Football has long been a highly entertaining sport in the Maldives, with sports clubs playing a crucial role in fostering athletic development. Before 2010, football matches regularly drew an average of 2,000 spectators. During the 1990s, the National Football Stadium in Malé, which could accommodate up to 11,000 spectators, consistently hosted full crowds for both international and domestic finals. Clubs relied on revenue from ticket sales, distributed by the government, to fund their operations. Authorities had plans to make the clubs financially sustainable, especially when expenses were 95% lower than they are today. One such plan involved giving the shopping line built on the Majeedhee Magu side of the stadium to clubs to generate revenue. The old stadium, built in 1987 with a loan to be repaid through gate receipts, saw contributions from these clubs. Unfortunately, today most matches are held in empty stadiums, and clubs are grappling with financial challenges, despite government grants that fail to account for the decline in public support.

Most people have their own opinions, and each government has its strategies to address the decline in public support for football tournaments. Perspectives shared in public forums and writings include the rising popularity of futsal, political activities overshadowing football development, poor management by the Football Association of Maldives (FAM), and clubs not paying players adequately. I have a different take on this issue. I believe that socio-political changes since 2008 have shifted the government’s priorities away from football development. Football’s progress has not kept pace with the rapid changes in public life, leaving us far behind where we were a decade ago. To move forward, we first need to regularize club administrations, and secondly, we need properly planned tournaments that can attract supporters and enable clubs to manage their teams effectively throughout the season.

FINANCIAL AND ADMINISTRATIONS OF THE SPORTING CLUBS

Examining the premier football clubs across Europe, such as Real Madrid (founded in 1902), Liverpool (established in 1892), Bayern Munich (dating back to 1900), and Barcelona FC (established in 1899), reveals institutions that have flourished for over a century. Similarly, within our region, clubs like Mohun Bagan of India, tracing its roots to 1889, Saunders Sports Club of Sri Lanka, established in 1918, and Karachi Port Trust (KPT) Football Club of Pakistan, with origins dating back to 1887, have sustained their prominence. These clubs continue to dominate in their respective nations.

In the Maldives, Victory Sports Club emerged in 1971, followed by New Radiant Sports Club in 1978, and Club Valencia in 1979. While these clubs enjoyed esteemed positions until 2018, they have encountered challenges in maintaining their status since then. This situation prompts us to reflect on why these century-old clubs have persevered while our clubs, established in the 1970s, are facing setbacks.

A pivotal aspect of sustainable development for a sporting club involves creating revenue streams to ensure economic viability. The longevity of a club hinges on sound administrative practices, such as meticulous financial record-keeping and membership recruitment drives. Established clubs like Victory, New Radiant, and Club Valencia, which were formally registered in the 1970s, thrived when these practices were effectively implemented but experienced declines due to lapses in governance. Similarly, in the 1990s, Huriyya from Huraa Island enjoyed a period of prominence, producing international players and clinching numerous championships, yet encountered a similar downfall. These clubs initially relied on the dedication of their founding members, but their fortunes waned after these influential figures retired.

Hence, it is evident that to sustain clubs effectively, responsible governance is crucial. Authorities must uphold standards for the financial and administrative management of sporting clubs, ensuring their viability, and paving the way for a brighter sporting future.

Every government discusses its plans in public forums, and there are legal frameworks for monitoring and correcting sporting clubs. The Sports Act 30/2015, Article 6(a), states that the Commissioner of Sports is the guardian of sporting clubs and associations, responsible for overseeing these entities and ensuring they comply with the regulations and standards set forth by the National Sports Commission. Additionally, Article 8 of the law outlines specific duties for the Commissioner, including reviewing the financial and administrative matters of the clubs and advising on corrective measures.

Governments allocate millions of MVR from the state budget to sporting clubs, particularly football teams, and it is their duty to request precise financial reports outlining previous expenditures. However, it appears that they often overlook these statements. According to existing legal requirements, each club must submit an annual report and audited financial statements to the commissioner annually. However, it seems that authorities are only seeking these reports at the year’s end and are not actively reviewing and advising clubs on any identified issues.

Hence, it becomes evident that there exist legal responsibilities to oversee and uphold club administrations on behalf of their members, and it’s apparent that clubs are deteriorating due to the state’s failure to fulfill these obligations responsibly. As a result, both the state and the sports commissioner must adhere to legal obligations and assume the responsibility of overseeing club administrations through monitoring and guidance. Authorities could establish standards for financial accounting practices within clubs, directly overseen by the office of the sports commissioner, or introduce standardized accounting formats and documentation for clubs to maintain their financial records and prepare reports.

To be continued……………

(This writing will continue in addressing specific issues stemming from both positive and negative past events, as well as reflections on club administration and tournament organization.)