Author(s): Dr S.Krishnan, Mr Yash Kabra, Mr Prashant Chaudhary and Mr Akram
Paper Details: Volume 4, Issue 5
Citation: IJLSSS 4(5) 34
Page No: 426 – 462
1. ABSTRACT
Sports governance in India involves a wide range of institutions and individuals, including government bodies, sports federations, state associations, professional sports organisations, athletes, coaches, and other stakeholders. Over the years, the system of sports governance in India has changed significantly due to developments in public policy, legal reforms, judicial intervention, international sporting requirements, professionalisation, and the growing commercial importance of sports.
Sports governance is not limited to organising sporting events and competitions. It also includes making sports policies, managing funds, developing athletes, building sports infrastructure, selecting national teams, regulating sports organisations, resolving disputes, maintaining ethical standards, and protecting the interests and welfare of athletes. The Indian sports governance system includes important institutions such as the Ministry of Youth Affairs and Sports (MYAS), the Sports Authority of India (SAI), the Indian Olympic Association (IOA), National Sports Federations (NSFs), and state-level sports associations. Other influential organisations, such as the Board of Control for Cricket in India (BCCI), also play an important role in the administration and development of particular sports.
The development of hockey administration in India is another important example of how sports governance has changed over time. The transition from the Indian Hockey Federation to Hockey India shows how sporting institutions may be reorganised when problems arise relating to administration, recognition, elections, and international representation. Sports governance in India has also been shaped by important policy and legal developments, including the National Sports Development Code of India, 2011 and the National Sports Governance Act, 2025.
This article examines the development of sports governance in India and explains the role of the major institutions involved in sports administration. It also highlights the importance of clearly understanding the responsibilities of different institutions in order to improve accountability, coordination, athlete welfare, and the overall development of sports in the country.
Keywords: Sports Governance, Public Policy, Sports Administration, Institutional Analysis, Sports Policy, Sports Federations, Sports Development.
2. INTRODUCTION
Sports have become an important part of Indian society. They contribute not only to physical fitness and entertainment but also to youth development, education, employment, national pride, social unity, and economic growth. Over the years, the nature of sports in India has changed significantly. Earlier, many sports were mainly played at an amateur level and were managed by separate clubs and associations. Today, sports have become more professional and commercially important. The growth of professional leagues, corporate sponsorship, television broadcasting, sports science, and international competitions has made effective sports governance more necessary than ever.
Sports governance can be understood as the system through which sports are managed and controlled. It includes the rules, institutions, policies, and procedures that guide sporting activities. It also determines how decisions are made, how funds are used, how athletes are selected, and how sports organisations are held accountable for their actions.
In India, the system of sports governance is complex because several institutions are involved. Sports are mainly included under the State List in the constitutional distribution of powers, which means that state governments have an important role in sports development. However, the Union Government also plays a major role in areas such as national sports policy, financial assistance, infrastructure development, international participation, and programmes for the promotion of sports. The Ministry of Youth Affairs and Sports is the main government institution responsible for sports policy at the national level. The Sports Authority of India works mainly in the areas of athlete training, coaching, infrastructure, and high-performance development. The Indian Olympic Association represents India in the Olympic movement, while National Sports Federations manage individual sports at the national level.
Indian sports governance has long been characterized by a paradox: extraordinary athletic talent coexisting with chronic institutional dysfunction. For decades, National Sports Federations (NSFs) have operated with minimal accountability, plagued by allegations of mismanagement, nepotism, financial opacity, and governance failures that have undermined athlete welfare and India’s sporting potential. Issues ranging from age fraud and corruption to unfair selection procedures and sexual harassment have persisted unchecked, while federations have resisted reform, invoking autonomy as a shield against oversight. The resulting governance vacuum has compelled judicial intervention, with the Hon’ble High Court of Delhi and the Hon’ble Supreme Court of India repeatedly stepping in to address systemic failures in bodies such as the Board of Control for Cricket in India (BCCI) and the Indian Olympic Association (IOA).
The model of governance in sports in India was formed due to the synthesis of many aspects, which include both the system of colonial governance, as well as institutional developments since independence, and government participation into sport-related affairs relatively recently. Despite some achievements and growing involvement into sports, as well as some worldwide success, the structure of governance of sports remains rather fragmented and relies primarily on independent federations, which could not always ensure their accountability. Consequently, there was an issue that political interests remained the priority concern for governing bodies rather than organizational effectiveness and other ethical aspects.
The structure becomes even more complicated because India also has powerful and autonomous sports organisations. The BCCI is one of the best examples. Cricket is the most popular and commercially successful sport in India, and the BCCI plays a major role in managing cricket at the national and international levels. Because of its influence and financial strength, the BCCI has also faced legal and judicial scrutiny. The reforms recommended by the Lodha Committee showed that sports organisations must also follow principles such as transparency, accountability, proper elections, and avoidance of conflicts of interest.
Hockey provides another example of how sports governance can change over time. The sport was earlier administered by the Indian Hockey Federation. However, administrative disputes and governance problems eventually led to changes in the structure of hockey administration, and Hockey India emerged as the recognised governing body. This shows that sports organisations are not permanent or unchanging. They can evolve when there are changes in law, policy, administration, or international sporting requirements.
Presently, the governance of sports in India is structured based on the efforts of NSFs, IOA, SAI, and some associations at the state level. Such organizations are independent but are significantly influenced by governmental funding and governmental assistance. The result of this fact is that a dual governance system is implemented, which leads to frequent disagreements between governing bodies and governmental authorities. In this case, the government takes part in dispute management using different tools. The major issues in sports administration that have plagued India are those of inconsistency and non-professionalism of laws in sports administration. While other countries have implemented laws to guide their sporting system, India had no choice but to apply her executive orders in the administration of sports. Inconsistency in the application of laws and overlapping jurisdiction in the execution of laws have become commonplace.
The National Sports Development Code of India, 2011 was an important step towards improving the governance of national sports federations. It focused on issues such as elections, tenure of office bearers, financial management, accountability, athlete representation, and the relationship between sports federations and the government. More recently, the National Sports Governance Act, 2025 has introduced a broader legal framework for the governance of sports organisations in India. It deals with areas such as recognised sports bodies, governance standards, ethical conduct, athlete welfare, safe sporting environments, elections, and dispute resolution.
Against this backdrop of crisis and court-driven oversight, the National Sports Governance Act, 2025 (NSGA) emerges as India’s first comprehensive statutory framework for sports governance. The NSGA represents a paradigm shift from the voluntary, non-binding National Sports Development Code of 2011 (NSDC 2011) to a mandatory legislative regime backed by statutory authority and institutional mechanisms. By establishing the National Sports Board (NSB) with sweeping regulatory powers, the National Sports Tribunal (NST) for specialized adjudication, and the National Sports Election Panel to ensure democratic governance, the NSGA signals an ambitious attempt to professionalize Indian sports administration and align it with international good governance standards.
However, the NSGA does not emerge in isolation. It is situated within a global context of sports governance reform characterized by widespread dysfunction, accountability deficits, and fundamental tensions between state regulation and federation autonomy. Sports governing bodies worldwide face criticism for prioritizing commercial interests over regulatory responsibilities, excluding key stakeholders from decision-making, and failing to protect athlete rights and welfare. The question therefore arises: does the NSGA represent genuine transformative reform, or does it merely substitute one form of control for another, risking international sanctions and constitutional challenges while failing to address the core issues of athlete welfare and institutional independence?
Therefore, sports governance should not be understood only in terms of athletes winning medals or participating in competitions. It is equally important to study the institutions that make decisions, provide funding, build infrastructure, select teams, organise competitions, and represent India at the international level. Understanding these institutions helps us understand both the strengths and challenges of the Indian sports system.
3. EVOLUTION OF SPORTS GOVERNANCE IN INDIA
The development of sports governance in India has taken place gradually over many years. India moved from a system in which sports were mainly managed by separate clubs and associations to a more organised structure involving government policies, specialised institutions, legal rules, professional management, and greater accountability.
