FFA CEO James Johnson: “We have many challenges in front of us as a sport”

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James Johnson FFA CEO

Is James Johnson the trailblazer Australian football needs?

When James Johnson, the FFA CEO, attended his first press conference in mid January, he could never have predicted the enormous challenges facing Australian football.

Significantly, he was the first CEO in the history of the FFA to have a football background, having played for Brisbane Strikers at youth and senior level in the NSL and also being an original member of Les Scheinflug’s Joey’s squad of 1999 which performed so gallantly to reach the final in New Zealand before succumbing in a penalty shootout to the mighty Brazil.

In late March, mainly due to the impact of COVID-19, it seemed the sky was falling when 70 per cent of the FFA staff were stood down and there was extreme uncertainty about Fox Sports’ commitment to A-League coverage.

Fortunately, Johnson demonstrated all the negotiation skills he had gained in his senior roles at the PFA, Asian Football Confederation, FIFA and the City Group since 2009 to carve out a deal which ensured A-League backing from Fox for the remainder of the current season and to the end of next season.

He also played a major part in Australia and New Zealand securing the 2023 Women’s World Cup, and was the main architect behind the selection of the Starting XI and the proposed XI Principles which are designed to lead football into a new era.

Nevertheless, despite his track record and excellent credentials, Johnson has one of the toughest jobs in Australian sport as he tries to unite the stakeholders of a game which has always exhibited major political divisions.

In this interview with Roger Sleeman, James Johnson discusses all things football in his attempt to take the game to a new high in the Australian sporting landscape.

ROGER SLEEMAN
What are your views on the current state of Australian football?

JAMES JOHNSON
We have many challenges in front of us as a sport, intensified by COVID-19. These include the economics of cost and funding, as well as many football challenges, for example rankings in senior men’s national teams and not producing the same number of players competing in leading overseas Leagues. Also, our youth teams still find it hard to qualify through Asia in both the men’s and women’s game so this has to be addressed.

However, there are many opportunities, including capitalising on the large participation rate, local and global ownership, NPL clubs with an amazing history which has to be tapped into, and great products in the Matildas and the Socceroos, with the Tokyo Olympic Games, and World Cups, including one on home-soil in 2023, to look forward to.

ROGER SLEEMAN
Which of the Proposed XI Principles deserve major priority?

JAMES JOHNSON
They are all important as they include a vision, a narrative and definition of who we are. These philosophical football principles must be reinforced by commercial well-being of the game so real change can be implemented. Critically, changes in all parts of the game are required to realise the principles.

ROGER SLEEMAN
What is the state of progress in the efforts to fund the game, in light of the competitive marketplace and sponsorship dollars foregone?

JAMES JOHNSON
The traditional methods of business are broadcast, sponsorship, gate receipts and player registration fees. Undoubtedly, post COVID-19, broadcast revenues will be more difficult to obtain and sponsorship will be more competitive. Due to globalisation of the game across the world, the sponsorship funds go to bigger Leagues and clubs. Therefore, in Australia we need to look at new ways like O.T.T. and digitalisation of the game to produce more reliable revenue streams. Capital investment from the private sector and government also has to be increased.

ROGER SLEEMAN
What is being done to engage the general media in lifting the profile of the game within print, radio, television, and internet mediums?

JAMES JOHNSON
Firstly, we have to identify how our supporters are absorbing content. Our ongoing market research shows the A-League supporter is between 16-30 years of age and they are obtaining content through digital means, for example social media, especially Facebook. We have to capitalise on this further, but we shouldn’t ignore traditional and mainstream media. The Women’s World Cup can be very important in leading the transition to gain increased coverage through this medium. Also, we have to identify people in mainstream media who support our game and can influence the decision makers. In this regard, I recently met with Karl Stefanovic from the 9 Network who played youth football in Cairns and whose father played for West Ham. We have to be smart and find such people to put their hand up and make a statement for the code.

ROGER SLEEMAN
What are your plans to revamp the youth development system?

JAMES JOHNSON
In this space, there are significant challenges and it takes a long time to develop pathways. Some of our recent failures to qualify in both men and women youth tournaments must be reversed and we have to find ways to invest in youth development and pathways. Ideally, a transfer system will be an incentive for NPL and A-League clubs to focus on player development which will guarantee rewards and reinvestment in the game.

ROGER SLEEMAN
There is a distinct absence of technical players in Australia and very few playing regularly in the world’s top Leagues. What are you proposing in this area?

