WORLD
PLAN FOR
ATHLETICS
2022-2030© World Athletics 2021. All Rights Reserved.
www.worldathletics.org

3

CONTENTS

06
11
20
22
30
32
34
38
46

Welcome from the President
Executive Summary
Introduction
Key messages from the Athletics family
World Plan structure
Vision and Mission
How the sport will deliver this plan
Strategic goals and objectives
Roadmap for delivery

5

WELCOME FROM THE PRESIDENTAt the Tokyo 2020 Olympic Games

official, administrator and volunteer.

Our World Plan and our funding anddoubt, the largest review we have ever

151 national records were set. At the

We need everyone, wherever they aresupport models need to recognise

undertaken as a sport, on our sport.

World Athletics U20 Championships

and whatever their ability or ambition,

this and help federations to develop

49 national U20 records were set

to know that when they step off theathletics in a way that will bring out

and nine national senior records were

path, for whatever reasons, there

the best of our federations and haveset. And at our last World Athletics

is a way back to be involved andthe greatest impact on our sport.

Championships in Doha 87 national

participate in athletics if they choose

records were set.

to take it.

Developing athletes and creatingthat sets clear objectives against
the vision we all have to grow the
sport. It builds on the World Athletics

The development of this plan has

four-year strategic plan and the fourtaken a full year and my immense

goals of more participation, more

For me this is what the World Plan for

thanks goes to Willie Banks forpeople, more fans, and more partners.

pathways for them to move easily

Athletics helps us to establish. We

charismatically and energetically

It builds on our governance andfrom the playground to the podium

know that all federations are not thechairing the World Plan Working Group

integrity reforms and the work of thelies at the heart of what all Member

same and you will read the phrase

and overseeing the incredible amountAthletics Integrity Unit. It covers theFederations (MFs) do. Not every‘one size does not fit all’ frequentlyof planning, research and analytical

spectrum of athletics from school andfederation will have an elite athlete

in this document. What we mean iswork we commissioned to reach therecreational athletics through to elite

winning medals on a global stage, butthat no matter what size federation

plan that is laid out in theperformers. It is ambitious, setting

every federation has athletes that are

you are, no matter what the state offollowing pages.

metrics for the 67 actions against

national champions. That may be for aathletics or sport is in your country, noyear, it may be for decades.

matter what resources you have or canThis needs to remain a focus for
all MFs. Hosting national athletics
championships is an important part of
WELCOME FROM THE PRESIDENT -The result is an eight-year World Plan

access, there is a need and a way forevery federation to help grow athletics
in some shape or form.

But it was not just the World Plan
Working Group and World Athletics
Council that developed this. The
whole of our sport has contributed.
Over 85% of our MFs completed

which we can benchmark progress. It is
strategic but not prescriptive, allowing
each federation to set their own
prioritisation and timeframe and focus
on areas which will deliver meaningful
growth in their country. It is designed

the journey and the dream of young

We will no longer treat every

detailed questionnaires about theathletes who think about participating

federation the same, creating goals

state of athletics in their country

in our sport.

that many are unable to meet but inand their priorities for growth. And,trying to do so, are missing out growththrough our Global Conversation

opportunities in other fundamental

campaign, 25,000 individuals fromThe World Plan addresses bothareas of the sport such as at

178 countries, across our sport,

elite programme priorities and thecommunity and school level.

from athletes to coaches, fans andincreased interest in health andrecreational runners, gave us feedback

fitness and recreational runningand recommendations. This is, withoutthat we have seen over the last few

But we know that every successfuljourney needs to be mapped out so
we can see the different paths we cantake – from elite to recreational athlete
and all those in between, including
the critical supporting roles of coach,to help every one of us to succeed –from HQ to MFs and Areas and wider
stakeholder groups.

7years. It also addresses the greater

Not everything we try will besocial responsibility and interest in

universally popular, some may notsustainability, linking to the health,work, but we must be ambitious andeducation, diversity, gender, social

brave in setting our roadmap forand environmental agendas which

growth.

are becoming increasingly important
to communities and governments
and which, in turn, may help unlock
additional investment in our sport.
Most of all it is the roadmap we needto share with all our stakeholders,
athletes, and fans so they can join us
on this eight-year journey.

We now need to ensure the objectives
and actions, as they apply to eachof us, are embedded in our annual
business plans going forward, andthat we review and monitor our
progress, and share and celebrate ourachievements or adapt and evolve
our actions as appropriate. It is a

You will see from the actions that thisdocument that must live and evolve,

World Plan does not reside with one

not gather dust on a shelf, which isbody. It is not an HQ plan that is being

why the Council will review it regularly

landed on MFs and Areas. We areover the next eight years and report

intrinsically linked through the actions,annually on its progress. Our successsome of which are HQ developed andin delivering this plan is our collective

supported by MFs and Areas, whilst

responsibility.

some actions are led by MFs or Areas
with support from HQ.

Thank you all for taking the time to bepart of the foundations that this World

What is common in all these objectives

Plan is built upon and I look forward

is they come from deep and wide-

to working with each of you on yourranging insights from organisations

contribution to growing our sport inand individuals who are passionate

your country and around the world.

WELCOME FROM THE PRESIDENT -about our sport and its future
development. These insights call for
us to embrace a shift in mindset about
many aspects of our sport. It requires
us to be brave, to challenge thestatus quo, try new things and think
differently. It was Albert Einstein who
famously said: “insanity is doing the

Sebastian Coe
World Athletics President

same thing over and over again and
expecting different results”.

9

EXECUTIVE SUMMARY
The World Plan for Athletics is not just a list of
objectives and actions for stakeholders to follow.
It aims to create a shift in the mindset of the
sport’s stakeholders, providing a roadmap for thegrowth and development of the entire sport indoing so.
The World Plan
identifies where the sport stands now globally
establishes a vision, mission, strategic goals,
objectives and actions for the period throughto 2030
sets out how World Athletics, the Area
Associations (Areas), Member Federations(MFs) and other stakeholders involved inathletics can work together to develop andgrow the sport
contains clear roles and responsibilities,
timelines, measurable outcomes and Key
Performance Indicators (KPIs).
Athletics – for the purposes of the World Plan – embraces thebroadest possible definition of our sport, across all abilities and alllevels of competition and recreational activity.

11

The development of this World Plan has involved

2

EXTENSIVE
SURVEYS181

RESPONSES

numerous consultations with stakeholders throughout
the sport, including two extensive surveys across all
MFs and the wider athletics community.

A survey across all MFs in March
2021 with responses from 181(85%) MFs.

85%of MFs

A global public survey during April andMay 2021 under the heading of the‘Global Conversation for Athletics’.

25,000RESPONSESThe Global Conversation survey received
25,000 responses and was completed byindividual stakeholders in athletics from 178
countries and across all six continental areas.

