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There is no doubt that the state of British basketball is currently best described as “mixed”. At the elite level, a governance crisis has seen the liquidation of the governing body and a brief suspension of the national team. At grassroots level, however, you can find a thriving sport that is steadily growing its numbers – and reaching communities other sports would love to engage with

British basketball is facing one of the most significant moments in its modern history. At the elite and governance end of the sport, the picture is bleak: financial collapse, regulatory suspension and institutional failure have left clubs, players and supporters in a prolonged state of uncertainty. Yet, beyond the boardroom and the courtroom, the game itself is thriving. Participation is strong – particularly in urban areas and among young people – and basketball continues to demonstrate a unique ability to deliver social value at community level. The contrast between these two realities could hardly be more stark.

Failures at the top

The most visible manifestation of the crisis came in late 2025, when the British Basketball Federation (BBF) entered liquidation after running out of funds. In a statement confirming it had ceased trading, the BBF acknowledged that it was no longer able to meet its financial obligations and said it would work with FIBA and other stakeholders to manage the consequences for national teams and international representation. For a sport that has long struggled with stability at the top, the collapse of its national governing body represented a new low point.

This failure did not occur in isolation. It followed months of escalating tension between the BBF and the men’s professional game, centred on the future of the British Basketball League (BBL). After withdrawing the BBL’s operating licence over financial and governance concerns, the BBF rubber-stamped a new league – SuperLeague Basketball (SLB) – to operate under an interim licence for the 2024-25 season.

However, BBF then put the long-term licence for a new league out to tender in October 2024, which caused friction between the SLB and the BBF. Matters got worse when the BBF awarded, in April 2025, a long-term licence to a new operator, led by sports executive Marshall Glickman, with the aim of creating a restructured top-tier league.

The SLB and its clubs refused the idea and pursued legal action. What followed was a very public power struggle that exposed deep fractures in British basketball’s governance model.

Then came FIBA’s decisive intervention. Citing serious concerns around governance, competition structures and regulatory oversight, the international federation suspended the BBF’s authority to license men’s professional competitions and temporarily barred Great Britain’s men’s team from international competition. While that suspension was partially lifted to allow the national side to compete in a World Cup qualifying window, the damage had been done. Confidence among clubs, players, sponsors and funders was severely undermined, and the subsequent liquidation of the BBF confirmed that the system had failed.

Two sides

For many observers within the sport, these events raise fundamental questions about how elite basketball is governed in the UK. The lack of financial stability, questions over direction and the somewhat adversarial relationship between leagues and the governing body – as well as the absence of a unified vision for the professional game – have left basketball exposed. With public funding and international recognition tied closely to governance standards, the consequences extend well beyond the men’s league, threatening the credibility of the entire performance pathway.

Focus

Yet, while governance structures have faltered, participation on the ground tells a very different story. Basketball remains one of the most popular team sports in the UK, particularly among children and young people. It has a strong presence in inner-city and urban communities and resonates with young people and ethnically diverse, deprived and under-served communities. In neighbourhoods facing deprivation, basketball courts continue to act as informal hubs for physical activity, social interaction and youth engagement.

This popularity is increasingly recognised by policymakers and funders. In 2025, the UK Government announced a significant partnership with the NBA aimed at growing grassroots basketball and improving access to facilities. Through a combination of public investment and matched funding from the NBA, a total of £10m is being directed into community courts, school programmes and participation initiatives across England.

Commenting on the initiative, Sport England CEO, Simon Hayes, highlighted what is perhaps basketball’s biggest strength and opportunity – the ability to engage ethnically diverse communities, young people and those less likely to take part in organised sport, positioning it as a powerful vehicle for social value.

The support of an organisation with the power and prestige of the NBA will have a huge influence and this funding will help more people enjoy the benefits of playing the sport

“Basketball is already one of the country’s most popular team sports, thriving in inner city areas where facilities are often limited,” he said. “We’ve also seen strong growth in young people playing since the last Commonwealth Games in Birmingham.