JAMES JOHNSON
The improvement in technical skills is a major priority for our game and we are discussing this in detail with the Starting XI. Regarding the fewer Aussie players in top Leagues, the freedom of movement of players in Europe sees more players moving across borders which increases the talent pool and can limit the opportunities for our players.

ROGER SLEEMAN
The selection of the Starting XI with former star players like Mark Viduka, Paul Okon and Mark Bosnich was an innovative step but what about former players who have achieved at the highest level in the game and in business but are not given a chance to contribute, e.g. Jack Reilly, Peter Katholos, Danny Moulis, Alan Davidson, Craig Johnston, Gary Marocchi, Glen Sterrey, Richie Williams, Manny Spanoudakis and Dave McQuire to name a few.

JAMES JOHNSON
The Starting XI is a football advisory panel and they have provided a lot of feedback already, including on the transfer system. Certainly, we have to listen to other football people to assist the game’s growth, and we are very open to doing so.

ROGER SLEEMAN
The game’s history reflects a lack of recognition for former players to be involved.
Your comment.

JAMES JOHNSON
I reiterate, it is important to draw on the expertise of former players and perfect examples are (Zvonimir) Boban and (Marco) Van Basten with FIFA and (Dejan) Savicevic at UEFA. The appointment of Mark Bresciano and Amy Duggan to the FFA Board last year was a positive move and former Socceroo and Newcastle Jets CEO, Robbie Middleby, is making a big difference at the FFA. Sarah Walsh, a former Matilda, is also a member of our senior management and works in our participation and grassroots space.

ROGER SLEEMAN
What are your thoughts on the proposed change of season from summer to winter?

JAMES JOHNSON
Obviously, the practical reason for a change is the late finish in August, rather than May this season. We have flagged the 2020/21 competition to start in December which will allow a fair time for the clubs and players to re-set and provide the opportunity for us to assess the benefits of A-League, W-League, NPL and grassroots playing simultaneously. This will also test the alignment of more grass-root supporters to become fans of senior football.

ROGER SLEEMAN
Many people believe the decision of the Board to deny the Southern Expansion an A-League license was a major mistake, particularly in light of their commitment to put down $15 million dollars on the table immediately and their Chinese backer’s intention to purchase Shark Park from Cronulla League’s club.
Your comment.

JAMES JOHNSON
I can’t comment because I wasn’t in the country at the time, but I can say, there is a solid commitment in the XI Principles for our Professional Leagues to be expanded.

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SBS reportedly secures broadcast rights for 2030 FIFA World Cup

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Image Credits: Special Broadcasting Service

Australia’s Special Broadcasting Service (SBS) has reportedly secured the Australian broadcast rights for the 2030 FIFA World Cup, allowing Australians to watch football’s biggest tournament for free.

According to the Australian Financial Review, the broadcaster finalised a deal with FIFA several months ago, although the agreement has yet to be officially announced. If confirmed, the deal would see SBS broadcast its 12th consecutive FIFA World Cup, and host its third in a row exclusively after sharing the rights in 2018 with Optus Sport.

The reported agreement follows a successful 2026 FIFA World Cup campaign for SBS. The broadcaster delivered all 104 matches live and free across SBS’s television channels and its app SBS On Demand. The tournament generated significant audience engagement, with SBS announcing 64% of Australians tuned in to their platforms during the tournament and 5.4 million watched the final of Spain against Argentina.

The 2030 FIFA World Cup is set to be jointly hosted by Morocco, Portugal and Spain, while Uruguay, Argentina and Paraguay will stage the tournament’s opening centenary matches in celebration of the competition’s 100-year anniversary. The fee agreed between FIFA and SBS is yet to be announced, but the state broadcaster paid $30 million to be the national broadcaster of the 2026 World Cup.

As FIFA explores the potential for a 64 team tournament for 2030, broadcasters will continue to battle for coverage rights. An increased number of matches will continue to increase the exposure and financial viability of showing the World Cup.

For Australian football fans, the reported deal would provide continuity in World Cup coverage. With SBS continuing its decades-long commitment to delivering the sport’s premier international competition to free-to-air audiences.

An official announcement from SBS or FIFA regarding the 2030 broadcast agreement is yet to be made.

