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2021-2022 sezonu faaliyet programında yer alan Süper Lig, 1. Lig, 2. Lig ve 3. Lig takımlarımızın katılımlarının belirlenebilmesi için, tmtf.gov.tr web sitesindeki katılım formunun doldurularak Lig katılım bedelinin olduğu banka dekontu ile birlikte 03.09.2021 tarihi mesai bitimine kadar Federasyonumuza gönderilmesi gerekmektedir.

2021-2022 sezonu Hakem Vize ücretlerinin 10 Eylül 2021 tarihine kadar Federasyonumuzun ilgili Banka hesabına yatırılması gerekmektedir.

ITTF Yarışları

ITTF High Performance 2018-2021 Plan & 2026 Vision

ITTF High Performance

2018-2021 Plan & 2026 Vision


                  Introduction & Motivation for Change                 


Since the introduction of the Development Program in 1999 the ITTF invested heavily in establishing National Associations in all countries and territories worldwide in order to reach the target of 226 member National Associations, which makes it the biggest International Sport Federation membership-wise. The first milestone related to horizontal development has thus been achieved.

However, in the last decade the sport of Table Tennis has become strongly dominated by one nation and the vast majority of medals at the largest events are won by players, doubles and teams from one region, i.e. East Asia, which has had a negative impact on its appeal for the general public and is consequently resulting in a loss of the marketing potential.


Some statistical highlights:

Olympic Games:

  • Since the introduction of Table Tennis to the Olympic Games in 1988 88% of all Olympic Champions are from China.

World Championships:

  • Since 1995 all 12 Women’s Singles finals have featured 2 Chinese players, while the last non-(East) Asian medals were won in 2003 and the previous one 10 years earlier, in 1993.
  • Since the last European World title in Men’s Singles in 2003 all 7 finals were Chinese, while from the 14 bronze medals 5 were won by non-Chinese, 3 by South Koreans and 1 for Germany and Denmark respectively.

World Junior Championships:

  • Since the introduction of the World Junior Table Tennis Championships in 2003 the top 4 National Associations in terms of medals are: China with 191 medals (86 gold), Japan with 71 medals (10 gold), South Korea with 53 medals (5 gold) and Chinese Taipei with

12 medals (2 gold). The only 3 non-East Asian National Associations that have won a gold medal are Germany, Romania and Sweden.


These alarming statistics indicate that it is time to adopt a different concept in relation to sport development by focusing on the so called vertical development, that shall be ruled by a comprehensive and objective “needs based” model of National Associations and/or Continental Federations support, rather than on a rotation basis, and with a strong high performance orientation in relation to competitive sport.

Moreover, the quantity based performance indicators have to be replaced by quality based key performance indicators that allow the structure and the programs to be assessed and redefined at any given point of time. This is due to the fact that the monitored milestones might not be in line with the defined pathway that leads toward the ultimate objectives.

In order to achieve this, the structure and the programs have to be flexible, highly functional, inclusive and not influenced by any political factors and/or other partial interests.










                                 Mission Statement                               


Performance driven, Partnership led, Athlete focused.


Values, tools and approaches that shall serve as the guiding principles throughout the Department:

  • Commitment to a holistic and sustainable development of the
  • Commitment to excellence through innovations and education.
  • Commitment to inclusivity and cooperation.
  • Partnerships and interconnectivity with relevant stakeholders, internal and





One Goal – one Team.


  • To expand the list of nations that win medals at World and Continental top tier events.
  • To establish and run ITTF Centers of Excellence that combined with stakeholders from other ITTF areas of involvement, such as administration, marketing etc. represent the optimal environments for regional and global
  • To create and permanently optimize conditions and opportunities for a stable, sustainable and consistent growth and development of all the potentials of the different stakeholders, i.e. players, coaches, officials, event organizers etc., at all










Phase 1


Phase 2


Phase 3


Phase 4 2026®

High Performance

Talent Identification, Selection and Development

-   Revision & optimization of current Programs (Hopes, Rough Diamonds, WFIM scholarships)

-   NAs with most talented players participate at global activities

First selection of players for Centers

Continental and targeted national talent ID programs fully developed

Further improvement of the program.


