Part 8: Whistleblowers, Media, and the Forum Club Handball Model for Governance Reform

Photo credit: Georgian Burlacu

Behind the passion of sport lies a quieter struggle: governance. This eighth part examines the role of whistleblowers—often dismissed as “troublemakers”—the importance of independent journalism, Olympic Handball Ireland’s response after Part 7 being published, and the power of collective action through the example of Forum Club Handball, a group representing Europe’s top professional handball clubs.

Culture of Silence

Across many sports, a culture of silence surrounds wrongdoing. Those who raise governance concerns are often marginalized or dismissed, while organizations may portray themselves as victims to deflect accountability. As research and whistleblower accounts reveal, threats to sporting integrity often originate from within—through officials, organizations, and individuals who ignore governance standards to maintain their influence or positions. At the same time, fear, loyalty, and self-preservation discourage those around them from speaking up, allowing misconduct to persist unchecked.

As Kim Sawyer — a long-time whistleblower advocate and honorary fellow at the University of Melbourne — explained in the 2017 newsletter The Whistle by Whistleblowers Australia, the core issue runs deeper than laws or regulations.

“Whistleblowers know they are agents of change. They are trying to change culture. They are trying to right wrongs that should be righted. They are trying to make the indifferent less indifferent. So while I have long advocated for whistleblowing legislation, I know legislation will not solve that which needs to be solved. The problem is the culture.”

Although anonymous reporting mechanisms exist, people’s willingness to use them often depends on what they value most—whether it’s maintaining their role and influence, showing loyalty, or pushing for cultural change.

Speaking Out and the Limits of Media Alone

To understand the importance of speaking out and collective action beyond anonymous reports, we interviewed Dr. Jörg Krieger — one of Europe’s leading scholars in sport governance — about global sport governance and the prospects for reform. He highlights that it is essential for members of the sport community not only to report concerns but also to actively build networks and support one another in driving meaningful reform.  

 “That's my personal opinion. You have to speak out. We can't hide. We need to create networks. We need to share the information we have with one another to create the best possible impact and to drive change. And I think that’s why it’s so important. 

I believe it’s crucial that the information we have gets out there, and that we don’t back down in the face of pressure from these sports organisations trying to silence us. Because even if it doesn’t change a specific issue or organisation at the time of speaking out, it still achieves two important things: First, it provides those who are in a position to make real change with something to build on. Second, if we are transparent and open in our constructive criticism, we can support one another and create a snowball effect—ultimately leading to meaningful change.”

However, it doesn’t stop at speaking out. Dr. Krieger also highlights an often-overlooked point: the real power to demand accountability—and to ensure that rules apply equally to everyone—lies with those inside the sport, rather than with the media.

“If you have a report on governance issues in the major media, that will be drawn to attention by those in power. And that might potentially lead to some change. And then, of course, we also have investigative journalism. But while they can report and while they can sort of point a finger to issues, that does not necessarily mean that there is any change. So, that's why I say it's sort of a loudspeaker.

But I think when it comes to actual effects on organisations to change, it has to be coming from groups or stakeholders that are actually involved in the sports or in the organisations.”

His comments echo the current situation within Irish Handball, where despite public discussions about governance issues since May 2024, meaningful reform remains difficult to achieve.

Olympic Handball Ireland’s shift toward development appears to have softened and silenced many previously critical voices, as some of those individuals have since taken on roles or opportunities within the organization.

Some athletes within the sport confirmed in June 2024 that Olympic Handball Ireland (OHI) would need to commit to resolving all issues, and that no further action was required from their side, as the issues had already been made public. However, it was not until September that a clubs’ meeting was held for clarification, during which new breaches of the constitution and regulations continued.

These developments made it clear that active engagement from clubs and athlete stakeholders was not only necessary then, but remains essential for driving lasting reform and accountability within Irish Handball. As Dr. Krieger stresses, meaningful change depends on those within the sport coming together, sharing information openly, and sustaining pressure—complementing media coverage with strong, ongoing networks of support and oversight. Without this collective commitment, governance failures risk persisting despite public awareness and formal audits.

The Role of Independent Journalism in Sport

The role of independent journalism and public media is to promote transparency, critically evaluate facts and outcomes, and hold sports organizations accountable—not simply echo narratives crafted by those who seek to showcase only success — success that is carefully framed — while hiding deeper problems. This became evident on July 3rd 2025, when a newly appointed OHI legal board member responded to Part 7 of these series by suggesting that the focus should shift away from governance concerns and instead highlight the challenges of developing handball.

While this platform has consistently published content supporting the sport since its creation in August 2023—despite ongoing personal attacks of what was written—the role of independent media is not to echo internal narratives or seek sympathy. Rather, it is to report transparently on matters of public interest, particularly how governance issues—the foundation for the sport’s development—impacts progress, especially when meaningful change appears delayed and hidden behind excuses.

