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Player Pathway Programme
FIBA
Here is a diverse selection of various projects that we have created and delivered
Bahrian Olympic Committee (BOC)
Sports Authority of Thailand
IPC Academy
Badminton World Federation (BWF)
International Tennis Federation (ITF)
IPC Academy Inclusion Summit
IPC Academy Excellence Programme
Information, Knowledge and Games Learning (IKL)
Games Campus
OUR PROJECTS
To ‘future proof’ the wellbeing of athletes, coaches and families around their involvement in sport.
Purpose
To align sport, the private sector, and governments for the good of society.
GSA Vision
A purpose-driven movement lead by global sport and the private sector to maintain the London Agenda and ensure its delivery.
GSA Mission
Having recently launched its sporting strategy, City of London Corporation Policy Chairman, Chris Hayward, said:
Chris Solly, Chief Executive of WAoS, said:
“We are delighted to be continuing our work with City of London Corporation and returning to Guildhall in October, at the heart of London’s financial/business sector.
At the 2024 GSA, we look forward to bringing members of the sports community and commercial/private sectors together once again to continue discussion and dialogue.
Before then however, we will be working with both communities to develop the GSA Focus Areas that will be announced in 2024.
These constitute a purposeful framework of current issues aimed at supporting the sports industry and its partnership with the private sector, driving value and sustainability, while maintaining a focus on the athletes and societal betterment.
We expect these areas to continue serve as powerful catalysts for transformative change.”
“We are delighted to be hosting this important event again in London – our third time - at Guildhall in October next year. This is an important forum for dialogue between senior business and sport leaders.
It is an opportunity to discuss shared issues that matter to the industry and its timing is particularly important, after next year’s Olympic and Paralympic Games in Paris.
The UK sports sector is integral to our economic success and global reach – and our research shows major UK sport events could deliver up to £4 billion of soft power, trade, and investment benefits in the next decade.
Sport is a cornerstone of our flagship Destination City programme, enhancing and elevating our attractiveness as a UK and global visitor destination.”
The date of 22nd October 2024 has been announced for the next edition which will be returning to the City’s historic Guildhall.
London 2024 Global Sport Agora
Held on 7th September 2023 at Guildhall in London, the second edition of the GSA, produced by WAoS and hosted by City of London Corporation, provided a forum to connect sports governing bodies and their stakeholders with global private enterprise through dialogue, debate and exchanging ideas.
Speakers at the 2023 GSA, supported by the European Broadcasting Union as International Media Partner, included Keith Bottomley, Deputy Policy Chairman, City of London Corporation; Deputy Edward Lord OBE, Lead Member for Sport, City of London Corporation; Sir Philip Craven MBE, Chair, World Academy of Sport International Advisory Board (IAB) and Former President of the International Paralympic Committee; Helene Raynsford, Paralympian and IAB Board Member; Guy Martin, Head of Sponsorships & Partnerships, Visa Europe; Paul Bush OBE, Director of Events, VisitScotland; Dr Kuniko Tanioka, President, Shigakkan University; Josyln Hoyte-Smith OLY; Shelley Rudman OLY; and Mike Miller, Chief Executive of the World Olympians Association.
Former Lord Mayor of London, Sir William Russell, provided a recap of the 2022 GSA at the event’s dinner on 6th September and Patrick Nally, Chief Executive, West Nally/Founder and President, International Federation of Poker, provided an after-dinner speech.
London 2023 - It's a wrap
2023 Recap
2023 Participants
2023 Participants
London Agenda
London Agenda: A set of guidelines to support the harmonisation of sport with the private sector as global sport moves into the next phase of its evolution.
The 2022 GSA edition saw a select group of delegates gather at the Guildhall in London on 26 September 2022 to debate and workshop a range of industry issues that impact the way sport and private enterprise interact, collaborate, and innovate. A manifesto of actions – The London Agenda & Manifesto of Actions – symbolise the interface between sport and the private sector and the outputs of these discussions.
- Support sport to evolve its commercial assets to provide both ROI (Return on Investment) and SROI (Social Return on Investment)
- Position the Global Sport Agora to function annually as a convener between sport, the private sector and communities across the world
Managing Change and Planning for the Future
Aligning systems to keep pace with consumer demand
- Create and promote case studies that explore the intersection of sport and politics to foster learning through knowledge exchange
- Categorise the hierarchy of sport and define Public-Private Partnership (PPP) roles and responsibilities
Sport & Politics
Leveraging sport’s role as a convener
Governance Model Alignment
Providing a social return on investment
- Promote transparency, clear responsibilities and consistency in governance. Support sport organisations to find a balance between engagement, investment and impact and adapt to shortening timeframes to deliver outcomes
- Develop sport leaders to achieve long-term outcomes with independent input and the skills to collect and translate data for decision making and change management
2022 London Agenda
Purpose-Based Relationships
Doing the right thing, the right way
- Establish a sustainable model to foster purpose-based relationships between sport and the private sector based on aligned purpose and objectives
These areas serve as powerful catalysts for transformative change. Aligned with the United Nations Sustainable Development Goals (UN SDGs), the GSA Focus Areas offer a targeted approach to address global challenges, providing a relevant compass for the sports industry's sustainable initiatives.
