Adoption of Sport for All in Sport organizations

Why is it so important

ISO or NF should adopt an organic and sustainable glance towards including S4A in their organisations. This approach should be structural.

What you will find here

Managerial recommendations that contribute to the adoption of S4A strategies in a long term.

Who can apply this

  • ISO managers
  • Other officials with the mandate of promoting S4A


General strategy

  • Sport should be part of a multidisciplinary strategy that requires the support of other partners. Therefore, programmes are most effective when well-coordinated with other sectors, including NGOs, athletes’ associations, clubs, among others. A quick list of key stakeholders that should be covered in a S4A strategy include:
    • Members of the ISO (national and international)
    • Retired athletes (legends)
    • Authorities, politicians
    • Media
    • Sponsors
    • Clubs
  • Setting an S4D strategic road map implies a long-term programming approach with gradual growth expectations. An ISO should start with local celebrations and then expand the reach of the programmes/events with national scope initiatives. Annual agendas, at least in the initial stages of adopting a plan, should include very reachable goals
  • Programmes/activities should be delivered in an integrated manner with other local, regional and national development and peace frameworks. The most universal at the moment is the 17 Sustainable Development Goals

Statutes and Policy papers

  • ISO should address inclusion and its associated values on and off the pitch, which means the adoption of policies that contribute on a broader level to the massification of the right a person has to be involved in Sport.
  • The Sport for All Pledge can serve as an effective basis for IOS  towards building their statutes with focus on S4A.
  • Principles of inclusiveness, safeguarding, solidarity and fair play should be encouraged. Minorities such as refugees, females, non-binary, disabled, should be approached not just participants but as volunteers, coaches, board members, trainers, managers and other professionals involved in Sport.
  • A holistic approach should include a wide variety of activities with an impact on physical and mental well-being

Creation of Commissions

  • As in other stages, the creation of S4D structures should follow a gradual approach that optimizes ISOs resources
  • Key areas include:
    • Training
    • Communications and advocacy
    • Volunteering

Importance of building legacies

  • ISO should keep a record of key interventions to show the potential to embrace a long-term project
  • Photos, testimonials, and other systematization documents are always a must

Transfer of capabilities

  • Involve the following target groups
    • Elected officials
    • Staff members
    • Volunteers
    • Umpires
    • Club managers
    • Universities and higher vocational schools to develop training programmes for coaches