Mallin Review Copy

31st July 2007

The report and findings of the
Mallin Basketball Review

2 Mallin Basketball review report

Mallin Basketball review report Chairman’s introduction 3

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 Neil Tunnicliffe, Principal,Wharton Consulting, former CEO Rugby Football League
Lisa Wainwright, Head of National Sport, Sport England

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. Develop World-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

4 Endorsements / Glossary Mallin Basketball review report

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

Mallin Basketball review report Table of Contents 5

Table of Contents
1. Background 6
1.1 Terms of Reference 6
1.2 Consultation 7
2. Executive Summary 8
2.1 The case for investing in basketball 9
2.2 Challenges 10
2.3 Recommendations 11
2.4 Targets 15
2.5 Next Steps 17
3.The Case for Investing in Basketball 18
3.1 Basketball today 18
3.2 The participation (grass roots and club) potential 21
3.3 The 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
5.1 Appoint 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 Develop World-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 2006 World 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 Management Team 37
15. Reformed National Governing Body:proposed Participation Directorate 38

6 1. Background Mallin Basketball review report

1. Background

1.1 Terms 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:

• 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.

Mallin Basketball review report 1. Background 7

1.2 Consultation Additionally an online survey3 was conducted which
attracted more than 400 respondents;findings were
The consultation process has enabled the Review Group
consistent with direct consultation interviews.
to develop and propose a series of recommendations that
are designed to overcome the obstacles which currently • Data was collected via online survey between 1
stand in the way of building a thriving basketball culture September and 16 October 2006.
in Britain. • A range of contacts were invited to participate.
We would like to express our sincere thanks to over Contact details were provided by
500 individuals who through consultation or the online EB/BCA/ESBBA/BBL,via the Mallin Basketball
survey have provided their views to the Review Group. Review website and via direct email contact.
• 411 individuals completed the survey and many
Agency consultation others provided comments via email.
The Review Group has been encouraged by the interest,
• The survey site was accessed via the Mallin Basketball
enthusiasm and evident commitment of participants in
Review website www.mallinbasketballreview.org
every level of the sport.In particular they have been
(which was accessible from the Sport England and
reassured by the high degree of unanimity about the
Hosana websites).Over the review period 25,413
challenges we face.An exceptionally good representation
hits were recorded.
of parties has been achieved:
A wide and varied view was captured through ensuring
• Over 80 individuals representing more than 30 agencies
diversity in the demographics of the survey respondents
concerned with basketball have been consulted.
(see figure 1 below).
• Most aspects of basketball functions were represented2.
• Views have also been received from England Basketball, Existing policies
FIBA,the NBA and other UK/England NGBs. The report reflects the principles of UK Sport’s
‘Investing in Change’and Sport England’s ‘Self Assurance
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.

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)

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

8 2. Executive Summary Mallin Basketball review report

2. Executive Summary

• 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.

Mallin Basketball review report 2. Executive Summary 9

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

4 Rankings published on the FIBA website December 2006


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


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. Develop World-Class British teams

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) 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.

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 the Whole Sport
Plan does not realise the full
potential of basketball.

Its view is that fundamental change to the constitution, The NGB should create an environment and culture with
powers,scope and obligations of the governing body is a strong sense of belonging for those who participate in
required and that the governing body needs to reform in basketball.It must operate a target based performance
order to help the sport realise this potential.If EB does culture and control key leadership aspects of the sport in
not commit to and is unable to undertake such changes England.In particular,to ensure that the sport grows and
within a reasonable timescale (no more than 12 months strengthens at all levels,it must have an impact upon the
from publication of this report) we believe it would be in following factors:
the best interest of basketball for a new governing body
• increase the presence of basketball in schools
entity to be formed to replace the existing entity.
• the number,quality and distribution of clubs
EB must be set up to attract and retain the best people to • levels of access to affordable facilities
run the sport within an appropriate management structure. • the management and co-ordination of quality coaches
Existing EB employees should be given the opportunity
• relationships with the professional game
to apply for all posts within the new structure5.
• commercial and philanthropic sources of funding
The NGB should have the vision for the sport in England.
The Review Group accepts that,although highly desirable,
It should build upon existing published plans and align
it is not practical at this time to attempt to create a single
all relevant bodies around these.It should be able to fight
British governing body for the whole of basketball.
basketball’s corner effectively with renewed vigour.
However,the NGB must have a close working relationship
At both national and local level it should re engage and
with Scotland and Wales,and positively contribute to a
work with enthusiasts across the country to build grass
British agenda.
roots participation and develop the game;supporting
GB national teams to compete at the highest level
with distinction.

5 All recommendations in this report concerning staff of EB are subject to any impact (if applicable) of the Transfer of Undertakings Protection of Employment (TUPE)
Regulations or similar legislation or statement of practice and/or other employee consultation requirements.


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


Figure 2:
EB 2006 funding and NGB
2007-09 proposed funding
requirements

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


5) Develop World-Class British team Specific activities could include entering a composite
The NGB should work closely with UK Sport and team in the Euroleague.There is an argument for housing
the subsidiary company to significantly improve the this team elsewhere but,for maximum commercial impact,
performance of GB elite basketball.Together they will London is the natural home.There would be a requirement
remove barriers to national representation;address issues to centrally fund the British core of the team with a further
such as release planning for contracts and costly insurance; 2 or 3 high standard foreign nationals as necessary and coach
and implement a satisfactory talented player pathway. selection is of critical importance.The British core would
The outcome should be the very best GB squad drawn be placed with existing clubs for domestic competition and
together from British elite talent around the world. would be built around the national elite squad.It would
add considerable value to the commercial and media
Furthermore,the professional league,together with the
propositions/opportunity for the sport.There would be
NGB,should set up a working group with the aim of
a requirement for special dispensation from Euroleague,
co-ordinating activity to support the development of
but this should not be a major barrier.
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.

2.4 Targets An independent evaluation of performance against targets
A focused and unified approach is required to meet the should be conducted on an annual basis in order to
vision for basketball.The NGB should operate through determine the NGB’s progress and to define a timescale
a target based performance culture to achieve this. 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.

