Our commitment to making real, lasting change
Basketball plays a vital role in engaging communities in some of the most underprivileged areas in the UK. The sport is known for its inclusivity and diversity, which is why we are proud to have received an ‘A’ rating in the Race Representation Index (RRI) developed by Sporting Equals in both 2022 and 2023. We are confident this will be maintained or improved in our latest submission at the end of 2024.
In 2022, we introduced a fairer, more robust approach to tackling discrimination, harassment and victimisation through a new Disciplinary Code, Publications Policy and associated training and guidance.
This has improved our ability to identify issues within the sport and respond appropriately. Most recently we concluded an audit of all of our published policies, codes and guidance documents to continue this integral governance work.
Basketball England (BE) has developed a Diversity and Inclusion Action Plan (DIAP) with the aim of improving EDI within the organisation and the sport at all levels.
The DIAP reflects BE’s commitment to the Code of Sports Governance.
The DIAP is centred on Five Core Ambitions:
- Leadership - We will identify, champion and support our leaders to exemplify our dedication and enthusiasm to diversity and inclusion
- Representation - We will actively reduce systemic barriers to accessibility and opportunity from volunteers to senior leadership with continued annual reviews
- Respect and Acceptance - We will build awareness and understanding through intentional education and targeted training, supporting our zero-tolerance approach to discrimination
- Collaboration - We will develop collaborative partnerships to aid our organisational learning, impact on the game and the communities we serve
- Equality and Equity - We will develop and follow a balanced equitable and transparent action plan to achieve our goals with continued performance reviews
Our Vision: Basketball for ALL. To be the nation’s most enjoyable, inclusive, innovative, impactful, inspirational sport; safe and fair for all participants in all communities.
Statement from BE Chair - Paul Blanchard
At BE, equality, diversity and inclusion are core to how we build our sport. Every day, we strive to make basketball more accessible, collaborative and inspiring by ensuring everyone has a voice and the opportunity to thrive.
Through ‘BASKETBALL FOR ALL’ we’re not only setting a standard but actively engaging with diverse communities to reflect the vibrancy of our sport at every level. By uniting passion with purpose, we can create lasting change, ensuring Basketball is a positive force for equality.
Our Mission: To govern and grow our sport in the most efficient, effective way possible, thereby providing a great experience for everyone involved in basketball.
Statement from NED and Chair of EDI Committee - Brandie Deignan
As Chair of the EDI Committee, I am dedicated to fostering an environment where everyone feels valued and respected.
Embracing diversity in every aspect - from players and coaches to fans, strengthens our sport and unites our community. By prioritising mentoring, partnerships and inclusive practices, we can break down barriers and pave the way for a more equitable, accessible future in basketball. I welcome and encourage all stakeholders to join us on this journey.
Statement from the Board
As the Board at BE, we recognise and take very seriously our role in equality, diversity and inclusion. We are committed to making real, lasting change in the way our sport is run, from grassroots to governance, which is why ‘Leadership’ has been selected as a focus. We fully support the Diversity and Inclusion Action Plan, and we’re dedicated to making sure it isn’t just words on a page but a real driver of change. To bring about the improvements required we recognise leadership does not start and end with us, and so we will identify and champion the leaders who can influence this change.
Basketball remains one of the most diverse sports in England, bringing people together from different backgrounds, however, we recognise barriers exist across opportunities in participation, coaching, officiating and leadership roles, and we need to address this. That’s why we’re taking action to ensure fairer recruitment, better representation and safer, more inclusive environments for everyone involved in the game.
Another key focus is ‘Representation’ and creating a workforce that reflects the diversity of the basketball community. To achieve this, we’re reviewing and auditing our recruitment processes to reduce bias and ensure people are judged on their skills and potential, not their background. We’re also evolving existing programs to help more individuals with protected characteristics progress into key roles within the sport.
Beyond recruitment, we’re focused on ensuring that ‘Respect and Acceptance’ are values echoed throughout the basketball spaces we provide. To do this we are reviewing our policies, working toward a clearer reporting system for concerns, and implementing mandatory training for coaches, officials and staff to ensure inclusivity is embedded in every part of the game. We also know that accessibility needs to improve, so we will be investing in adaptive basketball programmes and finding sustainable ways to reduce financial and physical barriers to participation.
