Leading

play true

Anti-Doping
in a
New Era

Strategic
Plan 2020-2024
LEADING ANTI-DOPING IN A NEW ERA WADA Strategic Plan 2020-2024

The spirit of sport is expressed in how

we “play true”. Doping is fundamentally
contrary to the spirit of sport.

An�-doping is founded on the intrinsic value of out the use of prohibited substances and
sport. This intrinsic value is o�en referred to as methods that threaten the principles of fair
“the spirit of sport”: the ethical pursuit of compe��on.
human excellence through the dedicated
perfec�on of each athlete’s natural talents. In order to maintain the integrity and value of
clean sport to the world, we coordinate
As the World An�-Doping Agency (WADA), we harmonized and athlete-centered an�-doping
seek to protect the health of athletes and to programs worldwide with regards to preven-
provide the opportunity for athletes to pursue �on, deterrence and detec�on of doping.
human excellence in sports compe��on with

We have come a long way to protect clean sport

WADA was founded in 1999, following a to maintain the integrity of sports worldwide.
number of major doping scandals. We have We are equally proud to be recognized as the
always worked diligently to develop an ac�ve global leader of an�-doping.
global ecosystem for an�-doping.
Although recent doping scandals tested the
Athletes and sports organiza�ons now benefit resolve and unity of the global an�-doping
from interna�onally harmonized rules, compli- community, they ul�mately served as a cata-
ance and enforcement processes, and a lyst to enhancing our governance, compliance
network of partners to ensure they are imple- and inves�ga�ons processes. However, they
mented in every corner of the world. have also demonstrated the persistent chal-
lenges of doping in sports and called for a
Today, we are proud of the growing contribu- renewed focus on our strategy and leadership
�on of the Sports Movement and governments of the global an�-doping movement.
towards the funding of our opera�ons that aim

2
2.
LEADING ANTI-DOPING IN A NEW ERA WADA Strategic Plan 2020-2024

Our journey of reflection

and discovery

During the process of developing our new too bureaucra�c, with the risk of losing track of
strategic plan for 2020-2024, we commi�ed to the most important trends and challenges we
listening to open feedback from key stakehold- need to focus on.
ers and actors in our ecosystem including
athletes, representa�ves of the Sports Move- Past achievements need to be nurtured with a
ment and governments, external industry new spirit of openness and collabora�on that
influencers; as well as, the global network of will usher the organiza�on into a new era,
na�onal an�-doping organiza�ons and marked by our collec�ve pledge to proac�vely
WADA-accredited laboratories. support and empower each other in the global
an�-doping ecosystem.
The feedback highlighted how much we have
achieved in this past 20 years and how the There is a clear consensus that our available
growth of WADA has helped to spur on the resources are not reflec�ng the size of the
global movement for doping-free sport. industry and magnitude of challenges that we
are facing; however, we do not plan to use this
However, we also heard that we have not been as an excuse but rather as a mo�va�on to bring
proac�ve enough in tackling some of the most the organiza�on to a new level that aims to
pressing issues of our �mes. demonstrate the impact of our work, build
bridges and unite efforts to protect the integri-
We also heard that the growing complexity of ty of sports globally.
an�-doping regula�ons and monitoring
processes can put us in danger of becoming

3
2.
 We Protect
the
Integrity
of
Sport
WE PROTECT THE INTEGRITY OF SPORT WADA Strategic Plan 2020-2024

WADA is the leading authority of global

anti-doping

Who we are
WADA is an interna�onal independent agency an�-doping rules and regula�ons across the
that promotes, coordinates and monitors world, while enabling an�-doping organiza-
ac�vi�es towards the preven�on, deterrence �ons (ADOs) to develop customized and
and detec�on of doping. athlete-focused an�-doping programs.

The DNA of WADA resides in the ability to

promote, develop and enforce harmonized

What we do
Our key ac�vi�es include development of The backbone of our work is the World
regula�ons, monitoring of compliance and An�-Doping Program, which is comprised of
enforcement including through inves�ga�ons. the World An�-Doping Code (Code), Interna-
We also play a cri�cal role facilita�ng scien�fic �onal Standards and Guidelines, which togeth-
research, educa�on and capacity building for er ensure harmoniza�on and best prac�ce.
athletes and an�-doping stakeholders.