Organisation Targets Measurement

Organisation 1) By Dec 2007 Chairperson,CEO and management
team appointed and reformed organisational Mallin Review Group & Sport
structure in place England progress appraisal
2) By Dec 2008 achieve a clear and aligned sense – Jan 08 and Jan 09
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 Baseline online survey 2006
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 Re-conduct online survey 2008
of the game in England including future delegated elite
performance operations

Professional staff 5) Attract and retain the best people to run the sport
Mallin Review Group & Sport
Funding 6) By Dec 2007 agree recommended funding from England progress appraisal – Jan 08
Sport England and UK Sport and submit all
relevant funding applications


Participation Targets Measurement

Players 7) By 2012 to double the number of registered players.
Baseline EB P&L 2006
Teams / clubs 8) By 2012 to double the number of registered NGB P&L 2007>
teams/clubs.

Participation 9) Bring the sport into the national ‘top 10’as measured
Baseline Sport England ‘Active
via Sport England’s ‘Active People’survey by 2012
People’Survey 2006

Facilities 10) By 2008 agree facilities target Survey >2007

11) By 2012 deliver facilities target Conduct Audit of Facilities

Performance Targets 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
in A division
Baseline FIBA Rankings 2006
14) End 2008 GB women’s team leading the
B division of the Eurobasket.
FIBA Rankings 2007 >
15) By the end of 2009 GB women’s team to be
promoted to the A 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
Mallin Review Group & Sport
professional league driving involvement in
England progress appraisal – Jan 08
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 2014 World Champs.

20) By 2014 attract 2 major world
class basketball events to UK e.g.
Euroleague Finals,FIBA Eurobasket
2013,FIBA 2014 World Champs.


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.

18 3.The Case for Investing in Basketball Mallin Basketball review report

Main Report

3.The Case for Investing in Basketball
3.1 Basketball today
It is hugely popular in Europe,the Americas,Australasia
Basketball is played by and Asia.As of August 2006,the International Basketball
Federation (FIBA) had 213 member federations,and is
more people than any now responsible for a sport that has more than 400 million
players world-wide.
other sport in the world Whilst we estimate that the number of unaffiliated players
paints a more positive picture (see Figure 3) participation
except football. 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 3.The Case for Investing in Basketball 19

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 EB Accounts 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


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 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.

• 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.

Figure 5:
FIBA 2006 World Basketball Rankings

FIBA ‘06 World Rankings

Country Men Women

Spain 3 8

Italy 7 46

France 8 5

Germany 9 35

GB > 75 > 64

6 Number affiliated in June 2006 (figure supplied by England Basketball).
7 Rankings published on the FIBA website December 2006

Mallin Basketball review report 3.The Case for Investing in Basketball 21

The Review Group’s belief is that,given the situation
of basketball today and the large potential for the sport, “more can be achieved
“more can be achieved through investing in the
development of basketball than any other team sport in through investing 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
the development of
a range of social factors such as health benefits,and the
time required to achieve significant improvement.
basketball than any
other team sport in
the UK.”

3.2 The 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:
It is a sport that: A rethink of the infrastructure (clubs and facilities)
• Is easy to play and enjoy at any age. offers the opportunity to tap into missed
• Is attractive to young people having strong links with growth opportunities
fashion and music.Perhaps more than most other sports Access to facilities is a problem.Where facilities exist,
it is equally attractive to boys and girls. availability of court space at peak times cost of court use
• Has tremendous potential to help address health issues and cost to travel to both centres and competitions present
such as youth obesity. additional and unnecessary constraints to participation.
• Can create bonds and friendship across communities At dedicated centres (e.g.,Nottingham,Barrow and
and assist in breaking down cultural and social barriers Manchester) the sport tends to thrive.Where basketball
where they exist. is innovative and is ‘in the right place at the right time’
• Has 25,000 registered players,although the number of (e.g.,Newcastle) good access to school facilities can
unaffiliated players is estimated to be considerably greater. underpin a strong participation structure and tap into youth
(under 12’s included) and attract more girls and women.
Strength in other sports will not necessarily
constrain participation growth Appropriately directed and better resourced help from the
Basketball has the potential to become a major participation NGB will make a great difference to struggling ‘would be’
sport in Great Britain,generating levels of involvement basketball players and local organisations.
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.


Youth basketball at Jesse Boot Wildcats Arena in Bakersfield
This is a dedicated,club managed,2-court basketball centre,in Nottingham

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

Mallin Basketball review report 4. Challenges 23

4. 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

24 4. Challenges Mallin Basketball review report

While acknowledging the hard work of the existing These challenges are described in the following
administration to put EB back on a sound financial three sub-sections:
footing and progress made in other areas,the Review
1.Organisation – Strategic direction,
Group assessment is that it has not overcome all the
organisational capability,role and governance
barriers limiting the growth and development of the
sport.Many challenges remain in most of these areas. 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.

Figure 7: Source:Online Basketball Survey
Please indicate the extent you agree or disagree with 2006,Mercer Delta Consulting
each of the following statements as a description of Notes:Percentages are based on
England Basketball. those expressing an opinion
(‘Don’t Knows’are excluded).
Those responding ‘neither/nor’
are not shown here.


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

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 Un-coordinated management of public sector facilities and
Access to affordable facilities was (by some distance) poor partnership between basketball and local authorities,
considered to be the most important issue in the online trusts and private contractors that manage them,makes it
survey (see figure 6).This is supported by views gained more difficult for them to accommodate existing clubs,
in the consultation process.Facilities are essential to and support the development of new facilities.
the growth of the sport.
Coaching
In England,3,763 courts are located in 3,473 sport halls Availability of well trained,motivated coaches,operating
across 3,392 facilities8.Most secondary schools in England at the right level,in the right locations with the right players
have an indoor court although quality and availability is essential to increasing participation,retaining players and
varies.There is some evidence of basketball gaining access feeding elite programmes.
to further education and university facilities.
The co-ordination and distribution of coaches is limited
Schools’facility stock should improve as a result of BSF and the organisation has not been effective in making
and over the next 15 years,schools without indoor courts the required fundamental improvements.Whilst there is
should get one and most of the remainder will be rebuilt concern for coaching we also still lack the ability to
or upgraded.Notwithstanding whole sport plan statements, optimise impact in priority areas such as inner cities via
basketball is pursuing a productive strategy to gain and the targeted allocation of staff and resources.
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.

