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

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mechanisms: committees, expert panels and working groups. The standing committees ‘advise thechief executive, who may delegate certain of his duties to a committee’ and the terms of referenceare drawn up by the CEO (article 37). Similarly, the chief executive may ‘appoint expert panels forspecial duties, and working groups for special limited (in time) duties’. These bodies, along withmemorandums of understanding that UEFA has with specific groups, constitute the means throughwhich UEFA’s key internal stakeholders are consulted. The various national leagues for exampleare represented on the Professional Football Committee, the relationship managed through amemorandum of understanding between UEFA and the European Professional Football Leagues(EPFL), which is discussed further in chapter six. Similarly, the clubs participating in UEFAcompetitions are represented in the European Club Forum (ECF), an ‘expert panel’ which has thesubsequent right to elect a board, which then elects members to the club competitions committee.Representation of the players is also facilitated through the ‘Leagues and FIFPro panel’ whichconsists of representatives of UEFA, the EPFL and the international players’ union FIFPro.Whilst issues arise in the relationship between the various organs, such as congress andexecutive committee, and executive committee and administration, the key internal relationshipwithin this structure is an understanding of the relationship between the standing committees andpanels to the decision-making process. It is through the committees that the stakeholder network isintegrated into the structural processes of UEFA in addition to the expression of the views ofstakeholders through the national associations. The voices of the leagues, the clubs, the players,coaches, medics, referees and others are heard in UEFA through these particular vehicles. The mostimportant facet of this relationship is that the committees and panels are mainly consultative ratherthan decision-making despite the fact that delegation to the committees is permissible within thestatutes. The consultative nature reflects the historical development of the governance of the game,in which the national associations are empowered as the overall guardians of the game, and theleagues and the clubs with their narrower sectional interests express their views throughconsultative mechanisms rather than decision-making power.Of course, stakeholders do not just utilise the opportunities to apply pressure offered byUEFA. A complex network of governance exists in which stakeholders in European footballincreasingly interact with one another as well as with the established authorities. Whilst we can seehow stakeholders are integrated into procedures of UEFA, the reality of the environment in whichUEFA operates is an increasing dense and convoluted network of groups, individuals and interests,characterised by alliances that seek to shape the direction of football governance in specific selfinteresteddirections. This potential for new alliances between organisations, sponsors, the media,and political institutions has destabilised the governance framework of European football.According to Musso, ‘today the genuine European model of professional sport is living onborrowed time’ (Musso, 2003: 24). The transformations that have taken place in European footballand their consequences for the governance of European football are detailed in the followingsection, and will determine the extent to which this is true.18
Section 2:Chapter 3.European football in transitionThe commercialisation of European football: the pyramid under pressureThe governance of European football operates in a multi-layered, multidimensional, multiorganisationalenvironment. UEFA’s relationship within the structures of football is complexenough before one begins to consider the development of institutions and organisations operatingoutside the football framework. UEFA then could be said to operate in both an internal (‘football’)and external (‘non-football’) environment. The internal environment itself breaks down into twointerrelated but organisationally separate entities. Within the internal environment there are footballorganisations that form a part of UEFA’s governance organ, and those, such as FIFA, that whilstimpacting on UEFA, and composing a part of the internal football environment, are not formallyintegrated into the organisational structure of UEFA.The changing nature of governance in sport has meant that UEFA must negotiate a complexnetwork of stakeholder interest. The interaction of specific organisational interests both inside andoutside football, combined with social, economic, technological and political and legaldevelopments has conspired to alter the parameters of authority of the traditional governingorganisations. UEFA, like many other organisations in the sporting sphere, cannot governunilaterally, but must take into account the interests and influences of the many stakeholdersoperating in network football. Figure 2 illustrates the dense spider’s web of relationships and theinteraction, interdependence and pressures that exist between the various organisations.Figure 2: the stakeholder network of European football19
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 22 and 23: The clubs, as the common denominato
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
Page 118 and 119:
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
Page 136 and 137:
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
Page 154 and 155:
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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