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This critical commentary contends that there needs to be a re-orientation of approaches to understanding policy design and implementation in high-performance sport. The existing approach to understanding policy making breaks the sport system into constituent agencies with a focus on the investment targeted towards specific organisations or programmes of activity. Governing agencies are discussed in reified terms, as if the organisations themselves were the actors and this paper will argue that this is a fundamentally problematic simplification. When the networks of interdependent people who work within, on and for governing organisations are neglected by [or worse, erased from] discourse and research, academic recommendations and policy design will forever be limited in effectiveness. Here lies the opportunity, by looking through a sociological relational lens, strategists within funding agencies stand to make a radical shift in leadership and professional practice. The work of social theorist Norbert Elias', in particular his notion of the figuration and associated 'Game Models', are herein used as a conceptual framework to demonstrate an alternative perspective to policy making in UK high-performance sport. The intent of the paper is not to hold up Elias' as a 'right' way of approaching this work, but rather to spark conversation and to open the door for a broader sociological imagination and discussion of sport policy and practice. [ABSTRACT FROM AUTHOR]

Driven by the ever-increasing intensity of Olympic competition and the ‘no compromise – no stone unturned’ requirements frequently addressed by HM Government and its main agency, UK Sport, a change in culture across Olympic team landscapes is a common occurrence. With a focus on process, this paper presents reflections from eight current or recently serving UK Olympic sport Performance Directors on their experiences of creating and disseminating their vision for their sport, a vital initial activity of the change initiative. To facilitate a broad overview of this construct, reflections are structured around the vision’s characteristics and foundations, how it is delivered to key stakeholder groups, how it is influenced by these groups, the qualities required to ensure its longevity and its limitations. Emerging from these perceptions, the creation and maintenance of a shared team vision was portrayed as a highly dynamic task requiring the active management of a number of key internal and external stakeholders. Furthermore, the application of ‘dark’ traits and context-specific expertise were considered critical attributes for the activity’s success. Finally, recent calls for research to elucidate the wider culture optimisation process are reinforced. [ABSTRACT FROM PUBLISHER]

This article examine the structure of sport in postcolonial Uganda in the context of being a developing country in East Africa. The intention is to provide a wealth of empirical, concrete data that are often missing from many theoretical polemics on the politics of sport and to link the empirical data to political theory. In the context of this article, it is suggested that Uganda is best understood through a neoplarulist analysis of the state. [ABSTRACT FROM AUTHOR]

The UK National Anti-Doping Organisation (NADO), the Drug Free Sport Directorate (DFSD), is located within the same organization, UK Sport, which is responsible for maximizing elite sport success. This article evaluates the demand for an independent NADO, which comes not only from within the UK but also from international anti-doping agencies. The concept of independence is examined within the context of broader concerns with accountability and the relationship between the NADO and its stakeholders. Using data from a survey of both National Governing Bodies of sport (NGBs) and elite athletes and interviews with major policy actors it is argued that the concern of elite athletes and NGBs is less with the location of the NADO within UK Sport, but with questions of accountability and communication. It is argued that enhanced independence would, in itself, be no guarantee of either neutrality or of greater effectiveness and may well be counter productive. Moreover, using Hood's rationale for administrative reform there is little evidence that a more independent NADO would be more efficient, equitable or robust. However, it is also argued that the current network of accountability relationships is focused on secondary stakeholders and those primary stakeholders, such as elite athletes and their NGBs, are marginal thus risking an erosion of the current high level of trust. [ABSTRACT FROM PUBLISHER]

Abstract: Background and objectives: Human growth hormone (hGH) is seen as a doping risk in sport because of its possible anabolic and lipolytic effects. As a result of this hGH is prohibited for athletes to use both in and out-of-competition by the World Anti-Doping Agency (WADA) requiring Anti-Doping Organisations to work with research teams in identifying ways to detect hGH abuse. Approach: This paper reviews and discusses the UK Sport perspective on the challenges faced in detecting hGH and in particular draws upon the experiences gained during the collaborative efforts with the GH-2004 research team in achieving the implementation of the Marker Method for hGH detection. Conclusions: In 2008 significant progress has been made; there is one test for detecting HGH approved for use in anti-doping and a second detection method pending. This is a strong reflection of the ongoing research efforts in anti-doping and the progress being made by the Anti-Doping Organisations in reducing the risk that doping poses to sport. [Copyright &y& Elsevier]