Figure 8: Source:Online Basketball Survey 2006,
Quality rating of teaching and coaching in UK basketball Mercer Delta Consulting

8 Data from Sport England Active Places


Commentators at all levels confirm that the quality Clubs
and availability of coaches at club level across the A strong,sustainable club base (outside of school) is vital
country is inconsistent and affecting the sustainability to the provision of basketball for players of all abilities
and quality of basketball: and is the key to training and developing the most gifted.
However,the club base of basketball is limited and,in the
• Qualified coach presence in schools and SSPs,and the
main,is unable to provide the required natural progression
number of qualified basketball coaches working in
for young people from school.The affiliated9 club base of
education would appear to be small.
the sport is re-building from a low ebb,three years ago.
• There appears to be only a limited number of
As of March 10 2007,Basketball has 65 Clubmark10 clubs
basketball qualified CSCs.
and several professional league clubs have achieved
• At higher levels of performance,many national squad Clubmark status11.
coaches work on a voluntary basis.There are few elite
coaches and full time coaches are a rare commodity.
Figure 9:
The sport has no clear policy on coaching or coach
EB ‘affiliated’club distribution
development:
• There is no elite coach identification and development
programme.Processes to qualify new,and develop the skills
of existing,coaches are inadequate e.g.coach qualification
is not linked to affiliation,thus restricting capacity to
communicate with coaches and manage their development,
allocation and availability.
• There are options to gain paid employment as a coach
in a range of environments.This is,however,not linked to
the governing body in the context of quality control,
accreditation and continuous improvement.
• There is a lack of career structure for basketball coaching,
despite employment opportunities.There is also a lack of
coaches with significant international experience.
Figure 10:
The BCA is not considered to be particularly effective and EB ‘Clubmark’club distribution
review responses confirm that its relationship with EB is
strained.There is some confusion across the sport about which
agency manages what for coaches.There is no structure to
develop or manage links between coaches operating at a high
level (with professional teams or national squads) and those
working at other levels in the context of skills,techniques
and styles of play.

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


Where clubs exist they do not have capacity or struggle to Competition
gain access to facilities.It is no surprise that in England, Competitions are not sufficiently comprehensive to make
basketball has a much smaller club base than other sports. it easy or affordable for clubs in enough areas to compete.
It has,for example,just 23% of the number of affiliated
Club competition
clubs/teams of netball.
The quality of club competition at adult and junior levels
However,the comparison is most stark alongside is variable and in some areas of the country and age groups
European basketball peers: it is relatively low.In order to increase the attractiveness
of the sport to both young people and adults we need to
• England has just 16% of the number of registered clubs
build a system which reduces travel times and which builds
and 7% of the number of registered players involved in
upon demonstrated interest in central venue leagues to
the sport compared with France 12.
raise and sustain participation.We must also strengthen the
• Compared with Italy,England has 19% of the number
processes by which competition structures can play a role
of registered clubs and 11% of the players.In England
in providing platforms to spot the talented.Competition
many clubs are simply single teams whose viability
structures must be reviewed and strengthened to provide
/sustainability is in some cases questionable.They tend
attractive,affordable options for players,of all ages and
not to have capacity to support development and there
levels.Particular attention needs to be paid to improving
is a significant issue related to those that can cater for
competition opportunities for girls and women.
young people,especially those less than 12 years of age.
Club-based options for girls are even scarcer and this Schools competition
worrying fact is borne out by evidence of a decline in School competition structures must be reviewed and
the number of women’s national league clubs. strengthened.Basketball in schools must be better
orchestrated,promoted and supported to ensure that a
Best practice can be gleaned from some successful clubs
comprehensive,quality offer is made to young players,
and this should provide a basis on which to transform the
of both gender,all ages and levels of ability.
current club landscape:
• Clubs that operate from,or have regular affordable Officials
access to,their own,or a sympathetically managed and The general consensus of opinion is that little has
programmed,indoor facility,tend to thrive;Manchester been done (or certainly achieved) in the context of
Magic and Mystics and Nottingham Wildcats are increasing the number of officials over recent years.
testament to this.Programmes operated by professional The review survey and consultation indicated a clear
clubs for example Milton Keynes Lions,Westfield need to increase the numbers and quality of referees
Sheffield Sharks and Newcastle Eagles;demonstrate and table officials in the sport.
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.

Source:Online Basketball Survey 2006,
Mercer Delta Consulting

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


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


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

The latest Nike Midnight Madness competitions


There is a perception that EB is unreceptive to working The consensus is that talented players from such leagues
with these other operators,that more can be done to tend not to gain access to established performance pathways
encourage linkages and that approaches to EB receive - a missed opportunity both for them and the sport.
limited,if any,response.The value simply of recording • Providers and coaches can set up leagues,clubs and other
such participation is also not fully utilized: mechanisms without affiliating to or registering with the
• Apparently,few players find their way into registered governing body.
clubs/leagues from the ‘unstructured’sector,although it is • Basketball needs to exploit opportunities to present
difficult to tell as there is no mechanism to assess this. and promote the sport by working with other partners
in areas that offer potential for mutual advantage.

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 Financial support for international teams has improved in
recent years.Significant investment has been made available
Elite performance by UK Sport to support the development of successful
There has,until now,been no formal performance directorate British teams.There will still be a responsibility to source
structure in GB Basketball.This is recognised and is being additional income to support the development of talented
tackled as a matter of urgency.The Review Group has young players.
recommended and endorsed the setting up of a Subsidiary
• to improve the supply of talented female players to national
Company initially under the governance of UK Sport and
teams/squad
Home Countries’(England,Scotland and Wales) as a short
• to deliver a programme of talent identification that guides
term solution to funding elite activity and putting it on the
the right young players into the sport via a clear top-down
right path for success.This will enable necessary staff to be
protocol of development for aspiring elite players or
sourced to commence GB team preparation in support of
their coaches
achieving the qualification level for the London Olympic
Games.However a number of challenges remain: • to provide the right development opportunities to develop
young talent and support appropriate career choices
The dispersal of the best British professional players across • to support U16 and U18 representative teams.
the World means that significant logistical and contractual
problems must be tackled as part of drawing the GB team Basketball needs to be set up to produce the best possible
together.Elite performers must be provided with the support teams to compete in the London Olympics.In doing so
they need to take part and perform well.The absence of visible basketball must ensure the international programmes that
British role models,and no track record of success,adversely have been developed and the talent underpinning them
affects the motivation of young players to contribute to can aim to secure the place of the British team in Olympic
national squads. Games thereafter.


