Strategy

WADA’s 2015-2019 strategic plan is set to expire at the end of 2019. Endorsed by the WADA Foundation Board (Board) in November 2014, the plan was based on the World Anti-Doping Program at the time; along with, the environment, emerging trends; and, WADA’s governance and operational activities.

The Russian doping crisis that emerged in December 2014 has been very disruptive for WADA, the global anti-doping system and its stakeholders. The revelations from WADA’s independent Pound and McLaren investigations, and the actions taken by the Agency and others, resulted in very public challenges for anti-doping. The crisis also led to stakeholders mobilizing during the fourth quarter of 2016 for a stronger WADA – one that would be better equipped to pursue its mission as the global independent Leader of Clean Sport.

As a result, in November 2016, the Board agreed a series of recommendations that shaped the following Agency priorities for 2017 and beyond. While these priorities have largely stood the test of time, they have been updated to reflect the progress made; along with, evolving challenges and opportunities that WADA and its partners tackle as we move the right way together.

During the last quarter of 2019, WADA will commence development of a 2020-2024 strategic plan in consultation with its key stakeholders that, in addition to the elements mentioned above, will consider the developments, challenges, opportunities and evolving views that have characterized the global anti-doping system in recent years. The new plan will be presented to the WADA Executive Committee (ExCo) in January 2020; and, be adjusted as required for endorsement by the ExCo and Board in May 2020.

Current Strategic Priorities

  1. Work with International Federations, Major Event Organizations, National Anti-Doping Organizations and Regional Anti-Doping Organizations to enhance anti-doping capacity, including through the organization of WADA’s Annual Symposium.
  2. Further develop and maintain a strong WADA-led Compliance Monitoring Program following the terms of the International Standard for Code Compliance by Signatories.
  3. Develop and implement the 2021 World Anti-Doping Code and International Standard review framework.
  4. Increase and enhance research-led anti-doping education including through the development of an International Standard for Education.
  5. Further strengthen WADA’s capability for intelligence and investigations by, for example, enhancing the Anti-Doping Intelligence and Investigations Network and growing the whistleblower program, ‘Speak Up!’.
  6. Manage the outcomes of the various WADA investigations related to Russia (McLaren, LIMS).
  7. Strengthen scientific-based knowledge in all areas of anti-doping, including the Prohibited List, the Athlete Biological Passport program and the prevalence of doping.
  8. Strengthen WADA-accredited laboratory performance.
  9. Ensure that the Anti-Doping Administration and Management System (ADAMS) ‘Next Gen’ works technically and securely to support the global anti-doping program.
  10. Develop private funding to ensure ongoing sustainability of WADA in light of expanding role.
  11. Engage all stakeholders in building clean sport for the future.