FROM

178
COUNTRIESThe findings from both surveys have been analysed to create specific goals,

EXECUTIVE SUMMARY -objectives and actions setting out how all stakeholders can work together to

DEVELOP AND
GROW THE SPORTGLOBALLY
13

VISION & MISSION (as per World Athletics Strategy for Growth 2020-23)

WORLD PLAN STRUCTURE

STRATEGIC GOALSOBJECTIVES

MOREPARTICIPATION

1. Development pathways- from school to the world stage
2. Facilities and equipment
3. Promotion and c ampaigning
4. Athletics for All
5. Masters Athletics

MORE
PEOPLE

1.
2.
3.
4.

Supply of support staff
Development opportunities
Safeguarding
Gender equity

MORE
FANS

1.
2.
3.
4.
5.

Visibility of the sport
Informed by data and insights
Reputation
Innovation and technology
Entertain and engage v
 ia digital

MORE
PARTNERSHIPS

1.
2.
3.
4.
5.

Benefits of partnering with athletics
MF and Area support and sustainability
Host cities
Broadcast partners
Data and insights for partnerships

ACTIONSA NUMBER OF
ACTIONS PEROBJECTIVE,
TAILOREDTO SPECIFICSTAKEHOLDERGROUPS15

To successfully deliver the World Plan, all involvedin the sport will need to be united in delivering theobjectives and actions outlined:
The role of World
Athletics is to set the direction,

conduit between World Athletics andstrategic goals, each with objectives

based on their unique needs andthe MFs.

with a set of actions beneath eachresource (financial and personnel)

guiding principles and oversight

objective.

availability.

support and clear direction in terms of

The role of otherstakeholders. This World Plan

Different stakeholders will haveAs the governing body for the sport,

the role they have to play in athletics’is for the sport as a whole - not solely

different interpretations of actions andWorld Athletics will monitor, and report

growth and development.

for World Athletics, the Areas andtheir importance based on specificon an annual basis on, the progress

circumstances – they will meanof implementation of the World Plan

different things to different

actions, most importantly assessing

sized organisations.

whether the KPIs of each action havein order that Areas and MFs haveMFs. All stakeholders have a role in

The role of Member
Federations is to use theits delivery – athletes (both elite andsupport and tools provided by World

roles to play as the World Plan isAthletics and Areas to implement

implemented.

amateur), coaches, officials, volunteers,fans and our partners all have crucial

the Plan’s actions. Given the broaddifferences between MFs, it is not

The World Plan builds on the World

expected that they will implement

Athletics Strategy for Growth 2020-

all actions at the same time - rather

2023 and is based around four

it is expected that MFs will prioritise

been met within the specified delivery
It is recognised that not all

timeframe and taking remedial action

stakeholders will be able to deliver

as appropriate.

all actions within the specified timelines and that some actions may not

As a ‘live’ document, under the review

be applicable to all. Therefore, it isof World Athletics, the World Plan

expected that stakeholders including

is likely to evolve over its eight-year

Areas and MFs will prioritise actions

timeframe to 2030.

actions and subsequently implement
them in a timeframe appropriate
to their capacity and resource

EXECUTIVE SUMMARY -constraints.

The role of Area
Associations is to support
MFs in their Area in implementing
the actions alongside prioritising anddelivering their own actions, thusachieving the associated outcomesand KPIs. The Areas form an important

17

The World Plan’s strategic goals and objectives areindicated below:

PARTICIPATIONFANS

We will maximise participation in Athletics and the development of athletes by

Growing our fan base will help protect the long-term health of the sport but a(i) growing the opportunities to participate and develop at all levels and ages; (ii)significant mindset shift is required in how we engage with our current fans andthrough changing the perception of what is perceived to be ‘athletics’ and (iii)

acquire new fans. The visibility of and storytelling related to our elite athletes willthrough promoting all our disciplines as inclusive, diverse and accessible to all.

be central to engaging with our existing fans, and also in attracting new fans tothe sport.

OBJECTIVES: Development pathways – from school to the world stage |Facilities and equipment | Promotion and campaigning | Athletics for All |OBJECTIVES: Visibility of the sport | Informed by data and insights |Masters Athletics

Reputation | Innovation and technology | Entertain and engage via digital

PEOPLEPARTNERSHIPS

The people – coaches, officials, administrative personnel and volunteers – that run

Partnerships are critical to the development and growth of the sport, whether

our sport are crucial to sustaining and improving its popularity, from grassroots

with commercial partners to help promote and contribute vital funding, media andto elite. Collectively as a sport, we will maximise the opportunities for thesebroadcast partners which bring the sport to a global audience of billions, or toindividuals to develop through working closely with MFs on recruitment andnon-commercial partners such as governments and host cities that provide funding

development and embedding gender equity in our plans to ensure our sport isand our infrastructure and host our events. The mutual benefits of partnering withtruly representative.

athletics, including the health and wellbeing benefits, will be made clear to all our

EXECUTIVE SUMMARY -stakeholders, increasing opportunities for partnerships with the sport around
OBJECTIVES: Supply of support staff | Development opportunities

the world.

| Safeguarding | Gender equity
OBJECTIVES: Benefits of partnering with athletics | MF and Area
support and sustainability | Host cities | Broadcast partners |Data and insights for partnerships

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INTRODUCTION
Welcome to the World Plan for Athletics 20222030 which sets out a roadmap for the growthand development of athletics through to 2030
for all involved in the sport.

The supporting document to thisour elite athletes - through striving

World Plan titled ‘Further Information

towards increasing participation,for Stakeholders’ contains detailed,developing our people, growing thespecific actions under each objective

fanbase and growing the number andtailored to the sport’s different

value of our partnerships. Together

stakeholders.

these will have a positive cumulative

This Plan:

goals, objectives and actions should

However, the World Plan is not justtherefore be considered with this, anda list of objectives and actions for

As shown below, accompanied by the• Identifies where the sport stands
now globally;

the disciplines listed below, in mind.

stakeholders to follow. It aims to create

World Athletics Strategy for Growtha shift in the mindset of the sport’s

2020-2023, the World Plan clearlytrack and field | road running | crossstakeholders, providing a roadmap

sets out the guiding principles thatcountry | race walking | mountainfor the growth and development

Areas and MFs should adopt andrunning | trail running | ultra runningof the entire sport in doing so. The

incorporate into their own strategic

implementation of this World Plan willplanning as delivering growth in

impact the sport for all those involved,

the sport requires a consistent andfrom recreational participants tocollaborative effort by all.

• Establishes a vision, mission,
strategic goals and objectives forthe period through to 2030;• Sets out how World Athletics,
the Area Associations (Areas),
Member Federations (MFs) andother stakeholders involved inathletics can work together todevelop and grow the sport;

The development of this World Plan
has involved numerous consultations
with stakeholders throughout the
sport, including extensive surveys
across all MFs and the wider athletics

WORLD PLAN FOR ATHLETICS

community. A common theme of2022-2030

feedback received showed that theWorld Plan cannot be a ‘one size fits
all’ document due to the huge range• Contains clear roles andresponsibilities, timelines,
measurable outcomes and Key

INTRODUCTION -Performance Indicators (KPIs).

effect for all in the sport.

STRATEGYFOR
GROWTHof resources, facilities and experience
across the 214 MFs - it should be

AREA
ASSOCIATIONSTRATEGIC
PLANS

tailored and adaptable to all.

