ࡱ>  x{mnopqrstuvw D~bjbj99 SSp"%  z:,!!!TX"X"X"p$)X"\25xP7P7P7|v$$\8!*<@**8P7P7RnMططط*P7!P7ط*طط\j b P7@u_:$.Fc0tֱ6b b !**ط*****88 ****************  @:   ARMY CRICKET ASSOCIATION   ARMY CRICKET HANDBOOK 2018 ARMY CRICKET HANDBOOK 2018 REFERENCES A. JSP 660, Sport in the UK Armed Forces, V2.1 Mar 18. B. AGAI Volume 1 Chapter 5: Sport, March 2017. C. UKAFCA Cricket Handbook: 2018. D. ACA Sport Safety Management Plan (SSMP) dated 30 Jan 18. E. 2018DIN10-017 Army Overseas Sports Visits. F. 2017DIN10-023 Travel at Public Expense for Army Sport. G. 2017DIN10-006 Berlin Infantry Brigade Memorial Trust Fund (BIBMTF). H. JSP 315, Scale 48, Physical Training and Sports Facilities. I. TS4, ECB Recommended Guidelines for the Construction, Preparation and Maintenance of Cricket Pitches and Outfields at all Levels of the Game. J. The Essential Guide to Cricket Groundsmanship. CONTENTS Chapter (a)Title (b)Pages (c) Intro References and Contents I1Army Cricket Strategic Vision1-1 to 1-22Governance of the Army Cricket Association2-1 to 2-33Objectives and Goals3-1 to 3-34Goal 1: Funding and Sponsorship4-1 to 4-2Annex A: Cricket Kit Directive (Representative)4A-1 to 4A-45Goal 2: Pitches, Infrastructure and Equipment5-1 to 5-56Goal 3: Standard of Cricket6-1 to 6-5Annex A: ECB Coaching Categories6A-17Goal 4: Development of Officials7-1 to 7-3Annex A: The ECB ACO7A-1 to 7A-28Goal 5: Image, Communications and Engagement8-1 to 8-29The 2018 Season9-1 to 9-210General Policies10-1 to 10-5Annex: ACA Code of Conduct 10A-1 to 10A-1111Responsibilities of Army Cricket Association Committee Members11-1 to 11-712Responsibilities of Corps and Unit Cricket Secretaries/Officers12-113Responsibilities of Players (the Players Charter)13-1 to 13-2142018 Directory14-1 to 14-3 chapter 1 Army Cricket Strategic Vision Purpose. The Army Cricket Association (ACA) serves as the governing body for cricket within the Army and has two principal, equally-important, purposes. First, to provide the Armys best cricketers with the opportunity to achieve success at the highest level of the domestic game, stretching their individual and collective ability and raising the Armys profile. Second, to encourage the broadest participation in cricket at all levels, promoting cricket from the grassroots up, running the inter-Corps and inter-unit competitions and enabling community engagement. Success. At representative level, success is about winning matches against high quality and high profile opposition in the UK in a manner that earns domestic recognition and which precipitates the degree of positive publicity that encourages sponsors to support it, thus allowing development activity to flourish. Representing the Army (or, at lower levels, ones Corps) must continue to be regarded as an honour and a special distinction, and the Army aims to win each of the inter-Services competitions every year. At the lower levels, success is measured by the broadest possible participation in the game, the quality of provision in terms of cricketing infrastructure and equipment and by the number and quality of entries to the various inter-Corps and Army Cup competitions. Priorities. In line with Army sports policy, the most senior form of the game takes precedence. Thus, representative cricket (UKAF and then Army) takes priority over Corps and Regimental cricket commitments, but the ACA must work with the Corps and Regiments to maximise the part played by each player and administrator and minimise competing demands upon them. The formats for the inter-Corps competitions are designed with this in mind. In case of doubt, the inter-Service competitions are the most important events in the Army Cricket calendar. CONTEXT 4. Enshrined within Reference A is a statement on the significant contribution that sport makes to operational effectiveness, fighting spirit and personal development. It plays an important part in Service life, has a positive impact on recruiting and retention and provides a positive image of the military in the wider public eye. It contributes to fitness, teamwork, leadership, self-discipline, determination, coordination, courage, competitive spirit, individual/collective resilience and, in consequence, military ethos. Authorised sport is a Condition of Service with duty status; it is a core and not a discretionary activity. It provides a balance in the lives of Service personnel from the pressures of military commitments and an invaluable opportunity for decompression. The principles underlying sports policy in Defence are to: a. Create an environment which encourages Service personnel, both regular and reserve, to participate in a full range of sporting activity; b. Provide all Service personnel with time for sport and access to a clearly defined standard of sports facilities and equipment, in order to achieve and maintain fitness, health and well-being; c. Encourage sporting success at individual, unit and representative level and provide a framework for Service, inter-Service and Armed Forces sports competitions and representational sporting opportunities. 5. Reference B gives the aim of Sport in the Army as being to promote fitness and health through the conduct of competitive sport thereby assisting in the development and maintenance of the Armys core values, personal development, team building and leadership and support the recruiting and retention necessary to enhance the operational effectiveness of all military personnel. Within the Army, sport is governed through the Army Sports Control Board (ASCB), under the direction of Commander Home Command. The ACA has been established to govern cricket within the Army, and is established with a Secretary and Assistant Secretary (both of whom also provide secretarial support to the Army Squash Racquets Association). Its other officers serve on either a paid or voluntary basis. 6. Although the ACA is answerable to the Director of ASCB, its Chairman sits on the United Kingdom Armed Forces Cricket Association (UKAFCA) executive committee, a grouping to which the Secretary of ACA serves permanently as Secretary. The chairmanship of the UKAFCA executive committee rotates between Service chairmen every two years and incorporates a requirement to organise the inter-Service mens T/20 competition at Lords. The Army assumed the lead in December 2016 and will relinquish it to the Royal Air Force in December 2018. UKAFCAs remit extends only to the organisation of UKAF level cricket and direction on the conduct of inter-Services competitions. It has no authority to delve into Service cricket association matters, but can provide advice if it is requested to do so. That said, its 2018 Handbook (Reference C) provides useful detail on expectations of pitch quality, rules for inter-Services competitions and policies for coaching and official development, both of which are run at UKAF level. CHAPTER 2 GOVERNANCE STRUCTURE FOR ARMY CRICKET 1. Cricket within the Army, regardless of the level at which it is played, is governed by the ACA. The ACA derives its authority from the ASCB and has an established system of governance to assist in its guardianship of the ethos of the game within the Army. Cricket in the Army is played at representative level, at Corps level, at unit level and below unit level (e.g. sub-unit competitions and Mess fixtures). There is no formal Garrison or formation cricketing governance structure, although some personnel responsible for sports and physical training in such headquarters maintain a watching brief on the game and are free to organise cricketing activity, seeking advice from Secretary ACA as required. Guidance on safe practice is provided within Reference D, which should be read by representative team managers, Corps associations and unit cricket officers. 2. Despite being responsible for the oversight of all cricket within the Army and for representing the interests of all levels of Army cricket at the UKAFCA and at the ECB, ACAs principal focus is on the representative level. Beneath it, Corps establish cricket committees for the promotion and advancement of representative sport at that level, and foster the interests of their subordinate units. These organisations are, in many cases, considerably older than the ACA and, consequently, Corps associations are affiliated to the ACA, rather than an inherent constituent part. At a lower level, major and minor units appoint cricket secretaries, thereby ensuring that, at all levels, officers and soldiers wishing to participate in the game are afforded every opportunity to do so. Where possible, cricket secretaries at both Corps and unit level should be commissioned officers with an interest in the game. Initial training institutions (including RMAS) have a specific role to identify potential talent for representative level sport, a role shared by Corps chairmen and secretaries. 3. The regulations for the conduct of Sport in the Army are contained in Reference B, which provides guidance on the conduct and organisation of sport within the Army. In general terms, the policy it contains applies to Army cricket precisely to the letter. It does not cover Army personnel receiving financial reward for participating in professional sport; this is covered in AGAI Vol 3 Ch 111. References E to G also provide useful guidance. 4. The ACAs governance structure is founded on two principal bodies: the Executive Committee and the General Committee, the latter of which incorporates the Corps Cricket Associations. The core structure of ACAs governance looks as follows:  SHAPE \* MERGEFORMAT  5. Executive committee. The ACA Executive Committee is currently formed as follows: ChairmanBrig Barty BartholomewDirector Representative Cricket (and Vice Chairman)Lt Col Alex Senneck Director Corps and Unit CricketCol Andy PhillipsDirector Grounds, Equipment and InfrastructureLt Col Stuart BrownAssistant Director Competitions Assistant Director Coaching Assistant Director Media/PR Assistant Director Safety (and UKAFACO LNO)Maj Ryan Castro Capt Danny Wall Capt James Hudson WO2 Alex RennieSecretaryLt Col (Retd) Mike ThornleyArmy Masters Team ManagerMaj Edd SuttheryArmy Team ManagerMaj Edd SuttheryArmy Development Team/Lions ManagerMaj Frank GreenwoodArmy Ladies Team ManagerCapt Ami Johnson 6. General committee. The ACA General Committee consists of: PresidentLt Gen James BashallChairmanBrig Barty Bartholomew Director Representative Cricket (and Vice Chairman)Lt Col Alex Senneck Director Corps and Unit CricketCol Andy PhillipsDirector Grounds, Equipment and Infrastructure Assistant Director CompetitionsLt Col Stuart Brown Maj Ryan CastroAssistant Director Coaching Assistant Director Media/PRCapt Danny Wall Capt James HudsonAssistant Director Safety (and UKAFACO LNO)WO2 Alex RennieSecretaryLt Col (Retd) Mike ThornleyClub Captain 2018Cpl Jay BoyntonArmy Team ManagerMaj Edd SuttheryArmy Development Team/Lions ManagerMaj Frank GreenwoodArmy Masters ManagerMaj Edd SuttheryLadies Cricket ManagerCapt Ami JohnsonLadies Cricket Captain 2018Capt Lauren HardenAffiliated Corps Secretaries:- RACMaj Dom Davey- RACapt Chris Hoggard- RECapt Alex Green- R SIGNALSCapt Stephen Fox- InfMaj Toby Whitmarsh- RLCLt Jo Carlin- REMEMaj Danny Leslie- AGCMaj Matt Haslett- AMSMaj Craig McKinnie- AACCapt Iain Kiy- INT CORPSSSgt Charles Lamb- RAPTCSSgt Roger Harnden- CAMUS LSgt Owen DuffieldSO2 PD RMASCapt Geoff GodkinOIC Guards CCLt Col Richard GreenOIC General Staff CricketMaj Tom JeffordXO HACMaj Mike Rigby 7. Vice-Presidents. In order to involve a greater number of senior officers as advocates for cricket throughout Defence, the following have been nominated as honorary Vice-Presidents of Army Cricket for 2018: Maj Gen Tom Copinger-Symes Maj Gen James Illingworth Maj Gen Colin McClean Brig Jez Bennett Brig James Carr-Smith Brig Tim Law Brig Andy Sturrock Brig Rob Thomson GOVERNANCE MEETINGS 8. Meetings of the Executive Committee, usually three per year, are convened at the request of the Chairman, and publicised by the Secretary. Normally, a pre-season meeting is held in February to allow team managers to brief the Chair on their plans for the forthcoming season. A post-season meeting is usually held in late September to conduct a debrief of the years activities and to review any actions that need to be addressed before the AGM. Immediately prior to the AGM, the Executive Committee meets for a third time. Each of these is considered duty, and travel expenses can be claimed. Occasionally, meetings of a more restricted body may take place to discuss specific business. In such instances, decisions should only be taken with a view to their endorsement at the next full meeting of the Executive Committee. 9. An ACA AGM is to be held annually, normally in December or January. All those on the General Committee are expected to attend or to send a representative. Secretary ACA is to send the calling notice and agenda in advance. CHAPTER 3 OBJECTIVES AND GOALS OBJECTIVES 1. The objectives of the ACA are to: a. Foster all aspects of the game of cricket, including the Spirit of Cricket, in the Army. b. Strengthen, build and develop representative squads that will achieve success against the other Services and in playing against foreign armies. c. Identify, develop and encourage young cricketers throughout the Army, creating a structure that allows them to play, develop and compete at the highest level possible. d. Improve the standard and skills at grass roots level by ensuring that sufficient coaches are trained, fostered and developed across the Army. e. Improve the standard and availability of Officials by ensuring that a trained pool of uniformed Umpires and Scorers is developed and retained, and supporting UKAFACO in its development. f. Organise and sponsor an overseas representative tour once every 4 years that will contribute positively to Defence Engagement activity. g. Develop and broaden the profile of ladies cricket across the Army, aiming to establish the conditions for representative touring every 4 years. h. Specify standards, and develop and improve the facilities and playing surface at Aldershot and elsewhere within the Defence Estate. i. Promote, champion and professionally advise on the development of cricketing infrastructure, including indoor facilities, wherever officers and soldiers wish to play. j. Develop and implement a coordinated development strategy and financial plan. k. Assist in building attendance at the Lords inter-Services Twenty/20 competition to capacity by 2025. DEVELOPMENT GOALS 2. In order to achieve its objectives, ACA has established the following development goals. Each is to be funded in accordance with priorities set by the Executive Committee, the basis of which will be set out in the annual Financial Plan. Goal 1: Funding and Sponsorship (Lead: Chairman). Goal 1.1. Generate sufficient annual income to permit the effective conduct of representative cricket. Goal 1.2. Implement a taut budget to make best use of scarce resources. Goal 1.3. Establish opportunities to generate commercial sponsorship from a broad range of sources. Goal 1.4. Maintain sufficient reserves to be able to run Army Cricket for a full season in the absence of commercial sponsorship. Goal 1.5. Increase income from sponsorship by 10% every 3 years, with a stretch target of 15%. Goal 2: Development of Grounds and Infrastructure (Lead: Director Grounds, Equipment and Infra). Goal 2.1. Create a long-term strategic plan for the provision of cricketing infrastructure to support cricket within the Army, advocating for the development of 3 cricket grounds (Aldershot Upper, Larkhill and Tidworth) to ECB premier standard by the end of the 2019 season. Goal 2.2. Develop Aldershot Lower, Worthy Down, Catterick, Blandford Forum, Chicksands, Sandhurst, Lyneham, Middle Wallop and Chatham to at least ECB club standard by the end of the 2019 season, with a focus on developing grass wickets to an appropriate standard where possible. Goal 2.3. Develop Aldershot as the UKAFCA cricketing centre of excellence by 2025, developing supporting infrastructure and fixtures/fittings accordingly and, potentially with a commercial partner, developing an indoor school. Goal 2.4. Ensure, through the provision of grounds at ECB basic level (both artificial and, where possible, grass) and through the provision of indoor facilities, that each Garrison and Station has capacity to deliver the potential for the safe conduct of cricket. Goal 2.5. Develop commercial relationships to drive down the cost of cricket infrastructure (e.g. boundary ropes/markers, covers, scoreboxes, pavilions) and equipment, both to ACA, to Corps and Units, and to individuals. Goal 3: Standard of Cricket (Joint Leads: Director Representative Cricket and Director Corps and Unit Cricket). Goal 3.1. Win the full complement of inter-Services competitions, incrementally increase the standard of opposition and increase the number of Army players in UKAF teams and at first-class level. Goal 3.2. Identify, recruit and nurture cricketing talent at the earliest possible stage, and provide opportunities for talented cricketers to play the game. Goal 3.3. Develop, through provision of coaching and a demanding standard of fixtures, the standard of cricket played at every level in the Army. Goal 3.4. Advocate for the chain of command to release cricketers from primary duties, when commitments allow. Goal 3.5. Develop a sustainable network of professionally qualified Army coaches at UKCC Levels 1, 2 and 3 in order to assist and sustain the development of cricket across the Army. Goal 3.6. Maintain and harness links established with ECB as the National Governing Body, and establish links with the PCA to encourage quality cricketers whose first-class ambitions are thwarted to consider the Army (Regular or Reserve) as a suitable alternative career. Goal 3.7. Encourage officers to engage in the administration and management of the game at unit, Corps and Army level, and advocate within the Army for sufficient reward for such investment. Goal 3.8. Develop plans and build financial reserves to enable senior mens and ladies teams to tour overseas every 4 years, synchronised to avoid Corps and UKAF tours. Goal 3.9. Run self-funding annual competitions to encourage competition at inter-Corps and inter-unit levels. Goal 4: Officials (Leads: Assistant Director Safety/UKAFACO LNO and Secretary). Goal 4.1. Develop a network of professionally qualified officials in order to improve availability and decrease reliance on civilian assistance. Goal 4.2. Establish and maintain positive links with the UKAF and ECB Associations of Cricket Officials. Goal 4.3. Promote the participation of Army officials in the first-class game. Goal 4.4. Promote the safe conduct of cricket across the Army, and enforce appropriate levels of discipline to support the sport being played firmly in the spirit of the game. Goal 5: Image, Communications and Engagement (Lead: Assistant Director Media/PR, in direct support of the Chairman). Goal 5.1. Seek commitment from senior members of the Army to support administrators and players, including the identification of sponsorship opportunities, attendance at key matches and for release of cricketers by the chain of command. Goal 5.2. Raise the profile of ACA cricket by publicising events, results and people, expanding use of social media in this regard. Goal 5.3. Assist Home Command in developing initiatives for community engagement through cricketing activity across the Army. Goal 5.4. Promote an ethos that is consistent with the spirit of cricket, and which marks Army sportsmen from their peers in their approach to the decisions made by officials and to the way the game is played. Goal 5.5. Assist UKAFCA to build attendance at the inter-Services Twenty/20 competition at Lords, to capacity by 2025. CHAPTER 4 GOAL 1: FUNDING AND SPONSORSHIP Goal 1Funding and Sponsorship (Lead: Chairman)Goal 1.1. Generate sufficient annual income to permit the effective conduct of representative cricket. Goal 1.2Implement a taut budget to make best use of scarce resources.Goal 1.3Establish opportunities to generate commercial sponsorship from a broad range of sources.Goal 1.4Maintain sufficient reserves to be able to run Army Cricket for a full season in the absence of commercial sponsorship.Goal 1.5Increase income from sponsorship by 10% every 3 years, with a stretch target of 15%. 