Cricket West Indies (CWI) President, Ricky Skerritt on Monday night declared that the game in the region needs reforms on all fronts and investments have not yielded the expected returns.
Delivering the University of the West Indies’ 20th Annual Sir Frank Worrell memorial lecture titled “Reforming Cricket West Indies for improved on-field results” he also detailed his vision of transformation over the next decade.
According to Skerritt, it is unfair to compare the period of West Indian dominance when Sir Frank Worrell led the side to success against the teams of the last 20 years.
Skerritt contended if Sir Frank was to return he would see “regional cricket administrators have been grappling for the past 20 years or so with declining and inconsistent team performances, in all three formats of the game.”
In the CWI boss’ presentation, he noted that in Tests, 50-over cricket and T20Is, West Indies have won 21%, 35% and 45% of matches respectively.
Skerritt further noted that there was no stability in the governance of the sport as CWI hired 15 head coaches since 2000 along with “dozens” of assistant coaches.
The President dissected the composition of the various sides, highlighting the chop and change approach compared to when Desmond Haynes and Gordon Greenidge were the stable opening pair for over a decade as well as Lance Gibbs as the premier spinner for nearly twice as long.
“To me, this data really tells the more important story of the inherent weaknesses in our local and regional cricket systems which do not sufficiently support enough of our young cricketers to become truly motivated, disciplined, skilled and mentally competitive for the global stage. The poor win/loss ratios, the numerous panicky team selection changes, the extremely high turnover of coaches, and the long list of team Captains tell a sorry story of poor returns on investment by CWI. It also suggests that West Indies cricket administrators need to be more strategic and comprehensive in addressing the growing need for us to change the way we operate and the decisions we make as producers of the West Indian cricket products,” Skerritt stated.
Skerritt noted that in Tests since 2000, 28 openers were tried along with 45 pacers and 39 spinners in 194 matches of which West Indies lost 104.
In 50 overs, the Caribbean side played 434 with 240 losses. In those matches, 44 openers, 51 pacers and 39 spinners were used.
In the shortest format, T20s, 63 of the 124 matches were lost with 23 openers, 31 pacers and 21 spinners playing.
The CWI president revealed that some US$700m was handled by the body but the returns on the field did not reflect such an investment. He compared the expenditure of 2000, which was US$3,011,914 to that of 2019 which stood at US$18,375,640. This represents an increase of 610% over 20 years.
“Although the finger-pointing is continuing, especially at each other, I believe that most of our administrators and directors are now more aware of the need for strategic change and governance reform, at least on some fronts. The truth is, and am confident that Sir Frank Worrell looking on us would agree, that CWI needs reform on all fronts if we are to get good returns on investment on the fields of play. I am clear in my own mind that pointing accusatory fingers at coaches and moving dozens of new players through our squads, has not provided CWI with the level of results that we should all be seeking,” he explained.
Towards the end of his presentation, Skerritt discussed the ideologies of the 10-point “cricket first” plan that he, along with Dr. Kishore Shallow campaigned on to bring about change.
He noted, “cricket first is the player-centric guiding star around which CWI’s values, decisions, strategies, and actions must revolve going forward. It is also the foundation on which competence, confidence, continuous learning, self-discipline, and high standards are being built.”
Skerritt admitted, “the rebuilding will not happen overnight, but it is already happening,” as he mentioned a team selection system review, business situation assessment and financial operations review, Human Resources development plan, coaching education plan and pandemic safety protocols master plan as some of the initiatives undertaken.
Another aspect of the turnaround is centred around the West Indians’ first policy that seeks to empower and procure the best available manpower from the region.
Skerritt stated that he strongly supports the description of West Indies Cricket as a public good since it belongs to all West Indian people, not only those who have invested financially but those who “have made years of emotional investments in our players and teams.”
“We beam with pride as we look at our own young West Indians face up with confidence, and God-given talent, to their adversaries and best competition from across our globe. Sadly, the inverse occurs when our teams underperform, when they look unmotivated, especially when they get badly beaten. Fans feel gravely let down, and our West Indian pride and spirit stagger in frustration. Our West Indies team being continuously low-ranked on the ICC (International Cricket Council) success ladder causes strong feelings of denial and embarrassment, and stakeholders are rightly demanding explanations, solutions, and improved results,” Skerritt said.
The CWI boss reemphasized that the cricket first vision sets out a number of key goals including the strengthening of the various teams to return to winning ways, building on the four inter-connected and inter-dependent on-field pillars of fitness, mental and physical skills and strategic thinking.
Also on the list are designing, implementing and monitoring performance improvement practices, developing sustainable and justifiable governance structures, establishing a contract of expectations between coaches and players and promoting a common philosophy.
Skerritt envisioned for CWI in the next two to 10 years, competent leadership, modern and fit-for-purpose corporate governance system, well-organised grassroots programmes, a reigniting of the passion among young people to play and enjoy cricket along with educational strides, commercially branded junior tournaments, emerging players overseas tours for under-23 talents, improved regional franchise system, player welfare, high performance programmes, at least a 60% win rate, ranking in the top five teams and several players in the top 20.