We also recognise that inclusion isn’t something we can achieve alone. Together we are stronger and that is why ‘Collaboration’ has been chosen as a key focus. By working closely with community organisations we believe we can make our initiatives reach those who need them most, and we’re committed to listening to the voices of players, coaches and volunteers from all backgrounds. By increasing representation in decision-making and amplifying the experiences of underrepresented groups, we can feel confident basketball in England reflects the people who play it.
Of course, commitment means nothing without action. That’s why we’re holding ourselves accountable, and will regularly review our progress, targets and make sure diversity and inclusion remain at the heart of our decision-making. Every member of our Board and leadership team has a role to play in driving this change, and we’ll be transparent about the steps we’re taking to reach our goals.
Our final key focus is ‘Equality and Equity’, something this plan is ultimately about and a thread that will run through our DNA. This is a long-term commitment, and we’re determined to make sure it leads to real impact. We’re excited about the journey ahead and look forward to working together to make basketball in England truly inclusive for all
Areas of Underrepresentation in the Sport
- Diversity of Board Members
- Representation for Women and Girls in Participation
- Diversity of Officials and Volunteers
- Disability
External Advisory Committees
To help us ensure that lived experience and expertise are at the heart of the voices shaping decision we have five advisory committees, these are detailed below:
- EDI Committee
- Future Youth Committee
- Officiating
- Coaching
- Leagues and Competitions
Data and Insight
We will measure our progress by collecting both quantitative and qualitative data. In the first year, we plan to evaluate our data further and work toward a more recognised framework to obtain an accurate understanding of diversity in the organisation and our membership.
Some data is essential to gather, but it is currently unavailable. Therefore, we are already exploring certain system and process changes to obtain the necessary information.
For the time being, we will publish the data we have available on race and binary gender representation and estimated target ranges, to ensure transparency.
In the future, BE is committed to measuring the diversity of all protected groups and socio-economic status in greater detail.
Staff Representation Race and Gender
|
2021/22 |
2022/23 |
2023/24 |
2024/25 |
|
|
Total: Other than white ethnicity |
23.5% |
19.6% |
20.9% |
16.2% |
|
Total: Female |
29.4% |
43.4% |
41.9% |
45.9% |
Staff Representation Disability 2024/25 (based on 77% completing anonymised optional survey)
|
|
% of respondents |
|
No |
86.7% |
|
Yes |
13.3% |
Staff Representation Neurodivergence 2024/25 (based on 77% completing anonymised optional survey)
|
|
% of respondents |
|
No |
76.7% |
|
Yes (any) |
23.3% |
Executive Management Team Representation
|
2021/22 |
2022/23 |
2023/24 |
2024/25 |
|
|
Total: Other than white ethnicity |
14.3% |
14.3% |
16.6% |
14.3% |
|
Total: Female |
14.3% |
14.3% |
16.6% |
28.6% |
Board Representation
|
2021/22 |
2022/23 |
2023/24 |
2024/25 |
|
|
Total: Other than white ethnicity |
20% |
30% |
40% |
45.4% |
|
Total: Female |
30% |
30% |
20% |
36.3% |
All Licenced Members Representation
|
2021/22 |
2022/23 |
2023/24 |
2024/25 |
|
|
Total: Other than white ethnicity |
36.2% |
37.6% |
37.5% |
37.3% |
|
Total: Female |
18.3% |
18.7% |
18.5% |
18.3% |
|
Total: LSEG 1-2 |
16.0% |
15.9% |
15.6% |
15.5% |
|
Total: Non-National |
17.2% |
19.3% |
20.0% |
20.5% |
|
Total: Junior (Under 18) |
50.3% |
54.6% |
55.5% |
56.1% |
All Licenced Members Representation
|
Religion (Responses only) |
Christian |
No religion |
Muslim |
Don't know |
Hindu |
Buddhist |
Jewish |
|
50.8% |
39.3% |
5.8% |
2.3% |
1.4% |
0.7% |
0.3% |
|
|
