The Mallin Report - 2007 British Basketball Government Review

The report and findings of the
Mallin Basketball Review
31st July 2007

Mallin Basketball review report22

Mallin Basketball review report 33
Chairman’s Introduction
I accepted the position of Chairman of the
Basketball Review Group because I believe that
basketball has significantly more potential than any
other sport to dramatically increase the level of
participation in sport across England at all levels.
I would like to express my personal thanks to everyone who has
contributed through the consultation process.My special thanks
to the members of the Basketball Review Group who have provided
their time and professional expertise to contribute the insights and
recommendations contained within this report:
Paul Buxton,Performance Programme Consultant,UK Sport
Perry Crimmins, Project Manager,Sport England
John Eady, Managing Director,Knight,Kavanagh and Page
Trudi Else, Client Manager,Sport England
Martin Henlan, Broadcaster/Journalist UKTV,ex England and GB International Basketball
David Henwood, Management Consultant,ex Deputy CEO Gloucester RFC
Tony Mallin (Chair), CEO,STAR Capital Partners
Stephen Redwood, President and CEO (UK),Mercer Delta Consulting
Michael Sorkin,Vice Chairman,N M Rothschild & Sons
Dr NeilTunnicliffe, Principal,Wharton Consulting,former CEO Rugby Football League
LisaWainwright, Head of National Sport,Sport England
Chairman’s introduction
There are 5 key recommendations:
1. Appoint a high calibre Chairperson
2. Reform the governing body
3. Provide sufficient funding
4. Grow sustainable grass roots participation
5. DevelopWorld-Class British teams
These recommendations directly address the challenges identified during the Review Group’s consultation.
We must not lose time in implementing them if we wish to see a fundamental increase in participation and
an improvement in the performance of basketball.
Tony Mallin

Endorsements
Derek Mapp,Chairman,Sport England,“In our aim
to increase participation by 2 million in sport by 2012,
basketball is ideally placed to contribute significantly to
this,particularly engaging priority groups.With strong
vision,leadership and innovation through delivery of
the recommendations in this report,I hope we will see
the sport flourish and achieve its full potential”
Jennie Price,Chief Executive,“Sport England welcomes
this review,and will continue to provide active support
to the sport of basketball to provide a platform to help it
rise to the significant challenge of delivering a step
change in participation.”
Liz Nicholl,Director of Performance,UK Sport,
“UK Sport is reliant on a strong,effective and well
resourced England governing body to underpin our
investment in the British team and deliver a legacy for
2012.We therefore welcome the recommendations in the
review that seek to ensure such a structure is now in place.”
Luol Deng,Chicago Bulls,“As pleased as I am to be
included in this review,I am even more excited to play a
leading role in the continuing development of the sport of
basketball in the UK.England gave me my first opportunity
to succeed in this sport and opened many doors for me.
Every suggestion this review has outlined shows a new
commitment towards excellence for the future of
basketball.I am committed to teach the game and help
develop the sport throughout the UK.With the 2012
Olympic Games in London we have an opportunity that
has to be seized! I am confident that our team will deliver
success on the international stage and in turn raise the
profile of the sport at the same time”
Pops Mensah-Bonsu,Dallas Mavericks,“This will be
an opportunity to expose and develop athletes within a
dormant sport in the UK,leaving generations of young
people participating in one of the fastest growing sports
in the world.Developing new talents through grass
roots programmes such as the Leaders InTraining Pro
Development BasketballAcademy,which will develop
future elite athletes for London 2012 and years after.
It will also give us the contingency to create one of the
best development leagues in Europe as we haven’t really
established one in England.”
David Stern,Commissioner,NBA,“The 2012 Olympics
provide an enormous opportunity to improve basketball
in the UK and at the national and international level,as
well as use the sport to bring together diverse communities.
The NBA fully supports the need for this fundamental
review of the sport,and we look forward to seeing
significant positive changes in the near future."
Jordi Bertomeu,CEO,Euroleague,“The review of
basketball is an extremely positive step in developing
the sport in the UK.The Euroleague looks forward to
supporting the positive change that will come out of
this review process.”
Phil Beard,CEO O2 Dome,formerly LOCOG,
“The vision of London 2012 is to stage inspirational Games
that capture the imagination of young people around the
world and leave a lasting legacy.Basketball has the potential
in this country to help achieve this.With these changes,and
with the infrastructure we are developing,we could put on
events that would be the envy of the world.”
Endorsements / Glossary
Glossary
AfPE Association for Physical Education
AOTTs Adults other than teachers
BBF British Basketball Federation
BBL British Basketball League
BCA Basketball CoachesAssociation
BOA British OlympicAssociation
BSF Building Schools for the Future
CCDP Community Club Development Programme
CSC Community Sports Coach
CSN Community Sports Network
CSP County Sports Partnership
CPD Continuous Professional Development
DCMS Department for Culture,Media and Sport
EB England Basketball
ESBBA England Schools BasketballAssociation
FE/HE Further Education/Higher Education
FIBA The International Basketball Federation
GB Great Britain
GBB Great Britain Basketball
LA Local authority
NBA National BasketballAssociation
NGB EB or any successor organisation
P4S Partnerships for Schools
PDM Partnership Development Manager
RDA Regional DevelopmentAgency
SCW Sports Council forWales
SCUK Sports coach UK
SE Sport England
SSP School Sport Partnership
TASS TalentedAthlete Scholarship Scheme
UKCC UK Coaching Certificate
YST Youth SportTrust

Table of Contents
1.Background 6
1.1Terms of Reference 6
1.2 Consultation 7
2.Executive Summary 8
2.1The case for investing in basketball 9
2.2 Challenges 10
2.3 Recommendations 11
2.4Targets 15
2.5 Next Steps 17
3.The Case for Investing in Basketball 18
3.1 Basketball today 18
3.2The participation (grass roots and club) potential 21
3.3The performance (elite and international level) potential 22
4.Challenges 23
4.1 Organisation 24
4.2 Participation 25
4.3 Performance 31
5.Recommendations 33
5.1Appoint a high calibre Chairperson to implement
this report in its entirety 34
5.2 Reform the governing body 34
5.3 Provide sufficient funding 39
5.4 Grow sustainable grass roots participation 40
5.5 DevelopWorld-Class British teams 43
6.Targets 44
7.Next Steps 48
8.Appendices 49
APPENDIX 1:List of Consultees 49
List of Figures
Figure Title Page
1. Role of respondents in the online survey 7
2. EB 2006 and 2007 proposed funding requirement 14
3. % UK adults participating in sport at least once a month 2006 19
4. Relative basketball participation:France,Italy,
Germany and England 19
5. FIBA 2006World Basketball Rankings 20
6. Key success factors for basketball 23
7. Chart indicating the extent of agreement or disagreement with
a set of statements describing England Basketball 24
8. Quality rating of teaching and coaching in basketball 26
9. England Basketball‘affiliated’club distribution 27
10. England Basketball‘Clubmark’club distribution 27
11. Rating of officials in UK basketball 28
12. Chart indicating the extent of agreement or disagreement
with a set of statements describing the British Basketball League 32
13. Reformed National Governing Body:proposed Board structure 35
14. Reformed National Governing Body:proposed ManagementTeam 37
15. Reformed National Governing Body:proposed Participation Directorate 38
Table of Contents

Mallin Basketball review report1.Background6
1.Background
• Improve and enhance the governance,
structure and strategic direction of the sport.
• Develop and grow participation at grass roots
and club levels.
• Establish a mechanism to build and sustain
improved performance at international level.
1.1Terms of Reference
The task set for the Mallin Basketball Review Group
(‘the Review Group’) by the then Sports Minister Richard
Caborn,was to review the structure and governance of basketball
in England and to propose a series of recommendations to1
:

Mallin Basketball review report 71.Background
1.2 Consultation
The consultation process has enabled the Review Group
to develop and propose a series of recommendations that
are designed to overcome the obstacles which currently
stand in the way of building a thriving basketball culture
in Britain.
We would like to express our sincere thanks to over
500 individuals who through consultation or the online
survey have provided their views to the Review Group.
Agency consultation
The Review Group has been encouraged by the interest,
enthusiasm and evident commitment of participants in
every level of the sport.In particular they have been
reassured by the high degree of unanimity about the
challenges we face.An exceptionally good representation
of parties has been achieved:
• Over 80 individuals representing more than 30 agencies
concerned with basketball have been consulted.
• Most aspects of basketball functions were represented2
.
• Views have also been received from England Basketball,
FIBA,the NBA and other UK/England NGBs.
Additionally an online survey3
was conducted which
attracted more than 400 respondents;findings were
consistent with direct consultation interviews.
• Data was collected via online survey between 1
September and 16 October 2006.
• A range of contacts were invited to participate.
Contact details were provided by
EB/BCA/ESBBA/BBL,via the Mallin Basketball
Review website and via direct email contact.
• 411 individuals completed the survey and many
others provided comments via email.
• The survey site was accessed via the Mallin Basketball
Review website www.mallinbasketballreview.org
(which was accessible from the Sport England and
Hosana websites).Over the review period 25,413
hits were recorded.
A wide and varied view was captured through ensuring
diversity in the demographics of the survey respondents
(see figure 1 below).
Existing policies
The report reflects the principles of UK Sport’s
‘Investing in Change’and Sport England’s‘SelfAssurance
Model’templates.It recognises that,in the investment
strategy for Beijing 2008 and London 2012,UK Sport
has adopted a 'no compromise' approach to funding
and support.
1 The report does not cover wheelchair basketball.This is classed as a separate sport and NGB.
2 E.g.paid and voluntary,domestic and international,participation,coaching,education,media,‘street basketball’,officiating and administrative capacity
3 Source:Mercer Delta Consulting
Figure 1:
Role of respondents in
online survey
Source:Online Basketball Survey
2006 (it should be noted that many
respondents have more than one role)