1. General. The Executive Committee and the ACA General Committee will oversee the development of Army Cricket. This will allow continuity of direction and establish long term plans to enable prudent financial expenditure. All the points listed below are pertinent for the Masters, Senior Mens, Development, Lions and Ladies teams. It is ACA policy that no player should be financially disadvantaged through their participation in Army cricket and that no match fees will be charged (less for overseas tours, where a personal contribution will be required). Players, however, must appreciate this situation and pay due regard to economy in their travel and subsistence. 2. Expenditure. The cost of running Army Cricket has increased considerably over the last few years. This has been principally due to the introduction of Ladies Cricket, a Twenty20 competition, increased dependence on civilian officials, and rising catering and accommodation costs. Fortuitously, this increase has been matched by ongoing sponsorship and an increase in the ASCB grant. However, if the Goals outlined in the ACA Objectives are to be achieved in the context of challenges to income generation through commercial partnerships, ACA needs to husband its resources effectively. The Secretary is to adopt a 3 year rolling plan to more objectively predict expenditure and to articulate the essential requirement for ongoing and increased sponsorship. This 3 year plan will be developed by the new Secretary before the 2019 season and presented to the Executive Committee for agreement at an appropriate juncture. 3. Income. Income is derived from a number of sources, including grants, sponsorship and entry fees for ACA-run competitions. a. Direct Grants. The ACA currently receives an annual grant from the ASCB and an allocation from the UKAFCA to offset the costs of hosting an Inter Services (IS) festival (which, in 2017, is the ladies 40 over competition at Larkhill and the Development Twenty20 competition at Aldershot). The UKAFCA grant averages between 1500 and 3000 dependent on which IS festival is to be hosted. Expenditure from the ASCB grant goes towards the costs of: i. Professional coaching costs Army Men, Ladies and Development/Lions. ii. Hire of indoor facilities for trials and coaching. iii. Upkeep of the Aldershot pavilion and outside areas. iv. Tours, which are ideally programmed every 5 years. v. Match fees for civilian officials umpires and scorers. vi. Match catering provision Home and Away. vii. Team accommodation for Away Matches. viii. Maintenance of the ACA website, funding of the webmaster and a gratuity for the statistician. ix. Miscellaneous administrative costs to support the Secretariat. b. Sports Equipment Grant. In addition, the ACA also receives an Annual Sports Equipment Public Funding Grant (SEPF) towards the purchase of cricket clothing and equipment. This is to be spent in accordance with the Army Kit Policy, which is attached as an annex to this section. c. Commercial Sponsorship. There is an annual requirement for commercial sponsorship to augment non-public funds to the sum of 30K. With an established network of direct sponsors, it is currently ACA policy not to partner with Team Army. Whilst the Chairman (and President) are in the lead for developing commercial opportunities, efforts are to be made by all involved in Army cricket to identify potential sponsors to the Committee. Thus, a proactive approach to securing and maintaining sponsorship is required. This includes the development of additional projects with current sponsors and the seeking of additional sponsorship, in order to: i. Hire professional coaches for training sessions throughout the year. ii. Hire facilities, such as the Dummer Indoor Centre, for training throughout the year. iii. Refurbish and purchase equipment and facilities. iv. Assist with individual costs on overseas tours. v. Improve the corporate image of the team and turn out of individual players by the purchase of clothing and equipment. 4. Funding of Cricket at Lower Levels. Corps must operate within a taut financial envelope but have the freedom to develop their own financial plans, there being no overarching ACA policy guidance. ACA would not wish, however, the grass roots game to suffer through lack of resources at Corps Association level and welcomes requests for assistance through ASCB funds as needed. Although it cannot guarantee success in gaining assistance, it will do all it can to advocate on subordinate associations behalves. In accordance with Reference B, Sports Equipment Public Funding (SEPF) is allocated through formation HQs to individual units. Para 5.134 refers. In 2019, the Secretary is to liaise with Corps Associations to determine whether there is any potential to incorporate financial provision for all cricket played in the Army under a single ACA banner, with particular regard to the payment of officials. 5. Other Sources of Funds. Reference B contains detail on the range of funds to which ACA and Corps can apply for assistance, particularly with tours (both overseas and within the UK). These include: SEPF, Enhanced COPF, Gainshare Funds, CILOR, Nuffield Trust, the Army Central Fund, the Berlin Infantry Brigade Memorial Trust Fund, the Army Sports Lottery, and formation/unit welfare funds. For the funding of infrastructure projects, the initiation of which Corps should report to the ACA to see whether any advice or assistance can be given, Garrison arrangements for funding are most appropriate. In most such cases, Garrisons will refer to the ASCB (and ACA) for professional advice. 6. Claiming for Travel and Subsistence. Reference F contains details of how to claim for travel costs associated with representative sport, using public funds. Only non-public funds can be used for subsistence (accommodation and feeding), and costs sustained by players at any level can only be met under ACA or Corps Associations arrangements. Annex: A. Army Cricket Kit Policy. Annex A to Chapter 4 to Army Cricket Handbook Cricket Clothing and Equipment Directive for the Army Teams and Officials 1. Introduction. Raising awareness of Army Cricket and promoting a recognisable corporate image at matches is essential for the Army Cricket teams. Players and officials need to look the part, hence the decision to allocate funding to ensure they are properly turned out at representative matches. Professionally manufactured kit also enables the main sponsors to raise their profile through having their branding on the Army clothing. To achieve this objective Chairman of Army Cricket has instructed that the representative Army Cricket XIs are to be kitted out uniformly. Following a number of occasions in 2017 when teams were not kitted out uniformly, managers are to pay particular attention to this directive in 2018. 2. Clothing. The breakdown of clothing for all forms of cricket is as follows: a. Training Kit. This will not be personalised and will consist of: (1) Tracksuit with Army badge on left breast and left thigh. (2) Pair Black Training Shorts with Army badge on left thigh. (3) Red Training Top with Army badge left breast. b. White Ball Kit. This kit is to be used for all white ball matches (including the IS Development Competition), less Lords which has its own specific top as the sponsors and Charities are different. The T20 kit consists of: (1) Lords. To have its own specific top to meet sponsor requirements. For players in the 14 man squad for Lords, the shirts will have their selected numbers on the rear of the shirt. (2) Red Shirt. Sublimated shirt (preferably with length sleeves) with Army badge left breast and appropriate Sponsors logos. There will no names or numbers on the back of their shirt as the shirt is generic to all teams. (3) Black Trousers. Non-personalised with the Army badge right thigh. (4) Slip Over. Red sublimated slip over with Army Badge left breast. No sponsors logos these will be generic to all teams. (5) Red Cap. Non-personalised and worn for all white ball games and for players playing red ball games that have not been capped. c. Red Ball Kit. This kit is to be used for all 40/50 over matches: (1) White Shirt. length Sleeve with Army badge left breast and sponsors logo on chest. No names or numbers on the back. (2) White Trousers. Individuals wear their own plain white trousers. (3) Slip Over. White Slip over with Army badge left beast no sponsor logos generic to all sides. (4) Caps. There are two types of Cap: (a) Capped Players. Players are issued a blue traditional cap with a white Army badge when they play in their first Inter Service (IS) 50 over match. Capped players can wear their traditional cap in all representative red ball games. (b) Uncapped Players. All non-capped players are to wear a baseball style red cap with Army cross sword badge. d. Coaches Kit. Coaches and physios will be issued with the following kit: (1) Black Hoodie with Army Badge left breast. (2) Training Kit. See Para 2a. (3) Red Cap. See Para 2b(5)(b). 3. Arrangements for the Issue of Kit. Secretary Army cricket will maintain the master register for all clothing and will hold a working surplus of all forms of clothing. The Secretary will issue items to Managers/Coaches as required. Teams will be issued kit as follows: a. Full Side Mens. The Manager Full Side will maintain a kit register for all Full Army players issued with clothing. Kit will be issued as follows: (1) White Ball Cricket. (a) Training Kit. See para 2a. (b) White Ball Kit. See para 2b. (2) Red Ball Cricket. (a) Training Kit. See para 2a. (b) Red Ball Kit. See para 2c. b. Development Mens. The Manager Development is responsible for the issue and return of all clothing. The Development Team will only play T20 games and will be issued kit on a temp loan basis as follows: Training Kit. Will consist of: (a) One pair black Sweat pants with Army badge left thigh. (b) 1 x Red Training Top with Army badge White Ball Kit. See para 2b. Cap. See para 2b(5)(b). (4) Development Cap. Players selected for the IS Development XI will be awarded a Development Cap. See para 4. c. Army Lions. The Manager Army Lions is responsible for the issue and return of all clothing. The Lions play a combination of White and Red Ball cricket and will be issued kit on a temp loan (game by game) basis as follows: (1) Training Kit. See para 2b(1). (2) White Ball Kit. See para 2b. (3) Red Ball Kit. See para 2c. d. Army Ladies. (1) White Ball Cricket. (a) Training Kit. See para 2a. (b) White Ball Kit. See para 2b. (2) 40 Over Cricket. (a) Training Kit. See para 2a. (b) Red Ball Kit. See para 2c. 4. Capping Policy. The policy on capping is as follows: a. Army XI Cap. An Army XI player is awarded a cap if he plays in one 50 over Inter Service (IS) match and this involves a presentation of a traditional blue cap with the Army logo on the front (white embossed badge). Playing at Lords in the T20 format of the game does not constitute a cap; it is an honour to be selected to play at Lords. b. Army Ladies Cap. An Army Ladies XI player is awarded a cap if she plays in one 40 over IS match and this involves a presentation of the same design of cap as the Mens Army XI. Playing in the Ladies T20 IS tournament does not constitute a cap. c. Development XI Cap. A Dev XI player is awarded a cap if he plays in one Twenty20 IS match and this involves a presentation of the Army red cap with the word Dev XI under the Army logo. Players who have been awarded a Development cap may wear it in the IS T20 Development matches and all other non IS matches. d. Red Baseball-Style Cap. Unless players have been capped (in accordance with para 3a-c) they are to wear the red baseball style cap for all representative games. Red caps are not to be worn at IS games, less for the 12th man, as by definition all players will have been capped. 5. Personal Player Responsibility. It is the role of the Managers and Coaches to ensure that the players are aware of their clothing responsibilities. Players are to be accountable for issued kit and are to maintain it in a clean and serviceable condition and it will only be replaced if it is damaged in the course of an Army game or practice session. Players may be charged for unserviceable kit, if it is deemed not to have been cared for properly. Army kit should not be worn for anything other than Army games to increase its longevity. 6. Coaching Equipment. The Head Coach is responsible for ensuring that all representative teams have access to warm up and technical training equipment. Team coaching bags (Full Mens, Development/Lions, Womens) will be issued to each team coach who will be responsible for accounting for and the maintenance of the kit. The issue will consist of: One Gray Nicolls Duffle Bag with padlock. Cones. 6 x Fusion Stumps. 4 x Sidearm throwers (Men to have 2 x pink & 2 x white). 2 x Katchit ramps. 2 x catching mits. Therabands. 2 x fielding bats. 2 x fielding nets. 12th man Loomey Vest. Balls. Each coaching bag will contain 1 bag of fielding (well used) balls and bag of net balls with new and nearly new balls. 7. Bowling & Fielding Machines. There is one bowling and one fielding machine held centrally in the Aldershot pavilion. These are only for use by representative teams and a suitably qualified coach or player must be in attendance when the equipment is being used. In 2018, a directive for the use of the equipment will be drafted by the Assistant Director Safety with support from AD Coaching. 8. Match Balls. The Army XIs will play with Dukes White and Dukes Red which have been endorsed by the UKAFCA Committee as the approved tournament balls for IS competitions. CHAPTER 5 GOAL 2: DEVELOPMENT OF PITCHES AND INFRASTRUCTURE Goal 2Development of Grounds and Infrastructure (Lead: Director Infra)Goal 2.1 Create a long-term strategic plan for the provision of cricketing infrastructure to support cricket within the Army, advocating for the development of 3 cricket grounds (Aldershot Upper, Larkhill and Tidworth) to ECB premier standard by the end of the 2019 season.Goal 2.2Develop Aldershot Lower, Worthy Down, Catterick, Blandford Forum, Chicksands, Sandhurst, Lyneham, Middle Wallop and Chatham to at least ECB club standard by the end of the 2019 season, with a focus on developing grass wickets to an appropriate standard where possible.Goal 2.3Develop Aldershot as the UKAFCA cricketing centre of excellence by 2025, developing supporting infrastructure and fixtures/fittings accordingly and, potentially with a commercial partner, developing an indoor school.Goal 2.4Ensure, through the provision of grounds at ECB basic level (both artificial and, where possible, grass) and through the provision of indoor facilities, that each Garrison and Station has capacity to deliver the potential for the safe conduct of cricket.Goal 2.5Develop commercial relationships to drive down the cost of cricket infrastructure (e.g. boundary ropes/markers, covers, scoreboxes, pavilions) and equipment, both to ACA, to Corps and Units, and to individuals. 1. Provision of cricketing infrastructure is under the remit of DIO and the various contractual arrangements it makes with commercial enterprises across the various sites at which cricket is played. Articulation of standards and advocacy in support of achieving the Armys aspiration is the responsibility of the ACA. This chapter deals with the standards expected for playing surfaces, and the expectations participants should have regarding the provision of associated cricketing infrastructure. It is drawn from ECB performance quality standards and takes as its starting point the comprehensive advice and definitions contained within the UKAFCA Handbook 2018 (Reference C). 2. The ACA requires a total of three pitches (Aldershot Upper, Tidworth and Larkhill) to be at Premier Level, and expects all other pitches on which Corps routinely play to be at Club Level (grass) and the remainder of pitches within the Defence footprint to be maintained at Club and School (synthetic). Recognising that this leaves a number of Garrisons without the facility of a grass wicket, Garrisons may wish to make provision to fund the use of an outground (the commercial hire of a suitable level club cricket facility) for up to 12 matches per season. Where artificial synthetic wickets are provided, pressure must be exerted on DIO or local contractors to maintain the facility to a suitable standard and to use appropriate materials in construction. 3. Thus, of the principal pitches within the Army footprint, the following will be required: a. Premier. Aldershot Upper (Army), Tidworth (Army/Infantry/AAC) and Larkhill (Army/RA). b. Club. Aldershot Lower (Army/APTC), Worthy Down (AGC/RLC), Catterick (RAC), Blandford Forum (R SIGNALS), Chicksands (INT CORPS), Sandhurst (RMAS/AMS/CAMUS), Lyneham (REME), Middle Wallop (AAC), Chatham (RE). c. Outgrounds. Cottesmore (Cottesmore Garrison), Colchester (Colchester Garrison), Stafford (Stafford Garrison), Warminster (Salisbury Plain Garrison). 4. Upgrading of Facilities. Director Grounds, Infrastructure and Equipment is responsible to the Committee for the planning of major and minor infrastructure projects and for the provision of advice on the management of contracts for all cricket pitches used within the Army. S/He is also responsible for ensuring that the appropriately scaled provision of cricketing infrastructure is provided at each unit. Corps associations are to report major projects to him/her, in order to ensure that ACA lobbies for improvements with a single voice and is aware of any issues across the estate. Commonly, pitch maintenance contracts are poorly worded, and every effort must be made to hold contractors to account for the provision of a quality service. It is an ACA aspiration that when ECB pitch reports grade playing surfaces below the level of provision, the contractor will be financially penalised and required to make good (providing suitable alternative facilities at own expense when needed). 5. ACA Projects. Within the Aldershot pitch complex, there are existing requirements: a. In the short term, to: Improve the playing standard of the upper pitch; Deliver security enhancements to the main Pavilion; Provide cosmetic enhancements to the main Pavilion; Replace covers (including full square covering) on the Upper Ground; Provide white screens behind the bowlers run up in the outdoor nets; Supply an electronic scoreboard on the Lower Ground; Fence the area adjacent to the Aldershot/Church Crookham road to a height sufficient to avoid the potential for accidents; Improve car parking provision; Improve the pavilion on the Lower Ground. b. In the longer term, to build an Indoor School on the space formerly occupied by the hockey pitch. This could be a possible candidate for a council or commercial partnership. 