Contribution
My Lords, I rise to speak in response to these important amendments, all of which seek to strengthen the Bill’s provisions for consulting fans. We should pay tribute to noble Lords who have long championed the role of supporters in football, particularly those who have been involved in supporter trusts and similar bodies for many years. Their passion and their advocacy are no doubt one of the reasons that fan voices are becoming even more central to the governance of our national game.
I support the intent behind these amendments. Fans are the lifeblood of football. They invest not just their money and time but their hearts and identities into their clubs. Ensuring that their voices are properly heard, and heard with respect, is not just a moral imperative but essential for the long-term sustainability and integrity of football. The Premier League clubs recognise this too. In recent years, they have made significant progress in embedding fan engagement into their governance structures. Through its fan engagement standard—the first of any league to introduce such a standard—clubs are held to account for how they involve their supporters in decisions that matter to them. Fan advisory boards are now mandatory at every Premier League club and provide supporters with direct access to senior executives, enabling meaningful input on issues such as ticketing, matchday operations, club identity and community programmes. These initiatives represent a significant cultural shift. They create a platform for genuine dialogue between clubs and their supporters, ensuring that fans’ perspectives are considered at the highest levels of decision-making.
While I support the principles underpinning many of these amendments, I also feel it is important to raise a note of caution. Specifically, I want to raise the risks of the IFR being overly prescriptive when it comes to fan engagement and consultation. Clubs are not one-size-fits-all entities; each has its own unique character, fanbase and operating environment. For example, the dynamics of a global club with millions of international fans will differ significantly from those of smaller community clubs, many of whose supporters live within a few miles of the ground. Let us take, for instance, the idea proposed in some amendments that clubs must prove that a majority of their fans support certain decisions. While the intent is admirable and builds on the FA’s and many clubs’ approach to heritage assets already, we must acknowledge the practical difficulties of legally mandating such approaches.
How does a club definitively determine what constitutes a majority? Should a global fanbase have the same weight as local season ticket holders? What happens when opinions are divided? Would the IFR reverse a decision if, down the track, it was found that the wrong methodology had been used? These are complex questions without any easy answers. We should be careful not to create a compliance culture that detracts from the spirit of good engagement. It is really good to make this aspirational on both sides. For fan engagement to work well, the club has to feel confident, be open and get out of its comfort zone; the fans must enter into the debate in a constructive and open-minded spirit too. The difficulty will come if the IFR is drawn into micromanaging fan consultation and adjudicating on individual decisions, therefore inadvertently feeding an adversarial approach between fans, groups and clubs.
Now that might sometimes be appropriate, but I strongly believe the IFR will often be best to focus on ensuring that principles are upheld, leaving the specifics to clubs and their supporters. I also want to make the point that many of these new structures and processes for engaging fans, such as the fan engagement standard and fan advisory boards, are still new; they need time to bed in.
There are some brilliant examples of good practice already; for example, clubs bringing fan advisory board members into their clubs and having them spend time with football, commercial and operational teams so that they can understand the realities of life inside the club. But it is too early to say what the best approaches or designs of these processes will be. We should encourage more thoughtful approaches that allow these structures to mature and evolve, with periodic reviews to assess their effectiveness. A rush to codify overly detailed requirements risks stifling this organic progress and creating unintended consequences.