Before independence, organised sports in India developed through schools, colleges, clubs, princely states, military institutions, and community organisations. British influence also played an important role in the development of modern sports such as cricket and hockey. Different sports developed separately, and each sport generally had its own association or administrative body. At that time, there was no single national system responsible for managing all sports in India.
The development of modern sports governance became more important when India began participating regularly in international sporting events. The Indian Olympic Association was established in 1927 to represent India in the Olympic movement. Its establishment was important because international participation required proper coordination between different sports organisations and athletes. After independence, sports became increasingly connected with national development and national pride. Success in international competitions was seen as a matter of prestige for the country.
After independence, the Government of India gradually increased its involvement in sports development. The government recognised that sports could not grow effectively without proper planning, infrastructure, coaching, financial support, and training facilities. Government support therefore became important in areas such as the construction of stadiums and training centres, development of coaches, identification of young talent, and preparation of athletes for international competitions.
A major development took place with the establishment of the Sports Authority of India in 1984. The creation of SAI provided India with an important institution specifically focused on sports development. It was given responsibilities relating to athlete training, coaching, infrastructure, sports science, and high-performance programmes.
During the 1980s and 1990s, the Indian government also began paying greater attention to the institutional management of sports. National Sports Federations continued to manage individual sports, but the government increasingly recognised the need for standards relating to their administration and functioning. Since many sports organisations received government assistance, questions began to arise about how public funds were being used and whether these organisations were properly accountable.
The National Sports Policy, 1984 and later sports policies reflected changing ideas about the role of sports in India. Sports were no longer viewed only as recreational activities. They were increasingly connected with mass participation, international success, youth development, and social progress. Government policies began to place greater emphasis on identifying talented athletes at an early age, improving sports infrastructure, strengthening coaching, and creating opportunities for athletes to progress from the grassroots level to elite competition.
The growth of television and commercial broadcasting during the 1990s and 2000s brought major changes to Indian sports. Cricket experienced particularly rapid commercial growth. Television rights, sponsorships, advertisements, professional leagues, and international competitions turned cricket into a major economic industry. As a result, the BCCI became one of the most influential sports organisations in India.
The commercial growth of sports also led to the development of professional leagues in other sporting disciplines. Sports administration therefore became more complicated because it now involved not only athletes and federations but also broadcasters, sponsors, companies, investors, and professional managers.
At the same time, concerns about the governance of sports organisations became more common. Questions were raised about elections, long tenures of office bearers, financial management, conflicts of interest, athlete representation, and the relationship between the government and sports federations. These concerns led to greater demands for transparency and accountability.
The National Sports Development Code of India, 2011 was introduced as an important attempt to improve the governance of National Sports Federations. The Code established standards relating to democratic elections, tenure and age limits, financial accountability, transparency, and athlete welfare. Its purpose was to ensure that sports federations functioned in a more responsible and professional manner.
The judiciary also became increasingly involved in sports governance. Indian courts have dealt with disputes relating to sports federation elections, recognition of organisations, player selection, and allegations of mismanagement. The BCCI became one of the most important examples of judicial involvement in sports administration. Following controversies connected with the administration of cricket, the Supreme Court appointed the Justice R.M. Lodha Committee to recommend reforms. The Committee suggested changes relating to elections, tenure, conflicts of interest, and the overall administration of the BCCI.
The National Sports Governance Act, 2025 represents another important stage in the development of Indian sports governance. The Act provides a legal framework for the governance of national sports bodies and deals with issues such as recognition, governance standards, elections, ethics, athlete welfare, safe sports, and dispute resolution.
The evolution of sports governance in India can therefore be understood in different stages. Initially, sports were mainly managed by separate clubs and associations. Later, the government became more involved through policies, funding, infrastructure, and specialised institutions. The next stage involved the professionalisation and commercialisation of sports, particularly from the 1990s onwards. After that, increasing attention was given to transparency, accountability, athlete rights, and institutional reform. The present stage is characterised by the development of a stronger legal and statutory framework for sports governance.
This history shows that sports governance in India has continuously changed according to the needs of society and the sporting world. International requirements, commercial developments, government policies, judicial decisions, and public expectations have all influenced the way sports are managed. The current system is therefore a combination of government institutions, autonomous sports bodies, professional organisations, state associations, and legal mechanisms.
4. SPORTS GOVERNANCE STRUCTURE IN INDIA
The sports governance system in India involves several institutions, each performing different responsibilities. Government institutions mainly deal with policy, funding, infrastructure, and development programmes. Autonomous sports organisations manage particular sports and represent India at international competitions. State governments and state associations are important for grassroots development, while professional organisations manage commercial competitions and leagues.
The major institutions involved in sports governance in India are discussed below.
MINISTRY OF YOUTH AFFAIRS AND SPORTS (MYAS)
The Ministry of Youth Affairs and Sports is the main department of the Union Government responsible for sports policy and administration in India. It plays an important role in planning and promoting the development of sports across the country.
The Ministry is responsible for making sports policies, coordinating with other institutions, providing financial assistance, supporting athletes, developing infrastructure, and implementing national sports programmes. It works with important organisations such as the Sports Authority of India and supports programmes such as Khelo India.
Over time, the responsibilities of the Ministry have increased. Modern sports policy involves much more than organising sporting events. The Ministry now deals with talent identification, coaching, sports science, athlete welfare, infrastructure development, anti-doping programmes, women’s participation, sports for persons with disabilities, grassroots development, and international sporting performance.
One of the most important programmes connected with the Ministry is Khelo India. The programme aims to promote sports at the grassroots level and create better opportunities for young athletes. It supports competitions, talent identification, infrastructure development, sports academies, and community participation.
The Ministry also provides financial assistance to National Sports Federations and other sports organisations. Since these organisations often receive public funds, they are expected to follow appropriate financial and governance standards.
At the same time, the Ministry must maintain a balance between government oversight and the independence of sports federations. The government has a responsibility to ensure that public money is used properly and that sports organisations follow good governance practices. However, sports bodies also need a certain degree of independence, especially when making technical decisions relating to particular sports.
SPORTS AUTHORITY OF INDIA (SAI)
The Sports Authority of India, commonly known as SAI, is one of the most important institutions involved in the development of sports in India. It was established in 1984 and focuses mainly on athlete development, coaching, infrastructure, and high-performance training.
SAI operates training centres and provides facilities for athletes across different parts of the country. It supports talented athletes by giving them access to specialised coaching, training facilities, sports science, and competition preparation.
One of the major contributions of SAI is the creation of a structured pathway for talented athletes. Through its training centres and Centres of Excellence, athletes can receive professional support and prepare for higher levels of competition.
Sports science has also made SAI increasingly important. Modern athletes require more than physical training. They may need support in areas such as nutrition, psychology, physiology, biomechanics, injury prevention, recovery, and performance analysis. SAI therefore helps provide a more complete system of support for athletes.
SAI also contributes to the development of sports infrastructure and assists in implementing government programmes. However, its success depends heavily on coordination with other organisations, including National Sports Federations, state governments, coaches, and athletes. When responsibilities are unclear or communication is poor, sports programmes may not work as effectively as intended.
INDIAN OLYMPIC ASSOCIATION (IOA)
The Indian Olympic Association is India’s National Olympic Committee. It represents India in the international Olympic movement and plays an important role in coordinating India’s participation in the Olympic Games and other major multisport competitions.
The IOA is different from the Ministry of Youth Affairs and Sports and the Sports Authority of India because it is not a government department. It operates as part of the international Olympic movement and works according to the principles and rules of that movement.
The IOA mainly coordinates rather than directly managing every sport. Individual National Sports Federations remain responsible for their respective sports. The IOA works with these federations when India participates in Olympic and other international multisport events.
The governance of the IOA has often been an important subject of discussion. Issues relating to elections, representation, athlete participation, and institutional autonomy have influenced its functioning.
The future role of the IOA will depend on its ability to maintain a balance between international Olympic principles, Indian legal requirements, democratic governance, and the interests of athletes.
