UK Athletics Operational Plan 2021-2032
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UK Athletics Operational Plan 2021-2032
2/
In November 2020 UK Athletics (UKA), Athletics Northern Ireland,
England Athletics, Scottish Athletics and Welsh Athletics jointly
launched ‘Athletics Unified’. For the first time we have a shared vision
and an historic Framework Agreement which binds us together and
defines our roles and responsibilities in delivering the sport.
3/ CEO Message UKA Operational Plan 2021 - 2032
Age of the Athlete
I joined UKA in March 2020, succeeding Nic Coward who We engaged with a wide range of stakeholders to develop
had been in the role on an interim basis for a few months this plan: athletes, coaches, officials, Sport England and
and with who I have worked as chair. After a year that UK Sport, partners and competition providers. The themes
no-one could have predicted, we have a new leadership which emerged from this national consultation exercise are
team and we have embarked on an ambitious journey to reflected in this document. The sport sees the need for and
drive the organisation forward. wants change.
Athletics is a sport where everyone can see themselves We take our responsibilities of this sport, in all its aspects,
and we see everyone. From playground to podium our seriously. We will focus on putting the athlete first and
sport offers everybody, irrespective of size, shape, colour create a discipline-specific approach to each part of
or ability, the opportunity to achieve great things and to live the sport, using data and insight. We will develop our
a healthier and happier life. Race, gender, ability, background superstructure, coordinating the UK-wide strategy on
and culture should be no barrier to thriving in athletics. coaching and officiating and leading on standards,
including safeguarding and clean athletics. We will
Following a year of planning and consultation, we have
create and optimise commercial opportunities, developing
published the UKA Operational Plan to support the delivery
a digital strategy to become more financially sustainable.
of Athletics Unified. It is the first ever unified plan for the
All of this will be underpinned by robust organisational
sport of athletics in the UK, representing a new era of
health. Progress towards our ambitious aims will be
collaboration and cultural change.
shared annually with the athletics community.
I am proud of the work we have delivered to date. 2020 was
When I look to 2032, I believe our plan is ambitious,
the culmination of a number of detailed reviews into how
clear and achievable. We are committed to delivering
the sport, and specifically UKA, was operating. The Mehrzad
on our goals and, in doing so, we will drive a sustainable,
Review, the Quinlan Review into safeguarding, and the UK
aspirational future for our athletes and our sport.
Sport review of UKA, as well as reviews of performance and
coaching illustrated where change was needed. Ensuring
we delivered against their recommendations has been a Welcome to the Age of the Athlete
significant part of my first year in post, but without that
work we would not have laid the foundations whereby Joanna Coates
we could push forward with this new plan of our own. Chief Executive Officer
4/ Executive Summary UKA Operational Plan 2021 - 2032
Age of the Athlete
Our Operational Plan sets out an ambitious new future for athletics in the UK.
It is an integrated, inclusive plan for the whole sport, including Paralympic athletes.
Our Role and Responsibilities into how the sport and specifically UKA aspiration to become the safest sport. All of
was operating. the core recommendations from that review
Our UKA Board adopted, in agreement
have been fulfilled across all five organisations,
with the Home Country Athletics Federations The external reviews undertaken during the
and we have recently launched our new
(HCAFs), the key principle set out in the UK year share common themes, highlighting
safeguarding processes which demonstrate
Sport Change Plan that “UKA should only do the need for UKA to change its culture and
a brand-new approach to this vital area of
what UKA can (most effectively) deliver.” Our decision-making processes. Even before
governance.
Operational Plan therefore clearly sets out the these reports, which have been of great
roles and responsibilities to which we will be assistance in resetting the organisation, The UK Sport review of UKA created the
held accountable as one of the five athletics the themes they highlighted had been Change Plan that led to the historic Framework
organisations working in close collaboration. recognised and action begun. One of these Agreement between UKA and the HCAFs,
culminated in the creation of our new helping us to create Athletics Unified and truly
We are not a membership organisation and
Standards, Ethics and Rules Committee, understand our respective parts in delivering
do not receive membership fees from clubs;
which is an example of how we want to this sport across all home nations.
that is the role and responsibility of the HCAFs.
approach all matters: clear decision-making
Currently, 46% of our revenue is from UK Sport It also created a platform to reshape our
and accountability, involving a diverse group
to deliver the World Class Programme (WCP) Board. We have welcomed four new members,
of committed, independent experts in an
with 37% from delivering events and 17% nominated by each of the HCAFs. At the same
open and challenging way to help deliver
from other sponsorship and grant funding. time, we have acted to deliver on promises
the best outcome.
we have made to the sport, and for the sport,
Progress to date
The Quinlan Review into safeguarding through our Diversity Action Plan. Athletics is,
2020 was a period of significant change, with highlighted what changes needed to be and must be, open to all, and it is important to
new leadership in the organisation and the made to the whole sport’s safeguarding us that everyone can see that in our Board
culmination of a number of detailed reviews and welfare processes to help us toward our and leadership.
5/ Executive Summary UKA Operational Plan 2021 - 2032
Age of the Athlete
Strategic Themes
Throughout this plan are a series of core themes:
1/ Athlete First 2/ Superstructure 3/ Commercial Edge
We will put athletes at the heart of everything Coaching, competition and officiating will be Our ambition is to secure new, long-term
we do, building trust and confidence with them aligned under the discipline-specific approach, commercial partnerships, reducing our reliance
and in them. Taking each discipline individually, at the most appropriate point on the athlete on government funding. Underpinning this
at the most appropriate point on the athlete pathway. We are committed to ethical decision- will be a strong digital strategy that creates
pathway, we will build discipline-specific plans, making and to transforming the culture of the meaningful engagement through the power
using data and insight to achieve Athletics sport. We will set standards and make sure of the data held for the sport by UKA. We
Unified Goal 1 by 2032. everyone knows what they are and will develop a new commercial strategy for
what is expected of them by the sport, non-Olympic and non-Paralympic sports for
A new Performance and Innovation Centre
ensuring compliance throughout the the first time and identify additional funding
will be central to our performance strategy,
entirety of our system. to support our core activities such as
creating a problem-solving, high-performance
safeguarding and coaching.
environment for our athletes. A network of
connected regional hubs in collaboration with We will build a long-term strategy with UK city
the HCAFs will ensure successful athlete and partners to provide the base for delivering high
coach pairings can stay together. quality, commercially successful events which
are financially viable. This will include attracting
new audiences to our sport and maximising
event revenue.