ITTF Centers of Excellence

Concept and basic documents for 3-4 initial Centers

Centers become operational, first with

activities and later with permanently based players

Centers produce annually players that are WRL top 20; first medal

contenders at World or Olympic title events

First podium appearances at the World and Olympic title events from ITTF centers.

Continental Development

Continental Agreements of Understanding

AoUs Revision & optimization

-  Signature of new AoUs

-  Equipment donations moved to ITTF Foundation

Integrate the Continental Development AoUs with other Continental Agreements (Marketing, Commercialisation, etc.)

Have Continental Offices established alongside the Centre of Excellence’s


Categorization of NAs

Understanding the level in which each National Association would fall, following a set of criteria


Re-assess the categorization on a quadrennial basis

Provide an annual fixed amount of support to all National Associations in certain levels to ensure local activities at a minimum can

be implemented




Maintain and develop educational strategy and technological tools

-   Identify educational needs across ITTF and develop implementation strategy

-   Upgrade Knowledge Base to 1500 posts

-   Online interactive lectures and

educational videos are published weekly

Completion of all educational modules

Update of educational content and delivery methods


Coach Accreditation Scheme (CAS)

Revision of the CAS

Implementation of revised CAS




Other Coach Education

-   To form a panel of experts that regularly contribute to the content;

-   Second series of the Spins n’ Skills coaching videos




Education of

Officials and Other Stakeholders

Online courses for Umpires & Referees,

Anti-Doping, Administration and Athletes education

Online courses for

Competition Managers, Marketing





High Performance & Development Department:




Talent Identification &



High Performance



Development  Education  Administration







Other (URC, SSMC, A-D etc.)





































































































Talent Development


Centers of Excellence


Continental Development


Informal Education -


Informal Education -                                                                                                                                                                                                                                                                                                                                                     


Non-Formal Education

(CAS L. 1-2)                                                            

Non-Formal Education

(CAS L. 3-4)                                                            

Formal Education


YOG & OG (UPs, NOC                                                                                                                                                


WJC & WCC (SHC,                                                                                                                                  




Manager                Collaborator                Supporter                             Implementer








               Unit’s Rollout & Strategic Implementation             


High Performance


The ultimate objective of the High Performance Unit is to identify and develop success factors and tools along with key performance indicators that will result in the establishment of environment(s) and conditions for competitive excellence and the base for reassessment of the run programs and activities.

  • Talent Identification: Hopes (U12) to become the main introductory high performance oriented scouting platform, with a strong connection with the Continental Federations through the Development Unit;
  • Talent Selection: selected players (U15) continue following the development pathway through the Rough Diamonds initiative that proactively involves also coaches and National Associations as the main elements of the players entourage;
  • Talent Development: further filtered players (U18) enter in a comprehensive program that provides a tailor made and very individualized development of their sport career; beside the Olympic Solidarity funded program, With the Future in Mind, ITTF also provides funding for targeted athletes’ scholarships;
  • Individual Support: players with the best physio-mental and technical potential and fulfilling all the conditions related to the entourage, i.e. commitment of NAs, parents, are placed in ITTF Centers of Excellence and/or in Partnering Centers in the pursue of the World top


Implementation Process:

  1. a) Short-term (2017-2020)
  • Revamp of the currently existing programs in order to cater to the above presented Athlete Career Program pathway;
  • In cooperation with the Education Unit, the establishment of a high performance mentality within the international community and identification of the most promising partners;
  • In cooperation with the Continental Development Unit, the enrichment of the follow-up for identified and selected players throughout the pathway carried out by the High Performance Expert;
  • Identification of potential ITTF Centers of Excellence and Continental Development Centers and creation of programs and conditions for their launch aiming at having three Centers operational by the end of


  1. b) Long-term (2021-2026)
  • Talent related activities (Identification, Selection and Development) are fully developed and offer high quality programs at continental level;
  • ITTF Centers of Excellence are fine-tuned and able to integrate players identified through talent related activities and support them reaching World top 20 (at least one player each year);
  • At World Championships 2023 and 2025 and Olympic Games 2024 at least two quarter finalists are coming from ITTF Centers of Excellence;
  • Podium appearance at World Championships 2027 and after and Olympic Games 2028 and




December 2017


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