VISION EUROPE

“the direction and development of European football over the next decade”

Nyon, April 2005

 TABLE OF CONTENTS
1. INTRODUCTION..................................................................................................4
1.1 Definition ......................................................................................................4
1.2 Rationale ......................................................................................................4
1.3 Structure of this document ...........................................................................5
1.4 Timescale and process ................................................................................5
1.5 Guidance for the reader ...............................................................................6
1.6 Main sources ................................................................................................6
2. PURPOSE............................................................................................................7
3 VISION .................................................................................................................8
3.1 UEFA’s vision ...............................................................................................8
3.1.1 The world and the football world...........................................................8
3.1.2 European football – governance and structure.....................................9
3.1.3 On-field issues and competitions..........................................................9
3.1.4 Off-field issues and key stakeholders.................................................10
4. PHILOSOPHY....................................................................................................11
4.1 UEFA’s philosophy .....................................................................................11
4.1.1 The world............................................................................................11
4.1.2 The football world ...............................................................................11
4.1.3 European football – governance and structure...................................12
4.1.4 UEFA as an institution ........................................................................12
4.1.5 On-field issues and competitions........................................................13
4.1.6 Off-field issues and key stakeholders.................................................13
5. HISTORY AND KEY TRENDS ..........................................................................15
5.1 UEFA’s creation and its traditional tasks ....................................................15
5.1.1 Why was UEFA created? ...................................................................15
5.1.2 Why is UEFA located in Switzerland? ................................................15
5.1.3 Why did UEFA adopt the legal form that it did?..................................16
5.1.4 What activities has UEFA traditionally undertaken? ...........................16
5.2 Key changes and trends.............................................................................17
5.2.1 Geopolitical developments .................................................................17
5.2.2 Social changes ...................................................................................17
5.2.3 Facilities..............................................................................................18
5.2.4 Change in values from sporting to financial/commercial values .........18
5.2.5 Change in structure, ownership/control and objectives of professional
football clubs .......................................................................................18
5.2.6 Increase in revenue ............................................................................19
5.2.7 Development of professionalism ........................................................19
5.2.8 Legal decisions...................................................................................19
5.2.9 Erosion of the solidarity principle........................................................20
5.2.10 Development of new technologies......................................................20
5.2.11 Player/Agent power ............................................................................21
5.2.12 Financial polarisation..........................................................................22
5.2.13 Shift in power from national associations to leagues to big clubs ......22
5.2.14 Development of and changes to UEFA competitions .........................23
5.2.15 Political intervention and co-operation................................................23
5.2.16 Conclusions ........................................................................................24
6 STRATEGIC OPTIONS .....................................................................................27
6.1 European football .......................................................................................27
6.1.1 Overall purpose and structure of UEFA..............................................27
6.1.2 Division of tasks between UEFA and the member associations:
grassroots and amateur football .........................................................27
6.1.3 Structural link between the different levels of football ........................27
 6.1.4 Increasing the levels of democracy, transparency, capability and
capacity of UEFA and its member associations..................................28
6.1.5 Approach towards stakeholder groups ...............................................29
6.1.6 Political intervention in football ...........................................................31
6.1.7 Approach towards financial issues .....................................................31
6.2 Europe and world football...........................................................................32
6.2.1 Structure between FIFA and the confederations ................................32
6.2.2 Division of tasks between FIFA and confederations...........................33
6.3 UEFA and the other confederations ...........................................................33
6.3.1 UEFA’s relationship with the other confederations .............................33

VISION EUROPE 3/34

1. INTRODUCTION

1.1 Definition
“VISION EUROPE” is the title given to UEFA’s Strategy, as approved by the UEFA
Congress in Tallinn, Estonia, on 21 April 2005. For the purposes of this process,
“strategy” (“strategic”, etc.) is defined as:
“the direction and development of European football over the next decade”.

1.2 Rationale
• Although UEFA has always had a strategy, it was never formalised in one
place in writing. The UEFA Statutes are relatively unspecific in nature and
therefore do not constitute a strategy on their own. This sometimes lead to
confusion and different interpretations.
• All professional modern institutions require a formalised written strategy. In
our case, we also needed to define – in writing – our position vis-à-vis (i) the
football family, (ii) external stakeholders and (iii) society in general.
• In 1999, UEFA commissioned a large consultancy company to conduct a
thorough and critical audit of the manner in which UEFA functioned, both at
committee level and in the administration. The project produced a
comprehensive report with recommendations (delivered in 2000) and was
known as F.O.R.C.E.
• The F.O.R.C.E. Project created a framework for the modernisation of UEFA,
and, whilst standing on its own merits, this strategy document also
encapsulates the logical next step of the realisation of F.O.R.C.E. The link to
F.O.R.C.E. is described below:
“UEFA’s redesign was guided by a list of seven concrete organisational principles.
The organisational principles are grouped in two parts: principles A to E deal with
redesigning UEFA’s operational entities. Principles F and G refer to the redesign of
UEFA’s governing bodies: Congress, the Executive Committee and the Presidential
Board. Redefining UEFA’s model of governance should result in a clearer separation
of supervision and guidance from implementation. F: Executive Committee to be
elected on the basis of expertise and management credentials, responsible for
strategy and control. G: Representative voice of top leagues and clubs in the
governing and consultative bodies of UEFA.”
• Therefore, the purpose of this exercise is to create a document that will
clearly and concisely summarise the strategy in writing. This document will
become a living document, being updated constantly for the changing
environment – but any fundamental changes would require a Congress or
Executive Committee approval.
• The proposed strategy was submitted to the 2005 Congress and approved
unanimously. Therefore, all sections – Purpose, Vision, Philosophy, History
and Key Trends, and the Strategic Options selected – are binding (on all
UEFA organs).
• It also provides a framework for UEFA to put into place implementation plans
that will then be coordinated underneath the overall strategy. This is
illustrated in Graphic 1 below. This process, and document, deals with the
Corporate level – or Organisational level – strategy and not Operational level
questions of implementation.

VISION EUROPE 4/34

 Graphic 1: UEFA: Corporate Level vs. Operational Level

Vision
This
document Corporate level
deals with
this level Key
Strategy
trends;
History Philosophy Purpose

Values;
This Competencies
Organisation; Research;
Resources
Planning Analysis
document does Behaviour
not deal with
this level Operational level

1.3 Structure of this document

This document follows a simple structure containing five parts, as follows –
Purpose>Vision>Philosophy>History and Key Trends >Strategic Options –
and as summarised below:

Purpose Why are we here? What is the raison d’être of UEFA?

Vision What is the ideal world according to UEFA? – “if we could start
with a blank sheet of paper”
Philosophy What does UEFA stand for? What does UEFA believe in? What
are our cultural values?
History and Key Why was UEFA created and what were its traditional tasks?
Trends What are the key trends, threats and problems that are shaping
European football?
Strategic What are key options available for each strategic issue?
Options

1.4 Timescale and process

The timeline for VISION EUROPE was:
1. mid-January 2005: proposals submitted by the President and CEO to the
UEFA Executive Committee (hereafter “ExCo”);
2. ExCo Strategy meeting and plenary meeting: February 2005;
3. early/mid-March 2005: proposals amended by the ExCo and submitted to the
UEFA member associations;
4. April 2005: proposals amended by UEFA members and presented to
Congress for decision. Congress unanimously approves VISION EUROPE.
Subsequent steps:
5. UEFA to adjust/define implementation plans to fit under the one overall
strategy. This document must be a living document, updated constantly.
6. Implementation – making it come alive and turning the words into actions in
order to achieve our vision.