•Iseasy to play and enjoy at any age,available both
indoors and outdoors.
•Can attract grass roots participationindeprived
areasandsohasstrong potential to create bonds and
friendshipsacrosscommunitiesandreducestreetcrime.
•Can help to combat health issuessuchas
youth obesity.
•Isattractive to young people,havingstrong
links with fashion and music.
•More than other sportsis equally attractive
to boys and girls.
2.Executive Summary
2.Executive Summary

4 Rankings published on the FIBA website December 2006
2.1The case for investing in basketball
Basketball is played by more people than any other sport
in the world except football.It is hugely popular in Europe,
theAmericas,Australasia andAsia.As ofAugust 2006,the
International Basketball Federation (FIBA) had 213 member
federations,and is now responsible for a sport that has more
than 400 million players world-wide.However participation
in England,at 25,000 registered players,is significantly below
that of its peers in Europe.
Some success has been achieved in major competitions,
most notably the 2006 Commonwealth Games where
both England’s men’s and women’s teams won bronze
medals.However,home nation teams (England,Scotland
andWales) currently rank outside the top 75 (for men)
and 64 (for women) in the world .
The Review Group believes that,given the situation of
basketball today and the large potential for the sport,more
can be achieved through investing in the development
of basketball than any other team sport in England both
in terms of elite performance and wider participation.
This is based on the scale of improvements possible
compared with European peers,the impact on a range of
social factors,health benefits and the time required to achieve
significant improvement - relative to any other sport.
Participation (grass roots and club) potential
Basketball is an inclusive sport.It assists in breaking down
cultural and social barriers where they exist.It is a sport that:
• Is easy to play and enjoy at any age,available both
indoors and outdoors.
• Can attract grass roots participation in deprived areas
and so has strong potential to create bonds and friendships
across communities and reduce street crime.
• Can help to combat health issues such as youth obesity.
• Is attractive to young people,having strong links
with fashion and music.
• More than other sports is equally attractive to
boys and girls.
In England,basketball has less than a quarter of the number
of registered players compared with other traditional team
sports such as hockey and netball,despite a large unaffiliated
player following.In addition we still lack the club network
of our European peers.England has less than 20% of the
number of basketball clubs in France,Italy or Spain.
To improve this we must ensure we have good management
and co-ordination particularly where new facilities are
already planned,e.g.,aligning with the Building Schools
for the Future (BSF) programme for school infrastructure
renewal.If better managed and coordinated and linked
to national programmes,basketball can really deliver
substantial value for money.
Basketball has the potential to become a major participation
sport in Britain,generating levels of involvement to match
those achieved in Europe.Even with the stronger presence
of other sports such as football,rugby and netball in the
UK,there is no inherent cultural reason that explains why
participation in basketball in this country is so much lower
than our main European counterparts.
Performance (Elite and International Level) Potential
It is widely believed that by removing specific barriers to
national representation we have the potential to access a
stock of talented GB athletes from which successful
national teams can be produced.There is currently a
growing number of British players playing in the NBA,
the NCAA and others who are contracted to professional
teams in Europe.All could add enormously to the quality
of what is already shaping up as a strong GB team.With
support from high profile players for British basketball
there has never been a better opportunity to impact on
GB performance.
Sufficient performance funding from UK Sport can also
enable basketball to establish an elite player development
programme and invest in British representative teams at
a level that has simply not been available before.
If we were to be represented by the very best British
players from around the world,there is every chance that
GB could achieve comparable world rankings to those
of our European peers within a relatively short timeframe
and aim to achieve success on the Olympic stage in 2012.
Putting this in perspective,France (silver medallists at the
Sydney Olympics) has 4 NBA players and is ranked in
the top 10 in the world.
For the past 20 years or so Britain has been identified
within the basketball world as the country that will
sooner or later tap into the exceptionally high level of
talent available.There is,therefore,a real opportunity to
improve GB’s international performance and,like other
countries,generate significant investment and income at
elite performance levels.Staging the 2012 Olympic Games
gives the GB basketball teams an opportunity to qualify
for the final stages of the Olympics for the first time since
1948.This can be used as a platform to dramatically increase
the attractiveness of the sport to a wider pool of current
and potential players.
Basketball is an exciting team sport and it is extremely
attractive as a television and sponsorship proposition.
A high profile national team would only encourage
further commercial investment.
2.Executive Summary

2.2 Challenges
The facts above,and the views expressed to the Review
Group during the consultation process,confirm that there
are many challenges to address.The investment case for
basketball needs to be justified based on a strategic plan
that addresses all of the following challenges.
2.Executive Summary
Strategic direction
• Under supported vision:Despite published plans,
the consultation process suggested that the vision for
basketball is not well understood and could be much
better bought into at all levels.
Structure and governance
• Organisation unsuitable:The current organisation
of basketball in England is ill suited to face the
challenges ahead.The wider basketball community
has reservations about EB’s ability to take the sport
forward.Many problems exist in relation to the structure
and governance of the sport.To address these problems
and meet the challenges ahead,we believe change to
the constitution,powers,scope and obligations of
the governing body is vital.
• Disparate governance: Management and co-ordination
is hampered by the fact that different facets of the sport
are managed and operated separately (coaches,BBL,
independent leagues and camps).The ongoing unease
between and within these bodies has been a
hindrance to progress.
• Weak execution:This is the third review of the sport
commissioned since 2000;none appears to have resolved
the issues covered in this report.Many blockages to
progress remain and key bodies in basketball lack focus
on a performance culture.
Investment
• Under-funded: Given the task ahead insufficient
funding is channelled into the sport.There is also
no clear strategy to reduce funding dependence
and increase income from commercial sources.
• Funding not allocated optimally: Funding is not
systematically focused on high impact areas.
Participation (grass roots and club level)
• Poor access to facilities:The sport,at all levels,
has insufficient access to affordable facilities of the
right standard.
• Limited presence in schools:Young people in
primary schools have insufficient opportunities to play
basketball.The quantity and quality of the teaching and
coaching of basketball in secondary schools does not
clearly lead into both recreational and competitive games.
• Inadequate coaching capacity and capability:
Co-ordination and distribution of coaches is limited.
There are too few good,qualified coaches working in
basketball,and a structure ill suited to making any
fundamental improvements.
• The club base of basketball is limited and
geographically inconsistent: Compared to European
neighbours,e.g.,France,Italy or Germany,England
has less than 20% of the number of clubs.
• Limited player pathways:There are too few known
and easily accessible opportunities for players to progress
from participation at school and/or clubs to higher levels
of performance.The partnerships to improve this are
not managed to achieve their full potential.
• Inadequate competitions: Club competitions
could be much better organised so as to make it easy
or affordable for clubs to complete in enough areas.
Performance (international level)
• Weak domestic professional league (BBL):
The professional league is commercially weak,widely
distrusted and the competition is of a much lower
playing standard than our European counterparts.
• Barriers to a high performance national team:
Contractual release of Great Britain international players
located in all countries needs better forward planning.
Elite performers are not presently provided with the level
of support they require to take part and perform well.
The level at which coaches currently operate does not
support the improvement of international performance,
or set a culture of success for the team.

Mallin Basketball review report 112.Executive Summary
1)Appoint a high calibre Chairperson
to implement this report in its entirety
A leader is needed who is able to drive an organisation
that can deliver the vision for the sport.This should be
a person of stature with commitment to the sport and
strong business acumen who will have the skills and
character to unite the sport and implement all the
recommendations in this report.
This appointment will be a major step towards bringing
the recommendations in this report to life and meeting
our key targets.We must make the appointment as quickly
as possible if we wish to capitalise upon this unique
window of opportunity.
2.3 Recommendations
Despite these challenges there is no insurmountable
barrier to generating significant expansion in grass roots
participation or to increasing levels of performance.
Review Group recommendations are encapsulated in
5 themes which need to be implemented rapidly
(with 24 specific recommendations detailed in section 5)
in order to deliver a key objective:
“By 2012,double basketball participation
and create GB teams that qualify for the
Olympic quarter finals.”
1. Appoint a high calibre Chairperson to
implement this report in its entirety
2. Reform the governing body
3. Provide sufficient funding
4. Grow sustainable grass roots participation
5. DevelopWorld-Class British teams

Its view is that fundamental change to the constitution,
powers,scope and obligations of the governing body is
required and that the governing body needs to reform in
order to help the sport realise this potential.If EB does
not commit to and is unable to undertake such changes
within a reasonable timescale (no more than 12 months
from publication of this report) we believe it would be in
the best interest of basketball for a new governing body
entity to be formed to replace the existing entity.
EB must be set up to attract and retain the best people to
run the sport within an appropriate management structure.
Existing EB employees should be given the opportunity
to apply for all posts within the new structure5
.
The NGB should have the vision for the sport in England.
It should build upon existing published plans and align
all relevant bodies around these.It should be able to fight
basketball’s corner effectively with renewed vigour.
At both national and local level it should re engage and
work with enthusiasts across the country to build grass
roots participation and develop the game;supporting
GB national teams to compete at the highest level
with distinction.
The NGB should create an environment and culture with
a strong sense of belonging for those who participate in
basketball.It must operate a target based performance
culture and control key leadership aspects of the sport in
England.In particular,to ensure that the sport grows and
strengthens at all levels,it must have an impact upon the
following factors:
• increase the presence of basketball in schools
• the number,quality and distribution of clubs
• levels of access to affordable facilities
• the management and co-ordination of quality coaches
• relationships with the professional game
• commercial and philanthropic sources of funding
The Review Group accepts that,although highly desirable,
it is not practical at this time to attempt to create a single
British governing body for the whole of basketball.
However,the NGB must have a close working relationship
with Scotland andWales,and positively contribute to a
British agenda.
5 All recommendations in this report concerning staff of EB are subject to any impact (if applicable) of theTransfer of Undertakings Protection of Employment (TUPE)
Regulations or similar legislation or statement of practice and/or other employee consultation requirements.
2.Executive Summary
Despite this,the Review Group’s
finding is that many problems
continue to exist in relation to the
structure and governance of the
sport and that theWhole Sport
Plan does not realise the full
potential of basketball.
2) Reform the governing body
Progress has been made in the sport over the last few
years and plans have been put in place by the home nations
to develop a GB team.England Basketball has also become
more financially stable and this is a significant achievement
that deserves acknowledgement.

