Sport participation
target: 75%
Elite sport: among
the world’s top10
Conditions for
success
F
E
I
or many years sport federations and NOC*NSF have worked hard to enable people
to do sport throughout their lives. And not without success. Participation in sport
has sharply increased. However, we want to raise the bar again by setting challenging
targets. It is our aim to raise sport participation from 65% to 75%.
We distinguish four concrete objectives1:
1. Getting more people to do sport: 75% (now 65%) of the population doing sport at least 12 times per year.
2. Getting people to do sport more often: 60% (now 50%) of the
population doing sport at least 40 times per year.
3. Getting people to be more active: 70% (now 60%) of the
population complying with the combi-norm2 and 10% more
sportsmen and women playing in sporting competitions.
4. Getting people to remain active in sport longer: 35% (now
29%) of the population being a member of a sport club or
another sport provider.
Sport participation in NL
90%
% of Dutch people
playing sport
> 12 times per year
80%
70%
60%
% of Dutch people
who are members of
a sport club
30%
Sport participation
20%
10%
25-34 year
35-44 year
45-65 year
65+
Sport participation
participation in
in NL
NL
Sport
100%
100%
90%
90%
Aim for
for 75%
75% on
on
Aim
average in
in 2016
2016
average
Currently 65%
65%
Currently
80%
80%
Recognition
70%
70%
60%
60%
50%
50%
Aim for
for 35%
35% on
on
Aim
average in
in 2016
2016
average
Currently 29%
29%
Currently
40%
40%
30%
30%
Sport participation
participation
Sport
20%
20%
10%
10%
0-3 year
year
0-3
4-11 year
year
4-11
12-17 year
year
12-17
18-24 year
year
18-24
25-34 year
year
25-34
35-44 year
year
35-44
45-65 year
year
45-65
People with disabilities: increasing sport participation by 10%
To increase sport participation among disabled people, regional
collaboration between parties involved in this particular field will
create a nationwide network through which sporting possibilities
and sporting needs can be matched. Additionally, sport federations and sport clubs will improve sporting possibilities through
‘embedded’ programmes and with expert support.
All sport federation disciplines can be recognized as ‘elite
sports’ or ‘international competition sports’. Olympic and Paralympic sports are always recognised as elite sports. Non-Olympic sports are recognised when a minimum number of countries
participates in the World Championships. Recognition does not
necessarily mean funding, not even for Olympic or Paralympic
programmes.
65+
65+
Strategy: attract and engage
In order to realize our sport participation ambition, we choose a
strategy of ‘attract and engage’. Our aim is to first attract people
by stimulating their motivation and drive, and then engage them
through the unique atmosphere, culture and identity of one of our
sport providers or sport clubs.
Specific target groups: more successful long-term local
projects
Specific target groups are people who are socially isolated, (young)
people with behavioural problems, long-term unemployed persons, people with chronic illnesses or diabetics or people in temporary residence. We will focus on improving sporting possibilities
and creating sporting needs and on matching these. Sporting possibilities for this target group must be very accessible, attractive
and offered in a responsible way. This requires specific expertise
and also cooperation with parties outside the world of sport.
Neighbourhood specific approach
Supply follows demand
The ‘supply side’ consists of three elements: sport, trainers (and
referees, administrators) and accommodations. These are the
pillars for sport providers when implementing the ‘attract and
engage’ strategy at local level.
To become eligible for funding, programmes of recognised
sports disciplines must fulfil three general focus criteria.
General focus criteria
Part-time
the programme lasts at least 125 days.3
Performance
the programme performs in the World Cham­
pionships or Olympic or Paralympic Games.
Sport federation
commitment
the federation funds part of the
programme costs.
In order to contribute to the Top 10 ambition, a programme must
fulfil all Top 10 focus criteria.
Ide
nti
ty
Ambition
Sport provider
Accommodation
Full-time
the programme lasts at least 250 days.4
Performance
the programme has a realistic chance of
winning medals at the World Championships
or Olympic or Paralympic Games.
Sport federation
commitment
the federation funds part of the
programme costs.
Other Top10
focus criteria
• t he programme is centrally managed by the
sport federation;
• in charge of the programme is a (full-time)
technical director endorsed by the federation;
• t he programme is managed by a full-time
coach under the responsibility of the
federation;
• a full-time talent development programme
has been put in place in a CEE context or
central system supervised by the federation.
Trainers
Culture
Sport specific approach
Sport Agenda 2016
Sport inspires, sport connects, sport can change the world.