6. Performance Quality Standards. Performance Quality Standards (PQS) provides a means of determining the quality of a cricket square or pitch at any given time. They are best described as a tool in the management process and can be used to provide benchmarks against which judgments can be made following the assessment/measurement of the pitch. PQS do not indicate how to do the job, which machinery or fertiliser to use, but are pre-determined levels of quality to which the finished product should conform. Each PQS has stated method of test of which the majority recommended are British Standards. When a club receives an advisory/assessment visit by their ECB Pitch Inspector, PQS are used as part of the assessment process to provide a written record of the condition of the square on the date of visit. Within the PQS are three categories of measurement that relate to the overall quality of a facility. These are laid out in Reference C, available from Sec ACA. 7. Minimum Standards for Premier Level Pitches. a. Locations, Governance and Responsibilities. Premier level pitches are those at Aldershot (Upper) and Larkhill. Contractors are responsible under arrangements negotiated by DIO from requirements set by each Garrison for the quality and maintenance of all facilities in each location. The holding of contractors to account for their performance to a common standard is under the remit of Sec ACA (Aldershot) and Sec RACC (Larkhill). b. Wicket. In order for soil to bind effectively, premier pitches should have a minimum of 28 to 35% clay content, with sand and silt accounting for 25 to 50%. The level of acidity should be above 5.5, with 6.5 being ideal. Organic matter should be between 3 and 8%. The playing surface should be flat and free of safety hazards and be cut to a suitable height with grass clippings removed in entirety. c. Provision of Grounds Equipment. Reference H lists provides a recommended list of grounds maintenance equipment. d. Associated Infrastructure & Equipment. Each premier level ground should have the following: Site Screens. The structure and non-reflective paintwork of the sight screens should be in good condition. They should be of an adequate and appropriate size for the ground and should be completely outside the playing area whenever possible. Screens are to be provided at both ends. Screens must be able to be adapted for both red ball (white screen) and white ball (black screen) cricket. Boundary Rope. The boundary should be clearly marked by rope or a white line with markers approximately 20 yards apart. Alternatively, where a gutter is used the edge shall be cleanly cut; if a picket fence or advertising boards form part of the boundary they shall be secure and in good condition. Scoreboard. This should be visible from the middle of the playing area and needs to display the following as a minimum requirement: Main Total Number of Overs Bowled In play batsman (x2) scores Duckworth Lewis target score Covers. Covers must be available to protect the pitch and the bowlers run-ups from rain both during the match and in the preceding days as appropriate. Wheeled covers are recommended, although plastic sheets/tarpaulins can be used provided that they are well maintained and are laid over a hessian underlay or coconut matting which covers the pitch area. The covers must protect an area of at least 80 feet by 12 feet and Inter service Tournament rules require a larger area to be protected including the bowlers run-ups. Drying Equipment. An adequate supply of sawdust and cloths should be available to minimise lost playing time due to wet ground conditions. Additional covering for areas likely to cause a delay in play (eg the ends of previously used pitches) should be provided whenever possible. Coconut matting can be used to protect pitches under preparation. Drying equipment including brushes, forks, squeegee, absorbent rollers are required to aid in the mopping up process in the event of rain before or during a game. 8. Minimum Standards for Club Level Pitches. a. Governance and Responsibilities. Club pitches are those at Aldershot (Lower) (Army/APTC), Worthy Down (AGC/RLC), Catterick (RAC), Tidworth (Inf), Stafford (R SIGNALS), Chicksands (INT CORPS), Sandhurst (RMAS/AMS/CAMUS), Lyneham (REME), Middle Wallop (AAC), Chatham (RE). b. Wicket. Club standard: Minimum of 25-30% of clay with sand and silt accounting for 25 to 50%. The level of acidity should be above 5.5, with 6.5 being ideal. Organic matter should be between 3 and 8%. The playing surface should be flat and free of safety hazards and be cut to a suitable height with grass clippings removed in entirety. c. Provision of Grounds Equipment. As per Premier Standard. d. Associated Infrastructure. Each Club Level premier level ground should have the following: Site Screens. The structure and non-reflective paintwork of the sight screens should be in good condition. They should be of an adequate and appropriate size for the ground and should be completely outside the playing area whenever possible. Screens are to be provided at both ends. Boundary Rope. The boundary should be clearly marked by rope or a white line with markers approximately 20 yards apart. Scoreboard. This should be visible from the middle of the playing area and needs to display the following as a minimum requirement: Main Total Number of Overs Bowled Duckworth Lewis target score Covers. It is recommended covers are available to protect the pitch and the bowlers run-ups from rain both during the match and in the preceding days as appropriate. Wheeled covers are recommended, although plastic sheets/tarpaulins can be used provided that they are well maintained. Drying Equipment. An adequate supply of sawdust and cloths should be available to minimise lost playing time due to wet ground conditions. Additional covering for areas likely to cause a delay in play (eg the ends of previously used pitches) should be provided whenever possible. Coconut matting can be used to protect pitches under preparation. Drying equipment including brushes, forks, squeegee, absorbent rollers are recommended to aid in the mopping up process in the event of rain before or during a game. 9. Holding DIO, Garrison Staff and Contractors to Account. a. Premier level pitches will be funded by ACA for ECB pitch inspections every 3 years, with club level pitches inspected every 6 years, the funding of which will be met by ACA. Can we do more? b. Contracts for all cricketing surfaces will be gathered centrally by the ACA, in order to assist the holding of contractors to account for delivery against the requirement. Corps Secretaries are expected to assist in this process, which will be conducted through Garrison Estates staff. c. D Grounds, Infra and Eqpt is to develop a full understanding of official scales for cricket pitches and associated infrastructure, such that ACA can influence future policy and to ensure that current provision is appropriate to the requirement. He is to advocate the requirements of cricket to the ASCB lead for infrastructure. 10. Assessment of Pitches. After each representative and Corps match, the umpires are to assess the quality of the pitch and report the score to the D Grounds, Infra and Eqpt at ACA. The scoring matrix is based on the following: Criteria: These criteria are to be used by captains for marking pitches. Always take into consideration the quality and ability of the bowlers, newness of the ball, and prevailing atmospheric conditions that may influence the amount of movement. Any variation in performance should be as a result of the quality of the pitch only.Grading CriteriaGradeUnevenness of bounceSeam MovementCarry and/or BounceTurnVery Good5No unevenness of bounce at any stage throughout the matchAt most, limited seam movement at all stages of the matchGood carry and/or bounce throughout the matchLittle or no turn from the protected area Good4Little unevenness of bounce at any stage throughout the matchLimited seam movement at all stages of the matchAverage carry and/or bounce throughout the matchA little turn from the protected areaAbove Average3At most, occasional unevenness of bounce at any stage throughout the matchAt most, occasional seam movement at all stage of the matchLacking in carry and/or bounce throughout the matchModerate turn from the protected areaBelow Average2At most, more than occasional unevenness of bounce at any stage throughout the matchAt most, more than occasional seam movement at all stage of the matchMinimal carry and/or bounce throughout the matchConsiderable turn from the protected areaPoor1Excessive unevenness of bounce for any bowler at any stage throughout the matchExcessive seam movement at all stage of the matchVery minimal carry and/or bounce throughout the matchExcessive assistance to spin bowlers from the protected area Unsuitable0A pitch is only rated unsuitable if: The pitch is excessively wet and slippery whereby players cannot gain a safe foothold. Wet areas may be localised to bowlers run-ups and/or areas on the pitch where the ball is likely to land, or in patches on the outfield. The pitch surface may be or become so dry or loose that the ball explodes through the surface and may fly unpredictably and dangerously. Bowlers footholds have not been properly and safely repaired. The Pitch/outfield has been vandalised in any way and is unfit for use.  CHAPTER 6 GOAL 3: STANDARD OF CRICKET Goal 3Standard of Cricket (Joint Leads: Director Representative Cricket and Director Corps and Unit Cricket)Goal 3.1 Win the full complement of inter-Services competitions, incrementally increase the standard of opposition and increase the number of Army players in UKAF teams and at first-class level.Goal 3.2Identify, recruit and nurture cricketing talent at the earliest possible stage, and provide opportunities for talented cricketers to play the game.Goal 3.3Develop, through provision of coaching and a demanding standard of fixtures, the standard of cricket played at every level in the Army.Goal 3.4Advocate for the chain of command to release cricketers from primary duties, when commitments allow.Goal 3.5Develop a sustainable network of professionally qualified Army coaches at UKCC Levels 1, 2 and 3 in order to assist and sustain the development of cricket across the Army.Goal 3.6Maintain and harness links established with ECB as the National Governing Body.Goal 3.7Encourage officers to engage in the administration and management of the game at unit, Corps and Army level, and advocate within the Army for sufficient reward for such investment.Goal 3.8Develop plans and build financial reserves to enable senior mens and ladies teams to tour overseas every 4 years, synchronised to avoid Corps and UKAF tours.Goal 3.9Run self-funding annual competitions to encourage competition at inter-Corps and inter-unit levels. 1. Internal recruitment. The single best method for recruiting and promoting individuals within Army circles is through the Corps cricket structure, although early identification of individuals with talent is feasible at Phase 1 and 2 officer and soldier training establishments. It is incumbent, though, upon Corps Secretaries and Captains to keep the ACA Head Coach and Development Manager informed of individuals who are worthy of promotion to Army honours and an Army scouting organisation exists to exploit such information. Selection for the Army team will always be based on merit (although current form will also be taken into account). The responsibility to generate interest and to identify and track talented cricketers within recruit training establishments lies with ACA, who will liaise directly with nominated cricket officers. 2. External recruitment. Efforts must be made by all those involved with Army Cricket to recruit players from opposing teams as well as through the standard schemes. An individual who does not make the grade at County cricket may be interested in a career in the Army and, in 2018, Director Representative Cricket is to establish links with the Professional Cricketers Association to investigate potential in this area. An effort must be made to target individuals who appear in local papers within the sports sections. An approach highlighting the advantages of Army life and the opportunities to play representative sport may well assist in recruitment. 3. Handling of highest quality players. Capacity exists for the funding of full-time sports placements for cricketers with the potential to function at 1st class level, as outlined in AGAI Vol 3 Ch 111. 4. Tours. A Senior mens overseas tour should be planned every 4 years. Tours should be planned to take place so as not to coincide with Combined Services Tours. Occasionally, mini tours in the UK may be organised. Tours for the Development and Ladies XIs will be permitted as and when funding permits. Tours for Corps teams are to be encouraged but these must be deconflicted through Secretary ACA to avoid difficulties in releasing players who also play representative cricket. Corps Secretaries are required to brief the ACA AGM on their plans for tours in the forthcoming year. 5. Availability. a. Matches. The season is designed to be sequential to enable a progression from the U25/Development programme, to Twenty 20 fixtures, and then the Army fixtures leading up to the Inter Services 50 over competition (which, in 2018 will take place later than usual, owing to the RAF 100 celebrations). The inter-Corps Power Cup is designed such that matches are directed and not organised on the same day as Army matches; a similar policy should be adopted for other Corps matches. If this proves impossible then priority will be UKAFCA followed by Army and then Corps in accordance with the Priority Claim on Service Players laid down in Para 5.092 of Reference B. b. Individuals. Availability remains a challenge, especially given ongoing commitments and a smaller Army. The ACA must be prepared to bring back players from Germany, NI and further afield where achievable. Furthermore, consideration should be given to short term attachments in Aldershot, managed by the ACA, to avoid constant travelling and develop potential talent. Where possible, Sec ACA continues to organise training days and matches in clusters and consecutive days. This will enable personnel to fly back for a few days and play several matches. With the decline of cricket within Germany it will also allow good players the chance to play to a higher standard. Sec ACA must ensure that Senior and U25 matches are not organised on the same day as availability might make the fielding of 2 sides impossible. When soldiers selected for representative fixtures are medically downgraded but assessed by doctors as fit to play cricket, ACA will negotiate on a case-by-case basis with the soldiers chain of command as regards release, noting that it may not always be in the interest of wider unit cohesion for Commanding Officers to release such players. c. Captains. Captains will only be appointed on condition that they are made available for the entire season coaching, matches, committee meetings and other events. Parent units will be required to agree to this condition prior to appointments being confirmed. 6. Facilitating release. At the end of each season, the Chairman should write to the Corps chairmen and Commanding Officers of all those who have been capped at Ladies, Development or senior level. The President or Chairman will also write to the CO of all those likely to play representative cricket for the Army prior to the start of the following season in order to secure their commitment to the release of Army players under their command. Noting that the principal block on the release of players exists at lower levels of command, the Secretary is to develop a strategy to engage with such individuals, possibly through the COs Designate Course, RSMs Convention, and Arms and Service Directorate initiatives. 7. Postings and exchanges. Several players travel considerable distances and those in Germany have limited opportunity to regularly represent the ACA. In conjunction with flying individuals back, the attachment of key individuals to local Units or arrangements made for them to be sponsored to play for County Teams or booked into Cricket Academies should be considered. 8. Winter activities. In order to maintain momentum options for winter activities during the close season should be explored, however, this must be balanced with a degree of pragmatism as to what can realistically be achieved. Dir Representative Cricket will lead on any planned winter activities and direct Team Managers accordingly. The advantages of activity in the close season are: a. Maintain contact with Army cricketers. b. Identify new players. c. Keep the database of players and former players up-to-date. d. Keep individuals practised and focused on cricket out of season. 9. Disabled cricket. The ACA is an Equal Opportunity Employer, and as such fully supports the ECB initiatives to encourage and raise the profile of Disability sport. Whilst there are no opportunities currently available for disabled cricket within the Services, the Army does partake in an annual fixture against the England Disability XI. Capability will be developed should the requirement arise. 10. Junior cricket. People join the Army as adults, with the exception of the Army Foundation College and ATR Bassingbourn, where the entry age is 16. It is possible in a unit where a cricket coach is well motivated that junior cricket is coached during school holidays and/or summer evenings. Such coaching sessions would be very much at the individual coachs discretion. SENIOR MENS XI 11. General. The Senior Mens Team first priority must be to establish a team that can fulfil its potential and continue to win the Inter-Services Championship, in both forms of the game. The balance between youth and experience must be kept under constant review. 12. Potential players. Younger players must be nurtured and prepared for the pressures of competing at senior level, particularly at the inter-Services fixtures. Stars of the future must be identified to ensure that they receive help through sponsorship, as well as be nominated for a sports scholarship. At the very least these players must be given assistance to play in high level civilian competition. LADIES XI 13. Army Ladies XI. Army Ladies cricket has made considerable progress and is now a fully recognised Army sport. The team is now competing with, and regularly beating recognised opposition including MCC, County and strong University sides, and is highly competitive at Inter-Services level. Although there is now a large squad of players and competition for places is strong, there is a large turnover of players and a constant requirement for new entrants. 14. Coaching. Ladies cricketers are encouraged to attend ECB Coaching courses as run by UKAFCCA. 15. Ladies Inter-Corps tournament. In order to continue to develop ladies cricket within the Army and to identify new representative playing talent, ACA aspires to inaugurate a limited overs 7-a-side inter-Corps tournament by the 2019 season. DEVELOPMENT SQUAD/THE ARMY LIONS 16. General. The success of the last few years is to be maintained. The first priority must be to field a team that can fully develop the undoubted potential of the Development Squad and win the inter-Services Development T20 Championship. The benefit must then be passed on to the Senior Team, with maximum use made of opportunities to expose younger players to senior level cricket and build for the future. Army Lions cricket will run in July/Aug to support the Army XI in its preparation for inter-Services 50 over competition and to allow new young talent to play at the next level from Corps cricket to support Army cricket for the future. 