5
6
2.
WE PROTECT THE INTEGRITY OF SPORT WADA Strategic Plan 2020-2024

WADA stakeholder ecosystem

WADA

Public Sports Anti-Doping Athlete Other

Authorities Movement Expert Community Stakeholders
Community

Governments IOC NADOs Athletes General Public

(50% donor) (50% donor) and RADOs (stakeholder
group that is the Media
Interna�onal Interna�onal Laboratories most impacted
organiza�ons Federa�ons (IFs) by an�-doping Pharmaceu�cal
(UNESCO, Third party policies industry
Council of Europe, IF umbrella service providers and ac�vi�es)
WHO, Interpol, etc.) organiza�ons Sports science
(ASOIF, AIOWF, Athlete
GAISF, etc.) entourage/ Academia
support group & research
Other Sports
Movement Athlete Court of Arbitra�on
organiza�ons representa�ve for Sport
(IPC, NOCs, etc.) bodies

Major Event
Organiza�ons

Major private
sports leagues

6
* See Glossary for full names of organiza�ons.
2.
WE PROTECT THE INTEGRITY OF SPORT WADA Strategic Plan 2020-2024

WADA and the anti-doping ecosystem

WADA’s ecosystem and scope of ac�vi�es The Sports Movement has an inherent interest
revolves around sports and athletes. in maintaining a level playing field in sports
and protec�ng the integrity of sports.
All WADA ac�vi�es are ul�mately intended to
support athletes, and the views of athletes are Due to the nature of the an�-doping environ-
an important element informing an�-doping ment, WADA also engages closely with public
policy and WADA ac�vity. The primary focus of authori�es, both at the na�onal and interna-
the organiza�on's efforts is to engage and �onal level. Public authori�es have a keen
empower athletes by informing and educa�ng interest in protec�ng youth sports and public
them in an accurate, �mely and engaging fash- health and have powers that complement
ion on the rules and responsibili�es that apply those of the Sports Movement. WADA cooper-
to them under the Global An�-Doping ates with them in par�cular to improve the
Program. To achieve that, WADA will strive to legal framework, rules and policies to control
engage and consult with athletes and their trafficking of prohibited substances domes�-
entourage/support group in a meaningful way cally and across countries.
on an�-doping ma�ers with the aim of improv-
ing services and building further trust in the WADA also engages closely with its partners in
an�-doping system. the an�-doping expert community that help to
implement an�-doping programs globally.
In terms of stakeholders, WADA operates in a
complex environment; whereby, the organiza- Finally, due to the nature of our ac�vi�es,
�on engages partners and serves both the WADA engages with the media and the general
Sports Movement and public authori�es. The public; as well as, the various industry sectors
Sports Movement and governments of the to support the organiza�on in its efforts
world are our key donors, stakeholders and against doping.
founding partners of the organiza�on.

2.
Our Vision of the
Future
of Doping-Free Sport
OUR VISION OF THE FUTURE OF DOPING-FREE SPORT WADA Strategic Plan 2020-2024

Our vision and how we will

achieve it

OUR VISION OF A world where all athletes can participate in a

TOMORROW doping-free sporting environment

OUR MISSION To lead a collaborative worldwide movement

TODAY for doping-free sport

Our guiding values

Integrity
We protect the rights of all athletes in rela�on to an�-doping, contribu�ng to the
integrity in sport

We observe the highest ethical standards and avoid improper influences or

conflicts of interests that would undermine our independent and unbiased judge-
ment

We develop policies, procedures and prac�ces that reflect jus�ce, equity and
integrity

2.
OUR VISION OF THE FUTURE OF DOPING-FREE SPORT WADA Strategic Plan 2020-2024

Our guiding values (Continued)

Openness
We are impar�al, objec�ve, balanced and transparent

We collaborate with stakeholders and the industry to find common ways to fight
doping

We listen to athletes’ voices, as the stakeholders that are most impacted by

an�-doping policies and ac�vi�es

We strive to be diverse and inclusive to ensure that everyone has equal opportuni-
�es to be represented

