The Sunday Mail
Hastings Kamanga
DESPITE a plethora of problems that have been rocking football in Zimbabwe over the last few years, the role and the composition of the Zimbabwe Football Association (ZIFA) assembly have rarely been examined.
Yet, in the context of the game’s governance, these are key to its envisaged growth.
There are generally three components to ZIFA’s structure — the assembly, commonly known as the council; the board; and sub-committees.
The assembly is a group of individuals or organisations who are affiliates of ZIFA and have been afforded voting rights by their respective associates.
Members of the assembly (councillors) have the responsibility of electing, appointing or inviting individuals to become a board member.
The board is responsible for making decisions on behalf of the assembly.
Board members are usually independent and not aligned to any member category, region or province.
It is the principal governing forum where most of the decisions are made or ratified, while sub-committees assist the board to carry out different governance functions.
The remit of sub-committees is to undertake particular functions such as coach education, disciplinary functions, financial management, et cetera.
Poor performance, lack of preparations of the Warriors and the disqualification of the Young Warriors from the COSAFA tournament, clearly demonstrate how dysfunctional all the components of ZIFA are.
The majority of the current structure (ZIFA councillors) are the very same people that removed Cuthbert Dube, went on to bring property mogul Philip Chiyangwa only to vote him out after 18 months.
These councillors then decided to elect Felton Kamambo.
Getting the right people in the administration of sport is crucial and no different to any other industry.
After all, football has become a big industry around the world.
Ad-hoc appointments need to be discouraged at all costs if Zimbabwe wants to save and develop its football.
Those who captured our football have now come to a dead end.
They are seemingly out of ideas on how to navigate around challenges brought by the coronavirus.
Those that are knowledgeable and have been alienated might probably not be willing to give a helping hand.
Governance
The words sport and governance were rarely mentioned in the same sentence — they are worlds apart.
However, this has since changed.
Governance has become an integral part of running sports organisations, be it clubs (professional and amateur) or governing bodies.
Sports organisations have not been accountable to all their stakeholders for years, as they are considered to be independent and free from Government interference.
Accountability, integrity, transparency as well as social responsibility are at the core of an underlying structure that underpins sports organisations.
Due to the coronavirus pandemic, governments now have the power to suspend organised mass sporting activities. And organisations do not have any other option, but to comply.
ZIFA needs to be reformed as it has shown that it is unable to deal with the fallout from the coronavirus.
Covid-19 presents an opportunity for governments to push for reforms in sport organisations.
Clearly, the pandemic has exposed shortcomings in the governance of local sport. While football has evolved over the years, ZIFA’s performance has not moved with the times.
It has failed to produce guidelines for a quick and safe return to football.
However, the challenges faced in 2020 have failed to generate a sense of unity and solidarity among football stakeholders.
Of great concern is the absence of proper and auditable structures.
Football from Area Zone Level to Division One is so skewed structurally to the extent that there is very little interest in their affairs.
The self-interest of oligarchs and the vocal ones are allowed to prevail at every level.
They are the ones elected into positions that form the electoral college.
And when it comes to ZIFA board elections, it becomes an opportunity for those councillors to reclaim what they spent on their own campaign trails. It is fairly easy for one to rise to the upper echelons of ZIFA while totally oblivious of the basic standard of football governance at the grassroots level. Most of them find it difficult to relinquish positions since their preoccupation is accumulating and retaining power. Our football structures are driven by selfish administrators.
Structure
Our football pyramid has also demonstrated that it is not fit for purpose. The distribution of FIFA grants caused a huge uproar and clubs are in desperate need for a bailout.
We are probably the only country in the world that has 92 teams in the top two tiers of our football. The question is: How do you create an attractive brand from such a pyramid? And how does the income generated by the top-flight filter down to other leagues?
The Premier League is a by-product of your pyramid.
The pyramid structure is crucial to the quality of players produced in that country — the better the quality of players produced, the more the interest the leagues generate, leading to good products that can be sold.
Sponsors are more willing to invest in leagues, associations or clubs that possess strong bonds with mass audiences. Development strategies or models stem from a strong football pyramid. At the base of this pyramid is grassroots football, while the national team is at the top. There is no need for four pyramids positioned side by side; it is clear that this model has failed to establish itself as an ideal marketing instrument for companies on the local market or abroad.
The Premiership and Division One affiliates generate most of their incomes from affiliation fees and gate receipts commission (20 percent).
Sponsorships are now an exchange process for companies.
They are used to support marketing and corporate objectives such as improving brand image and luring customers. Gone are the days when sponsorship was regarded as a donation and not part of marketing expense.
Corporates now need justification in the form of return on investment (ROI).
Both the congress and the board lack the wherewithal to support sport, hence the lack of investment in our football.
Who is going to do the rebooting?
Those in the football parliament (council) will probably ask: reboot what? One of the key issues that need to be addressed is that of representation of key stakeholders such as football players, coaches, youth football, grassroots football, supporters and those living with disabilities.
We currently lack leaders that can adapt to current crises, especially that of the global pandemic.
Leaders with integrity are always willing to explain and account for their actions and decisions.
It is clear that local football has proved that it is incapable of reforming itself. Nothing seems to be moving in the right direction.
ZIFA have suffered long-term damage and collapse as a result of organisational failure, and this could have been easily avoided.
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The association has been masters of creating a closed governance culture superintended by ineffective boards with limitations on skillsets and competence. Effective boards are open and ask hard questions.
What really is the incentive for anyone to serve as a ZIFA councillor, president or board member?
One is tempted to say it is purely financial. There are privileges that come with these positions than service to the game — a lot of travelling, allowances and, of course, the FIFA grants.
Therefore, any form of reform will probably have to attract some external pressure from either sponsors or the Government. The reason why ZIFA cannot reform from within is that by changing the organisational structure, it probably means councillors (from regions, provinces, clubs and areas zones) voting themselves out of a position.
This, however, is a defining moment for our football administration.
Most local football followers are pessimistic about the future in light of the current pandemic.
Local sport lags behind many industries in Covid-19 compliance and regulatory procedures.
The most important ingredient in sport is fans.
Sport organisations need to understand who the fans are, where they are from and why they are fans.
Fans are central to the commercialisation and commodification of the sport industry.
ZIFA’s mismanagement over the years has led fans, broadcasters and sponsors to lose interest and trust.
Also, ZIFA’s system does not lend itself to a proactive organisational structure. But it is critical to ask how the association has embraced technology. Meeting only twice a year in this digital era is very much antediluvian and a clear indication of lack of innovation, flexibility and willingness to try, fail and forge ahead. Technology has changed the whole meeting and conference experience.
Virtual or remote participation allows meetings to achieve broader reach and creates an engaging experience. ZIFA and all their affiliates have a poor social media presence, which make it impossible for them to engage a new generation of fans.
Charging huge amounts of affiliation fees as a way to generate revenue is not the way to go. Overall, the big question remains: Why elect people to politicise the game and not develop it?
The Premiership, regions and provinces should hold the power to elect the president and the ZIFA board.
Hastings Kamanga is a UK-based Zimbabwean who is the academy coach at AFC Rusden and Diamonds. He holds a BA Hons in Football Studies and an MA in Leadership and Management of Sport and Physical Activities from the University of Bedfordshire. Email: [email protected]