Significant investment has been made available
by UK Sport to support the development of
successful British teams.

Figure 12: Source:OnlineBasketball Survey 2006,
Please indicate the extent you agree or disagree with Mercer Delta Consulting
each of the following statements as a description of Note:Percentages are based on those
British Basketball League expressing an opinions (‘Don’t Knows’
are excluded).Those responding
‘neither/nor’are not shown here.

Professional League Its contribution to GB player development is widely
While BBL’s reputation across the sport is generally very considered to be limited.Commercial potential has not
poor,almost two thirds of those consulted felt that the BBL been exploited.The professional game appears to be
should enhance basketball in England and almost half of struggling financially.Even successful franchises do not
survey respondents felt it will play a critical role in success generate significant surpluses/profits.Long-term exclusive
at the 2012 Olympics. professional competition rights have not yet been agreed
and rival bids to operate a professional league have caused
Some progress is being made to reduce the number of non-
additional disruption.
GB qualified players signed and some franchises appear to
have an impact in developing the game (e.g.,the Eagle’s At most clubs,spectator numbers are low.Participation
‘Hoops for Health,the Sheffield Sharks Alliance club is also declining:three teams dropped out of the BBL for
structure and anti-crime/drugs work undertaken by the 2006-07 season and participation is considerably
Scottish Rocks). lower than 10-15 years ago.There is a strong view across
basketball that the professional game is populated by third
However,the present profile and commercial viability of
rate imported players and there is glass ceiling for aspiring
BBL is limited.It is held in low esteem and does not enter
indigenous professional players.
either FIBA or ULEB13 managed European competition.
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.

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 5. Recommendations 33

5. Recommendations

Review Group recommendations are encapsulated in 5
Despite these challenges themes (with 24 specific recommendations detailed in
there is no insurmountable section 5) that will deliver a key objective:
“By 2012,double basketball participation and create a
barrier to generating a swift GB team that qualifies for the Olympic quarter finals.”

and significant expansion in The five recommendations are:
1) Appoint a high calibre Chairperson to implement this
grass roots participation or report in its entirety

to increasing levels of 2) Reform the governing body
3) Provide sufficient funding
performance. 4) Grow sustainable grass roots participation
5) Develop World-class British teams

34 5. Recommendations Mallin Basketball review report

5.1 Appoint a high calibre Despite this,the Review Group’s finding is that many
problems continue to exist in relation to the structure and
Chairperson to implement governance of the sport and that the Whole Sport Plan does
this report in its entirety not realise the full potential of basketball.Its view is that
A leader is needed who is able to drive an organisation fundamental change to the constitution,powers,scope and
that can deliver the vision for the sport.This should be a obligations of the governing body is required and that the
person of stature with commitment to the sport and strong governing body needs to reform in order to help the sport
business acumen.The individual must have the character realise this potential.If EB does not commit to and is unable
and commitment to unite the sport and implement all to undertake such changes within a reasonable timescale
the recommendations in this report. (no more than twelve months from publication of this
report) we believe it would be in the best interest of
This appointment will be a major step towards bringing basketball for a new governing body entity to be formed
the recommendations in this report to life and meeting to replace the existing entity.
our key targets.We must appoint this Chairperson as
quickly as possible if we wish to capitalise upon this EB should be set up to attract and retain the best people to
unique window of opportunity. run the sport within an appropriate management structure.
Existing EB employees should be given the opportunity to
apply for posts within the NGB structure14.
5.2 Reform the governing body
Some progress has been made over the last few years and The NGB should deliver the vision for the sport in
plans have been published.Encouragement can also be England.It should build upon existing published plans
drawn from the coming together of the home countries and align all remaining relevant bodies around these.
to develop a GB team.England Basketball has emerged As a properly empowered,well managed and funded
from a period of financial instability.This is a significant organisation with the sole responsibility for the sport,
achievement that deserves acknowledgement. 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.

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 The Review Group accepts that,although desirable,it is
control key leadership aspects of basketball in England. not practical at this time to attempt to create a single British
In particular it must in its role at growing the sport at all governing body for basketball.However,the NGB must
levels,take responsibility for,and have a positive impact have a close working relationship with Scotland and Wales.
upon,the following:
In order to ensure the continuity of funding to the elite
• Increase the presence of basketball in schools development programme,UK Sport and the Review
• the number,quality and distribution of quality clubs Group agreed that as a temporary and interim measure
• levels of access to affordable facilities UK Sport would form a subsidiary company to manage
• the management and coordination of quality coaches and fund basketball’s elite performance operations.Its role
• relationships with the professional game would include defining the desired player pathway for elite
• commercial and philanthropic sources of funding. 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.

14All recommendations in this report concerning staff of EB are subject to any impact (if applicable) of the Transfer of Undertakings Protection of Employment (TUPE)
Regulations or similar legislation or statement of practice and/or other employee consultation requirements.


It is planned that the British Basketball Federation In the interim,in order to ensure effective working
(if and when recognised),acting on behalf of the three practices and communication,the NGB and the
home country basketball associations,will delegate the subsidiary company managing the elite basketball
responsibility for the formation and fielding of British programme should be co-located.
Senior and Under 20 teams to the subsidiary company.
Specifically:
In seeking recognition from the sports councils,BBF must
1)NGB
have representatives from each of England,Scotland and
Wales Basketball in membership.The Review Group • Appoint a strong,independent Chairperson
recommends that the CEO of the NGB becomes the (the Review Group will support this process)
Chairperson of the BBF. to oversee and embed the new structure.
• The NGB board to contribute to the long-term
We must ensure that the NGB and the elite basketball vision and drive the development and promotion
agenda remain firmly aligned.If recognised,BBF must of the sport.
agree how the performance function is to be managed.
• A new constitution and board member selection
UK Sport will set out its requirements in this respect
process should be adopted by the NGB
along the lines of the template agreed with other sports
(See Appendix 2).
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.