Sexual Orientation (Responses only) |
Heterosexual |
Gay/Lesbian |
Bisexual |
Other |
|||
|
95.5% |
1.5% |
2.1% |
0.9% |
||||
|
Disability |
Living with |
Living without |
|||||
|
1.7% |
98.3% |
Licenced Players Representation
|
2021/22 |
2022/23 |
2023/24 |
2024/25 |
|
|
Total: Other than white ethnicity |
36.7% |
38.0% |
37.9% |
39.3% |
|
Total: Female |
18.0% |
18.1% |
17.9% |
17.6% |
|
Total: LSEG 1-2 |
16.2% |
16.1% |
15.8% |
WIP |
|
Total: Non-National |
17.5% |
19.7% |
20.4% |
20.9% |
|
Total: Junior (Under 18) |
52.8% |
57.9% |
59.0% |
59.8% |
Licenced Coaches Representation
|
2021/22 |
2022/23 |
2023/24 |
2024/25 |
|
|
Total: Other than white ethnicity |
24.8% |
25.7% |
25.6% |
27.0% |
|
Total: Female |
17.8% |
19.9% |
20.0% |
20.5% |
|
Total: LSEG 1-2 |
12.4% |
14.1% |
13.7% |
13.5% |
|
Total: Non-National |
10.8% |
12.8% |
12.6% |
12.8% |
|
Total: Junior (Under 25) |
15.1% |
15.9% |
16.4% |
16.9% |
Licenced Officials Representation
|
2021/22 |
2022/23 |
2023/24 |
2024/25 |
|
|
Total: Other than white ethnicity |
21.3% |
23.7% |
22.9% |
25.3% |
|
Total: Female |
29.6% |
32.3% |
32.6% |
31.5% |
|
Total: LSEG 1-2 |
13.0% |
14.3% |
14.9% |
14.7% |
|
Total: Non-National |
8.4% |
11.1% |
12.3% |
12.7% |
|
Total: Junior (Under 25) |
25.6% |
30.7% |
35.6% |
40.3% |
Operational Plan
Our actions are listed below, however, a detailed operational plan has been created to support the implementation of each action. We know this plan will adapt and evolve with the organisation naturally, however, our commitment and dedication to these ambitions and actions remains throughout.
Responsibilities
We have assigned five internal EDI Champions, each responsible for maintaining progress with the actions and tasks. These EDI Champions will liaise with our external advisory committees, as well as internal staff to ensure that each action is approached, advanced and actioned.
The EDI lead will report to the Board every quarter, and the Board will conduct an annual review of the plan’s impact.
Transparency and Progress
We have made the visibility and accessibility of all information relating to EDI and this plan available on our website. We have created a dedicated section for all things EDI, including:
- Further detail on the current status, tasks and timelines for all actions in this plan
- Quarterly progress updates and annual reports
- Data
- Relevant policies and guidance
- Opportunities to get involved and support this work
- Relevant team members
- Initiatives and campaigns
- Resources
- Feedback
Ambitions
Ambition 1: Leadership
KPIs:
Governance and Accountability:
EDI/DIAP to be standing items at 100% of Board meetings, with annual reviews aligning decisions to the Code for Sports Governance.
Leadership Training and Engagement:
100% of Board members complete annual EDI training; Board members to help shape EDI communication and campaigns.
Departmental Ownership:
Five senior executives, assigned as EDI leads, submit quarterly updates; EMT holds quarterly EDI review meetings to track delivery.
Transparency and Benchmarking:
Publish quarterly and annual updates and review internal benchmarking using at least three trusted data sources.
Data and Insight:
100% of recruitment/membership forms to include diversity monitoring; publish an annual EDI data report and review to guide future actions.
|
Action |
Responsibility |
Target Goal |
|
|
Board |
1.1 BE are committed to EDI long-term and across all areas of the business. The Board will continuously refer to the code of sports governance to ensure the validity of our decisions and actions in this plan. |
Board, EMT |
DIAP published. Refreshed approach to EDI delivered to staff and members, including detailed operational plan. |
|
1.2 EDI and the DIAP are standing items on all Board meetings including annual reviews - as one of the foundational pillars. |
Board, EDI Chair |
EDI minutes and actions published quarterly. 100% of Board decisions reviewed annually against the Code for Sports Governance.
