football stadium with spotlights overhead.

Why Good Governance Exists: A Lesson from the 2026 World Cup

13th July 2026

When Trust in Decision-Making is in the Spotlight

For most of us in Scotland’s third sector, FIFA’s disciplinary process seems a world away from community organisations, charities and social enterprises. One of the biggest talking points of the tournament has not been a great goal or a tactical masterclass – it was a red card, a phone call and a decision-making process that many observers struggled to understand.

Following Folarin Balogun’s red card and subsequent suspension, FIFA’s decision to reverse the ban prompted criticism from across the football world. Reports that US President Donald Trump had contacted FIFA regarding the matter fuelled concerns about whether established processes had been influenced by powerful individuals. Whether those concerns are justified or not, the episode highlights an important lesson: trust depends not only on making good decisions, but on being seen to make them fairly and independently.

The governance questions are strikingly familiar. Who has the authority to make decisions? Are processes clear? Are decisions independent? Are conflicts or external pressures managed? And can the organisation explain its decisions in a way that protects public trust?

This provides a teachable moment for the sector, and the lesson is clear: good governance is not bureaucracy – it is how organisations protect trust, fairness and legitimacy.

What the FIFA Decision Tells Us About Good Governance

In the third sector, undue influence rarely looks like a nation’s president phoning a global governing body. It may look like an influential stakeholder nudging a decision, people unwilling to be accountable and resisting scrutiny, or someone expecting preferential treatment. The scale is different, but the governance risk is similar: decisions stop looking independent, and trust that takes years to build is lost quickly.

Having structures in place is not enough. FIFA’s issue became a governance story because the public questioned the culture behind the decision: was the process independent, consistent and fair? For our sector, the same applies. A Board can have policies and still govern poorly if the culture discourages challenge, concentrates power, ignores conflicts, or treats governance as a compliance chore. Boards must be able to show that things are implemented consistently, fairly and transparently. Good governance is not just about reaching the right decision; it is about being able to demonstrate how that decision was reached, who was involved, what information was considered, and why the outcome was consistent with the organisation’s purposes and values.

Transparency and Accountability Matter as Much as the Decision

Transparency does not mean publishing every internal discussion. It means being able to evidence that decisions were made properly, by the right people, for the right reasons. It also means ensuring that choices made are aligned with the organisation’s purpose and that the interests of the charity are paramount over all others. When dealing with complexity, organisations should take the time to proactively explain to stakeholders why they have taken a particular action, rather than hoping they are not challenged.

Managing Conflicts of Interest in Practice

Conflicts of interest happen; they are not always financial, nor are they always intentional. It can be personal loyalty, political pressure, or fear of upsetting a funder. Good Boards acknowledge these pressures exist. They identify them, record them, and manage them appropriately, with a clear policy and a documented process for each instance.

Governance as Organisational Safeguarding

Good governance is a form of safeguarding for an organisation. It protects the organisation, its people, the resources it is entrusted with, and, most importantly, the people and communities it exists to serve. Trust can be fragile and can be damaged quickly, so organisations should build governance strength before it is tested. That requires investment of time, reflection, training, and sometimes external support.

Many organisations in the city make use of the free resources and support provided by GCVS and other organisations. These are a great place to start and, in some cases, will be enough. For many, though, investing further in Board training, governance review and independent support is the responsible decision for the Board to take. This is not money diverted from the mission; it is money spent protecting the mission. A Board that invests in its own development is investing in the organisation’s long-term health, credibility, and success.

Questions Every Board Should Ask

A governance challenge for your Board – ask yourselves:

When did we last review our governance arrangements?
Have we invested appropriate time and other resources in getting it right?
Do we have a healthy culture of challenge and discussion?
Are conflicts of interest managed in practice, not just on paper?
Do our stakeholders think we are transparent and accountable?

These questions are a useful starting point for strengthening your governance. Ultimately, good governance is what will help your organisation deliver sustainably into the future.

Every organisation’s journey is unique. We offer free one-to-one advice surgeries to eligible organisations in Glasgow. Or, if you require more tailored training or facilitated group sessions, we can customise our services to meet your organisation’s specific needs and budget. Contact us to find out how we can help: sectordev@gcvs.org.uk

This content was written by our team, with AI tools used only to support review and refinement.