GSA Focus Areas
An output of the 2023 GSA edition were the GSA Focus Areas that constitute a purposeful framework aimed at supporting the sports industry and its partnership with the private sector, driving value, sustainability, and societal betterment.
'The City of London Corporation is delighted to be hosting this inaugural Global Sports Agora at Guildhall later this year. We look forward to welcoming senior representatives from the sport and business worlds to discuss and collaborate on some of the key issues affecting the business of sport now and in the future.'
Vincent Keaveny
Lord Mayor of London
'There is a major opportunity for global sport, the private sector and governments to have a mature conversation about the future and the intersection of these quite different worlds from a corporate and governance perspective. We look forward to getting these important discussions underway in September at the inaugural GSA forum and we thank the City of London for being our hosting partner for the GSA in the centre of one of the major financial capitals of the world.'
Sir Philip Craven
Chair, International Advisory Board
World Academy of Sport
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Many activities have been established to support the IOC’s Games Department and OCOGs through applying several WAoS methodologies. For example, The Games Experience Programme, developed to provide unique behind the scenes learning for the major event industry, Learning Pathways have been established and implemented in OCOGs along with online learning, case studies, train the trainer and executive education programmes among others and all underpinned by ‘Censeo’, the WAoS Learning Platform.
OGKM evolved in 2020 to now be known as Information, Knowledge and Games Learning (IKL). This evolution provides a refreshed focus on learning for the future of Games Management activities.
OUTCOMES
SOLUTION
Through planning with WAoS over 18 months, a strategy was constructed to develop the Olympic Games Learning Model (OGLM) to better service each respective Organising Committee of the Olympic and Paralympic Games (OCOG) and instil a passion for ‘learning and sharing’. Subsequent to the strategy development, WAoS has worked as the education provider to OGKM to develop and implement a number of learning services across the IOC Games Management Team and with future OCOGs.
BUSINESS CONTEXT
Formerly Olympic Games Knowledge Management (OGKM), this area of the International Olympic Committee was responsible for the capture, configuration and disemination of knowledge related to Games delivery. Following London 2012, OGKM was poised to embark on a new strategy, namely OGKM 3.0. Learning was an important aspect that was focused on within the natural evolution of OGKM, and therefore a conversation with WAoS was instigated to develop this new approach.
OUTCOMES
The 3x3 School Hoops pilot project garnered significant interest from 16 Greater Manchester area schools and considerable participation from both girls and boys. With the success of the 3x3 School Hoops Festival, social media coverage and Press Releases distributed through FIBA.basketball drew attention and impressions to the 3x3 School Hoops programme. The programme is now expanding through roll-out in other UK cities and other countries thereafter.
SOLUTION
Through WAoS’ longstanding relationship with the city of Manchester and the participation of Basketball England, the FIBA Academy (a joint venture between FIBA and World Academy of Sport) developed a 6 month programme, establishing a training framework to engage schools and develop resources for teachers and students to implement 3x3 in schools throughout the city. WAoS developed and delivered training sessions, learning materials, drills books, exercises and curriculums for physical education classes in local schools. The programme culminated in an outdoor 3x3 School Hoops festival hosted at Manchester City’s iconic Etihad Stadium on July 12 2019, with the participation of FIBA 3x3 skills gold medal winner Dahlia Monteiro.
BUSINESS CONTEXT
With 3x3 basketball set to become the newest Olympic discipline at the Tokyo 2020 Olympic Games, the opportunity was there to create a grassroots mass participation programme engaging local schools, communities and the National Federation. The discipline, as the world’s most played urban team sport, provided an excellent platform to showcase WAoS’ People Development methodology, by training Ambassadors, Physical Education Coaches and students thereby increasing participation in youth sports and leveraging interest in 3x3 basketball locally.
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Our Sports Partners:
Feedback throughout 2019 was extremely positive and the ITF has now embarked on further engagement with its members to make use of the tools that the ITF Academy provides.
OUTCOMES
SOLUTION
Following a selective competitive tender, WAoS was identified as the stand-out respondent to the requirements of the large technology project that was envisioned given our tried and tested learning platform, our understanding of the needs of international sport federations and our approach to partnership. The design of the ITF Academy was instigated which entailed the provision of a simple self-publishing eLearning SaaS solution, a complete rebuild of iCoach - with additional features to future proof the system - and an overhaul of coaching certification and on-court-assessments. Naturally, the approach was undertaken in a responsive context with the site now recognised as significant in the digital portfolio of the ITF. It was also the first partnership to apply the new ITF brand allowing a partner to implement this for the first time.
