This is Part 2 of the blog, it follows on from Part 1, that was published on 14 April. Part 1 focused on questions for the senior leadership of the club. This part focuses on practical suggestions for action in 4 broad areas:
- Leadership and Governance
- Communication, Engagement & Influence
- Medium Term Ambition and Strategy
- The 26/27 Year & Season
Leadership & Governance
Issue/Concern
The club’s governance structure is set out in the constitution and rules. I believe these were last reviewed in 2011, although some changes (to ensure that it reflected some FA Rules) were approved at the 2024 AGM, although it is not clear if these have been incorporated in to the document.
I believe the club legal structure is that of an unincorporated association which may have been the right one for the club in the past but is it right now? There is more detail to be found on this in the FA guidance which covers different structures and their advantages or disadvantages.
The constitution is not very clear about who the voting members of the club are, but the voting members appear to be the existing Officers and Committee members, plus 4 club Life Members. There is supposed to be a Register of Members maintained by the Secretary. The constitution, and the Register of members, are not available on the club website, although some other club policies are.
Effectively, the club structure appears to be a self-perpetuating leadership structure whereby those entitled to vote for officers and committee members at an AGM are the people who were voted into position at the previous AGM (if still there at the relevant AGM), plus the 4 voting Life Members. It would be helpful if there is more transparency on this.
At the last two AGM’s, officers were voted into positions en-bloc with no discussion. I do not believe that this is good for accountability and democracy.
Proposals
The club should move to a more collective and collaborative leadership model where the club is led by a Board or Committee. The role of the Board or Committee should be clearly defined. There should be role descriptions for the principal officers so everyone knows what the roles are and how they could possibly play a part. I suggest the roles should be Chair, Secretary, Finance, Property & Facilities, Marketing, Football Operations, Communications & Engagement, and Community Partnerships. There can also be Board/Committee members who will not have specific roles but who may want to play a part. All Board Committee members to be subject to election at the club AGM.
There should be a revised constitution for the club and the development of associated rules such as policies on elections, Board/Committee Membership and Conduct, Standing Orders for Committee/Board meetings, and Standing Orders for the AGM or EGM.
The development of the new constitution is a matter that should be subject to consultation with Club 1860 members and club supporters.
Issue/Concern
The club has moved up to Step 4 of the non-league pyramid, bigger crowds attend Sandygate than attended 10 years ago, and there are greater challenges regarding ground grading. It is right to ask whether the current legal structure of the club is the right one for the future particularly given the scale of the operation and associated risks.
Proposal
The refreshed Board/Committee should give proper consideration to what is the appropriate legal structure for the club and present proposals to the club AGM or an EGM. Club 1860 members and fans should be consulted on these issues as part of this consideration.
Communication, Engagement & Influence
Issue/Concern
There are over 300 1860 Members Club members who pay £12 per year for membership. None of the members (apart from those who are Committee members or Life Members) has a vote in the running of the club. The 1860 Members Club members are invited to consultation events organised by volunteers, but beyond this, there is no decision-making role.
Proposal
When drawing up the revised constitution for the club specific provision be made for all members of the 1860 Club to have the right to attend the AGM of the club (or EGM) and the right to vote at the AGM or any EGM.
There should continue to be consultation meetings for 1860 Club members, the Committee/Board should provide 1860 Club members with a monthly update of developments at the club.
In his statement of 4 April, the Chairman wrote on the club website, “We remain committed to retaining the community involvement in the club and developing a model that gives YOU our Hallam FC family a say in moving forward”. I believe that the above proposal is entirely consistent with this stated objective.
Issue/Concern
There is no formal fans’ organisation at Hallam FC, the degree to which fans can influence the club is via personal contact with volunteers, committee members and officers.
Proposal
The Communication and Engagement Manager on the Board/Committee should have a specific brief to build positive relationships with supporters’ and supporters’ groups.
If a Supporters’ Trust (a legal Community Benefit Society) or other properly organised supporters’ group is established the club should recognise that body and constructively engage with it so that supporters’ have a formal route to influence club decisions.