VISION EUROPE 5/34

1.5 Guidance for the reader
• There is a section for “Definitions” at the end of this document to ensure
consistent usage of terminology throughout.
• Readers are encouraged to read with an open mind, since the document
raises ideas.
• In general terms, the tables and graphics are used to express ideas –
therefore this document is not a reference document of data.
• UEFA is a complex organisation, operating in a complex environment with a
complex stakeholder map. Therefore, within this document, the content, ideas
and structure are complex. For this reason, the point of a certain part of the
content may not be immediately evident and may require further
elaboration/explanation.
• One key matter to define was the role of the different stakeholders in
European football and the division of tasks between them. This document
outlines some ideas in this respect. One further key matter was to define how
much of UEFA’s focus should be on which part of the pyramid.
• In the event of any discrepancy in interpretation between the official
languages of UEFA in the wording of this document, the English version shall
be authoritative.
• Terms referring to natural persons are applicable to both genders, unless it is
self-evident from the context that this is not the case.

1.6 Main sources

The main sources of this draft are as follows:
• UEFA President and CEO; ExCo strategy meetings and ExCo documents;
ExCo discussions and meetings over recent years; Directors’ strategy
meetings and documents; UEFA Administration, publications, analysis and
documents; Project F.O.R.C.E.; external publications, documents and
thinking (contained in separate list).
• No management consultants or other external costs have been incurred
during this project.

VISION EUROPE 6/34

2. PURPOSE

In addition to what is contained in the UEFA Statutes, the purpose of UEFA is

articulated in the Mission Statement. This is a short statement that every UEFA
person should know by heart, and it summarises:
- Why are we here?
- What is the raison d’être of UEFA?
The UEFA Mission Statement is listed below. Consideration should be given to
whether it should be formally incorporated into the Statutes.

UEFA’s core mission is to promote, protect and develop European football at every level of
the game, to promote the principles of unity and solidarity, and to deal with all questions
relating to European football.
UEFA is an association of associations based on representative democracy, and is the
governing body of European football. Football is the priority in everything that we do.

Working closely with our member associations and with the different stakeholders of
European football, we aim to:
• Organise successful competitions for professional, youth, women’s and amateur football.
• Increase access and participation, without discrimination on grounds of gender, religion
or race, and support growth in the grassroots of the game.
• Achieve commercial success and sound finances without distorting the sporting qualities
of our competitions.
• Use UEFA’s revenues to support re-investment and re-distribution in the game in
accordance with the principle of solidarity between all levels and areas of sport.
• Target specific aid and assistance to help member associations with the greatest need.
• Promote positive sporting values, including fair play and anti-racism, as well as safe and
secure match environments.
• Run an anti-doping programme aiming at preserving the ethics of sport, safeguarding the
players’ health and ensuring equal chances for all competitors.
• Act as a representative voice for the European football family.
• Ensure a coherent approach to decision-makers and opinion-formers on issues of
relevance to European football.
• Maintain good relations with the other continental football confederations and FIFA.
• Ensure that the needs of the different stakeholders are properly reflected in UEFA’s
thinking.
These aims should be pursued with an approach based on democracy, solidarity, fairness,
transparency, accountability, entrepreneurship, professionalism, pride, and respect for the
many stakeholders within European football.
UEFA’s staff and officials personify UEFA in public by their high standards and by their
conduct. We are aware of the example that we have to set; this requires not only
competence and knowledge, but also an awareness of how we should use the funds that
are entrusted to us. All representatives of UEFA also have to show integrity and, not least, a
passion for football.
UEFA’s goal is to provide leadership but also top-quality services for our members and all
stakeholders.
In UEFA we aim to lead, to serve, to continuously improve in all areas and to be ahead in
everything that we do.
In all that we do we care about football.

VISION EUROPE 7/34

3 VISION

• This section outlines where UEFA would like to be if it could start from a blank
sheet of paper. It does not mean that any of these points are necessarily
achievable in the short-term, or even medium-term, future. On the other hand
some of these points may already have been achieved, either partially or fully.
• We live in the real world but we should be honest and open about our vision
of where we would like to be in an ideal world. Before EURO 2004, what
would people have said of Greece’s vision of becoming Champions of Europe
in 2004? Many would have laughed – but they made their vision a reality, like
the Danish surprise in 1992.
• It is impossible to plan for, or foresee, every eventuality. It is also impossible
to guarantee the way that even the short-term future will pan out. That is why
it is important for UEFA to have a vision not to lose sight of – something that
will remain the same regardless of short-term events or sudden changes – “a
beacon in the distance”.
• The environment is too complicated, and events are too random, to be able to
plan exactly how we will fulfil our purpose and achieve our vision and the
strategic options that are selected – more important is a common belief and
conviction that we will reach them.

3.1 UEFA’s vision

3.1.1 The world and the football world

In an ideal world there would be …
• A united football family – when football is united we can achieve extraordinary
things.
• A world where, in the eyes of everyone both inside and outside the football
family, football represents integrity, sportsmanship and loyalty – in
accordance with the principles of fair play.
• A football world where football is priority number one, football drives
development, and football sets the agenda.
• A football world where UEFA deals with all questions relating to European
football.
• A football world where UEFA is the governing body of European football and
speaks for the whole of European football.
• A world where the social, educational and cultural benefits of football and
sport are fully utilised and fully appreciated.
• A world where football acts as a democratic showcase – where people,
through the democratic football structures, organise themselves, actively
participate in organised society and run their own lives.
• A stronger than ever unbroken thread which runs through the whole of
football from the most unknown player to the best player in the world – the
magic of football.
• A stronger than ever football pyramid.
• A modernised global football structure based on the principles of the pyramid
and subsidiarity.
• A world where football coexists and works together with other sports for the
common good.

VISION EUROPE 8/34

3.1.2 European football – governance and structure
In an ideal world there would be …
• Solidarity – not charity – at all levels.
• UEFA shaping and driving the debates and issues at European level based
on football priorities – setting the agenda in accordance with the needs of
football.
• A modern, efficient system of governance for all the UEFA organs in
accordance with best practice.
• A European football world where UEFA plays the role of educator and is the
central point for channelling best practice between members – UEFA would
teach the teachers.
• A European football world where UEFA is a central point to act as preserver
of the legacy of European football – and its memory.
• Global acceptance – formal or otherwise – by the different parties involved in
professional football in Europe regarding the global issues: calendar,
ownership and commercialisation of competitions and rights, release of
players for national teams and other key issues.
• Representative, clean, transparent democracies operating at all levels of the
football family, leading to self-regulation within football – FIFA, UEFA,
member associations and their components would be sufficiently democratic,
transparent and well-organised to avoid any form of external political
intervention.
• A future legal environment and sports-law jurisprudence shaped by UEFA
and the values of European football, leading to legal certainty and full judicial
recognition of the autonomy of sports structures and the specificity of sport.
• Full understanding by all key stakeholders about why the European football
structures are the way they are.
• Empowered national football associations in control of football in their country
– promoting, regulating, managing, organising and developing football at all
levels – and retaining control over key sporting areas such as refereeing and
match schedules.

3.1.3 On-field issues and competitions

In an ideal world there would be …
• Everyone taking part in organised sport or physical activity – keeping fit,
becoming happier, learning and passing on the values of sport and so
building a better society.
• A world where every child in Europe grows up playing sport – sport would be
in every school curriculum across Europe, and all children would be
encouraged to play football.
• A world where everyone in Europe has access to facilities for playing football
• A world where everyone in Europe has the opportunity to watch attractive live
football in safe and modern facilities in their locality or region.
• Competitions which achieve higher and higher levels of football quality.
• Secure competitions that can continue to fund the development needs of
European football into the future, through UEFA and the member
associations.
• Higher and higher levels of education and training at all ages and levels,
including a strong link between professional players and their training club(s).
• A full understanding of the Laws of the Game by players, coaches, match
officials, the media, the football public and all other relevant individuals.