NATIONAL SPORTS FEDERATIONS (NSFS) AND STATE ASSOCIATIONS
National Sports Federations are among the most important organisations in Indian sports governance. Each federation is generally responsible for managing a particular sport at the national level.
Their responsibilities include organising national competitions, selecting national teams, appointing coaches and support staff, developing athletes, and coordinating with international sports organisations.
National Sports Federations usually work through state and regional associations. State associations are particularly important because most athletes begin their sporting careers at the local and state levels. These organisations help identify talent, organise competitions, provide coaching opportunities, and create pathways for athletes to move towards national-level competitions.
The success of this system depends on good coordination between the national and state levels. National federations require strong state associations to identify and develop talented athletes. At the same time, state associations need proper infrastructure, funding, competitions, and trained personnel.
The governance of National Sports Federations has been a major concern in India. Issues relating to elections, tenure of office bearers, financial management, and accountability have led to several reforms. The National Sports Development Code and the National Sports Governance Act seek to establish stronger governance standards.
National federations need independence to make technical sporting decisions. However, when they receive public funding and perform important national functions, they must also be accountable and transparent.
BOARD OF CONTROL FOR CRICKET IN INDIA (BCCI)
The Board of Control for Cricket in India, commonly known as the BCCI, holds a unique position in Indian sports governance. Cricket is the most popular sport in India and has enormous commercial value. As a result, the BCCI has become one of the most influential sporting organisations in the country.
The BCCI manages cricket at the national level. It organises domestic and international competitions, works with state cricket associations, manages commercial and broadcasting arrangements, and oversees the administration of cricket.
The growth of television, sponsorships, advertising, professional leagues, and international cricket transformed the BCCI into a financially powerful organisation. The development of the Indian Premier League further increased the commercial importance of cricket.
However, the BCCI has also faced serious questions regarding its governance. Judicial intervention became particularly important after controversies relating to the administration of cricket. The Supreme Court appointed the Justice R.M. Lodha Committee, which recommended reforms in areas such as elections, tenure, conflicts of interest, and administrative structure.
The BCCI is an important example of the relationship between organisational independence and public accountability. Although it is not a government department, its role in selecting and representing the national cricket team gives it an important public role.
The experience of the BCCI demonstrates that commercial success does not remove the need for good governance. Large and powerful sports organisations must also follow principles of transparency, accountability, ethical administration, and fairness.
INDIAN HOCKEY FEDERATION AND HOCKEY INDIA
Hockey has a special place in the history of Indian sports. India achieved remarkable success in international hockey during the twentieth century, and the sport became closely connected with the country’s sporting identity.
The Indian Hockey Federation was historically responsible for administering hockey in India. However, over time, administrative and governance disputes created serious problems within the sport. Eventually, the Indian Hockey Federation lost recognition, and Hockey India emerged as the recognised national governing body.
This transition is an important example of how sports governance structures can change when administrative problems become serious. Issues relating to recognition, elections, management, and international representation can lead to major institutional changes.
Hockey India is responsible for managing domestic hockey competitions, national teams, athlete development, coaching, and international representation. The establishment of Hockey India also reflected the wider effort to modernise sports administration in India.
The history of hockey administration shows why institutional stability is important for sports development. Administrative disputes can negatively affect athletes, competitions, coaching programmes, player selection, and international participation.
Even a sport with a strong history and talented athletes can face difficulties when its governing institutions are unstable. Good sports performance therefore depends not only on athletes and coaches but also on strong, transparent, and well-managed institutions.
5. ISSUES ASSOCIATED WITH SPORTS GOVERNANCE IN INDIA:-
1. UNCLEAR DEMARCATION OF RIGHTS AND RESPONSIBILITIES
One of the fundamental problems associated with sports governance in India is the unclear demarcation of rights, powers, and responsibilities among the various institutions involved in sports administration. Indian sports governance operates through a complex network of central and state governments, the Ministry of Youth Affairs and Sports, the Sports Authority of India, national sports federations, state associations, the Indian Olympic Association, educational institutions, private sporting organisations, athletes, coaches, and other stakeholders. The National Sports Development Code recognised that sports governance involves both governmental and autonomous sporting institutions and attempted to establish standards for the functioning of national sports federations. However, the relationship between governmental authority and the autonomy of sports organisations has historically created uncertainty. Government institutions may provide recognition, financial assistance, infrastructure, and policy direction, while sports federations exercise considerable authority over matters such as selection, competitions, coaching structures, and representation in international events. When these areas of authority overlap, disagreements can arise regarding who has the final responsibility for particular decisions.
The problem becomes especially serious when responsibility is divided without a corresponding mechanism for accountability. An athlete who faces an administrative problem may have to approach several institutions before identifying the appropriate authority capable of resolving the matter. Similarly, when a sports programme does not achieve its objectives, it may be difficult to determine whether responsibility lies with the government department, a national federation, a state association, a selection committee, or another institution. The Parliamentary research surrounding the National Sports Governance Bill noted historical concerns relating to mis-governance, wrongful selection, lack of transparency in elections, and the dominance of non-sportspersons in sports federations. These concerns demonstrate why clearly defined institutional responsibilities are necessary.
The National Sports Governance Act, 2025 represents an important attempt to address this structural problem by creating a statutory framework involving national sports bodies, a National Sports Board, governance requirements for recognised sports organisations, election mechanisms, ethical standards, safe-sport obligations, and a National Sports Tribunal. The Act therefore provides an opportunity to establish a clearer relationship between public authorities and sports organisations. Nevertheless, the effectiveness of any legal framework depends on its implementation. Clear rules must be accompanied by consistent enforcement, accessible grievance mechanisms, and institutional coordination. Athletes should know which body is responsible for selection, funding, welfare, disciplinary matters, and appeals. Sports federations should know the limits of their autonomy, while government authorities should exercise oversight without unnecessarily interfering in legitimate sporting decisions. A well-defined distribution of rights and responsibilities would reduce institutional conflicts and ensure that accountability does not disappear merely because responsibility is divided among multiple bodies.
2. LACK OF CHECKS AND BALANCES
A second major concern is the weakness or uneven application of checks and balances within sports organisations. In any governance system, concentration of authority without adequate independent oversight can create opportunities for arbitrary decision-making, conflicts of interest, and institutional stagnation. Sports organisations require autonomy because sporting decisions should not always be subject to political or bureaucratic interference. At the same time, autonomy cannot mean the absence of accountability. The challenge for Indian sports governance is therefore to maintain a balance between the independence of sports bodies and effective external and internal oversight.
Historically, concerns have been raised about the composition and functioning of national sports federations, particularly where office bearers remain influential for long periods or where the same individuals exercise authority across several areas of administration. The National Sports Development Code attempted to introduce governance standards concerning elections, tenure, age, representation, financial management, and other administrative matters. However, the existence of rules does not automatically guarantee effective checks and balances. The quality of implementation, election procedures, independent scrutiny, athlete representation, and grievance redressal mechanisms remains crucial.
Checks and balances are particularly important in player selection. Selection committees exercise significant power because their decisions can determine whether an athlete receives an opportunity to represent the country. Such decisions therefore need transparent criteria and mechanisms for review. Where the decision-making process is unclear, unsuccessful athletes may suspect favouritism or arbitrary treatment even when a legitimate sporting explanation exists. Independent review mechanisms can improve confidence in the system without replacing the expertise of selectors.
The National Sports Governance Act, 2025 seeks to strengthen institutional checks through provisions concerning the National Sports Board, recognized sports organizations, elections, ethics, safe sports, and the National Sports Tribunal. The establishment of a specialized tribunal is particularly significant because sports disputes often require timely resolution. However, checks and balances should not be understood only as external supervision. They should also exist inside sports organisations through independent committees, conflict-of-interest rules, athlete representation, financial oversight, transparent elections, and clearly defined appeal procedures. Effective checks and balances can protect both athletes and sports administrators by ensuring that decisions are based on established rules rather than personal influence. The ultimate objective should be to create a system in which sports organisations are sufficiently autonomous to function efficiently but sufficiently accountable to prevent the misuse of that autonomy.