MEMBERFEDERATIONSTRATEGIC
PLANS

World Athletics, through the leadership

Athletics – for the purposes of theof the World Athletics Council, hasWorld Plan – embraces the broadest

therefore sought to create a Plan thatpossible definition of our sport, across

can be used as a practical tool by

all abilities and all levels of competitionindividuals in all MFs working towards

and recreational activity. All strategic

developing our sport.

•••

Global governance
Delivery of world eventsand programmes
Sets out vision and goals
for the sport globally•••

Regional leadership andco-ordination
Delivery of Area eventsand programmes
Sets out vision and goals
for the sport regionally•••

National leadership andco-ordination
Delivery of national eventsand programmes
Sets out vision and goals
for the sport nationally21

KEY MESSAGES FROM
THE ATHLETICS FAMILYKEY MESSAGES FROM THE ATHLETICS FAMILY -To inform the long-term development of the sport
to 2030, World Athletics conducted two surveys:
The first was a survey across all MFs in

The purpose of the ‘Global

contained in the World Plan setting

To aid analysis of the survey results,

March 2021 with responses from 181

Conversation for Athletics’ was toout how World Athletics, the Areasand to fully take on board the(85%) MFs.

give everybody involved in the sportand MFs and other people involved in

feedback from stakeholders that the- regardless of their background,athletics can work together to developWorld Plan should not be a ‘one-size-

The second was a global public survey

location or athletic ability - theand grow the sport across the world.

fits-all’ document, MFs were arranged

during April and May 2021 under theopportunity to have their voice heard

heading of the ‘Global Conversationand help shape our future together.

Outlined below are the key messages

were based on a number of criteria

for Athletics’. The Global Conversation

The survey aimed to listen to thefrom both surveys, split into:

including size of membership, capacity

survey, supported by a public relations

athletics community, to identify

i. the four strategic goals that thisand financial resources and successcampaign, received 25,000 responses

where the sport stands now at a

World Plan is structured around:of elite athletes in international

and was completed by individualglobal and local level and help define

Participation, People, Fans andcompetition in order that objectives,

stakeholders in athletics from 178

a vision and direction for the period

Partnerships; andand more specifically their actions,countries and across all six

through to 2030. Its findings havecontinental areas.

then been analysed together with the

not a strategic goal in itself, how theMember Federation findings to create

sport is perceived impacts across all

specific goals, objectives and actions

four strategic goals.

into three broad groupings. Theseii. perceptions of the sport – whilst

could be tailored to the specificcircumstances of each MF accordingly.

23

PERCEPTION

Smaller MFs feel a lack of facilities is the single biggest
challenge to the sport in their country.

The initiatives respondents felt would best increase participation in the sport were:

79%

87%

82%

Whilst 79% of MFs

87% of respondents

82% of respondents

consider governance toagreed that athletics

described athletics to be

be strong in the sport,

is the most accessible

diverse and inclusive.

this decreases to 41%

sport, and as such is thefor fans.

best sport to create a41%

healthier and fitter world.

Greater coverage inschool curriculum

Better promotion/marketing of the sport

Development pathways forathletes of all ages and abilities(from schools through to elite)

61% of MFs reported that it was important for Masters

61%

PARTICIPATION
47% of respondents said participating in athletics is popular in

47%

Athletics to be better incorporated into the sport.

PEOPLE

their country. The MFs in these countries are more likely to doProfessional coaches, officials and volunteers suggest that reward schemes andthe following:

more local face-to-face training courses are the best methods to attract more

KEY MESSAGES FROM THE ATHLETICS FAMILY -coaches and officials.

Promote athletics asa healthy lifestyle

Liaise withgovernment

Have clear
development
pathways

Promote inclusivity
and diversityand volunteers indicated there is a clear
development pathway, MFs reported that itwas not easy to recruit coaches (only 26%

A lack of media coverage is perceived to be the biggest single

24%

26%

Whilst 64% of professional coaches

said coach recruitment is easy or very easy).

64%
Indicated there is aclear development
pathway

Said coachrecruitment is easy
or very easy

challenge to growing the sport with 24% of respondents
saying this. This is closely followed by a lack of facilities(selected by 20% of respondents).

FEWER THAN

50%

of MFs have clear policies and procedures inplace with regards to safeguarding vulnerable
persons, children and adults.

25

FANS
45% of all respondents said elite level athletics was popular

45%
33%

in their country. This reduces to 33% when considering theMost popular options to attract more fans:responses of fans only. Larger and medium sized MFs reported
elite level athletics to be more popular than smaller MFs.

Overall48%
45%
of fans have astrong affinity withelite level athletes

smaller MF fans (39% and 35%)
the least.

For all MFs, better promotion

athletes and seeing the best athletes

and narrative and enhanced

71% also saying it
was important to71%

them that athletes regularly compete
KEY MESSAGES FROM THE ATHLETICS FAMILY -and their national team (56%) andFans enjoy supporting national teamcompeting live with

Enhanced
media
coverage*xx

Increased
Hosting
Social media
grassroots international
content
participation competition

Fan
experience

Larger MF fans have the strongest
affinity to elite level athletes (54%)

of fans have astrong affinity with
their national teamPromotionof events*

media coverage outside major

Respondents
in larger MFsxx

Respondents
in mediumsized MFsx

Respondents
in smaller MFs

x

Fans

x

x

x
x

x

x

championships were cited as themost common initiatives to help
attract more fans.

in their home nation.

*Outside major championships
Note: An indicative MF categorisation (into large, medium and small) has been used solely for the
purpose of this analysis. This follows ongoing work to group MFs based on factors such as capacity,
financial resource and participation and performance levels in order to better tailor the support andservices provided.

Enhanced fan experience and more social media content
from or about athletes is also highly rated by large MFs, withgrassroots participation important to medium and smaller MFs
and hosting international competitions also being important tosmaller MFs.

27

KEY MESSAGES FROM THE ATHLETICS FAMILY -PARTNERSHIPS

Commercial partners• Economic and social benefits of the• Increasing the sport’s popularity,of athletics for existing partners.

sport are the most valued aspects

better promotion of the sport’s• Public interest and the cost of

existing partners and increased

broadcast rights (in particular inmedia coverage were cited as

Africa, South America and Oceania)

factors that would help attract more

were the main challenges to thepartners. Broadcasters also placed

sport from a broadcast perspective.

a significant importance on athletescompeting at home.

Event hosting

governance were the three items• Public interest and funding weresport to be leading on.

given as the main challenges to• World Athletics campaigns*

hosting events.

Campaigns• Promoting a healthy lifestyle,anti-doping and integrity andMFs felt most important for the

included in the survey received
promotion by at least 50% of
MFs. Large and medium sized MFs
tended to be more likely to promotethese campaigns.