We are self-reflec�ve and ask for feedback

We are trustworthy and respec�ul of all our stakeholders

Excellence
We conduct our ac�vi�es with the highest standards of professionalism

We develop innova�ve and prac�cal solu�ons to enable stakeholders to imple-

ment an�-doping programs

We apply and share best prac�ce standards to all our ac�vi�es

We look for the most efficient methods to do our work

10

2.
 Our Strategic
Priorities
for 2020-2024
OUR STRATEGIC PRIORITIES WADA Strategic Plan 2020-2024

How are we going to pursue our

new strategic plan

Our strategic priorities

We have defined six strategic priori�es for ment those priori�es through key ini�a�ves,
2020-2024 which are addressing the key issues and will monitor their implementa�on perfor-
and challenges iden�fied in our internal mance through impact indicators.
discovery and stakeholder consulta�on
process. They help us clarify what is the trans- As part of our yearly opera�onal planning, we
forma�onal journey that WADA will undertake will priori�ze the implementa�on of our key
over the next five years. All six priori�es have ini�a�ves through careful planning of recur-
been defined with athletes in mind. Athletes ring ac�vi�es and transforma�onal projects.
are at the heart of everything we do and are We will also strive to become more efficient by
key recipients of our work. further op�mizing our budget and resources,
while ensuring they con�nue to be allocated
Every area of ac�vity within the organiza�on transparently and fairly.
has reflected on how to contribute towards the
achievement of those priori�es. We will imple-

12
2.
OUR STRATEGIC PRIORITIES WADA Strategic Plan 2020-2024

Our areas of activity

Rules
Development
&
Enforcement
Therapeutic
Use Program
Exemptions Development
(TUEs)

Laboratories
Core Compliance
Activities &
Monitoring

Intelligence,
Investigations
Research
&
Whistleblowing

Education

13
2.
 OUR STRATEGIC PRIORITIES WADA Strategic Plan 2020-2024

Support
Functions

Finance, Systems
Communications HR Legal Medical &
& & Data
Marketing Administration Management

14
2.
OUR STRATEGIC PRIORITIES WADA Strategic Plan 2020-2024

What will we focus on for 2020-2024

Six strategic priorities

LEAD
Lead by example by taking bold steps to proac�vely
tackle emerging issues with agility and innova�ve
solu�ons across all facets of an�-doping.

GROW IMPACT
Expand the reach and impact of an�-doping
programs by enhancing capacity building and knowl-
edge sharing between ADOs and empowering local
program delivery.

BE ATHLETE-CENTERED
Engage and empower athletes to contribute to the
development of an�-doping policies; build an easier
an�-doping journey for athletes; and, increase the
contribu�on that our programs deliver for athletes
and their entourage/support group so that they can
build a healthy and sustainable career in sports.

15
2.
OUR STRATEGIC PRIORITIES WADA Strategic Plan 2020-2024

COLLABORATE & UNITE

Engage and collaborate with everyone involved in
an�-doping, in par�cular with the Sports Movement
and public authori�es, to increase support, unity
and coherence in everyone’s efforts.

BE VISIBLE
Raise awareness and shape a proac�ve narra�ve
that will demonstrate the posi�ve impact of dop-
ing-free sport and WADA’s role.

PERFORM
Provide greater value to our beneficiaries, stake-
holders and donors by reducing opera�onal com-
plexi�es and maximizing impact and cost-effec�ve-
ness.

16
2.
 Actions
Our

Expected
and

Impactfor
2020-2024
OUR ACTIONS AND EXPECTED IMPACT WADA Strategic Plan 2020-2024

LEAD

How we will do it (Key initiatives)

Plan and oversee strategy execu�on Leverage data to enable more

1
through the consistent implementa-
�on of key ini�a�ves to materialize
4 informed decision making across
different areas of ac�vity.
WADA’s vision.

Focus on impac�ul research based

Con�nuously monitor trends, threats 5 on key priori�es and outcomes.
and stakeholder developments in the
2 ecosystem to make �mely changes to
WADA’s strategy. Develop partnerships with leaders
6 in respec�ve fields to advance new
an�-doping system innova�ons.
Embrace innova�on and digital tech-
nologies to boost effec�veness of
3 an�-doping programs, par�cularly by Develop short- and long-term fund-
leveraging exis�ng tools and plat- 7 raising strategies.
forms.