3. LACK OF TRANSPARENCY AND ACCOUNTABILITY
Transparency and accountability are central principles of good sports governance. Transparency requires sporting organisations to make important information about their functioning accessible to relevant stakeholders, while accountability requires decision-makers to explain and justify their actions. In India, concerns about transparency have arisen in relation to elections, selection processes, financial management, recognition of federations, appointments, disciplinary decisions, and the allocation of resources. The National Sports Development Code itself recognised the importance of managerial and financial accountability in sports.
Lack of transparency can have a particularly damaging effect on athletes. If selection criteria are not adequately communicated, an athlete may not understand why he or she was selected or excluded. If tournament schedules, funding decisions, training opportunities, or support arrangements are not clearly communicated, athletes may feel that opportunities are distributed unequally. Transparency is therefore not simply an administrative principle; it is directly connected to fairness and athlete confidence.
Financial accountability is another important dimension. Sports bodies may receive public assistance, sponsorships, grants, or other forms of financial support. The public and athletes therefore have a legitimate interest in knowing how such resources are allocated and utilized, subject to applicable legal and privacy restrictions. The Ministry of Youth Affairs and Sports publishes information concerning assistance to national sports federations and maintains financial and programme-related information on its official platforms. The National Sports Development Fund, for example, provides for audited accounts and the placement of annual reports and audited statements before Parliament. Such mechanisms demonstrate the importance of formal financial oversight.
The National Sports Governance Act, 2025 places transparency and accountability within a statutory governance framework. Its provisions cover governance requirements, ethics, recognised sports organisations, elections, and financial matters. Nevertheless, accountability must extend beyond the existence of laws. It requires timely publication of relevant information, meaningful audits, independent oversight, proper record keeping, and effective consequences for serious violations. Transparency should also be understandable rather than merely formal. Publishing large amounts of technical information without making it accessible to athletes and the public does not necessarily create meaningful transparency. A stronger governance system would combine legal disclosure requirements with accessible information, clear reporting standards, independent audits, and effective grievance mechanisms.
4. CHOOSING ONE SPORT OVER THE OTHER
Another important issue in Indian sports governance is the unequal attention given to different sporting disciplines. India is a country with a large and diverse sporting population, but public visibility, commercial investment, media coverage, sponsorship, infrastructure, and institutional support are not distributed equally among sports. Cricket, in particular, has achieved an exceptionally strong commercial and cultural position. Its popularity has generated substantial broadcasting, sponsorship, and professional opportunities. The success of cricket is not itself a governance problem; rather, the concern arises when the popularity and commercial strength of one sport contribute to comparatively limited attention to other disciplines.
Many Olympic and non-Olympic sports require sustained investment in coaching, equipment, competitions, sports science, nutrition, infrastructure, and international exposure. Athletes in sports with smaller commercial audiences may have fewer opportunities to access these resources. The result can be a cycle in which commercially successful sports attract more investment because they already have large audiences, while less commercially successful sports remain underdeveloped because they lack equivalent financial and media attention.
Government schemes have attempted to address this imbalance. Khelo India includes infrastructure development, talent identification, sports academies, competitions, community sports, women’s participation, sports for persons with disabilities, and promotion of rural and indigenous sports. This indicates recognition that sports development should extend beyond the most commercially visible disciplines. The scheme also aims to fill critical gaps in infrastructure and develop sports at school, university, community, and grassroots levels.
Nevertheless, governance must ensure that resource allocation is based on transparent criteria rather than simply on popularity. Different sports may require different levels and forms of investment, and equal funding for every discipline may not always be practical. The appropriate approach is therefore not necessarily identical funding but fair, transparent, evidence-based allocation. Sports with strong grassroots potential, Olympic significance, large participation gaps, or substantial infrastructure deficiencies should receive appropriate developmental support. A balanced sports policy can also strengthen India’s overall sporting culture by creating opportunities for athletes who do not participate in the most commercially dominant sports.
5. INADEQUATE PROFESSIONALIZATION
The professionalisation of sports governance is another major challenge. Modern sport requires expertise in areas such as sports management, finance, law, marketing, athlete welfare, sports science, technology, communication, event management, and international relations. However, sports administration can sometimes be influenced more by traditional organisational structures, personal networks, or institutional politics than by professional management principles. The result may be inefficient administration and a gap between the requirements of modern sport and the capabilities of governing organisations.
Professionalisation does not mean that former athletes should be excluded from sports administration. On the contrary, athletes bring valuable knowledge and experience. The objective should be to combine sporting expertise with professional administrative expertise. A well-functioning sports organisation requires people who understand both the sporting environment and the technical requirements of governance. Accountants, lawyers, sports scientists, performance analysts, administrators, communication professionals, and safeguarding specialists can all contribute to a modern sporting system.
The Ministry of Youth Affairs and Sports has recognised the importance of developing human resources and strengthening coaching and sports-management structures. In 2025, the Ministry published a task force report concerning a unified framework for development of the coaching ecosystem in India. The National Sports Development Code also emphasised professional management and managerial accountability.
Professionalisation is particularly important because Indian sport is increasingly connected to international competition and sophisticated commercial structures. Sports organisations need to negotiate sponsorships, manage intellectual property, organise international events, comply with international sporting regulations, protect athlete data, manage finances, and handle disputes. The National Sports Governance Act, 2025 also recognises areas such as governance, elections, athlete welfare, data protection, technology, and analytics. These developments demonstrate that sports administration can no longer be treated as a purely honorary or part-time activity. Professional standards, training, recruitment based on competence, performance evaluation, conflict-of-interest safeguards, and continuing education are essential for modernising Indian sports governance.
6. SPORTS AS A HOBBY VS PROFESSION
The perception of sports as a hobby rather than a legitimate profession has historically affected sports development in India. For many young people, participation in sport has traditionally been viewed primarily as an extracurricular activity rather than as a potential career. Families may encourage academic achievement while treating intensive sporting activity as secondary. This perception can discourage talented athletes from pursuing sport seriously, especially when they are uncertain about long-term financial security, employment opportunities, education, healthcare, or retirement support.
The situation has improved considerably because Indian athletes have gained greater visibility and professional opportunities. Government schemes, professional leagues, corporate sponsorships, sports scholarships, employment opportunities, awards, and improved training systems have contributed to the recognition of sport as a career. The Ministry’s sports-related programmes include talent development, sports academies, competitions, infrastructure, and support for sportspersons.
However, the professionalisation of sport cannot depend only on a small number of highly successful athletes. A sustainable sporting ecosystem must provide opportunities throughout an athlete’s development. Young athletes need access to education alongside training, appropriate coaching, safe sporting environments, medical and sports-science support, and realistic career pathways. They also need assurance that unsuccessful competitive careers will not leave them without educational or employment options.
The distinction between sport as a hobby and sport as a profession also has implications for governance. If sports organisations treat athletes merely as participants rather than as professionals with rights, decisions may be made without adequate consideration of athlete welfare. The National Sports Governance Act, 2025 specifically recognises sportsperson welfare and interests as part of the statutory framework. The development of sport as a profession therefore requires not only more competitions but also stronger labour standards, welfare systems, transparent contracts where applicable, education opportunities, career transition support, and respect for athletes’ rights. Changing social attitudes towards sport is consequently an important part of improving sports governance.
7. LACK OF SUFFICIENT INFRASTRUCTURE
Insufficient and unevenly distributed sports infrastructure remains one of the most visible challenges facing sports development in India. Sporting talent can emerge from any part of the country, but access to quality playing fields, courts, tracks, swimming pools, gyms, equipment, hostels, sports laboratories, medical facilities, and trained coaches varies significantly between locations. Urban centres may have greater access to facilities, while rural and economically disadvantaged areas may face substantial limitations. This creates an inequality of opportunity because athletic potential cannot be effectively developed without appropriate facilities.
