MIES (Switzerland) – On March 16, 2014 in Istanbul, the Extraordinary Congress of FIBA took a momentous decision that made the organization evaluate towards a single, inclusive and participative management model.
A true revolution in the world of international sports federations, the ONE FIBA concept became a reality after the member national federations agreed to modify the FIBA General Statutes. This was done with the clear objective of strengthening the organization so that it can best respond to ever-changing and demanding global challenges, as well as taking advantage of strategic opportunities for growth.
FIBA reinforced its position by committing to focus more with its different regions and the parties involved, in a unified manner, to ensure that time and resources can be used wisely and effectively to support the better the development of basketball in a highly evolving modern environment.
This ‘one voice’ is based on unity and integration – including ensuring that players, clubs, leagues and partners are considered in FIBA’s decision-making processes.
The transition to ONE FIBA is one of the most significant milestones in FIBA’s history – both in terms of success and the esteem it has received from other people.
And perhaps most importantly, the changes have ensured that FIBA’s core members – the National Federations – remain at the heart of the sport’s governance. Collectively and possessing equal supreme voting rights, they still constitute the authority of FIBA: the Congress.
Over time, the FIBA General Statutes and the Internal Regulations have undergone numerous changes and adjustments in order to ensure a governance structure adapted at all times to the realities of basketball and the sporting and political environment of the moment. . The basic principles and structures, first defined when FIBA was founded in 1932, are still in effect to this day under the ONE FIBA banner.
These include the four central entities of FIBA’s activities:
1. Central Office
2. The President
3. The Secretary General
Changes in governance related to ONE FIBA also saw the establishment of an Executive Committee (appointed by the Central Board) empowered to take extremely important decisions, which notably enabled the creation of ONE FIBA.
• The transformation of management processes within the Regional Offices (established by FIBA).
• The appointment of five Executive Directors and the hiring of employees for the Regional Offices (Africa, Americas, Asia, Europe and Oceania), collaborating with their colleagues at the FIBA headquarters in Mies (Switzerland).
• Approval of the Competency Study for a number of development/representation offices around the world in strategic locations to better serve FIBA’s National Member Federations.
• The confirmation of a new FIBA management team, under the leadership of the Secretary General.
Sharing a common vision, the decisions made and actions taken by ONE FIBA have been implemented with the common goal of making basketball the most popular sports community in the world.