17. Potential players. We need to identify better the younger players at RMAS, recruit training establishments, unit and Corps level and encourage their participation in Development Squad coaching activities and matches. The Development/Lions Squads offers a good means of promoting cricket across the Army and should identify and develop the stars of the future. Efforts must be made to reduce wastage of players and maintain interest in the game beyond their time in the squad. It is the responsibility of all Corps secretaries to promote new young talent and liaise accordingly with the Head Coach and the Development Manager. COACHING 18. General. The coaching plan for Army Cricket is to be updated annually, by the Director of Representative Cricket and the Assistant Director Coaching. This is to include details of available courses, the maintenance of a database of those qualified, plans for the development of those with UKAFCCA-derived qualifications and a workable succession plan for the provision of coaching staff to representative teams. There will also be a requirement for Army coaches to compete for the prestigious role of coaching at the highest (UKAF) level, and provision should be made for this eventuality. 19. Coaches. In order to save costs and enable Army cricketers to develop their coaching skills, the ACA must make use of serving ECB Coaches for all elements of management and coaching within the ACA. This ongoing preparation process will enable Army coaches to take on the key roles of: Director of Representative Cricket (although a qualified coach is not explicitly required for this appointment). Assistant Director Coaching. Army Coach. d. Army Assistant Coach. e. Development/Lions Coach. f. Development/Lions Assistant Coach. g. Ladies Coach. h. Ladies Assistant Coach. 20. Elite Coaching. Where it is deemed necessary Army coaches will be reinforced by using external professional coaches to enable players to have expert coaching specific to their abilities (i.e. spinners receive coaching on spin bowling). The plan is to have specific external coaching to improve skills pre-season and out of season and on occasions during the season, but not on match days. To assist this, Lt Col James Cotterill, a Level 4 coach, is available on a consultancy basis through Secretary ACA. 21. Facilities. The Garrison Sports Centre in Aldershot has been developed to provide an indoor training facility for Army Cricket but the ACA must be prepared to hire indoor facilities such as Dummer Cricket Centre or the Ageas Bowl. Other training requirements can be met at Aldershot at the outdoor nets. 22. Equipment. The following equipment has been purchased and is held centrally by the ACA at Aldershot: a. Computer laptop and video camera including software to aid analysis. b. Cones, stumps, training balls and coaching aids. c. A bowling machine. 23. Participation. All known players must be given the opportunity to attend out of season coaching. Structured elite player programmes should be run throughout the winter, culminating in a pre-season training camp which brings together the full and development squads for technical, tactical, physical and lifestyle training. Corps Secretaries must be approached throughout the year to offer up potential individuals who have recently joined or not previously been identified. There is benefit for all who attend coaching as they will improve from the experience and be able to pass on their knowledge at Corps level, even if they are not subsequently selected for a representative team. 24. Talent identification and development. Under the overall control of ACA, and when funding makes it possible, qualified Army Coaches should attend Corps fixtures to identify talent or follow up recommendations made by Corps. 25. Coaching requirement. The ACA Financial Plan is to allocate funding to achieve in whole or part, the following requirement on an annual basis: a. Army Cricket Pre-season Camp. Where practical, a pre-season camp will facilitate individual technical and tactical coaching, as well as developing understanding of roles and responsibilities with the teams and approaches to 50 over and T/20 Cricket. These camps should be the model used for both Ladies and Mens cricket. b. Specialist coaching. The use of Academy Staff, Lt Col Cotterill or professional coaches to undertake specialist coaching. c. Training. Ideally, pre-match training should occur before each batch of fixtures. All three squads (Development, Ladies, Senior) must get together for pre-inter Services training. 26. Coach Education. The ACA needs to encourage qualified, serving, Level 2/UKCC2 and Level 3/UKCC3 coaches to become involved at Army level. This should include further coach education. The ACA, through its Coaching Rep, will continue to advertise and encourage attendance on coaching courses at all levels, including assistance with individual costs. This will improve the availability and expertise at all levels of Army Cricket and improves the standard of players. The Head Coach is to maintain continual liaison with the UKAF Cricket Coaching Association to ensure courses are run frequently and at times when the maximum number of people can attend. He/she is also to liaise regularly with Corps Secretaries to encourage the growth in number of qualified coaches across the Army. a. The aspiration. Coaches should be qualified for each level of cricket within the Army as follows: Representative Level. Head Coach, Army Assistant Coach, Coach Development & Lions ECB Level 3, Assistant Coach Development & Lions Level 2+ (working towards Level 3). Corps. Each Corps Coach should be Level 2 Young People and Adult (L2YPA) trained. Unit. Where possible, unit cricket officers should attend a L2YPA Course. b. Organisation of UKAFCCA. The UKAFCA is affiliated to the ECB Coaches Association and is an approved Centre to deliver coach education up to Level 2+ with Level 3 being delivered at the National Level. Chairman UKAFCA is a member of the UKAF Cricket Committee and has two remits: to promote cricket development within the Armed Forces and the military community and to deliver coach education. Each single service has a coaching rep who nominates candidates for coach education and works with the Chairman UKAFCA on cricket development. c. Courses in 2018 and Qualifying Criteria. The dates of coaching courses are subject to change but the provisional programme for 2018 is: ECB Level 2 Course. 5-8 Nov 18. ECB Level 2 Course. 28 to 31 Jan 19. ECB Level 2 CPD Modules. 18-19 Mar 19. Annex: A. ECB Coaching Categories. Annex A to Chapter 6 to Army Cricket Handbook ECB COACHING CATEGORIES 1. UKCC Level 4. The ECBs Elite Coach Development Programme consists of the Master Coach Award (UKCC Level 4), which incorporates a Postgraduate Diploma in Personal and Professional Development, a range of Continuous Personal and Professional Development programmes and targeted individual support. Graduates from the Master Coach Programme are able to access a specialist 'Elite Coach Hub' which provides regular updates and multimedia coaching information. 2. UKCC Level 3. The Performance Coach Course has been designed to meet the needs of coaches working with the most talented young players in ECB performance pathway, aiming to develop and equip coaches with the knowledge, skills and thinking to work effectively in performance environments. Coaches interested in attending the ECB Performance Coach Course will be required to hold an existing Level 2 qualification or equivalent, have acquired some experience of working with the most talented young players, and demonstrate a willingness and open-mindedness to learn. 3. UKCC2 Young People and Adult Course. This course is designed to help to develop confidence and equip coaches with the knowledge, understanding and applied skills to lead coaching sessions for young people and adults and create safe, enjoyable, and stimulating player-centered coaching environments. Pre-requisites for certification are as follows: 18 years of age (learning programme and assessment can be completed at 17). Emergency first aid certificate. Safeguarding young cricketers certificate. Disclosure and barring service check - through the ECB. CHAPTER 7 GOAL 4: OFFICIALS Goal 4Officials (Leads: UKAFACO Representative and Secretary)Goal 4.1 Develop a network of professionally qualified officials in order to improve availability and decrease reliance on civilian assistance.Goal 4.2Establish and maintain positive links with the UKAF and ECB Associations of Cricket Officials.Goal 4.3Promote the participation of Army officials in the first-class game.Goal 4.4Promote the safe conduct of cricket across the Army, and enforce appropriate levels of discipline to support the sport being played firmly in the spirit of the game. 1. The purpose of this chapter is to outline the organisation of the UKAF Association of Cricket Officials, to explain how cricket officers and managers secure the services of umpires, scorers and physiotherapists, and provide detail on the responsibilities of team captains to report on officials performance in order to aid their development. It also outlines the availability of ECB-accredited training for officials in 2017. 2. ACA seeks consistently to encourage serving soldiers to officiate at matches conducted within the Army, and to develop its officials to the highest standards within the game. In the past, Army-qualified officials have been elected to international and first-class panels, a situation we are keen to promote. 3. General. Oversight and promotion of umpiring and scoring within the Army is the responsibility of the Army representative on the executive committee of the UKAF Association of Cricket Officials (UKAFACO). Within ACA, the Assistant Director Safety, a qualified umpire, will be the principal means of liaison between the ACA and UKAFACO. The Association trains and provides suitably qualified officials for representative, inter-Corps and where possible inter-Unit Competitions. There remains a lack of serving, suitable and qualified officials across the Army, particularly at Army and UKAF representative level. Under UKAFACO, it is now possible for Umpires and Scorers from all three Services to be appointed to Army Cricket fixtures. 4. Sport Safety Management Plan (SSMP). The inaugural ACA SSMP was published in January 2018. This document provides a framework SSMP for Cricket within the Army and identifies key roles and responsibilities for those personnel involved in the delivery, assurance and governance of cricket, within their organisation. 4. Training. The Training and Performance functions are combined in a central coordinating officer in UKAFACO. This means that whilst the Army may take on the responsibility to deliver training and performance improvement sessions, the planning of that training will be carried out at UKAF level. a. ECB ACO Level 1 Training. The Level One qualification is key in training Officials to stand/score at Inter Corps level. On UKAFACOs behalf, the Army is likely to run two L1 Umpire Courses in 2018. Scorer training (due to the limited numbers of personnel needing scorer training) will be delivered online through the UKAFACO. b. ECB ACO Level 1A Development. Officials are to gain one seasons worth of experience before undergoing some mentored L1A development; the UKAFCO Performance Officer will take on the responsibility for managing this development activity in 2018. c. ECB ACO Level 2 Training. The Army will not run its own Level 2 Courses, preferring instead to take it in turn with the RAF and RN to host a UKAFACO L2 course. d. ECB ACO Level 3 Qualification. Although UKAFACO will not offer this qualification, Army Officials seeking Level 3 will be managed by the appropriate ECB Region for training and assessment. 5. Training Shortfall. The following shortfalls in training have been identified: a. Scorers. The persistent shortage of Scorers is being addressed by the UKAF ACO. It is imperative for ACA and the Corps to fully support this initiative and trawl for recruits. All Corps are to train at least one Scorer to support their teams for the start of the 2018 season. b. Tutors. The ACOA had been 100% reliant on retired personnel for the delivery of Official training. The Army, as part of a UKAFACO initiative, will train two serving personnel to Level 1 Tutor standard and develop one of those to be a Level 2 Tutor. c. Assessors. In support of the development of UKAF Cricket Officials, at least 2 ECB-Qualified assessors need to be generated from the Armys serving UKAFACO members to support the UKAF plan. Organisation of UKAFACO 6. The Chairmanship of UKAFCO will be provided by the most appropriate serving Officer or Soldier on a 3-yearly basis. The Chairman, like all UKAFCO Committee Members, will be elected at the UKAFCO Annual General Meeting. UKAFCO is to be organised as follows:  SHAPE \* MERGEFORMAT  7. UKAFACO Officials will be organised into the following Panels: Inter-Service and UKAFCA (Combined Services). Single Service. All Others. Securing Officials for Matches 8. On receipt of the ACA Fixture List, the UKAFACO Appointments Officer will add the fixtures to the UKAFCO Whos the Umpire Database and then invite UKAFACO members to bid to stand/score at that match/ tournament. Team Captains and Managers will have access to Whos The Umpire (WTU) in order to track who is being appointed in order to better facilitate travel and administration. Only Officials who are current members of the ECB ACO will be appointed. 9. The following priorities for appointing Cricket Officials will be applied: Serving Officials (Regular and Reserve). Former Serving Officials. Civilian Officials. 10. Details of how to secure umpires for matches at a lower level are available from Corps Secretaries and the ACA. Performance Reporting 11. Captains or Managers are responsible for completing an ECB Captains Feedback Form and submitting it within 5 working days of a match. Failure to submit the report in time will incur a points-based penalty. 12. UKAFACO will collate the ECB Captains Feedback Forms and, in conjunction with assessments made for civilian matches, provide feedback to Officials on their performance and where to focus further development and training, as well as make recommendations to Chairman UKAFCO on promotions and demotions from Officials Panels. Pitch Reporting 13. As part of their match report for fixtures at Corps level and higher, officials are to report on the quality of pitches in accordance with the principles outlined in Reference C. Assistant Director Safety is to maintain a database of these reports, with a view to feeding in to meetings of the Executive Committee. Officials Development in 2018 14. Course details for 2018 are as follows: Umpire Stage 1 & 2: 26-30 Mar 18 24-28 Sep 18 25-29 Mar 19 Annex: A. ECB ACO. Annex A to Chapter 7 to Army Cricket Handbook THE ECB ACO 1. The ECB Association of Cricket Officials (ACO) represents scorers and umpires for and on behalf of the national governing body, the England and Wales Cricket Board (ECB). ECB ACO is the membership organisation responsible for the recruitment, training and development of all cricket officials. It has a separate board that works with the executive to run the association, and works at national, regional and local county level to have a direct link with its individual members. 2. As well as providing a fun, rewarding way to engage with the sport, training as an official is a great way to support the health of the game. You dont need any previous experience or qualifications just a willingness to learn. Whatever level you aspire to, whatever pace you wish to learn at, our Education Programme has a pathway for you. History of ECB ACO 3. The Association of Cricket Umpires and Scorers (commonly known as the ACU&S) was set up in 1953 by the umpire Tom Smith as the Association of Cricket Umpires (the scorers were included in the title several years later). The first chairman was Tom Smith and the first president was Douglas Jardine. It had a membership exceeding 8,000 in countries all over the world before it was merged with the ECB Officials Association in 2007 to form the ECB Association of Cricket Officials. Merger 4. In December 2007 the membership of the ACU&S voted to merge with the England and Wales Cricket Board Officials Association (ECB OA). This new organisation eventually became the ECB Association of Cricket Officials. Integration with the ECB has raised the profile of umpiring and scoring, provided much needed funds and improved training. ECB ACO currently stands as the largest group of cricket officials in the world with a near 8,500 strong membership. Level of Courses 5. Introductory Course (2-4 hours). This short standalone course will give any cricket enthusiast curious about becoming an umpire a taste for what the role entails, and outline what lies ahead if youd like to pursue your interest. 6. ECB ACO - The Club Umpire. This is designed to give you an overview of the basic Laws of the game and how to apply them and introduce the principles of field craft and match management. It will give you the tools to enable you to umpire matches at the basic recreational level where there are no independent umpires appointed. 7. ECB ACO - The League Panel Umpire. This course is designed to give you further knowledge and skills to enable you to become a member of a league panel and is available if you are a member and have attended the Club Umpire. It will complement that course by looking beyond the basic laws, build on field craft and match management techniques and introduce the concept of working, as a team, with a colleague. 8. ECB ACO - Premier League Umpire. This course is designed for experienced umpires who aspire to stand at the highest level of league cricket and is available to all members who have attended the Club Umpire and League Panel Umpire courses. As well as the interpretation and application of Law it also covers the management of the match, the field and the players on it. Man management and other practical aspects are also covered. This course is also suitable for you if you are not aspiring to Premier league cricket, but still want to develop your skills and be the best umpire you can be. 9. ECB ACO - Elite Recreational Umpire. This is the course for you if you wish to stand at the highest levels of recreational cricket and is available if you are a member and have attended the earlier three courses. It puts together all the knowledge and skills needed to become a confident well-rounded umpire. Scorers 10. There are a number of skills required to become a scorer in cricket and were here to help you get to grips with all of them from the very basics, to advanced techniques. Heres an overview of the courses available and how they all fit together. 