Through sports we can create a better society. Healthier,more
dynamic and based on the Olympic values excellence, friendship
and respect. The Sport Agenda 2016 is the guiding document
how sport together with its partners can convert the Netherlands into a true sporting nation.
from firm top-down management; in sport participation promoting local initiatives is key.
The main conditions for success are: organizational development, sport marketing and efficient and effective allocation of
collective financial resources.
Putting words into action
The Sport Agenda 2016 is the fourth national strategic sport
policy plan. Inherent to the nature of sport, it is full of ambitions.
It is about increasing sport participation to 75% and ranking the
Netherlands among the world’s top ten of sporting countries.
These are ambitious goals. In order to realise them, we have
to focus. Focus on promising target groups, athletes, sports,
elite sport programmes and regions. Focus while respecting the
diversity of the Dutch sporting culture.
Putting words into action is the motto of the Sport Agenda 2016.
We aim for breakthroughs. For less regulation and less paperwork, for more action by volunteers and professionals involved in
sport. But we cannot do it alone. We can only realize our sport ambitions and objectives in close collaboration with many partners.
Sport inspires! Let’s all be part of it.
Ambitions, strategies and conditions for success
The sport sector has ambitious goals in terms of sport participation and elite sport. Two ambitions that strengthen each other,
but that require very different strategies. Elite sport benefits
The Sport Agenda 2016 has been put together by representatives of sport federations, NOC*NSF and other parties closely involved in sport: the Ministry of
Health, Welfare and Sport, the National Institute for Sport and Physical Activity, the Athletes’ Commission, Sportsupport Rotterdam and scientists.
Life phase and target group specific approach
Children (6-12 years): 100% sport participation
Every primary school pupil should want to play sport and should
be able to do so. Currently 13% of them never does, and in some
neighbourhoods this figure is even much higher. To improve this
situation, education and sport must work together more intensively. Involvement of so-called dual position officers, who are
responsible for both sport activities in school and training at the
sport club, and of other sport leaders is very important. Especially
in neighbourhoods where sport participation is low, the policy is
to get children involved in sport at school and after school and
to make the connection with sport providers outside school. We
will tailor the approach to the local situation and bring together
various resources.
Youngsters (12-23 years): 90% sport participation
Many children stop playing sport when they go to secondary
school. We aim to reduce this group of ‘sport dropouts’ by 50%
for example by offering sport at school and by involving the target group when developing (new) sporting possibilities. It also
requires that schools and sport accommodations are sufficiently
available and accessible and equipped for various sports. All sport
providers must be supportive too when people wish to vary and
take up other sports.
Young adults (24-45 years): 75% sport participation
To increase sport participation of young adults we want to get
them enthusiastic again by offering sport tailored to their needs
at accessible sport locations. Again collaboration with local authorities, businesses, schools and commercial sport providers is
Sport providers: value, strengthen and inspire
The Dutch sporting landscape includes thousands of sport providers. We value them as well as the diversity among them. Over 10
million people, with very different needs, are somehow affiliated
to these sport providers, which also have a very important social
function.
The sport federations and NOC*NSF wish to strengthen sport by
improving support to local sport providers allowing them to realise their own objectives. At the same time we want to inspire
and encourage local sport providers to join in realising the overall
ambition of sport (to increase participation to 75%).
Sporting possibilities: matching needs of promising
target groups in the best possible way
In order to ‘attract and engage’, it is important to provide new
sporting possibilities all the time and multiply successful sporting
programmes. We will encourage sport providers to develop the
social aspects of sport too and we will promote collaboration,
entrepreneurship and local involvement.
Open system
Focus on proven successful programmes will not lead to immobility. Other sports continue to have the possibility to develop
programmes that are consistently successful as well. And we
will need more programmes in the future to reach the world’s
top 10!
Stap 2: Focus
Stap 1: Recognition
Full-time
&
Performance
&
Commitment
&
Other criteria
Trainers: sufficient and competent
More sportsmen and women means a greater demand for competent trainers, referees and administrators. In order to have
enough trainers, referees and administrators we will recruit new
ones, while not losing those who are already involved, we will appreciate competent trainers and others and continue to motivate
all and promote entrepreneurship. In order to maintain the level
of competences, we will invest in training and education, which
requires collaboration with educational institutes and the business sector.
Sport accommodations: a key role in sport
participation policy
Elite sport infrastructure: optimum conditions for
talents and elite athletes
The elite sport and talent infrastructure will be improved further, with a focus on Top 10 programmes, highly promising programmes and elite athletes. The aim is to cluster facilities as
much as possible, starting with the Centres for Elite Sport and
Education (CEE’s) and the National Elite Sport Centres (NEC’s).