VISION EUROPE 9/34

 • A fixed international match calendar, and a balance between national team
and club football that would be accepted as a just and equitable balance by
all parties.
• Professional players proving to be ideal role models.
• A framework guaranteeing optimal mental and physical conditions for the
players.
• Associations controlling and managing all levels of refereeing.
• Refereeing of such good quality and a prevailing sporting culture and
mentality leading stakeholders to accept that mistakes are part of the game.
• Full respect for all match officials at all levels.
• No shortage of referees or assistant referees.
• Women’s football of optimal quality and accepted on its merits.
• As many women playing and watching football as men.

3.1.4 Off-field issues and key stakeholders

In an ideal world there would be …
• Full understanding by UEFA of the different needs, views and wishes of the
different stakeholder groups.
• UEFA setting even higher benchmarks in the organisation and
commercialisation of its rights and competitions.
• Central selling of core rights on all levels – thus ensuring solidarity at source –
and distribution mechanisms which guarantee an equitable distribution of
wealth.
• An ongoing, growing, increasing legacy to Europe from UEFA and the
European football structures – new facilities, new investment each and every
year to those most in need, in accordance with football-driven Assistance
Programmes.
• A sport clean from corruption at all levels.
• A sport clean from doping at all levels.
• Financial stability, especially in the professional game.
• Properly-functioning systems of player registration and movement at global,
European and national levels, recognising fundamental principles such as
stability of and respect for contracts, training compensation, sporting integrity
of competitions, protection of minors and solidarity.
• Intermediaries and advisors in professional football who are properly
regulated, act ethically and do not distort sporting values.
• All clubs legally structured and governed in ways that prioritise sporting
objectives above financial and other objectives.
• All clubs controlled and run by their members – e.g. supporters – according to
democratic principles.
• A supporter culture which, whilst passionate, rejects violence, hatred and
discrimination of all kinds, and incorporates fair play and respect for
opponents and others.
• Trade unions of employees which are properly representative, democratic,
professionally and ethically led and run, prioritising football and the long-term
and overall health of the sport.
• No multiple control of clubs playing in, or qualifying for, the same
competitions.
• Mutual respect and solidarity between associations, leagues, clubs and
players at all levels of the pyramid.

VISION EUROPE 10/34

4. PHILOSOPHY

This section describes what UEFA stands for, what UEFA believes in and what our
cultural values are. If all UEFA people adhere to this philosophy, then we can
achieve our vision.

4.1 UEFA’s philosophy

• Football is UEFA’s raison d’être
• UEFA is an association of associations based on representative democracy
• The football family must remain united

4.1.1 The world

• Football should be a good citizen within society and the political world.
• To the rest of the world, football should stand for integrity, sportsmanship and
loyalty – in accordance with the principles of fair play.
• Football is a sport first and foremost and football is UEFA’s priority in
everything that we do.
• Ultimately football is a force for good – it should make people happy!
• As a team sport, football’s – and UEFA’s – values include teamwork,
integration, solidarity, and individual self-sacrifice for the common good.
• Football is entertainment, it is educational, it is part of European culture, it
keeps people healthy and fit, it is a valuable activity for society.
• Football can have an important role to play as a democratic showcase by
helping people, through the democratic football structures, to organise
themselves and participate in organised society – football should be open to
everyone at all levels.
• Football is able to work in different legal contexts as long as the autonomy of
the football movement and its structures are respected.

4.1.2 The football world

• UEFA should “deal with all questions relating to European football” – as
stated in the current UEFA Statutes.
• European football is structured as a pyramid and, as with any pyramid, a
strong base is the only way to ensure a strong apex.
• Within football, one specific part – elite and professional football – is not only
a sport but also a business, but sporting and ethical values should always be
preserved and prioritised.
• Elite, professional, semi-professional and amateur football are inextricably
linked through the pyramid, and each level supports the other levels.
• There is a magic thread running through the whole of football, from the most
unknown player to the best player in the world – this link and chain should
never be broken since it is a key component of the magic of football.
• Clubs releasing players to national teams is a form of solidarity that has
existed since the creation of football – this is UEFA’s main source of funding
for grassroots football in Europe and must be protected.
• UEFA speaks for the whole of European football.
• Money is never an end in itself – it is always a means to an end. In UEFA’s
case this means achieving our vision and fulfilling our purpose.
• UEFA must always strive to keep the football family together.

VISION EUROPE 11/34

4.1.3 European football – governance and structure
• UEFA is an association of associations based on representative democracy
where the congress is the supreme controlling organ of UEFA.
• Representative democracy is based on one member one vote and where the
regional association represents football as a whole in that region, the national
association represents football as a whole in that country, UEFA represents
European football as a whole, and FIFA represents the global football family.
• Within the European football pyramid, the individual is the basic cell –
individuals are members of clubs which are members of associations which
are members of UEFA, with FIFA on top governing the global issues.
• As an association of associations, UEFA’s philosophy is one of subsidiarity,
delegation, and empowerment of the national football associations –
federalism rather than centralism.
• UEFA believes in, and has a responsibility for, developing not only itself but
also its members – their competences and capabilities.
• One member one vote is a founding principle of UEFA, whilst the reality must
also effectively reflect the range of membership and the weight and
contribution of the different stakeholders.
• Separation of powers is an important principle for the effective functioning of
UEFA – therefore the Organs for the Administration of Justice are
independent from the legislative and executive organs of UEFA, and the line
between the Executive Committee and the Administration is also clear and
distinct.
• Specific aid and assistance should help member associations with the
greatest need.
• UEFA believes that the football structures should be constructed, as much as
possible, with properly functioning, clean democracies including consultative
structures open to all key stakeholders.
• In order for the football family to justify both its autonomy and the specificity of
sport, and to maintain our legitimacy as governing bodies, we need properly
functioning clean democracies with transparent principles.
• UEFA and national associations have a natural position of power when it
comes to regulating football – this power must not be abused.
• UEFA also has a unique position with regards to being the exclusive
organiser of the official European football club competitions – this was always
the case historically and it is only by virtue of this fact that UEFA can
effectively regulate European football.
• Solidarity at all levels, but it is important to distinguish between solidarity and
charity – there is a big difference. UEFA has a central role in ensuring the
essential solidarity between the various levels of sporting practice which co-
exist – from recreational to top-level sport.

4.1.4 UEFA as an institution

• UEFA is an association of associations and will stay that way for the
foreseeable future.
• UEFA belongs to its members, not the other way around.
• UEFA is proactive not reactive. UEFA aims to shape and drive the debates
and issues – to set the agenda.
• The style of UEFA is to lead, be authoritative with gravitas, be understated,
discreet, tactful, respectful and its people do not indulge in self-promotion.
• UEFA does not make judgements based on who people are or what people
say but rather on what people do.
• UEFA is non-political and non-religious.

VISION EUROPE 12/34

 • UEFA is straight, incorruptible, transparent and aims to lead by example.
Transparency is one of the key tools to avoid corruption. UEFA has never
been accused of corruption and is proud of this fact.
• UEFA operates with a modern governance structure where there is a clear
separation between policy and execution, and the UEFA President has a
leadership role in accordance with the Statutes (Article 26).
• UEFA’s position, power and success have been built on this modern structure
of good governance which separates policy from execution.
• In order to work as efficiently as possible UEFA operates according to a
principle of delegated power, with checks and balances to make sure that
decisions are always taken in a proper way.
• UEFA exists to lead, to serve, to continuously improve in all areas, and to be
ahead and set the benchmark in everything that it does, therefore always
reducing the attractiveness of alternatives whilst simultaneously locking
knowledge inside UEFA.
• UEFA and the national associations are organisations that have a mixed
political and commercial structure.