6/ Executive Summary UKA Operational Plan 2021 - 2032
Age of the Athlete
4/ Communication 5/ Digital and Data 6/ Valuing People
Our new identity, the Age of the Athlete, We will develop a plan to use data We will reset our behaviours. Our people will
supported by athletes and the sport, will throughout the organisation: decide what they want us all to be and be
be rolled out during 2021. seen to be. We will ensure that everyone in the
▼ To improve decision-making
organisation and those with whom we work
Following high levels of engagement, we
▼ To grow commercial revenue understands and lives our new behaviours.
will continue to communicate and consult
We will champion an equality, diversity and
with the athletics community, using digital ▼ To communicate more effectively
inclusion mindset in everything we do, at every
channels more and more to reach as many
▼ To improve performance level. Athletics is a truly diverse, inclusive and
people as possible through webinars, focus
accessible sport. Our dream is that no matter
groups and other methods of conversation
who you are you can find potential in this sport
and consultation.
as part of an inclusive, physically active nation.
We believe that every child should be able to
see themselves succeeding in athletics, on the
podium, or in a lifelong love of the sport and as
part of the community.
Welcome to the Age of the Athlete
7/ Athletics in the UK UKA Operational Plan 2021 - 2032
Age of the Athlete
Governance Framework,
Roles and Responsibilities
UKA HCAFs
Select GB & NI team selection Clubs, facilities and schools
as the World Athletics Member support
Federation
Participation
World Class Programme
Commonwealth Games selection
Leadership and licensing of
Athletics Volunteering support
coaching, competition/races,
Unified –
UK-Wide officials, TrackMark Affiliation and membership body
Strategy
Rules and regulations Coach, officials and leader
education delivery
Clean Athletics
Home country championship
Safeguarding
Framework Agreement delivery, calendar coordination
Bidding for and hosting of and domestic competition
international events provider support
International event delivery,
UK Championships delivery,
UK, national and cross-
CEO Forum
border competition calendar
coordination
Competition Performance Officials Coaching Commercial Development
and Talent
Working Groups for 6 strategic priorities
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A new era has dawned that will
empower the present and redefine the
future. The time has come for athletes,
who have a powerful champion to take
them further and higher. To help them
onto the world stage so that everyone
can see and celebrate what they’re
really made of. To shatter limitations
and exceed expectations. We are
redefining the possible for athletes
and resetting standards of excellence
for sporting bodies around the world.
We lead by example.
Welcome to the
Age of the Athlete
Holly Mills
Combined Events
9/ Athletics in the UK UKA Operational Plan 2021 - 2032
Age of the Athlete
UKA Goals
Pillar / Pillar / Pillar / Pillar /
Athlete First Superstructure Commercial Edge Organisational Health
Pillar Purpose Pillar Purpose Pillar Purpose Pillar Purpose
Athletes are our heart. Our infrastructure spans our sport’s We create and optimise commercial It starts with us. We are committed
Their needs power our decision- soaring ambition. It is a catalyst for opportunities by inspiring the to being the best that we can be. We
making. We serve their talent, world-class excellence. It enables world with athletics. We invest lead by example, with a supportive
supporting their journey to the athletics’ community to progress and innovate with intelligence and and innovative culture that fosters
performance, with respect and in every aspect. We are guardians focus, helping our sport shine today exceptional relationships. This
safety at every point along the of outstanding futures through to strengthen tomorrow. underpins our ability to attain our
way, fuelling their commitment sustainable development across the goals for the benefit of the whole
to winning. sport we love, working hard, winning athletics community.
clean, together.
Led by Led by Led by Led by
Performance Director Development Director Commercial Director Chief Executive Officer
Competition & Events Director Competition & Events Director Chief Financial Officer
Athlete First
Core Responsibilities Core Responsibilities Core Responsibilities Core Responsibilities
▼ World Class Programme ▼ Coaching ▼ Partnerships ▼ Equality, diversity and inclusion
▼ Performance Pathway ▼ Officiating ▼ Media ▼ People
▼ Non-Olympic Events ▼ Competitions ▼ Events and ticketing ▼ Insight-led
▼ Selection ▼ Standards ▼ Communication ▼ Leadership and governance
Co ▼ Financial sustainability
m
m
re er
cia
tu
ruc lE
dg
rst e
pe
Su
Organisational Health
10 /
Discipline-Specific Approach
Naomi Ogbeta
Triple Jump11 / Athletics in the UK UKA Operational Plan 2021 - 2032
Age of the Athlete
Discipline - Specific Approach
Goal 1 of Athletics United sets out our ambition for 2032. change in terms of how we work and will truly align the
organisation, while retaining our standards for performance
“GB & NI will have a representative in every discipline at all Disciplines
at the highest level.
senior international events. 95% of the Paralympic team will
reach their final.” We will need to prioritise, seek external funding and develop Track and Field
Para athletics
partnerships to achieve our goals but, above all else, future Endurance
To achieve this goal, we have developed a discipline-specific
decisions and developments will be ATHLETE FIRST and Road Racing
plan. We value the diversity in our sport equally, we value all
▼
INSIGHT-LED. Cross Country
event disciplines and want each one to reach its potential.
▼
▼ Trail
Vision
This new approach means, at the most appropriate point ▼ Mountain
A UK-wide, insight-led, discipline-specific plan to produce
on the athlete pathway, we will look at each discipline ▼ Fell and Hill
world-class athletes in each discipline, aligned to Athletics Ultra
individually, using data and insight to understand the needs ▼
Unified Goal 1. Masters
of each one.
Strategy
‘What It Takes To Win’ (WITTW) is an integral approach in
Align coaching, officiating, competition, communications
performance sport, but this will extend beyond performance
and commercial strategies, governance, resources and
into an understanding of the coaching, commercial,
investment at all stages of the athletics performance
competitions and officiating requirements for each discipline.
development pathway.