In order to ensure the continuity of funding to the elite
development programme,UK Sport and the Review
Group agreed that as a temporary and interim measure
UK Sport would form a subsidiary company to manage
and fund basketball’s elite performance operations.Its role
will include defining the desired player pathway for elite
performance,elite coaching,and the GB national team
culture and development.This action has DCMS and
Treasury consent and the subsidiary company was set up
in early 2007.
It is planned that the British Basketball Federation
(if and when recognised),acting on behalf of the three
home country basketball associations,will delegate
responsibility for the formation and fielding of British
senior and Under 20 teams to the subsidiary company.
In seeking recognition from the sports councils,BBF must
have representatives from each of English,Scottish and
Welsh Basketball in membership.The Review Group
recommends that,in addition,the CEO of the NGB
should become the Chairperson of the BBF.
We must ensure that the NGB and the elite basketball
agenda remain firmly aligned.If recognised,BBF must
agree how the performance function is to be managed.
UK Sport will set out its requirements in this respect along
the lines of the template agreed with other British sports
that predominantly compete at home nation level such as
hockey,badminton,table tennis,volleyball and boxing.
If and when BBF is recognised by the Sports Councils
as the body with responsibility for overseeing elite
performance basketball,it is recommended that it should
delegate responsibility for operational management of the
GB elite performance basketball function to the NGB
via a service level agreement.This will replace the existing
arrangement between BBF and the subsidiary company
and allow the transfer of the subsidiary company to
the NGB.
In the interim,in order to ensure effective working
practices and communication,the NGB and the subsidiary
company managing the elite basketball programme should
be co-located.
If our first two recommendations are not implemented
in full then we believe there is little prospect of additional
funding bearing fruit.
3) Provide sufficient funding
Without sufficient funds it is highly unlikely that success
will be achieved.Basketball must be empowered to make
the required step change by being allocated a level of
funding support to achieve this,directly tied to interim
evaluation of performance.
The NGB should have a structure capable of making a step
change in the development of the sport.This will require
funding significantly in excess of that presently allocated.
It should be provided on the understanding that,over time,
income generated via other means will account for a
steadily increasing proportion of annual expenditure.
Following the implementation of recommendation 2,
the proposed higher budget should be made available for a
minimum of 3 years.The first three years of the reformed
NGB operation should be reviewed in the light of progress
against set targets
Total income required to run the NGB as envisaged in
recommendation 2 will be around £3.25m per annum.
This has been calculated on a bottom up basis and should
enable the headcount to increase from around 20 to about
40 staff.It will allow the NGB to attract greater levels of
expertise and skills from within the marketplace.
Commercial income (including membership fees) should
provide up to £1m based on EB’s current income from
these sources,thereby leaving £2.25m to be funded
elsewhere.
The recommendation is that Sport England should provide
annual funding to the NGB totalling at least £1.7m per
annum.This is an additional £1.2m in funding per annum
above the planned £0.5m funding to EB for 07/08Whole
Sport Plan.
UK Sport will provide a further £1.5m per annum to the
subsidiary company for GB elite performance basketball.
The subsidiary company will require a central overhead
capability to function effectively.The NGB should provide
this support and should be compensated at a fair market
rate,which we estimate to be £150K.
This leaves a funding gap of £0.40m to which the NGB
will need to find an early solution.£0.25m is a result of
the fact that the cost of the elite youth activity does not
appear to fall within the remit of either UK Sport or Sport
England for which a contingency reserve of £0.15m
has been added.
The Review Group believes that the strategy it is
recommending will in time lead to the NGB generating
significant commercial revenues over and above the
public funding outlined above.As commercial revenues
develop and are reinvested in basketball,the Review
Group recommends that public funding must be
maintained and not reduced as long as targets are being
achieved.This will enable basketball to grow at an
accelerated pace towards the benchmarks set by major
European countries such as Spain,France and Germany.
Formal funding discussions have taken place with Sport
England and we are encouraged by the support it has given.
The first formal task of the new Chairperson will be to
submit funding applications to Sport England.

Figure 2:
EB 2006 funding and NGB
2007-09 proposed funding
requirements
England and we are encouraged by the support it has given.
The first formal task of the Chairperson will be to submit
funding applications to Sport England.
2.Executive Summary
Note Sport England totals include:
05/06 - £650kWhole Sport Plan,£85k PESSCL club links school
programme,£65k UK Coaching Certificate,£473.5k Commonwealth
Games Funding
06/07 - £650kWhole Sport Plan,£97.5k PESSCL club links
school programme,£66k UK Coaching Certificate
07/08 - £500kWhole Sport Plan,£87.75k PESSCL club links
school programme.
Source:Sport England
Over the next five years the NGB will need to
derive substantially more income from both commercial
and philanthropic activity at national and local level.
Staff should be hired with professional skills in rights
management to ensure that commercial opportunity and
value is maximized.EB should work with the temporary
subsidiary company,the professional league (assuming that
it accepts the need for substantial reform and improvement)
and clubs to split the rights in an equitable way,using other
federations as examples of how this might work.
4) Build sustainable grass roots participation
Strong processes to drive basketball’s access to existing
and planned facilities are required.These should be
underpinned by a carefully planned and conducted
audit of present levels of basketball facility access,
affordability and security of tenure.The club base needs
to be expanded and to be geographically diverse to offer
quality opportunities to many more local communities.
A programme should be designed and actively managed
to produce consistently higher coach quality,availability
and distribution.The NGB should (working closely with
the subsidiary company) implement processes to enhance
understanding of performance requirements,identify
and develop effective talent and put in place appropriately
structured and available competition.
The NGB management structure should ensure that
partnerships are more effectively managed.Increased
staff numbers at regional level will ensure a seamless
player pathway between school,club and higher levels
of performance.
Over the next five years the NGB will need
to derive substantially more income from
both commercial and philanthropic activity
at national and local level.

5) DevelopWorld-Class British team
The NGB should work closely with UK Sport and
the subsidiary company to significantly improve the
performance of GB elite basketball.Together they will
remove barriers to national representation;address issues
such as release planning for contracts and costly insurance;
and implement a satisfactory talented player pathway.
The outcome should be the very best GB squad drawn
together from British elite talent around the world.
Furthermore,the professional league,together with the
NGB,should set up a working group with the aim of
co-ordinating activity to support the development of
basketball throughout the country.Specifically this will
ensure that it plays an increasing and more beneficial role in
grass roots development and talent pathways and become an
integral part of the talented/elite player development system.
Specific activities could include entering a composite
team in the Euroleague.There is an argument for housing
this team elsewhere but,for maximum commercial impact,
London is the natural home.There would be a requirement
to centrally fund the British core of the team with a further
2 or 3 high standard foreign nationals as necessary and coach
selection is of critical importance.The British core would
be placed with existing clubs for domestic competition and
would be built around the national elite squad.It would
add considerable value to the commercial and media
propositions/opportunity for the sport.There would be
a requirement for special dispensation from Euroleague,
but this should not be a major barrier.
2.4Targets
A focused and unified approach is required to meet the
vision for basketball.The NGB should operate through
a target based performance culture to achieve this.
An independent evaluation of performance against targets
should be conducted on an annual basis in order to
determine the NGB’s progress and to define a timescale
to delegate elite Great Britain performance operations to
the NGB.In additional to the key targets 1-20 below,
further targets are contained in section 6 numbered 1-33.
OrganisationTargets Measurement
Organisation 1) By Dec 2007 Chairperson,CEO and management
team appointed and reformed organisational
structure in place
2) By Dec 2008 achieve a clear and aligned sense
of direction,driven by an organisation that is
accountable for and better equipped to deliver
the required improvements
3) By Jun 2008 all staff appointed to NGB (staff
complement should rise from c20 to c40)
Governance 4) The sport should be managed by a reformed
governing body with a remit to manage all facets
of the game in England including future delegated elite
performance operations
Professional staff 5) Attract and retain the best people to run the sport
Funding 6) By Dec 2007 agree recommended funding from
Sport England and UK Sport and submit all
relevant funding applications
Mallin Review Group & Sport
England progress appraisal
– Jan 08 and Jan 09
Baseline online survey 2006
Re-conduct online survey 2008
England progress appraisal – Jan 08

PerformanceTargets Measurement
World Ranking 12) By end of 2007 GB men’s team to be promoted to
A division of the Eurobasket.
13) June 2008 GB men’s team performing well
inA division
14) End 2008 GB women’s team leading the
B division of the Eurobasket.
15) By the end of 2009 GB women’s team to be
promoted to theA division of the Eurobasket.
16) By the end of 2011 British teams to secure
the right to compete in the Olympic Games.
17) GB men’s team to qualify for the quarter final at
the London 2012 Olympics
Professional league 18) Build strong partnership with the professional
league in order to create a high quality,viable
professional league driving involvement in
European club competition
19) Enter a composite team in the Euroleague
Competition 20) By 2014 attract 2 major world class basketball
events to UK e.g.Euroleague Finals,FIBA
Eurobasket 2013,FIBA 2014World Champs.
Baseline FIBA Rankings 2006
FIBA Rankings 2007 >
England progress appraisal – Jan 08
ParticipationTargets Measurement
Players 7) By 2012 to double the number of registered players.
Teams / clubs 8) By 2012 to double the number of registered
teams/clubs.
Participation 9) Bring the sport into the national‘top 10’as measured
via Sport England’s‘Active People’survey by 2012
Facilities 10) By 2008 agree facilities target
11) By 2012 deliver facilities target
Baseline EB P&L 2006
NGB P&L 2007>
Baseline Sport England‘Active
People’Survey 2006
Survey >2007
ConductAudit of Facilities
20)By 2014 attract 2 major world
class basketball events to UK e.g.
Euroleague Finals,FIBA Eurobasket
2013,FIBA 2014World Champs.
2.Executive Summary