*Run 24:1, I am Athletics, Athletics@Home, Thank You to Our Healthcare Workers

29

WORLD PLAN STRUCTURE

VISION & MISSION (as per World Athletics Strategy for Growth 2020-23)

STRATEGIC GOALS

MORE
PARTICIPATIONMOREPEOPLE

MORE
FANS

MORE
PARTNERSHIPSOBJECTIVES

We will maximise participation in Athletics and the development of
athletes by(i) growing the opportunities to participate and develop at all levels
and ages;(ii) through changing the perception of what is perceived to be‘athletics’ and(iii) through promoting all our disciplines as inclusive, diverse andaccessible to all.

1. Development pathways- from school to the world stage
2. Facilities and equipment
3. Promotion and c ampaigning
4. Athletics for All
5. Masters Athletics

The people - coaches, officials, administrative personnel andvolunteers - that run our sport are crucial to sustaining andimproving its popularity, from grassroots to elite. Collectively asa sport, we will maximise the opportunities for these individuals
to develop through working closely with Member Federations
on recruitment and development and embedding gender
equity in our plans to ensure our sport is truly representative.

1.
2.
3.
4.

Supply of support staff
Development opportunities
Safeguarding
Gender equity

1.
2.
3.
4.
5.

Visibility of the sport
Informed by data and insights
Reputation
Innovation and technology
Entertain and engage v
 ia digital

1.
2.
3.
4.
5.

Benefits of partnering with athletics
MF and Area support and sustainability
Host cities
Broadcast partners
Data and insights for partnerships

Growing our fan base will help protect the long-term health of the
sport but a significant mindset shift is required in how we engage
with our current fans and acquire new fans. The visibility of andstorytelling related to our elite athletes will be central to engaging
with our existing fans and also in attracting new fans to the sport.

Partnerships are critical to the development and growth of the sport,
whether with commercial partners to help promote and contributevital funding, media and broadcast partners which bring the sport
to a global audience of billions, or to non-commercial partners
such as to governments and host cities that provide funding andour infrastructure and host our events. The mutual benefits ofpartnering with athletics, including the health and wellbeing
benefits, will be made clear to all our stakeholders, increasing
opportunities for partnerships with the sport around the world.

ACTIONSA NUMBER OF
ACTIONS PEROBJECTIVE,
TAILOREDTO SPECIFICSTAKEHOLDERGROUPS

31

VISION AND MISSION

TO USE THE POWER AND
ACCESSIBILITY OF ATHLETICSAND OUR ATHLETES TO
CREATE A HEALTHIER AND
FITTER WORLDGROW
Grow the sport of athletics and make it
relevant in people’s lives and in the livesof their communities.

INSPIREVISION AND MISSION -Create globally appealing and accessible
competitions, events, and activities so our talented
athletes can entertain and inspire the world.

LEAD
Be the best example of a well governed sports
federation taking brave leadership decisions andvaluing partnerships that deliver athletics aroundthe world.

33

HOW THE SPORT WILL
DELIVER THIS PLAN
This World Plan 2022-2030 is the roadmap forthe growth and development of athletics throughto 2030 for all involved in the sport. In order tosuccessfully deliver this plan, all involved in the
sport will need to be united in delivering theobjectives and actions outlined.

Areas and MFs, have support and clear

actions specific to their capacity anddirection in terms of the role they havepriorities, and that requisite support

to play in its growth and development.

is provided for MFs to achieve their

A major role for World Athletics
in delivering this plan is throughsupporting MFs. Given the differing
scale and needs of MFs, World
Athletics recognises the importanceof ensuring MFs can focus on growth

The role of World
Athletics
As the International Federation forathletics, World Athletics aims tofurther enhance our vibrant sport tooffer new and exciting prospects for

HOW THE SPORT WILL DELIVER THIS PLAN -athletes and spectators alike. The

plans. This has been emphasised
throughout the development of
the World Plan, with feedback fromconsultations leading to World
Athletics revising the methodology
for MF support to enable anapproach more tailored to specificcircumstances.
The ‘Further Information for
Stakeholders’ to this World Plan
therefore contains more detailed
action plans with associated KPIs,
tailored accordingly. The purposeof this is to provide practical andvision of World Athletics is:

implementable actions for MFs that“to use the power and accessibility ofresources.

athletics and our athletes to create ahealthier and fitter world”
Achieving this vision requires
a committed approach from allconsiders their relative scale, size and

The role of Member
Federations and Area
Associations

stakeholders. The role of World

Whilst our MFs and Areas are diverse,

Athletics is to set the direction,

each of them has the ability to deliver

guiding principles and oversight ingrowth in our sport at either (or both)order that those leading and delivering

elite and community level.

the sport locally and globally, including

35

The Areas and MFs therefore need toWith this information, each MF will be

be provided with appropriate support

able to tailor this World Plan including

and assistance to empower them tothe specific actions they choose to

carry out the required actions andimplement to further develop the sport

initiatives across all areas of the sport

in their country.

in their territory.
The role of MFs, and where applicable,in their Area in implementing theAreas, is to use the support and tools

actions and achieving the associatedprovided by World Athletics, including

outcomes and KPIs. The Areas form

where applicable through the Athletics

an important conduit between World

Integrity Unit (AIU), to implement the

Athletics and the MFs, being aware

actions outlined in the roadmap forof the regional nuances in delivering

delivery. Given the unique differences

actions and initiatives and providingof MFs, it is not expected that all

additional assistance and support toMFs will implement all actions at theMFs as appropriate.

same time - rather it is expectedthat MFs will prioritise actions andsubsequently implement them ina timeframe appropriate to theircapacity and resource constraints.
Additional detail on the steps required
to implement these actions and

HOW THE SPORT WILL DELIVER THIS PLAN -The role of Areas is to support MFs

Role of all others
involved in athletics
This World Plan is for the sport as awhole - not solely for World Athletics,
the Areas and MFs.

associated KPIs can be found in the

To use the power and accessibility of‘Further Information for Stakeholders’.

athletics and our athletes to create a

It is intended that MFs use these as ahealthier and fitter world, there is a role

key tool to implement the World Plan,for everyone that has an involvement

and indeed incorporate them into theirin the sport.

own strategic and business planning
as appropriate.

Whilst World Athletics, the Area
Associations and MFs are the

To further assist MFs in the delivery ofrespective governing bodies for thethis plan, World Athletics has provided

sport, all stakeholders, particularly

each MF with a summary of the results

athletes and coaches, have a role tofrom the Global Conversation survey:

play in delivering the World Plan andi) globally; and ii) for their country only.

ensuring the long-term growth and

A ROLEFOR
EVERYONEWORLD ATHLETICS
MEMBER FEDERATIONSAREA ASSOCIATIONSPROFESSIONAL ATHLETESRECREATIONAL ATHLETESCOACHESOFFICIALS
VOLUNTEERSFANSGOVERNMENTSCOMMERCIAL PARTNERS
MEDIA

development of athletics.

37

Strategic goal 1: PARTICIPATION
We will maximise participation in Athletics and the development of athletes by(ii) through changing the perception of what is perceived to be ‘athletics’ and(i) growing the opportunities to participate and develop at all levels and ages;(iii) through promoting all our disciplines as inclusive, diverse and accessible to all.