BUSINESS CONTEXT
The ITF recognised the need to update its coaching processes to better utilise digital technologies and further enhance its service offering to all member nations. Additionally, its successful but dated iCoach platform (which provided rich video content and resources to tennis coaches around the world), was increasingly becoming difficult to maintain given technologies had moved on dramatically from when it was first developed in the mid-2000s.
Following the successful Observers Programmes in Beijing 2008 and Vancouver 2010, the IPC Academy identified that there was a broader group of organisations and individuals that could be serviced through an expanded programme and also enhance the existing offering of the Observers Programme. Traditionally, the Observers Programme was delivered throughout the Paralympic Games and provided the opportunity for future OCOGs, Bid Cities and other Paralympic event organisers to see ‘behind the scenes’ and hear from OCOG leaders and other experts in order to better understand Games operations.
Meanwhile, the Games Experience programme(GEP) is an integrated education journey coordinated by WAoS for future OCOGs. The GEP provides anopportunity for individuals to participate in a structured, tailor-made programme, which allows OCOGs to not only witness and observe real Games-time operations, but to have access to the various managers and knowledgeable staff to enhance their learning process.
Due to the success of the GEP, the IOC has integrated its former Observers Programme into the framework of the Games Campus concept. The GEP is now delivered as one continuous learning opportunity from before the Opening Ceremony of the Olympic Games right through to the Closing Ceremony of the Paralympic Games. WAoS works with both the IOC and IPC to deliver this important operation over a 60-day period.
OUTCOMES
SOLUTION
BUSINESS CONTEXT
The Inclusion Summit has become an important fixture throughout the Paralympic Games, and presenters have included political ministers, representatives of the World Bank, UN Secretary General and US State Department among many others. During the Rio 2016 Inclusion Summit, the conversation was taken much wider through social media where #InclusionSummit trended as number three across both days of the Summit on Twitter.
OUTCOMES
SOLUTION
BUSINESS CONTEXT
Leading into the London 2012 Paralympic Games, the IPC recognised the work that had been proactively achieved by the OCOG in relation to inclusion and accessibility. It was an important time for the Paralympic Movement to extend its brand positioning and to actively push the message of what the Paralympic Games could achieve for social inclusion.
There has been consistent reference to the IPC Academy Excellence Programme across numerous Games editions at the official Games Debrief. Senior OCOG leaders have praised the inspirational programme as a key contributor to the success and product growth of the Paralympic Games and of their teams.
OUTCOMES
SOLUTION
Throughout 2009 and 2010, thorough planning was undertaken by the IPC Academy (an educational division created in 2009 as a partnership between the IPC and WAoS), with Sochi 2014 and the IPC to create a number of workshops which would take the OCOG through key learnings and inspire its people to deliver an exceptional games.
Following this initial roll out of what was called the IPC Academy Excellence Programme, all subsequent OCOGs have been fortunate to receive this learning programme which is unique in its structured and coordinated approach to deliver near market insights within an educational framework. The programme continues to this day and plays an important role in the ongoing integration between IOC and IPC operations.
BUSINESS CONTEXT
Following the Beijing 2008 Paralympic Games, the International Paralympic Committee (IPC) looked to leverage long term opportunities that would further grow and enhance the Games. With Vancouver 2010 already close to delivery and London 2012 well progressed in its planning, a longer term strategy was taken to begin engagement with Sochi 2014. This aimed to implement a coordinated learning pathway over a number of years to identify how Sochi 2014 could maximise the opportunity of the Paralympic Winter Games.
OUTCOMES
SOLUTION
A partnership with WAoS created the IPC Academy to develop various education frameworks and structures in order to help the IPC to achieve its strategic priorities. This involved many projects being established with sustainable structures which have gone on to become embedded in the Paralympic Movement. This includes activities across Games management such as the Excellence Programme and Games Campus, NPC development programmes in partnership with the Agitos Foundation, and technical programmes for classifiers and technical officials.
BUSINESS CONTEXT
IPC Academy
The International Paralympic Committee (IPC) is a unique organisation as the custodian of the Paralympic Games, governs a number of Paralympic Sport disciplines and is governed through a diverse membership of National Paralympic Committees (NPCs), International Federations (IFs) and International Sport Organisation for Disabled (ISODs). In the mid-2000s,the IPC realised that it needed an education partner that understood international sport and could assist it in its future development given its limited resources and small but committed staff headcount.
Over the years, the SAT Sports Leaders Programme has grown in reputation and is recognised as the preeminent sport programme in Thailand open to NF board member/staff and senior SAT leadership. It has now been delivered for over a decade, and due to its success, SAT has further expanded its education offering to the national sport community in Thailand through additional WAoS education programmes and study tours.