Annual EDI alignment audit completed and shared with Board. |
|
|
1.3 The Board will commit to training to improve their understanding of their responsibilities and to raise their awareness of the needs of the different communities they serve. |
Board, EDI Chair |
100% completion across all staff. EDI course included in all on-boarding. |
|
|
1.4 The Board will take an active role in the identification and support of our EDI champions. |
Board |
Four pieces of communication a year and Board member to champion advisory groups. |
|
|
EMT |
1.5 Five BE executives to be responsible to ensure DIAP actions are delivered and embedded within each department’s work streams and working practices. |
EDI Lead |
EDI on agenda for all EMT meetings - actions to be reported quarterly.
One monthly internal EDI Champions meeting.
One monthly EDI Champions and EDI Advisory Committee meeting.
EDI Champions to provide input into the quarterly progress reports. |
|
1.6 The organisation will ensure sufficient allocation of resource and implementation to advance equal opportunities across the protected characteristics. |
Board, CEO, EMT |
Four additional EDI Advisory Committee members recruited and review annually. |
|
|
1.7 EMT are responsible for leading the ambitions and actions of the DIAP and liaising with senior leadership to ensure delivery of their contributions. |
EMT |
EDI embedded into the creation and delivery of all projects. This will be clearly evidenced. |
|
|
Integrity, Transparency and Fairness |
1.8 We will share our decision-making processes, including how they impact members and the roles of independent individuals and groups supporting our organisation. |
Board, CEO, EMT |
Panel details on website/member portal.
Member satisfaction survey produced and published annually. |
|
Data |
1.9 We will conduct a comparative exploration to find our internal benchmarks - using other NGBs and trusted data sources such as Active Lives, RRI and Sporting Equals. |
HR, EDI Lead, Data and Insights |
Improve existing Bronze membership with Sporting Equals charter to Silver.
Include in our annual report on which groups we are collaborating
Data and Insights to report back on our data exploration exercise - see BE Data plan. |
|
1.10 We will further develop thorough data and insight measures to guide our direction and decision making, recording staff and member data at recruitment and application stage. We will publish our staff and member data annually. |
Data and Insight Manager, HR, EDI Lead, Marketing and Communications Director, Board |
Establish clear data sets that demonstrate the gaps in membership and engagement across all protected characteristics.
Equal opportunities form to be used with all candidates.
Safer Recruitment Policy in practice.
Annual data report published publicly with year-on-year comparisons.
Survey strategy to be developed. |
|
|
1.11 We will conduct an EDI Data review annually to understand our positioning and identify where improvements need to be made. |
Marketing and Communications Director, EDI Lead, Data and Insight Manager |
Equality data published annually across all protected characteristics, moving forward from just race and gender. |
Ambition 2: Representation
KPIs:
Annual Recruitment and Representation Reviews:
Complete recruitment audits and diversity gap analyses each year, with tracked follow-up actions.
Inclusive Recruitment Delivery:
All job postings use inclusive language; recruitment strategy in place and reviewed annually with diverse candidate metrics tracked.
Targeted Representation Improvements:
Aspire data and benchmarking used to increase diversity in coaches, volunteers, staff, and Board; progress tracked year-on-year.
Youth Development:
Create and maintain clear pathways for young people from volunteering to leadership, with year-on-year growth targets.
Experience and Feedback:
Collect and act on annual EDI-related feedback from game day experiences, leading to visible changes and improved satisfaction.
|
Action |
Responsibility |
Target Goal |
|
|
Recruitment and Opportunity |
2.1 We will conduct a recruitment audit to identify challenges and shortcomings and provide recommendations for improvement. |
HR, EMT |
Assess job descriptions against accessibility requirements.
Ensure an EDI statement on all adverts.
Completion of recruitment audit.
50% of recommendations implemented within 12 months, 100% in 24 months.
Increased diversity of national partners.