The government has recognised infrastructure development as a central element of sports policy. The Khelo India Scheme includes the creation and upgrading of sports infrastructure and seeks to address critical infrastructure gaps. Its operational guidelines provide support for a range of facilities and emphasise inclusiveness, community participation, accessibility for women and persons with disabilities, and collaboration with educational institutions and sports bodies.
The challenge, however, is not limited to constructing facilities. Governance must also address maintenance, utilisation, accessibility, and long-term sustainability. A sports stadium that remains underused or poorly maintained does not necessarily contribute effectively to sports development. Infrastructure planning should therefore be based on local participation, population needs, climate, accessibility, sport-specific requirements, and the availability of coaching and competition opportunities. The facilities must also be safe and inclusive.
Another issue is the concentration of high-quality facilities in selected cities or institutions. If talented athletes from rural or remote areas have to travel long distances merely to access basic training facilities, their development may be hindered by financial and logistical barriers. Khelo India’s emphasis on playfields, community sports, rural and indigenous sports, talent development, and infrastructure seeks to address this broader problem. Ultimately, infrastructure policy should move beyond a stadium-centred approach towards a complete sporting ecosystem involving schools, communities, district centres, training facilities, coaches, competitions, medical support, and pathways to higher levels of performance.
8. PERFORMANCE ENHANCING DRUGS
The use of performance-enhancing substances is a serious governance issue because it threatens the integrity of sport, undermines fair competition, and can place athletes’ health at risk. Doping is not simply an individual athlete’s problem. It involves education, testing, medical supervision, institutional responsibility, athlete support, and enforcement. Effective sports governance must therefore establish systems that discourage doping while ensuring that athletes understand their responsibilities and receive appropriate education.
The National Sports Development Code identified the eradication of doping as one of the reasons for regulating sports in the public interest. India’s anti-doping framework is administered through the National Anti-Doping Agency and the broader international anti-doping system. The challenge is especially significant because athletes may encounter complicated rules concerning prohibited substances, therapeutic use, supplements, and strict liability. Consequently, education and awareness are as important as testing and sanctions.
A strong anti-doping system requires independence, reliable testing procedures, proper laboratory capacity, athlete education, qualified medical and scientific personnel, and fair disciplinary procedures. Athletes should understand that responsibility for substances entering their bodies can arise even where they did not deliberately intend to gain an unfair advantage. For this reason, education at the grassroots and academy levels is important. Coaches, support staff, medical professionals, and administrators also have responsibilities in preventing doping.
The governance problem becomes more complicated when athletes believe that testing or disciplinary processes are inconsistent. Confidence in anti-doping institutions depends upon equal application of rules and appropriate procedural safeguards. The purpose of anti-doping governance should therefore be both deterrence and protection of clean athletes. Sports organisations must create a culture in which performance is associated with training, scientific preparation, discipline, and ethical conduct rather than prohibited enhancement. Anti-doping education should consequently be integrated into athlete development programmes rather than being treated only as a disciplinary issue.
9. RIGHT TO INFORMATION ON FUNDS
Access to information concerning the use of sports-related funds is an important part of accountable sports governance. Public money and institutional grants are intended to promote sporting objectives, and stakeholders have a legitimate interest in understanding how these resources are allocated and utilised. Information concerning grants, infrastructure projects, training programmes, competitions, equipment procurement, and other expenditure can help identify whether resources are reaching their intended beneficiaries.
The question of access to information can become complicated because Indian sports administration includes both governmental bodies and autonomous sports organisations. The National Sports Development Code noted that national sports bodies may be autonomous while also performing public or state-like functions in areas such as national team selection and international representation. This creates important questions about the appropriate degree of public oversight. The issue is not merely whether an organisation receives money but also whether it performs functions of public importance and is subject to relevant accountability requirements.
Financial transparency should include clear records of grants received, expenditure, utilisation certificates, audits, procurement, and programme outcomes, while respecting legitimate privacy and confidentiality requirements. The Ministry of Youth Affairs and Sports maintains information on assistance to national sports federations and related financial matters. The National Sports Development Fund provides another example: its accounts are audited by the Comptroller and Auditor General, and annual reports with audited statements are placed before Parliament.
The broader principle is that public funding should be accompanied by public accountability. Transparency regarding sports funds can help prevent misuse, improve planning, and build confidence among athletes and citizens. It can also enable policymakers to assess whether funding produces measurable sporting outcomes. Financial transparency should therefore not be regarded as an administrative burden but as a fundamental component of good governance. The National Sports Governance Act, 2025 further strengthens the statutory emphasis on governance, accounts, and audit.
10. REGIONALISM AND FAVORITISM ON PLAYERS
Regionalism and favouritism are among the most sensitive issues in sports governance because selection decisions can directly affect athletes’ careers. India is geographically, culturally, and linguistically diverse, and athletes emerge from different states and regions with different sporting traditions and levels of infrastructure. Regional identity itself is not problematic; regional sports development can be an important means of identifying talent. The problem arises when an athlete’s selection or access to opportunities is influenced by regional connections, personal relationships, institutional affiliations, or other considerations unrelated to sporting merit.
Fair selection requires objective and clearly communicated criteria. These may include performance results, fitness, consistency, technical ability, tactical suitability, team balance, and other sport-specific factors. Where such criteria are not adequately explained, allegations of favouritism can arise. Even when selectors have legitimate reasons for a decision, the absence of transparency may undermine athletes’ confidence in the process.
The problem is connected to the broader governance structure of sports federations. Where decision-making authority is concentrated in a small group and there is insufficient independent oversight, personal networks may become more influential. Parliamentary discussions surrounding sports governance have previously identified concerns about wrongful selection and the need for reforms in sports federation governance and grievance redressal. These concerns underline the importance of fair and transparent selection procedures.
Regional inequalities in infrastructure can also indirectly contribute to perceived favouritism. Athletes from regions with better facilities, established coaching systems, and stronger competition structures may have greater opportunities to demonstrate their abilities. Therefore, addressing regionalism is not simply a matter of ensuring neutral selectors. It also requires creating more equal opportunities for athletes from different parts of the country. Government programmes such as Khelo India seek to broaden participation through community sports, rural and indigenous sports, talent identification, and infrastructure development.
The solution requires objective selection criteria, independent selection processes, written reasons where appropriate, effective appeal mechanisms, athlete representation, and stronger governance standards. Selection should ultimately be based on sporting merit and legitimate team requirements rather than personal, political, regional, or institutional preferences. Such an approach would strengthen confidence among athletes and reinforce the principle that sporting opportunity should be determined by performance and fair competition.
6. INITIATIVES TO PROMOTE SPORTS CULTURE IN INDIA
Developing a strong sports culture is essential for the overall growth of sports in any country. A sports culture refers to an environment in which physical activity and sporting participation are encouraged and valued by society. It includes the attitudes of families, schools, communities, governments, and institutions towards sports. In India, sports were traditionally viewed mainly as recreational activities, while academic achievement was often considered the primary path towards a successful career. However, this attitude has gradually changed. In recent years, the government, private organisations, educational institutions, sports federations, and media have taken several initiatives to encourage greater participation in sports and to create a stronger sporting culture across the country.
One of the most important initiatives taken by the Government of India is the Khelo India Programme. Khelo India was introduced to promote sports at the grassroots level and to identify talented young athletes from different parts of the country. The programme recognises that India cannot produce successful international athletes without encouraging children and young people to participate in sports from an early age. Through competitions, talent identification programmes, training opportunities, sports academies, and infrastructure development, Khelo India aims to create a wider sporting base in the country.
An important feature of Khelo India is its focus on grassroots participation. Earlier, much of the attention in Indian sports was concentrated on elite athletes who had already reached national or international levels. Although supporting elite athletes remains important, long-term sporting success requires a large number of young people to participate in different sports. Khelo India attempts to address this need by encouraging sporting activities in schools, colleges, universities, and local communities.
The development of sports infrastructure is another important initiative for promoting sports culture. A strong sporting culture cannot develop if children and young people do not have access to playgrounds, courts, training centres, and basic equipment. In many parts of India, particularly rural and economically disadvantaged areas, access to quality sports facilities has historically been limited. Government programmes have therefore focused on developing and improving sports infrastructure.