In this regard, the handling of narratives in journalism was clearly articulated by a former European Handball Federation official—demonstrating that these concerns extend beyond the OHI board to reflect a broader international issue tied to the integrity of the sport. This is further underscored by the EHF attitude and responses toward Irish Handball News following the publication of governance issues and the responsibilities of both OHI and EHF. The issue at hand for these organizations is not a matter of acknowledging facts or recognizing the importance of transparency for the broader community, but rather an effort to control the narrative—deciding what should or shouldn’t be published, or how media can be excluded if it does not conform to "traditional standards".

Our independence has not been welcomed by either organization, which reflects a deeper discomfort with scrutiny. As the EHF official pointed out, many journalists speak positively about their sport because their income depends on it, and they feel a duty “to protect it.” This context helps explain the resistance to independent reporting and reinforces why transparent, investigative media remains essential—especially in environments where governance is under question.

However, it is well known that many journalists and outlets often align with the interests of those who fund or benefit them—whether for financial gain, visibility, career advancement, or privileged access. As one individual noted, advancing in their intended career path required building more connections—and, as they acknowledged, the culture often expects certain compromises along the way.

Challenges in Development and Governance Accountability

While developing handball in Ireland certainly presents challenges, these should not overshadow the importance of meeting basic governance standards. Genuine progress requires acknowledging those difficulties while ensuring that accountability and transparency remain central—especially during Sport Ireland’s public audit of compliance and improvements.

Effective development requires leadership that upholds the Constitution, complies with Irish law, and adheres to the Code of Governance—non-negotiable standards for any publicly funded national governing body. Yet Olympic Handball Ireland (OHI) continues to fall short.

It becomes particularly concerning when a National Government Body like OHI, entrusted with these responsibilities, seeks to shift attention away from its obligations and instead appeals for sympathy over how difficult compliance is. That expectation was made explicit by OHI’s own legal board member, who stated:

“Have you tried to understand why OHI has such issues/non-compliance? And maybe write an article about how difficult and time-consuming it is in Ireland to develop and make sure handball is played here.”

Such a remark doesn’t just acknowledge difficulty—it subtly shifts the narrative from responsibility to struggles, inviting empathy where accountability is required. When this framing comes from a qualified legal professional—someone entrusted with upholding compliance and ethical responsibility—it raises a serious concern. It weakens the distinction between explaining a problem and excusing it—risking the normalization of non-compliance in a system where transparency, legal responsibility, and accountability must remain non-negotiable. 

The concern is further amplified by the fact that governance breaches, persistent lack of transparency, and failure to address conflicts of interest continued even after these issues were made public and Sport Ireland initiated a formal audit. This includes the absence of genuine efforts to open key positions to new volunteers—despite repeated claims of needing support—and the continued practice of allowing individuals to hold multiple roles. It raises serious questions about how difficult it truly was to hold a presidential election, as required, rather than retaining the same individual in a co-opted president role who continued to sign papers, despite the constitution explicitly prohibiting co-option for that position. This excludes the issue of two unelected terms, as well as an interview with the 17-year president during which, after repeated questioning, he unintentionally revealed the ongoing constitutional breaches within OHI or other elections issues.

Amidst these challenges, a commonly cited explanation is the shortage of volunteers, with statements such as that of the OHI legal board member:

“Board members are volunteers, and it is not easy in Ireland to find people willing to spend their personal free time working on developing handball in Ireland."

If announcements and calls for support continue to be circulated primarily within a small circle of club management members—despite thousands of euros of public funds reportedly allocated for broader marketing and promotion—it raises a legitimate question: why has recruiting volunteers remained such a persistent challenge?

While some may see the addition of four new board members to OHI in June 2025 as an improvement in governance, this step alone does not resolve the deeper structural problems.

Suggesting that public exposure of these governance shortcomings lacks value and is a waste of “energy and time” only reinforces a familiar pattern: deflecting responsibility and blaming those who highlight the gaps, rather than addressing the underlying inaction.

What is often overlooked by some is that a genuine effort was made to attract volunteers through online ads. This initiative was prompted by the same concerns raised by one of the five clubs and echoed by the OHI legal new board member too.  As a result, within just two days, two individuals expressed interest. However, the process stopped when the leadership failed to follow up by outlining the roles available and those interested were ultimately left without communication. This shows the issue isn’t a lack of interested volunteers, but rather insufficient public announcements and use of public funds to attract them—combined with a failure to be inclusive, offer support, and welcome people, even those outside the sport.

Now, after the “governance improvements” described by Sport Ireland were made public, the platform’s role and intentions have once again come under scrutiny.

While some have recognized the value of exposing issues in the benefit of the sport, others have perceived calls for compliance as overly critical or even arrogant.

Leadership, at any level, isn’t defined solely by titles or authority—it’s reflected in the example set and the trust earned. Concern arises when those responsible for upholding standards fail to meet them, yet expect silence, loyalty, and only “safe” conversations. In such cases, it is reasonable to ask: where does the real arrogance lie?

Yet, when leadership chooses transparency and accountability, it becomes a powerful force for progress—restoring trust and uniting people around a shared commitment to the sport’s future.