Objectives and current state
Objective

Description

Current state
POOR

Development
pathways –from school
to the worldstage

Create an affiliation with athletics in all children through embedding the sport
in the school curriculum (e.g. through Kids Athletics) and ensuring there aredevelopment pathways in place for all school children, regardless of backgroundor ability, to further participate in the sport outside of school. To then provide
the opportunity to continue to progress within the sport through structured
development and talent programmes to elite level as appropriate.
KPIs:• 90% of MFs to have athletics as part of school curriculum by 2030
• Increase in number of athletes - and MFs with such athletes – progressing to
the elite level (qualifying to World Athletics Series events)• Increase in the number of athletes who are able to make a living from the sport
as their primary occupation

Facilities andequipment

STRATEGIC GOALS AND OBJECTIVES -Increase the awareness of athletics as an accessible sport and physical activity
that can assist individuals to maintain a healthier and fitter life.
KPI: All Areas and 90% of MFs to have an annual communication andpromotional plan in place by 2023

Athletics
for All

Masters
Athletics

WEAK

AVERAGESTRONGEXCELLENTWEAKAVERAGESTRONGEXCELLENTWEAKAVERAGESTRONGEXCELLENT

87% of Global Conversation respondents said Athletics is the most accessible sport andbest placed sport to deliver a healthier and fitter world.

POOR

Provide adult development pathways through improving how Masters Athletics
is promoted and better linked and incorporated into the wider sport.
KPI: All Areas and 60% of MFs to create links with Masters Athletics regionallyand locally and promote the pathways to the relevant community and groups by
2025

EXCELLENT

48% of respondents to the Global Conversation survey assessed participating in athletics
to be popular. A lack of media coverage was the most selected main challenge (24% of
respondents) to the Global Conversation survey. Amateur athletes said better promotion/marketing of the sport at all levels is the most important method forincreasing participation.
POOR

Create and promote an inclusive ‘Athletics for All’ (including able-bodied andpara athletes) programme that maps a clear pathway and entry points for any
age, ability, and at any level to participate in the sport on their terms.
KPI: All MFs to have implemented and promoted an ‘Athletics for All’ programmein their country by 2030 with required skills and training in place

STRONG

20% of respondents to the Global Conversation survey said ‘a lack of facilities’ is themain challenge to growing the sport in their country. This rises to 28% when considering
medium and smaller sized MFs only.

POOR

Promotionandcampaigning

AVERAGE

Athletics is part of the curriculum in 65% of MF countries. Greater coverage in the school
curriculum was selected as the top method to attract more people into participating
in athletics in both the MF and Global Conversation survey. Development and talent
pathways and programmes are then critical to sustaining participation and progression in
the sport to elite level.

POOR

Reframe the definition of facilities (i.e. grass, parks, urban) and against thisidentify areas in which a lack of, or sub-standard, facilities and equipment are
negatively impacting participation opportunities and address the needs.
KPI: All MFs to have a facility strategy by 2025 and all MFs to have increasedor enhanced places for people to participate in athletics
by 2030

WEAK

WEAK

AVERAGESTRONG

61% of MFs said it was important for Masters Athletics to be better incorporated
into the sport.

EXCELLENT

39

Strategic goal 2: PEOPLE
The people – coaches, officials, administrative personnel and volunteers – that

opportunities to attract and develop these individuals through working closely

run our sport are crucial to sustaining and improving its popularity and growing

with MFs on recruitment and development and embedding gender equity in our

the sport from grassroots to elite. Collectively as a sport, we will maximise theplans to ensure our sport is truly representative.

Objectives and current state
Objective

Description

Current state
POOR

Supply ofsupport staff

We will increase the supply of supporting roles in our sport (coaches,
officials, administrative personnel and volunteers) through:• Promoting the importance of these individuals to our sport;• Promoting coaching, officiating and other administrative (elected andappointed) and volunteer roles as an alternative way to be involved in
the sport and as a post career option for athletes; and• Providing greater opportunity for education and training for these
individuals through promoting and adding content to theeLearning platform.
KPI: 8,000 new coaches, officials and administrative staff are trainedby 2023

STRATEGIC GOALS AND OBJECTIVES -Development
opportunities

Safeguarding*

GenderequityWe will continue to develop safeguarding guidance and a starter pack for
MFs tailored to all levels of the sport and educate and create mechanisms
to ensure they are adopted and then adhered to.
KPI: All MFs to have adopted their own safeguarding policy by 2023

Building on World Athletics’ gender leadership programme and gender
equity commitment to achieve 50% gender targets on the World
Athletics Council by 2027, we will expand on this to build the pool andpipeline of talented female administrators, coaches and officials in MFs
and across all Areas.
KPI: All MFs to improve gender diversity within their elected bodies andsenior management*Safeguarding is defined within the World Athletics Safeguarding Policy as the process of protecting
vulnerable persons, children and adults, from harassment, abuse and exploitation. Creating a safe andwelcoming environment where everyone is respected and valued is at the heart of safeguarding.

AVERAGESTRONGEXCELLENT

Fewer than 1/3 of MFs said it was easy to recruit coaches and officials and given the
majority reported that there are enough training opportunities, this indicates that thebigger challenge is the supply of people who want to become coaches and officials.
Rewards schemes were also indicated as the best method to attract more people into
coaching and officiating roles. The World Athletics eLearning platform is a key tool toproviding increased opportunities for more people to participate in coach, technicalofficial and administrator education courses.

POOR

The Athletics family told us that they want more development resources
for coaches and officials. We will build on the existing eLearning platform
content and create clear development pathways for coaches, officials
and administrative personnel globally that consists of both formal training
courses and informal continued professional development (online where
feasible) to support retention and progression of these individuals.
KPI: 75% of MFs to have participants complete World Athletics online
training courses by 2023

WEAK

WEAK

AVERAGESTRONGEXCELLENT

Whilst 64% of professional coaches and volunteers indicated that there is a clear
development pathway for them to progress and gain qualifications, such as theWorld Athletics CECS (Coaches Education and Certification System) and TOECS(Technical Officials Education and Certification System), they would like access to moredevelopment resources. This, along with reward schemes was also indicated by officials to
attract more people into officiating roles.

POOR

WEAK

AVERAGESTRONGEXCELLENTOver half of MFs indicated that they do not have clear policies/ procedures in place withregards to safeguarding vulnerable persons, children and adults.

POOR

WEAK

AVERAGESTRONGEXCELLENT

Only 19% of coaches, 22% of officials and 24% of administrative staff who answered theglobal survey identified as female.

41

Objectives and current state
Objective

Description

Current state
POOR

Visibility ofthe sport

The visibility of athletics outside of major championships (i.e. Olympic
Games and World Athletics Championships) will be enhanced globally,
increasing the sport’s exposure outside of these established peaks toattract new fans to the sport and keep current fans engaged.
KPIs:• Access to broadcast of all Wanda Diamond League and Continental
Tour Gold meetings available in every MF country• All Areas to stage high quality Area Championships with robust
communication plans• Adopt and deliver at least one of World Athletics’ campaigns eachyear starting in 2022
• Deliver at least one promotional plan every year to promote athletics
to attract new fans starting in 2023

Informedby data andinsights

Reputation

STRATEGIC GOALS AND OBJECTIVES -Innovation
andtechnology

Entertain andengage via
digitalhealth of the sport but asignificant mindset shift isrequired in how we engage
with our current fans andacquire new fans. The
visibility of and storytelling

WEAK

AVERAGESTRONGEXCELLENT

related to our elite athletes
will be central to engaging

Fewer than 20% of MFs regularly gather datafrom 60% or more of their fans (i.e. over 80% are
not collecting data from at least 40% of
their fans).