2) Figure 13: NGB:Proposed Board Structure

NGB Board of Directors (Maximum 10 members)

Representative ‘Game’ Chair (1) Board nominees
CEO
nominees (2) nominees (3) (Up to 3)

2 appointed by 3 elected from Initially appointed Appointed by
Sport England ‘the game’ by Government on Nominations
recommendation Committee on
of Review Group basis of expertise,
In future,chair experience etc.
appointed by
Nomination
Committee

Source:Mallin Basketball Review
Group 2006


3) Expand the scope and accountability of the NGB • The Review Group would also strongly encourage the
• Other existing bodies and their roles,responsibilities NGB to,in due course,initiate a dialogue with a view to
and functions to become part of the NGB. Scotland and Wales combining in an all encompassing
- The BCA as an entity and its functions to be brought British body.
back fully into the NGB which should work directly • Build upon existing published plans and align all relevant
with coaches via its professional staff and regions partner bodies around a common vision.
to develop a system that delivers quality coaches • The NGB should operate a target based performance
(and coaching) at all levels culture – involved in setting performance objectives and
• It will be the agency with which all others work driving execution to deliver against these.
with respect to basketball: • The Subsidiary Company should be responsible for the
- Build strong,mutually beneficial,relationship elite development programme.
with the professional game. • Support and work closely with the Senior Management
- Encourage agencies to ‘feed’players into affiliated of the Subsidiary Company on player/team development
clubs and develop mechanisms to recruit talented structures and processes proposed by the Performance
players via these structures. Director and the relevant head coaches.
- Increase the presence and quality of basketball in • Work closely with the Subsidiary Company to establish
schools and clubs via support to volunteers and agree protocols for the management and
in local communities. development of talented players.
- 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.

4)Introduce the NGB directors and procedures 5)Introduce a Nominations Committee
• Two to be nominated by Sport England:these need • To be set up under the Constitution of the NGB.
not be drawn from the organisation.Whilst they will, • To (initially) consist of the Sport England nominees,
no doubt,have some responsibility to Sport England one elected member and the Chairperson.
they will act independently in the best interests of the • It is suggested that the constitutional arrangements
sport as they see fit. for the Nominations Committee be reviewed after
• Three to be elected by eligible members/stakeholders 5 years.New arrangements to be decided upon by
of the NGB (to be defined – by interim chair in the then Board.
consultation with Sport England).
6)Create a new Constitution
• An initial/interim chairperson to be approved by Sport
• Probably a company limited by guarantee.
England,acting upon the recommendation of the
• Sports councils can change their nominees at any time.
Review Group.That person to become the new Chair
• Constitution can only be changed by a 75% majority
of the NGB.Thereafter the Chair to be appointed by the
of the 5 representative and game nominees and the
Nominations Committee.S/he could be drawn from
Chairman.In all other matters the NGB directors
(a) or (b) above or be an outside appointment.
should each have one vote.
• Up to 3 additional directors can be appointed by
the Nominations Committee. 7)Create a Remuneration Committee
• The Board should be limited to (say) 10 in total. The remuneration and incentives for executives of the
• Elected members and additional directors (see above) company should be based on achieving the objective
to serve for a period of 3 years. and key targets including financial and commercial
performance.Incentives should be based on short term
• Chairperson and CEO to serve for a period of 4 years.
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.


8)Management structure (see figure 14 proposed) 9)We make the following recommendations to the
• The CEO may be appointed by the Chairperson in structure and responsibilities of the BBF:
consultation with Sport England and the Review Group. • 1 representative of BB Scotland
• Thereafter the CEO may be appointed by the • 1 representative of BB Wales
Nominations Committee on a 4 year renewable contract • 1 representative of the NGB
with 12 months’notice provision. • 1 appointee of UK Sport*
• The reformed NGB will,subject to the direction of the • 1 Chairperson (expected to be the CEO of the NGB )
Chairperson and the CEO,appoint three departmental * Need not be a member of UK Sport but someone they believe would
directors:Finance and Admin,Participation and make an important contribution to the Board
Commercial (see figure 14).
• The team of regional ‘development managers’, The BBF should be responsible for the following areas
led by a head of development,should rise from 4 to 9: (list not exhaustive):
- 1 in each Sport England region. • Overall strategy for GB teams (over 18).
- Each should have administrative support and access to • All financial matters related to elite performance.
a flexible revenue budget (reflecting national targets and • Engagement with FIBA and the British
regional characteristics) to enable him/her to achieve Olympic Association.
targets set to develop the sport in that region. • Managing Subsidiary Body staff.
• Key priorities for the work and measurement of the
A Performance Director should be hired.S/he should
professional HQ and regional staff teams are outlined
report directly and exclusively to the Chairman of the
in Figure 15.
Board.They should be accountable to the entire Board
• Increase the NGB staff headcount from c20 to c40.
for the implementation of the following strategic areas
• The NGB must employ staff with the skills and capacity (list not exhaustive):
to advocate,develop,promote,maintain and extend
• Develop/manage GB teams.
strong,positive relationships with key national agencies
(e.g.,DCMS,Sport England,UK Sport,YST, • Develop/manage elite player pathways.
Sportsmatch,running sports,Clubmark,SCUK, • Team selection.
Skills Active). • Liaison with home country organisations.
Descriptions of work responsibilities in figures 14-15 are • Defining and communicating with the rest of the
indicative.Further consideration must be given to how, sport in relation to talented player development
where and why specific operational areas are coordinated. pathways for young players.

Figure 14: NGB – Proposed Management team and responsibilities

NGB Board

CEO

Director: Finance/Admin Director of Participation Commercial Director

Main responsibilities: Main areas of responsibility Main responsibilities:
• Finance & budgetary • Regional development staff • Sponsorship
management & work programmes • Merchandising
• Resource management • Facilities – dedicated • TV
• General office management • Partner facilities – access • Events
• ICT systems & support • Coach development •Venue relationships
• Human resources • Club development • Joint work with
• Health & safety • Competitions/Officials professional league
• Equity (attracting & retaining • Sales of services & equipment
players from all sections • Membership related services
of society) & revenues
• Basketball in schools/FE/HE

Source:Mallin Basketball Review Group 2006


Figure 15: NGB – Proposed Participation Directorate Source:Mallin Basketball Review Group 2007