Leadership percep�on

What we Research impact

will measure Digital transforma�on impact

(Impact indicators)
Incremental funding

18

2.
OUR ACTIONS AND EXPECTED IMPACT WADA Strategic Plan 2020-2024

GROW IMPACT

How we will do it (Key initiatives)

Monitor ADO compliance with the Ensure strong collabora�on amongst

1 World An�-Doping Program to
support and improve an�-doping 5
WADA-accredited laboratories to
increase global accessibility, harmoni-
capabili�es of stakeholders. za�on and advancements in scien�fic
research.
Ac�vely facilitate sharing of knowl-
edge, best prac�ces and exis�ng Collaborate with law enforcement
2 tools between ADOs to enhance the agencies and strengthen inves�ga�ve
capacity and quality of global 6 capabili�es of stakeholders to
an�-doping programs. increase support and cross-border
coopera�on.
Develop training programs and quali-
fica�ons standards for an�-doping Facilitate a coherent implementa�on
3 professionals to improve profession- of the 2021 World An�-Doping Code
alism and enhance the capabili�es of by Signatories worldwide, engaging
the an�-doping workforce. 7 proac�vely with stakeholders and
clarifying expecta�ons, roles and
Strengthen WADA Regional Offices to responsibili�es.
coordinate and support ADOs and
4 na�onal authori�es in the development
and implementa�on of effec�ve and
compliant an�-doping programs.

Compliance impact

What we Capacity building impact

will measure Partnerships & knowledge sharing development

Partnerships & knowledge sharing
(Impact indicators) development

Regional development
Regional development

19
2.
OUR ACTIONS AND EXPECTED IMPACT WADA Strategic Plan 2020-2024

BE ATHLETE- CENTERED

How we will do it (Key initiatives)

Develop and promote new communi- Iden�fy vulnerable athlete groups

1 ca�on mechanisms to seek athletes’ 5 to connect, support and recom-
views and address their feedback. mend appropriate interven�ons.

Engage and empower athletes to Establish an educa�on framework

contribute to the development of 6 for stakeholders to educate athletes
2 an�-doping policies. and their entourage/support group.

Design a comprehensive athlete Facilitate easy access to useful and

pathway that will priori�ze an�-dop- relevant an�-doping informa�on for
ing resources, with a focus on young 7 athletes and their entourage/sup-
3 athletes. port group.

Tap into data about athletes and Ensure WADA digital tools and user
their entourage/support group to 8 experience are intui�ve, modern,
detect pa�erns and predict behav- func�onal and accessible.
4 iors in order to provide relevant
informa�on and be�er programs.

Athlete engagement and sa�sfac�on

What we Athlete educa�on impact

will measure Athlete pathway model adop�on

(Impact indicators)
Athlete doping preven�on

20

2.
OUR ACTIONS AND EXPECTED IMPACT WADA Strategic Plan 2020-2024

COLLABORATE & UNITE

How we will do it (Key initiatives)

Promote an organiza�onal culture Con�nuously develop and assess

1 that fosters sharing of issues, WADA governance structures,
construc�ve dialogue, collabora�on
and collegiality.
4 processes and communica�ons that
are grounded in independence,
transparency and integrity.
Ensure decision-making at all levels is
carried out with the highest degree Enable a system of direct and open
2 of integrity, competence and exper- feedback with stakeholders to
�se. 5 nurture a culture of openness and
transparency in decision-making.
Support diversity and inclusion in
representa�on of stakeholders and
3 external experts across all WADA
decision-making bodies, Standing
Commi�ees and Expert Groups.

Collabora�on & unity percep�on

What we Governance effec�veness

will measure Decision-making effec�veness

(Impact indicators)
Diversity and representa�on
in governance

21

2.
OUR ACTIONS AND EXPECTED IMPACT WADA Strategic Plan 2020-2024

BE VISIBLE

How we will do it (Key initiatives)

Revitalize WADA’s brand to reflect its Transform WADA’s digital footprint

1 desired posi�oning. 4 in a way that is engaging for all
stakeholders.

Partner with WADA’s core business

2 areas to support their strategic prior- Engage athletes and their entou-
i�es and objec�ves. rage/support group around dop-
5 ing-free sport and leverage their
ability to champion the mission.
Posi�on and reinforce WADA as the
3 leading voice in an�-doping, cement-
ing trust and credibility of the global Engage and align our leaders and
an�-doping system. 6 employees around WADA’s strategic
priori�es and brand.

