Why the Independent Regulator is the Key to Ensuring Fan Engagement
Fair Game’s Steven Piper takes a closer look at the importance of Fan Engagement
Football clubs have long been described as the ‘beating hearts’ of their communities, but beyond this well-worn cliché are groups of supporters willing to dedicate their time, emotions, and their loyalty in a way that few other institutions can inspire.
Remarkably, they also continue to invest financially in their clubs in the face of a severe cost-of-living crisis. And yet, despite their fundamental role in the game, supporters have too often been marginalised when it comes to key decisions about their clubs. The reasons for this, historically, have been varied, but in more recent times can probably be rationalised to one particular issue: the rampant commodification of football generally, and specifically the shift towards ‘fan-as-customer’ dynamic, a packaged, labelled component of some larger intellectual property.
The introduction of an independent regulator for English football, a proposal born out of the Fan-Led Review, presents a pivotal opportunity to embed fan engagement at the core of governance. However, while regulation can provide the framework, clubs will need substantial support to transition into a new era of accountability and fan inclusion. The regulator will have a big task with fan engagement just one of the issues in its in-tray. Fair Game’s latest report - Evaluating Effective Fan Engagement - looks at how it should approach setting minimum standards of fan engagement.
Measuring Fan Engagement
The concept of fan engagement is not new, and historically engagement has ranged from mere consultation to fully structured supporter involvement in decision-making processes. However, implementation has been erratic in the main, with some clubs embracing meaningful dialogue with their supporter base, while others have treated engagement as a tick-box exercise, or worse a tool for what is, in effect, sports washing.
The introduction of FairGame’s Fan Engagement Index, which attempts to assess and compare club engagement practices, has exposed the inconsistencies in approach. Without a universal, enforceable standard, fans remain at the mercy of club owners' willingness to listen, ever more susceptible to the whims of owners and shareholders. An independent regulator could change that by setting minimum engagement requirements and holding clubs accountable when they fail to deliver.
Fan Engagement Models: A Consideration
Various models of fan engagement have been trialled across English football, with mixed results. The likes of CAST (Charlton Athletic Supporters’ Trust), Reading, Exeter City, and Everton’s Fan Advisory Board (FAB) demonstrate that structured engagement can yield positive outcomes. Exeter’s fan-owned model, for example, has given supporters direct influence over the club’s financial and sporting direction. Meanwhile, Everton’s FAB represents a step towards structured dialogue, though concerns remain about the extent of its influence.
However, challenges persist. Some clubs view structured engagement as an obstacle rather than an asset, while others struggle with the logistical and financial implications of implementing meaningful involvement. Fan engagement is most successful when it is embedded into governance structures rather than treated as an afterthought. Different clubs and fans will prefer different approaches but the regulator could help raise standards by setting[SR1] out what will be required to meet minimum requirements. And provide information and support to clubs and supporters’ group on how to get there. This would include setting out what it expects in key areas such as openness and trust; meaningful dialogue, responsiveness and ensuring representatives are democratically elected.
The 50+1 Model: A ‘best’ practice approach?
The much-vaunted German 50+1 ownership model, which ensures that club members retain a majority stake and prevents private investors from having unchecked control, has long been considered, by the casual observer at least, a ‘best practice approach’ to robust engagement with fans. Clubs such as AFC Wimbledon have embraced similar principles, prioritising fan ownership and governance. However, while the model offers clear benefits in terms of accountability and community connection, it is not without its drawbacks.
One potential problem is any sort of implementation of a 50+1 approach in English football, would inevitably be fraught with legal and financial complexities. Many clubs, particularly those already under private ownership, would struggle to transition to a fan-majority structure without significant financial upheaval. Furthermore, the model does not automatically guarantee good governance and poor decision-making can still occur within member-led organisations.
What is important here is the consideration of safeguarding clubs from reckless ownership and ensuring fans have a genuine say, key tenets behind the 50+1 approach that an independent regulator could incorporate into this model, through for example, mandatory fan representation on club boards, without enforcing full-scale fan ownership.
Good Governance and Fan Engagement
Cliches run wild in football for a reason: they are often true. Fans are the ‘beating heart’, the ‘soul’, the ‘voice’ of any football club and their understanding, their history, their unique and passionate perspective should be leveraged as a vital component of good governance, rather than some symbolic (and often patronizing) role to merely keep them at arm’s length. It has long been argued that clubs that actively engage with their supporters tend to be more stable and sustainable in the long run. Effective engagement with fans fosters trust, encourages transparency, and can even lead to better financial and operational decisions.
Brentford, Cambridge United, and Darlington provide compelling case studies of how clubs can integrate fan perspectives into their governance structures. For example, Brentford’s inclusion of a fan-elected member on their board has helped bridge the gap between ownership and supporters, while Darlington’s fan-led ownership model has prioritised financial prudence and community connection.
A regulator could play a crucial role in embedding these best practices across the football pyramid. By setting governance standards that include fan representation and regular consultation, clubs would be encouraged to view fans not as passive customers but as key stakeholders in the club’s future.
An Independent Regulator is just the start
While regulation is necessary, it is no ‘silver bullet’, indeed, it just the beginning of a process to support clubs more consistently. Many clubs, particularly those in the lower leagues, will need substantial support to implement effective fan engagement structures. Transitioning to a more inclusive governance model requires resources, expertise, and in some cases, cultural shifts within clubs that have historically been resistant to change.
Education will be essential. Clubs must be given clear guidance on best practices for engagement, and fan groups must be supported in developing the skills needed to participate effectively in governance. Financial incentives, such as tying certain funding streams to engagement performance, could also encourage compliance.
Furthermore, the regulator itself must be equipped to enforce its mandate effectively. It must have the authority to impose sanctions on clubs that fail to engage with supporters in meaningful ways. The need to employ an appropriate leader who can confidently work with clubs across the football pyramid is essential to ensure the regulator has ‘teeth’ (as has been discussed on numerous occasions on Fair Game’s podcast). However, its role should not be purely punitive—it should also provide a framework for clubs to improve their engagement strategies, offering support where needed.
A Defining Moment for Football Governance
The establishment of an independent regulator represents a once-in-a-generation moment for English football governance. If implemented effectively, it can ensure fan engagement becomes a foundational aspect of club operations. However, regulation must be complemented by robust support systems for clubs to facilitate this transition. The future of football hinges on its fans. By embedding structured, meaningful engagement across the football pyramid, the game can become more resilient, sustainable, and community-centric. Achieving this vision requires collective action from clubs, fans, and governing bodies alike. The time to act is now.
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