The Tribune

Throughout this series, I have explored the concept of the sports ecosystem, an idea that emerged during the opening discussions of my recent International Visitor Leadership Program (IVLP) in the United States. Over three weeks, the programme exposed us to different aspects of American sport, from athlete development and national sporting organisations to medical support, regulation, community engagement and professional competition.

Although the programme was titled American Excellence in Combat Sports, the lessons extended well beyond boxing and mixed martial arts. What became increasingly clear was that sport is about much more than the activities taking place on a field, court, track or inside a ring. When properly organised, it can support education, healthcare, employment, business development, tourism and community growth.

In the previous articles, I examined how athletes progress through development pathways and the professional infrastructure required to support their health, safety and performance. For this final instalment, I want to consider what happens when these components begin working together on a larger scale. How can The Bahamas move beyond producing talented athletes and hosting occasional major competitions towards developing a sustainable sporting industry? More importantly, what would that require from government, sporting federations, private businesses and the wider community?

The final stage of our IVLP experience took us to Las Vegas, a city that has developed a remarkable relationship with professional sport and entertainment. Our exposure to organisations associated with the Ultimate Fighting Championship (UFC), including its Performance Institute and APEX facilities, as well as the business of professional boxing through Top Rank, provided an opportunity to examine sport from a commercial perspective. These experiences were particularly interesting because they demonstrated how athletic performance, professional services, event production and business operations can function as interconnected activities rather than unrelated ventures.

The UFC Performance Institute represents one approach to integrating athlete preparation with professional support. Its model brings together areas such as strength and conditioning, sports medicine, rehabilitation, nutrition and performance science in an environment designed around the needs of professional fighters. Its significance lies not simply in the quality of its equipment or the appearance of its facilities, but in its recognition that preparing an athlete for competition requires expertise from several disciplines, each contributing to a common objective. For me, this reinforced the concept of the sports ecosystem that had shaped our discussions from the beginning of the programme.

The commercial side of professional sport offers a different but equally important lesson. A successful sporting event involves considerably more than the athletes who compete. Behind the competition are promoters, administrators, production teams, broadcasters, sponsors, marketing professionals, venue operators, security personnel, medical teams and numerous other service providers. Each contributes to an experience that must satisfy athletes, spectators, commercial partners and regulatory authorities. When these relationships are properly established, sporting events can become recurring business activities rather than isolated occasions that must be organised almost from scratch each time.

This is particularly relevant to The Bahamas because we already possess an internationally recognised tourism industry. Our hotels, transport networks, hospitality professionals and experience in hosting major events provide a foundation upon which additional sporting opportunities could be developed. We have demonstrated our ability to attract international competitors and spectators, but there is considerable scope to explore how sporting events might become more closely connected to the wider economy and the long-term development of Bahamian sport.

Sports tourism is often discussed primarily in terms of attracting visitors to a destination. While visitor arrivals and hotel occupancy are important, the potential benefits extend much further. A well-organised international tournament may generate demand for transport, catering, equipment rental, broadcasting, photography, security, medical coverage and event management. Local businesses can benefit from these activities, while Bahamian professionals gain experience working in increasingly sophisticated sporting environments. Repeated events can also create opportunities to develop specialised skills and businesses that may eventually serve clients beyond The Bahamas.

However, hosting an event and developing a sporting industry are not necessarily the same thing. A successful weekend tournament may generate valuable economic activity, but its long-term contribution depends on what remains after the visitors depart. Were local officials trained? Did Bahamian coaches and athletes gain meaningful opportunities? Were local businesses involved in the planning and delivery? Did the event establish relationships that could support future competitions? These considerations should form part of how we evaluate the success of major sporting initiatives.

Professional combat sports offer one possible area for development. The Bahamas has a history of participation in boxing and martial arts, along with athletes and coaches involved in several combat disciplines. With appropriate regulation, medical oversight, professional promotion and commercial partnerships, there may be opportunities to develop events that attract regional and international participation. Such initiatives could create additional pathways for athletes while providing valuable experience for referees, judges, medical personnel, coaches and event organisers.

Nevertheless, the commercial possibilities should not distract us from the requirements necessary to support them. Professional sporting events involve financial risk, regulatory obligations and significant operational responsibilities. Building a credible event calendar requires market research, experienced management, reliable sponsors, appropriate facilities and a realistic understanding of audience demand. International partnerships can provide valuable expertise and exposure, but the objective should also be to develop local capacity so that Bahamian organisations can assume increasingly substantial roles in the industry.

The same principles apply beyond combat sports. Track and field, swimming, basketball, volleyball, football and other disciplines offer different possibilities for competitions, training camps, clinics and international exchanges. Our climate and geographical location may provide advantages for certain activities, particularly during periods when outdoor training is less convenient in colder countries. However, these opportunities must be supported by suitable facilities, dependable services and organisations capable of delivering a professional experience.