FIFA sparks widespread backlash with private investment proposal

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Image credit: BBC Sport

In a shock announcement made on Tuesday this week, FIFA revealed plans to create a subsidiary known as FIFA Forward Enterprise (FFE) to manage commercial and event operations for major competitions, including the World Cup. FIFA promises to reinvest all benefits back into the game, but the plan is receiving widespread criticism from governing bodies and governments around the world.

 

“Unleashing” football’s commercial power

Following the huge financial success of this summer’s FIFA World Cup, FIFA President Gianni Infantino indicated plans to “unleash the commercial potential and opportunity” at FIFA’s disposal.

Indeed, it appears Infantino is wasting no time in capitalising on the tournament’s success, which generated AUD 21 billion (USD 15 billion) for FIFA.

An eye-watering number. A tournament record. And, apparently, still not enough.

Tuesday’s announcement made clear the intention to bring commercial rights under a new subsidiary, FIFA Forward Enterprise (FFE). This, according to FIFA, could generate AUD 6 billion (USD 4.2 billion) of initial capital with all net benefits going back into grassroots and infrastructure development for Member Associations (MA) through the FIFA Forward programme.

The money would be raised by selling minority stakes in FFE to private third-party investors, although FIFA has outlined that it will retain “sole control of FFE”.

The venture has a reported valuation of AUD 29 billion (USD 20 billion), prompting questions and backlash from around the world over who will actually benefit from the finances – and whether anyone should benefit at all.

 

What are critics saying?

On the surface, the principle of generating more money for MAs and investing into grassroots, coaching, women’s and youth football is a worthwhile ambition.

Currently, each MA receives AUD 11.5 million (USD 8 million) per year from FIFA Forward. FIFA affirms that, should the proposal go through, this funding would increase to AUD 29 million (USD 20 million) between 2027-2030.

However, several governing bodies, including UEFA, Concacaf and the English FA, are adamantly fighting the plans.

“This crosses a line that football’s governing institutions should never cross,” UEFA said via an official statement on social media.

“The soul and governance of football are not assets to trade especially with zero transparency as to who gains financially,” UEFA continued.

“None of us are the owners of football. It is not FIFA’s to sell.”

Concacaf also expressed deep concern over the reports, citing a distinct lack of warning and due process from FIFA prior to the announcement.

“We share the disappointment of many within our region and the game that this level of detail has been designed and shared publicly before any discussion with the relevant governance bodies and stakeholders has taken place,” Concacaf said via official statement.

“As leaders within football, we are custodians of the game. Collectively, FIFA, the Confederations and every Member Association have a responsibility to always act in the best interests of the sport.”

Further concerns also centre around the company set to lead the proposed investor group – Thrive Eternal. Founded by Joshua Kushner, the brother of US President Donald Trump’s son-in-law, Jared Kushner, Thrive Eternal’s role in the venture opens the door to potential conflicts of interests – and emboldens criticisms that Infantino’s relationship with the US President is compromising his leading role in football’s international governing body.

 

Football was never about the money

Investing into the game is vital to football’s sustained future, especially for nations without the financial power to fund it independent of football’s governing body.

Nobody will argue that supporting the entire football pyramid – from grassroots to professional, men’s and women’s, youth and para, playing and coaching – should benefit from the financial might of the sport’s elite.

And FIFA is promising such benefits for all – arriving in the form of tens of millions of dollars – and stemming from third-party investors intrigued by the commercial value of the beautiful game.

But this is exactly where the venture’s flaws start to appear.

Rhetoric about increasing football’s commercial power following the 2026 World Cup leads the governing body down a slippery slope to a sport which prioritises money over integrity, due process and the fans who uphold it week-in week-out.

Football – from its very first beginnings as a working class sport – was never about the money.

Although modern commercialisation has turned clubs into businesses and players into tradable assets, everyone within the pyramid is a custodian of the game.

The game is not a product to sell – especially by those entrusted to uphold its integrity.

 

What happens now?

FIFA stated its intentions to only proceed with the venture if it receives support from the majority of MAs. While many are already uniting in opposition to the proposal, there are national governing bodies who have vocalised their support, including the Czech FA.

UEFA, on the other hand, is set to hold an emergency meeting with its 55 members to discuss a potential boycott of future tournaments.

But with a deadline of September 19 for MAs to accept the proposal, and the promise of a payment worth AUD 57.5 million (USD 40 million) if they do, the next eight weeks will reveal the future of the game and the nature of its global governance.

FIFA’s plan, although laced with promises of investment, development and growth for all, has instead kicked off a contest to save the game’s soul – or change it forever.

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