Establish minimum of one focused partnership for each protected characteristic.
Best practice TBD with recruitment partners. |
|
2.2 Implement and maintain an improved inclusive recruitment strategy and process. |
EDI Lead, Safeguarding, HR, Membership Innovation Manager |
Inclusive recruitment framework approved.
100% of job postings reviewed for inclusive language.
Candidate diversity increase year-on-year (e.g. ethnicity, gender, disability). |
|
|
2.3 Identify gaps in representation in each area of the organisation annually and use this data to prioritise which areas and gaps we focus on improving. |
HR, EDI Lead, Data and Insight Manager |
Annual diversity gap analysis report completed.
At least two targeted actions developed per year based on findings. |
|
|
2.4 Through the annual recruitment of our volunteers and coaches with Aspire, we will use our improved data collection to tackle the barriers to accessibility across all protected characteristics. |
Head of Talent and Performance, HR, Safeguarding, Data and Insights |
Year-on-year increase in Aspire programme participation from underrepresented groups.
Increase year-on-year in the percentage of Aspire roles filled by individuals from protected characteristic groups. |
|
|
2.5 Commitment to identifying and maintaining opportunities for young people in the sport from volunteer to senior leadership. |
HR, EDI Lead, Membership Innovation Manager |
Future Youth Committee voice included and considered in all major decisions.
Year-on-year growth in youth representation across programmes.
Minimum two youth-specific opportunities created annually. |
|
|
Environment |
2.6 Setting benchmarks for representation to ensure that the make up of our Board and staff reflect the make up of our membership and communities served. |
EMT, Board, HR |
Recruit two U25 Board members.
Benchmarks for staff and Board diversity set established with year-on-year increases.
Diversity gap between BE and membership reduced annually. |
|
2.7 Collect qualitative feedback and data to help understand how we can enhance the game day experience from an EDI perspective. |
Marketing and Communications Director, Data and Insight Manager, EDI Lead, Safeguarding |
Minimum of four events per year surveyed. Annual game-day EDI feedback survey response rate of 50%.
At least three improvements made per year based on feedback. Stakeholder satisfaction with inclusion at events. |
Ambition 3: Respect and Acceptance
KPIs:
Policy and Training Integration:
100% of policies reviewed with lived experience input; zero-tolerance policy updated and promoted annually with accompanying staff training.
Digital Learning and Engagement:
Launch and track engagement with an internal training hub, plus regular input from the EDI Advisory Committee.
Member-Facing Resources:
Publish a practical external EDI toolkit and track club engagement; maintain an up-to-date, high-traffic EDI section on the website.
Targeted Campaigns:
Deliver a minimum of four inclusive campaigns annually with tracked reach and engagement across priority demographics.
Transparency and Accountability:
Publish how consultation and feedback have shaped policy and educational outputs; monitor and report quarterly progress across platforms.
|
Action |
Responsibility |
Target Goal |
|
|
Policy, Rules and Education |
3.1 Reinforce our committed zero-tolerance approach to all forms of discrimination, harassment and victimisation through improved policies, campaigns and education. |
HR, Safeguarding, Marketing and Communications |
Regular schedule of campaigns. Updated anti-discrimination policy published and promoted annually.
Number of staff/volunteers trained on zero-tolerance policies.
Reduction in reported discrimination incidents year-on-year. |
|
3.2 When introducing or reviewing policies, rules, and regulations, consultation with subject matter experts or those with lived experience will be conducted to consider the impact on those with protected characteristics and from lower socio-economic groups. |
Board, EMT, EDI Lead |
100% of new/reviewed policies to include documented expert/lived experience consultation (where applicable). |
|
|
Education |
3.3 Develop an internal EDI training hub/learning resource that can be tracked for engagement. |
EDI Lead, Safeguarding, HR |
Licence users increased annually.
Implement a bite sized approach as additional packages are introduced.
100% completion and reviewed annually.