WEAK

AVERAGESTRONG

with our existing fans andalso in attracting new fansto the sport.

EXCELLENT

Nearly 80% of MFs consider governance of the
sport to be strong, however only 41% of fansconsider the sport’s reputation to be strong.
WEAK

AVERAGESTRONGEXCELLENTThe Global Conversation survey reported themost impactful way for innovation to attract fans
was via enhanced presentation of the sport via
broadcast coverage and at events (e.g. Doha2019 World Athletics Championships).
POOR

Digital following via social media is the dominant means ofcommunicating, engaging and entertaining the sport’s fans. We will use
digital methods to entertain and engage our fans and in doing so develop
deeper relationships.
KPI: Double the number of digital followers across social media channels
every two years

EXCELLENT

A common theme from fans is that there should
be more media coverage of the sport and it
should be easier to access.

POOR

Consider how innovation and technology can be used to improve how
the sport is presented to its fans and create an entertaining productwhilst at the same time preserving the sport’s strong heritage andinherent simplicity of “fastest, furthest, highest”.
KPI: Test at least two new innovations or technologies at annual event(s)by 2030 with clear fan and stakeholder engagement and feedback in theprocess

STRONG

help protect the long-term

POOR

Understand and address the delta between the sport’s perception of its
reputation and our fans’ perception of the sports reputation.
KPI: Reputation of athletics amongst its fan base to improve, via
promotion of the sport as a clean and safe space for all
its participants

AVERAGE

Growing our fan base will

POOR

The sport will use research, data and insights at all levels to become more
attractive to current fans and to understand and address the barriers
perceived by potential new fans.
KPIs:• Establish a database of fans by 2025
• Develop a research framework that allows for insights and informationfrom both fans and non-fans by 2024

WEAK

Strategic goal 3:
FANS

WEAK

AVERAGESTRONGEXCELLENT

91% of MFs use social media to communicate
with fans, the clear dominant channel. Moresocial media content from or about athletes andevents was considered a key initiative to attract
more fans.

43Strategic goal 4: PARTNERSHIPS
Partnerships are critical to the development and growth of the sport, whether

provide funding and our infrastructure and host our events. The mutual benefits ofwith commercial partners to help promote and contribute vital funding, media

partnering with athletics, including the health and wellbeing benefits, will be madeand broadcast partners which bring to the sport to a global audience of billions,clear to all our stakeholders, increasing opportunities for partnerships with theor to non-commercial partners such as to governments and host cities thatsport around the world.

Objectives and current state
Objective

Description

Current state
POOR

Benefits ofpartneringwith athletics

The sport will better demonstrate the benefits of partnering withathletics as the number one Olympic sport, with world-leading levelsof reputation and governance. It will promote itself as the most equal,
inclusive and diverse sport, and best form of activity to deliver health andwellbeing benefits to the global population.
KPI: All MFs to have promoted at least one World Athletics campaign
per annum

MF and Area
support andsustainability

STRATEGIC GOALS AND OBJECTIVES -Host cities

Broadcastpartners

We will improve how we collate and store data so that we can utilise it toincrease the attractiveness of our sport to commercial andnon-commercial partners.
KPI: Framework in place by 2023 and communicated to Areasand MFs

WEAK

AVERAGESTRONGEXCELLENTWEAKAVERAGESTRONGEXCELLENTWEAKAVERAGESTRONGEXCELLENT

A common theme from fans is that there should be more media coverage of the sport andit should be easier to access. Public interest in events was the most important challenge inbroadcasting events.
POOR

Data andinsights forpartnerships

EXCELLENT

Public interest and funding (public and private) were cited as the key challenges to hosting
events by host cities, government and corporate partners.

POOR

All rights holding organisations in the sport should be positioned tomaximise the value, promotion and coverage of broadcast rights forleading athletics events, particularly regional or global.
KPI: Increase in broadcast reach and engagement for the sport of 10%
by 2025 and 50% by 2030

STRONGThe most topical issue for MFs was addressing inequality and the support mechanisms
provided to them.

POOR

The sport - through the global network of Area Associations and MFs– will be better positioned to appeal to potential hosts for events at alllevels, whether national, regional or global, demonstrating the economic,
social, health and wellbeing benefits of hosting.
KPI: Increase in number of host cities expressing interest in hosting Area
championships across MFs

AVERAGE

Alongside increasing popularity, ‘better promotion of existing partners to show thebenefits of association with the sport’ was the highest ranked action to help attract morepartners to the sport.

POOR

The partnership between World Athletics and the Areas and MFs
will be re-aligned, acknowledging a one-size-fits all approach is notapplicable due to the wide array of resources and capabilities. The more
flexible approach will support capacity building and encourage greater
proactivity to secure partnerships at a local level to promote selfsustainability and to grow the collective pot and maximise impact.
KPI: New development model and funding and support structure in placein 2022

WEAK

WEAK

AVERAGESTRONGEXCELLENT

Data, or lack thereof, was considered a major challenge in attracting partners.

45

ROADMAP FOR DELIVERY
For the World Plan to contain realistic

World Athletics guidance and support,

and achievable actions for the whole

including through the AIU where

sport, the feedback provided by theappropriate, will be provided to Areas

sport’s stakeholders throughout theand MFs to deliver the identified

World Plan project was that it should

objectives and actions, this includes

not be a ‘one size fits all’ approach,financial support within the existing

but tailored to specific stakeholders

financial framework. If, and when,according to their resources

additional resource becomes available,

and needs.

the levels of financial support provided
to Areas and MFs will be reviewed and• With MFs being the stakeholders
on-the-ground globally helping
to deliver these actions, the mostcan flex accordingly.

Prioritisation of actions

appropriate way to achieve thisadaptable approach is through• Whilst every action within the World

tailoring the requirements based

Plan is considered important in theon the priorities, size, scale anddevelopment of the sport in the

resources of each MF.

period to 2030, to assist World• Different stakeholders will have

Athletics, Area Association and MFs

different interpretations of actions

to prioritise delivery, each action

and their importance based on

has been given a priority score of

specific circumstances – they will

1, 2 or 3 with 1 being the mostmean different things to different

important.

sized organisations.

• These prioritisation categories are

ROADMAP FOR DELIVERY -indicative and have been allocatedMore detailed, specific actions underbased on each action’s ability toeach objective are described inhelp grow the sport as a whole,‘Further Information for Stakeholders’

whilst acknowledging that different

further to the overarching actions set

organisations will have different

out on pages 50 to 57.

interpretations of these based on
their specific circumstances.

