This document discusses the growing community ownership model of football clubs in Scotland. It summarizes that over 150 British clubs have faced administration or liquidation since 2000 due to financial issues. Community ownership provides greater financial stability and sustainability compared to single benefactor models. Under community ownership, clubs are run for the benefit of fans and local communities. However, barriers to growth include the difficulty of accessing capital, as investors prefer models with less democratic control, and challenges mobilizing fan support. Overall, while the economic climate has driven more clubs to this model, research found community ownership can provide stability through accountable ownership focused on long-term success.

1. The Future of the Community
Ownership Movement in Scotland
Andrew Jenkin
Head of Supporters Direct Scotland
@AndrewJenkin
25th October, Whose Game Is It? FREE Project Conference @ScottishFans

2. Background & Context
• 154 instances in British of clubs being placed in
administrations or liquidated since 2000
• A recognition that no one type of ownership
model is right and there is a need to examine
different ways
• Argued by Stephen Morrow in a lecture entitled
‘The Future of the Game in Scotland’ that clubs
must lose the tag of being a ‘business’ before
their true value is recognised

3. A Growing Movement
• Since 2002, there has
been a turning of the tide
• In Scotland, there is a
growing movement of fan
power with increased
ownership of clubs and
representation.
• There is no longer a
“dialogue with the death”

4. • Scotland’s community owned
SPFL clubs in 2009

5. • Scotland’s community owned
SPFL clubs in 2014
• Another 2 predicted to be in
community ownership by
15/16 season

6. What This Research Was Interested In
• Gaining a greater understanding of the
benefits of the fan and community ownership
model.
• Gaining a greater understanding of how it
might grow in Scotland in the future and why.
• Learning its barriers and restrictions

7. Methodology
• Predominantly qualitative based
• Interviewees:

8. The Benefits of Fan Ownership
• Financial sustainability and stability
• Run for the benefit of the community
• Democratic & transparent with fans
represented

9. Financial sustainability and stability
• Stability referred to in both a social and
economic context by interviewees.
• Financial uncertainty the single benefactor
model can cause.
• “He ran it with his heart rather than his head”
– Eddie Docherty, Stirling Albion Supporters
Trust

10. Financial sustainability and stability
• The instability of the single benefactor model
the single greatest strength of the community
ownership model.
• “Pattern of people coming in but then their
objectives change or funding runs out” –
Bryan Jackson, BDO
• The supporters groups the only thing between
the club and liquidation.

11. Financial sustainability and stability
“When Gavin Masterton (former Chairman) put the
club into administration, we were (the Supporters
Trust) the ones keeping it going. We were the ones
giving BDO money. We were the ones paying the
players wages. If the fans hadn't rallied together, the
club would have gone”.
- Margaret Ross, Pars United

12. Financial sustainability and stability
• It is the motives of the owners that define
their sustainability. Single benefactors may be
good owners if their motives are to see the
club grow sustainability, not jeopardise its
future chasing success
Easier to sell to fans “because you know they
don't have any alternative agenda”
– Bryan Jackson, BDO

13. A contradiction?
• However, the biggest hindrance of the model
was its prevention of access to major funds, as
potential investors put off by one
member/one vote system.
• Its’ greatest strength also its’ greatest
weakness?

14. Democracy, Governance & Transparency
Fans are “super loyal customers and deserved
to be represented”
- Paul Goodwin, Former Head of SDS
• Days of ‘dialogue with the deaf’ numbered

15. • However, the model prevented quick and
streamlined decision making.
“risks of slow decision making; political
influences and factionalisation; democracy!”
- Stephen Morrow, Uni of Stirling
But....

16. Community Benefit
• Interviewees believed clubs should be run for
the benefit of the community, not just
shareholders
• Clubs are more than the team fielded on a
Saturday afternoon but social institutions and
should be embedded in their communities

17. Reasons For It’s Growth In Scotland
• Economic climate and failings of Scottish
football – TV money has created a divide
between English/Scottish football when once
were equal
• Scottish culture and traditions

18. Economic climate & failings of Scottish football
• Hearts, Dunfermline, Stirling Albion, Livingston,
Clyde, Rangers, Dundee all suffered financially
“they (Chairmen) want out and I think in the past,
in most cases, they would have sold their
shareholdings to someone else, but the reality is
most of these shares are worthless”
- Paul Goodwin, SDS

19. Economic climate & failings of Scottish football
• ‘White Knights' disappearing over the horizon
“go into any shopping centre and you’ll see
shutters down and closing down sign and football
is in the same situation. The clubs are dying off
and must stand on their own two feet. The only
option I can see is the fans themselves”
- Eddie Docherty, Stirling Albion Supporters Trust

20. Scottish culture & Traditions
“community and corporate ownership of
society has a strong tradition in Scotland. It’s
the right thing to do to and it seems to fit with
the traditional political and economic models
that many Scots are familiar and comfortable
with”.
- Stephen Morrow, Uni of Stirling

21. Barriers to its growth
• Access to capital
• Opportunities to purchase clubs and
mobilising supporters

22. Access to capital
• People with capital will often (but not always)
want more than one vote for their finance

23. Opportunities to purchase
• A lack of financial transparency means fans
are often not aware of financial difficulties
until too late
• Mobilising and energising trusts and fan
groups can be very difficult and often fans
only get involved when there is a crisis and
danger to future of a club.

24. What Fans Think

25. Conclusion
• The model holds an encouraging future.
• However, it could be argued this come about
because of financial troubles within the game,
rather than because of the model’s other
benefits.
• Research helped conclude instability is caused by
the motives of owners – which are
unquestionably good if supporters are in charge.

26. Conclusion
• A conflict between the ideology behind the
model versus the pragmatism and there were
many contradictions within responses. Such
as:
• Democracy was occasionally a hindrance and
prevented stream line decision making
• Puts off potential investors because of the
democratic system in place.

27. Thank you
@ScottishFans
@AndrewJenkin