2.5 Next steps
1.Agree with all key stakeholders the recommendations within this report.
2.Secure funding.
• Submit funding application to secure £1.7m from Sport England.
•Agree market rate £0.15m of overhead provision for the subsidiary company.
• Create a plan for generating £1m commercial income.
• Create a plan to fill £0.4m funding gap.
3.Begin the formal process to appoint a Chairperson of the NGB
for a 4 year term.His/her immediate role should be to:
• Implement the recommendations in this report in its entirety.
• Oversee the reform of the NGB.
•Appoint a CEO to the NGB.
• Put in place a systematic performance management framework within the NGB.
• Outline a remuneration approach to incentives and reward staff performance.
4.Establish a quarterly report by the NGB CEO to Sport England
and UK Sport on the implementation of this plan.
5.Sport England to make available funds totalling £300k to initiate
implementation of the recommendations of this report.
2.Executive Summary

Main Report
3.The Case for Investing in Basketball
3.1 Basketball today
Basketball is played by
more people than any
other sport in the world
except football.
It is hugely popular in Europe,theAmericas,Australasia
andAsia.As ofAugust 2006,the International Basketball
Federation (FIBA) had 213 member federations,and is
now responsible for a sport that has more than 400 million
players world-wide.
Whilst we estimate that the number of unaffiliated players
paints a more positive picture (see Figure 3) participation
in England,at 25,000 registered players,is significantly
below that of other team sports such as hockey 85,000
and netball 59,000 as well as its peers in Europe
(Italy,France,Spain and Germany).

Mallin Basketball review report 193.The Case for Investing in Basketball
Figure 3:
% UK adults participating
in Sport at least once a
month 2005
Source:Sport England 2006 In addition England lacks the club network of our European
peers.It has less than 10-20% of the number of clubs
compared with France,Italy or Germany and our facilities
are also substantially less available and affordable.
Figure 4:
Relative basketball participation:France,Italy,Germany,Spain and England.
Sources:France,Italy data from EBAccounts 2005-06,Germany and Spain
data from Sport England,all countries population and GDP data from CIA
World Fact Book 2006
Numbers (rounded up/down)
Country Population GDP Registered Registered Unregistered
per capita clubs/teams players players
France 63 million US$30,100 4,545 409,000 1,650,000
Italy 58 million US$29,700 3,700 199,000 340,000
Germany 82 million US$31,400 2,000 197,417 5,000,000
Spain 40 million US$27,000 23,145 303,696 4,350,000
England 49 million US$31,400 7056
25,000 Unknown

Figure 5:
FIBA 2006World Basketball Rankings
FIBA‘06World Rankings
Country Men Women
Spain 3 8
Italy 7 46
France 8 5
Germany 9 35
GB > 75 > 64
We have had some limited success most notably the 2006
Commonwealth Games where both England’s men’s and
women’s teams won bronze medals,however:
• The professional game is,at present,considered to be
largely irrelevant to the development of talented young
British players who tend to look to Continental
Europe/USA to progress their careers.
• We have not accessed further‘latent’talent in Great
Britain.4 British men play in the NBA and others are
contracted to professional teams in Europe.
• 5 television broadcasters currently deliver basketball
programming every week yet none feature British
basketball as a core proposition;the sport is exceedingly
attractive to television and also commercial
sponsors/partners.The sport is popular with a target
audience for basketball – males aged 16 to 24 - and
current exposure is achieved with no promotion by
the sport itself.This situation is unique in television.
6 Number affiliated in June 2006 (figure supplied by England Basketball).
7 Rankings published on the FIBA website December 2006
The international ranking of British teams
is very low;England,the highest ranked home
nation,is not ranked in the top 75 men’s teams
or the top 64 women’s teams in the world7
.

Mallin Basketball review report 213.The Case for Investing in Basketball
The Review Group’s belief is that,given the situation
of basketball today and the large potential for the sport,
“more can be achieved through investing in the
development of basketball than any other team sport in
the UK”both in terms of elite performance and wider
participation.This is based on the scale of improvement
possible compared with European peers,the impact on
a range of social factors such as health benefits,and the
time required to achieve significant improvement.
It is a sport that:
• Is easy to play and enjoy at any age.
• Is attractive to young people having strong links with
fashion and music.Perhaps more than most other sports
it is equally attractive to boys and girls.
• Has tremendous potential to help address health issues
such as youth obesity.
• Can create bonds and friendship across communities
and assist in breaking down cultural and social barriers
where they exist.
• Has 25,000 registered players,although the number of
unaffiliated players is estimated to be considerably greater.
Strength in other sports will not necessarily
constrain participation growth
Basketball has the potential to become a major participation
sport in Great Britain,generating levels of involvement
to match those achieved in Europe.Notwithstanding the
stronger presence of other sports such as football,rugby
and netball,there is no inherent cultural reason that explains
why participation in basketball in this country is so much
lower than our main European counterparts.For example,
both Football and Rugby have comparable grass roots
standing in countries where basketball is successful,
such as France.
A rethink of the infrastructure (clubs and facilities)
offers the opportunity to tap into missed
growth opportunities
Access to facilities is a problem.Where facilities exist,
availability of court space at peak times cost of court use
and cost to travel to both centres and competitions present
additional and unnecessary constraints to participation.
At dedicated centres (e.g.,Nottingham,Barrow and
Manchester) the sport tends to thrive.Where basketball
is innovative and is‘in the right place at the right time’
(e.g.,Newcastle) good access to school facilities can
underpin a strong participation structure and tap into youth
(under 12’s included) and attract more girls and women.
Appropriately directed and better resourced help from the
NGB will make a great difference to struggling‘would be’
basketball players and local organisations.
3.2The participation (grass roots and club) potential
Basketball has a strong,relevant and inclusive
image which makes growth in mass participation
highly achievable.It is a sport that:
“more can be achieved
through investing in
the development of
basketball than any
other team sport in
the UK.”

Youth basketball at Jesse BootWildcatsArena in Bakersfield
This is a dedicated,club managed,2-court basketball centre,in Nottingham
We should step up our approach to working in
partnerships where we miss strategic and
implementation opportunities
Engagement with‘unaffiliated’providers and operators
appears to be limited.Through these there is an opportunity
to tap into further grass roots participation which is
currently fragmented.We can do more with agencies
by increasing our regional and local presence,in particular
linking into schools basketball activity and growing
the club base.
If we join together many of the existing or planned efforts
basketball can really deliver substantial value for money.
3.3The performance
(elite and international level) potential
It is widely believed that by removing specific barriers to
national representation we have the potential to access a stock
of talented GB athletes from which successful national teams
can be produced.There are British players currently in the
NBA,the NCAA and others contracted to professional teams
in Europe.There are high profile players keen to support
British basketball and there has,as a result,never been a better
opportunity,on a number of fronts to:
• Achieve on-court success.
• Bolster the sport and attract world class competitions,
e.g.European championships in 2013 andWorld
Championships in 2014.
• Develop British heroes to not only inspire new players
but also encourage the retention of talented players who
may otherwise drop out of the sport.
With extra funding and strong execution,this can be rapidly
achieved.Sufficient performance funding from UK Sport can
also enable basketball to establish an elite player development
programme and invest in senior British representative teams at
a level that has simply not been available before.
If we were to be represented by the very best British players
from around the world,there is every reason we could achieve
comparable world rankings to those of our European peers
within a relatively short timeframe and be successful on the
Olympic stage in 2012.Putting this in perspective,France
(silver medallists at the Sydney Olympics) has 4 NBA players
and is ranked in the top 10 in the world.
For the past 20 years or so Britain has been identified within
the basketball world as the country that will sooner or later tap
into the exceptionally high level of talent available.There is a
real opportunity to improve GB’s international performance
and like other countries,attract significant investment and
income at elite performance levels.Staging the 2012 Olympic
Games gives basketball an opportunity to qualify for the final
stages of the Olympics for the first time since 1948.
We must ensure we have good
management and coordination
particularly where new facilities
are already planned e.g.aligning
with the Building Schools for the
Future programme for school
infrastructure renewal.

Mallin Basketball review report 234.Challenges
There is clear alignment on the key success factors for
the sport.Although stakeholders consider all these areas
important for the development of the sport they have
rated some as‘very important’,helping to prioritise
future efforts (see figure 6).
Figure 6:
Key success factors
for basketball.
Source:Online Basketball Survey 2006,
Mercer Delta Consulting
4.Challenges

