Nottinghamshire County Cricket Club are proposing a series of changes to the club’s Constitution (the Rules) to safeguard the club’s status as a thriving members’ club which is successful on and off the field.

Over the next few months, we will work with our members to design and finalise these proposed changes.

Please find some background information below on the reasoning behind the changes, and a summary of the proposals.

 

1. Potential Governance Changes

1.1 Key Principles

Expectations are changing.

Members, supporters, regulatory bodies, potential sponsors and commercial partners, expect the highest standards on and off the field. As with any modern business, this includes being run by the most talented leaders possible.

As a respected First-Class county, we should be a leader in governance. We should be led by individuals who take evidence-based decisions, are guided by consistent principles, and who show the transparency, accountability, integrity and diversity demanded by Sport England’s Code for Sports Governance.

We are creating an ambitious new club strategy

Shortly, we will share details of our strategy for the next decade. To achieve our ambitions on and off the field, while proudly remaining a members’ club, we must update our governance arrangements.

We will be guided by the following core principles:

- Protecting the club’s identity and integrity as a members’ organisation while enabling recruitment of directors with the appropriate aptitude, skills and experience;

- Ensuring our leadership structure reflects the diversity of our communities.

- Creating a governance framework that ensures transparency and robust decision‑making;

- Establishing a suitably sized non‑executive leadership group focused on strategy, performance, and accountability;

- Clarifying and strengthening the dynamic between executive and non‑executive roles to support effective oversight.

 

1.2 Why now?

Our last significant examination of our club’s governance came in 2019/20. Since then, the expectations of all stakeholders – from members and supporters to governing bodies and commercial partners – have changed significantly.

That we are respected as a well-governed and ambitious club is a valuable asset, but we must continue to evolve to maintain this reputation.

In our new strategy, we will reaffirm our commitment to remaining a members’ club, anchored in the heart of our communities and bringing economic and social benefits to our county. We believe that the governance changes that we are proposing will support these aims, and will ensure we are led by the most talented individuals available to us.

 

1.3 Summary of Proposed Changes

At present, our decision-making body, the General Committee, is made up predominantly of elected members. This means that:

  • For the majority of its members (8 out of 12) there is no rigorous selection process to ensure that we only recruit individuals with strong aptitude, appropriate experience and the desired skillsets to will ensure robust and balanced governance.
  • We are not able to ensure that the Committee is reflective of the diversity of our communities, and to benefit from the diversity of thought, ideas and experience that this would bring.

The main areas of change being explored are:

  • Establishing a skills‑based Board of 10 non-executive directors (of which 8 will be appointed and 2 elected by members) plus the Chief Executive Officer;
  • Creating a new members’ committee which will be a formal part of our governance structure with direct links to our board.

Such change will require the approval of eligible members, in accordance with our Rules. Following consultation with members, a revised set of Rules will be proposed ahead of the next Annual General Meeting on 22 February 2027, upon which voting will be conducted in advance of the meeting.