Building a strategic picture across the sport will be a big
Smart
Goals
Goal Baseline data collected Discipline strategy groups Partnerships, commercial Coach development A priority competition A facilities strategy,
to support KPI and target established for endurance, opportunities and a targeted programmes aligned strategy established, building developed in collaboration
setting in each discipline, sprints, field and multi- communications strategy across the pathway. towards Paris 2024 and with HCAFs, creates a
identifying the resource events with clearly defined developed to support beyond. network of 7-9 regional hubs
requirements or gaps. operational responsibility for sustainability long-term. across the UK.
each stage of the pathway.
By When 2022 2022 2024 2024 2024 202812 / Athletics in the UK UKA Operational Plan 2021 - 2032
Age of the Athlete
Discipline - Specific Approach
Athletics Unified
n Co
tio m
ica m
er
un cia
m l
m
Co
Growing participation in Greater appreciation of
track and field clubs non-Olympic and
non-Paralympic disciplines
Discipline - Specific
Approach
n
itio
Fac
pet
ilit
ies
Com
Coaching
Data Insight13 / Athletics in the UK UKA Operational Plan 2021 - 2032
Age of the Athlete
Governance and Management Structure
Discipline Strategy
Group Membership
Establish discipline strategy groups
UKA with membership from across the sport,
utilising best in class stakeholders,
working with UKA to deliver.
▼ UKA Head of discipline-specific strategy
▼ UKA Performance Pathway Manager
Olympic and
Paralympic Games ▼ UKA Head of Coach Development
HCAF ▼ HCAF representation
World
Championships ▼ Hub discipline-specific leads
▼ Important stakeholders and partners
European
Championships
Commonwealth
European age group Games Discipline
championships Strategy
Group
National Age Group
competition
Domestic
competition Responsible for
programme discipline-specific
strategy14 / Athletics in the UK UKA Operational Plan 2021 - 2032
Age of the Athlete
Aligned Coaching Development Programme
UKA
WCP
World Class
Coaching team
Age Group/
Confirmation
Programme Education and support programme
for personal coaches coaching
athletes moving through the
pathway
Home
Country
Hub National development programme alignment
Structure Athlete competency framework across HCAFs
National discipline group protocols aligned
Athlete services aligned15 /
Athlete First
Most people don’t understand sacrifice. But the truth is elite
athletes aren’t most people. The commitment it takes to
drive through pain, to overcome limits, to face yourself, and
to keep going in pursuit of better, is not ordinary. We get it.
We understand you from the inside out because we’re all
about athletes. We champion and support each individual
every step of the way to achieving more and fulfilling
physical and mental goals. We’ve built the foundations
and the structure to make that happen. They enable us to
change your today to help you seize your future. Your time
has come. Our time has come.
Welcome to the
Age of the Athlete
Thomas Young
T38 100m16 / Athlete First UKA Operational Plan 2021 - 2032
Age of the Athlete
Performance
Over the next few pages, the approach to performance Performance in athletics is not just what takes place
will become clear. No longer the narrow focus that within the traditional track and field programme.
leads to exclusion or disconnection. Performance in Outside this sits a wealth of athletic endeavour,
the years ahead will truly be putting the Athlete First. success and history in events such as cross country,
ultra running, hill and mountain running. All events
Performance is so much more than one programme
where athletes compete with pride for GB & NI, and
spanning the elite Olympic and Paralympic athletes.
these too will form part of our performance goals
Performance comprises the people, the places, the
moving forward.
pathway and the wide range of great disciplines
that athletics has to offer. Each and every athlete that pulls on the GB & NI
vest is a success story to be celebrated. Their pride
The World Class Programme will continue to focus on
and achievement at representing their country is
medals. That is its ultimate purpose and the goal for
something that we recognise is truly special and
athletes, and we have some ambitious and courageous
unique. There can be few greater honours than to
targets for the years ahead culminating in our main
be amongst the best in your country and to
goal by 2032. But, in order to get there, we need to
represent and compete for your country. Whether
ensure all parts pull together.
your competition terrain is mountain or mondo,
One such example is the UKA Performance and sand or circle, the vest is the same as will be our pride
Innovation Centre where we see excellence, support, and commitment in helping athletes achieve it.
technical and tactical input coming together under
Of course, none of this is possible without the clear
one roof to support athlete-coach pairings.
and demonstrable shift in culture, acknowledging
However, their journey will start long before – a result medals are important but recognising that they
of great collaboration between us and the HCAFs should not be delivered in isolation of these other
to ensure a joint talent pathway seamlessly connects essential parts when putting the Athlete First.
athlete development, supported by a network of
regional hubs nurturing this talent across the UK.17 / Athlete First UKA Operational Plan 2021 - 2032
Age of the Athlete
World Class Programme
WIN MORE MEDALS IN MORE EVENTS
We have a vision to create a sustainable, medal-winning
WCP and pathway for athletes, which is capable of evolving
with the sporting landscape to win more medals in more
events in 2021 and beyond to 2032. Winning in the right way
will underpin everything we do and will continue to inspire
and engage the nation via ethical success.
The purpose of the UKA Olympic and Paralympic WCP is to
support the UK’s most talented athletes to achieve their aim
of winning medals at the Olympic and Paralympic Games
and other global championships. Our ambition is great
athletes working with world-class coaches in great facilities
with quality integrated support services. There is one WCP
for Olympic and Paralympic athletes under the philosophy
of ‘integrated where possible, specialised and separate
where necessary’.
Winning 7-10 Olympic and 26-30 Paralympic medals in Paris
2024 and pushing on from there, being consistently top
four in the athletics medal tables, with up to 13 Olympic
medals and maintaining our Paralympic medals by 2032
is a courageous, yet achievable aspiration.18 / Athlete First UKA Operational Plan 2021 - 2032
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World Class Programme
Strategic objectives, priorities and smart goals
Performance INSPIRING THE NATION WCP To implement an athlete-centred, connected performance athletics system across
Vision / THROUGH ETHICAL SUCCESS Mission / the UK, consistently producing athletes that medal at global championships.
Performance 1/ 7-10 Olympic medals in Paris 2024 Strategic WCP Podium Olympic & Paralympic
Goals 2024 / 2/ 26-30 Paralympic medals in Paris 2024* Objectives /
Target Olympic WCP to individual major championship finalists and athletes identified
3/ Top 4 in Olympic and Paralympic medal tables
as contributing to relay teams, increasing the number of medal-winning performances.