Another key area is strengthening the infrastructure for regional
talents and there will be special attention for further development of expertise, flexible education and centralised housing
for talents.
Better quality elite sport trainers and technical
directors
We will invest in setting up a professional education system for
aspiring top coaches and a development programme for top
coaches and technical directors. We will improve the quality of
technical directors by expanding their responsibilities and providing better support. Development of an HRM system will give
coaches better career perspectives.
Optimum medical support for elite sport
We will centralise medical support and concentrate medical services in CEE’s. This will improve access to basic medical advice
for top talents and elite athletes. We will also invest in improving
the quality of elite sport physicians by developing their knowledge and experience, by organising a masterclass, through multidisciplinary consultation and by a uniform registration system.
Organizational
development
Strong sport federations, which are the undisputed authority
in their sport, are essential for having a diverse sporting landscape. They manage the long-term development of their sport.
Both the sport federations and NOC*NSF are expected to invest
in their own organisational development and effectiveness.
Strategy
Our strategic objective is that 80% of the sport federations
succeed in realizing their sport ambitions and their ambitions
related to organizational development. To achieve this, we will
focus on five key areas: organizational strengthening, vision development, HR policy, connecting people and knowledge management.
Organizational strengthening of sport federations
and NOC*NSF
If we want decisive, united and effective (formulation of) policies
we will have to pay constant attention to the strategic cycle of
sport organisations. All federations and NOC*NSF will put the
cycle in writing and draft plans for organisational improvement.
We also aim to further develop the Good Governance Code and
the Minimum Quality Requirements, create a platform for developing and sharing knowledge and expertise, and invest in a
network of experts to assist organisations taking the next ‘best
step’ towards realising their ambitions.
A clear vision on development of sport and sport
organizations
Sport federations and NOC*NSF will formulate a powerful and
clear vision on development of their sport, on how to realize it
and on what this requires in terms of their organisation.
Anti-doping policy: more efficient, more effective
and better implemented
Effective talent recognition and development with a
tailored HR policy
Additional resources will be allocated to the Anti-Doping Authority to guarantee the current size and quality of the National Drug
Testing Programme. The National Drug Testing Programme will
be evaluated to see how correct implementation of the anti-doping
policy by sport federations can be guaranteed. Furthermore, we
aim to streamline communication and collaboration between all
parties involved in anti-doping policy and in providing information to federations and athletes. The implementation of antidoping policy will also be further centralized by giving a quality
boost to the Institute for Sport Arbitration.
All sport federations and NOC*NSF will develop an HR policy
and offer development programmes for board members, management, other employees and other volunteers. We will work
on improving education and training and presenting the sport
sector as an attractive working environment.
Strengthening the position of athletes
Knowledge management as a pillar of policy
We aim to continue the differentiated stipend for elite athletes,
which is in line with our focus strategy, and improve the services
and facilities provided to elite athletes. We will also give more attention to the development of athletes’ dual careers and we will
strive for more representation of and contributions by athletes
when formulating elite sport policies.
The sport federations and NOC*NSF will implement (ICT) systems to collect, enrich and unlock knowledge. In addition, we will
focus on making effective use of this knowledge.
Qualitative and quantitative improvement of high
performance services
The ambitions in the Sport Agenda 2016 require a new vision on
marketing sport and the sport experience. ‘How sport consumers value sport’ must play a key role in this new vision. Consumers perceive the value of sport in various ways: of course as
active sportsmen and women, but also as sport fans and as volunteers. Sport can generate higher revenues when we increase
this perceived value. For consumers sport is an end, while for
NOC*NSF appointed medical experts, experts in mental training, technology, weight training and nutrition. The high performance services offered will be developed further. Moreover,
we will professionalise our ‘sport intelligence’ (i.e. what is the
competition doing?).
Based on the focus criteria above a programme is incorporated
in one of five programme groups: the podium programme, the
potential programme, the talent programme, the part-time
programme or the international sport competition programme.
The funding partly depends on the group to which a programme
belongs. This does, however, not mean that other programmes
are left behind.