Director of Participation Directorate admin team

Regional/National National Junior Coach Development Facilities Manager
Development Team Squads/Teams Manager
Manager Manager Covering:
Linked support post(s) • Access to existing..
9 RDMs (I per Sport • Developing new..
England region (plus Covering: Coaching
• Commercial partnerships
1/2 time admin. posts) • Appointing coaches to development (1):
U16/ U18 girls/boys • Case-making
• Qualified coach numbers
To deliver: teams. • BSF
• Coach affiliation/
• Club development • Managing talent ID distribution • Liaison – FE/HE
& Clubmark systems and processes. • CCDP & other grants
• CSCs - programme
• Relations;S/E regions • Arranging international • Work with other
• Coaches – in clubs/schools
competition agencies (eg- FA
• Relations:other • Coach qualifying
NGBs (regionally) • Securing adequate Business Development
– teachers
facilities/funds to run Manager role)
• Relations;CSPs/other junior squads. • UKCC implementation
local partners
• Presence in schools/ SSPs Coaching
• Expand & manage development (2):
CSC network • Link to PD/head coaches
• Local volunteer • Upskilling/training
development • Technical/tactical input;
linked to PD
• Junior talent ID
– linked to PD

National Competitions Officials Manager Equity Manager Schools & Colleges
Manager
Cover referees & table To cover: Work in/with/on:
Linked support posts.. officials: • Child Protection • Teacher training colleges
• Increased numbers • Staff training • DfES/YST
To cover: of qualified;prof. • Perf.measurement • (Via RDMs & CSPs) SSPs
• Club competition & voluntary
• Player tracking • Promotion &
management • Improved standards
• Recruitment > development of
• Tracking progress/ • Distribution mini-basketball product
addressing deficiencies mainstream basketball
• Upgrading/training & presence
• Work;independent • Affiliations • With Facilities Manager
leagues – BSF,school facility
• Club/competition
• ID-ing weaknesses demand links programming
(e.g.girls) • Academies programme
• School > club links
To cover: • Links to HE/BUSA
• 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


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


Specifically: 11) Diversify into other non-funded income sources
10) Increase of £1.2m in funding from Sport • Appoint and incentivise senior management and
England (£1.7m total per annum) staff to develop the commercial potential of the game
• The key application of the increase will be to offset costs and optimise return on investment across the Sport.
from an increase in staff quality and quantity within the Government funding should not be cut if commercial
NGB.Headcount should increase by net 16-19 FTEs. 3rd party sources increase as this creates a disincentive
• Costs associated with the elite scope of Subsidiary and basketball will suffer.
Company £1.5m have not been included in the • Create a plan to derive substantially more income
reformed budget with the exception of £150k income (currently £1m) from other non funded sources
to the NGB from the provision of head office overhead e.g.media,sponsorship and other commercial activity
support e.g.membership,subscriptions,merchandising, at national and local level.
media,sponsorship. • 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.

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.
A programme should be designed and actively managed The specific areas which are crucial to developing the
to produce consistently higher coach quality,availability strength,sustainability and growth of the sport are:
and distribution.The NGB should (working closely with • Facilities
the Subsidiary Company) implement processes to enhance • Coaching
understanding of performance requirements,identify • Clubs
and develop effective talent and put in place appropriately
• Competition
structured and available competition.
• Partnerships
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.


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


18) Review the club network and make changes, 20) Plan resources around developing officials
key elements of this should include: to support the competition structure
• The NGB to assess new catalysts for club growth • Allocate staffing and/or budgetary resource to audit the
e.g.work with schools activities. number,distribution and availability of officials and to
develop the base of referees and table officials in the sport.
• Extend club network to areas where the presence of the
sport is limited and reinforce where they already flourish. • Develop plans to provide adequate numbers of officials
qualified at the requisite levels to effectively service the
• Assess and improve support to clubs across key areas:
game – at all levels.
- Quality and availability of facilities
• Consider issues associated with the increasing cost of
- Accreditation (Clubmark) and school-club links
hiring officials and the impact this does/could have
- Coach recruitment and development. on the affordability of competition – at all levels.
• Combine facilities planning,coach and club development
work so that,at up to national league levels the majority 21) Work towards a position where there is (within
of people playing competitive basketball are able to do so three years) a basketball development ‘presence’
within (say) a maximum of one hour’s travel from their (paid/voluntary/honorarium based) in each
club home base. of the 49 CSPs in England.
• Link and relate plans for development with the strength • Set targets for each CSP,based upon local
and willingness of the sport itself in key areas and the conditions/circumstances e.g.:
disposition of key local partners. - Specific numbers of Clubmark accreditations.
• Use the management information at the sport’s disposal - Specific densities of active affiliated coaches at each
to make informed decisions about where resource should relevant level.
be allocated to achieve this. - Specific competition structures;clubs,schools etc.
• Progressively seek to configure league and competition - Club-links achievement.
structures to embrace leagues and clubs. • Assess the specific potential value of basketball regions:
19) Streamline and improve the and whether/how they can be linked more effectively
competition structure into the Delivery System for Sport,with an eye to gaining
• Actively promote club competition ‘clustering’thus access to regionally allocated development resources.
reducing direct costs and the costs of time and travel
related barriers.
• Actively encourage local area schools competition
‘clustering’thus reducing direct costs and the impact of
time and travel related barriers.
• Support local schools competition and build competition
promotion into its work.
• Consider schools affiliation as part of a wider package,
using greater presence to build upon localised inter-school
competition and attract more to enter county and
regional events.
• Adopt a strategy to strengthen competition structures for
schools basketball linked to wider processes to encourage
and develop the strength and presence of the sport in
schools perse.
• Adopt a strategy to strengthen competition structures
for club basketball linked to wider processes to encourage
and develop the strength and presence of the sport.
• Work with the professional game to ensure that clubs
(or a composite team) enter (and are competitive in)
European club competition (FIBA/ULEB) so talented
players get access to high level club competition.