Target Paralympic WCP to medal winners, increasing the number of repeat/multiple
medalists.
Milestone
Olympic Programme/Global Championships
Targets / WCP Podium Potential & Confirmation Olympic & Paralympic
1/ 7-10 Olympic medals in Tokyo 2021
Produce robust and resilient athletes capable of reaching major event finals and
2/ 6-8 medals in World Championships 2022, increasing in 2023
winning major championship medals in the future, aligned across home countries.
3/ 18-25 combined home countries medals at CWG 2022
4/ 15-20 medals at European Championships 2022 and 2023
WCP Paralympic Specific
Paralympic Programme/Global Championships
Deliver a flexible Paralympic pathway to targeted athletes which meets their
1/ 24-28 Paralympic medals in Tokyo 2021 specific, individual needs.
2/ 24-28 medals at World Para Athletics European Championships 2021
3/ 26-30 medals at World Para Athletics Championships 2022
4/ 24-28 medals at European Para Championships 2023
*Due to increasing number of countries winning medals and the uncertainty around the event programme, a small reduction in
medals is predicted, however this would not necessarily impact on our position in the medal table. There was no international
competition in 2020 and previous years’ results have been influenced by anti-doping violations, therefore prediction of medal
targets is challenging in this area.19 / Athlete First UKA Operational Plan 2021 - 2032
Age of the Athlete
World Class Programme
Strategic 1/ 2/ 3/ 4/ 5/ 6/ 7/ 8/
Priorities / Coaching Performance Leadership WCP Podium Support Localised Paralympic Paralympic
Environment and Culture Engagement & Innovation Support System & Classification Talent ID
Specific Expertise
Identify, recruit and Create optimal Develop Athletes and Podium level athletes Build an aligned Accelerated
develop expert Talent bespoke athlete transformational coaches fully access integrated HCAF local support Developing expert identification and
and Performance performance leadership, to drive engaged in the multi-disciplinary delivery infrastructure coaches and development of
coaches to deliver environments a value driven implementation support, innovation to provide local support staff to athletes.
across the Performance worldwide. performance of the WCP. and performance support to athletes deliver specialist
and Talent Pathway culture. expertise. through a regional hub Paralympic and
and National Age network. classification support.
Group teams.
System 1.1/ Coherent Athlete 2.1/ A process in 3.1/ Performance 4.1/ Effective 5.1/ UKA Performance 6.1/ Quality 7.1/ Provide 8.1/ To develop the
Goals Development Models place to quality SLT development individual athlete and Innovation Centre assured system in expert provision Talent ID strategic
aligned to consistent assure all individual - clear roles and communication fully operational partnership with of Paralympic and aims including
for 2024 WITTW frameworks athlete performance responsibilities and through an ‘Athlete by 2024. HCAFs operational classification support measures of athlete
Impact / embedded across environments ways of working Engagement Lead’ with 7-9 hubs through the UKA numbers and
Performance and by 2024. outlined to lead process in place 5.2/ Capability – by 2024. Performance and progression by 2021.
Talent Pathway transformational by 2024. UKA with increased Innovation Centre,
across the UK 2.2/ 80% of Podium change and capability to 6.2/ Athlete retention with enhanced 8.2/ Specialised
by 2024. Potential athletes drive systematic 4.2/ Athlete capture, analyse and and progression Paralympic podium Paralympic Talent
and coaches capable development leadership group feedback on critical improved and positive rated as excellent by ID programmes
1.2/ National of building ‘personal by 2024. in place by 2024. determinants of athlete experiences 2024. delivered nationally
event coaches performance WITTW to podium rated as excellent by 2024.
leading technical environments’ 3.2/ Clear, culture 4.3/ Annual athlete athletes and by 2024. 7.2/
development of by 2024. and value driven review process coaches by 2024. Classification system 8.3/ Improved
coherent Performance performance system operational with 6.3/ Enhanced Talent operational and intelligence on
and Talent coaching across the UK athlete satisfaction ID and confirmation maintaining world athlete progression
system by 2024. delivering quality at 80% by 2024. programmes in leading knowledge in the Performance
athlete experience partnership with and expertise matrix by 2024.
1.3/ 100% podium 4.4/ Annual induction HCAFs operational
by 2024. (Positive and information by 2024. 8.4/
athletes with a shared feedback on athlete by 2024.
view of their plan, sharing opportunities 7.3/ Develop coaches Communication
experience of culture provided and rated as 6.4/ Increased campaign raised
objectives, positive and leadership in the and support staff
engagement with the excellent by athletes transfer of knowledge with specific expertise knowledge and
programme.) and coaches by 2024. dissemination and understanding of
WCP and clear WCP and knowledge to
responsibilities and 3.3/ Positive feedback connection through deliver to the full classification systems
4.5/ Staff training technical leadership across National
expectations. on staff experience of and development range of Paralympic
culture and leadership and quality assurance athletes competing Disability Sports
focusing on for all programme Organisations,
in the programme, competences required in all events and
succession plan athletes by 2024. disciplines by 2024. schools and clubs
for collaboration, by 2024.
and risk mitigation communication and
strategy in place for engagement in place
key roles. by 2022.20 / Athlete First UKA Operational Plan 2021 - 2032
Age of the Athlete
World Class Programme
1/ Coaching 2/ Performance 3/ Leadership 4 / WCP 5/ Podium Support 6/ Localised 7/ Paralympic & Classification 8/ Paralympic
Environment and Culture Engagement & Innovation Support System Specific Expertise Talent ID
System 1.4/ 80% targeted 2.3/ All podium 3.4/ Design and 5.3/ Engagement – 6.5/ Systemic shift in
coaches with a athletes have quality implementation of 100% podium athletes alignment of HCAFs
Goals development plan that assured optimal a novel recruitment and coaches engaged to develop regional
for 2028 includes accessing performance process to identify, with UKA environment hub infrastructure
Impact / experiences at major environment attract and select the in bespoke facilitated and performance
events by 2028. by 2026. right people in place performance development system
by 2024. consultancy service across a coherent
1.5/ Annual bespoke designed for their quality assured
elite and Talent needs by 2026. pathway by 2028.