Figure 7:
Please indicate the extent you agree or disagree with
each of the following statements as a description of
England Basketball.
Source:Online Basketball Survey
2006,Mercer Delta Consulting
Notes:Percentages are based on
those expressing an opinion
(‘Don’t Knows’are excluded).
Those responding‘neither/nor’
are not shown here.
While acknowledging the hard work of the existing
administration to put EB back on a sound financial
footing and progress made in other areas,the Review
Group assessment is that it has not overcome all the
barriers limiting the growth and development of the
sport.Many challenges remain in most of these areas.
These challenges are described in the following
three sub-sections:
1.Organisation – Strategic direction,
organisational capability,role and governance
2.Participation – Facilities,coaches,clubs,
competitions and partnerships
3.Performance – Elite performance and
the professional league
4.1 Organisation
As stated earlier some progress has been made in the
last few years.The sport has a vision in published plans and
EB is now more financially stable.However,despite this
the overall vision for basketball is neither well understood
nor bought into.
The Review Group’s assessment,based on results from
both the consultation and survey,is that the current
organisation of basketball is unsuitable on many fronts
(see figure 7).The wider basketball community has
reservations about the capacity of EB in its present form
(and of the other bodies:notably BBL) to take the sport
forward.Too many issues exist in relation to the structure
and governance of basketball.To address these issues and meet
the challenges ahead a change to the constitution,powers,
scope and obligations of the governing body is vital.
4.Challenges

and there is also a perception that EB and BBL sometimes
put their own self interests above the wider interests of
the sport.Two further specific organisational issues were
highlighted in the consultation and review process:
• The lack of focus on commercial capability
within the existing organisation to maximize
revenue from commercial sources.
• A lack of‘corporate influence’with
Government,business and other key national,
regional and local agencies.
Both of these shortcomings have weakened basketball.
These challenges could be rectified via amended Board
composition and improved staff skills.Recruitment
mechanisms for new board members (to EB) must be
improved upon and be transparent.Staffing structures
and job roles,as presently configured,are also not sufficient
to address these challenges.New skills and additional staff
are required to take the sport to a higher level.
Management and co-ordination is hampered by the
fact that different facets of the sport - the,coaches,
BBL,independent leagues and camps – are managed,
and operate,separately.The perception is that EB has
not focused on this wide range of interests in the best
interests of basketball as a whole.The NGB needs to be
responsible for driving,developing and improving all
aspects of basketball.Accountability can thus be improved.
This is the third review of the sport commissioned since
2000.Weak execution and the lack of a strong performance
culture have not resolved many of the key blockages to
progress covered in this report.The governing body’s work
must be better targeted,adequately resourced,properly
measured and assessed.
Given the task that the NGB will face to build the sport,
a substantially increased budget will be needed.
4.Challenges
Factionalism and“infighting”within basketball
has clearly been a major hindrance to progress
4.2 Participation
There are many challenges in English basketball today that
affect grass roots participation.Key amongst these are:
• Facilities
• Coaches
• Clubs
• Competitions
• Partnerships
Access to affordable
facilities was (by some
distance) considered to
be the most important
issue in the online survey
(see figure 6) .

Facilities
Access to affordable facilities was (by some distance)
considered to be the most important issue in the online
survey (see figure 6).This is supported by views gained
in the consultation process.Facilities are essential to
the growth of the sport.
In England,3,763 courts are located in 3,473 sport halls
across 3,392 facilities8
.Most secondary schools in England
have an indoor court although quality and availability
varies.There is some evidence of basketball gaining access
to further education and university facilities.
Schools’facility stock should improve as a result of BSF
and over the next 15 years,schools without indoor courts
should get one and most of the remainder will be rebuilt
or upgraded.Notwithstanding whole sport plan statements,
basketball is pursuing a productive strategy to gain and
retain use of appropriate facilities.This fundamentally
affects the viability and sustainability of
clubs and the growth of the sport as a whole.
There is still very limited access to basketball facilities
for competition,training and player development:
• Many clubs cannot secure programme time in facilities
for training/competition.
• Regional/national squads are unable to gain appropriate
access to affordable facilities.
• Some commentators suggest that there is a shortage
of suitable arena venues for the accommodation of the
professional game and international matches.
Un-coordinated management of public sector facilities and
poor partnership between basketball and local authorities,
trusts and private contractors that manage them,makes it
more difficult for them to accommodate existing clubs,
and support the development of new facilities.
Coaching
Availability of well trained,motivated coaches,operating
at the right level,in the right locations with the right players
is essential to increasing participation,retaining players and
feeding elite programmes.
The co-ordination and distribution of coaches is limited
and the organisation has not been effective in making
the required fundamental improvements.Whilst there is
concern for coaching we also still lack the ability to
optimise impact in priority areas such as inner cities via
the targeted allocation of staff and resources.
Figure 8:
Quality rating of teaching and coaching in UK basketball
8 Data from Sport EnglandActive Places
4.Challenges

Commentators at all levelsconfirm that the quality
and availability of coaches at club levelacrossthe
country is inconsistent and affecting the sustainability
and quality of basketball:
• Qualified coach presenceinschoolsandSSPs,and the
number of qualified basketball coaches workingin
education would appear to be small.
• There appears to be only a limited number of
basketball qualified CSCs.
• Athigherlevels of performance,many national squad
coachesworkonavoluntarybasis.Thereare few elite
coaches and full time coaches arearare commodity.
Thesport has no clear policy on coaching or coach
development:
• There is no elite coach identification and development
programme.Processes to qualify new,and develop the skills
ofexisting,coachesare inadequate e.g.coach qualification
isnotlinked to affiliation,thusrestrictingcapacityto
communicate with coaches and manage their development,
allocation and availability.
• Thereare options to gain paid employment as a coach
in a range of environments.Thisis,however,not linked to
the governing body in the context of quality control,
accreditation and continuousimprovement.
• Thereisalackofcareerstructure for basketball coaching,
despite employment opportunities.Thereisalsoalackof
coacheswithsignificantinternational experience.
TheBCAisnotconsidered to be particularly effective and
reviewresponsesconfirmthatitsrelationshipwithEBis
strained.Thereissomeconfusionacrossthesport about which
agency manages what for coaches.Thereisnostructure to
develop or manage links between coaches operating at a high
level(withprofessional teams or national squads) and those
working at other levels in the context of skills,techniques
and styles of play.
Clubs
A strong,sustainable club base (outside of school) is vital
to the provision of basketball for players of all abilities
and is the key to training and developing the most gifted.
However,the club base of basketball is limited and,in the
main,is unable to provide the required natural progression
for young people from school.The affiliated9
club base of
the sport is re-building from a low ebb,three years ago.
As of March 10 2007,Basketball has 65 Clubmark10
clubs
and several professional league clubs have achieved
Clubmark status11
.
Figure 9:
EB‘affiliated’club distribution
Figure 10:
EB‘Clubmark’club distribution
Sources:England Basketball 2006
9 Affiliated clubs are those that have‘joined’the governing body but are not accredited against Clubmark criteria
10Clubmark clubs are those which have been accredited under 4 specific criteria to prove they are safe,effective and child friendly
11As of December 2006 – source England Basketball
4.Challenges

Where clubs exist they do not have capacity or struggle to
gain access to facilities.It is no surprise that in England,
basketball has a much smaller club base than other sports.
It has,for example,just 23% of the number of affiliated
clubs/teams of netball.
However,the comparison is most stark alongside
European basketball peers:
• England has just 16% of the number of registered clubs
and 7% of the number of registered players involved in
the sport compared with France 12
.
• Compared with Italy,England has 19% of the number
of registered clubs and 11% of the players.In England
many clubs are simply single teams whose viability
/sustainability is in some cases questionable.They tend
not to have capacity to support development and there
is a significant issue related to those that can cater for
young people,especially those less than 12 years of age.
Club-based options for girls are even scarcer and this
worrying fact is borne out by evidence of a decline in
the number of women’s national league clubs.
Best practice can be gleaned from some successful clubs
and this should provide a basis on which to transform the
current club landscape:
• Clubs that operate from,or have regular affordable
access to,their own,or a sympathetically managed and
programmed,indoor facility,tend to thrive;Manchester
Magic and Mystics and NottinghamWildcats are
testament to this.Programmes operated by professional
clubs for example Milton Keynes Lions,Westfield
Sheffield Sharks and Newcastle Eagles;demonstrate
that they can be effective in supporting the development
of new clubs for young people.
• Some clubs operating in inner-city areas (e.g.,Brixton
Top Cats) prove that the sport can attract and retain
young players from such areas.It also helps to
demonstrate how talented players can be helped to take
a step onto the player pathway.
Competition
Competitions are not sufficiently comprehensive to make
it easy or affordable for clubs in enough areas to compete.
Club competition
The quality of club competition at adult and junior levels
is variable and in some areas of the country and age groups
it is relatively low.In order to increase the attractiveness
of the sport to both young people and adults we need to
build a system which reduces travel times and which builds
upon demonstrated interest in central venue leagues to
raise and sustain participation.We must also strengthen the
processes by which competition structures can play a role
in providing platforms to spot the talented.Competition
structures must be reviewed and strengthened to provide
attractive,affordable options for players,of all ages and
levels.Particular attention needs to be paid to improving
competition opportunities for girls and women.
Schools competition
School competition structures must be reviewed and
strengthened.Basketball in schools must be better
orchestrated,promoted and supported to ensure that a
comprehensive,quality offer is made to young players,
of both gender,all ages and levels of ability.
Officials
The general consensus of opinion is that little has
been done (or certainly achieved) in the context of
increasing the number of officials over recent years.
The review survey and consultation indicated a clear
need to increase the numbers and quality of referees
and table officials in the sport.
Figure 11:
Rating of Officials in UK basketball
Officials are an important part of the game and without the requisite number,operating
at the right level,having benefited from the right training,the quality of the sport at both
recreational and competitive levels will decline.
12Even allowing for the fact that the population of England is 82% of France
4.Challenges