The NGB should also consider whether and
how major international events can be hosted
in England to enable British national teams and
squads and professional clubs to gain maximum
access to top class competition.
5.5 Develop a world-class British team Specifically:
The NGB should work closely with UK Sport and the 22) Develop a clear performance pathway and
Subsidiary Company to significantly improve the a successful British team:
performance of GB elite basketball.Together they will • Define a clear performance pathway for talented players
remove barriers to British representation,address issues such including opportunities for the identification and fast
as release planning for contracts and costly insurance;and tracking of exceptional talent.
implement a satisfactory talented player pathway.The • Create a culture of commitment to winning within
outcome should be the very best GB squad drawn together the British team,through professional management and
from British elite talent around the world. implementation of World-Class standards.
Furthermore,the professional league should set up a working • The NGB should also consider whether and how major
group with the NGB with the aim of co-ordinating activity international events can be hosted in England to enable
so as to support the development of basketball throughout British national teams and squads and professional clubs
the country.Specifically this will ensure that it plays an to gain maximum access to top class competition.
increasing role in grass roots development and talent 23) Develop a strong professional league
pathways and becomes an integral part of the talented/elite • The professional league to set up a working group with
player development system. the NGB and the Subsidiary Company with the aim of
Specific activities could include entering a composite team in co-ordinating activity so as to support the development
the Euroleague.There is an argument for housing this team of basketball throughout the country.Activities should
elsewhere but for maximum commercial impact London is include a reassessment of the league structure and further
the natural home.There would be a requirement to centrally review of its policies on player eligibility.The professional
fund the British core of the team with a further 2 or 3 high league can play an increasing role in grass-root
standard foreign nationals as necessary and coach selection is development and talent pathways and play a key
of critical importance.The British core could be placed with supporting role in the elite development system.
existing clubs for domestic competition and could be built • The NGB Commercial Directorate to put in place a
around the national elite squad (or aspiring squad members). strong partnership with professional clubs.This will raise
standards of play,commercial income and the sponsorship
It would add considerable value to the commercial and
potential of the sport and the professional game learn
media propositions/opportunity for the sport.There would
from the best elements of successful European models.
be a requirement for special dispensation from Euroleague,
but this should not be a major barrier. 24) Raise the profile of basketball and enhance
wider media exposure of the sport
• Promote the sport in schools at national/local level both
directly and via agencies such as theYST and the AfPE.
• Work closely with PE and school sport (SSPs - including
the new ‘competition managers’).
• Ensure television coverage of key GB games.
• Raise the profile of GB senior international teams and
individual players.

44 6.Targets Mallin Basketball review report

6.Targets

A focused and unified approach is required to meet the
vision for basketball.The NGB should adopt 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 progress and to define a timescale for BBF to
delegate the management of elite performance to the
NGB.In additional to the key targets 1 - 20 in the executive
summary further targets are contained in this section
numbered 1-33.

Mallin Basketball review report 6.Targets 45

Organisation
An accountable,effective governing body which is
valued by all stakeholders is a prerequisite to delivering
the recommendations in this review.However,to put this
in motion,nothing less than a focused,unified approach
coupled with sufficient funding to attract and retain quality
resources will be needed.
While development of elite players and national
teams/squads require specialist input and support,it is vital
that the overall management and operation of basketball is
as integrated as possible to provide the coordinated approach
which is essential to achieving a step change.

Organisation Targets Measurement

Organisation 1) By December 2007 CEO and Management
team appointed and reformed organisational
structure in place.
2) By December 2008 achieve a clear and aligned Mallin Review Group progress
sense of direction,driven by an organisation that appraisal – Jan 08 and Jan 09
is accountable for and better equipped to deliver
the required improvements.
Baseline online survey 2006
3) By June 2008 all staff appointed to the NGB staff
(complement should rise from c20 to c40).
Re-conduct online survey 2008>
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.

Staff 5) Attract and retain the best people to run the sport.
Mallin Review Group/Sport England
Funding 6) By Dec 2007 agree recommended funding from progress appraisal – Jan 08
Sport England and UK Sport and submit all
relevant funding applications

46 6.Targets Mallin Basketball review report

Participation Tackling issues around these will take time and a
A substantial increase in the availability of quality major transformation of the sport can be achieved
facilities and coaching is vital to the development over this period.
of the sport at all levels.


Teams / Clubs 7) By 2012 double the number of registered
teams/clubs
8) By April 2009 at least one affiliated/Clubmark
basketball club that offers opportunity and coaching
to young people in each SSP/local authority
in England Report to Sport England and
UK Sport by the reformed EB
9) By April 2010 at least one basketball club with
Clubmark accreditation in each SSP/local
authority in England
10) By April 2008 all professional league clubs
- Clubmark accredited

Participation 11) By 2012 to double the number of registered players.
12) By 2012 bring the sport into the national ‘top 10’as
measured via Sport England’s ‘Active People survey.

Baseline Sport England
Facilities 13) By 2008 agree facilities target ‘Active People Survey 2006
14) By 2012 deliver facilities target
15) Ensure that the specification of all new sports
halls built (in schools and freestanding) meet the Survey >2007
spatial (and fixed equipment) specification needs
of basketball
Conduct Audit of Facilities
16) By 2011 establish a minimum of one double
(basketball) court hall in each of the 49 CSP areas.
17) With CSPs secure each Clubmark club locally
affordable facility access.


Coaching 18) Establish a national coaches/coaching management,
development and deployment system.
19) By 2010 have at least one CSC in each CSP.
Audit process via system
20) By 2012 have (at least) one (part-time) basketball
CSC in each SSP.
21) By Sep 2010 all active coaches are ‘licensed’ Audit policy of key partner agencies
(affiliated to) the NGB.By Sep 2010 all agencies
looking to use basketball coaches committed to
only utilising the reformed EB licensed coaches.

Competitions 22) Increase the quantity,quality,affordability and Regular club survey
accessibility of basketball club competition. Conduct audit of referees and officials
23) Increase the quantity,quality,of basketball referees
and table officials.

Mallin Basketball review report 6.Targets 47

Performance This will bring increased media exposure and sponsorship
It is possible to establish a virtuous circle whereby with the resulting financial benefits.In turn,this will help
improved national team performance and a substantially fuel expansion at grassroots level.Significant improvements
higher quality professional league will raise the sport’s in the performance of the sport at all levels are achievable
profile and,therefore,popularity. within five years.

