If they get relegated, they suffer a pay cut.Ĭrouch proposes a crucial reform that will have major implications if it were implicated. If the team gets promoted, the players receive a pay rise. The authorities, alongside the Player Football Association, must also work together to ensure mandatory clauses on player salaries are introduced at a standard rate. Significantly, it says parachute payments need to be reformed but accepts some financial help may be required. Following on, the Review reluctantly insists that the IREF has “backstop powers” to intervene on problems that cannot be solved. First and foremost it demands the FA to scrap its formula and introduce a greater flexible method. The Review scathingly criticises the current financial distribution system in place. Additionally, the FA should change its rules and procedures to further protect club heritage. In cases where the stadium is owned by a different company, the Government is recommended to introduce new security tenure rights so that the club is not forced out at any point.
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Those that are able to vote on a controversial issue include members of the CBS, season ticket holders and someone who has attended at least one home match in the previous season. Significantly, it cannot be traded or sold, leaving the CBS with a formidable position to protect the club. The share would be given to a fan representative Community Benefit Society (CBS) and they will follow strict standards set by the regulator. The IREF licensing system will allow this to be introduced on a mandatory scale. This concept stops clubs from changing their name, location, colours, badges or joining new disputed competitions without their consent (think Super League). This is based on Brentford’s model of veto rights for fans regarding moving from or selling their stadium. The Review views clubs as irreplaceable assets to communities and it hopes to introduce a ‘Golden Share’ requiring fans to approve issues concerning the team’s heritage. The topic of meetings can vary from matchday experiences and the club’s heritage to the leadership’s vision and business plan. It is recommended the Shadow Board meets with the club’s executives at least once every quarter, and at least twice per year with the club CEO. They must have representatives from different supporter groups and there is a regular turnover of members. Shadow Boards, as suggested, must follow the IREF’s standard, range between five and 12 members and are democratically elected and consist of a Chair. Such panels will be licensed under the IREF, independent of the club and the limited size raises hopes to produce effective consultation and transparency. Therefore, Crouch believes the best option would be mandating supporter engagement, although ensuring it is balanced, through Shadow Boards. The scheme would cost billions for fans to go from 0% ownership to 51% ownership. It concluded Germany’s ’50+1′ scheme is not realistic. Fan forums, structured dialogue, a fan elected director, Shadow Boards and supporter shareholders. There are numerous ways for the club and fans to engage together that the Review identified. For example, the FA Council should not approve the FA Chair. Similarly to the clubs, the Review demands that the governing bodies continue to improve their own corporate governance, by separating interests to decision-making and “the removal of historic oddities”. This aims to improve the overall governance of football. Nevertheless, the catch is that once they enter a higher tier they must continue to comply with the requirements even if they are relegated to a league in a separate tier.
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The Football Code would have three tiers of standards, with the Premier League and Championship being in Tier A, League One and League Two in Tier B and the National League in Tier C. The Review wants to unify the football authorities so that one clear campaign can be identified and executed across the game. The regulator would scrutinise how clubs are striving towards improving their EDI.Ĭrucially, conclusions show confusion and a dilution of the important message can, or is, occurring with so many different programmes. The recommended EDI plan will follow on from the FA’s work by mandating it across the football pyramid and include the LGBT+ community, disabled people and those from lower socioeconomic backgrounds in its scheme. EDI would be inside the scope of the IREF so that the regulator can oversee whether standards and objectives are being met – and not in a way that is ‘box-ticking’.
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However, evidence shows more needs to be done.
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The FA’s “Football Leadership Diversity Code” and the growing voice of the LGBT+ are just two examples that the Review recognises as positive steps forward. English football has taken strides recently to try to improve equality, diversity and inclusion (EDI).