47

Implementation and monitoring
As the governing body for the sport,

at the forefront of the minds of theWorld Athletics, through the World

sport’s stakeholders, World Athletics,

Athletics Council, will monitor the

Area Associations and MFs will be

progress of implementation of theasked to formally update on progress

World Plan actions, most importantly

towards achieving actions appropriate

assessing whether the KPIs of eachto them on an annual basis. The World

action have been met within the

Athletics Council will review and reportspecified delivery timeframe andon progress annually and successful

taking remedial action as appropriate.

outcomes and best practice will beshared and promoted.

The World Plan is a ‘live’ document,
and under the review of the World

Monitoring on a more informal basis

Athletics Council is likely to evolve

will take place continually via regularover its eight-year timeframe to 2030.

communication channels between

To keep the World Plan, and more

World Athletics, Areas and MFs.

specifically its objectives and actions,

Delivery timeframe
Each action has also been given an indicative delivery timeframe which relates tothe year required for it to either have been delivered or be in place by.
• The delivery year for each action is dependent on the prioritisation status of the
ROADMAP FOR DELIVERY -action and the perceived ease of implementation i.e. higher priority actions andthose perceived to require less time to implement being allocated earlierdelivery years.
• It is recognised that not all MFs will be able to deliver all actions within thespecified timelines and therefore actions will need to be prioritised by MFs
based on their capacity and needs.
A summary table for each strategic goal is included on the following pages.

49

STRATEGIC GOAL = MORE PARTICIPATION

Objective

Development
pathways – fromschool to theworld stage

Facilities andequipment

Promotion andcampaigning

ROADMAP FOR DELIVERY -Athletics
for All

Masters
Athletics

Action no.

ActionPrimary responsibility

Actionpriority

Deliveryyear

1Launch new Kids’ Athletics including
development of an online tool to track activity

World Athletics

1

2022

New programme launched and website developed by 2022
70% of MFs to deliver kids’ athletics by end of 2023 and 90% by 2030

2

Create a toolkit for Areas/MFs to support
school curriculum discussions with government

World Athletics

1

2022

Toolkit created by 2022
Education around toolkit with all MFs to be completed by end of 2022

3

Use World Athletics toolkit to enter discussions
with government to embed Athletics inschool curriculum

Member Federations

1

2023

90% of MFs to have athletics as part of school curriculum by 2030

4

Assist MFs in conversations with government

Area Associations

1

2023

90% of MFs per Area to have athletics as part of school curriculum by end of2023 (with increase reported every year to meet MF action above by 2030)

5Work with athletics clubs to establish and/or
strengthen direct links between clubs/leagues
and local schools

Member Federations

2

2025

60% of MFs embedding school-club/league link programmes by 2025 and 90%
by 2030

6Work with clubs/ leagues to provide
opportunities and a pathway for sustained
participation

Member Federations

2

2025

60% of MFs increasing membership levels by 2025

7

Define and regularly quantify the number of
elite high performing athletes (EHPA) in each
MF in the development pathway

World Athletics

2

2023

EHPA population defined and quantified via annual reporting process with MFs
Increase in number of EHPA who are able to make a living from the sport as theirprimary occupation

8

Development and talent pathways in place fortalented athlete progression to elite level

All stakeholders

2

2025

Increase in number of athletes - and MFs with such athletes – progressing to theelite level (qualifying to World Athletics Series events)

9

Create a framework for facilities and equipment
in all settings to guide MF strategies

World Athletics

3

2023

Framework created and shared by 2023

10

Assist MFs in developing and implementing afacilities plan

Area Associations

3

2025

11

Create a facilities and equipment plan withrelated funding streams

Member Federations

3

2025

12

Host annual communication and promotion
webinars in all Areas

World Athletics

1

2022

Online webinar and eLearning modules created in 2022

13

Deliver annual communication and promotion
workshops in all Areas

Area Associations

1

2023

Programme in place by 2023

14

Develop tailored annual communication andpromotional plan with identified resources
to deliver

Member Federations

1

2023

All Areas and 90% of MFs to have an annual plan in place by Q1 2023
80% of MFs implemented a plan

15

Create Athletics for All (A4A) concept
and framework

World Athletics

2

2024

80% of MFs participate in MF sessions on A4A concept and framework

16

Coaching and development programmes for
A4A developed

World Athletics/ Area
Associations

2

2024

60% of MFs register participants for A4A coaching courses

17

A4A programmes and skilled resources in place

Member Federations

2

2026

50% of MFs have a programme and resources in place

18

Create framework for improved relationships
with Masters Athletics

World Athletics

3

2022

Agreement with Masters Athletics on global, regional and national collaboration

19

Create framework for improved relationships
with Masters Athletics

Area Associations

3

2023

All Areas to have a framework agreement for Masters Athletics collaboration in
their Area

20

Established relationship with Masters Athletics
with agreed pathways and promotional plans

Member Federations

3

2025

60% of MFs to have established relationship and pathway and plan in place

Headline KPIReduction in MFs citing ‘a lack of facilities’ as the main challenge to growing
the sport

51

STRATEGIC GOAL = MORE PEOPLE

Objective

Supply ofsupport staff

Development
opportunities

Safeguarding

Action no.

ActionPrimary responsibility

Actionpriority

Deliveryyear

World Athletics

3

2023

Implement recommended people growth and recognition approach by endof 202380% say they feel they are valued for what they doHeadline KPI

1Determine the best way to grow andrecognise the value of our people2Create targeted recruitment plan

Area Associations andMember Federations

2

2022

All MFs and Areas to have plans in place by end of 2022

3

Promote and use World Athletics eLearning
platform and education opportunities

Area Associations andMember Federations

2

2022

5,000 coaches and 3,000 officials and/or administrative staff complete official
training courses by 2023

4

Develop and implement a People Plan(includes enhancing the eLearning platform)

World Athletics

2

2022

World Athletics People Plan in place by end of 2022
75% of MFs to have participants complete World Athletics online training
courses by 2023

5

Organise the practical elements of training
courses in-country

Area Associations andMember Federations

2

2023

Practical coaching/officiating sessions organised by Areas for MFs to 90% of
those attending online World Athletics courses (CECS and TOECS)

6

Organise and deliver local face-to-facetraining courses (practical elements ofcoaching, officiating etc) in addition topromoting online learning

Member Federations

2

2023

All MFs to increase number of coaches, officials, administrators, and volunteers
completing official World Athletics training courses

7

Support elite athletes’ post-career transitionas part of the development pathway to
encourage continued involvement in the sport

World Athletics

2

2024

Post-athletics career materials and programme created8

Promote Safeguarding Policy and further
develop guidance that is applicable to all
MF sizes

World Athletics

1

2022

Policy developed

9

Support Areas and MFs to implement
the Policy

World Athletics

1

2022

100% of Areas and 90% of MFs attend safeguarding seminars

10

Adopt policy and implement
safeguarding measures

Area Associations andMember Federations

1

2023

100% of Areas and MFs adopting Policy and implementing safeguarding
measures (as applicable)

11

Deliver the existing gender leadershipprogramme and promote the online course
to MFsArea Associations

1

2023

All Areas to implement an annual gender leadership programme2023

50% increase in the number of new female administrators, coaches, and officials
by end of 2023
Overall increase in the level of female representation across stakeholder groups(aligned to World Athletics’ aim of 50% in 2027)

Gender equity
Create a targeted recruitment plan for female
administrators, coaches, and officials

Area Associations andMember Federations

1

ROADMAP FOR DELIVERY -12

53

STRATEGIC GOAL = MORE FANS

Objective

Visibility of the
sport

Informedby data andinsights

Reputation

ROADMAP FOR DELIVERY -Innovation andtechnology

Entertainand engage
via digital

Action no.

