Sulaiman Al-Fahim, the prospective new owner of Portsmouth FC, has completed a period of due diligence prior to his acquisition of the club, and has also been passed by the Premier League as a person who is fit and proper enough to own a football club. However, the Premier League apparently remains concerned that Sulaiman may be acting on behalf of someone else, with many people believing that Thaksin Shinawatra could actually be the real new owner of Portsmouth (despite Thaksin having been found guilty of corruption in Thailand, thus disqualifying him from owning a Premier League club). This blog has previously addressed the issue of governance and club ownership in sport, examining why good governance matters, and why sport club owners should be fit and proper people in order to fulfil such a role. However, in the light of Portsmouth's takeover, it is worthwhile questioning the extent to which the system of governance, with particular reference to club ownership and the fit and proper person test, in the Premier League meets the following criteria laid down as being the principles of good governance:
Transparency: clarity in procedures and decision-making, particularly in resource allocation. Organisations charged with care of a public good such as sport have a particular obligation not simply to act in a fair and consistent manner but also to be seen to do so. Thus their inner workings should as far as possible be open to public scrutiny.
Accountability: sporting organisations are not only responsible to financial investors through financial reporting procedures, but also to those who invest other resources in the organisation - athletes, coaches, parents, supporters, sponsors and so on, even where that investment is largely emotional rather than material.
Democracy: access to representation in decision-making should be available to those who make up the organisation’s ‘internal constituencies’ - with for example representation on Boards of such organisations for constituencies such as players, supporters, and managers as well as owners.
Responsibility: for the sustainable development of the organisation and its sport, and stewardship of their resources and those of the community served.
Equity: in treatment of constituencies - for example gender equity in treatment of sports participants and in terms of positions within the organisation; and equity in treatment of sports participants (and employees) with disabilities.
Effectiveness: the establishing and monitoring of measures of effectiveness with measurable and attainable targets.
Efficiency: the achievement of such goals with the most efficient use of resources.
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