4.1.5 On-field issues and competitions

• UEFA believes that promotion and relegation is an essential and intrinsic part
of the European football pyramid.
• As a principle, qualification for competitions should be based on sporting
merit.
• Maintaining a degree of competitive balance in competitions is, in general, a
positive aspect but, by definition, there can never be 100% competitive
balance within a pyramid system – UEFA uses sports rules to create fair
competition on the field of play.
• The average overall quality of the competition is more important than the
peak – the peak sets the standard to which the others aspire.
• The overall number of quality players, coaches, referees and others
determines the quality of the competition.
• UEFA competitions are both an end in themselves as well as a means to an
end – all UEFA competitions are development competitions.
• UEFA club competitions are built on top of the national competitions whereby
the national competitions constitute the core competitions for clubs.
• European football is currently based on a system of domestic competitions
and European competitions.
• “Less is more”: for example, players should play a maximum number of
competitive matches per season.

4.1.6 Off-field issues and key stakeholders

• No aspects of the financial pie can be looked at in isolation – the whole pie
must be considered as a whole.
• Central not individual exploitation of core rights – thus ensuring solidarity at
source – and distribution mechanisms which guarantee an equitable
distribution of wealth.
• Whilst maximising our revenue, sporting values must always be preserved.
• UEFA never tries to turn the clock back but looks to the future.
• UEFA strives to develop and improve relations with all stakeholders on a
continuous basis.
• By creating and managing effective structures for consultation and
communication, UEFA aims to fully understand the different needs, views and
wishes of the different stakeholder groups.

VISION EUROPE 13/34

 • Through constantly developing and improving our understanding of, and
relationship with, key stakeholders, UEFA can start to build a common
interest and common values so that the current democratic system functions
better and is less vulnerable.

VISION EUROPE 14/34

5. HISTORY AND KEY TRENDS

This section aims to answer two key questions:

1. to clarify why UEFA was created and its traditional tasks; and
2. to identify the key trends that have shaped – and are shaping – UEFA’s
history and development, including threats and problems for the future.

It is important that all UEFA people agree on a common history, because it is only by
sharing a common understanding of the past that we can understand the present and
plan for the future. It is also important that there is a common agreement on the key
trends, threats and problems affecting European football.

5.1 UEFA’s creation and its traditional tasks

A short summary of the history of UEFA can be made by answering four key
questions:
• Why was UEFA created?
• Why is UEFA based in Switzerland?
• Why did UEFA adopt the legal form that it did?
• What activities has UEFA traditionally undertaken?

5.1.1 Why was UEFA created?

“Since the first March 1955 our ExCo has held three meetings … Its main concern
has been the founding of a European Club Cup.” (Report on the Activities of UEFA
1954-1955).
• UEFA was created by the European national football associations as an
association of associations based on representative democracy.
• The first main reason for UEFA’s creation was to organise competitions for
national teams and clubs in Europe – the latter following proposals from clubs
and the idea and plan of the French newspaper L’Equipe.
• This involvement with club football is an important distinguishing feature
between the confederations and FIFA. UEFA now has 50 years’ experience
of organising international club competitions annually, including some which
are considered to be global benchmarks in sport.
• FIFA expressly stated at the outset that it must be UEFA which ran the club
competitions in Europe: “… the ExCo of the F.I.F.A. declared that this
competition could only take place if it was directly organised by the European
Union [UEFA]” FIFA, on the other hand, organises the number one global
sporting event – the quadrennial FIFA World Cup Finals for national teams.
• Therefore, from the very first day there has been a need for a continual direct
dialogue and contact between UEFA and the clubs. It is for this reason that
the creation of the European Club Forum was a natural evolution in the
relationship between UEFA and the clubs playing in UEFA competitions.
• The second main reason for the creation of UEFA was to counteract Europe’s
declining influence within FIFA.
• The third main reason was to provide a focal point for a united European
football movement.

5.1.2 Why is UEFA located in Switzerland?

• After early beginnings in Paris, UEFA moved to Switzerland in 1960.
Switzerland was, and still is, a neutral and politically stable country. The
context of the Cold War also made Switzerland more attractive, acting as it
did as a kind of safe haven of neutrality between the two developing blocs of

VISION EUROPE 15/34

 East and West. The Council of Europe was still very young, and so
Strasbourg was not a logical location. The European Community, as it was
then, still had a very limited number of members, and so Brussels was not a
logical location either.
• Furthermore, there were legal advantages to setting up in Switzerland. Under
the Swiss Civil Code, an Association enjoys both a large degree of flexibility
that is not available under other legal frameworks and favourable fiscal
conditions.
• Therefore, Switzerland was a natural place for UEFA to settle. Many other
International Non-Governmental Organisations are also based in Switzerland
for similar reasons.

5.1.3 Why did UEFA adopt the legal form that it did?
• UEFA is a non-profit-making association in accordance with the Swiss Civil
Code. According to the UEFA Statutes, UEFA “shall be a society entered in
the register of companies under the terms of Art. 60 et seq. of the Swiss Civil
Code.”
• This form provides sports associations such as UEFA with a large degree of
flexibility and autonomy for managing their own affairs.

5.1.4 What activities has UEFA traditionally undertaken?

The main activities that UEFA has traditionally undertaken include:
• promoting, protecting and developing football in Europe – both on and off the
field – through effective rules and regulation;
• owning and managing the European national team final rounds and the club
competitions;
• solidarity – distribution of wealth;
• commercialisation of rights;
• dealing with European player transfers and other disputes between members;
• representing the whole of European football within the global football family;
• representing the global football family at the level of the European political
institutions;
• acting as the “locomotive” of world football by taking the initiative and leading
on specific issues – for example, by developing the first international match
calendar in the 1990s.

• UEFA’s primary role has always been to promote, protect and develop
European football at every level of the game and to promote the principles of
unity and solidarity. This has happened both on and off the field – for
example, UEFA has traditionally protected the game on the field and
improved its quality through severe disciplinary sanctions and ensuring the
autonomy of match officials. UEFA has also been strongly involved in
developing the quality of refereeing.
• UEFA has commercialised rights from the beginning. Following the
spectacular growth in TV and other income over the last 10-15 years, this has
allowed UEFA to start to fulfil its primary role much more effectively.
• Dealing with European player transfers was not one of the original purposes
of UEFA’s creation because there were very few international transfers until
the latter part of the 20th century. From 1979 and through the 1980s until
1995 (Bosman), UEFA dealt with international transfer disputes and operated
a well-functioning arbitration system. FIFA accepted that UEFA operated this
system in Europe, but since 1995 the system has been operated in Europe by
FIFA.

VISION EUROPE 16/34

5.2 Key changes and trends
• Fifteen key trends/changes have been identified as shaping UEFA’s
evolution. These are listed below. The majority of these changes/trends affect
all levels of football – for example, elite, professional, semi-professional and
amateur football. Others may primarily affect only one area – like professional
football for example. Some can be seen as positive, some as negative, some
as both positive and negative, and some as neither.
• The practical purpose of listing these key changes/trends is two-fold. Firstly, it
is to agree on the history in terms of what has been important in UEFA’s
development.
• Secondly, it is to establish a list of the root causes of so many of the other
effects and phenomena that we can witness in European football – especially
the problems and threats. We will always be forced to deal with symptoms,
but if possible we should address the causes – so that the symptoms are
reduced.
• Therefore, if we can identify a list of the root causes of problems and threats –
then we can try to address them. This is also the difference between being
proactive and reactive. Being proactive is finding the real root causes of
phenomena and dealing with them – being reactive is reacting to their
symptoms and effects.

5.2.1 Geopolitical developments

There have been notable developments, including the following:
• significant expansion of UEFA membership, especially in the period between
the mid 1980s and mid 1990s, due principally to the changes in the former
USSR, Yugoslavia and Czechoslovakia;
• the development of the European Union.
Both of the above two developments have had a significant impact on European
football – impacting on many of the other key trends listed. For example, the
expansion of UEFA membership has led to the restructuring of UEFA competitions.
The development of the European Union has led to an increasing number of legal
decisions.