Coach Development Measured by positive
programme rated as feedback on athlete
excellent by Olympic experience.
and Paralympic
coaches by 2028. 5.4/ Increased value
– Evidence of UKA
1.6/ A connected, Performance and
expert performance Innovation Centre’s
coaching role in co-creating
infrastructure in value towards
place across the decision-making, plans
UK by 2028. or environment with
80% of podium
athletes by 2026.
System 5.5/ Learning – UKA 8.5/ Street to stadium
Performance and – schools recruitment
Goals Innovation Centre programme operation
for 2032 ensuring that in 5 conurbations
Impact / knowledge and by 2028.
learning is retained
for the benefit of the
future athlete and
coach generations
by 2028.
Athlete New medallists by 2024 (individual/relay) No. of graduates to podium level by 2024 No. of athletes confirmed at Podium Potential level by 2024
Progression ▼ Olympic 10 -14 ▼ Olympic 14 ▼ Olympic 16
Goals 2024 ▼ Paralympic 20 ▼ Paralympic 12 ▼ Paralympic 12
Performance 2028 2032
Goals 1/ 8-11 Olympic medals in LA 2028 1/ 9-13 Olympic medals
2/ 26-30 Paralympic medals in LA 2028 2/ 26-30 Paralympic medals
3/ Top 4 in Olympic and Paralympic medal tables 3/ Top 3 in Olympic and Paralympic medal tables21 / Athlete First UKA Operational Plan 2021 - 2032
Age of the Athlete
Performance and Innovation Centre
A space for
A new Performance and Innovation Centre is a fundamental feedback, planning
part of the Athlete First pillar and our performance strategy. and successful
performance
The National Performance Institute, currently located in A home for
conversations
Loughborough, will be transformed into the UK Athletics athletes and
Performance and Innovation Centre in collaboration coaches to
with our partners. engage, learn and
co-create value
This state-of-the-art facility will be the new home of the
WCP with a focus on bespoke and internationally renowned
problem-solving capabilities, providing specialist athlete
injury rehabilitation.
It will be the world’s first globally networked performance
athletics centre, incorporating the enhanced data and
analytics capabilities developed to date.
This ambitious new project will ensure successful athlete and World-class
coach pairings stay together, driving our medal success in capability to
the Olympic and Paralympic Games. capture critical
determinants of
performance22 / Athlete First UKA Operational Plan 2021 - 2032
Age of the Athlete
Performance Pathway
Our Performance Pathway will be aligned at policy, strategic
and operational levels, and fit seamlessly across the UK at all
levels. The guiding principle is collaboration and will be built
on a philosophy of trust, alignment, and autonomy. We will be
ambitious, bold and courageous to drive a collective vision
to implement a valued, athlete-centred, hyper-connected
performance system across the UK producing athletes that
medal at global championships in the future.
Policy alignment will be driven through the Framework
Agreement, signed by all HCAFs in 2020, with delivery
monitored and assured through the Performance and
Talent Working Group (PTWG).
We will secure investment into the HCAF talent pathway
to support the development of the regional hub structure
that feeds and supports the Futures programme and
WCP performance development system. This will include
the appointment of coaches and support staff with a remit
to capacity build within the HCAFs to deliver a devolved
pathway environment through the regional hubs.
A UK-wide Athlete Development Model (ADM) and
WITTW framework will provide the golden thread for the
development of each athlete across all disciplines. This will
provide the route map for each HCAF to deliver within their
devolved Performance and Talent Pathways. The ADM will
set out holistic development requirements, including the
required behaviour and performance characteristics for
athletes at each stage of the pathway. UKA and HCAFs will
hold each other accountable to deliver against the ADM.23 / Athlete First UKA Operational Plan 2021 - 2032
Age of the Athlete
Performance Pathway
Smart*
Regional Hubs
Goals Goal By when
In collaboration with the HCAFs, the Performance A Balance Scorecard and Continuous Improvement Quality assured system in 2024
Pathway will include the development of a network process has been developed to review the delivery of partnership with HCAFs
of 7-9 regional hubs to support Confirmation and Podium each partner against the Performance Pathway and operational with 7-9 hubs.
Potential athletes’ individual training environments. ADM. An independent annual Pathway Review Process Athlete retention and progression 2024
This will enable us to provide more consistent support to will be conducted with HCAF leads using the UK Sport improved and positive athlete
coaches and the developing athletes, whilst maintaining Performance Pathway Review. Following the annual experiences in the programme.
greater focus on bespoke value to podium athletes on review, improvement plans will be agreed with HCAFs
Enhanced talent identification, 2024
individual performance journeys. These regional hubs and reported to the PTWG. development and confirmation
will, additionally, form part of the infrastructure to programmes in partnership with
Strategic Objectives HCAFs operational.
improve coach development across the system.
1/ Align, resources, programmes and strategies
Our Responsibilities and Guiding Principles Increased transfer of knowledge 2024
across the talent pathway from club and school dissemination and connection
1/ Lead: Leadership for the talent pathway, to WCP. through technical leadership
and quality assurance for all
led by data and insight.
2/ Deliver an Athlete First approach and programme athletes.
2/ Develop: Development of a discipline-specific performance learning culture across the
Systemic shift in alignment of 2028
approach, in collaboration with the HCAFs. UK talent system. HCAFs to develop regional hub
infrastructure and performance
3/ Support: Support HCAFs and key partners in 3/ Create high quality club, hub and performance development system across a
the delivery of talent systems. environments for athlete and coaches, including coherent quality assured pathway.
7-9 regional hubs.
4/ Deliver: Deliver transition programmes from *A detailed Performance Pathway
National Academies to the WCP. 4/ Build a workforce of expert talent development strategy will be developed, alongside
HCAF partners, to further define the
coaches at national and local level.
5/ Quality Assure: Establishing quality standards. smart goals for the future.24 / Athlete First UKA Operational Plan 2021 - 2032
Age of the Athlete
Non-Olympic and Non-Paralympic
Tom Evans
Ultrarunner
For the first time, we will develop a collaborative long-term
strategy to elevate and advance endurance running for
athletes outside of the WCP.
