From EDI to Belonging in Sport: Progress or a Step Backward?

Over the past several years, I have observed a noticeable shift within many institutions and corporations. Conversations that once centered on equity, diversity, and inclusion (EDI) are increasingly being reframed around a single concept: belonging. I heard it for the first time recently at a sports conference and it rang my ears.

At first glance, this evolution appears positive. Sport is, after all, fundamentally about connection. Whether as athletes, coaches, officials, volunteers, administrators, or fans, people want to feel accepted, valued, and part of something larger than themselves. belonging speaks directly to that desire.

Why EDI Matters in Sport

Sport has long been celebrated as a vehicle for personal growth, social development, community building, and health. However, participation and leadership opportunities have not always been equally accessible to everyone.

Historically, barriers related to gender, race, disability, socioeconomic status, sexual orientation, geography, and culture have shaped who participates, who leads, and whose experiences are valued within sport.

This is where EDI has played an important role.

Diversity ensures that sport reflects the communities it serves.

Equity recognizes that not all participants begin with the same opportunities, resources, or supports.

Inclusion creates environments where individuals feel respected, welcomed, and empowered to contribute fully.

Together, these principles challenge sport organizations to move beyond participation numbers and examine who has access, who remains engaged, who advances into leadership roles, and who feels genuinely valued.

Why the Shift Toward Belonging?

The move toward belonging reflects several broader trends.

First, the sport sector has experienced increasing polarization around EDI initiatives. Some view EDI as essential to addressing systemic inequities, while others perceive it as overly political, divisive, or disconnected from sport's traditional focus on performance and competition.

Second, many organizations have struggled to demonstrate the impact of EDI initiatives. While there is substantial evidence linking diverse perspectives to stronger governance and decision-making, proving direct causal relationships between EDI efforts and organizational performance remains challenging.

Third, there is growing recognition that representation alone is insufficient. Simply increasing diversity does not guarantee positive experiences for participants, staff, coaches, or volunteers. Belonging seeks to address that gap by focusing on how people feel once they are part of the organization.

In many ways, belonging is an attractive concept because it resonates with the values sport often seeks to promote: teamwork, connection, respect, and community.

The Risk of Moving Too Quickly

While belonging is a worthwhile aspiration, there is a risk in allowing it to replace rather than complement EDI.

Belonging focuses on outcomes—whether people feel connected and accepted. EDI focuses on the conditions necessary to make belonging possible.

Without equity, belonging can become superficial. Individuals may be welcomed into systems that continue to disadvantage them. Without diversity, belonging may simply reinforce existing cultures rather than challenge them to evolve. Without inclusion, belonging may remain accessible only to those who already fit established norms.

In sport, this distinction matters.

A club may foster a strong sense of belonging among its members while still facing barriers related to affordability. A governing body may celebrate a positive organizational culture while lacking diversity in leadership. A team may pride itself on being "like a family" while unintentionally excluding individuals whose experiences differ from the dominant group.

Belonging cannot be fully achieved without addressing these underlying issues.

The Challenge of Measuring Success

One of the recurring criticisms of EDI within sport is the expectation that it must prove its value through measurable performance outcomes.

The premise itself deserves scrutiny.

Why should representation, fairness, and equitable access require a stronger business case than other governance principles? We do not typically ask whether transparency, accountability, or ethical decision-making improve winning percentages before embracing them.

Furthermore, many of the benefits associated with EDI emerge over time. Increased trust, broader perspectives, stronger community relationships, enhanced athlete experiences, and improved organizational legitimacy are difficult to capture through traditional performance metrics.

The purpose of sport extends beyond podium finishes and financial outcomes. If sport is truly committed to development, well-being, and community impact, then EDI should be viewed as a core value rather than a performance strategy.

What Sport Can Learn from Belonging

The growing emphasis on belonging does offer an important lesson.

For years, sport organizations have focused on increasing participation and representation. Less attention has sometimes been paid to whether people actually feel connected, heard, and valued once they arrive.

Belonging reminds us that recruitment is only the first step. Retention, engagement, and positive experiences matter just as much.

Athletes who feel psychologically safe are more likely to thrive. Volunteers who feel appreciated are more likely to remain involved. Board members whose perspectives are respected are more likely to contribute meaningfully. Coaches who feel supported are better positioned to develop athletes and build healthy sport environments.

These outcomes are essential to the long-term sustainability of sport organizations.

Moving Forward: EDI as the Foundation, Belonging as the Goal

Rather than viewing EDI and belonging as competing priorities, the sport sector should see them as interconnected.

Belonging is not a replacement for diversity, equity, and inclusion. It is the outcome that EDI seeks to achieve.

When sport organizations recruit diverse leaders, remove barriers to participation, create inclusive cultures, and ensure equitable opportunities, they create the conditions in which belonging can flourish.

The question for sport leaders is not whether they should focus on EDI or belonging.

The question is whether they are willing to do the work necessary to make belonging possible for everyone.

Because ultimately, the strongest sport environments are not those where people simply participate. They are the environments where individuals from all backgrounds can contribute, develop, lead, and genuinely feel that they belong.