5.2.2 Social changes

European society has changed quite radically in the last 50 years. In particular, the
following trends can be observed as having impacted on European football:
• an increase in both the material wealth – in absolute terms – of the European
population, and an increase in materialist and consumerist outlook;
• a polarisation of wealth, in absolute terms, between people in different parts
of Europe, meaning, for example, that Western consumers have much higher
disposable income that, in turn, can result in increased revenue for football in
that region;
• an increase in alternative leisure pursuits – for example: computer games;
• whilst many Europeans suffered from poor diet in the 1950s and even after
that, in some countries the problem has now become the opposite – for
example: obesity, unhealthy eating and sedentary lifestyles;
• ageing populations – for example: low birth rates in many UEFA member
countries;
• new means of transport, notably the development of the motor car, but also
largely increased air traffic;
• atomisation of society – people becoming more individualistic;
• time pressure – people have more options for how to spend leisure time;

VISION EUROPE 17/34

 • violence, hooliganism, racism and different types of anti-social behaviour
throughout society;
• mutations and evolutions of sport in reaction to societal trends; for example,
sports changing their rules in accordance with the wishes of TV/sponsors (in
football the growth of futsal and beach football can be observed in this
category) – other activities have appeared which blend sport with adventure;
• the growth of women’s and girls’ football has been very significant over recent
years and looks set to continue.

5.2.3 Facilities
Several key developments have taken place over time. These include the following:
• widespread construction of municipal facilities or, conversely, the depletion of
public resources – for example through sale of school or municipal sports
facilities or the disappearance of state support in some former communist
countries;
• a series of disasters and other problems at football grounds over time,
including significant loss of life;
• increase in safety, comfort and facilities at football stadiums for professional
football matches – notably the achievement of fence-free stadiums by UEFA;
• increase in knowledge and good practice as regards ensuring security at
professional football matches;
• widespread development in some countries of modern, more comfortable,
stadiums for professional football matches – often including corporate
hospitality facilities;
• significant increase in the quality of both natural and artificial turf;
• decrease in playing spaces for many people, especially children, in an
increasingly urbanised Europe – in other parts of Europe, space may not be
the problem but rather a lack of resources;
• large-scale funding projects organised by the international football bodies like
FIFA and UEFA with the HatTrick, Goal, FAP, EEAB and Kiosk projects. Such
projects have funded national association HQs, training centres and other
facilities and projects.

5.2.4 Change in values from sporting to financial/commercial values

• This change affects every aspect of European football. It has been happening
over a long period of time and reflects the development of society in general.
There are various economic, political, sociological and other explanations
behind this trend.
• The manifestations – or effects – of this trend are numerous and are covered
elsewhere in this document. Nevertheless, the principle effect of this trend is
that, gradually, sporting and ethical values are being eroded under increasing
commercial/financial pressures.

5.2.5 Change in structure, ownership/control and objectives of professional

football clubs
• This is an area that is closely linked to the change in values, and both are
partly causing the other.
• In many countries, professional clubs have changed from the non-profit-
making association form to a limited company (in England in the 1890s, in
Italy in the 1960s, in Spain in the early 1990s, etc.) sometimes followed by a
stock-market listing. Such changes were often made for good reasons for
those imposing the decision, but not always with good results for football.

VISION EUROPE 18/34

 • The proportion of owners in football looking primarily for financial returns has
increased.

5.2.6 Increase in revenue

• There has been a massive increase in revenue coming into European football
– both in absolute and relative terms. This increase has been especially
noticeable since the 1980s. The causes have been various but are
fundamentally linked to factors such as:
- development of new technologies – principally TV, which then developed
into advertising-funded TV and then pay-TV;
- realisation by media companies that sport, and football in particular,
represents “killer content” that is fundamental for their existence;
- deregulation and privatisation of the former state TV monopolies;
- growth of the European economy as a whole;
- increase in disposable income available to people in Europe;
- increase in leisure time available to people;
- professional and specialised organisational administration within
professional clubs;
- globalisation and the interest of new regions, such as Asia, in European
football;
- better football and better facilities;
- increased emphasis and spending on forms of marketing;
- underlying social factors and sociological phenomena.
• This increase in revenue has occurred at both national and international
levels and has had a massive effect on football – both good and bad. Good
because, for example, it funds many new projects and development
programmes; bad because, for example, paradoxically, the increases in
revenue are perhaps the biggest cause of financial problems in the
professional club game.

5.2.7 Development of professionalism

• Professionalism has developed in many countries only recently.
• The development of professionalism has meant that quality football – as a
form of entertainment – is now available in far more locations/communities
than before. It has also meant that the sport has been able to reach new
levels of technical quality.
• Other effects of the development of professionalism include the development
of an international player transfer market, which previously did not exist.

5.2.8 Legal decisions

• There have been a series of important legal and regulatory decisions affecting
European football, many of which have been due to the development of the
EU.
• These legal decisions have been taking place at both national and
international level. Key decisions at national level include, especially:
- individual, rather than central, selling of commercial rights; and
- enforcing the conversion of sporting associations into limited companies.
Such evolutions have significant effects not only at national level but also at
international level.
• At a European – and often that means EU – level, key milestones and events
in this trend include the following:
- Walrave (1973) – sport as an economic activity
- EU: Single European Act (1986)

VISION EUROPE 19/34

 - Television without Frontiers Directive – listed events (first adopted in
1989)
- EU: Single European Market (1992)
- Bosman (1995) – transfer compensation and nationality restrictions
- Lehtonen (2000) – transfer deadlines
- Deliège (2000) – national teams
- Nice Declaration (2001) – following the Amsterdam Declaration (1997)
and the Helsinki Report on Sport (1999)
- Transfers settlement – various aspects of the transfer system such as
contractual stability and player training (2001)
- UCL agreement (2002) – recognition of the legality of centralised
marketing of rights
• Many other decisions or cases such as Balog, Malaja, Mouscron, ENIC,
disputes over Article 48 – blocked hours – and others have had a huge
impact.
• There is increasingly less respect amongst stakeholders for the decisions of
their sports bodies, and a tendency to challenge decisions in civil courts.
• The decisions at EU level have also helped shape a form of developing
jurisprudence for sport. This is helping to provide a legal certainty, and a
judicial recognition of both the specificity of sport and the autonomy of sports
bodies that was missing in the past. In addition, the CAS was created, and
UEFA adhered in 1997.
• There is a reference to sport in the proposed new EU Treaty, but how this
would be interpreted and used in practice remains to be seen.
• In order to shape and develop the further evolution of sports law into the
future, UEFA would have to lead the debate on several issues, including the
following: club licensing, rights protection, image rights, trademarks,
insurance, player registration and transfer issues, disciplinary matters.

5.2.9 Erosion of the solidarity principle

• This trend has seen the various solidarity mechanisms under attack and, in
some countries, virtually disappearing altogether.
• At UEFA level, solidarity is still strong because of the strength of UEFA, but
the trend has also arrived at UEFA’s door – where, for example, elite clubs
are currently asking for money for the release of players to national teams.
• At national level, the solidarity mechanisms in many countries have been
slowly eroding over the years under pressure from some of the other trends
highlighted. Originally, national associations normally exerted control over
most rights, but then professional leagues were formed in many countries.
These leagues started to take control of the commercialisation of rights and
this has often meant that traditional solidarity mechanisms in favour of
amateur football have been lost.
• In some countries, national regulators or legal bodies have taken decisions to
allow individual – rather than central – commercialisation of rights such as TV
rights. This often severely damages solidarity – both financially and morally.

5.2.10 Development of new technologies

• The growth of TV has been the single most important commercial factor in the
development of European football.
• In addition to its role as a supplier of revenue, TV has also played a very large
role as a marketing and communications tool for football – a tool which
remains somewhat unexploited by football.