Trail, mountain, ultra, fell and cross country are thriving.
These provide a diverse, and different route into the
sport for participants, and are a key part of the pathway
to podium for many athletes. We will take the same
integrated and inclusive approach across the whole talent
pathway in collaboration with the HCAFs and others.
Our goal here is simple. Without direct funding from
UK Sport, we need to develop and foster a plan that is
commercially sustainable and that tells a powerful story,
using data and digital to drive this forward.
Smart
Goals Goal By when
A detailed plan for the 2022
engagement, growth
and commercialisation
of non-Olympic and non-
Paralympic disciplines.25 / 25 / Title here UKA Strategy 2021
Age of the Athlete
Header here
Superstructure
Clean sport. Safe spaces. Happy faces. Cars parked. Sand raked. Clocks
set. Goals met. Stats crunched. Flowers bunched. Viral tweets. Packed
seats. Early starts. Full hearts. It doesn’t happen by magic. It happens
because of the selfless, endless commitment of thousands of people
from coaches, to officials, to organisers. They make the world sit up and
take notice. They are the engine of our sport. They are the metal in the
medals. They make athletics happen. Thank you for what you do.
Welcome to the
Age of the Athlete
Laura Turner-Alleyne Highlight pillar in a
Coach graphic26 / Superstructure UKA Operational Plan 2021 - 2032
Age of the Athlete
Coaching
A respected, expert and athlete-centred coaching workforce To achieve this requires diverse and expert coaches who We will build a regional hub network that supports coaches
is central to growing participation, improving retention, are supported and celebrated at every stage of the athlete and athletes. We will identify, recruit and develop Talent
developing athletes and delivering ethical success at Olympic pathway, embedding a culture that is aligned to the Athlete Identification and Performance Coaches to deliver across
and Paralympic Games and global championships. Development Model and Athlete First pillar. the Performance and Talent Pathway and National Age
Group teams.
A critical part of the discipline-specific approach, it is only
through alignment of strategies and resources that we will
we build an inclusive coaching system for our athletes.
.
Goal By when Strategy Tactics
A clear UK-wide coaching 2022 Creating an ▼ Define and publish an ▼ Analyse baseline coaching ▼ Establish networks of
strategy following consultation Athlete First and Athlete Development data for each discipline national discipline-specific
with the athletics community. coach-centred Model with clear across the athlete pathway coaches leading national
UK coaching coaching roles. and use data and insight discipline advisory groups.
An Athlete Development 2022 philosophy and ▼ Publish a UK coaching to create discipline-specific
Model with coaching roles strategy. philosophy and strategy. coaching action plans for
clearly matched against each each discipline.
stage of the pathway.
Supporting and ▼ Provide regular and connected coaching ▼ Create a coaching clubs who pay coaches.
A new coach role-based, 2024 valuing coaches at effective two-way structures within clubs. body with continuing ▼ Create a system to
flexible and modular each stage of the communication and ▼ Work with HCAFs to professional development recognise, value and
learning and development athlete pathway. consultation with coaches. improve access to and standards. reward coaches
framework replacing ▼ Work with HCAFs to coaching and pathway ▼ Ensure access to support operating at the highest
existing qualifications. develop quality assured opportunities for under- and resources for self- levels within the sport.
represented groups. employed coaches, and
Smart A coaching body with 2024 Action
Goals continuing professional Plan Introducing a ▼ Launch a new role-based, ▼ Establish a quality assured and expertise in coaching
development and standards.
new role-based flexible and modular network of expert coach athletes with a disability
coaching, learning learning and development developers, coach mentors, within a new learning and
Discipline-specific coach 2024
and development framework, replacing coach managers and development framework.
development plans and
framework. existing qualifications. coach educators. ▼ Continue to evolve and
curricula.
▼ Develop a clear pathway develop online learning
Talent and Performance 2024
opportunities.
Coaches are aligned to Developing ▼ Identify, recruit and ▼ Implement a bespoke programmes with HCAFs,
regional hubs. expert talent and develop expert coaches to high-performance coach including athlete to coach
performance deliver across the talent development programme. transfer programmes.
50% of all active coaches 2032 coaches. pathway and National Age ▼ Develop a talent ▼ Create a specific coach
have specific expertise in Group teams, aligned to identification programme development programme
coaching children, youth, regional hubs. for coaches, in partnership to support personal coaches
discipline specialism, Para, with HCAFs, including of athletes on the talent
talent or high performance. athlete to coach transfer pathway.27 / Superstructure UKA Operational Plan 2021 - 2032
Age of the Athlete
Officials
Without technical officials there is no competition. In line with the discipline-specific approach, we will develop a
role-based, learning and development framework for officials.
The recruitment and retention of officials is an important
We will strengthen the pathway, coordinating the selection
part of this plan. We want a diverse, skilled and connected
process for officials at all levels of competition and supporting
officials’ workforce that is valued at each stage of the
those officials capable of delivering the best events in the world.
competition pathway.
Goal By when Strategy Tactics
A new officials strategy 2022 Improving the ▼ Analyse baseline officials’ ▼ Set targets and develop ▼ Develop toolkits, with to ensure the system
following consultation with recruitment, data for each discipline projects, with HCAFs, to HCAFs, that help clubs supports clubs with
the athletics community. retention and across the competition recruit from, and enable across the UK recruit and training and certification
diversity of pathway and use data and access to, officiating retain officials. of officials at entry level
10% increase in the number 2024 officials. insight to create discipline- opportunities and ▼ Review the officials’ (see officials learning and
of active officials. specific officials action plans. pathways for a more education pathway development).
diverse group.
A quality assured network 2024
of expert officials’ Modernising ▼ Continue to review and ▼ Establish a quality assured ▼ Continue to evolve and
developers, mentors and the role-based evolve a role-based, network of expert officials’ develop online learning
educators across the UK. officials, learning flexible, work-based developers, mentors and opportunities for officials.
and development modular learning and educators across the UK.