ActionPrimary responsibility

Actionpriority

Deliveryyear

Headline KPI

1

Ensure Diamond League and Continental Tourtiming, promotion and broadcast
coverage maximised

World Athletics

1

2022

Continental Tour and Diamond League available to view – either linear or digital– in every country with an MF

2Continue to promote growth of theContinental Tour to provide top level athletics
product in every region of the world

World Athletics

1

2022

Increase in total number of Continental Tour events and increase acrossall Areas

3

Continue to invest in Area and National
championships

Area Associations andMember Federations

1

2022

Large/medium MFs to host at least one competition suitable for leading elite
home athletes per annum

4

Stage high quality Area Championships withrobust communications plans showcasing theregions’ athletes

Area Associations

1

2022

High quality Area competitions with robust communications plans to promote
the sport in the region

5

Build profile of the nations’ elite athletes andnational teams

Member Federations

1

2022

50% of MFs to establish campaigns promoting elite home athletes and local/
regional competitions

6

Promote the sport of athletics

Area Associations andMember Federations

1

2022

All Areas and 80% of MFs to adopt and deliver at least one of World
Athletics’ campaigns per annum

7Creation of technical specifications andframework to assist Areas and MFs in building
fan database and engagement

World Athletics

2

2023

Framework in place and communicated to Areas and MFs

8Sharing of centrally collated research andinsights and guidance regarding use

World Athletics

2

2022

Data continues to be shared with the sports stakeholders

9

Established research frameworks at Area levelto collect insights and information from bothfans and non-fans

Area Associations

2

2023

All Areas to collect fan and non-fan data and have mechanism in place toanalyse and share data with MFs

10Established database of fans andengagement plans

Member Federations

2

2024

30% of MFs to have established fan database by 2024 building to 60%
by 2030

11

Develop country specific plans to increase
fan numbers via ‘real’ face-to-face (as well as
digital) means

Member Federations

2

2025

All MFs to have plans in place by 2025

12

Policies (safeguarding and human rights) to be
finalised and shared

World Athletics

1

2022

Reputation of the sport to improve by 25% via fan surveys

13

Education, implementation workshops andmonitoring mechanisms in place

Area Associations

2

2023

Annual workshops for MFs on safeguarding, anti-doping and human rights
in place

14

Implementation of policies in country witheducation and communication plans in place

Member Federations

2

2023

Seminars and communication with stakeholder groups (technical officials,
coaches, clubs) delivered

15

Challenge the sport to have an open mindset
to innovation

World Athletics

1

2022

Innovation seminar conducted with Council and eLearning modules created tostimulate innovation thinking

16

Area led innovation and technology seminars
with fan-centric mindset

World Athletics andArea Associations

2

2023

All Areas to hold an Innovation round table session open to all their MFs

17

Identify at least two new innovations or
technologies to test together with mechanism
to gather feedback from fans

Member Federations

3

2025

50% of MFs have a plan to test at least two new innovations or technologies ata national event

18

Provide guidance and best practice to MFs in
how to better use digital assets

World Athletics

1

2022

All Areas and 80% of all MFs attended communications webinar

19

Audit of social media channels and frequency
of useWorld Athletics andArea Associations

1

2022

Comprehensive map of all Area Association and MF digital channels andfrequency of use

20

Annual plan to deliver content acrossdigital channels

Area Associations andMember Federations

3

2023

80% of MFs have implemented a content plan and have resources in place todeliver plan

21

Maximise fan engagement via digital channels

Area Associations andMember Federations

1

2024

Digital followers across all MFs to double every two years with reporting
through annual reports

22

Explore e-sport and gamification
opportunities for our sport

World Athletics

3

2023

Feasibility assessed and trialled by 2023

55

STRATEGIC GOAL = MORE PARTNERSHIPS

Objective

Benefits ofpartnering withathletics

MF and Area
support andsustainability

Action no.

ActionPrimary responsibility

Actionpriority

Deliveryyear

Headline KPI

1Continue to lead in positioning the sport via
campaigningWorld Athletics

1

2022

All MFs to have promoted at least one World Athletics campaign per annum

2Create toolkit outlining benefits of partneringwith the sport

World Athletics

2

2022

Toolkit created3

Communicate benefits partnering with thesport can deliver to governments

Member Federations

2

2023

All MFs to have engaged quarterly with government per annum

4

Assessment of the sport’s commercial
partnerships, including promotion of elite
athletics

World Athletics

3

2025

Assessment of the sport’s commercial arrangements in line with partnershiprenewal/expiry

5

Build Area and MF capacity by provision of
more targeted services and support

World Athletics

1

2022

New development model and support/funding structure in place in 2022

6

Attract new or enhance existing partnerships(commercial or non-commercial)

All stakeholders

2

2023

All MFs and Areas and World Athletics to have secured at least one new orrenewed at least one existing commercial or non-commercial partnership by2023

7

Acknowledge regional variances in public
and private funding to co-ordinate MF
approaches

Area Associations

3

2023

Area led workshops to take place annually from 2023

8

Benefits of hosting guidance, socioeconomic
impact promoted to future hosts and sharedwith Areas/MFs

World Athletics

3

2022

Guidance provided to MFs by mid-2022

9

Feasibility for event hosting, driving regional
co-ordination to deliver high quality Area
championships

Area Associations

3

2023

Increase in expressions of interest in hosting Area championships across MFs
and feedback from championships

10

Continue promoting broadcast of World
Athletics Series events, Continental Tourand World Indoor Tour and share learnings
and relationships with Areas/MFs to increase
global broadcast reachWorld Athletics

2

2023

Increase in broadcast reach for the sport of 10% by 2025 and 50% by 2030

11

Area and National Championships broadcast

Area Associations andMember Federations(where possible)

1

2023

All Area Championships broadcast (linear/streamed) by 2023, with increased
broadcast reach in each region
Increase in the number of MFs broadcasting their national championships

12

Creation of framework and sharing ofcentrally collated insights

World Athletics

3

2022

Framework in place and communicated to MFs and Areas in 2022
Data continues to be shared with the sport’s stakeholders

13

Use centrally provided and own-sourced
data to produce country specific plans forpartnerships

Area Associations andMember Federations

3

2023

All MFs to have country specific plans for partnerships in place by 2023

Host cities

Broadcastpartners

ROADMAP FOR DELIVERY -Data andinsight forpartnerships

57