VISION EUROPE 20/34

 • At first, sports fought to stay off TV, whereas, now, having started to
understand its power, smaller sports pay in order to be shown. Football is one
of the few sports that is fortunate enough to be on the other side of the divide
– TV needs football, albeit elite football, more than football needs TV in this
sense. Football also delivers a non-typical demographic for TV, which is
attractive to advertisers – young males with high disposable income.
• TV, when combined with on-field performance, has also proved to be the
main tool for developing the popularity of football teams nationally and
internationally – brand-building in a different terminology.
• TV revenue has also radically altered the economy of European football,
principally over the last 10-15 years. Historically, since professional football
appeared in Europe the main revenue stream in football for professional clubs
in Western Europe was always ticket revenue, at 90%+. Over the last 10-15
years this has changed and now the European football economy is based
around national TV markets.
• Therefore, the revenue of the clubs and, to a lesser degree, the member
associations, in the big TV markets is currently heavily orientated towards TV
revenue, whereas clubs or member associations located outside large TV
markets derive a much lower absolute and relative amount of their revenue
from TV.
• The power of TV is immense and has shaped the sporting environment in
many ways that are not directly financial, including:
- affecting participation levels;
- focusing on decisions of match officials;
- putting the game as a whole in a positive – or a negative – light; and
- changing whole competition structures as well as, on a more detailed
level, kick-off times and other traditions.
• We must now pose the question – is there too much football on TV for the
health of football?
• What is currently termed as new media has evolved over the last decade and,
whilst currently not constituting high amounts of absolute revenue, has started
to change the shape of the media and rights environment of football.
• There is an evolving trend, which should continue into the foreseeable future,
where it is the moving image – not the distribution channel – which is the key
question regarding rights.

5.2.11 Player/Agent power

• In all professional sports, sports economists have proved beyond doubt that
player salaries rise and fall in relation to revenue, or expected revenue, but
there can still be major problems if the relationship between revenue and
player salaries is not effectively linked. Player salaries are the single biggest
cost in professional football.
• In recent years the amount of bargaining power held by players – both
collectively and individually – has risen significantly. Legal decisions such as
Bosman have proved a catalyst, but so has the increase in revenue. This has
encouraged many agents, advisors and lawyers to attach themselves to
players and clubs. This area has been more or less unregulated in European
football to date, despite the existence of regulations. Vast sums of money
have been effectively “lost” to football.
• In addition to being represented by agents, players in some countries are also
sometimes members of trades unions. The rise of player unions, and their
international association of associations – FIFPro – has had an impact in
several areas, notably the transfer system.

VISION EUROPE 21/34

 • Despite the rise of power of players and their representatives, there is still a
long way to go towards the level of power they hold in US sports and in some
sports in the Southern hemisphere. In such sports, collective bargaining
agreements (CBAs) made as a result of social dialogue between players and
teams have been powerful tools for regulating the sport. However, whilst
CBAs do exist on national level in some European countries, labour law is
principally a national affair in Europe and so this has not translated to
European level.
• Historically, football has had some unjustified restrictive practices towards
players and this may still persist even in some parts of Europe.
• Now there is a truly international market for professional players, and players
have a great deal of freedom of movement. This international market does not
match the national market for revenue (of associations and clubs) and this
causes financial instability.

5.2.12 Financial polarisation

• This trend is not unique to football and has been occurring in society in
general. In simplistic terms the trend can be summarised by table 1 below:

Table 1: Financial polarisation in European football

Absolute terms Relative terms

Rich getting richer? Yes Yes
Poor getting poorer? No Yes
Note: for the purposes of this table, we define “rich” as “high-earning” and “poor” as “low-
earning”.

• The result of such polarisation is that, for example, competitions may be

affected by those teams receiving higher revenue having an increasingly
higher chance of winning as the gap grows ever bigger.
• This financial polarisation has been exacerbated by legal decisions such as
Bosman and by other trends such as the shift in power from associations to
leagues to clubs.

5.2.13 Shift in power from national associations to leagues to big clubs

• There has been a shift in power from national associations to leagues to big
clubs.
• The reasons for this shift are many, but include the following:
- the objectives and the stakeholders that leagues, but especially clubs,
need to satisfy are far fewer and so decision-making is quicker and
responsibilities fewer;
- because associations are part political part commercial entities – this can
lead to political appointments within the administration. All things being
equal, this leads to poorer performance by the administration when
compared with purely commercial bodies;
- other trends listed in this section such as the change in structure,
ownership/control and objectives of professional clubs and the rise of
professionalism.
• As a consequence of this shift, first the leagues said that the associations did
not represent them, and then, in turn, the big clubs said that the leagues did
not represent them. These changes have meant that UEFA’s consultation
structures have had to be radically and swiftly updated.
• Once the clubs had formed leagues, a natural need arose for UEFA to create
and maintain a direct contact – for example, when co-ordinating schedules for

VISION EUROPE 22/34

 domestic and international club competitions in those countries where the
association had delegated this task to the league. Another area requiring
direct contact between UEFA and the leagues is that of employment issues –
where the leagues normally represent the employers. Therefore, a
Memorandum of Understanding was signed with the major professional
leagues in 1998 to govern this relationship.
• Subsequently, the European Club Forum was also created as a consultation
and relationship structure for those clubs participating most frequently in the
European club competitions – with membership of the forum based on
objective, democratic, sporting, transparent, non-elitist criteria.
• Therefore, UEFA has had to evolve into a situation where there is a direct
relationship with these particular club groupings – and such direct contact
may also need to be made with other important stakeholder groups, such as
player unions or supporter groups. In both the case of the clubs and that of
the leagues, such direct contact was only formalised at the end of the 1990s.

5.2.14 Development of and changes to UEFA competitions

• Linked to the increase in revenue mentioned above, UEFA has been able to
introduce a whole range of development competitions, although UEFA has
run youth competitions since the beginning. Most of these tournaments would
not be possible without funding support from UEFA – of all the tournaments
that UEFA runs, only two generate surpluses, while another two or three
break even. The rest require subsidies from other UEFA activities.
• At the other end of the scale, the two main revenue-generating competitions
are the EURO and the UCL. The development of the EURO has proved vital
since it has become the main source of funding from UEFA to the member
associations and therefore to grassroots football. It grew significantly as a
tournament in the 1960s and 1970s, before doubling in size from 8 to 16
teams in 1996 following the expansion of UEFA membership.
• As regards club competitions, following the difficult introduction of the away-
goal rule and fixed kick-off times in the late 1960s, the main club competitions
were fairly stable right through to the early 1990s, when there was a
significant change when the European Champion Clubs’ Cup became the
UCL, incorporating a league format.
• Subsequently, another change was made in 1997, when more than one team
per country was allowed to participate – although this had always been the
case in the UEFA Cup – and after that a higher proportion of teams from the
largest countries have been allowed to compete since 1999.
• These changes to the club competitions have had big effects – generating
revenue for the benefit of all of European football on the one side, whilst
changing the nature of Europe’s premier club competitions on the other side.
• UEFA has come to command much of its regulatory power by virtue of being
owner-manager of the main European club competitions. This is because one
fundamental change has occurred as regards the club competitions. In 1955
the European Champion Clubs Cup was an end in itself – a tool to define and
decide a European Club Champion every year. In 2005 the UCL is not only
an end in itself but has also evolved as a means to an end – because it now
not only determines the European Club Champion but it also ensures
solidarity as well as promoting, financing and protecting European football.

5.2.15 Political intervention and co-operation

• There has been a significant trend for the State to intervene in the
associational life of football. This has occurred mainly at national level, but
this trend can also be observed internationally, notably in the EU/EEA area.

VISION EUROPE 23/34

 • This intervention takes many forms but ranges from, at one end, simple
exertion of pressure to, at the other end, issuance of laws which prescribe
even the make-up of the congress and executive committee of member
associations – in direct contravention of FIFA and UEFA Statutes.
• Often, such intervention takes place because of a malfunction of the football
system in that country. If the football system in that country were a properly
functioning, clean democracy respecting certain principles, then the chances
of such intervention would be greatly reduced.
• There have also been many cases of football and the political authorities
working hand in hand.