A structured mentoring 2024 framework. development framework
and support programme for officials.
that ensures succession
Smart planning for world level Action
Goals officials for all major events Plan Developing ▼ Create programmes that pathway who have the ▼ Explore ways to better
delivered in the UK. skilled talent and support officials as they potential to progress recognise, value and reward
performance move through the pathway towards world-class levels. officials operating at the
An increase in the number 2032 officials. from club to national and ▼ Implement programmes highest levels within the sport.
of active and qualified international level. to support the ▼ Develop mentoring
officials for effective ▼ Develop standards to development of UK programmes to ensure clear
delivery of UK competition identify and support officials to European and succession planning for expert
and events at all levels.* officials within the World Championship level. and specialised roles within the
officials’ network.
*This KPI will evolve and be
indicative of the market demand for
competition delivery across the UK.28 / Superstructure UKA Operational Plan 2021 - 2032
Age of the Athlete
Competition
A crucial part of our discipline-specific approach;
athletes need high-quality competitions to achieve their
personal performance goals and to retain their active
participation in the sport. This is a competition action
plan for the whole sport, including Para-athletics, in
line with our philosophy of ‘integrated where possible,
specialised and separate where necessary’.
Hannah Cockroft MBE T34 100m, 800m29 / Superstructure UKA Operational Plan 2021 - 2032
Age of the Athlete
Competition
We will modernise the competition structure to engage, Action Strategy Tactics
excite and motivate athletes, coaches, officials, Plan Collaboration ▼ Define and publish clear beneficial partnerships efficiencies on innovations British Universities & Colleges
volunteers and fans, ultimately driving the growth of between UKA roles and responsibilities with all domestic and project delivery. Sport (BUCS).
and HCAFs. between UKA and HCAF competition providers.
athletics in the UK. ▼ Agree common language ▼ Agree a communication
via the Competition ▼ Share and implement and terminology. strategy with event providers
Working Group.
A collaborative approach between us, HCAFs and best practice. ▼ Improve collaboration with to improve co-operation and
Develop stronger mutually Pool resources to achieve schools associations and collaboration.
competition providers will create alignment from
▼ ▼
playground to podium so that all competitions are
Evolving the Agree key principles on crowned, rankings absolute/ competition requirements ▼ Plan transition and
purposefully aligned to the Athlete Development Model.
▼
competition required outcomes, that progression. for performance and in implementation
structure. competition should support Review alignment with partnership with HCAFs for to the evolved
We will deliver a competition framework that is easy to deliver, for each stage of
▼
talent, national, regional, structure; appointing/
World Athletics’ age groups,
to navigate and optimum for each discipline at each the Athlete Development weights and heights. club and recreational commissioning
level of the pathway across a season. This will combine Model, to include competition. competition providers as
▼ Define the ‘golden thread’
multi-event/discipline- Test, trial and evaluate new required.
championships, leagues, opens, short format and specific/specialisation,
seasonal and four-year ▼
cycle, discipline-specific competition formats.
discipline-specific competitions. national champions
A focus on calendar planning, prioritisation, hierarchy Calendar ▼ Agree and implement a ▼ Agree clear governance; ▼ Introduce a single
and governance will deliver meaningful competition at planning and hierarchy of date allocation process, timelines, dispute comprehensive integrated
prioritisation. through the Competition resolution. competition calendar
the right time, at all levels on a rolling four-year basis to Working Group. ▼ Link and manage supply combining all track and
match Olympic and Paralympic cycles. to meet demand through field and off-track/
the licencing process. endurance disciplines.
Smart Goal By when Reviewing ▼ Review and update ▼ Formally link licencing to ▼ Implement a quality
licensing. standards required for the requirements of the assurance process to drive
Goals A partner programme to work 2024 licences. competition structure continuous improvement
with existing competition and support calendar of competition delivery and
▼ Review processes
providers to deliver the management. participant experience, with
and procedures to
discipline-specific plan. appropriate sanctions for
bring alignment and ▼ Review and implement
consistency across UKA, technology required non-compliance.
A clear plan for an evolved 2024
structure with ‘golden thread’ HCAFs and all disciplines. to improve licencing
competition opportunities for management.
each discipline clearly defined,
with associated competition Using ▼ Review charging structures. ▼ Make the Power of 10 supporting multi-event
providers identified. technology. ▼ Maximise Power of 10 database an interactive principles and maintaining
database to inform supply and informative tool club rivalry through virtual
The evolved structure and 2028 and demand of competition for the sport including competition/leagues.
fully integrated calendar opportunities. reframing reward and ▼ Review the event technology
across all disciplines is fully recognise progression, ecosystem.
operational.30 / Superstructure UKA Operational Plan 2021 - 2032
Age of the Athlete
Standards
UKA leads on establishing and promoting clear and consistent what is expected of them by the sport to ensure compliance an ethical sport where clean athletes compete on equal
standards of behaviour for all participants in athletics in the throughout the entirety of our system. terms and where spectators and fans have faith in the
UK, wherever they are, and at all levels. performances they witness.
This section outlines our goals and action plans for Clean
Standards are important and need to be fully understood by Athletics and safeguarding specifically. We believe that the majority of athletes want to compete
the entire athletics community. We will set out what the sport clean and our focus is on supporting them with their Clean
Clean Athletics
requires of everyone, and our role for the sport, in relation to Sport responsibilities.
anti-doping, safeguarding, anti-discrimination, anti-corruption Clean Athletics is a core governance function of any
Where rules are broken, we will not shy away from working
and health and safety. National Federation but, for us, it is so much more than just
with our partners to take action against those who
a tick in a box.