Brand percep�on

What we Voice of the customer (Athlete/ADOs)

will measure Media percep�on

(Impact indicators)
Online engagement

22

2.
OUR ACTIONS AND EXPECTED IMPACT WADA Strategic Plan 2020-2024

PERFORM

How we will do it (Key initiatives)

Review organiza�onal structure in Design and apply best-in-class risk

1 order to improve efficiencies,
provide clarity on roles & responsibil- 4
and crisis management strategies to
mi�gate and reduce impact on
i�es and align to new strategy. stakeholders and WADA's day to day
opera�ons.

Implement a new integrated finan-

2 cial and planning system to improve Define, monitor and evaluate over-
all performance indicators to
budge�ng, forecas�ng and repor�ng.
5 demonstrate impact, opera�onal
efficiency and cost transparency.
Develop a people planning strategy
and tools to be�er assess require-
3 ments, resource alloca�on and Develop a leadership, project and
recrui�ng needs. performance management strategy
6 to ensure clear and transparent
organiza�onal objec�ves and to
monitor their progress.

Cost efficiency and transparency

What we Project/opera�onal effec�veness

will measure Staff performance & sa�sfac�on

(Impact indicators)
Financial sustainability

23

2.
Glossary
GLOSSARY WADA Strategic Plan 2020-2024

Glossary of terms

Terms Description

An�-doping organiza�ons that operate in the field of an�-doping in

ADOs various func�ons e.g. NADOs, RADOs, Interna�onal Federa�ons,
Major Event Organiza�ons, etc

AIOWF Associa�on of Interna�onal Olympic Winter Sports Federa�ons

People who work in the field of an�-doping and/or have relevant

An�-doping professionals
exper�se e.g. NADO staff, lab staff, legal experts, etc.

ASOIF Associa�on of Summer Olympic Interna�onal Federa�ons

Athlete entourage / People who support/influence an athlete’s career, e.g. family,

support group coaches, medical personnel, friends, colleagues/teammates, etc.

GAISF Global Associa�on of Interna�onal Sports Federa�ons

IF Interna�onal Federa�on

IOC Interna�onal Olympic Commi�ee

IPC Interna�onal Paralympic Commi�ee

25
2.
GLOSSARY WADA Strategic Plan 2020-2024

Terms Description

NADOs Na�onal An�-Doping Organiza�ons

NOCs Na�onal Olympic Commi�ees

MEOs Major Event Organiza�ons

RADOs Regional An�-Doping Organiza�ons

En��es that influence or are influenced significantly by WADA and

its opera�ons. Refers to Sports Movement, public authori�es,
Stakeholders athletes, an�-doping organiza�ons, and other en��es (See stake-
holder ecosystem on page 6).

Expert organiza�ons and individuals dedicated to providing special-

Third-party service ized an�-doping services to Code Signatories e.g. Interna�onal
providers Tes�ng Agency (ITA), independent IF integrity units, sample collec-
�on agencies, legal/scien�fic experts, etc.

UNESCO United Na�ons Educa�onal, Scien�fic and Cultural Organiza�on

WHO World Health Organiza�on

26
2.
GLOSSARY WADA Strategic Plan 2020-2024

Terms Description

A document developed in 2004 and regularly updated by WADA, in

consulta�on with key stakeholders, that harmonizes regula�ons
regarding an�-doping in sport across all sports and all countries of
World An�-Doping Code the world.

The Code provides a framework for an�-doping policies, rules, and

regula�ons for sport organiza�ons and public authori�es.

The Program consists of the:

The Code (As above);

Interna�onal Standards (mandatory opera�onal standards;

World An�-Doping Program
such as, the Prohibited List and others related to Code Com-
pliance by Signatories; Laboratories; Protec�on of Privacy and
Personal Informa�on; Tes�ng and Inves�ga�ons; and, Thera-
peu�c Use Exemp�ons. Two addi�onal Standards related to
Educa�on and Results Management will enter into force on 1
January 2021.); and

Models of Best Prac�ce (voluntary prac�ces, providing bench-

mark solu�ons for many aspects of an�-doping).

27
2.