5.2.16 Conclusions
• Perhaps the most striking point about the above list is that several of the
points are strongly related. The events/trends that we can identify rarely have
a single cause and are often also the cause of other trends. It therefore
becomes difficult to separate cause from effect.
• What this means is that there are not single isolated trends or events – there
is in fact a global picture. Graphic 2 below attempts to illustrate this global
picture.

VISION EUROPE 24/34

Graphic 2: Key trends in European football: global picture (illustrative)

VISION EUROPE 25/34

 • The initial main conclusion from Graphic 2 is the complexity of the situation.
What this complexity means in practice for UEFA’s strategy is that we could
try and isolate specific trends and address them – especially the ones that
can be classified as problems, or threats, for European football. But how can
we address an individual problem if it has several causes? And, similarly, how
can we address an individual cause if it, in turn, has several causes? This
leads to the conclusion that, if there is a global picture, it will require global
solutions.

The previous four sections have dealt with critical areas for the future of European
football and UEFA. Based on the preceding sections, the next section details
strategic options which are open to UEFA over the coming decade.

VISION EUROPE 26/34

6 STRATEGIC OPTIONS

Three main areas are outlined below, containing a total of eleven strategic issues
that were not explicitly covered already in the previous sections. For each key issue,
the Executive Committee and Chief Executive developed a preferred option to
recommend to Congress, subsequently approved, for the top-level strategic direction
of UEFA and European football over the next ten years, in accordance with – and in
addition to – the agreed Purpose, Vision, Philosophy, and History and Key Trends.

6.1 European football

It is a founding assumption that UEFA is an association of associations based on
representative democracy.

6.1.1 Overall purpose and structure of UEFA

Selected option: UEFA should remain an association of associations. There are
several main consequences of that, most of which are covered elsewhere. One
significant consequence to highlight however is that the Executive Committee of
UEFA should remain composed solely of national associations.

Rationale: National associations are the owners of UEFA and therefore the decision-
making bodies should reflect that. Nevertheless, other stakeholder and interest
groups must be involved in the decision-making and/or consultative process, and
consequently UEFA must develop effective structures and relationships with such
groups.

6.1.2 Division of tasks between UEFA and the member associations:

grassroots and amateur football
Selected option: UEFA should expand its co-ordinating and monitoring role, but the
majority of tasks in this area should continue be fulfilled by the national associations.

Rationale: National associations are in the best position to define their own needs
and strategies regarding access and participation at grassroots/amateur level,
depending on their own situation and context. In addition, UEFA does not have the
sufficient headcount to divert significant resources to an increase in direct UEFA
activity in amateur and grassroots football.

There may be areas – mini-pitches for example – where UEFA is able, or required, to
take direct action in this area on a Europe-wide level. However, in general UEFA’s
role should be a supportive role – one of an indirect, but proactive, facilitator of action
by the national associations, for example through:
• Best practice: gathering and disseminating best practice and project ideas
from and between members, for example by elaborating charters and
conventions in different areas (coaching, children’s football, refereeing, etc.);
• Education: for example in the area of coaching, by “training the trainers”;
• Financing: through the revenues generated by the top UEFA competitions;
• Lobbying: for example with political bodies; and
• Control and monitoring: for example through follow-ups on how successful
different funding projects, such as HatTrick, have been.

6.1.3 Structural link between the different levels of football

Selected option: UEFA and European football should continue with all levels of
football – elite, professional, semi-professional and amateur – bound together as part

VISION EUROPE 27/34

of the same pyramidal structure. There should be no franchising and no
encroachment on the fundamental principle of a link from top to bottom of the
pyramid.

Rationale: The US model is appropriate in the US context, whereas in Europe sports

federations have a central role in ensuring the essential solidarity between the
various levels of sporting practice, from recreational to top-level sport. This is not
only financial solidarity, but also sporting, moral, structural and other forms of
solidarity. In order to most effectively achieve this essential solidarity, the pyramid
must stay united. The two different models are illustrated in Graphic 3 below.

Graphic 3: Difference between European & US models of sport (illustrative)

European model US model

6.1.4 Increasing the levels of democracy, transparency, capability and

capacity of UEFA and its member associations
Selected option: Implement the Top Executive Programme as the first main step in
achieving this. Then evaluate the Programme on completion before taking further
steps. Examine and implement other ways to increase and enhance the democratic
and transparent principles and also the capabilities and power of member
associations.

In addition to the Top Executive Programme, UEFA and the member associations
must take, and are taking, several actions concurrently – implementing projects and
taking steps to enhance the capabilities and power of both UEFA and the member
associations. These include the following areas, some of which are examined in
more detail elsewhere:
• Best practice: UEFA acting as facilitator and disseminator for spread of best
practice amongst member associations – the Top Executive Programme is
the first main step in achieving this;
• Education: educating both internal and external stakeholders about the
football structures, but also raising standards within the football family – for
example via the HatTrick Education programme;
• Sports rules: which can be used to implement solidarity between and within
associations and clubs;
• Regulation: such as the UEFA Club Licensing system, which can reinforce
the regulatory capabilities of associations and improve football overall;
• Increasing transparency, accountability, absence of corruption, democracy
and solidarity at all levels of the pyramid;
• Continuously understanding, educating and communicating with all
stakeholders – and creating and developing consultation and dialogue
structures with all key stakeholders to ensure that their input is fully

VISION EUROPE 28/34

 understood and incorporated into decision-making process (see separate
section below);
• Rights: a proper control and degree of certainty over the rights that UEFA and
its members own and control;
• Research, analysis and planning; and
• Always being ahead, always being first, always leading by example, and
setting the benchmark in as many areas as possible.

Rationale: UEFA – and the overall football system – will only be as strong as the
national associations who make it up. Therefore, the functioning of the system at all
levels of the pyramid should be improved on a continuous basis.

There is pressure from both inside and outside the football family for some member
associations to modernise and be more efficient – and for many it is also considered
a necessity.

There is also the trend of a shift in power away from national associations as has
already been observed. This is illustrated, in simple terms, in Graphic 4 below.

Graphic 4: Changes in power distribution (illustrative)

Power
Big clubs

Leagues

National Associations

Time

6.1.5 Approach towards stakeholder groups

Selected option: Dialogue, not defence – UEFA should continue updating and
modernising the football family structures and relationships in order to incorporate the
views of key specific stakeholder groups into UEFA thinking and decision-making.

Rationale: As a principle, a better relationship with key stakeholders, and a better

understanding of their views, makes it easier to communicate, easier to educate and
leads to better decision-making. It also leads to greater support for the current
structures in times of difficulty or tension.

The current overall football system, and all the benefits that it brings when it functions
effectively, can only survive into the long-term future if it evolves and updates its
structures to take into account new realities. That does not mean that founding
assumptions or key principles – remaining an association of associations for example
– need be compromised or need to change, but it does mean that structures,
activities and relationships at all levels need to continuously improve.

VISION EUROPE 29/34

Graphic 5 below illustrates UEFA’s stakeholders. By illustrating their proximity to
UEFA itself, the map also partly reflects the priorities – with the exception of the
European Union which currently occupies a position closer to the centre.