Disciplinary processes, licensing decisions and safeguarding transgress, fairly and openly.
cases will be subject to the highest standards of regulatory At the heart of our Clean Athletics programme is supporting
We want successful athletes, confident in the knowledge
best practice. We will publish codes, rules, policies, procedures and promoting an environment where those who engage
they did it clean.
and guidance so that everyone knows what our standards are, in, and have passion for, athletics feel they are part of
Smart Action
Goals Plan
Strategy Tactics
Goal By when
Clean Sport 2022 Providing ▼ Deliver an ongoing support athletes to enable that everyone in the athletics
programmes are education, national Clean Athletics them to make informed community has a role to play.
reviewed, and an information campaign to positively and responsible decisions ▼ Lead, support and
updated strategy and support. influence current and and comply with all Clean collaborate with others
published. future athletes’ beliefs, Athletics regulations. (including UK Anti-Doping
attitudes and behaviours. ▼ Promote a culture of and World Anti-Doping
100% of all athletes 2023
▼ Provide a national drug-free sport within and Agency) in the development
and coaches have education programme to beyond the organisation of evidence-based Clean
access to relevant athletes and those that by reinforcing the message Athletics initiatives.
information, resources
and education
Communicating ▼ Continue to ensure rules ▼ Support athletes to take ▼ Work with Clean Sport
opportunities to
compliance, are clearly communicated ownership for Clean officers to ensure they
compete clean.
accountability and applied fairly, Athletics through regular can operate to their full
and ethical consistently and communication and scope within athletics
standards. stringently. ongoing education. environments.31 / Superstructure UKA Operational Plan 2021 - 2032
Age of the Athlete
Safeguarding
In 2020 UKA and the HCAFs commissioned and welcomed The focus now moves to delivery, with our new team working
the publication of the ‘Independent Review of UK Athletics in collaboration with HCAFs and experts to embed good
Safeguarding’ by Christopher Quinlan QC. The outcome practice and ensure a transparency of reporting every quarter.
is that all have clear roles, and UKA now has operational We will create a culture where everyone is confident to
responsibility for safeguarding across athletics in the UK. report any type of sexual or physical abuse, bullying or poor
behaviour. We will take a zero-tolerance stance and ask for the
Significant progress has been made over the last 12 months
maximum ban or other penalty available where there is power
and all six ‘core’ recommendations will have been delivered
to do so within the independent process.
by the July 2021 deadline.
Without direct funding to support this important strand of
work, we will also seek ways to ensure it is financially viable
in the longer-term.
Smart Action
Goals Plan
Strategy Tactics
Goal By when
Leading ▼ Produce quarterly reports ▼ Use a single case ▼ Review safeguarding
Quarterly safeguarding reports Quarterly
responsibility for to monitor progress across management system policies and procedures
demonstrate compliance with
safeguarding in the the sport. to review and monitor every two years or as
the Christopher Quinlan review.
sport of athletics in ▼ Continue to support all cases from beginning required by legislation
the UK. and share best practice to completion. changes.
100% of HCAF member clubs 2022
with HCAFs.
have access to education,
training and support and
demonstrate compliance with Providing ▼ Support HCAFs to ensure
safeguarding standards. education, affiliated member clubs
information are compliant with all
100% of licenced coaches 2024 and support. safeguarding standards
and officials have received within agreed timescales.
safeguarding training.32 / 32 /
Commercial Edge
From today we build towards greater future strength. To take athletics further we
need allies, collaborators, and supporters. So we will foster productive partnerships
to boost our financial muscle, and invest in the path that leads from playground
to podium for tomorrow’s athletes. We will bring our sport to the world through
outstanding broadcast events and innovative media channels, cementing our place
in hearts and minds. We will engage and connect memorably and meaningfully with
supporters and stakeholders, sitting in stadiums or in boardrooms, with compelling
stories, achievements, and ambitions. We will create a thirst for athletics and a
demand for more. Our horizon is wide. Our ambition limitless.
Welcome to the
Age of the Athlete
Columba Blango
T20 400m33 / Commercial Edge UKA Operational Plan 2021 - 2032
Age of the Athlete
Commercial Strategy
We want to reduce our reliance on government grant
funding to drive more commercial revenue that supports
both our performance team and the organisation as a
whole. This, alongside careful management of costs, will
mean that we can reinvest back into the sport longer term.
Great partners are not just a source of finance, they are true
partners in bringing the sport to life for the greatest number
of people in a fast-changing society.
We will focus on creating a new commercial opportunity that
embraces the whole athletics pathway from playground to
podium, partnering with our HCAF colleagues. Our partners
will help us tell amazing stories about amazing people.
Aligned to the discipline-specific approach, we want to do Media
this for athletes and others in non-Olympic and Paralympic
disciplines, identifying products and events that will appeal
to athletes, to partners, to the media and to fans.
We believe data is one area where we can unlock value
and so building a new digital commercial strategy is a
priority. Digital communications will play a critical role
as we continue to tell more stories, build interest in the
sport and clarity in what athletics stands for.
Communications
and Digital
Events Partnerships34 / Commercial Edge UKA Operational Plan 2021 - 2032
Age of the Athlete
Commercial Goals
Baseline 2031/2032 Projected
Revenue Revenue
£7.4M £16.6M
£0 £1.0m
£3.2m £8.0m
£1.3m £4.0m
£2.9m £3.6m35 / Commercial Edge UKA Operational Plan 2021 - 2032
Age of the Athlete
Media
The media remains a powerful voice and influencer for our At the same time, we will tell athlete stories and highlight
sport. That world is changing fast but creating access to our their performance through multiple channels. We want
great moments and the promotional support and storytelling to build a powerful narrative that inspires our nation
power of great media partners remains of vital importance and delivers value to partners. Televised domestic and
in increasing interest in the sport, and ultimately commercial international events are a major opportunity to showcase our
revenue. sport and our athletes but we will also continue to develop
content that bridges the gap between live events, to attract
For athletics, the changed media landscape means we
new audiences and drive participation.
have to take a different approach. Yes, we will create events
and moments that will be of value to rights fee paying In addition to events televised by mainstream media
broadcasters, but our firm view is that we need to look broadcasters, we want to capitalise on the demand for live
differently at our content and commercial partnerships. content across the sport, all year round. We will work with
Our discipline-specific approach will inform our competitions competition providers to create a new, one-stop, digital
and events, and therefore our content. platform to aggregate and amplify their events.
Smart Action
Goals Plan
Goal By when Strategy Tactics
A new digital platform to 2022 Aligning events ▼ Test new events. ▼ Take broadcast proposition
distribute aggregated content with broadcaster ▼ Work with existing event to market.
across the sport. objectives. providers to explore broadcast
opportunities.
Broadcast revenue from 2028
international and domestic Increasing ▼ Improve and increase ▼ Explore funded production
events rebuilt to £1m. digital content distribution of domestic partner options.
distribution. events to increase engagement ▼ Build a rate card for content
and grow audience in parallel sharing and grow secondary
with rebuilding broadcast media spend targeting £50k.
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