One area I believe deserves greater attention is the development of integrated sports medicine and performance services. Visiting teams and athletes may require access to strength and conditioning facilities, rehabilitation, medical assessments, recovery services and performance testing. These services could support both international visitors and our own athletes throughout the year. Rather than constructing facilities that are used only during major events, we should consider how sporting infrastructure can serve schools, clubs, national teams, recreational participants and professional athletes on a continuing basis.

This leads to a broader discussion about the role of government. In the United States, sporting development involves a mixture of educational institutions, national governing bodies, private businesses, non-profit organisations and commercial enterprises. The federal government does not directly operate or finance every aspect of this system. Different organisations assume responsibilities according to their functions, resources and objectives. While the American model cannot simply be transferred to The Bahamas, it illustrates the value of clearly defined roles and productive relationships between the public and private sectors.

Government has an important responsibility in establishing national sporting priorities, supporting public infrastructure, facilitating access, maintaining appropriate regulatory frameworks and creating conditions that encourage responsible investment. It can also help coordinate relationships between education, healthcare, youth development, tourism and sport. These areas frequently fall under different ministries or agencies, yet their activities directly influence one another. A national sporting development strategy should therefore involve more than the ministry primarily responsible for sport.

Private enterprise has a different but complementary role. Businesses can invest in facilities, professional services, athlete development, events, technology and commercial partnerships. Sporting federations provide technical leadership, competition structures and pathways towards national and international representation. Schools and community organisations introduce young people to sport and support participation. Healthcare and performance professionals contribute expertise in athlete preparation, injury management and recovery. The effectiveness of the ecosystem depends on these groups understanding their responsibilities and developing practical ways to work together.

For The Bahamas, I believe one of the most productive starting points would be a comprehensive assessment of our existing sporting resources. Before committing to major new projects, we should establish which facilities, professional services, development programmes and administrative structures are already available, where significant gaps exist and how access might be improved. Some needs will require substantial financial investment, but others may be addressed through shared standards, coordinated scheduling, professional partnerships and more effective communication.

A national sports performance centre, for example, could eventually serve as an important component of this system. Such a facility might provide specialised testing, sports medicine, rehabilitation, strength and conditioning, nutrition and educational services, while supporting national teams and emerging athletes. However, its value would depend on its integration with schools, clubs, federations and existing service providers. A centralised facility should strengthen the wider sporting network rather than become another institution operating independently of it.

We must also consider the development of people alongside the development of facilities. Sporting industries require administrators, coaches, athletic trainers, sports medicine professionals, physiotherapists, nutritionists, officials, event managers, broadcasters and individuals skilled in marketing, finance and operations. Education and professional development in these areas could create career opportunities for Bahamians who may never compete internationally but can still make valuable contributions to sport. An athlete’s career may be relatively short, but the knowledge and experience gained through participation can support a lifetime of involvement as a coach, administrator, entrepreneur or other sporting professional.

One of the most meaningful aspects of the IVLP was meeting individuals from countries with vastly different sporting traditions and economic circumstances. Despite those differences, we shared many of the same challenges involving funding, athlete development, governance and access to opportunities. We also shared a belief that sport could contribute positively to our communities. Those conversations reminded me that The Bahamas is not alone in seeking to develop a more effective sporting system, and that useful solutions may emerge through continued international cooperation rather than attempting to solve every problem independently.

I returned home with a broader understanding of what sporting development can involve. My perspective as a sports medicine physician, performance coach and sporting administrator naturally draws my attention to athlete preparation and healthcare, but the experience reinforced the importance of the many other professionals and organisations whose work makes sporting opportunities possible. An athlete may be the most visible participant in the system, but the quality of that athlete’s experience depends on decisions made by people who may never appear in a photograph or receive recognition at a championship.

Over these four articles, I have argued that The Bahamas possesses many of the essential ingredients for a stronger sporting ecosystem. We have talent, experience, sporting traditions, established institutions and commercial opportunities. We also have gaps in coordination, access, professional support and long-term planning that deserve attention. Addressing those gaps will require sustained cooperation rather than a collection of unrelated initiatives.

The most useful outcome of my IVLP experience would not be the construction of a particular facility or the organisation of a single international event. It would be a change in how we approach sporting development: recognising the relationships between participation, athlete preparation, healthcare, governance, education and commerce, and making deliberate efforts to strengthen them.

The Bahamas has already shown what its athletes can accomplish, often through extraordinary individual effort and sacrifice. Our next challenge is to create an environment in which those achievements are supported by dependable institutions and accessible professional services, while allowing the benefits of sport to extend further into our communities and economy.

That is the sports ecosystem I believe we should be working towards. It will not emerge from one project, one organisation or one government initiative. It will develop through the collective efforts of people and institutions that recognise their place within a larger sporting system and are prepared to contribute to its continued improvement.

• Dr Kent L. Bazard

BSc, MSc (Sports Medicine), MBBS NASM-PES | Sports Nutrition Specialist (SNS) | Precision Nutrition Certified Coach Sports Medicine Physician | Sports Performance Coach | Sports Nutrition Specialist Empire Sports Medicine & Performance