Hallam FC fans may have seen the statement from the current committee on 12 October which was the incumbents’ case for their retaining control of the club. The statement was strongly and unambiguously worded in support of the club becoming a Community Benefit Society – that is welcome news. It is something that the ChangeHallam group have been strongly advocating for weeks now, as well as the individuals being long term supporters.
Fans can reasonably ask legitimate questions about why so little progress has been made in the move to a CBS since the meeting at St Columba’s in June. The answer probably lies in the recent Tribune article where it was made clear that progress has been blocked by legal challenges from Scott Loveluck. This is the person who was given a club e-mail account despite not being an officer of the club or a committee member. Also, the statement says the committee have been talking to FSA for 12 months re the CBS. In the middle of this period was the Gino Maccio/Ashley Carson takeover which, at one point was happily agreed by committee members, whilst season-ticket holders and fans had no say in it. Was this consistent with the plans to be a CBS?
The current committee statement did not set out much in the way of plans for the future beyond the CBS; the CBS may take some time to deliver and the need for change is great and immediate. The ChangeHallam Group have set out our analysis of what we believe needs to change, we have set out our plans for the future, and we have published detailed biographies of all our candidates see https://sites.google.com/view/changehallam for more detail.
If elected as custodians of the club our immediate plans are to:
- Complete the establishment of the Community Benefit Society and the transfer to the CBS as soon as is possible, subject to this being done in an appropriate way. This is a top priority for the club.
- Review the club’s current constitution so that it accurately reflects the FA model rules and put in place the side policies that are needed, eg a committee membership and conduct policy.
- Commence and complete a refresh of the club Committee membership with an active promotion and recruitment campaign for new members. If there are obstacles to new members joining, eg lack of liability protections whilst the club still has unincorporated association status, put appropriate protections in place and/or seek new volunteers to play a role in helping the club to deliver its objectives.
- Establish consultation/engagement forums with fans and with club volunteers as a matter of urgency. The purpose of the forums being to enable fans and volunteers to influence club decision making. These to operate at least until the CBS is in place.
- Implement an urgent review of the 26/27 budget to produce a budget strategy that delivers a balanced budget, maximises income from sponsorship, marketing and promotion of the club, and reduces costs where it is cost-effective to do so.
- Establish a process of regular review of progress on points 1-5 above, updating club members, fans and the community on a monthly basis, and a 3 monthly progress update and Q&A forum open to all.
The key objective here is to see in practice a different, engaging and more professional approach to the style in which the club is run.
We also have a longer-term vision for the club
Vision
To stabilise and grow the club through the CBS methodology—protecting its historic legacy while building a modern, community-led football facility capable of reaching higher levels of the pyramid (with ambition to progress to Step 2)
Short – Medium – Long Term Plan.
Short Term – (0 – 12 Months).
Priority: Stabilisation, continuity of step 4 football and organisational stability.
Goals.
• Maintain Step 4 football (and if circumstances require a “step back to go forward,” ensure immediate readiness to return).
• Put a footballing squad/team structure in place that is capable of winning the league battle required for promotion/continuation.
• Stabilise the club operationally through the introduction of a new structure using the CBS methodology.
Key Actions
• Confirm the playing pathway (recruitment priorities, coaching structure, squad planning.
• Establish governance and roles under the CBS framework (clear decision making, accountability, reporting).
• Implement a short-term performance plan to ensure fixtures, recruitment, and football philosophy align with Step 4 requirements.
What Success Looks Like
• Step 4 status secured (or an agreed, structured pathway back if relegation occurs).
• The club operating model is live (people/roles/processes in place and functioning).
Medium Term (1 – 3 Years).
Priority: Compete at Step 4 and grow influence both on & off the pitch.
Goals
• Compete consistently at Step 4 and become a “force to be reckoned with”.
• Build a facility that is financially and operationally supported by the community.
• Protect the club and its nostalgic history, using CBS benefits to strengthen identity and resilience.
• Promote the facility as a community asset—more than just a football club: a place people are proud of and can use.
Key Actions.
• Develop football performance systems (player development, match preparation standards, recruitment approach).
• Expand facility use and revenue: community access, events, partnerships, and non-football revenue streams.
• Create community inclusion programmes (local groups – football & non- football, schools, volunteers, supporters, heritage initiatives).
• Strengthen stakeholder engagement to ensure the club’s history is safeguarded rather than diluted.
What Success looks like.
• Competitive stability at Step 4 with measurable on-pitch improvements.
• Increased community participation and additional facility income streams.
• Stronger local involvement and clearer public connection to the club and its heritage.
Long Term (3 – 6 + Years)
Priority: Self-funding sustainability, legacy protection & ambitious progression.
Goals
• Continue building and refining the CBS structure as the long-term engine for governance and community support.
• Create a self-funding support network through stakeholders who both: o Sustain the community, and o Protect the club’s history & reputation not only locally but to the wider world.
• Grow national/international recognition of the club as a heritage landmark— promoting the facility as the oldest football stadium in the world.
• Work toward advancement the ultimate goal “where the right people, structure, and governance come together”—with the clear belief that Step 2 is achievable.
Key Actions
• Build long-term stakeholder structures (trusts/friend networks, partner packages, heritage funding initiatives).
• Invest in facility development carefully—expanding capacity and capability while maintaining historical legacy.
• Use wider platforms/forums to publicise the heritage story and drive sustained visibility and support.
What Success Looks Like
• A durable funding model (less reliance on one-off sources).
• The facility is widely used and protected, with heritage maintained.
• Credible pathway and performance momentum towards reaching Step 2.
Facility Vision (Embedded Across All Phases)
• Build onto the existing facility while protecting historical legacy.
• Position the stadium as:
o A proud community hub, and
o A heritage destination recognised by the wider football world
We hope that season-ticket holders attend the AGM on 14th October and we ask for your support in bringing fresh leadership and a new approach to custodianship of our club.
The ChangeHallam group