11. Introductory course. The aim of this course is to provide you with the basic skills and knowledge to record a cricket match. It wont teach you everything you need to know, but it will give you the tools and confidence to get started. Topics covered include completing a scoring record, recognising umpires signals and standard scoring symbols 12. Club Scorer How to record a cricket match. Club Scorer is the course for anyone wanting scoring on a regular basis and is the only one to comprehensively teach you how to score. This course is suitable for complete beginners and existing scorers who want to improve their skills. On completion of the course youll receive an ECB ACO club scorer certificate. CHAPTER 8 GOAL 5: IMAGE, COMMUNICATION AND ENGAGEMENT Goal 5Image, Communications and Engagement (Lead: Chairman, with assistance from Vice-Presidents)Goal 5.1 Seek commitment from senior members of the Army to support administrators and players, including the identification of sponsorship opportunities, attendance at key matches and for release of cricketers by the chain of command.Goal 5.2Raise the profile of ACA cricket by publicising events, results and people, expanding use of social media in this regard.Goal 5.3Assist Home Command in developing initiatives for community engagement through cricketing activity across the Army.Goal 5.4Promote an ethos that is consistent with the spirit of cricket, and which marks Army sportsmen from their peers in their approach to the decisions made by officials and to the way the game is played.Goal 5.5Assist UKAFCA to build attendance at the ISTwenty/20 competition at Lords, to capacity by 2025. 1. The brand and image of Army cricket requires protecting. As highlighted previously, at representative level, success is about winning matches against high quality and high profile opposition in the UK in a manner that earns domestic recognition and which precipitates the degree of positive publicity that encourages sponsors to support it, thus allowing development activity to flourish. The ACA intends to create an environment which encourages Service personnel, both regular and reserve, to participate in a full range of cricketing activity at all levels. Competition is key; sporting success will be achieved through participating in and striving to win at all levels. The Spirit of Cricket should prevail throughout; by playing the game within that spirit and in line with the British Armys code of conduct (on and off the field), the reputation of the Army will be enhanced as a result. 2. Corporate image. The corporate image of players selected for representative teams remains important. An ACA crest, for use on blazers, has been commissioned by Sec ACA. Training and playing clothing will only be issued within the guidelines laid down by the Chairman ACA. ACA Ties and other ACA/Sponsor logo clothing are only to be presented to players after three representative matches. Caps are to be presented by the President or Chairman on selection for an Inter-Services fixture, in accordance with the policy laid down in Chapter 3. At all times, those representing any of the Army squads are to wear appropriate, branded clothing, as issued by their team managers. 3. Off-Pitch behaviour. Those selected for representative cricket, at any level, are deemed to be on duty. Since this is the case, the behaviour of players, coaches and officials must be of the highest standards. It is a players responsibility, for instance, to report for duty at the time stated in any match instruction. Sanctions will be established in 2018 to deal with those who in previous years have found it difficult to achieve the same standards as those routinely expected in their home units. This could include formal disciplinary action but is more likely to incorporate the use of bans from playing at a particular level. In a similar vein, whilst it is difficult for the Army to monitor the behaviour of representative players playing at weekends for civilian clubs, the Armys image can be harmed by behaviour below the standards of accepted military norms. Thus, players are to ensure that they promote a positive image of the Army in their association with civilian versions of the game. 4. Pavilion. Honours boards have recently been placed in the home dressing room, listing all those Centurions and Five Wicket takers at Aldershot post National Service. Further work is required with team photos and development of the pavilions ambience, in order to promote and enhance the image of the ACA. 5. Advertising / PR. The ACA website ( HYPERLINK "http://www.armycricket.com" www.armycricket.com) will become the primary source of extant information and, as such, will be updated regularly by the PRO, Secretary and Webmaster (tbc). Sponsors logos are linked at the bottom of the home page for immediate access. Soldier Magazine and Corps/ Regimental magazines continue to produce articles on Army Cricket but should be encouraged to offer focused articles on players of month and individual achievements as well as more regular ACA activity. These can subsequently be placed on the website or forwarded to reporters within an individuals home area. The media coverage for the ACA is currently rather narrow and must, if we are to achieve Goal 5.5, grow to include local and national cricket specific magazines, use of social media in its entirety including Army Intranet, Twitter and Instagram as well as targeting the local and national press to cover key matches in the sporting calendar. 6. Media & Comms. Opportunities for raising the profile of cricket within the Army to an internal and external audience are widespread. Each season, an Army Communications Plan will be developed by the AD Media and PR in order to target the various audiences. Advice and guidance should be sought through Army Media and Communications. The POCs are: Wade, Richard Maj (Army ACGS-AMC-Comm-Plans-SO2)  HYPERLINK "mailto:Richard.Wade790@mod.gov.uk" Richard.Wade790@mod.gov.uk (w) 01264 887730. b. Maj James Shaw, (Army ACGS-AMC-Comm-Policy-SO2a)  HYPERLINK "mailto:James.Shaw624@mod.gov.uk" James.Shaw624@mod.gov.uk (w) 01252 347914. 7. Engagement. Within Defence Engagement there are two strands, home and away. Cricket has the ability to open doors within UK communities and also worldwide. Army cricket teams at all levels have played and are planning to play cricket against a plethora of communities and countries and there are real opportunities to recognise those engagements formally and to enable other engagement activities broader than just the playing of a good game of cricket. Organisers of cricket at all levels should ensure that they use the following points of contact to assist them in this regard: Army International Branch. Army ACGS-IntlEng-XO-SO2 (Phillips, Alex Maj). b. Home and Regional Command. HC-Eng-SO1 (Arthurton, Sally Lt Col). 8. ACA Media PR Directive. 2018 has seen the creation of a new post within the Executive Committee of AD Media and Public Relations. AD Media and PR is responsible for producing a Media and PR Directive. The responsibilities of AD Media and PR will include: Produce, update and ensure all stakeholders are aware of their specific responsibilities. Manage and maintain the ACA presence on social media. Provide Committee members and Corps Committees with advice and assistance to deliver the ACA PR & Media Directive. Facilitate media presence at ACA events. Ensure key events are publicised on a wide range of platforms (Army Intranet, Soldier Magazine). Ensure Teams provide timely results and (where required) reports following matches (including quality images). Ensure that results and PR images are provided directly to sponsors as soon as practicable after a fixture. CHAPTER 9 THE 2018 SEASON 1. UKAF Cricket in 2018. The fixture list for UKAFCA fixtures will be added to the ACA fixture list, sent out by Sec ACA prior to the start of the season. It is still being refined, but promises to include four matches for the senior mens team (Cambridge University, Duke of Norfolks XI, MCC Hampshire Academy) and a similar number for ladies. The latter will include the annual Vauxhall Cup between UKAFCA, MCC and the Club Cricket Conference. There are aspirations for a mini-tour of the Westcountry in 2018, possibly for both teams. 2. The Inter-Services Competitions. Inter-Services competitions in 2018 will be: a. Senior Mens. The IST/20 competition will be held at Lords on 14 Jun 18, with the fifty over competition at Vine Lane from 28 31 Aug (with Friday being a spare day in case of bad weather).. b. Development. The T/20 competition will be held at Portsmouth on 23 May 18. Although there is no longer a specific fifty over competition, each sS Dev side will play the other 2 during the season. c. Ladies. The fifty over competition will be held at Vine Lane from 26 to 29 Jun 1* (with Friday as a spare day, if required). The Ladies T/20 competition will take place at Portsmouth on 26 Jul 18. 3. Representative Army Level Cricket. a. Governance and Responsibilities. Representative Army level cricket falls under the remit of Director Representative Cricket, supported by Assistant Director Coaching and the various managerial and coaching staff, as well as the captains. Responsibilities of each of these are contained elsewhere in this document. b. Trials/Pre-Season Training. Team Managers are responsible for organising pre-season trials and training as required. The Mens and Dev sides will be conducting activities during the week 16 20 Apr 18 and the Ladies will be running a variety of training events in different locations. c. Matches. The fixture list is being constructed and will be promulgated by the Secretary in hard copy and online, once complete. In line with policy, the aspiration is to have 6 T/20 matches and 6 limited overs matches for each of the mens teams, and a similar but sustainable number for the ladies. d. Post-Season. It is intended to hold an end of season Dinner (or other function) on 7 Sep 18. This will be preceded by a Presidents and Chairmans fixture which will involve sponsors. 4. The Inter-Corps Competitions. The lead for Inter-Corps cricket is Dir Corps and Unit Cricket; supported by AD competitions. In 2018 there will be 2 Inter-Corps Competitions. a. The Power Cup. 10 Corps have entered the Power Cup in 2018, and they will be formed into two groups as shown below: League 1  League 2 RA REME R Signals AGC AMS RLC Inf RE RAC AAC  A detailed instruction (including the rules and regulations) will be promulgated by AD Competitions nearer the time. Of note is that in 2018, penalties will apply for failure to submit reports on officials. b. The Inter-Corps T/20 Tournament. The Inter-Corps T20 Competition will take place at Aldershot, Larkhill and Tidworth between 8 10 May 18. The qualifying rounds will take place on 8 and 9 May and the Finals will be held at Aldershot on 10 May. The same 10 Corps that entered the Power Cup have also entered this event. A detailed instruction (including the rules and regulations) will be promulgated by AD Competitions nearer the time. 5. Inter-Unit Cricket. The ACA is responsible, though Dir of Corps and Unit Cricket and AD competitions, for the annual running of the major and minor units cup competitions. The calling notice for entries and supporting details are published annually in a DIN. e will be published annually in the form of a DIN. Units are encouraged to play as much cricket as possible, both internally (inter-sub unit and inter-Mess), against external military opponents (other units within the same Garrison or Corps) and against civilian competition. In the latter category, unit cricket officers should investigate the potential offered by mid-week after-hours Twenty20 leagues, ensuring that arrangements are in place to ensure that matches can be delayed if unit commitments do not allow cricket to take place routinely each week. 6. Other Cricket. Throughout the season there will be other cricket fixtures, for example the MCC vs RMAS and the involvement of the Army players in the ABF charity fixture at the HAC. These will be advertised and co-ordinated separately. CHAPTER 10 GENERAL POLICIES 1. The purpose of this chapter is to lay down for wider use the many general policies developed to support the management and playing of cricket throughout the Army. It is to be updated by the Secretary when policies are amended by the AGM or ECM, or when new policies are instigated. Representative Fixtures 2. The standing policy for representative fixtures is as follows: a. Mens XI. There will be a number of T/20 fixtures arranged prior to the annual inter-Services T/20 competition, and then further 50 over matches prior to the next meeting of the three Services (which usually takes place in early August). b. Development/Lions Squad. There will be a series of T/20 fixtures arranged prior to the annual inter-Services T/20 competition, at which point the Development XI will become known as the Army Lions for a further six 50 over matches. There is no formal 50 over tri-Service tournament but the Development sides will, where practicable, play each other at some point during the season. c. Masters XI. There will be a maximum of three 50 over Masters XI fixtures arranged per season. d. Ladies XI. The Ladies XI will play a number of 40 over matches during the first half of the season prior to the annual IS Ladies Festival. Thereafter the focus will switch to the T20 format prior to the IST20 Competition. Ethos 3. The spirit of the game is to be employed at all times, by players, officials, management and spectators alike. In particular, officials are to be treated with respect. The decision of match officials is not to be questioned on any occasion, dissent being punishable through exclusion by the ACA or Corps Executive Committees. Serious breaches of discipline that are brought to the notice of Corps chairman or the Chairman of ACA will be dealt with by the constitution of an ACA ethics committee, formed of a member of the ACA executive committee, a senior official from UKAFACO and a member of the alleged miscreants own Corps committee. Sanctions will range from suspension to exclusion, and the decision will be binding throughout Army cricket. The ACA code of conduct is attached as an Annex to this part of the Handbook. Eligibility 4. Cricket may be played by all serving members of Her Majestys Armed Forces, whatever their commitment. Owing to the One Army concept, there is no longer any formal ASCB guidance on the maximum number of Reserve SP able to participate in any unit, Corps or Army team. Individuals are now eligible for selection based purely on quality and their availability. That said, ACA reserves the right to adjudicate disputes if Corps or unit sides are using this provision to bolster their sides unfairly (e.g. by recruiting a significant body of capable cricketers into the Reserves simply to improve their chances of winning silver). This would unfairly reduce opportunities for regular SP to play. The use of Reserves is governed by the requirement for them to be formally placed on duty by their chain of command. See below for further details. Army Reserve Cricket 5. Introduction. The Army has excellent opportunities to play cricket and Army Reserve SP are encouraged to participate at every level. In instances where Reserve SP are keen to play cricket but may be prevented from doing so by insufficient numbers of players, they are to contact their Corps Secretary for information as to where regular participation may be enabled. Corps secretaries are to consider: a. Affiliation. If cricket is not played within a Reserve SPs own unit, one or several players can elect to be affiliated to another Army Reserve or Regular unit. b. Amalgamation. A Reserve detachment or unit may wish to pool its cricketing talent with another Reserve or Regular unit in order to form a team. 6. Eligibility. The following table details the eligibility for SP (including Reserves) to play cricket in the Army; noting that the policy to be followed is contained in Refs A and B.  Notes: 1. Sporting commitment must have no detriment to Phase1 training and participation requires College Commander/Training Unit COs approval. 2. Personnel are only permitted to compete as individuals in their parent single Service and joint/Armed Forces Championships.2 - A - 2 JSP 660 Pt 1 (V2.1 Mar 18) 3. Reserves. a. PTVR trainees conducting Phases 1 and 2 training must be actively committed to the completion of their training in an appropriate timescale. b. PTVRs in their second and succeeding training years must have met the training requirement in the preceding training year (ie be awarded the Certificate of Efficiency and Training Bounty). c. The following are excluded: Maritime ReserveLists2, 3 and Sponsored Reserve List; Army Reserve Gp B and Gp C;RAF (Civilian Component);and RAF Volunteer Reserve (Training). 4. Ex-Regular Reserves are no longer serving but may have a liability to be recalled into permanent service if they meet the criteria and are required. Ex-Regular Reserves include: a. RN - Regular Reserve comprising the Royal Fleet Reserve and Recall Reserve. b. Army - Regular Reserve. c. RAF - Reserve of Officers and Reserve of Airmen. 5. Equivalent Parent Service only,e.g. US Air Force Officer serving in RN Unit eligible to play for RAF not RN. Non-UK personnel serving in HQ ARRC are excluded as HQ ARRC is not a UK Armed Forces unit. 7. Reserves Pay. Cricket is a core sporting activity and personnel engaged in programmed, unit, corps or representative cricket are on duty and should be paid accordingly. If affordable, those eligible Reserve SP (detailed above) that receive attendance based pay (MTDs/ADCs) should be paid in accordance with a normal duty day. If the unit budget is insufficient to deliver sport, the unit should seek authority from their higher formation to overspend their budget. Reserve SP in receipt of an annual salary will participate in cricket as part of their normal duty activity. 8. Insurance. Following agreement from a SPs chain of command to participate in a cricketing activity, the chain of command must formally authorise participation in order to ensure the provisions of JSP 765 (Armed Forces Compensation Scheme) can be applied. Formal authorisation includes the inclusion of the participants name in the events administrative instruction and notification published on Unit Part 1 Orders. 