Olympic/Paralympic
Non-Olympic with
> 55 (men) or > 38
(women) participating
countries at WC
25-55 (men) or
24-38(women)
participating
countries at WC
Fewer than 25
competing countries
at WC
Stap 3: Funding
1. Medals programme
Yes
2. Potentials programme
Pathway
programme
funding
(s, S-1 & S-2)
3. Talent programme
Basic funding
Programme funding
S-1 + S-2
Yes
4. Part-time programme
4a. Lotto basic
funding
No
4b. No funding; reduction arrangement
Yes
5. International
competition programme
No
5b. No funding; reduction arrangement
No
Part-time
&
Performance
&
Commitment
Disciplines
Sport inspires!
We must take into account the great diversity in sportsmen’s and
women’s needs. This is why sport federations and local or regional authorities have taken stock of local sporting needs. Starting
point for a long-term strategy to increase sport participation will
be the most popular sports. The collaboration between sport and
government is very important, also because it facilitates complementary support for local sport providers. Cooperation among
sport federations is important as well, for example to offer a variety of sporting possibilities in different sports.
Sport federations will approach talent development more systematically and will receive more support to further develop
training programmes. The Talent Identification Pilot will be fine
tuned and transfer programmes will be added. There will also
be a greater number of specialized talent coaches and we will
invest in them.
n order to realize the ambitions in the field of sport participation and elite sport,
we must get a number of conditions right. Sport organisations must operate
effectively and efficiently, they must generate sufficient income and our financial
planning must be in order.
Invest in networks
Sport requires modern leadership: administrators and managers who can bring people together. Leaders in sport will invest
in strengthening and expanding their networks.
other parties such as business and government, it rather is a
means. Sporting possibilities can, however, be marketed in both
directions.
The main sources of funding
Consumers (approx. 6 billion euros/year)
There are opportunities for sport when needs of individual sport
consumers can be better matched. This requires understanding
of consumer behaviour.
Local authorities (approx. 1 billion euros/year)
The relationship with local authorities can be strengthened further.
Collecting and publishing evidence of the positive effects of sport
policy related to government objectives may contribute to this.
Business (approx. 600 million euros/year)
We can improve the relationship with the business sector and
develop valuable propositions. Supporting sport providers to develop and realise partnerships with businesses can also provide
opportunities.
Government (approx. 130 million euros in 2012
through the Ministry of Sport)
When we develop sport policy, we cooperate closely with the
Ministry of Health, Welfare and Sport. Promoting the interests
of sport in The Hague, where our national government is seated,
and further improvement of the relationship with other ministries, aimed at ‘sport inclusive policy development’, must have
our permanent attention. Sport can make proposals to the government for additional investments and for financially favourable amendments to laws and regulations.
Lotto (approx. 52 million euros/year)
The revenues from games of chance for sport may increase further in the coming years. This also depends on developments
with regard to licences for suppliers of games of chance. There
are opportunities to intensify the collaboration between sport
federations, NOC*NSF and Lotto (Lottery). Sport organisations
can increase Lotto’s exposure, which in turn can increase reve­
nues from Lotto for sport.
Other sources of funding
Other sources of funding for sport may be found in the media
(approx. 50 million euros/year) and coming from provincial authorities (approx. 17 million euros/year). The European Union’s
attention for sport is also increasing and this may affect European rules on games of chance. Active Public Affairs may lead to
results in the future. Other potential funding sources are charities and fundraising through donations and bequests to Sport.
Top 10 focus criteria
Sport offer
re
he
osp
Atm
Our starting point is that there should be sport that satisfies the
needs of local people in every neighbourhood in the Netherlands.
In neighbourhoods with a high rate of sport participation, innovative sport ‘entrepreneurs’ will ensure that sportsmen and women
participate in sport activities long-term, actively and safely. They
will do so by providing quality sport that responds to local needs
and by also providing the social aspect of sport.
In neighbourhoods with a low rate of sport participation, the policy
is aimed at getting people involved in sport by inviting them, increasing their demand for sport, and by making sport more accessible. This is a complex task, even more so because most sport
providers in our country are not sufficiently equipped to do so. This
is why we are aiming for a joint approach: cooperation at local
level to create all kinds of sporting possibilities very close to the
target group. It is essential to involve local authorities and strong
sport providers and also collaborate with for example schools,
GP’s and employers.
Focus & Funding
Top 10
18-24 year
In the past funding was hardly related to whether a sport was
successful or not. Only one quarter of the total budget went to
sports that were consistently successful. This approach reduced
the chance of overall success. Like many other countries the
Netherlands are caught up in a global sporting arms race. Everyone wants to be in the forefront. There is a general trend of
increased spending on elite sport, with ever more focus on a
limited number of sports. More and more countries are performing at the highest level, differences are becoming smaller and
smaller. If you want to stay in the game, you need to invest more
and you need to invest smart. We must make more strategic
and more efficient use of available funds. We chose to focus
and to organise successful elite sport programmes in a better
way. Athletes need to improve their performances through more
training, more guidance and better programmes. We chose for
true elite sport – sport as a full-time profession – and this also
means: choosing between elite sport programmes.