Partnerships
Overall,partnership opportunities within basketball
exist but the track record of collaboration is poor.
The consultation and online survey highlighted basketball’s
limited effectiveness to date in working with regional and
local parties.This has severely hampered the ability to
drive participation and performance effectively.
• ‘Regional visibility and presence’is poor e.g.there are
too few regional development staff.
• There is low awareness of the vision/strategy for the sport
amongst the regional and local partnership community.
• There are relatively few productive relationships with
potential partners in local authorities,SSPs,further and
higher education.
• Basketball has been slow to get involved in nationally
driven programmes (e.g.the‘competition managers’
resource going into SSPs.)
• Basketball is only providing limited input to CSP work
in a number of areas,including facilities access,
SSPs/schools,coach training and development and local
competition structures.
• The number of schools that register with ESBBA has,
since 2000-01,varied from 359 to 455 (423 this year).
This is just 10-12% of the number of state secondary
schools in England.Some informal,local inter-school
competition occurs.
Three major challenges emerge across all the
partnership areas:
• Too many agencies in‘the basketball marketplace’
have detracted from EB’s capacity to present itself as
the‘face of’,or the‘gateway to’,the sport in England.
• Partnerships are not effectively managed to share
vision and deliver regionally and locally
• Limited player pathways.There are too few visible,
accessible opportunities for players to progress from
participation at school and/or clubs to higher levels
of performance.Better coordination of effort by EB
of partnerships in basketball is needed to ensure a
clear pathway from grass roots to higher and elite
performance levels.
A number of partnerships are discussed in more
detail below:
• National agencies
• Regional agencies and CSPs
• SSPs and schools
• Other‘unaffiliated’providers and operators
National agencies
To promote the sport effectively,basketball leaders must
work closely with key national agencies such as DCMS,
Sport England,UK Sport,YST and programmes such as
Sportsmatch to overcome strong negative perceptions.
The visibility and presence of basketball as a major national
sport needs to be raised.Its credibility must be rebuilt
because the perceived present status of basketball,and
relationships between basketball bodies,has dented
partners’confidence in the sport’s capacity to deliver.
Regional agencies and CSPs
Comparable sports find that the value of regional
associations in advocacy and volunteer input outweighs
the time absorbed attending (and to an extent servicing)
voluntary regional committees.There would,therefore,
appear to be sufficient rationale to justify implementing a
process that reinvigorates the English regional associations.
The sport does not currently work sufficiently closely with
CSPs to widen its base and develop opportunities for girls,
people from areas of deprivation and the BME community.
CSPs are well-placed to support work on Clubmark,
club development and coach qualification.Furthermore
the sport lacks a clear and cohesive strategy for staff to
drive its development at regional and local levels.
This should include:
• Transmission of the vision for the sport to regional
arms of national agencies and throughout the
Delivery System for Sport.
• Regional staff to‘sell’the sport to key partners,broker
communication and collaborate on specific projects
and programmes.
• Being able to offer specific expertise about BSF to ensure
that local basketball interest is effectively represented.
SSPs and schools
It is vital that basketball is underpinned by a strong presence
in primary and secondary schools.Effective routes for
young players into the sport are essential to its future.
Most secondary schools in England have indoor courts
and,in some,basketball has a strong presence.The sport’s
availability in primary and junior schools is much more
limited.The survey and consultation confirms that:
• Relatively few teachers enter the profession
(at primary or secondary level) able to teach/coach
basketball at an adequate standard.
• There is little by way of formal communication about
the sport with/to schools.
4.Challenges

• Work to date has had little impact on the presence
and strength of basketball in SSPs/schools.
• The sport’s capacity to intervene and promote the sport
in SSPs/schools is restricted by the size and effectiveness
of its regional development workforce.
• For girls,basketball is insufficiently available as an
alternative to,for example,netball,which has a relatively
strong presence in both primary & secondary schools.
For boys,basketball is more widely available but,apart from
in schools where teachers have specific interest,is still often
secondary to other sports.
Other‘unaffiliated’providers and operators
A substantial level of‘unaffiliated’basketball takes place.
Participation in the sport,as officially recorded by EB,
thus underestimates its presence and significance,
particularly in key inner-city areas.
There are independent operators about whom more is
known,but they tend to work alongside rather than with
the governing body(s) to develop the sport.
Examples include:
• Nike Midnight Madness.This operates primarily in
London and claims to have a player database of 46,000
people and to have signed 11,000 new members in
summer 2006 alone.
• Streetball.co.uk.This community programme is thought
to have had considerable success engaging with the hard
to reach,unregistered basketball fraternity.
• The Greater ManchesterYouth Basketball (Amaechi)
Centre.This accommodates and supports participation
and development of the game in Manchester.It is home
to the competitively successful Manchester Magic and
Manchester Mystics men’s and women’s clubs.
• Bucknall Essential Skills Basketball Camps.These are
internationally acknowledged to offer well-structured
environments to develop elite players (boys/ girls U18).
• A number of other providers operate commercially
successful basketball camps across the UK.
The latest Nike Midnight Madness competitions
4.Challenges

There is a perception that EB is unreceptive to working
with these other operators,that more can be done to
encourage linkages and that approaches to EB receive
limited,if any,response.The value simply of recording
such participation is also not fully utilized:
• Apparently,few players find their way into registered
clubs/leagues from the‘unstructured’sector,although it is
difficult to tell as there is no mechanism to assess this.
The consensus is that talented players from such leagues
tend not to gain access to established performance pathways
- a missed opportunity both for them and the sport.
• Providers and coaches can set up leagues,clubs and other
mechanisms without affiliating to or registering with the
governing body.
• Basketball needs to exploit opportunities to present
and promote the sport by working with other partners
in areas that offer potential for mutual advantage.
4.3 Performance
Elite performance
There has,until now,been no formal performance directorate
structure in GB Basketball.This is recognised and is being
tackled as a matter of urgency.The Review Group has
recommended and endorsed the setting up of a Subsidiary
Company initially under the governance of UK Sport and
Home Countries’(England,Scotland andWales) as a short
term solution to funding elite activity and putting it on the
right path for success.This will enable necessary staff to be
sourced to commence GB team preparation in support of
achieving the qualification level for the London Olympic
Games.However a number of challenges remain:
The dispersal of the best British professional players across
theWorld means that significant logistical and contractual
problems must be tackled as part of drawing the GB team
together.Elite performers must be provided with the support
they need to take part and perform well.The absence of visible
British role models,and no track record of success,adversely
affects the motivation of young players to contribute to
national squads.
Financial support for international teams has improved in
recent years.Significant investment has been made available
by UK Sport to support the development of successful
British teams.There will still be a responsibility to source
additional income to support the development of talented
young players.
• to improve the supply of talented female players to national
teams/squad
• to deliver a programme of talent identification that guides
the right young players into the sport via a clear top-down
protocol of development for aspiring elite players or
their coaches
• to provide the right development opportunities to develop
young talent and support appropriate career choices
• to support U16 and U18 representative teams.
Basketball needs to be set up to produce the best possible
teams to compete in the London Olympics.In doing so
basketball must ensure the international programmes that
have been developed and the talent underpinning them
can aim to secure the place of the British team in Olympic
Games thereafter.
Basketball needs to exploit opportunities to
present and promote the sport by working with
other partners in areas that offer potential for
mutual advantage.
4.Challenges

Professional League
While BBL’s reputation across the sport is generally very
poor,almost two thirds of those consulted felt that the BBL
should enhance basketball in England and almost half of
survey respondents felt it will play a critical role in success
at the 2012 Olympics.
Some progress is being made to reduce the number of non-
GB qualified players signed and some franchises appear to
have an impact in developing the game (e.g.,the Eagle’s
‘Hoops for Health,the Sheffield SharksAlliance club
structure and anti-crime/drugs work undertaken by
Scottish Rocks).
However,the present profile and commercial viability of
BBL is limited.It is held in low esteem and does not enter
either FIBA or ULEB13
managed European competition.
Its contribution to GB player development is widely
considered to be limited.Commercial potential has not
been exploited.The professional game appears to be
struggling financially.Even successful franchises do not
generate significant surpluses/profits.Long-term exclusive
professional competition rights have not yet been agreed
and rival bids to operate a professional league have caused
additional disruption.
At most clubs,spectator numbers are low.Participation
is also declining:three teams dropped out of the BBL for
the 2006-07 season and participation is considerably
lower than 10-15 years ago.There is a strong view across
basketball that the professional game is populated by third
rate imported players and there is glass ceiling for aspiring
indigenous professional players.
BBL has acknowledged its shortcomings.It has also
stated its willingness to build capability and skills and
develop partnerships,working closely with the NGB
and the new Subsidiary Body to implement the
recommendations of this review.
Figure 12:
Please indicate the extent you agree or disagree with
each of the following statements as a description of
British Basketball League
Source:OnlineBasketball Survey 2006,
Note:Percentages are based on those
expressing an opinions (‘Don’t Knows’
are excluded).Those responding
‘neither/nor’are not shown here.
Significant investment has been made available
by UK Sport to support the development of
successful British teams.
4.Challenges
13ULEB:Union of European Basketball Leagues:formed from (professional club) leagues of Spain,Italy,Greece,Portugal,Belgium,
England,France and Switzerland.

Mallin Basketball review report 335.Recommendations
5.Recommendations
Review Group recommendations are encapsulated in 5
themes (with 24 specific recommendations detailed in
section 5) that will deliver a key objective:
“By 2012,double basketball participation and create a
GB team that qualifies for the Olympic quarter finals.”
The five recommendations are:
1)Appoint a high calibre Chairperson to implement this
report in its entirety
2) Reform the governing body
3) Provide sufficient funding
4) Grow sustainable grass roots participation
5) DevelopWorld-class British teams
Despite these challenges
there is no insurmountable
barrier to generating a swift
and significant expansion in
grass roots participation or
to increasing levels of
performance.