OUTCOMES
SOLUTION
WAoS also worked with SAT and the Thailand Olympic and Paralympic Committees to identify and structure a longitudinal relationship with Manchester City Council in the lead up to London 2012. This involved several years of cooperation culminating in pre-Games training camps in Manchester.
BUSINESS CONTEXT
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SAT was looking to identify ways to enhance its national sport federations and better support Thailand’s athletes throughout the mid-2000s given the various international events that were being hosting in the country such as the Summer Universiade. With various projects and major events successfully delivered, SAT recognised areas that could be enhanced and sought to identify a partner which could empower its national sport communities and leverage its international position.
Over a number of years, the programmes engaged and developed the Bahrain sport sector and introduced participants to new and innovative approaches to sport development and management. The BOC also involved the regional sporting bodies and provided opportunities for various countries throughout the GCC (Gulf Cooperation Council).
OUTCOMES
SOLUTION
WAoS was engaged to identify how such a programme could be effectively implemented throughout the Bahrain sporting sector and enhance the professionalisation of sports locally. Through a detailed analysis, it was identified that a programme pathway for sport administrators would provide the necessary skills development required locally to achieve the overall goals of the BOC. These programmes provided international expertise along with localised content and context to develop individuals from the local club level through to leadership roles in sport.
BUSINESS CONTEXT
Having established a well-defined coaching pathway across Bahrain, the BOC identified a gap in the management of its National Federations (NFs). It embarked on a programme of modernisation to allow common administrative functions to be provided more consistently across NFs in order to allow them to focus on the important aspects of developing their respective sports and athletes.
Resources and courses have now touched all corners of the globe and member associations have been inspired to create opportunities for their communities to play badminton, often for the first time. One endearing story involved badminton representatives in a small nation in Oceania who were initially overwhelmed on the first day of a Player Pathway Programme. However, by the end, they embraced the new ideas and went on to create the nation’s first national championships and junior national championships within months of the programme. This has evolved to a coordinated player pathway from Shuttle Time being delivered in schools through to opportunities for players to compete internationally.
OUTCOMES
SOLUTION
The education vision that BWF identified had an immediate resonance with WAoS and we could clearly see how and where we could add value to their programme offering. We progressed a variety of activities focusing on providing programmes that support the development of BWF’s member associations through administration courses and events courses. Additionally, our platform has progressively played a more important role as Shuttle Time and coaching online courses now create blended learning opportunities. These reduce the time spent in face to face workshops and ultimately save resources of member associations due to a reduction in time and space requirements for such courses.
BUSINESS CONTEXT
Over a number of years, BWF had established some key strategic development projects and identified a vision for its development activities in the longer term. Central to this was the creation of Shuttle Time (its worldwide schools programme) and its coaching programmes. It also identified that additional programmes would need to be established which were best served through a partnership approach with WAoS.
- talent pool creation strategies based on ‘end-point’ planning;
- strategies to identify and select athletes into the player pathway;
- talent development strategies with associated KPIs and resource planning;
- talent presentation strategies that ensure players have the greatest chance of success;
- talent retention and engagement strategies;
- support services linked to pathway and player requirements; and
- stakeholder integration and strategies for a shared vision.
Participants should have achieved the following outcomes at the completion of the programme:
- Understand the key elements and inputs required for the development of a performance pathway plan for their organisation.
- Recognise the role of the athlete pathway in underpinning the development of high-performance outcomes for their organisation.
- Create an action plan to underpin the development of a clear, robust and well-articulated performance pathway plan which includes:
OUTCOMES
SOLUTION
Overall, the programme not only facilitates understanding behind the approach required to build and manage athlete pathways but also provides a systematic and practical approach to developing a performance pathway plan that enables IFs to work with member associations/ national federations to implement and activate over the following years
Key aspects of programme delivery include:
- Three-day intensive Executive Education style programme.
- Pre-programme preparation, group work during the programme, additional individual planning sessions in evenings, and post-programme plan development.
- Regional delivery utilising region-specific and sport-specific content.
BUSINESS CONTEXT
The Athlete Pathway Programme provides an appropriate global intervention that can be delivered on a regional basis, with the aim to have more member associations/ national federations aware of the importance of athlete pathways and performance planning. The programme is focussed on empowering member associations/ national federations to understand the key elements in leading and supporting a clear athlete pathway enabled through effective performance pathway planning for their sport/ organisation. Through the identification of short, medium and long-term goals, the programme highlights ways to maximise outputs at each stage of the pathway.
The Athlete Pathway Programme has been delivered across multiple regions and languages for various levels of member associations/ national federations. Partners include BWF, ICC, WCF, World Rugby as well as several open intake programmes.