Part-time
&
Performance
&
Commitment
5a. Lotto basic
funding
No funding; cut back arrangement
Together with local authorities, sport federations will make sure
that accommodations are of sufficient quality, in the right places
and tailored to local needs. We will promote neighbourhoodspecific accommodation policies and aim for optimum utilisation.
Elite sport
12-17 year
Optimum talent recognition and development
International
competitive sport
4-11 year
At the Olympic Games the Netherlands has always won medals
with a limited number of sports. These sports are responsible
for 96% of all medals won since 1948. At the Paralympic Games
a limited number of sports is consistently successful as well.
And the same applies to sports that are not on the Olympic or
Paralympic Programme.
Elite sport
0-3 year
Senior citizens (65+): increasing sport participation by more
than 25%
The largest growth market for sport are people aged 65 and older.
They want the experience and they want to have fun and also improve their vitality. We will respond to this by offering more and
new sporting possibilities. Through local networks, including
GP’s, physiotherapists and community workers, we will introduce
them to all kinds of sporting possibilities. In neighbourhoods with
a high rate of sport participation, sport accommodations are the
focal point. In neighbourhoods with a low rate of sport participation, the focus is on sporting possibilities nearby, right in the
neighbourhood. To achieve all this, sport providers will collaborate with local authorities, health and welfare organizations and
other existing social networks.
Key areas of the elite sport policy
International
competitive sport
50%
40%
Older adults (45-65 years): 70% sport participation
With regard to older adults we aim to attract them and retain
them. For this we will make use of their wish to improve their
fitness and do sport at flexible hours and with their peers. Especially in areas with low sport participation rates, sport organizations, local authorities and companies will work together to bring
sport right to the target groups, i.e. in the neighbourhood or at
the work place.
Strategy: recognition, focus and funding
Not recognized
100%
crucial. Active communication of the sporting possibilities and
introductory lessons to sport in general can also be effective incentives.
lite sport brings us together. We strongly support our elite athletes and teams,
who inspire us to challenge ourselves. It is our ambition to rank among the
ten best elite sport countries of the world. To achieve that we must raise the
bar and lift the standard of elite sport in the Netherlands from ‘good’ to ‘better’.
Sport marketing
Using Lotto revenues
Financial resources for the implementation of the Sport Agenda
2016 are available from Lotto (Lottery), Mission (corporate sponsorship programme) and the Ministry of Health, Welfare and
Sport. The Spending Plan, however, focuses on Lotto funds only.
We can allocate these funds ourselves (following decisions of
NOC*NSF’s General Assembly). The ambitions and objectives
of the sport and the division of tasks and responsibilities of the
parties involved determine how the available funds are distributed. We focus on reducing the administrative burden for all
parties involved.
Scientific support and innovation systematically
anchored in sport
In the next few years all Top 10 programmes will be provided
with an embedded scientist. We will invest in further integration of InnoSportLabs within a selected number of elite sport
programmes and in adding InnoSportLabs staff. A new field lab
will be set up in Papendal. NOC*NSF and the sport federations
will also co-finance a scientific research programme focusing
on performance and talent development.5
A Paralympic contribution to the Top 10 ambition in
the medium term
The influx of talented Paralympic athletes will be increased by
more and better talent scouting and talent development by sport
federations. We will further intensify the Paralympic elite sport
programmes by connecting them – starting with the medal programmes - to the CEE structure. Support will be also professionalized further by attracting competent coaches and other experts.
Optimal support for Dutch athletes competing
abroad
We aim to support Dutch athletes competing in the Olympic and
Paralympic Games, the Youth Olympic Festival, the Youth Olympic
Games and the Kingdom Games in the best possible way. This requires additional investments because the organisers of Games
put ever higher demands on Olympic and Paralympic Committees and because travel expenses keep rising.
Spending Plan 2013 (budgeted)
2012 (actual)
Sport participation
5,500,000
5,500,000
Education and training6
2,000,000
0
7,500,000
5,500,000
I SPORT PARTICIPATION
1. In 2012, the Netherlands Institute for Social Research (SCP) will carry out a new sport participation survey. The trend analysis linked to the survey will
determine the definitive target percentages.