However, building stadiums alone is not enough to create a sports culture. Facilities must also be properly maintained and made accessible to ordinary people. A stadium that is used only for occasional competitions does not contribute as much to sports development as a facility that is regularly available to students and local athletes. Therefore, community-based sports facilities, school playgrounds, district-level training centres, and public spaces for physical activity are all important for developing a sporting culture.
Schools play a particularly important role in promoting sports. Children are introduced to physical activity at an early age through schools, making educational institutions an important part of the sports development system. A positive sports culture requires schools to treat physical education and sporting activities as important parts of education rather than as secondary activities.
Participation in sports helps students develop discipline, teamwork, leadership, confidence, and the ability to handle success and failure. Therefore, sports education should not be limited only to students who are exceptionally talented. Every student should have opportunities to participate in physical activities and recreational sports.
The promotion of university and college sports is also important. Many countries have developed strong sporting systems through educational institutions. Universities can provide talented athletes with access to coaching, competitions, facilities, and academic education at the same time. In India, strengthening the relationship between education and sports can help young athletes continue their education while pursuing sporting careers.
Another important initiative is the Talent Identification and Development Programme. India has a large population, and sporting talent can be found in every region of the country. However, talented athletes may not always have access to coaches or competitive opportunities. Talent identification programmes aim to discover promising athletes and provide them with the necessary support.
The Sports Authority of India plays an important role in athlete development through training centres and specialised programmes. It provides coaching, accommodation, training facilities, sports science support, and other forms of assistance to athletes. Such programmes are important because talent alone is not sufficient for international success. Athletes also require professional coaching, scientific training, nutrition, medical support, and regular competition.
India has also increasingly recognised the importance of sports science. Modern international sport is highly competitive, and athletes require scientific support to improve their performance. Sports science includes areas such as nutrition, psychology, biomechanics, physiology, injury prevention, and recovery. The growth of sports science has helped change the traditional understanding of sports training in India.
The development of professional sports leagues has also contributed significantly to the growth of sports culture. The Indian Premier League transformed cricket into a highly visible professional sporting industry and demonstrated the commercial potential of sports in India. The success of the IPL also encouraged the development of professional leagues in other sports, including football, kabaddi, badminton, and hockey.
Professional leagues can promote sports culture by increasing public interest and providing athletes with more opportunities. Television and digital broadcasting allow people to watch sporting events from different parts of the country. This visibility can inspire young people to participate in sports and can also attract sponsorship and investment.
The media plays an important role in promoting sports culture. Traditionally, media attention in India was heavily focused on cricket. Although cricket continues to dominate sports coverage, other sports have received increasing attention in recent years. The achievements of Indian athletes in badminton, wrestling, boxing, athletics, shooting, hockey, and other sports have helped create greater public interest.
The success of individual athletes can also inspire young people. When athletes achieve success at the Olympic Games, Commonwealth Games, Asian Games, or World Championships, they become role models for future generations. Their achievements demonstrate that sports can be a serious career and not merely a recreational activity.
Women’s participation in sports is another important part of developing a strong sports culture. Historically, women in India have faced social and institutional barriers to participation in sports. These barriers include limited access to facilities, safety concerns, lack of family support, and traditional attitudes about women’s roles.
However, the success of Indian women athletes has contributed significantly to changing these attitudes. Women have achieved success in sports such as badminton, boxing, wrestling, shooting, athletics, cricket, and hockey. Government initiatives and increasing media attention have also helped encourage greater participation.
A strong sports culture must ensure that women and girls have equal opportunities to participate in sports. This requires safe facilities, qualified coaches, proper changing rooms, protection from harassment, and equal access to competitions and training programmes.
Sports for persons with disabilities are also an important part of an inclusive sporting culture. The achievements of Indian para-athletes have demonstrated that disability should not prevent individuals from participating in competitive sport. Greater investment in accessible infrastructure, specialised coaching, equipment, and competitions can help expand opportunities.
Traditional and indigenous sports should also be promoted as part of India’s sports culture. India has a rich history of traditional games and physical activities. Promoting these sports can help preserve cultural traditions while also encouraging physical activity among young people.
Community participation is equally important. Sports should not be restricted to professional athletes or elite institutions. Local tournaments, community competitions, school events, and recreational activities can encourage ordinary citizens to participate in physical activity.
The promotion of sports culture must also involve families. Parents have a major influence on whether children are encouraged to participate in sports. In the past, some parents viewed sports as a distraction from academic education. However, this attitude is gradually changing as successful athletes and professional sports careers become more visible.
Nevertheless, many young athletes still face pressure to choose between education and sport. A strong sports culture should not force students to abandon their education. Instead, educational institutions should provide flexible opportunities for talented athletes to balance academics and training.
The government has also introduced schemes to support elite athletes and improve India’s international performance. Financial assistance, scholarships, coaching support, international exposure, and sports science services are important for athletes preparing for major competitions.
The development of a sports culture is therefore a long-term process. It requires cooperation between the government, schools, universities, sports federations, private organisations, families, media, and local communities. The aim should not only be to produce international champions but also to encourage regular participation in sports among the wider population.
A successful sports culture will be one in which children have access to playgrounds, talented athletes receive professional support, women and persons with disabilities have equal opportunities, and sports are recognised as an important part of education and national development. India’s recent initiatives have created a stronger foundation for sports development, but continued investment, better governance, and wider participation will be necessary to create a truly inclusive sporting culture.
7. KEY LEGAL AND REGULATORY INSTRUMENTS IN INDIA
The development and administration of sports in India are influenced by a combination of constitutional provisions, government policies, administrative regulations, judicial decisions, international sporting rules, and legislation. Unlike some countries, India historically did not have one comprehensive law governing every aspect of sports. Instead, sports administration developed through a network of government institutions, autonomous sports federations, policies, regulations, and judicial decisions.
One of the most important constitutional aspects of sports governance is the distribution of powers between the Union Government and the state governments. Sports are generally included within the State List, which gives state governments an important responsibility for the development and promotion of sports. State governments are therefore involved in building infrastructure, supporting athletes, organising competitions, and promoting sports at the local level.
However, the Union Government also plays an important role in national sports development. The Government of India formulates national sports policies, provides financial assistance, develops national-level infrastructure, supports international participation, and implements programmes for athlete development. This division of responsibility makes coordination between central and state institutions important.
The National Sports Development Code of India, 2011 has been one of the most significant regulatory frameworks for sports governance. The Code was introduced to establish standards for the functioning of National Sports Federations. It includes provisions relating to elections, tenure of office bearers, financial accountability, transparency, recognition of sports federations, and the relationship between federations and the government.
The importance of the National Sports Development Code lies in its attempt to improve governance without completely taking away the autonomy of sports federations. Sports organisations require independence in making technical decisions related to their sports. However, when organisations receive government recognition and public financial assistance, they are also expected to follow standards of accountability and transparency.
The National Sports Governance Act, 2025 represents a significant development in Indian sports law and governance. The Act provides a statutory framework for the administration and regulation of national sports bodies. It seeks to strengthen governance standards and deal with important issues such as recognition of sports organisations, elections, ethical standards, athlete welfare, safe sporting environments, and dispute resolution.
The introduction of a statutory framework is important because it provides greater legal clarity regarding the responsibilities and governance requirements of sports organisations. It also reflects the growing recognition that sports administration involves matters of public importance and cannot depend entirely on informal institutional arrangements.
Another important legal area is anti-doping regulation. Doping threatens the fairness and integrity of sport and can also create serious health risks for athletes. India has established anti-doping mechanisms through the National Anti-Doping Agency (NADA). The anti-doping system is connected with international standards established under the World Anti-Doping Code.
Athletes are expected to follow anti-doping rules and avoid prohibited substances and methods. However, effective anti-doping governance should not focus only on punishment. Athletes, coaches, and support staff must also receive proper education regarding prohibited substances, supplements, and their responsibilities.