9. Army Sports Lottery. All Army Reservists are encouraged to join the Army Sports Lottery. Further detail can be found at the Army Sports Lottery web page where Army Reserve personnel are able to join by completing an online Direct Debit form. The Grade System and Capping 10. As stated above, participation in cricket within the Army takes place at a range of distinct levels. These include UKAF (1st Grade), representative Army (2nd Grade), representative Corps (3rd Grade) and representative unit (4th Grade). A fifth grade exists below 4th Grade cricket, and consists of unofficial intra-unit matches (such as Officers vs Sergeants Mess cricket) and ad hoc groupings (such as General Staff cricket). The reasons for articulating these grades are twofold: a. A duty of care can be exerted to protect those routinely playing at lower grades from the potential injurious harm that might arise from the ability of a higher grade cricketer, such that if necessary higher (or lower) grade cricketers can be barred from certain competitions, particularly if ground conditions are suspect. b. They enable a consistent approach to capping across the Army. At Army (2nd Grade) level, caps are awarded to players who meet the following criteria: i. Mens XI. A mens XI player is awarded a cap if he plays in one 50 over inter-Services match. ii. Ladies XI. A ladies XI player is awarded a cap if she plays in one 40 over inter-Services match. iii. Development XI. A development XI player is awarded a cap if he plays in one T/20 inter-Services match. c. Consideration is to be given in the 2017 season to the development, by Corps, of consistent measures for the award of caps at their level. Corps Associations are to govern the award of sports colours in units under their specific aegis. Fitness 11. All cricketers in the Army are to maintain a suitable standard of fitness and are not to play if debarred specifically from cricket by medical professionals. Officers and soldiers who are medically downgraded may continue to play cricket if not specifically prevented by medical advice. Attempts by the chain of command to deny an opportunity to play representative sport on the grounds of medical status are to be reported to cricketing authorities at Corps or Army level, so that they can be resolved. Safe Play 12. Detailed guidance on safe play is contained in Reference D which is to be adhered to at all times. In particular, training activities and matches are to be assessed for risk in accordance with a the generic template at Annex A to Reference D. Within the scope of the risk assessment, cricket managers are to assess the various risk factors inherent within the game prior to each cricketing event and seek to mitigate any risks that might arise. In simple terms, Team Managers are responsible for safety up until the start of play at which point the emphasis switches to the nominated match officials. The following areas are to be covered: a. Facilities The standard of the facilities, including the playing surface and the state of weather in which the match is to be played. b. First Aid Equipment and details of the most appropriate nearby medical facilities, including nearest A&E. All ECB-qualified coaches should be in date Sports First Aid. Medical plans are to be in place for all fixtures, and officials are to be provided with the telephone number of nearby Garrison and NHS medical facilities, in case of emergencies. c. Protective equipment Provision and scaling (see below). Serviceable helmets are to be available at every match conducted within the Army. d. Training aides and facilities All are to be inspected prior to use to ensure safe to use. e. Driving To and from games (a number of players in the past have driven a long distance overnight, played a match and then returned home without sufficient rest). f. Hydration Drinks breaks and availability of water (to include food intake). g. Warm up/Warm down to reduce the risk of injury, mainly to muscles. h. Alcohol no one under the influence should be allowed to participate in training or matches. i. Under 18s Any under 18s ECB policy is to be included. 13. It is also important to factor in the standard of players engaged in the match, in line with the Grade system adopted within Army Cricket. In considering this, it can be the case that lower grade cricketers may present more risk if bowling with limited control over their action. 14. Army cricketing policy is that approved helmets must compulsorily be worn by all players under the age of 18, whatever their ability, and by all batsmen who are facing bowlers two grades above them in terms of ability. Close-in fielders, who are placed within 5m of the striker, are to be provided with a box, shin pads and a helmet with grille. All batsmen and wicketkeepers are also to wear pads and a protective box. 15. In cases where the safety of players may be a factor, officiating umpires are to determine whether or not play should continue. If there are no trained officials present, the senior ranking officer or soldier on each team must determine the safety of continuing play. Catering 16. Catering for all Army home matches will be booked by the Secretary ACA. Generally, a hot or cold buffet would be on offer with sandwiches and cakes available after the match. All calling notices are to have the scheduled feeding plan to cover the time when on Army cricket duty. Each team manager is to plan with the ACA Secretary once fixtures are released to be able to budget for the coming season to ensure all players and supporting staff are catered for at no extra cost to individual. 17. Provision is to be made within the ACA financial plan for the provision of VIP refreshments at Army-hosted inter-Services competitions and for the following events. Invitees will depend on the event, but will usually include representatives from the sponsors, and committee members/chain of command from the teams represented on the day: a. The finals day for the Power Cup. b. The VIP day for the inter-Corps T20 competition. c. The final of the major units trophy. Personnel Security 19. Whilst the use of social media and insecure web-based communications is acceptable for communications, executive committee members and team managers should consider the requirement for an appropriate level of discretion when providing the details of fixtures involving service personnel where these are to take place outside the wire. At the very least, security risk assessments should be considered, particularly when VIP guests may be involved. Annex: A. ACA Code of Conduct. Annex A to Chapter 10 to Army Cricket Handbook ACA CODE OF CONDUCT 1. The source documents for the Army Cricket Association Code of Conduct are: a. The ICC Code of Conduct (ref E65A97). b. The ECB Code of Conduct and Spirit of Cricket. c. The Inter-Services Code of Conduct. Persons/Matches Covered 2. This Code of conduct shall apply to: a. Players. b. Team Officials. 3. This Code of Conduct shall apply to all matches conducted within the Army, at representative, Corps and unit level. Rules of Conduct Offences and Penalties 4. Players and/or Team Officials shall at all times play within the spirit of the game as well as within the Laws of Cricket and the Captains are responsible at all times for ensuring that this is adhered to (Rule 11.1 deals with the application of and penalties for breach of this rule). 5. Players and Team Officials shall at no time engage in conduct unbecoming to their status which could bring them or the game into disrepute (Rule 11.1 deals with the application of and penalties for breaches of this rule). 6. The Rules of Conduct for Offences and Penalties are separated into 4 different Levels and each level of offence has a stipulated penalty. Level 1 7. The Offences set out in 7.1 to 7.6 are Level 1 offences. The penalty for a level 1 offence shall be an official reprimand. 7.1 Abuse of cricket equipment or clothing, ground equipment or fixtures and fittings. 7.2 Showing dissent at an umpires decision by action or verbal abuse. 7.3 Using language that is obscene, offensive or insulting and/or making an obscene gesture. 7.4 Excessive appealing. 7.5 Pointing or gesturing towards the pavilion in an aggressive manner by a bowler or other member of the fielding team upon the dismissal of a batsman. 7.6 Public criticism of, or inappropriate comment, on a match-related incident or match official. Level 2 8. The Offences set out in 8.1 to 8.9 are Level 2 offences. The penalty for a Level 2 offence shall be a 1 match suspension. 8.1 Repeat of any Level 1 offence within 12 months. 8.2. Showing serious dissent at an umpires decision by action or verbal abuse. 8.3 Serious public criticism of or inappropriate comment on a match related incident or match official. 8.4 Inappropriate and deliberate physical contact between Players in the course of play. 8.5 Charging or advancing towards the umpire in an aggressive manner when appealing. 8.6 Deliberate and malicious distraction or obstruction on the field of play. 8.7 Throwing the ball at or near a Player, umpire or official in any inappropriate and/or dangerous manner. 8.8 Using language that is obscene, offensive or of a seriously insulting nature to another player, umpire, Tournament Director, Team Official or spectator (it is acknowledged that there will be verbal exchanges between players in the course of play. Rather than seeking to eliminate these exchanges entirely, Umpires will look to lay charges when this falls below an acceptable standard. In this instance, language will be interpreted to include gestures). 8.9 Changing the condition of the ball in breach of Law 42.3. Level 3 9. The Offences set out in 9.1 to 9.4 are Level 3 offences. The penalty for a Level 3 offence shall be a 2 match ban. 9.1 Repeat of any Level 2 offence within a 12 month period. 9.2 Intimidation of an Umpire or Official whether by language or conduct. 9.3 Threat of assault on another Player, Official or Spectator. 9.4 Using language or gestures that offends, insults, humiliates, intimidates, threatens, disparages or vilifies another person on the basis of that persons race, religion, gender, colour, descent or national or ethnic origin. Level 4 10. The Offences set out in 10.1 to 10.6 are Level 4 offences. The penalty for a Level 4 shall be a ban of between 4 matches up to a life ban for the Player or Official concerned. 10.1 Repeat of any Level 3 offence within 12 months of such an offence. 10.2 Threat of assault on an Umpire or Official. 10.3 Physical assault of another Player, Umpire, Official or Spectator. 10.4 Any act of violence on the field of play. 10.5 Using language or gestures that seriously offends, insults, humiliates, intimidates, threatens, disparages or vilifies another person on the basis of that persons race, religion, gender, colour, descent or national or ethnic origin. Notes 11.1 Where the facts, gravity or seriousness of an alleged incident are not adequately or clearly covered by any of the above offences, the person laying the charge may allege one of the following offences: a. Breach of Rule 4 conduct contrary to the spirit of the game. or b. Breach of Rule 5 conduct that brings the game into disrepute. 11.2 The person laying such a charge must specify the level of the breach to accompany the charge: for example, conduct contrary to the spirit of the game Level 2 or conduct that brings the game into disrepute Level 1. 11.3 In deciding the penalty the Disciplinary Board (DB) is entitled to and should take into account the prior record of the person charged. 11.4 If property is damaged, the Disciplinary Board may order compensation to the aggrieved party as part of, and as well as, the award of any penalty. 11.5 Penalties are to be applied in the form of matches in which the player is likely to play. The penalty will take immediate effect and be applied to the next match(es) in any Tournament or carry over into the following seasons Tournament. The Disciplinary Board is to specify the number of matches the player is banned for. 11.6 Where there are separate incidents in the course of a match, the Umpire should lay separate charges. If the Disciplinary Board finds the person charged guilty of more than one offence, they should impose separate penalties in respect of each offence. Penalties in such cases are cumulative and not concurrent. 11.7 Plea bargaining is not permitted. It is open to the Disciplinary Board to find a player guilty of an offence in a level lower that in which he is charged where the consistent elements of the lesser offence are the same. For example, if a player is charged with serious dissent under 7.2, it is open for the Disciplinary Board to find the player guilty under clause 6.2 of dissent rather than serious dissent. 11.8 Nothing in this Code of Conduct alters the responsibility on the Captain to ensure that the spirit of the Game is adhered to as stated and defined in the preamble to the Laws of Cricket. 11.9 The ACA Chairman, ACA Secretary and commanding officer shall be notified (or appointees as applicable) of all Players penalised under the Code of Conduct and are to ensure that any ban is served. The President and Chairman of the Corps Cricket Club of which the player is a member shall also be so informed. 11.10 A Player or Official shall be entitled to appeal against a finding and/or a penalty imposed in respect of Level 2-4 offences. The Disciplinary Board 12. The ACA Executive shall appoint the Disciplinary Board (DB) and that Board shall have no less than three members with one member being a UKAF ACO member. The Disciplinary Board shall: a. Ensure the full implications of Law 42.1 are properly understood and upheld. b. Ensure the Code of Conduct, together with the Rules of Conduct therein, are upheld. c. Investigate and adjudicate upon alleged breaches of the Rules of Conduct notified to them. d. Ensure the appropriate sanction is applied to any person found to be in breach of the Rules of Conduct. e. Report to the ACA on matters relating to player safety at the ground; the pitch and out-field preparations. 12.4 The Disciplinary Board shall have full powers in respect to investigating and imposing sanctions for breaches of the Rules of Conduct. 12.5 The Disciplinary Board has the authority to listen to and decide upon any appeal against any penalties they impose. 12.6 All breaches of the Code of Conduct and Rules of Conduct contained therein shall be investigated and resolved immediately after the match in which any offence was committed or alleged. 12. 7 Impress on the importance of the Code of Conduct and the seriousness of any of the Rules of Conduct contained therein. Inform the Captain that in the event of an alleged breach of the rule 7.10 where it is not possible to identify the Player who is in breach, the Captain may be the person charged and subjected to any sanction which would otherwise have been imposed on the Player responsible, had that Player been identified. 12.8 Any Tournament Director/Referee (including 3rd Umpire(s) acting in this role) appointed shall have the powers of the Disciplinary Board and may act accordingly and independently within in the ACA Code of Conduct when appointed to any Tournament/Festival hosted/held by the ACA. Reporting Procedure 13 General 13.1 An alleged breach of the Rules of Conduct can be reported by: a. The Umpires, including the 3rd umpire (if appointed) and Scorer Officials. b. The Team Manager, either on his own or on behalf of any of his Players participating in the match. c. The Chief Executive of either side participating in the match. 13.2 A report must be made in writing to the Disciplinary Board, signed and dated by the person(s) making the report and, if possible, be on an appropriate form, sample on last page of this document. 13.3 The Disciplinary Board should be notified ASAP in the event that a report is going to be submitted. 13.4 All reports are to be completed either during the Match or immediately upon the conclusion of the match and submitted to the Disciplinary Board ASAP after the close of play. 13.5 The Disciplinary Board upon receiving a report should notify the appropriate Team Manager/Corps Sec that a report has been submitted, who it is against and that investigative and possibly punishment will be administered ASAP after the close of play/end of match but within 3 days and before the call of play for the sides next match in the event of a tournament. Disciplinary Procedure 14.1 As soon as reasonably possible after play has concluded (in a Tournament) the Disciplinary Board shall hold a hearing to investigate the alleged breach. A report submitted to the DB during the season (after a match), then the DB shall both convene and produce a decision/outcome within 21 days excluding weekends and bank holidays. 14.2 In addition to the Disciplinary Board the persons present at the hearing shall be: a. The person charged. b. The person lodging the report if not an umpire. Umpires/Officials are to be present/called upon as and when required by the Disciplinary Board following liaising with the UKAF ACO Committee or TD. c. If the person charged is a Player, his Captain and Team Manager d. If the Player charged is the Captain then the vice-captain should be present. e. Any other person the Disciplinary Board decides pertinent. Disciplinary Board Decision 15.1 In the event that a report is made in a Tournament, it shall be dealt with within the Tournament to a conclusion. 15. 2 A report submitted to the Disciplinary Board during the season, the DB shall both convene and produce a decision/outcome within 21 days excluding weekends and bank holidays. 15.3 At the end of the hearing the Disciplinary Board should take a short adjournment (min 5 minutes) prior to the announcement of the decision. 15.4 After the Disciplinary Board has given a decision the person charged shall be given the opportunity to make a statement prior to the announcement of any sanction/penalty. 15.5 After listening to any statement from the charged person the Disciplinary Board shall pronounce any sanction imposed and the consequence of this decision. 15.6 The decision can be given orally but must be followed up with a written notification of his decision and sanctions within 7 working days. 15.7 In the event of the Disciplinary Board determining that a Player or Team Official is in breach of the Rules of Conduct the Disciplinary Board shall inform the Chairman of his finding and the Sanction imposed. 15.8 The Disciplinary Board decision is final and binding. Penalties to be imposed by the Disciplinary Board 16.1 The maximum ban that can be imposed is a life ban from all Service cricket, which will mean a ban until the end of that persons service career. 16.2 If necessary the ban will carry over into subsequent Services Tournaments and all ACA cricket played. 16.3 Any bans on players will be imposed at the same or higher level that the infraction took place in Penalties General 17.1 Once the Disciplinary Board has informed the person found to be in breach of the Rules of Conduct of the sanction, if any, the Disciplinary Board shall inform the Chairman of the player on which the sanction is to be imposed. In the event of a ban the ACA/Disciplinary Board is to inform, the UKAFCA Sec, UKAF ACO Chairman and Gen Sec and the players Corps/Unit/Club/Team. 17.2 The Disciplinary Board is to: a. Clearly identify when any ban commences. b. Clearly identify the name of any person to whom the sanction applies. c. Clearly stipulate when any sanction expires. Miscellaneous 18.1 Every reference in this Code of Conduct in the masculine shall be deemed, for the purposes of interpretation, to include a reference to the feminine gender. 18.2 Where the context so permits reference in the singular shall be deemed to include references in the plural even though not expressly stated. Code of Conduct and the Spirit of Cricket 19. This Code of Cricket incorporates the Spirit of Cricket as set out below. It applies to all matches played under the auspices of the UKAFCA and is applied to all service cricket. 19.1 The Captains are responsible at all times for ensuring that play is conducted within the Spirit of Cricket as well as within the Laws. 19.2 Players and Team Officials must at all times accept the Umpires decision. Players must not show dissent at the Umpires decision or react in a provocative or disapproving manner towards an Umpire at any time. 19.3 Players and team officials shall not intimidate, assault or attempt to intimidate or assault an umpire, another player or a spectator 19.4 Players and team officials shall not use crude and/or abusive language (sledging) or make offensive gestures or hand signals nor deliberately distract an opponent. 19.5 Players and team officials shall not make racially abusive comments or indulge in abusive actions against fellow players, officials or spectators. The Spirit of Cricket 20. Cricket is a game that owes much to the unique appeal to the fact that it should be played not only within the Laws but also within the Spirit of the Game. Any action, which is seen to abuse this spirit, causes injury to the game itself. The major responsibility for ensuring this spirit of fair play rests with the Captain. 