UEFA, Governance, and the Control of Club Competition in ...

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The clubs, as the common denominator of football, recruit players, teach them the basics anddevelop them. The clubs themselves get together to form regional or national leagues whilethe national association, as the supreme authority in each individual country, oversees thegame at all levels, delegating responsibility as appropriate to leagues, regional associationsand others. The national association is thus the protector of the game within its borders, andrepresents its country internationally (UEFA, 2004a: 140).Administration of JusticeAppointed by ExCo (no Exco members)Control and Disciplinary BodyAppeals BodyCongressSupreme Controlling Organ52 National AssociationsOne member: One VoteUEFA PresidentExecutive CommitteePresident + 13 members1 or 2 additional membersCEOAppointed by ExCoAppoints Directorsto DivisionsCommitteesExCo appoint chairmen & memberson CEO Advice, after proposals of NAsReport to CEOCommunicationsand Public AffairsMarketing andMedia RightsExpert PanelsNational TeamsFinanceLegal ServicesNationalAssociationsFootballDevelopmentProfessionalFootballServicesEuropean Club Forum102 clubsLeagues and FIFPro PanelLeagues, FIFPro, UEFAClub Competitionsincludes members of ECFAssistanceProgrammesProfessional Footballincludes EPFL RepsUEFA Media TechnologiesSubsidiary bodyEuro 2008Subsidiary bodyEvent ManagementSubsidiary bodyMarketing and Media ManagementSubsidiary bodyProposed new body4 UEFA Vice Presidents4 Leagues, 4 ClubsWorking GroupsYouth and AmateurWomens FootballFutsal4 ExCo Standing Working GroupsReporting to ExCoTechnicalDevelopmentRefereesStadium and SecurityMedicalFigure 1: the organisational structure of UEFAClubs and leagues are represented within the structures of the national associations, and assuch represented within UEFA through that particular vehicle. The national associations, asmembers of UEFA, benefit from a number of rights, and must adhere to a number of obligations.Members are, for example, entitled to enter competitions organised under UEFA’s auspices, as areclubs affiliated to member organisations. Obligations include compliance with the statutes as laidout, and the laws of the game as decided by the International Football Association Board (IFAB).That the leagues and clubs are theoretically subordinate to national associations, and as such16
subordinate in the European sphere through the membership of UEFA is crucial in understandingthe network of European football governance.ii. UEFA’s internal organisationThe organisational structure of UEFA consists of four specific organs: The congress, the executivecommittee, the chief executive, and the organs for the administration of justice. Convened on anannual basis, congress is the supreme controlling organ of UEFA. The key powers of congress arereceipt and consideration of the executive committee’s, chief executive’s, and auditor’s reports, theelection of the UEFA president, election of members of the executive committee, election of theEuropean members of the FIFA executive committee, amendment of the statutes, and theconsideration and taking of decisions on proposals (UEFA, 2004b: article 13, paragraph 2). UEFAhas always stressed its democratic framework and critical to this is the right of each memberassociation to one vote each. Thus, as far as the statutory framework is concerned, the nationalassociation of Germany has the same voting power at congress as the national association for theFaroe Islands.The executive committee of UEFA consists of the president of UEFA and thirteen othermembers each proposed by different member associations, and each holding an active office withinthat member association. The committee may also elect one or two additional members. Theexecutive committee has ‘the power to make decisions on all matters which do not fall within thelegal or statutory jurisdiction of the congress or another organ’ and manages UEFA ‘except to theextent that it has delegated responsibility to the chief executive or administration, or unless suchresponsibility is delegated by the statutes’ (UEFA, 2004b: article 23, paragraphs 1-2). The executivecommittee has what is referred to as ‘untransferable and irrevocable duties’ including overallcontrol of UEFA and the issue of necessary instructions, definition of organisational structure,appointment of the chief executive, and approval of the chief executive’s business plan (UEFA,2004b: article 24, paragraph 1). The powers and duties of the president are to represent UEFA, chaircongress and executive committee meetings and have the casting vote in cases of egality.Essentially the role of the executive committee is the equivalent to that of a board in an ordinarycompany dictating the strategy and general direction of the organisation. It is elected by the memberassociations and appoints a management team, lead by a CEO to administer the day-to-day businessof the organisation. Again, the composition of the executive committee is drawn exclusively fromthe national associations.The executive committee is served by the UEFA chief executive (CEO) and hisadministration. The CEO is the highest operational-management organ of UEFA. The key duties ofthe chief executive include the following: representation of UEFA; arrangement and management ofthe administration; appointment of management and dismissal of staff; submission of an annualbusiness plan; delegation of duties to executives. The CEO also reports from the standingcommittees of UEFA to the executive committee. Finally, the organs for the administration ofjustice comprise control and disciplinary body, the appeals body and the disciplinary inspector,these organs have jurisdiction to deal with ‘all disputes of a sporting nature relating to UEFAmatters which arise between member associations, clubs, players or officials’ (UEFA, 2004b: article60, paragraph 1). Members of the judicial organs are appointed by the executive committee, butmay not be either the executive committee itself or the other standing committees of UEFA. Thisallows for its members to be completely independent of other structures within UEFA, with thecontext of a self-regulatory framework.iii. UEFA and stakeholder integrationThe structure of UEFA ensures that de jure decision-making lies exclusively with the nationalassociations. The integration of stakeholders in the governance network and the structures of UEFAtherefore becomes of critical importance. This is achieved through UEFA’s consultative17