14All recommendations in this report concerning staff of EB are subject to any impact (if applicable) of theTransfer of Undertakings Protection of Employment (TUPE)
Regulations or similar legislation or statement of practice and/or other employee consultation requirements.
5.1Appoint a high calibre
Chairperson to implement
this report in its entirety
A leader is needed who is able to drive an organisation
that can deliver the vision for the sport.This should be a
person of stature with commitment to the sport and strong
business acumen.The individual must have the character
and commitment to unite the sport and implement all
the recommendations in this report.
This appointment will be a major step towards bringing
the recommendations in this report to life and meeting
our key targets.We must appoint this Chairperson as
quickly as possible if we wish to capitalise upon this
unique window of opportunity.
5.2 Reform the governing body
Some progress has been made over the last few years and
plans have been published.Encouragement can also be
drawn from the coming together of the home countries
to develop a GB team.England Basketball has emerged
from a period of financial instability.This is a significant
achievement that deserves acknowledgement.
Despite this,the Review Group’s finding is that many
problems continue to exist in relation to the structure and
governance of the sport and that theWhole Sport Plan does
not realise the full potential of basketball.Its view is that
fundamental change to the constitution,powers,scope and
obligations of the governing body is required and that the
governing body needs to reform in order to help the sport
realise this potential.If EB does not commit to and is unable
to undertake such changes within a reasonable timescale
(no more than twelve months from publication of this
report) we believe it would be in the best interest of
basketball for a new governing body entity to be formed
to replace the existing entity.
EB should be set up to attract and retain the best people to
run the sport within an appropriate management structure.
Existing EB employees should be given the opportunity to
apply for posts within the NGB structure14
.
The NGB should deliver the vision for the sport in
England.It should build upon existing published plans
and align all remaining relevant bodies around these.
As a properly empowered,well managed and funded
organisation with the sole responsibility for the sport,
it should then be able to fight basketball’s corner more
effectively.At both national and local level it should
work with enthusiasts across the country to build grass
roots participation and develop the game;supporting
GB national teams to compete at the highest level
with distinction.
It must operate a target based performance culture and
control key leadership aspects of basketball in England.
In particular it must in its role at growing the sport at all
levels,take responsibility for,and have a positive impact
upon,the following:
• Increase the presence of basketball in schools
• the number,quality and distribution of quality clubs
• levels of access to affordable facilities
• the management and coordination of quality coaches
• relationships with the professional game
• commercial and philanthropic sources of funding.
The Review Group accepts that,although desirable,it is
not practical at this time to attempt to create a single British
governing body for basketball.However,the NGB must
have a close working relationship with Scotland andWales.
In order to ensure the continuity of funding to the elite
development programme,UK Sport and the Review
Group agreed that as a temporary and interim measure
UK Sport would form a subsidiary company to manage
and fund basketball’s elite performance operations.Its role
would include defining the desired player pathway for elite
performance,elite coaching,and the GB national team
culture and development.This action has DCMS and
Treasury consent and the subsidiary company was set
up in early 2007.
5.Recommendations
The NGB should create an environment and
culture with a strong sense of belonging for
those who participate in basketball.

It is planned that the British Basketball Federation
(if and when recognised),acting on behalf of the three
home country basketball associations,will delegate the
responsibility for the formation and fielding of British
Senior and Under 20 teams to the subsidiary company.
In seeking recognition from the sports councils,BBF must
have representatives from each of England,Scotland and
Wales Basketball in membership.The Review Group
recommends that the CEO of the NGB becomes the
Chairperson of the BBF.
We must ensure that the NGB and the elite basketball
agenda remain firmly aligned.If recognised,BBF must
agree how the performance function is to be managed.
UK Sport will set out its requirements in this respect
along the lines of the template agreed with other sports
that predominantly compete at home country level such
as hockey,badminton,table tennis,volleyball and boxing.
If and when BBF is recognised by the Sports Councils as
the body with responsibility for overseeing British matters,
it is recommended that it should delegate responsibility
for operational management of the GB elite performance
basketball function to the NGB via a service level
agreement.This will replace the existing arrangement
between BBF and the subsidiary company and allow
the transfer of the subsidiary company to the NGB.
In the interim,in order to ensure effective working
practices and communication,the NGB and the
subsidiary company managing the elite basketball
programme should be co-located.
Specifically:
1)NGB
• Appoint a strong,independent Chairperson
(the Review Group will support this process)
to oversee and embed the new structure.
• The NGB board to contribute to the long-term
vision and drive the development and promotion
of the sport.
• A new constitution and board member selection
process should be adopted by the NGB
(SeeAppendix 2).
‘Game’
nominees (3)
Source:Mallin Basketball Review
Group 2006
NGB Board of Directors (Maximum 10 members)
Representative
nominees (2)
2 appointed by
Sport England
3 elected from
‘the game’
Initially appointed
by Government on
recommendation
of Review Group
In future,chair
appointed by
Nomination
Committee
Appointed by
Nominations
Committee on
basis of expertise,
experience etc.
Chair (1) Board nominees
(Up to 3)
CEO
2) Figure 13: NGB:Proposed Board Structure

Mallin Basketball review report36 5.Recommendations
4)Introduce the NGB directors and procedures
• Two to be nominated by Sport England:these need
not be drawn from the organisation.Whilst they will,
no doubt,have some responsibility to Sport England
they will act independently in the best interests of the
sport as they see fit.
• Three to be elected by eligible members/stakeholders
of the NGB (to be defined – by interim chair in
consultation with Sport England).
• An initial/interim chairperson to be approved by Sport
England,acting upon the recommendation of the
Review Group.That person to become the new Chair
of the NGB.Thereafter the Chair to be appointed by the
Nominations Committee.S/he could be drawn from
(a) or (b) above or be an outside appointment.
• Up to 3 additional directors can be appointed by
the Nominations Committee.
• The Board should be limited to (say) 10 in total.
• Elected members and additional directors (see above)
to serve for a period of 3 years.
• Chairperson and CEO to serve for a period of 4 years.
5)Introduce a Nominations Committee
• To be set up under the Constitution of the NGB.
• To (initially) consist of the Sport England nominees,
one elected member and the Chairperson.
• It is suggested that the constitutional arrangements
for the Nominations Committee be reviewed after
5 years.New arrangements to be decided upon by
the then Board.
6)Create a new Constitution
• Probably a company limited by guarantee.
• Sports councils can change their nominees at any time.
• Constitution can only be changed by a 75% majority
of the 5 representative and game nominees and the
Chairman.In all other matters the NGB directors
should each have one vote.
7)Create a Remuneration Committee
The remuneration and incentives for executives of the
company should be based on achieving the objective
and key targets including financial and commercial
performance.Incentives should be based on short term
performance and sustainable impact at least covering
the tenure of senior appointments (likely minimum
3-4 year contracts).
The 4 year financial plan (reflecting Olympic 4 year cycles)
should therefore be agreed by the Board and then provided
to the Remuneration Committee as a basis for developing
appropriate incentives.
3) Expand the scope and accountability of the NGB
• Other existing bodies and their roles,responsibilities
and functions to become part of the NGB.
-The BCA as an entity and its functions to be brought
back fully into the NGB which should work directly
with coaches via its professional staff and regions
to develop a system that delivers quality coaches
(and coaching) at all levels
• It will be the agency with which all others work
with respect to basketball:
- Build strong,mutually beneficial,relationship
with the professional game.
- Encourage agencies to‘feed’players into affiliated
clubs and develop mechanisms to recruit talented
players via these structures.
- Increase the presence and quality of basketball in
schools and clubs via support to volunteers
in local communities.
- Learn from other providers and utilise new and
innovative mechanisms to enable young people
in inner-city/urban areas to access affiliated clubs
and player development pathways.
-Work with/through other agencies to record/register
players and participants.
• The Review Group would also strongly encourage the
NGB to,in due course,initiate a dialogue with a view to
Scotland andWales combining in an all encompassing
British body.
• Build upon existing published plans and align all relevant
partner bodies around a common vision.
• The NGB should operate a target based performance
culture – involved in setting performance objectives and
driving execution to deliver against these.
• The Subsidiary Company should be responsible for the
elite development programme.
• Support and work closely with the Senior Management
of the Subsidiary Company on player/team development
structures and processes proposed by the Performance
Director and the relevant head coaches.
• Work closely with the Subsidiary Company to establish
and agree protocols for the management and
development of talented players.

Source:Mallin Basketball Review Group 2006
Figure 14:NGB – Proposed Management team and responsibilities
NGB Board
Director:Finance/Admin
Main responsibilities:
• Finance & budgetary
management
• Resource management
• General office management
• ICT systems & support
• Human resources
• Health & safety
Director of Participation
Main areas of responsibility
• Regional development staff
& work programmes
• Facilities – dedicated
• Partner facilities – access
• Coach development
• Club development
• Competitions/Officials
• Equity (attracting & retaining
players from all sections
of society)
• Basketball in schools/FE/HE
Commercial Director
Main responsibilities:
• Sponsorship
• Merchandising
•TV
• Events
•Venue relationships
• Joint work with
professional league
• Sales of services & equipment
• Membership related services
& revenues
CEO
5.Recommendations
8)Management structure (see figure 14 proposed)
• The CEO may be appointed by the Chairperson in
consultation with Sport England and the Review Group.
• Thereafter the CEO may be appointed by the
Nominations Committee on a 4 year renewable contract
with 12 months’notice provision.
• The reformed NGB will,subject to the direction of the
Chairperson and the CEO,appoint three departmental
directors:Finance andAdmin,Participation and
Commercial (see figure 14).
• The team of regional‘development managers’,
led by a head of development,should rise from 4 to 9:
- 1 in each Sport England region.
- Each should have administrative support and access to
a flexible revenue budget (reflecting national targets and
regional characteristics) to enable him/her to achieve
targets set to develop the sport in that region.
• Key priorities for the work and measurement of the
professional HQ and regional staff teams are outlined
in Figure 15.
• Increase the NGB staff headcount from c20 to c40.
• The NGB must employ staff with the skills and capacity
to advocate,develop,promote,maintain and extend
strong,positive relationships with key national agencies
(e.g.,DCMS,Sport England,UK Sport,YST,
Sportsmatch,running sports,Clubmark,SCUK,
SkillsActive).
Descriptions of work responsibilities in figures 14-15 are
indicative.Further consideration must be given to how,
where and why specific operational areas are coordinated.
9)We make the following recommendations to the
structure and responsibilities of the BBF:
• 1 representative of BB Scotland
• 1 representative of BBWales
• 1 representative of the NGB
• 1 appointee of UK Sport*
• 1 Chairperson (expected to be the CEO of the NGB )
* Need not be a member of UK Sport but someone they believe would
make an important contribution to the Board
The BBF should be responsible for the following areas
(list not exhaustive):
• Overall strategy for GB teams (over 18).
• All financial matters related to elite performance.
• Engagement with FIBA and the British
OlympicAssociation.
• Managing Subsidiary Body staff.
A Performance Director should be hired.S/he should
report directly and exclusively to the Chairman of the
Board.They should be accountable to the entire Board
for the implementation of the following strategic areas
(list not exhaustive):
• Develop/manage GB teams.
• Develop/manage elite player pathways.
• Team selection.
• Liaison with home country organisations.
• Defining and communicating with the rest of the
sport in relation to talented player development
pathways for young players.