20.1 There are 2 Laws which place this responsibility with the Captain. 20.2 The Captains are responsible for ensuring that play is conducted within the Spirit of the Game as well as within the Laws. 20.3 Players conduct; in the event of any player failing to comply with instructions by an umpire, or by criticising by word or action the decisions of an umpire, or showing dissent, or generally behaving in a manner which might bring the game into disrepute, the umpire concerned shall in the first place report the matter to the other umpire and to the players captain and instruct the captain to take action. Fair and Unfair Play 21. According to the Laws the umpires are the sole judges of fair and unfair play. 21.1 The umpires may intervene at any time and it is the responsibility of the captain to take action when required. Umpires Authorised to Intervene in Cases Of: Time wasting. Damaging the pitch. Dangerous or unfair bowling. Tampering with the ball. Any other action they consider to be unfair. The Spirit of the Game Involves Respect for: 23.1 Your opponents. 23.2 Your own captain and team. The role of the umpires. The traditions of the game. It is against the Spirit of the Game to: Dispute the umpires decision by word, action or gesture. Direct abusive language towards an opponent or umpire. Indulge in any cheating or sharp practice for instance: a. To appeal knowing the batsman is not out. b. To advance towards an umpire in an aggressive manner when appealing. c. To seek to distract an opponent either verbally or by harassment with persistent clapping or unnecessary noise under the guise of enthusiasm and motivation of his own side. Violence 25. There is no place for any act of violence on the field of play and instances of such will attract severe penalty. Players 26. Captains and umpires together set the tone for the conduct of a cricket match. Every player is expected to make an important and positive contribution to this. Guidance for Offences 27. The schedule of offences contained in the Army Cricket Association Code of Conduct has been drafted in clear and plain English. These guidelines are intended as an illustrative guide only and in case of any doubt as to the interpretation of the Code; the provisions of the Code itself shall take precedence over the provisions of the guideline. The guidelines should not be read as an exhaustive list of offences or prohibited conduct. Level 1Guidelines7.1 Abuse of cricket equipment or clothing, ground equipment or fixtures and fittings.Includes action outside the course of normal cricket actions such as hitting or kicking the wickets and actions, which intentionally or negligently result in damage any part of the ground or buildings including fixtures and fittings.7.2 Showing dissent at an umpires decision by action or verbal abuse.Includes excessive, obvious disappointment with an umpires decision or with an umpire making the decision. Obvious delay in resuming play or leaving the wicket or field of play.7.3 Using language that is obscene, offensive or insulting and/or making an obscene gesture.Includes swearing and obscene gestures, which are not directed at another person such as swearing at ones own poor play or fortune. Not intended to penalise trivial behaviour, the extent to which such behaviour is likely to give offence shall be taken into account.7.4 Excessive appealing. Repeated appealing when bowler/fielder knows batsman is not out with the intention to put the Umpire under pressure. Not intended to prevent loud enthusiastic appeals. However, celebrating a dismissal before the decision has been given may constitute excessive appealing.7.5 Pointing or gesturing towards the pavilion in an aggressive manner by a bowler or other member of the fielding team upon the dismissal of a batsman.Self-explanatory.7.6 Public criticism of, or inappropriate comment on a match related incident or match official. Without limitation, everyone will breach this rule if they public ally criticise the match officials or denigrate a player or team against which they have played in relation to incidents which occurred in a match. When accessing the seriousness of the breach, the context within which comments have been made and the gravity of the offending comments must be taken into account. This also includes inappropriate interaction with the scorers. Level 28.1 Repeat of any Level 1 offence within 12 months of such offence.8.2 Showing serious dissent at an umpires decision by action or verbal abuse. Dissent should be classified as serious where the dissent is expressed by a specific action such as the shaking of the head, snatching a cap from umpire, pointing at pad or inside edge, other displays of anger or abusive language directed at the umpire or excessive delay in resuming play or leaving the wicket.8.3 Serious public criticism of. Or inappropriate comment on a match related incident or match official. Same as 7.68.4 Inappropriate and deliberate physical contact between Players in the course of play. Without limitation, players will breach this regulation if they deliberately walk or run into or shoulder another player.8.5 Charging or advancing towards the umpire in an aggressive manner when appealing. Self-explanatory.8.6 Deliberate and malicious distraction or obstruction on the field of play. Self-explanatory.8.7 Throwing the ball at or near a Player, umpire or official in any inappropriate and/or dangerous manner. This will not prohibit a bowler/fielder from returning the ball to the stumps in the normal fashion.8.8 Using language that is obscene, offensive or of a seriously insulting nature to another player, umpire, Tournament Director, Team Official or spectator. (It is acknowledged that there will be verbal exchanges between players in the course of play. Rather than seeking to eliminate these exchanges entirely, Umpires will look to lay charges when this falls below an acceptable standard. In this instance, language will be interpreted to include gestures).Any language or gesture, which is directed at another person(s). In exercising his judgement as to whether the behaviour has fallen below an acceptable standard, the umpire shall be required to take into account the context of the particular situation and whether the words or gesture are likely to: Be regarded as obscene; or Give offence; or Insult another person. This offence is not intended to penalise trivial behaviour. The extent to which such behaviour is likely to give offence shall be taken into account when assessing the seriousness of this breach.8.9 Changing the condition of the ball in breach of Law 42.3. Deliberately throwing the ball into the ground for the purpose of roughening it up and the application of moisture to the ball save for perspiration and salvia shall not be permitted.Level 39.1 Repeat of any Level 2 offence within a 12 month period.9.2 Intimidation of an Umpire or Official whether by language or conduct. Includes appealing in an aggressive or threatening manner.9.3 Threat of assault on another Player, Official or Spectator.Self-explanatory.9.4 Using language or gestures that offends, insults, humiliates, intimidates, threatens, disparages or vilifies another person on the basis of that persons race, religion, gender, colour, descent or national or ethnic origin.In assessing the seriousness of a breach to the degree, which the behaviour was likely to give offence (to the ordinary person), and whether it was directed specifically towards any person(s) shall be taken into account.Level 410.1 Repeat of any Level 3 offence within 12 months of such an offence.10.2 Threat of assault on an Umpire or Official.10.3 Physical assault of another Player, Umpire, Official or Spectator.10.4 Any act of violence on the field of play.10.5 Using language or gestures that seriously offends, insults, humiliates, intimidates, threatens, disparages or vilifies another person on the basis of that persons race, religion, gender, colour, descent or national or ethnic origin.See 9.4.Conduct Contrary to the Spirit of the Game General catch all clause. Conduct which s prohibited under this cause includes using an illegal bat, wicket keeping gloves, time wasting, cheating during play (includes deliberate attempt to mislead the umpire) and any conduct which is considered unfair play under Law 42.Conduct unbecoming their status or which brings the game into disrepute. Another catch all clause and intended to include serious or repeated criminal conduct, public acts of misconduct, unruly behaviour, inappropriate public comment which is detrimental to the interests of the game. In this respect any comment, which denigrates another player, official, umpire or scorer shall be prohibited under this regulation. Army Cricket Association Incident Report Form (This form is to be completed immediately after the match and forwarded to the Disciplinary Board) This form can also be used by Umpires for the use of the Reporting Procedure in accordance with Law 42 Fair and Unfair Play as applicable Name of Person Raising ReportName Position/AppointmentName of Umpires1 2Match Details Home Team Away Team VCaptain Name Captain NameExecutive Name Position (Reported to yes/no)Executive Name Position (Reported to yes/no)Date of MatchCode ViolationPerson(s) involved in incidentNameTeamNameTeamNameTeamNameTeamGive details of the incident including any verbal instruction or warnings issued to captain(s), name(s) of offenders and action taken at the time:- Date / / Signed: Umpire 1 Umpire 2 Reporter if not Umpire CHAPTER 11 RESPONSIBILITIES OF ARMY CRICKET ASSOCIATION OFFICERS 1. ASCB is in the midst of reviewing the committee structure for each sport under its remit, and we have been asked to formalise the responsibilities of our volunteer officers so as to create a degree of equity on the burden imposed on our full-time Secretary and his supporting staff. That said, it is recognised that volunteer staff will occasionally be unable to commit owing to unforeseen work pressures. 2. President (OF6/7/8). a. Advocate for cricket in the highest echelons of the Army. b. Generate support from senior officers for the principal events in the annual cricketing calendar. c. Assist in the hosting of sponsors, and in the identification and development of future sponsorship opportunities. 3. Honorary Vice-Presidents (as appointed). a. Assist the President in his duties, particularly when he or she is not available. b. Advocate for Army Cricket as far as is practicable, particularly promoting attendance at the key annual events. c. Assist the Chairman in the awarding of prizes at Army-run competitions. 4. Chairman (OF5/6). a. Provide strategic direction to the Executive Committee and ACA in general; b. Represent the Executive Committees view to the President; c. Select officers of the ACA, including team captains; d. Represent ACA on the United Kingdom Armed Forces Cricket Association Executive Committee and, on rotation, assume the chair; e. Represent ACA on the Army Sports Control Boards AGM; f. Lead on sponsor development and relations; g. Ensure financial propriety is maintained within the ACA budget; h. Produce the annual Army Cricket strategy and own policy for cricket in the Army; i. Act as the Authority and champion for cricket within the Army. 5. Director Representative Cricket and Vice-Chairman (OF4/5) a. Provide strategic direction for all representative cricket within the Army; b. Oversee the selection, development and performance of the Assistant Director Coaching and team managers; c. Organise and run annual trials and pre-season training for representative teams; d. Lead on coaching development within the ACA and work with the Assistant Director Coaching to appoint coaches and physiotherapists to representative teams, and to create a sustainable succession plan; e. Act as main point of contact with Phase 1 and 2 training establishments to identify talent for representative cricket; f. Lead the scouting organisation; g. Act as tour manager when more than one representative side is touring to the same location; h. Act as lead liaison officer with the ECB and the PCA; i. Deputise for the Chairman as and when necessary. 6. Director Corps and Unit Cricket (OF4/5) a. Oversee the sustainable development of cricket at the grassroots level; b. Develop and strengthen relationships between the ACA and Corps chairmen/ secretaries, representing the latters view in meetings of the Executive Committee; c. Run, with the help of an Assistant Director (OF2/3) and a UKAFACO-appointed tournament referee, the inter-Corps competitions, and the Major and Minor Unit trophies; d. Resolve issues emanating at lower levels but reported to ACA, with particular focus on deciding the outcome of disputes in the Corps and unit competitions and on disciplinary sanctions in Corps and unit cricket; e. Liaise with Director Infrastructure, Grounds and Equipment to develop cricketing infrastructure to support Corps and unit cricket; f. Deputise for the Chairman as and when necessary. 7. Director Infrastructure, Grounds and Equipment (OF4/5) a. Govern the development of cricketing infrastructure (including grounds, practice facilities and fixed scoreboards) across the Army; b. Act as the authority for pitch quality in the Army; c. Scrutinise requirements for insurance to cover cricketing activity throughout the Army; d. Develop a baseline of knowledge of existing cricketing facilities and, having established the requirement, create a long-term strategy for the establishment and sustainable management of cricketing infrastructure throughout the Army estate; e. Develop relationships with commercial companies for the efficient purchase of cricketing infrastructure and equipment, passing savings to all involved in Army cricket at whatever level; f. Forecast the sports equipment requirement and bid for SEPF funds; g. Negotiate with 3rd party users of Army cricket facilities (e.g. ECB) regarding their access rights and responsibilities regarding accountability; h. Establish policy for common arrangements for the use of out-grounds. i. Own the development plan for the Aldershot facilities, and manage any projects to improve capability. 8. Secretary (Grade C2, Crown Servant) a. Establish the representative fixture programme, including tours; b. Schedule inter-Corps and Army Cup competitions; c. Make appropriate arrangement for all representative fixtures, handing over responsibility for refinement and execution to Team Managers; d. Manage allocation of officials to matches; e. Provide direction to Corps cricket secretaries, as their principal point of contact for routine matters; f. Under the direction of Assistant Director Competitions, liaise with Corps and units to get maximum participation in ACA-run competitions and run all administrative aspects of them; g. Manage the ACA budget and create an annual financial plan; h. Manage the ACAs civilian staff; i. Act as custodian of ACAs heritage, statistics, property and history; j. Act as initial and secondary point of contact for ACAs sponsors; k. Run ACA communications and manage the content of the ACA website. l. Oversee the work of the ACA groundsman at Aldershot, and ensure that ACA facilities are managed in an efficient and suitably respectable manner; m. Maintain records of all committee meetings and act as the custodian of Army cricketing policy; n. Act as principal working level point of contact for the Army Sports Control Board, notifying them of contact details, fixtures, elite sportsmen and women, officials and results; o. Promulgate rule and policy changes emanating from the ECB; p. Act as endorsement authority for all Corps and unit overseas sports visits of a cricketing nature; q. Staff and endorse applications from elite cricketers to gain access to appropriate funds and scholarships. 9. Assistant Director Competitions (OF2/3). a. Own, develop and promulgate the tournament rules for each of the competitions sponsored by ACA; b. Conduct the draw for the various competitions; c. Resolve issues pertaining to the competitions, and raise points for higher-level resolution to the Director Corps and Unit Cricket; d. Ensure that the Secretary has arranged the administrative details of competitions to an appropriate standard. 10. Assistant Director Coaching (any rank). a. Act as part of the selection committee for each of the representative level teams, in consultation with managers and coaches; b. Assure synergy between the Development set up and the full sides. There must be clear lines for progression of talent to ensure that performance in the Development/Lions is recognised and players are pulled up to full level; c. Plan and deliver player development for all cricket, including winter and pre-season training, noting an aspiration to run well-publicised distributed coaching activities at three high-population Garrisons during the close season. d. Ensure that the coach force for the Army is qualified and prepared to deliver coach support at representative level. Ideally all representative coaches should be Level 3, but the minimum should beLevel 2; e. Advise the Director Representative Cricket on coaching appointments for each season and on the long-term succession plan; f. Advise the Director Representative Cricket and Secretary on the standard of fixtures required in each season based on the expected capacity of Army squads; g. Provide an end of season report to the Director of Representative Cricket on coaching and on-field activity for each season; h. Maintain and account for all Army Coaching equipment; i. Present costed options for purchase of new and replacement equipment as needed; j. Load and deliver coaching courses, maintaining a record of all qualified coaches within the Army. 10. Assistant Director Media/PR (OF2/3). a. Produce, update and ensure compliance with the ACA PR & Media Directive. b. Assist with management and maintenance of the ACA website. c. Manage and maintain the ACA presence on social media (Facebook and Twitter). d. Provide Committee members and Corps Committees with advice and assistance to deliver the ACA PR & Media Directive. e. Facilitate media presence at ACA events (BFBS, Soldier Mag etc). f. Ensure key events are publicised on a wide range of platforms (Army Intranet, Soldier Magazine). g. Ensure Teams provide timely results and (where required) reports following matches (including quality images). h. Ensure that results and PR images are provided directly to sponsors as soon as practicable after a fixture. 12. Assistant Director Safety (and UKAFACO LNO) (any rank). a. Act as the principal point of contact for liaison between the ACA executive committee and the UKAFACO, principally on behalf of the Secretary; b. Raise awareness of all changes to laws and regulations through the Army, most notably at the AGM; c. Liaise, post-season, with Assistant Director Competitions to establish the regulations for the next seasons ACA-run tournaments; d. Working to Director Infrastructure, act as the ACAs lead for safety and ensure that sufficient policy guidance is in place for the safe conduct of cricket throughout the Army; e. Write, in consultation with the Assistant Director Coaching, orders for the use of coaching equipment, with particular emphasis on the use of bowling machines; f. Advise on all safety issues, when raised to ACA level; g. Manage the database of pitch reports from UKAFACO officials, and alert the ACA executive committee to trends that may require action. 