3. For team sport programmes, at least 90 of the 125 days must be supervised by the federation. The other days must be organized by the club programme.
2. The combi-norm is a broadly accepted standard for healthy behaviour with regard to physical activity.
5. As part of the Sector Plan Sport Research and Education 2011-2016.
4. For team sport programmes, at least 90 of the 250 days must be overseen by the association. The other days must be organized by the club programme.
II TOP 10
Top 10 tailored services
11,850,000
11,850,000
Services and facilities for elite athletes
2,000,000
2,000,000
Fund for Participation of Teams in Games
1,700,000
1,500,000
Implementation of anti-doping policy
1,000,000
850,000
600,000
0
17,150,000
16,600,000
17,650,000
17,650,000
NOC*NSF
8,735,000
8,350,000
Other organisations (through NOC*NSF)7
1,140,000
1,175,000
27,350,000
27,175,000
52,175,000
49,275,000
Host Broadcasting
III BRANCH DEVELOPMENT
Sport federations
A clear sport events policy up to 2020
We will develop and maintain a strategic sport events calendar,
also aimed at building up a track record, and, together with the
Ministry of Health, Welfare and Sport, we will enable financing of
bid procedures, host broadcasting and event organisation.
(in e)
TOTAL
6. The Ministry of Health, Welfare and Sport will contribute to education and training until 2013, but as from the start of the new policy period, this will be
the responsibility of organised sport.
7. Just like in the previous policy period, the other organisations included in this Spending Plan are the Anti-Doping Autority, the Institute Sport Arbitration,
CEE’s and NEC’s, Olympic Networks and Olympic Plan 2028. New recipients are NL Sporter & NL Coach, the Classification Instutute Disabled Sport and
Sport & Business.
“Sport inspires, sport connects, sport is changing
the world. Through sports
we can create a better
society. Healthier and more
dynamic. Full of colour, fair
play and positive energy.”
“We can only compete for
a Top 10 position if we
focus on sports that give
us a realistic chance on
winning medals.”
(Jeroen Bijl, manager Elite Sport, NOC*NSF)
Sport Agenda 2016
Sport inspires!
(Gerard Dielessen, Secretary
General NOC*NSF)
“You shouldn’t let the
problems that derive
from solutions stop you.”
(Luc Vergoossen, Manager Wheel Chair
Basketball, Dutch Basketball Federation)
Netherlands
Olympic Committee
Netherlands
Sports Confederation
“Thanks to the CEE I
can combine sport and
school. That gives me the
opportunity to get the kind
of education that I want
and focus on my sport
as well.”
“(Sports participation of )
75 per cent is ambitious,
but if you do not set the
bar high, you certainly
will not jump high.”
Colophon
(Bart Zijlstra, Director Sport, Ministry of
Health, Welfare and Sport)
This is a publication by NOC*NSF
Publication number 729
(gymnast Lisa Top at CTO Heereveen)
Publisher: Arko Sports Media
Editor: Claudia Smit
Translator: Imago Mediabuilders
Designer: Marco Reijken, studiorvg*
Printer: PreVision, Eindhoven
“We should always keep the
needs of athletes and sport
fans in mind. Together
with sponsors, media, local
authorities and athletes a
sport federation can create
added value.”
Photography and film: ANP, Soenar
Chamid, InnosportNL, Kees Rutten,
Barbara Kerkhof, Jan de Koning and many
other photographers and filmmakers whose
images were available to us through the
archives of NOC*NSF, sports federations
and other sports organisations.
This publication is a summary of the Sports
Agenda 2016, which was adopted by the
General Assembly of the NOC*NSF on
24 January 2012.
www.nocnsf.nl
(Frits Avis, managing director
Dutch Ski Union)
All rights reserved. Nothing in this publication may be
reproduced, whether electronic, mechanical, through
photocopying, recording or otherwise, without prior
written permission of NOC*NSF. Address: NOC*NSF,
Papendallaan 60, 6800 AH Arnhem, The Netherlands
“Especially when
cooperating with social
partners we can have
impact at the local level”
“Practising elite sport is a
profession. You do well or
you don’t. There is nothing
in between.”
(Wilco Huisman, sport club manager
SV (Sport Club) Twello)
(Jan Kossen, director Royal Dutch
Swimming Federation)
“I’ve been around for quite
a while and I see a lot of
good things happening,
but they are not sufficiently
shared. So my call is: share
your successes!”
(Gert-Jan Lammens, director
Rotterdam Sportsupport)