Graphic 5: UEFA’s stakeholders

UEFA
President
Executive Committee
CEO
Committees Admini-
& Panels stra-
tion

In recent years there has been an evolution towards a modernisation of the

European football family structures. This has happened in at least three ways:
1. internally to UEFA: with the implementation of Project FORCE UEFA has
been able to operate with a much faster decision-making process. This is
because of a clearer separation of policy and execution, and also because of
structural changes. For example, the committees and panels have important
advisory roles to the CEO, as well as acting as an important interface for the
national associations with the UEFA Executive Committee and
Administration. These internal structural changes mean that UEFA is now
much more flexible and responsive to stakeholders and the changing
environment.
2. externally to UEFA within the football family: with formalised relationships
being developed with such key stakeholder groups as the leagues, the clubs
playing in UEFA competitions and player representatives.
3. externally to UEFA outside the football family: for example via the much-
improved relationship with the EU institutions, notably through the work
conducted with the European Commission to reach agreements regarding the
transfer principles and the central selling of rights, but also via the opening of
the EU representative office and the increase in activities in that area.
Although currently the waters in European football appear calm, it is sure that major
challenges lay ahead – some identified in the previous sections of this report and
some no doubt unidentified. There may be some form of breakaway challenge to the
current structures in future, although UEFA is constantly working to reduce its
likelihood.

Therefore, the football family structures need to continue evolving in order to stay
one step ahead of the changing environment and possible events.

VISION EUROPE 30/34

6.1.6 Political intervention in football
Selected option: UEFA and the member associations to work towards full
independence and autonomy for the football family. A formal policy should also be
elaborated in order to:
• ensure members are treated in the same way;
• identify certain types of political intervention/influence as clearly prohibited;
• identify other types of intervention/influence to be treated on a case by case
basis, taking into account the request of the member association concerned;
• ensure that any actions are well co-ordinated with FIFA; and
• to recognise that the political authorities also play an important role as a
partner in supporting European sport/football.

Rationale: It is important that all members are treated in the same way when cases of
political intervention occur.

In addition to the above actions, the adoption of standard statutes by member

associations should assist the situation, as should increased transparency,
accountability, absence of corruption, democracy and solidarity as discussed
elsewhere.

6.1.7 Approach towards financial issues

Selected option: Develop global solutions to the different questions relating to
finance, funding and distributions in European football.

Rationale: As a general approach it can be stated that:

• UEFA has an obligation to take specific measures regarding wealth in
European football, to:
- avoid instability and
- avoid polarisation
• Separate decisions cannot be made for individual parts of the overall picture –
global solutions are needed;
• The pressure from clubs and leagues for more financial resources will not
disappear;
• UEFA must proactively seek global solutions to the issues of rights ownership
and control, and to increase UEFA control over its own rights and products;
and
• UEFA’s role is to safeguard financial solidarity within European football.

The evolution of UEFA’s sources of income are illustrated in Graphic 6 below.

VISION EUROPE 31/34

Graphic 6: UEFA sources of income since 1990

2'000 60%
CHF (Millions)

1'800
50%
1'600

1'400
40%
1'200

1'000 30%

800
20%
600

400
10%
200

0 0%

0
90

91

4
th

00
/9

/9

/9

/9

/9

/9

/9

/0

/0

/0

/0
m
19

19

92

93

94

95

96

97

98

00

01

02

03
/2
/7

99
19

19

19

19

19

19

19

20

20

20

20
92

19
19

Other Revenue Levies UCL EURO Levies in % of Rev.

6.2 Europe and world football

6.2.1 Structure between FIFA and the confederations

Selected option: For UEFA to develop the co-operation with member associations,
FIFA and the other confederations in order to be able to fulfil its own statutes.

Rationale: For historical and other reasons a governance model has evolved for
world football which is illustrated in Graphic 7 below. If such a model should be
modernised then this should not happen until after a discussion between the member
associations, FIFA and the confederations.

Graphic 7: Current structure of world football

FIFA
Pres.

FIFA ExCo
Conf. Pres.
Confederation ExCo
Conf. FIFA
Congress Congress

VISION EUROPE 32/34

6.2.2 Division of tasks between FIFA and confederations
Selected option: The division of competences between FIFA and UEFA/the
confederations should be evaluated with a view to defining more clearly the different
tasks and competences, and allocating them so that the tasks are completed in the
most efficient way for football.

Rationale: Within Europe, there are many areas that work well currently, and there
are also areas where there is duplication of activities or inefficiencies.

Graphic 8 below illustrates these activities in Europe, using some specific examples,
mainly in the area of elite and professional football.

Graphic 8: Activities in management of elite/professional football in Europe

FIFA UEFA
Referees
Player Club
N.A. political competitions
transfers matters
Agents Match agents Club
licencing
National Team Cross-border Coaching
competitions
qualifiers
Clubs & National Team
Calendar Leagues qualifiers

It is time to think whether European solutions are always best for the rest of the
world, and perhaps different solutions in different confederations would be better for
the development of world football.

6.3 UEFA and the other confederations

6.3.1 UEFA’s relationship with the other confederations

Selected option: UEFA should co-operate, learn and exchange experiences in a
proactive way. The long-standing co-operation with CONMEBOL should be
continued, the Meridian Project with CAF should be revised and enhanced, and the
development collaboration with Asia should also continue.

As a principle:
• UEFA co-operation is available on the request of other confederations;
• Europe needs to learn from new experiences; and
• Best practices should be spread between the confederations – for example,
to avoid European mistakes being made elsewhere.

Rationale: The world is becoming a smaller place, new sporting and commercial
structures and strengths are appearing, players from all over the world are playing in
Europe, and European club matches are increasingly popular outside of Europe.

VISION EUROPE 33/34

DEFINITIONS

Words such as “Mission”, “Vision” and “Strategy” tend to have different meanings for different
people. The “Definitions” section is to ensure that everyone has the same understanding of
the terminology used in this document.

Consideration should be given to whether any of the definitions below – for example “football”
and/or “Association football” – should be formally incorporated into the Statutes.

Association football – “the game controlled by FIFA and organised in accordance with the
Laws of the Game” (FIFA Statutes, 2004) and as distinct from “Rugby football”.
CAS – Court of Arbitration for Sport, Lausanne, Switzerland
CBA – Collective Bargaining Agreement, normally made between representatives of
employers and employees and an outcome of such “social dialogue”
Council of Europe – based in Strasbourg, created in 1950, 47 members. NB: this is a
separate institution to the EU. [Link]
EEAB – Eastern European Assistance Bureau set up by UEFA in 1994.
EURO – UEFA European Football Championship, formerly “European Nations Cup”
European Commission – based in Brussels, the executive of the European Union.
[Link]
European Council – the 25 member states of the EU. [Link]
EU – European Union, comprising its different arms such as the European Parliament,
European Commission and the European Court of Justice. [Link]
FAP – Financial Assistance Programme of FIFA.
Football – all kinds of football accepted or organised by Associations who are members of
FIFA and the confederations, including Association football
F.O.R.C.E. – “Football Organisation Redesign for the next Century in Europe” (project which
modernised UEFA’s organisational structures, delivered in 2000)
Grassroots – includes youth football
HatTrick – UEFA Assistance Programme which assists UEFA member associations on
specific projects using revenue generated by the EURO.
Philosophy – What does UEFA stand for? What does UEFA believe in? What are our
cultural values?
Purpose – Why are we here? What is the raison d’être of UEFA?
Semi-professional – “non-amateur”, or the vast mass of football in Europe which fits
somewhere between professional and amateur. Definitions of “professional” and “amateur”
vary from country to country, sometimes according to the legal framework.
Stakeholders – “those individuals or groups who depend on the organisation to fulfil their
own goals and on whom, in turn, the organisation depends”
Strategy (strategic) – for the purposes of this project, “strategy” is defined as: “the direction
and development of European football over the next decade”
Top Executive Programme (TEP) – modular programme with the aim of ensuring that
initiative and control of European football remains with the member organisations.
UEFA – the entire institution i.e. all organs as defined in the current Statutes, not only the
UEFA Executive Committee and/or the UEFA Administration
UCL – UEFA Champions League
Vision – “Desired future state: the aspiration of the organisation” . The ideal world according
to UEFA – if we could start with a blank sheet of paper.

VISION EUROPE 34/34