Figure 15:NGB – Proposed Participation Directorate
Director of Participation
Regional/National
DevelopmentTeam
Manager
Coach Development
Manager
Facilities ManagerNational Junior
Squads/Teams
Manager
9 RDMs (I per Sport
England region (plus
1/2 time admin.posts)
Directorate admin team
To deliver:
• Club development
& Clubmark
• Relations;S/E regions
• Relations:other
NGBs (regionally)
• Relations;CSPs/other
local partners
• Presence in schools/ SSPs
• Expand & manage
CSC network
• Local volunteer
development
Linked support post(s)
Coaching
development (1):
• Qualified coach numbers
• Coach affiliation/
distribution
• CSCs - programme
• Coaches–inclubs/schools
• Coach qualifying
– teachers
• UKCC implementation
Covering:
• Access to existing..
• Developing new..
• Commercial partnerships
• Case-making
• BSF
• Liaison – FE/HE
• CCDP & other grants
• Work with other
agencies (eg- FA
Business Development
Manager role)
Coaching
development (2):
• Link to PD/head coaches
• Upskilling/training
• Technical/tactical input;
linked to PD
• Junior talent ID
– linked to PD
Covering:
• Appointing coaches to
U16/ U18 girls/boys
teams.
• Managing talent ID
systems and processes.
• Arranging international
competition
• Securing adequate
facilities/funds to run
junior squads.
National Competitions
Manager
Schools & CollegesOfficials Manager
Linked support posts..
To cover:
• Club competition
management
• Tracking progress/
addressing deficiencies
• Work;independent
leagues
• ID-ing weaknesses
(e.g.girls)
Work in/with/on:
• Teacher training colleges
• DfES/YST
• (Via RDMs & CSPs) SSPs
• Promotion &
development of
mini-basketball product
& presence
• With Facilities Manager
– BSF,school facility
programming
• Academies programme
• School > club links
• Links to HE/BUSA
Equity Manager
To cover:
• Child Protection
• Staff training
• Perf.measurement
• Player tracking
• Recruitment >
mainstream basketball
To cover:
• Inter-schools competition
- national (former
ESBBA function)
• Generating intelligence
about & supporting more
local schools competition
• Tracking progress/
addressing deficiencies
• Competition managers
• Links to BUSA
competitions
Cover referees & table
officials:
• Increased numbers
of qualified;prof.
& voluntary
• Improved standards
• Distribution
• Upgrading/training
• Affiliations
• Club/competition
demand links
Source:Mallin Basketball Review Group 2007
5.Recommendations

5.3 Provide sufficient funding
Without sufficient funds it is highly unlikely that success
will be achieved.Basketball must be empowered to make
the required step change by being allocated a level of
funding support to achieve this,directly tied to interim
evaluation of performance.
The NGB should be launched with a structure that would
be capable of making a change in the development of the
sport.This will require funding significantly in excess of
that presently allocated to EB.It should be provided on
the understanding that over time income generated via
other routes will account for a steadily increasing
proportion of annual expenditure.
The higher budget proposed should be made available
for a minimum of three years following the implementation
of recommendation 2 and reviewed in the light of progress
against set targets.All funds presently allocated to EB
by Sport England should be transferred to the NGB.
Total income required to run the NGB as envisaged in
recommendation 2 will be around £3.25m per annum.
This has been calculated on a bottom up basis and should
enable the headcount to increase from around 20 to
about 40 staff.It will allow the NGB to attract greater
levels of expertise and skills from within the marketplace.
Commercial income (including membership fees) should
provide up to £1m based on EB’s current income from
these sources,thereby leaving £2.25m to be funded
elsewhere.
The recommendation is that Sport England should provide
annual funding to the NGB totalling at least £1.7m per
annum.This is an additional £1.2m in funding per annum
above the planned £0.5m funding to EB for 07/08Whole
Sport Plan.
UK Sport will provide a further £1.5m per annum to the
subsidiary company for GB elite performance basketball.
The subsidiary company will require a central overhead
capability to function effectively.The NGB should provide
this support and should be compensated at a fair market
rate,which we estimate to be £150K.
This leaves a funding gap of £0.40m to which the NGB
management will need to find an early solution.£0.25m is
a result of the fact that the cost of the elite youth activity
does not appear to fall within the remit of either UK Sport
or Sport England for which a contingency reserve of
£0.15m has been added.
The Review Group believes that the strategy it is
recommending procedure will in time lead to reformed
generating significant commercial revenues over and above
the funding outlined above.As commercial revenues
develop and are reinvested in basketball,the Review Group
recommends that public funding must be maintained and
not reduced as long as targets are being achieved.This will
enable basketball to grow at an accelerated pace towards the
benchmarks set by major European countries such as Spain,
France and Germany.
England and we are encouraged by the support they have
given.The formal job of the Chairperson will be to
submit funding applications to Sport England.
Over the next five years the NGB will also need to
derive substantially more income from both commercial
and philanthropic activity at national and local levels.
Staff should be hired with professional skills in rights
management to ensure that commercial opportunity and
value is maximized.The NGB should work with the
temporary Subsidiary Company,the professional league
and clubs to split the rights in an equitable way,using
other federations as examples of how this might work.
The NGB should be
launched with a structure
that would be capable of
making a change in the
development of the sport.
5.Recommendations

5.4 Grow sustainable grass
roots participation
Strong processes to drive basketball access to existing
and planned facilities are required.This should be
underpinned by a carefully planned and conducted
audit of present levels of basketball facility access,
affordability and security of tenure.
The club base will be expanded to provide to the
geographically well distributed clubs with capacity to
offer quality opportunities to the local community.
5.Recommendations
Specifically:
10) Increase of £1.2m in funding from Sport
England (£1.7m total per annum)
• The key application of the increase will be to offset costs
from an increase in staff quality and quantity within the
NGB.Headcount should increase by net 16-19 FTEs.
• Costs associated with the elite scope of Subsidiary
Company £1.5m have not been included in the
reformed budget with the exception of £150k income
to the NGB from the provision of head office overhead
support e.g.membership,subscriptions,merchandising,
media,sponsorship.
11) Diversify into other non-funded income sources
• Appoint and incentivise senior management and
staff to develop the commercial potential of the game
and optimise return on investment across the Sport.
Government funding should not be cut if commercial
3rd party sources increase as this creates a disincentive
and basketball will suffer.
• Create a plan to derive substantially more income
(currently £1m) from other non funded sources
e.g.media,sponsorship and other commercial activity
at national and local level.
• Create a plan to fill the funding gap of £0.40m.
12)The NGB should work closely with the other
Home Countries,the professional league
and the Subsidiary Company to:
• Support the full aims of the report.
• Look how to share future 3rd party revenue and channel
it back to achieve maximum impact for the whole sport.
A programme should be designed and actively managed
to produce consistently higher coach quality,availability
and distribution.The NGB should (working closely with
the Subsidiary Company) implement processes to enhance
understanding of performance requirements,identify
and develop effective talent and put in place appropriately
structured and available competition.
The NGB management structure should ensure that
partnerships are more effectively managed.Increased
staff numbers at regional level will ensure a seamless
player pathway between school,club and higher levels
of performance.
The specific areas which are crucial to developing the
strength,sustainability and growth of the sport are:
• Facilities
• Coaching
• Clubs
• Competition
• Partnerships

13)Assess opportunity and make case to upgrade
facilities via opportunities from the following:
• Assess development of an arena facility by London
2012 and whether to locate the NGB main office
at this venue as part of its legacy strategy.
• Investigate the feasibility of a partnership (with LOCOG,
professional league,club/arena operator,other developer)
to develop an arena venue to host international matches,
major domestic competition,conferences etc.
• Assess opportunity to work with/through the BSF
programme to impact upon the availability and
accessibility of school indoor basketball facilities.
• Develop and market equipment and resources
enabling basketball to be easily offered in adapted
primary schools environments.
14) National liaison direct with P4S,Sport
England,YST and key leisure operators
plus work at CSP/SSP level to influence local
decision-making on facilities development
15)Allocate significant resource to securing
affordable access to the right facilities
• Set targets (reflecting the objective laid out in the
action plan).
• Improve basketball availability in primary/junior
and secondary schools.
• Develop‘clusters’of facilities (and teams/clubs)
to demonstrate actual and latent demand.
• Target work to support facility development in areas
serviced by Clubmark (or beacon) clubs or in which
it is feasible to develop‘clusters’of activity linked to
an accessible facility base.
• Make better use of CCDP (or successor programme)
funds pursuing basketball specific objectives and via
partnerships with other sports with comparable needs
(e.g.,netball,volleyball,badminton).
16) Build working partnerships with local
authorities,schools,commercial
contractors/trust operators to:
• Support development of basketball facilities they manage
and the development of dedicated basketball centres.
17) Create and implement a plan,system and
appropriate resources to recruit,train,
and retain quality coaches
• Establish specific,linked,adequately resourced posts to
manage the development of coaches (including elite
coaches).
• Develop a coach licensing system so that qualified coaches
must stay affiliated to the NGB in order to retain a valid
coaching licence.
• Market,promote and implement a system to encourage
all agencies when engaging a coach to seek out and use
licensed coaches.
• Incentivise licensed coaches to be part of this process
via a well-structured range of courses,conferences,
materials and easy access to the new UKCC
coaching certification system.
• Develop a‘coach talent ID’system to support ambitious,
quality coaches to be fast-tracked and exposed to
opportunity at the right levels (in England and abroad)
to develop their skills.This should be managed in
conjunction with the Subsidiary Company.
• Deliver directive work in teacher training and
CPD environments.
• Provide accessible technical guidance for teachers
working in a range of settings.
• Work with professional league clubs to develop
and improve elite coach development processes.

The Mallin Report - 2007 British Basketball Government Review

The Mallin Report - 2007 British Basketball Government Review

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