13. Manager Army Mens Team. a. Manage and administer the Mens Team to the best of their skill and ability and ensure that the Team and each member within it plays to its full potential and is well-organised and disciplined both and off the field; b. Responsible for all communication with players with regard to availability and selection, including the production of an instruction for each match; c. Production of a costed plan for the season, and appreciation of the need for appropriate levels of husbandry in the use of resources; d. Management of a clothing sub-account for the team ensuring that players are accountable for the kit, that they maintain it in a serviceable condition and that they are suitably dressed at all times. e. Manage all off-field matters, including disciplinary issues, and raise items to higher level when required; f. Ensure that each player is aware of the contents of the Players Charter and that new players have it read to them on selection; g. Produce an end-of-season report for the executive committee, raising any issues that need resolution prior to the next season; h. Attend such seminars and briefing sessions as may be arranged or organised by ACA from time to time. 14. Manager Army Development/Lions Team. a. Manage and administer the Development/Lions Teams to the best of their skill and ability and ensure that the Team and each member within it plays to its full potential and is well-organised and disciplined both and off the field; b. Responsible for all communication with players with regard to availability and selection, including the production of an instruction for each match; c. Production of a costed plan for the season, and appreciation of the need for appropriate levels of husbandry in the use of resources; d. Management of a clothing sub-account for the team ensuring that players are accountable for the kit, that they maintain it in a serviceable condition and that they are suitably dressed at all times. e. Manage all off-field matters, including disciplinary issues, and raise items to higher level when required; f. Ensure that each player is aware of the contents of the Players Charter and that new players have it read to them on selection; g. Produce an end-of-season report for the executive committee, raising any issues that need resolution prior to the next season; h. Assist in the planning of distributed winter coaching sessions, to strengthen the squad and identify new talent; i. Act as lead for liaison with Corps secretaries and Phase 1 and 2 training establishments to identify the emergence of new talent; j. Attend such seminars and briefing sessions as may be arranged or organised by ACA from time to time. 15. Manager Army Ladies Team. a. Manage and administer the Ladies Team to the best of their skill and ability and ensure that the Team and each member within it plays to its full potential and is well-organised and disciplined both and off the field; b. Responsible for all communication with players with regard to availability and selection, including the production of an administrative instruction for each match played; c. Production of a costed plan for the season, and appreciation of the need for appropriate levels of husbandry in the use of resources; d. Management of a clothing sub-account for the team ensuring that players are accountable for the kit, that they maintain it in a serviceable condition and that they are suitably dressed at all times. e. Manage all off-field matters, including disciplinary issues, and raise items to higher level when required; f. Ensure that each player is aware of the contents of the Players Charter and that new players have it read to them on selection; g. Produce an end-of-season report for the executive committee, raising any issues that need resolution prior to the next season; h. Attend such seminars and briefing sessions as may be arranged or organised by ACA from time to time. 16. Representative Level Coaches. In addition to managing a fitness and development programme prior to and during each season, representative coaches duties are as follows: Army Coach. Plan and deliver warm up & cool down and team preparation sessions pre- and post-game. Deliver one-to-one technical sessions with players throughout the season. Provide input to the Captain on squad and team selection. Assist Assistant Director Coaching and the Managers of Development and Ladies Cricket in the planning and delivery of pre-season training. Manage and account for the Army Teams Coaching kit. Development and Lions Coach. Plan and deliver warm up & cool down and team preparation sessions pre- and post-game. Deliver one-to-one technical sessions with players throughout the season. Working with Development/Lions Manager, select the squads and final 12 for each Development and Lions game. Provide a report to the Assistant Director Coaching on team and player performance after each game. Assist Assistant Director Coaching and the Managers of Development and Ladies Cricket in the planning and delivery of pre-season training. Manage and account for the Development and Lions Coaching kit. Army Ladies Coach. Plan and deliver warm up & cool down and team preparation sessions pre- and post-game. Deliver one-to-one technical sessions with players throughout the season Working with the Ladies Manager and Captain, select the squads and final 12 for each game. Working with Ladies Manager and Captain, plan and deliver pre-season training. Assist the Assistant Director Coaching and the Manager of Development Cricket in the organisation of distributed Garrison coaching prior to the 2018 season, working hard to identify new talent in each. Manage and account for the Ladies coaching kit. 17. Representative Level Physiotherapists. The Secretary is to contact HQ AMS pre-season to arrange Physiotherapist cover at all Representative matches. Liaison is also to be maintained with Chairman AMS cricket and Headley Court. 18. Webmaster. The Assistant Director Media/PR is to liaise with the webmaster to ensure the ACA website is maintained, updated, and sufficiently resourced. 19. Statistician/Historian. The Secretary is to maintain links with Victor Isaacs in order to maintain and update all ACA records and Archive material; as well as to ensure all Representative matches are recorded on Cricket Archive. CHAPTER 12 RESPONSIBILITIES OF CORPS AND UNIT CRICKET OFFICERS, CHAIRMEN AND SECRETARIES 1. The grassroots level of the game is of equal importance to the ACA as the representative level, and it is essential that each affiliate to the association has the requisite governance structures in place to enable cricket to be played throughout the Army. Doing so requires a network of volunteer staff, under the direction of an officer appointed to direct sport at Corps or unit level. Officers selected to plan and run cricket at Corps and unit should take their responsibilities seriously and use this handbook as a guide. The aim of their involvement should be to maximise opportunities for as many officers and soldiers as possible to participate safely in the sport, at the level they feel most comfortable. 2. The responsibilities of Corps and unit cricket officers will be laid down under local arrangements, and overseen by an established sports control governance function at Corps or unit level (e.g. Unit Sports Boards, normally run by second-in-commands). Responsibilities largely mirror those at Army level, but also include the following: a. Identification of talented cricketers for development and eventual projection into higher grades of cricket; b. Organisation of safe and enjoyable cricket at local levels (e.g. mess cricket or inter-subunit competitions); c. Purchase and management of suitable equipment; d. Oversight of cricketing infrastructure provided under local arrangements, and liaison with Corps Secretaries, Garrison staff and ACA when provision falls short of entitlement; e. Arranging for the identification and development of sports officials and coaches; f. Management of budgets and bids for public and non-public funds; g. Organisation of tours. 3. The making of a positive contribution to sport within a unit or Corps is a deeply satisfying experience from a personal perspective, but needs also to be recognised more widely, both in terms of appraisal and H&A. It is essential to reward those whose contribution raises them considerably above their peers, and the Army Cricket Association will advocate for this on peoples behalves if the system does not otherwise provide. It is important, too, to ensure that those who commit selflessly and voluntarily to the organisation of sport within the Army do not suffer professionally as a result. The ACA will also advocate for this, and is prepared to intervene where there are issues locally. Sport in the Army is a high priority for the current CGS, and it is the responsibility of the chain of command to ensure that those who volunteer to administer the game are not at any sort of disadvantage. CHAPTER 13 THE PLAYERS CHARTER The following charter has been created to establish exactly what is expected of officers and soldiers selected to play cricket at any level within the Army, and takes note of the fact that all cricket within the Army is conducted whilst on duty. Officers of the ACA and its constituent Corps associations will: 1. Ensure that your chain of command is notified of your squad selection, team selection and progress as a unit, corps, Army or UKAF cricketer. 2. Encourage your chain of command to release you for all of your cricketing commitments, whilst paying due regard to your career aspirations and the potential for operational responsibilities to be prioritised. 3. Advocate for sport within the Army, creating the conditions for you to play at the highest standard commensurate to your ability. 4. Provide you with the highest feasible standard of facilities, kit and equipment, commensurate with the level that you play. 5. Seek sponsorship deals to place Army and Corps cricket on a sound and sustainable financial footing, and to ensure that you continue to pay as little as possible to participate in the game. 6. Provide safe conditions within which you can play, take steps to mitigate the risk of personal injury and react quickly to any safety-related incidents which occur. You will: 1. Communicate effectively and respond quickly and fulsomely to requests for information. 2. Dress appropriately and represent your Army, Corps and Unit with a sense of pride commensurate to the occasion. 3. Turn up on time, with a positive attitude and with the correct order of dress as specified in the instruction for each event. 4. Engage positively with managers, coaches, officials, committee members, spectators and sponsors in a professional manner that enhances the reputation of the Army. 5. Play entirely within the spirit of the game. 6. Act as ambassadors for Army and Corps cricket by demonstrating a positive attitude within your usual place of work, and by applying military standards of behaviour in your relationships with civilian cricket clubs. 7. Provide personal equipment and clothing when none can reasonably be supplied at ACAs or Corps expense. 8. Accept that sanctions may be applied to you if your standards fall short of those expected. 9. (For Army and UKAF players only) Recompense the ACA/UKAFCA for costs involved in the provision of hotel accommodation that you requested but did not then use. 10. (For Captains only) Provide a short match report and grade those officiating in your matches within the requisite time period. CHAPTER 14 LIST OF CRICKETING CONTACTS FOR 2018 ACA CommitteeAppointmentRank and NameEmail Phone Number (W) Phone Number (M)PresidentLieutenant General J Bashall CBE (James)AMA Capt Jen Henry  HYPERLINK "mailto:Jennifer.Henry424@mod.gov.uk" Jennifer.Henry424@mod.gov.uk 94222 2904 ChairmanBrigadier JGE Bartholomew OBE (Barty) HYPERLINK "mailto:Jonathan.Bartholomew359@mod.gov.uk" Jonathan.Bartholomew359@mod.gov.uk 9679 88960 / 030 679 88960 07788 566399Director Corps & Unit CricketCol A Phillips (Andy) HYPERLINK "mailto:Daniel.Hopwood241@mod.gov.uk" andrew.phillips208@mod.gov.uk 94393 6441 / 01264886441SecretaryLt Col (Retd) Mike Thornley HYPERLINK "mailto:mthornley@ascb.uk.com" mthornley@ascb.uk.com 01252 787074 07786 094178Assistant SecretaryMrs Wendy Tapp HYPERLINK "mailto:wtapp@ascb.uk.com" wtapp@ascb.uk.com 01252 787075Assistant SecretaryMiss Suzie Monk HYPERLINK "mailto:smonk@ascb.uk.com" smonk@ascb.uk.com 01252 787075Director Representative Cricket Lt Col A Senneck (Alex) HYPERLINK "mailto:alexander.senneck918@mod.gov.uk" alexander.senneck918@mod.gov.uk 94371 5481 07969671473Director Grounds Equipment and InfrastructureLt Col S C Brown (Stuart) HYPERLINK "mailto:stuart.brown833@mod.gov.uk" stuart.brown833@mod.gov.uk 96770 7652 / 03067 707652 07980 981571AD CompetitionsMaj MJ Haslett (Matt) Vice: Maj R Castro (Ryan) HYPERLINK "mailto:matt.haslett592@mod.uk" matt.haslett592@mod.uk 94342 5306 07584 322159  HYPERLINK "mailto:Ryan.Castro652@mod.uk" Ryan.Castro652@mod.uk 94731 5729| 01748 875729 07775428359 AD Media & PRCapt J Hudson (James) HYPERLINK "mailto:james.hudson733@mod.uk" james.hudson733@mod.uk 94342 5305 07523 716216AD Safety & UKAFACO LOWO2 A Rennie (Alex) HYPERLINK "mailto:Alexander.Rennie206@mod.uk" Alexander.Rennie206@mod.uk  HYPERLINK "mailto:alexrennie1@hotmail.co.uk" alexrennie1@hotmail.co.uk 07921 383539AD CoachingCapt D Wall (Daniel) HYPERLINK "mailto:Daniel.wall194@mod.uk" Daniel.wall194@mod.uk 01252 787736 07834 698433Army Mens Manager  Maj E Sutthery (Edd)  HYPERLINK "mailto:edward.sutthery732@mod.gov.uk" edward.sutthery732@mod.gov.uk 94393 6641 / 01264 886641 07785 334356Army Masters Manager Maj E Sutthery (Edd)  HYPERLINK "mailto:edward.sutthery732@mod.gov.uk" edward.sutthery732@mod.gov.uk 94393 6641 / 01264 886641 07785 334356Army Ladies ManagerCapt A Johnson (Ami) HYPERLINK "mailto:Ami.Johnson812@mod.uk" Ami.Johnson812@mod.uk 94261 2767 / 01276 412767 07899 921882Army Development / Lions Team ManagerMaj P Greenwood (Frankie) HYPERLINK "mailto:paul.greenwood544@hotmail.com" paul.greenwood544@hotmail.com 01785787498 07791961689 Army Mens CaptainCpl J Boynton (Jay) HYPERLINK "mailto:Jayboynton_87@outlook.com" Jayboynton_87@outlook.com 07983480341Army Ladies CaptainCapt Lauren Harden HYPERLINK "mailto:Lauren.hardern100@mod.gov.uk" Lauren.hardern100@mod.gov.uk 07469 764077Chairman UKAF ACOCapt CLK Nicholson (Christian) HYPERLINK "mailto:christian.nicholson352@mod.uk" christian.nicholson352@mod.uk 94229 4728 / 01252 868728 07901 228768Representative Fixtures Appts SecCapt L Murrell (Lee) HYPERLINK "mailto:lee.murrell378@mod.gov.uk" lee.murrell378@mod.gov.uk 94674 8426 / 01449 728426 07885 719146Statisticians / HistoriansVic Isaacs Richard Isaacs HYPERLINK "mailto:vicisaacs@btinternet.com" vicisaacs@btinternet.com  HYPERLINK "mailto:richardvisaacs72@yahoo.co.uk" richardvisaacs72@yahoo.co.uk Corps RepresentativesCorps (Home Ground)AppointmentNameEmail Phone Number (W) Phone Number (M)RA (Larkhill)ChairmanBrig J Bennett (Jez)Jez.Bennett425@mod.gov.ukTreasurerMaj T Palmer (Tom)Thomas.Palmer242@mod.gov.uk 9360 55338 / 01923 955338SecretaryCapt C Hoggard (Chris) HYPERLINK "mailto:Christopher.hoggard226@mod.uk" Christopher.hoggard226@mod.uk 94222 3364 07772 778230RE (Chatham)ChairmanCol A Phillips (Andy) HYPERLINK "mailto:Daniel.Hopwood241@mod.gov.uk" andrew.phillips208@mod.gov.uk 94393 6441 / 01264886441SecretaryCapt A Green (Alex) HYPERLINK "mailto:Alexander.green909@mod.gov.uk" Alexander.green909@mod.gov.uk 953717194 / 01480 52451 +7194 07894 871779REME (Lyneham) ChairmanCol J Heardman (Jim) HYPERLINK "mailto:James.heardman451@mod.gov.uk" James.heardman451@mod.gov.uk 94344 8849 07810 773119SecretaryMaj D Leslie (Danny) HYPERLINK "mailto:danny.leslie948@mod.gov.uk" danny.leslie948@mod.gov.uk 01249 894504 07950535347Assistant SecretaryCapt J English (Jake) HYPERLINK "mailto:jacob.english789@mod.gov.uk" jacob.english789@mod.gov.uk 94674 8549 07512633414R Signals (Blandford then Stafford)ChairmanLt Col A Senneck (Alex) HYPERLINK "mailto:alexander.senneck918@mod.gov.uk" alexander.senneck918@mod.gov.uk 94371 5481 07969671473SecretaryCapt S Fox (Stephen) HYPERLINK "mailto:Stephen.fox620@mod.gov.uk" Stephen.fox620@mod.gov.uk 94371 2394 / 01258 482394 07583 005045Infantry (Tidworth)ChairmanCol M T Cansdale (Matt) HYPERLINK "mailto:Matthew.Cansdale474@mod.uk" Matthew.Cansdale474@mod.uk 94393 7771 / 01264 887771SecretaryMaj T Whitmarsh (Toby)Tobias.whitmarsh579@mod.gov.uk 01264886430 / 94393 6430 07816 907194RLC (Deepcut 2018; Worthy Down from 2019)ChairmanLt Col P Vickerman (Paul) HYPERLINK "mailto:Paul.Vickerman-TMO473@mod.uk" Paul.Vickerman-TMO473@mod.uk 94676 3416 / 020 8589 3416Club ManagerMaj J Howell (John) HYPERLINK "mailto:John.howell754@mod.gov.uk" John.howell754@mod.gov.uk 9679 81210/ 030 679 81210 07866501772SecretaryCapt J Carlin (Joe) HYPERLINK "mailto:joe.carlin101@mod.uk" joe.carlin101@mod.uk 953416381 / 01572 812241 Asst SecretaryCapt N Subba Row (Nick) HYPERLINK "mailto:Nicholas.subbrow100@mod.uk" Nicholas.subbrow100@mod.uk 94256 3733 / 01235 543733 / 07713016915AGC (Cove 2018; Worthy Down from 2019)ChairmanLt Col M Ryan (Martin)94522 2021SecretaryMaj MJ Haslett (Matt) HYPERLINK "mailto:matt.haslett592@mod.uk" matt.haslett592@mod.uk 94342 5309 / 01980 655309AMS (Lichfield)ChairmanLt Col H Pynn (Harvey) HYPERLINK "mailto:Harvey.pynn@doctors.org.uk" Harvey.pynn@doctors.org.uk 07931 382857SecretaryMaj C McKinnie (Craig) HYPERLINK "mailto:202HOSP-RHQ-TRGMAJ@mod.uk" 202hosp-rhq-trgmaj@mod.uk 0121 483 4301 07776337914RAC (Catterick)PresidentBrigadier A Watson (Angus) HYPERLINK "mailto:Angus.Watson405@mod.uk" Angus.Watson405@mod.uk 07900 262160ChairmanLt Col J Lane (James) HYPERLINK "mailto:James.Lane438@mod.uk" James.Lane438@mod.uk 07973 816547SecretaryMajor D Davey (Dom) HYPERLINK "mailto:dominic.davey572@mod.gov.uk" dominic.davey572@mod.gov.uk 94393 6008 / 01264 886008 07919440400AAC (Middle Wallop)ChairmanCol P Logan (Paddy)Patrick.logan460@mod.gov.ukSecretaryCapt I Kiy (Iain) HYPERLINK "mailto:simon.barr986@mod.uk" \o "mailto:simon.barr986@mod.uk" iain.kiy100@mod.uk 9491 56627 07966 423933RAPTC (Aldershot Lower)ChairmanSecretarySSgt R Harnden (Roger) HYPERLINK "mailto:humesa788@mod.uk" Harndenr437@mod.uk 94222 7254 / 01252 78 7254INT Corps (Chicksands)ChairmanN/A (No Team)N/A (No Team)SecretaryWO2 C Lamb (Charles) HYPERLINK "mailto:charles.lamb198@mod.uk" charles.lamb198@mod.uk 07955 158483CAMUS (Sandhurst)ChairmanMaj C Hallatt (Craig) HYPERLINK "mailto:craiguk885@aol.com" craiguk885@aol.com 07841 901279SecretarySgt O Duffield (Owen) HYPERLINK "mailto:duffers33@yahoo.co.uk" duffers33@yahoo.co.uk RMAS (Sandhurst)Secretary / OIC CricketCapt Geoff Godkin HYPERLINK "mailto:Geoffery.Godkin100@mod.gov.uk" Geoffery.Godkin100@mod.gov.uk Mil : 94 261 22435 Mob:07902 745 655  ACA tours are to act as a spur to improvement and to support the development of individuals.  Players playing just white ball or red ball cricket will only be issued kit applicable to that form of the game.  The kit will be handed in at the end of the Development IS Competition.  In 2017 Chatham was declared to be a Premier Standard pitch.  D Grounds/Infra is to establish a contingency plan in the event that the Upper Pitch is not fit for representative level cricket in 2018.  In the longer term this may include developing links with the PCA.  ACA tours are to act as a spur to improvement and to support the development of individuals.  Including Chairman BA(G) cricket.  Note that the Army Cricket website is in the process of transitioning to a new domain (details to follow).        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