Sports charities under scrutiny: lessons from recent Charity Commission activity

On 15 July 2026, the Charity Commission announced statutory inquiries into two sports charities, Staffordshire Winter Sports Club, and Bison in the Community. Both operate ice rinks and have trustees in common.

The Commission opened regulatory compliance cases into the charities in October 2025 after concerns were raised about their governance, financial management, and independence. The inquiries will examine related-party transactions, conflicts of interest and loyalty, possible unauthorised private benefit, and whether the charities are furthering their objects for the public benefit. Concerns have also been raised about pricing and public access to their services.

These are live inquiries and the Commission has not reached any conclusions. Their opening is not a finding of wrongdoing. However, together with the Commission’s May 2026 report on The Players Foundation, formerly the Professional Footballers’ Association Charity, they provide a timely reminder of several governance priorities for sports charities.

Financial oversight

The Players Foundation had a longstanding arrangement under which it paid approximately 80% of the Professional Footballers’ Association (PFA) trade union’s operating costs. In the financial year ending June 2018, around £6 million was paid under the arrangement. The Commission found that there was no written contract setting out the services to be provided and that the trustees had not adequately reviewed or analysed the arrangement over several years.

Financial management is the collective responsibility of the trustee board. Tasks may be delegated to a treasurer, committee or employees, but all trustees should understand the charity’s financial position and retain oversight of significant arrangements.

Sports charities should ensure that expenditure and authorisation thresholds are documented, significant contracts and property arrangements are in writing and kept under review, and related-party transactions are properly scrutinised. The board should receive clear and current financial information, with important decisions and the reasons for them recorded in the minutes. Internal financial controls should be reviewed at least annually.

Relationships and conflicts

Sports charities often share personnel, facilities, branding or history with governing bodies, clubs, trading companies or commercial partners. These relationships can be valuable, but the charity must retain its independence and separate identity.

The Players Foundation inquiry found that there had been a lack of separation between the charity and the PFA. Several trustees held positions within the PFA or related entities, creating inherent conflicts.

A conflict may arise where a trustee or connected person could receive a benefit, or where a trustee’s loyalty to another organisation could influence their judgement. Ex officio and appointed trustees have the same duties as other trustees and must act only in the charity’s best interests.

Trustees should maintain an up-to-date register of interests, make conflicts a standing agenda item, and follow their governing document and conflicts policy. Depending on the circumstances, a conflicted trustee may need to withdraw from the discussion and decision. Any trustee or connected-person benefit must be properly authorised in advance.

Public benefit and access

The two current inquiries also highlight public benefit. Charging for sporting activities is not inherently incompatible with charitable status. However, pricing, membership criteria, opening hours, and booking arrangements may affect who can benefit. Where charges are more than people in poverty can afford, more than minimal provision must be made for them.

Boards should therefore consider whether concessions, bursaries, community sessions or other access arrangements are meaningful in practice, and retain evidence of how their activities further the charity’s purposes for the public benefit.

Safeguarding

Safeguarding is not within the published scope of the two current inquiries, but it remains a critical responsibility for sports charities, particularly those working with children, young people or adults at risk.

Trustees should treat safeguarding as a whole-organisation responsibility rather than leave it solely to coaches or a designated lead. They should consider risks arising from one-to-one coaching, changing rooms, transport, overnight trips, online communications, and shared facilities.

Appropriate arrangements will generally include a safeguarding policy suited to the charity’s activities; clear procedures for raising, recording, and escalating concerns; safer recruitment and appropriate training; defined responsibilities and active board oversight; and prompt referrals to safeguarding authorities. Serious incidents should also be reported to the Charity Commission where required.

DBS checks should be obtained where appropriate, but eligibility and the level of check depend on the activities and responsibilities of each role. A policy alone is not enough; trustees should ensure that safeguarding procedures are understood, followed, and regularly reviewed.

What should sports charities do now?

These inquiries do not suggest that every sports charity is under suspicion. They do show the risks that can arise when financial arrangements, connected organisations, and public access are not kept under active review.

Trustees should use this opportunity to review their financial controls, conflicts procedures, public-benefit arrangements and safeguarding practices. Addressing weaknesses early supports good decision-making, protects charitable assets and beneficiaries, and allows the charity to focus on delivering its sporting purposes.