Page 1 and 2: ISSN: 1756-8811UEFA, Governance, an
Page 3 and 4: ContentsAcknowledgementsIntroductio
Page 5: AcknowledgementsThis project could
Page 8 and 9: coming to play an increasingly infl
Page 10 and 11: Section 1:Chapter 1.Theoretical per
Page 12 and 13: So the ‘good governance’ of spo
Page 14 and 15: Table 1: Theories of governanceTheo
Page 16 and 17: the focal organisation will adopt a
Page 18 and 19: different levels of the national ga
Page 20 and 21: I think European sports are based o
Page 24 and 25: mechanisms: committees, expert pane
Page 26 and 27: It is a far cry from the simple the
Page 28 and 29: intention of formulating a continen
Page 30 and 31: eceived from the sale of broadcasti
Page 32 and 33: institutions of Europe. Much of the
Page 34 and 35: 2001: 438). However, whilst noting
Page 36 and 37: Beckham’s progress for Real Madri
Page 38 and 39: which UEFA itself was one of number
Page 40 and 41: Table 2: Champions League market po
Page 42 and 43: opportunity provided by Media Partn
Page 44 and 45: For Hecht, the surprise was the clu
Page 46 and 47: competition (Hamil et al, 1999; Ham
Page 48 and 49: So to cut off revenues from bigger
Page 50 and 51: clubs in question, their different
Page 52 and 53: organised. 20 Analysis has correctl
Page 54 and 55: Radnedge, commenting on the role of
Page 56 and 57: would resolve these problematic iss
Page 58 and 59: for a programme which includes show
Page 60 and 61: literature. It is the contention he
Page 62 and 63: Section 3:The stakeholder challenge
Page 64 and 65: coalition there are ‘maximalists
Page 66 and 67: League, rather than being drawn ent
Page 68 and 69: egulatory authorities will take the
Page 70 and 71: iii. The ‘specificity’ of sport
Page 72 and 73:
worry very greatly that once it’s
Page 74 and 75:
consideration for the ‘specificit
Page 76 and 77:
and should be extended. The startin
Page 78 and 79:
The governing bodies’ failure to
Page 80 and 81:
in 2000 and this is reflected in th
Page 82 and 83:
up whether it’s a meaningful prop
Page 84 and 85:
Europe, other scenarios can be envi
Page 86 and 87:
possibility of breakaway competitio
Page 88 and 89:
With regard to the governance of UE
Page 90 and 91:
Will’s contention that policy has
Page 92 and 93:
management. The strength of this re
Page 94 and 95:
exclusively consultative rather tha
Page 96 and 97:
iv. The elite clubs and the G14When
Page 98 and 99:
structure of the International Foot
Page 100 and 101:
A lot of people think G14 is a supe
Page 102 and 103:
at the same time, the truism that c
Page 104 and 105:
to build on it. In the three years,
Page 106 and 107:
the homegrown players … you hear
Page 108 and 109:
It is very important for profession
Page 110 and 111:
Thus it may be that co-operation wi
Page 112 and 113:
domestic football to influence the
Page 114 and 115:
with a four year maximum term (Darb
Page 116 and 117:
articulated elsewhere (Sugden and T
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UEFA’s day-to-day involvement in
Page 120 and 121:
good, I think it will be a hugely s
Page 122 and 123:
diverging from those of a different
Page 124 and 125:
It is likely that these bodies will
Page 126 and 127:
The corporatisation of UEFA structu
Page 128 and 129:
Chapter 7.UEFA and the structure of
Page 130 and 131:
pressure. According to Moorhouse:
Page 132 and 133:
Either way, the primacy of the nati
Page 134 and 135:
extend beyond unpredictability. It
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iii. A two-tier Europe? Standards v
Page 138 and 139:
problem with the present system was
Page 140 and 141:
would be delighted by the demotion.
Page 142 and 143:
football, and their role in the ove
Page 144 and 145:
in European football. Does European
Page 146 and 147:
the necessary connection of the sta
Page 148 and 149:
Super Cup should have a role in dec
Page 150 and 151:
ii. A two-pillared UEFA? The nation
Page 152 and 153:
an association level so you don’t
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football they do not adequately rep
Page 156 and 157:
therefore have a greater say in cal
Page 158 and 159:
merits, there are also implicit dan
Page 160 and 161:
protect the rights of less affluent
Page 162 and 163:
elative input of the executive comm
Page 164 and 165:
levels - thus ensuring solidarity a
Page 166 and 167:
ii. Regulating the clubs: UEFA Club
Page 168 and 169:
‘European financial control commi
Page 170 and 171:
maximise the impact of this regulat
Page 172 and 173:
The growth of UEFA has posed new pr
Page 174 and 175:
Using this control of competition a
Page 176 and 177:
Appendix 2:UEFA Champions League re
Page 178 and 179:
Appendix 4:Club Competitions Commit
Page 180 and 181:
6. The UEFA secretariat shall be re
Page 182 and 183:
• to gather and exchange informat
Page 184 and 185:
BibliographyAgnew, P. (2005), ‘Dr
Page 186 and 187:
The Combined Code on Corporate Gove
Page 188 and 189:
Galaskiewicz, J. and Wasserman, S.
Page 190 and 191:
Kurth, T. (2004), ‘Message from T
Page 192 and 193:
Pierre, J. and Peters, B. G. (2000)
Page 194 and 195:
UEFA (2003c) Creating a Better Futu
Page 196 and 197:
Reding, V. (2002) ‘Sport and Tele
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