Training hub launched and reviewed as required. |
|
3.4 Utilise our EDI Advisory Committee to help with the creation and review of all educational material. |
EDI Lead, Safeguarding |
100% of EDI-related educational resources reviewed by committee. |
|
|
3.5 Develop an external EDI toolkit for members and affiliated organisations. |
EDI Lead, Club Support Manager, Leagues Development Manager |
Toolkit completed and shared with 100% of affiliated clubs/organisations.
Download/use rate within first six months 50%. Two yearly sessions to maintain momentum. |
|
|
Communication and Engagement |
3.6 Develop campaigns and communications that reach intended audiences and promote our EDI values and aspirations. |
Marketing and Communications Director, EDI Lead |
Minimum of four major campaigns delivered annually.
Audience engagement rates (e.g. views, shares, feedback) - set thresholds. |
|
3.7 Create, maintain and regularly update a dedicated section on our website for the DIAP and related areas. |
Marketing and Communications Director, EDI Lead, Membership Innovation Manager |
Quarterly website updates to evidence progress, followed by an annual report. |
Ambition 4: Collaboration
KPIs:
Strategic EDI Partnerships:
Stakeholder matrix developed and reviewed annually, with at least five priority EDI partnerships tracked for impact.
Joint Action with Partners:
At least three collaborative initiatives or events delivered annually with external partners; satisfaction and shared objectives monitored.
Sector Leadership:
BE initiates two collaborative EDI efforts with other basketball or sport NGBs per year, aiming to influence national best practice.
Community Engagement:
10 community organisations/clubs supported annually, particularly those serving underrepresented groups.
Inclusive Voice:
Staff, members and advisory groups engaged via structured feedback mechanisms (e.g. forums, surveys) at least twice a year, with input visibly acted upon.
|
Action |
Responsibility |
Target Goal |
|
|
Stakeholders and Partnerships |
4.1 Utilising a stakeholder matrix we will identify which partnerships can deliver the most impact in our EDI. |
EMT, EDI Lead |
Stakeholder matrix completed and reviewed annually.
Minimum of five high-impact EDI partnerships identified and tracked. |
|
4.2 Explore opportunities with our partners to collaborate on shared EDI goals. |
EDI Lead, Membership and Innovation Manager, CEO |
Coordination and firm commitments required for partners in EDI space.
Establish two per quarter. Number of shared objectives documented in formal agreements (eg, MoUs).
Embed opportunities for campaigns into content calendar. |
|
|
4.3 Take a leading role in initiating collaboration with other NGBs in the basketball community to continuously adhere to and aim for best practice. |
Board, CEO, Senior Participation and Partnerships Manager |
BE to initiate minimum of two cross-NGB EDI forums or working groups. |
|
|
4.4 Promote and support local community groups, organisations, clubs, and leagues that work with diverse groups. |
EDI Lead, Senior Participation and Partnerships Manager, Membership and Innovation Manager |
Identify and collaborate with teams/groups/key individuals across all protected characteristics.
Increase in engagement metrics (e.g. event participation or co-funded projects). |
|
|
Best Practice |
4.5 Formalise opportunities for staff, members and our external advisory committees to share their experiences regarding matters that affect the communities we serve within the sport. |
EDI Lead, Safeguarding, HR |
Annual reporting. HR function in place for anonymous feedback. |
Ambition 5: Equality and Equity
KPIs:
Voice and Representation:
Minimum three lived experience listening opportunities annually; Future Youth Committee and underrepresented voices influence real decisions.
Inclusion and Accessibility:
Targeted initiatives and formal partnerships in place for disability, neurodivergence, women and girls, and mental health each year.
Resource Commitment:
Dedicated resource for wellbeing and funding hardship guidance; Foundation established to deliver long-term equity impact.
Data-Driven Change:
Annual reviews of talent programme access and women/girls gaps, with evidence-based action taken each year.
Targeted Growth:
Expand women and girls’ initiatives across new age groups and regions, with year-on-year growth and retention metrics tracked.
|
Action |
Responsibility |
Target Goal |
|
|
Promoting Inclusion |
5.1 Actively listen to the views and experiences of those with lived experience, amplify the voices of underrepresented groups, making sure that they feel welcomed to the sport and both the sport and organisation is accessible to everyone. |
EMT, EDI Lead, Marketing and Communications Director |
Formalise this feedback to reach decision making/Board.
