A Former Commissioner Takes Aim at AFL Head Office Over “Indefensible” Executive Salaries

The Australian Football League (AFL) has long prided itself on being a meritocratic institution, where talented individuals can rise through the ranks based on their abilities and contributions. However, former commissioner Colin Carter’s recent book, Ideas and Reflections: From Four Years Inside the AFL Bubble, presents a damning critique of the league’s governance and decision-making processes.

Carter’s focus is on executive salaries, which he describes as “indefensible.” He points out that an AFL CEO can earn over $3 million in a year while the best-paid player takes home less than $1 million. This staggering disparity raises questions about the priorities of the league’s leadership and highlights a deeper problem of accountability and transparency within the AFL.

As one of the “fathers of the modern AFL,” Carter has played a significant role in shaping the league’s policies and governance structures. His comments about the executive bonus scheme, which rewards executives for taking actions counter to some clubs’ interests, are particularly telling. This system creates perverse incentives, where executives prioritize short-term gains over long-term sustainability.

The AFL’s handling of relocation is another area where Carter’s critique is spot on. He notes that the current system has created a “national search for a secondary market,” highlighting the league’s failure to adapt to changing circumstances. The fact that the Hobart Stadium roof requirement was a condition of Tasmania’s licence raises questions about the AFL’s priorities and willingness to compromise on fundamental principles.

Carter also argues that AFLW player payment levels pose a significant burden for the competition, highlighting the need for greater financial sustainability within the league rather than relying on short-term fixes or handouts from the central office. He reveals that during his tenure, there was one rare instance where the commission was divided over the Carlton salary cap cheating penalties and the lenient punishment handed down.

Carter’s critique also touches on the issue of the free-to-air blank on Saturdays, which he believes could come at a long-term cost. He questions whether Gillon McLachlan’s executive blocked proposals that might have improved the game’s broadcast deal, and his warning about the dangers of an executive bonus scheme is well-timed.

The AFL must take Carter’s critique seriously and address these governance issues head-on. The league’s leadership must demonstrate a commitment to transparency, accountability, and fairness in its decision-making processes. By doing so, they can restore the public’s trust and ensure that the game continues to thrive for generations to come.

Colin Carter’s book is not just a critique of the AFL’s governance; it is also a call to action for those within the league to prioritize the interests of the game over their own self-interest. As he so eloquently puts it: “We shouldn’t have to bribe our executives.” The AFL would do well to take his words to heart and embark on a journey towards greater accountability, transparency, and fairness – not just for its leaders but also for the players, fans, and communities that make up this beloved national pastime.