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In need of a FIFA revolution

Even at the risk of being utterly, utterly naive: If nothing else works, can we not resort to a revolution against FIFA?

I am not into football. I am not a constitutional expert either, but the stench of an un-elected, non-governmental entity behaving like an unpleasant government, its citizens being the funds it is gathering, is difficult to ignore. So, can’t we try this?

1) Set up a new pot for funds, into which the membership moneys, which I assume are needed to manage footballing competitions, can eventually be paid into.

2) Figure out termination rights and periods under the FIFA association statutes.

3) Through protests in each member country, encourage the leaving of the association. [Sponsors may follow.]

4) Find funder for the interim / have plan for lack of funds.

5) Check for any potential breaches of the existing statutes of the FIFA association and whether there is any basis for applications to freeze funds. [Include individuals in those applications?]

6) Frozen assets could form the basis of a negotiation to transfer assets across to the new pot and structure.

7) Find long-term governance structure for new body. Should sporting and financial decision making competencies be separated? Should the leadership be swapped on a 6 months basis? Should the leadership be made out of three finance officials from different countries? Should all decision-making and money moves be public? [What "commercially sensitive" arguments would be made against this?] Should the audit body be swapped frequently, so that no FIFA-type cemented ties can grow? In addition to the financial transparency, can the new structure have a proper goal to move towards a sporting community that is equally open to men and women and addresses any kind of discrimination.



Marianne Klausberger is an English lawyer specialising in Compliance topics within German-speaking regions. During her career in private practice in London she focused on dispute resolution and company investigations in, as memories of snow storm, broken air con and varying passport offices tell her, drastically different locations, and gathered experience presenting evidence to the authorities in Washington. After moving in-house, she spent almost three years leading the development of Compliance methodologies in a global chemicals and pharmaceuticals company. She continues to work with companies on such topics on a freelance basis. Approaches to designing the company’s Compliance ‘foundation’ differ widely, yet the hurdles encountered in the implementation show similar patterns. Looking at such obstacles soon becomes the focus of a project. The know-how on FCPA, UK Bribery Act, etc might be there, but it needs to be carried into the organisation; or, wants to be grasped in German, when authorities in the UK or the US may seem far away. A realistic approach remains important to her, – as her t-shirt says: “[I am] easily influenced”, and – probably – so are most of us.

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