Minimum of three lived experience listening sessions per year. |
|
Disability and Neurodivergence |
5.2 Further recognise the challenges of those with disabilities and develop shared goals and initiatives to improve inclusion. |
Safeguarding, HR, EDI Lead, Head of Participation, Senior Participation and Partnerships Manager |
At least two disability-focused initiatives developed annually.
Inclusion audit completed with recommendations. |
|
5.3 Establish partnership with disability/neurodivergence partner to aid the organisation in its approach to ensure best practice. |
Safeguarding, HR, EDI Lead, Head of Participation, Senior Participation and Partnerships Manager |
Finalise agreement and services provided.
Evidence of partner input in key decisions/resources. |
|
|
Mental Wellbeing |
5.4 Recognising basketball’s positive impact to wellbeing, we will develop targeted signposting and partnerships with more local mental health and wellbeing organisations. |
EDI Lead, Safeguarding, HR |
Minimum three partnerships formed with mental health/wellbeing organisations. |
|
5.5 We will dedicate resource to flesh out our mental health and wellbeing offer. |
EDI Lead, Safeguarding, HR |
Staff time or funding formally allocated in budget.
Mental health plan published and updated annually. |
|
|
Women and Girls |
5.6 Formalise a dedicated and committed plan to address the existing gaps for women and girls across the sport. |
EDI Lead, Head of Participation, Data and Insights Manager, Membership and Innovation Manager, Marketing and Communications Director, CEO |
Plan published with actions, timelines and KPIs.
Representation and participation data by gender collected and reported annually.
Minimum of three actions delivered per year targeting key gaps. |
|
5.7 Establish the partners we collaborate with to amplify the reach to women and girls from participation all the way through to senior leadership. |
Head of Talent and Performance, EDI, Head of Participation |
At least three partners engaged to amplify reach to women/girls.
Continue to develop co-delivered projects supporting women and girls.
Increase in female participation or leadership year-on-year. |
|
|
5.8 Expand our existing dedicated women and girls initiatives by both age and region. |
Head of Talent and Performance, EDI, Head of Participation |
Initiatives expanded to at least two new age groups and three new regions annually.
Reach and impact tracked by demographic area. |
|
|
Young People |
5.9 Future Youth Committee established to represent the voice of the youth within the sport and organisation. Their input to be considered throughout each area - participation, coaching, leadership. |
EDI Lead, Club and Volunteers Development Manager |
Future Youth Committee re-established with terms of reference.
Minimum of three meetings per year. |
|
5.10 Ensure feedback and recommendations from the Future Youth Committee are clearly visible in decisions that impact the future of the sport. |
EDI Lead, Young Peoples Champion, Data and Insights |
Two recommendations per year incorporated into BE decisions.
Internal lead assigned. Plan to be confirmed with EDI Lead.
Evidence of Future Youth Committee feedback visibly impacting decisions per year.
Annual report showing Future Youth Committee outcomes. |
|
|
Lower Socio-economic Groups |
5.11 To have guidance available on local and national funding opportunities to support individuals experiencing hardship. |
Head of Talent and Performance, Head of Participation |
Funding guidance published and updated biannually.
Number of users accessing hardship-related support. |
|
5.12 Working with Data Insight Manager to better understand the barriers to participation in the talent programme in relation to LSEG. |
Head of Talent and Performance, Club and Volunteers Development Manager |
Insight report produced annually with data breakdown by LSEG. |
|
|
5.13 Review existing opportunities for individuals from LSEG communities to access basketball and establish improved and targeted opportunities/campaigns backed by data and the knowledge of our delivery team. |
Head of Participation, Head of Talent and Performance, EDI Lead, EDI Chair |
Minimum two recommendations actioned from findings. |
|
|
5.14 BE to formalise a foundation and agree its responsibilities |
CEO, EDI Lead, EDI Chair, Board |
Present proposal and action plan throughout 2026 with view to launch and establish in 2027.
Foundation established with legal and governance structure agreed.
Annual impact goals set and monitored.
Fundraising and grant distribution metrics tracked. |