In late 2001, a decision by Women's Cricket Australia (Women's Cricket) and the Australian Cricket Board (ACB) to trial the integration of the two organisations took place.

Both organisations recognised that it was essential for the sport that as many people as possible from both genders are able to enjoy our game. It became increasingly apparent that having separate organisations undertaking similar roles worked against cricket realising its full potential to attract women and girls to the game. While both organisations were successful in the way they went about administering the sport under their jurisdiction, tackling the task of promoting cricket in this way inevitably resulted in the duplication of human and financial resources.

In order to overcome these issues and to maximise the use of cricket's resources, Women's Cricket and the ACB agreed to a two-year trial of the integration of their operations.

This approach saw the six key functional areas that both organisations must manage blended together to allow them to service the overall need for the game. These areas are Finance and Administration, Commercial Operations, Cricket Operations, Game Development, Legal Services and Public Affairs.

In embarking on this trial, both Women's Cricket and the ACB recognised that there were likely to be a number of issues that would arise thatrequiring careful and sensitive management.

For this reason, there was a transitional period of two years to smooth the process of integration.

Overseeing the transition was a newly created Women's Cricket Advisory Committee chaired by the President of Women's Cricket. This Committee included three representatives from the ACB Board and people from each State and the ACT. This Committee was responsible for ensuring that the two bodies merged their operations without any loss of identity or importance for either organisation.

Once integreated Women's Cricket Australia became known simply as Women's Cricket, as a program of the Australian Cricket Board