Performance Targets Measurement

World Ranking 24) By end of 2007 GB Men’s team to be promoted to
A division of the Eurobasket.
25) Jun 2008 men’s team performing well in A division.
26) End 2008 Women’s team leading the B division.
27) By the end of 2011 British teams to secure the Baseline FIBA Rankings 2006
right to compete in the Olympic Games
28) Track the performance of International women’s
teams and those at relevant age group levels FIBA Rankings 2007 >
29) By 2008 create and implement a tracking
mechanism for the identification and TBD
development of emergent elite players

Professional 30) By Dec 2007 Professional League to set up a
League working group with NGB with the aim of
coordinating activity on elite
development including:
• Collective approaches to TV linking televising
of the national squads’games (men’s and women’s)
to coverage of the professional league
• Linking professional club programmes at all levels
to talent ID and development processes
31)Build strong partnership with Professional League
in order to create a high quality,viable professional
league driving involvement in European
club competition
TBD and conduct
32) Enter a composite team in the Euroleague. Survey 2008

Competitions 33) By 2014 attract 2 major world class basketball events
to UK,e.g.Euroleague Finals,FIBA Eurobasket
2013,FIBA World Championship 2014

48 7. Next Steps Mallin Basketball review report

7. 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 of £0.15m to be paid to the NGB by the
Subsidiary Company for overhead provision.
• Create a plan for £1m commercial income.
• Create a plan to fill £0.40m funding gap.
3. Initiate 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 EB.
• Appoint a CEO to the NGB.
• Put in place a systematic performance management framework in the NGB.
• Outline a remuneration approach to incentivise and reward staff high performance.
4. Establish a quarterly report by NGB CEO to Sport England and
UK Sport on the implementation of this plan.
5. Sport England to make available funds (over and above those detailed above)
totalling £300k to begin implementation of the recommendations of
this report.

Mallin Basketball review report 8.Appendices 49

8.Appendices
APPENDIX 1:
List of Consultees

Consultee Agency Title/role
Terry Donovan EB Chair - EB

Keith Mair EB CEO- EB

Jeff Jones EB/BBF EB board director/Head coach England U20 men’s team

Kevin Hibbs EB Board director/Regional Chair – South East

Peter Morton EB Board director

Angela Francis EB Former Board director

Eddie Allen EB Former Board director

Ken Nottage EB Former Board director

Betty Codona EB Former chair

Graham Jones EB Former CEO/Sport England

Steve Nelson EB Former EB head of development / Sport West County Sport
Partnership Manager
Steve Darlow EB National Clubs Development Manager

Sam Spare EB Development Manager (South)

Steve Alexander EB London Development Manager

Brian Aldred EB Coach Development Manager
Graham Blankley EB Education and Events Officer / ESBBA liaison

Nicky Brown EB National Leagues Manager

Todd Cauthorn EB National Facilities Manager / BBL player
Radmila Turner EB (Former) Performance Manager

Pete Scantlebury EB England C-Games men’s head coach

Bernard Ball EB Regional Chair – East

Micky Byrne EB Regional Chair - South

Collette Allerston EB Regional Chair – North West

Martin Spencer Mini-basketball Education Officer

Paul Blake BBL Chair:BBL / CEO:Newcastle Eagles

Yuri Matischen BBL Director:Westfield Sheffield Sharks

Sarah Backovic BBL Vice Chair:BBL /Westfield Sheffield Sharks

John Timms BBL Westfield Sheffield Sharks – Study Support Centre Manager

50 8.Appendices Mallin Basketball review report

Vince McCauley BBL MD:Milton Keynes Lions

Gary Stronach BBL Plymouth Raiders - Head Coach

Bill McInnes BBF Chair
basketballscotland Chair

Sandy Sutherland GBB Chair
basketballscotland Board Member

Trevor Pountain GBB Secretary
Nick Stonard GBB Treasurer

Martin Bland BBF Administrator

Ian Reid BBL Scottish Phoenix Honda Rocks - Director
Andy Powlesland EBL/BUSA Chairman - Brixton Top Cats
South Bank University - Director of Sport
Jimmy Rogers EBL Brixton Top Cats
Roger Moreland ESBBA Chair

N Waldron ESBBA National Secretary

John Collins BCA Chair

Charlie Bethel GBWBA Chief Executive

Steve Spilka GBWBA Secretary

Gordon Perry EB/GBWBA Former EB Disability Development Manager

Bob Elphinston FIBA President
Zoran Radovic FIBA Development Manager

Paul Stimpson FIBA Television Development

Patrick Baumann FIBA Secretary General

Ieuan Jones basketball Wales Chair

Will Jones basketball Wales Chief Executive

John Amaechi EB Board director
ABC Foundation Chair

Joe Forber GMYouth Basketball Club Director/Coach

Maggie Forber GMYouth Basketball Club
Ian Loxton Loxton Centres CEO/owner

Mark Brian BUSA Head of Sports Programmes
Wes Grant BUSA Sports Programme Manager – basketball

Guy Taylor TASS/BUSA National Manager

Mallin Basketball review report 8.Appendices 51

Humphrey Long Club coach

Richard Saunders Greater (Manchester) Chief Executive
Sport CSP

Michael Ball Gosport SSP Partnership Manager

Stuart Lindeman P4S Regional Education Director
Kevin Cadle Sky Sports Broadcaster & former England national coach

John Brewer GlaxoSmithKline Business Director:Nutritional Healthcare

G Sutcliffe MP DCMS Minister of State (Sport)
Deidre Hayes Coach – English Universities

Lorraine Landon Basketball Australia General Manager,National Teams/ Competitions

Luol Deng NBA player Chicago Bulls
David Stern NBA Commissioner

Mel Welch Former General Secretary:EB.
Former Secretary British and Irish basketball Fed.

Terry McEntee Suffolk Sport Partnership Manager - Suffolk

Kathryn James Suffolk Sport Basketball Development Coordinator

Nick Drane Ipswich BC Community coach
Mike Burton Chester Jets – Asst Coach & Director:Schools

Sue Campbell UK Sport Chair

Liz Nicholl UK Sport Director of Performance

Hamish McInnes Consultant to BBL

Joshua Nochimson 24/7 Sports Management Luol Deng representative

Huw Jones Sports Council for Wales Chief Executive

Mark Frost Sports Council for Wales Governing Bodies

Kelly Parkynn England Netball Former National Club Links Manager

Mike Reynolds Sportsmatch CEO

Steve Nelson West of England CEO
Sport Partnership

Sincere thanks to those who responded to the electronic survey and/or emailed their comments to the Review Team.

52 Notes Mallin Basketball review report

Mallin Basketball review report Notes 53

54 Notes Mallin Basketball review report

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