BY AUSTIN POPO 

 

FOOTBALL STRUCTURES AND YOUTH DEVELOPMENT 

1 CLUB AND LEAGUE  STRUCTURE 

The sustainable success of sports clubs and leagues flows from the right choice of structure. in other words the long term success of a football club and league is determined by its structure. 

For instance a  key factor  in determining the choice of a structure that can guarantee a sustainable successful sports club is the  Community ( people/fans) The strength of the link between community ownership of sports clubs and their involvement in decision making and Long term financial sustainability and good governance can't be over emphasized. 

Unfortunately, we talk more often of governance structure outside of ownership structure. The relationship between the tree and its seeds is the same as the relationship between  ownership  and  governance. Therefore if we truly desire a good governance structure for our clubs and leagues we must reset our clubs ownership in line with best global football, because we are not playing Nigerian football but global football with basic global principles and standards 

Everything that works well in life, works according to principles. There are three major distinct clearly defined Club ownership model in the world which I want us to look out. These includes 

1 The Spanish Clubs Fans membership model 
2 The Germans 50+1 Clubs membership model 
3 The British clubs Hybrid ownership model 

1 THE SPANISH MODEL 

The Spanish club ownership model, particularly prominent in football, is characterized by a few key features that differentiate it from other ownership structures found in different leagues around the world. Here’s a summary of the main aspects:

* Barcelona and Real Madrid, are structured as "socios" (members) organizations. This means that fans can become members of the club, usually through a membership fee, and have the right to vote on key decisions, including the election of club president and governing board. This model emphasizes a democratic approach to club governance.
*Non-Profit Orientation:  Spanish football clubs often operate on a non-profit basis, focusing on sporting success and community engagement rather than solely on financial profit. They prioritize the interests of their members and fans over maximizing shareholders' profits.
Limited Investor Influence*:  The absence of external shareholders in many cases means that decisions are made with the members' interests in mind. However, this can also limit the capital available for major investments compared to commercial clubs owned by wealthier individual investors or corporations.
*Community Roots: : Many clubs have deep historical and cultural ties to their local communities or regions. This connection can foster loyalty among fans and influence the club's decision-making processes.
**Financial Challenges: : The model can lead to financial difficulties, particularly in times of economic stress. Clubs like Barcelona and Real Madrid have faced significant debt and financial management challenges, leading to debates about sustainability and effective governance.
*Influence of La Liga: The Spanish Football League (La Liga) also influences club finances and governance through revenue-sharing models, broadcasting rights, and regulations that affect how clubs operate financially.
Overall, the Spanish club ownership model emphasizes fan engagement, democratic governance, and community ties, which contrasts with commercial ownership models prevalent in other leagues. However, it also presents unique challenges, particularly regarding financial management and competitiveness in a globalized football market

2 THE GERMAN 50+1 MODEL 
The German 50+1 ownership model is a distinctive approach to the governance of professional football clubs in Germany, designed to maintain local control and prevent external financial exploitation. Here’s a summary of its key features:

 *Member Ownership::  Under the 50+1 rule, professional football clubs in Germany must ensure that their member associations hold at least 50% of the voting rights in the club. This means that no single investor or external entity can have a controlling interest.

 *Protection Against External Influence:The model aims to protect clubs from being overly influenced by external investors, which can lead to short-term decision-making focused on profit rather than the club's long-term health and community connection.
. *Club Identity and Tradition:: By prioritizing member interests, the 50+1 model helps preserve the club's identity, traditions, and community ties. Decisions are generally made with fan input and consideration of the club’s heritage.

 *Financial Stability:: The model encourages financial stability and sustainability. Clubs are less pressured to prioritize profit generation, which can lead to more prudent financial management.

 *Exceptions to the Rule There are exceptions to the 50+1 rule. If a club has been in existence for more than 20 years, it can allow investors to hold more than 50% of the voting rights under certain conditions. This includes cases where an investor has provided significant financial support and the club maintains its member structure.

3 THE BRITISH HYBRID MODEL 

The hybrid ownership structure is more prominent with the English Clubs ownership structure . Its a combination of private investors and fans membership ownership to provide a sustainable and equitable model for clubs management 

a) Private investors: The equity stake. Private investors holds equity state in club contributing capital for operational cost, facility upgrades and players acquisition. The investors  typically have decision making power, providing them the ability to steer the club's strategic decision 
b) Fan membership: Fans will buy membership shares or pay a membership fee, giving them ownership rights and a, voice in the club decisions such as electing board members

Democratic Participation: Fans will participate in key decisions voting, thereby prompting community involvement and accountability 

Governance Structure: A mixed board of directors comprising of private investors and elected representatives from the fan base to ensure diverse perspectives and balance governance 

Transparent Operations: Regular financial reports and club updates to members will build trust and keep fans informed, establishing a culture of accountability, transparency and integrity 

A careful study of the three world class Club ownership model structure mentioned above reveals the Fans as the common denominator amongst the three models , suggesting the premier and important role of the fans in club ownership structure. The question we need to ask ourselves is how many of our clubs in the country operates with a fans as part of the ownership structure 

OUR LEAGUE CLUBS STRUCTURE 

It is no longer news that the ownership structure of 95% of Clubs in the NPFL and NNL are owned by states governments , which is alien to global best practices as reflected by the three most successful and impactful Clubs ownership structure in the world,which is, the Spanish Fans membership Club ownership structure, the German 50+1 membership ownership structure and the British Hybrid membership ownership structure 

The biggest tragedy and drawbacks of our Club ownership structure centred around States government is in our inability for our clubs to retain our quality players transiting from youth football to Professional football league and by extension to the national teams. The massive exodus of talented young players will continue to increase as long as our clubs do not have the professional structure that allows them to truly flourish - athletically,  socially, financially - in their profession as Footballers without leaving ( No player that spends or will spend the entire career years playing in Nigeria will ever flourish) 

That is why we must  encourage initiatives and takes pride in the development of strong and better run national leagues which depends on better structured clubs which in itself is a function of a proper ownership club structure 

If a young Nigerian player finds reasons to believe in the future at home, he will be less tempted to go and find elsewhere what he already has within reach. There is therefore no possible alternative to the creation of a real professional leagues in order to offer our players another option to the forced and not always golden exile in Europe. Putting a proper club ownership structure in place is the price we must pay so that the Exodus will only apply to the very best who will leave as they always have left