The Right to Information Act, 2005 is also relevant to discussions concerning transparency in sports governance. The application of the RTI framework depends on the legal nature and circumstances of the organisation involved. Government departments and public authorities are generally subject to the Act, while questions have arisen regarding autonomous sports organisations and bodies receiving government support.
Transparency in sports is important because public funds are often used to support athletes, federations, infrastructure, and sporting programmes. Citizens and athletes have a legitimate interest in understanding how public resources are allocated and utilised.
Judicial decisions have also played an important role in shaping sports governance in India. Courts have dealt with disputes involving elections, recognition of sports organisations, player selection, administrative decisions, and governance reforms.
The BCCI litigation is one of the most important examples. The Supreme Court’s involvement in cricket administration resulted in the appointment of the Justice R.M. Lodha Committee. The Committee recommended several reforms relating to the structure and governance of the BCCI, including issues such as tenure, elections, conflicts of interest, and administrative accountability.
The legal regulation of sports also involves the protection of athletes. Athletes require safe sporting environments and protection from harassment, discrimination, exploitation, and unfair treatment. General laws relating to criminal conduct, workplace safety, child protection, and gender equality may therefore also apply in sporting contexts.
The protection of children in sports is particularly important. Young athletes may spend significant amounts of time in training centres, academies, and residential facilities. Sports institutions therefore have a responsibility to create safe environments and establish proper mechanisms for reporting misconduct.
Contract law is another important area in professional sports. Professional athletes may enter into contracts with clubs, leagues, sponsors, agents, and other organisations. These agreements can involve issues relating to payment, employment conditions, image rights, performance obligations, and termination of contracts.
Intellectual property law has also become increasingly important because sports organisations generate significant commercial value through broadcasting rights, trademarks, sponsorships, and merchandise. Professional leagues and sports organisations must protect their commercial rights while complying with relevant laws.
The legal and regulatory framework for sports in India is therefore broad and continues to develop. It includes constitutional arrangements, government policies, the National Sports Development Code, the National Sports Governance Act, anti-doping regulations, judicial decisions, and general laws applicable to organisations and individuals.
The effectiveness of these legal instruments depends largely on implementation. Laws and policies alone cannot improve sports governance unless institutions follow them consistently. Proper enforcement, independent oversight, athlete awareness, and accessible grievance mechanisms are essential.
India’s legal framework for sports governance is gradually becoming more structured. The challenge is to ensure that legal regulation improves accountability without unnecessarily interfering with legitimate sporting autonomy. A balanced legal system should protect athletes, ensure transparency, promote fair competition, and allow sports organisations to function effectively.
8. CHALLENGES IN SPORTS GOVERNANCE
Despite significant developments in sports policy and infrastructure, India continues to face several challenges in sports governance. These challenges affect athletes, sports federations, government institutions, and the overall development of sports. Good governance requires transparency, accountability, fairness, professional management, and clear responsibilities. However, these principles are not always consistently followed across the Indian sporting system.
One of the major challenges is the unclear division of responsibilities between different institutions. Sports governance involves the Ministry of Youth Affairs and Sports, the Sports Authority of India, the Indian Olympic Association, National Sports Federations, state governments, state associations, and other organisations. Since several institutions are involved, their responsibilities can sometimes overlap.
For example, the government may provide funding and policy direction, while sports federations manage technical matters and player selection. However, disagreements can arise regarding who has the final authority in particular situations. Clearer institutional responsibilities are necessary to reduce confusion and improve accountability.
Another important challenge is the lack of effective checks and balances. Sports organisations require independence, but independence should not mean the absence of accountability. When too much authority is concentrated in a small group of administrators, problems such as conflicts of interest and arbitrary decision-making may arise.
Transparent elections, independent committees, athlete representation, and proper grievance mechanisms are necessary to create effective checks and balances. Sports organisations should have the freedom to manage their affairs, but they should also be answerable for their decisions.
Lack of transparency and accountability is another major challenge. Athletes and the public may not always have access to clear information regarding selection decisions, financial expenditure, elections, appointments, or administrative decisions.
Selection is particularly sensitive because it directly affects an athlete’s career. When selection criteria are unclear, athletes may believe that decisions are based on favouritism rather than merit. Clearly published selection criteria and proper appeal mechanisms can improve trust in the system.
Financial accountability is equally important. Sports organisations may receive public grants and other forms of financial support. Therefore, proper auditing and transparent use of funds are necessary. Information about grants, expenditure, and the outcomes of sports programmes should be properly maintained.
Another challenge is the unequal development of different sports. Cricket receives enormous public attention, commercial investment, media coverage, and sponsorship. Other sports may receive comparatively less attention and financial support.
The success of cricket is not a problem in itself. However, the dominance of one sport can make it difficult for other sports to attract resources and public interest. Sports such as athletics, hockey, wrestling, boxing, badminton, and many others require consistent investment in coaching, infrastructure, and athlete development.
Government programmes have attempted to address this imbalance, but a fair sports policy should ensure that different sports receive appropriate support according to their needs and potential.
Inadequate professionalisation is another challenge. Modern sports administration requires specialised knowledge in areas such as finance, law, sports science, marketing, event management, technology, and athlete welfare. Some sports organisations may still depend heavily on traditional administrative practices.
Professional sports governance requires trained administrators and qualified professionals. Former athletes can provide valuable sporting knowledge, but they may also need support from experts in management and other specialised areas.
The attitude of viewing sports as a hobby rather than a profession has also affected sports development. Many families continue to place greater importance on traditional educational and professional careers. Young athletes may face pressure to reduce their sporting activities because of concerns about financial security.
Although professional opportunities in sports have increased, only a limited number of athletes achieve major commercial success. Therefore, athletes need educational opportunities and career support. A good sports system should help athletes balance education and training and provide assistance when they move beyond their competitive careers.
Inadequate infrastructure remains a major challenge in many parts of India. Large cities may have better stadiums and training centres, while rural and economically weaker areas often have fewer facilities. Talented athletes may therefore face difficulties simply because they do not have access to proper playgrounds, coaches, or equipment.
Infrastructure development must focus not only on building major stadiums but also on creating accessible local facilities. Schools, colleges, villages, and communities should have opportunities to develop basic sports infrastructure.
Performance-enhancing drugs and doping are another serious concern. Doping damages the fairness and credibility of sport. It also creates risks for athletes and can destroy careers.
Effective anti-doping governance requires testing, education, awareness, and fair disciplinary procedures. Athletes should receive clear information about prohibited substances and should be encouraged to seek professional advice regarding medicines and supplements.
Regionalism and favouritism can also create serious problems. Athletes may sometimes believe that personal connections, regional associations, or institutional influence affect selection decisions. Whether or not such allegations are always justified, a lack of transparency can create mistrust.
Selection should therefore be based on clearly established sporting criteria. Independent selection committees, documented decisions, and proper review mechanisms can help ensure fairness.
Political influence is another challenge that is often discussed in relation to sports federations. Political experience and administrative skills can sometimes contribute positively to sports development. However, excessive political influence may create concerns about autonomy and conflicts of interest.
The relationship between the government and autonomous sports bodies must therefore be carefully managed. Government oversight is necessary when public resources and public interests are involved, but sporting organisations should also be allowed to make legitimate technical decisions independently.
Another challenge is the lack of athlete representation in decision-making. Sports organisations often make important decisions about athletes without sufficient participation from current or former athletes. Since athletes are directly affected by policies relating to training, competitions, selection, welfare, and safety, their views should be considered.
Athlete commissions and representative bodies can help ensure that the experiences of athletes are included in sports administration.
The challenges facing sports governance in India are therefore interconnected. Weak transparency can increase allegations of favouritism. Poor infrastructure can reduce opportunities for athletes from disadvantaged areas. Inadequate professional management can lead to inefficient administration. Lack of athlete representation can result in policies that do not adequately address athlete needs.
Improving sports governance requires long-term reforms rather than temporary solutions. Institutions must clearly define their responsibilities, maintain transparent procedures, use funds responsibly, and provide athletes with fair opportunities.