But leadership doesn’t operate in isolation. The media—especially independent sports journalism—plays a vital role in supporting that accountability.

Sports news is not limited to what happens on the field or the stories of those actively competing. It also includes governance and sports politics—elements that are inseparable from the development of any sport. 

As someone within Irish Handball holding a leadership position considers the governance publications to be just a “bunch of nonsense,” “bunch of shit that doesn’t have anything to do with handball,” and says, “Don’t mix everything and anything into it and make a shit show out of it,” yet claims to love the sport and wants to see it grow in the country.

In this context, it is fair to ask: How can a sport truly develop if serious governance failures persist, and what example does that set for the clubs themselves? And how can consistent progress be achieved, skilled volunteers attracted and retained, or long-term success built when the foundations of good governance and ethical leadership are lacking?

These are not abstract concerns—the answers can be seen in the current state of Irish handball. Yet this reality is not fixed. If all stakeholders—governing bodies, clubs, media, and volunteers—work together transparently, focusing on the benefit of the entire sport rather than specific individuals, Irish Handball can turn this difficult chapter into a stronger foundation for growth.

This failure to address systemic issues has already come at a cost. Several individuals , who were once passionate contributors to Irish handball have not left the country—but they have walked away from the sport entirely. Others remain involved, but focus solely on playing, deliberately distancing themselves from governance matters.

They chose to stop dedicating their time, energy, or skills to a cause where they felt unsupported, left alone, and undermined by systemic issues. While some dismiss these examples as mere “bullshit information,” it is important to acknowledge that they come directly from individuals who have been, and in some cases still are, part of the sport.

As Dr. Jörg Krieger explains, the media can serve as “a sort of loudspeaker,” amplifying concerns and drawing attention to those in power. While this visibility can help spark awareness, real institutional change must come from within—from the stakeholders directly involved in the sport. The power to bring about reform has always been in their hands—like a handball team who decide together how to change their game plan when things aren’t working. 

Yet when governance is dismissed as irrelevant, or when raising concerns is framed as creating a spectacle, or—as one individual remarked—“When you don’t like something, you dig even deeper,” a statement used to dismiss legitimate issues as mere personal dissatisfaction rather than ethical problems, it raises a critical question: can genuine reform ever take hold in such a culture?

A Different Path: Clubs and Collective Action — The Forum Club Handball Example

While many individuals in Irish handball have been left to speak out alone about the irregularities and issues met, history shows that progress is possible when clubs act collectively. A powerful example comes from European handball.

In the years leading up to 2006, numerous European handball clubs felt excluded from decision-making processes—prompting the creation of the Forum Club Handball that same year.

The EHF often made major decisions about competition formats, player availability for national teams, and regulatory changes without consulting the clubs—despite the fact that clubs were financially responsible for the players. For example, when national federations called up players to represent their countries in European or World Championships, clubs had no choice but to release them. At the time, if a player was injured during these tournaments, clubs—who paid their salaries—were often left to cover medical costs and recovery, as there were no formal compensation mechanisms in place.

This unfair treatment and lack of inclusivity, pushed 14 clubs to come together and form the Forum Club Handball—a united front to defend their interests directly.

The clubs demanded a seat at the decision-making table. They rejected the old system where federations made decisions without consulting them and challenged the EHF for abuse of dominant position. However,  in 2011, the EHF formally recognized the clubs as legitimate stakeholders through an agreement.

As a result, a new structure was established to prevent further issues of power imbalance where the EHF acknowledged the clubs as partners and included them directly in the decision-making process. This led to the creation of the Professional Handball Board.

In this way the Forum Club Handball became a key partner in transforming the sport’s governance into a more democratic and transparent system—one that prioritizes the voices of clubs and players, whose efforts and performances drive the sport’s popularity, attract investment, and engage fans across Europe.

Although the EHF took years to formally recognize the Forum Club Handball, the process highlighted the clubs’ commitment to teamwork, shared goals, and overcoming individual rivalries.

As the Forum Club Handball example shows, lasting reform in sport requires not just awareness—but the courage to unite, speak out, and act together.

Yet, even collective action needs direction. Change rarely comes without leaders who are willing to take responsibility, build trust, and keep others focused—not on control, but on ethics, fairness, inclusion, and the bigger picture: ensuring the sport’s integrity, fostering a welcoming community, and securing handball’s future for generations to come.

Governance may not excite crowds like a final whistle or a winning goal, but it defines the future of every sport. As this case shows, real change in Irish Handball won’t come from the media or individual voices alone. It requires Irish handball clubs and athletes to stand together—and for Olympic Handball Ireland and the European Handball Federation to uphold their responsibilities and commit to transparency.

If the handball community is willing to speak up, stay engaged, and demand better, then a stronger and more ethical future for the sport is not only within reach—it’s essential to its long-term development.

The example of Forum Club Handball demonstrates that real change is possible when those within the sport unite—not in silence or out of self-interest, but with a shared sense of purpose.

As Kim Sawyer reminds us, culture is what needs to change—not just laws or rules.