Implementation of the proposals
To deliver on the above the leadership will need to open up officer roles and committee positions to new faces and new energy. It will need an engaging and collaborative leadership style.
The current officers and committee members have the necessary powers under the current constitution to appoint people to officer roles and to committee positions between AGM’s. Once new appointments have been made, the existing members can either continue to make a contribution within the new approach or move on with thanks for their past contribution.
Medium Term Ambition & Strategy
Issue/Concern
I don’t believe the club has a strategy or ambition which sets out where it wants to get to in terms of the non-league pyramid, how it wants to engage with partners and businesses and the mutual benefits thereof, the club’s role in community development, or how best to exploit the history of the club as a part of Sheffield’s incredible football history.
The second oldest football club in the world playing at the oldest football ground in the world ought to be a marketeers’ dream, do we currently make the best of this?
Proposal
That the refreshed Committee/Board commission the development of such a strategy based on opening up the club to academia, charities, Sheffield: Home of Football, businesses etc to say emphatically that the club is open for business and partnerships with others.
This is obviously not an immediate priority but having a longer-term strategy against which to judge shorter term decisions will be helpful for the club.
The 26/27 Year and Season
Issues/Concerns
The position currently looks challenging. There were financial difficulties in 25/26 – will this be the case for 26/27? Ground Grading is not yet resolved. The Team Manager and his 2 Assistants are leaving the club.
There is concern amongst the fanbase but there has been little or no communication that addresses those concerns.
There needs to be an honest conversation with supporters on the financial position – can we afford a competitive Step 4 team in 26/27? If not, what are the options available and the pros and cons?
Is relegation to Step 5 is a possibility due to Ground Grading? I assume this would change the financial position significantly? What would be the scale of the change?
What is the gap between projected income and expenditure needed to be competitive at Step 4? How do we fill that gap? Loans? New Investment? Crowdfunding from supporters? Is there a short-term strategy based on some or some or all of these whilst a medium-term strategy is developed during the 26/27 year?
A new manager will presumably want clarity on what the playing budget will be for the full season? When can we offer that clarity?
Proposal
Because I don’t have the required information finances and ground grading information it is not possible to make a specific proposal, with the exception of the points below.
There needs to be an urgent, open and honest conversation with Club 1860 members and supporters regarding the prospects for the 26/27 season, on any gap between income and expenditure that is needed for Step 4 football and how the club can bridge that gap. What part can supporters play in that? What part can businesses or investors play? In essence, can we reasonably attempt to repeat 25/26 or will we be in a relegation battle from the off in 26/27?
There needs to be an urgent, open and honest conversation with Club 1860 members and supporters regarding the prospects for Ground Grading and whether a drop to Step 5 is a realistic prospect. If it is, and it that happens, what will the plan be to get back to Step 4 asap?
Call To Arms
For the leadership
The situation appears to be very difficult – urgent action is needed. The club needs new resources to bridge the immediate financial gap, and it needs fresh energy to plan for a more sustainable future for the club.
Hallam FC has come a long way, very quickly. It right to acknowledge the progress that has been made and the efforts that have been put in. The contribution of the volunteers is brilliant. There are some concerns about how well the club is being led and whether the structure, constitution, and rules are the right ones for the future. These weaknesses will undermine the club if they are not addressed. I am sure that Club 1860 members and fans will step forward to help, but they need a viable route where they can have real influence. They need to be enabled to bring their skills and energy to it.
The current club officers should attend the 1860 Members Club meeting on 29 April to present their plans to deliver the above proposals into practice. Or, if the club officers have alternative plans on how the club moves forward, they should present those as an alternative.
For fans, 1860 Members Club Members and Others
To deliver all of the above and to put the club on a sound basis for the future, the club needs people to step up and take action, including me – opinions need to be backed up by action which must include volunteering and/or Board/Committee roles. The club leadership have the responsibility to create the right environment, but we have the responsibility to deliver our contribution too.
I hope that there will be appositive response to the above from the club leadership.
Steve Walmsley
Season Ticket Holder, Away Match Regular, Player Sponsor and Pitch Sponsor.
A copy of the above has been e-mailed to the club for the attention of the Chairman and Vice-Chairman.
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