“The support of an organisation with the power and prestige of the NBA will have a huge influence and this funding will help more people enjoy the benefits of playing the sport.”

Focus

Healthy roots

The strength of the grassroots ecosystem is reflected in the work being delivered by all the home nation governing bodies, which have largely continued to grow participation despite the turmoil at British level. In England, Basketball England has reported steady increases in licensed membership and team registrations, underpinned by a strategic focus on accessibility, inclusion and digital modernisation. School-based programmes, such as Basketball England’s clubs and schools early-years programme, Slam Jam, as we all as the delivery of the Jr. NBA partnership in secondary schools, have introduced thousands of children to the sport, while investments in coach education, officiating and club development have helped sustain local leagues. The organisation’s emphasis on equality, diversity and inclusion has also been central to its growth strategy, reflecting the communities in which basketball is most played.

In Scotland, Basketball Scotland has pursued a similarly holistic approach. Its youth player pathway has expanded opportunities for younger age groups, ensuring that talent identification and development begin earlier and reach more players. The growth of 3x3 basketball has been a particular success, with academy programmes and competitions aligned to international formats that appeal strongly to young athletes. Alongside this, Basketball Scotland has invested heavily in coach and referee education, embedding learning within competition environments to raise standards across the grassroots game. Despite ongoing challenges around public funding for sport, participation in Scottish basketball continues to grow, driven by strong club networks and a clear development structure.

Basketball’s value does not lie solely in professional leagues or international results, but in its ability to engage communities, inspire young people and contribute to wider social outcomes

Wales offers another example of how basketball is expanding through strategic planning and strong partnerships. Basketball Wales has placed schools at the heart of its participation model, using national competitions and festivals to connect pupils with local clubs. Its National Academy and regional development programmes provide structured pathways for talented players, while entry-level initiatives such as Smaller Ballers focus on introducing children to the game at a young age.

Basketball Wales’ work has also been designed to align with the broader landscape of sport in the country. Sport Wales has developed The Foundations Framework Wales, a national good-practice guide designed to help everyone who supports children aged 3–11 to be active.

“For us, the Framework represents an opportunity to strengthen how the sport is introduced to young players and ensure that basketball contributes to children’s physical, social, and emotional development,” Basketball Wales said. “Children need more than structured drills or early competition. They need environments that focus on enjoyment, exploration, confidence, and belonging. This is where basketball can play a powerful role. The organisation has also invested in its brand and identity, launching a new logo and strategy to better reflect the modern, inclusive image of Welsh basketball. Commercial partnerships, including long-term kit and equipment agreements, have helped to support sustainable growth.

In Northern Ireland, Basketball NI continues to develop the sport through domestic leagues, junior competitions and performance pathways linked to Team NI representation. Cross-border fixtures and international experiences have played an important role in player development, while the expansion of 3x3 formats has created additional access points for participation. Although operating in a smaller system, Basketball NI has maintained momentum by focusing on schools, clubs and community engagement.

A better future

Taken together, these examples underline the central paradox of British basketball in 2025. At the elite level, the sport is grappling with a governance vacuum, unresolved legal disputes and the loss of its national governing body. At the grassroots level, however, basketball is growing, diversifying and delivering impact in communities across all four home nations. Participation numbers, facility investment and partner confidence suggest a sport with enormous untapped potential.

The good news is that basketball’s value does not lie solely in professional leagues or international results, but in its ability to engage communities, inspire young people and contribute to wider social outcomes. That is a strong message for policymakers, funders and leaders.

In a statement, the home county sports councils said: “Clearly, this is a challenging time for our sport, but we – Basketball England, Basketball Scotland and Basketball Wales – reaffirm our commitment to collaborate under the future GB framework, alongside other stakeholders, to maintain Great Britain’s participation in upcoming FIBA competitions.”

The challenge now is whether British basketball can reconcile these two realities. Without credible, transparent and financially sustainable governance at the top, the risk is that grassroots success becomes disconnected from elite opportunity, limiting progression for players, coaches and officials. Conversely, if reform can be achieved,