A strong sports governance system should ultimately focus on fairness, integrity, professionalism, and athlete welfare. These principles are essential if India is to develop a sustainable sporting ecosystem and achieve greater success at the international level.
9. ROLE OF ATHLETES IN SPORTS ADMINISTRATION
Athletes are the most important stakeholders in the sporting system because sports organisations exist primarily to support sporting participation and competition. However, for many years, athletes were often treated mainly as participants rather than as individuals who should also have a voice in the administration of sport. Modern sports governance increasingly recognises that athletes should play a greater role in decision-making.
Athletes have direct experience of the challenges faced within the sporting system. They understand the realities of training, competitions, selection processes, coaching, injuries, travel, accommodation, and sports infrastructure. Their experience can therefore provide valuable information to administrators and policymakers.
Athlete participation in sports administration can improve the quality of decision-making. Administrators who have never competed at a high level may not always understand the practical difficulties faced by athletes. Including athletes in decision-making bodies can help ensure that policies are more realistic and athlete-centred.
One of the most important areas in which athletes should have a role is policy development. Sports policies relating to training, athlete welfare, selection, competitions, and safety directly affect athletes. Therefore, athletes should have opportunities to provide their views before major policies are introduced.
Athletes can also contribute to selection and competition-related discussions. Although selectors must remain independent and decisions should be based on sporting merit, athletes can provide valuable perspectives regarding the fairness and effectiveness of selection systems.
Athlete representation is also important in matters relating to welfare and safety. Athletes may face problems such as injuries, financial difficulties, harassment, discrimination, and mental pressure. Sports organisations need effective mechanisms for understanding and addressing these concerns.
Former athletes can play an especially important role in sports administration. Retired athletes possess practical experience and knowledge of their sport. They can contribute as coaches, administrators, selectors, mentors, and members of athlete commissions.
However, simply appointing famous former athletes to administrative positions is not enough. Sports administration requires professional skills. Athletes who wish to move into administration should receive training in areas such as management, governance, finance, law, and policy.
Athlete commissions can provide a structured mechanism for athlete representation. Such commissions can communicate the concerns of athletes to sports federations and governing bodies. They can also participate in discussions concerning welfare, competitions, safety, and governance.
Athletes can also play an important role in promoting ethical sports practices. Successful athletes often serve as role models for young people. Their behaviour can influence public attitudes towards fair play, discipline, anti-doping rules, and respect for opponents.
Athlete involvement is particularly important in the fight against doping. Athletes can help educate younger players about the importance of clean sport. Peer education can sometimes be effective because young athletes may relate more easily to experienced sportspersons.
Athletes can also contribute to the development of grassroots sports. Many successful athletes come from regions where young people have limited access to professional coaching. When successful athletes return to their communities and support training programmes, academies, or local competitions, they can inspire and develop future generations.
Another important role of athletes is advocacy. Athletes can raise awareness about issues such as gender equality, disability inclusion, child protection, safe sporting environments, and better sports infrastructure. Their public influence can help bring attention to important problems.
Women’s participation in sports administration is particularly important. Women athletes can provide valuable perspectives on issues that may not always be adequately addressed by traditional administrative structures. Their participation can help improve policies relating to safety, equal opportunities, facilities, and athlete welfare.
Para-athletes should also have representation in sports administration. Persons with disabilities may face specific challenges relating to accessibility, specialised equipment, classification systems, and training facilities. Their direct involvement can help make sports governance more inclusive.
However, athletes may face difficulties when participating in administration. Active athletes may not have sufficient time to attend meetings and administrative programmes because of their training and competition schedules. They may also lack experience in legal and financial matters.
Therefore, sports organisations should provide appropriate training and support for athletes who wish to participate in administration. Athlete representatives should also have meaningful decision-making powers rather than merely symbolic positions.
There is also a need to protect athletes who raise legitimate concerns about governance. Athletes may sometimes hesitate to speak openly because they fear that criticism could affect their selection or career opportunities. Independent grievance mechanisms and whistle-blower protections can help create a safer environment.
The role of athletes in sports administration should therefore be based on genuine participation rather than token representation. Athletes should have opportunities to contribute to policy discussions, welfare programmes, governance reforms, and decision-making processes.
A sports governance system that ignores the experiences of athletes is unlikely to fully understand the realities of sport. On the other hand, a system that combines athlete experience with professional administrative expertise can create better policies and stronger institutions.
The future of sports administration in India should therefore involve greater athlete participation. Current athletes, retired athletes, women athletes, and para-athletes should all have opportunities to contribute to decision-making.
Ultimately, sports organisations exist for the development of athletes and the promotion of sport. Therefore, athletes should not remain at the edge of the administrative system. They should be recognised as important partners in shaping the future of Indian sports governance.
10. THE PATH TO STATUTORY REFORM: FROM NSDC 2011 TO NSGA 2025
The transition from the voluntary NSDC 2011 to the statutory NSGA 2025 reflects a growing consensus that voluntary compliance mechanisms were insufficient to address systemic governance failures. The Draft National Sports Governance Bill, 2024, which preceded the NSGA, generated significant debate among stakeholders, with concerns raised about excessive centralization, potential Olympic Charter violations, and inadequate athlete rights protections. Critics argued that the draft prioritized state control over genuine reform, risking international sanctions while failing to address core issues of athlete welfare and institutional independence.
The final NSGA 2025, while incorporating some stakeholder feedback, retained the centralized regulatory architecture that characterized the draft. The Act establishes three key institutional mechanisms: the National Sports Board (NSB) with comprehensive regulatory powers over recognition and oversight of NSFs; the National Sports Tribunal (NST) for specialized adjudication of sports disputes; and the National Sports Election Panel to ensure democratic electoral processes. These institutions represent a significant departure from the voluntary compliance model, vesting the state with statutory authority to regulate sports governance comprehensively.
However, the NSGA’s enactment occurs within a broader global context of sports governance reform, characterized by tensions between state regulation and federation autonomy, commercialization pressures, and growing recognition of athlete rights. International sports organizations, particularly the IOC and FIFA, have consistently emphasized the principle of autonomy, viewing governmental interference as a threat to the integrity and independence of sports governance. This tension between domestic regulatory imperatives and international autonomy norms forms the central challenge in evaluating the NSGA’s design and implementation.
11. CONCLUSION
The issues associated with sports governance in India are interconnected and cannot be addressed through a single administrative reform. Unclear responsibilities can produce institutional conflicts; weak checks and balances can encourage concentration of power; inadequate transparency can reduce confidence in financial and selection decisions; unequal attention to sports can restrict opportunities for athletes in less commercially dominant disciplines; inadequate professionalisation can weaken administrative efficiency; the perception of sport as merely a hobby can discourage young people from pursuing sporting careers; insufficient infrastructure can prevent talent from developing; doping can undermine the integrity of competition; limited access to information about funds can weaken public accountability; and regionalism or favouritism can damage confidence in player selection.
India has taken significant steps towards addressing these concerns. The National Sports Development Code established governance standards for national sports federations, while programmes such as Khelo India seek to expand infrastructure, competitions, talent identification, community participation, and inclusiveness. The National Sports Governance Act, 2025 marks a further development by establishing a statutory framework dealing with national sports bodies, the National Sports Board, governance requirements, ethics, safe sport, elections, dispute resolution, and sports development. The Act’s phased implementation from 2026 makes the present period particularly important for Indian sports governance.
Ultimately, successful sports governance should place athletes and sporting integrity at the centre of administration. Autonomy of sports organisations should be balanced with accountability; public funding should be accompanied by appropriate financial oversight; selection should be based on transparent and sport-specific criteria; infrastructure should reach grassroots and underserved areas; and professional expertise should become an integral part of sports administration. The objective should not simply be to produce more medals but to establish a sporting system in which athletes receive fair opportunities, resources are used responsibly, institutions operate transparently, and sporting decisions are based on merit and established rules. Strengthening these principles can help India develop a more equitable, professional, credible, and internationally respected sports governance system.
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