Rovers

Agenda
for
Change

November 2006

www.roversagendaforchange.org.uk








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1. Introduction

1.1 Why Rovers Agenda for Change?

Rovers Agenda for Change (RAfC) is a vision for the future direction of Bristol Rovers. t has been
developed in response to the wishes of supporters who believe that change is necessary for
Bristol Rovers to be united as a club and move positively into the future. Four former directors of
Bristol Rovers, Mike Turl, Kevin Spencer, Colin Williams and Kim Stuckey, had support, ideas and
inspiration from support groups and individual supporters to help develop this document and we
continue to seek support and help from anyone with an interest in Bristol Rovers: the current
board, the club's support groups, individual fans and businesses.

A fundamental part of RafC is the belief that the club needs to be united in order to progress and
that everyone is all in it together. n keeping with this philosophy, a consultation meeting was held
at the beginning of October in which representatives from the Presidents Club, Bristol Rovers
Supporters Club and the Gas Trust reviewed the initial plans. Their feedback has been
incorporated into this document. All support groups are asked to study this final document and
urged to continue working together to get some ideas adopted into the future.

The key objectives of RAfC are:

To source and inject fresh financial investment for Bristol Rovers FC.
To give fans an immediate stake in how the club is run.
To ensure that everyone - individuals, support groups and board members - pays the same
price for shares in the club both now and in the future.
To investigate forming a Community nterest Company, which will protect the Memorial Stadium
as an asset for the club.
To ensure profits from the proposed ground regeneration are ploughed back into Bristol Rovers
rather than going to individual shareholders.
To heal the gulf and lack of trust between the board and the supporters that has developed
over recent months

There is of course no guaranteed certainty of success for Rovers fortunes on the field, but you can
improve the chances of being successful by ensuring that you identify the key factors for success
and have everyone at the football club - supporters, the staff and the board - pulling together to
deliver excellence in those areas in fact

'ALL OF US WORKING TOGETHER"

- to give the team on the field the best opportunity to succeed.





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1.2 Why is Change Needed Now?

The supporters of Bristol Rovers should be grateful for the efforts of the directors since 1986 in
keeping Bristol Rovers as a football league club when we had no ground and no money. This
included the return to Bristol and the purchase of The Memorial Stadium. Yet we should
also recognise the commitment and efforts of all Rovers supporters to maintain the very existence
of our football club through the past twenty years. Everyone involved with Rovers has been a
hero.

But since March 2000, we have been one of the worst performing sides in the Football League.
Our underperformance in terms of return on assets or opportunity can arguably only be matched
by teams such as Nottingham Forest and Oxford. Only Halifax and one up, one down at that time
kept us out of the Conference.

The seriousness of the situation cannot be underestimated. We seem to be struggling to break out
from our consistently lowest league position in our 123 year history and we are not moving
towards a breakeven financial situation that avoids the need to find large cash injections every
season.

The major expenditure, return on investment and management requirement within the football club
is the playing budget. n May 2004 we had as near a clean sheet of paper as a club could have to
at last get the club on a manageable financial footing, to move forward from. Despite the chance
to get the club towards a balanced budget then the playing budget was greatly exceeded, coupled
with many long term year contracts, leading to a major multi year cost to the club that could have
been avoided.

n addition between 2000 and 2005 the supporting areas to help ease the playing budget for a
League 2 club a comprehensive scouting system to identify low cost non league players and a
youth policy to develop home grown players have been not delivering at best or non existent.

The signs of decline are there. There appears to be a lack of trust between the supporters, board
and playing staff. The steady erosion of attendances, even when what should be perceived as
positive action is taken, the drain of supporters club members and share scheme members, all put
additional financial burdens on the club.

n such a scenario, two things have to happen to reflect change there has to be change to match
accountability and responsibility for what has happened. There also has to be a fresh start to set a
new direction, engage new investors (both major and from the fan base) and to provide a
backdrop to tough decisions that have to be taken. This has to be based on a vision that all
supporters can buy into and support.

Yes there needs to be a cash injection to cover operating losses and linked to that careful
management of the day to day finances of the club, working with the club financial team and the
supporters Financial Advisory group, to take it towards break even.



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But the vision for Rovers is about more than money. t is to provide top quality professional
football, in a supporter and community based club. t is also the feeling we had at Twerton of us all
being in it together, the fans the players and the club.

1.3 Factors for Change

"A sustained period of support for the football club is required with no external evidence of
questioning the board was a message from a director received recently, but this is going to prove
highly difficult given the fact that there has been a complete breakdown in trust between a large
section of the support base and the Board.

This is the context of the Rovers Agenda for Change. Change is necessary for Bristol Rovers to
be united as a club and move positively into the future. The following factors have been identified
as being the key contributory factors to the signs of decline:

(a) A lack of vision/direction: This can best be summed up by using a quote from another
football club "The Club's culture takes comfort from the past and with a fear of the
future. There is a culture of survival and survival is seen as achievement. There is
nothing binding the top to the bottom of the Club in terms of goals, values, priorities or
organisation.

This was acknowledged by the current chairman

"Since the end of last season we have seen a number of developments
at the Club, particularly the restructuring of our Board with the appointment
of Mike Turl as Managing Director. Mike is a very successful businessman
and he is making great strides in bringing a new clarity and sense of purpose
to the way we manage our activities."

(b) Continued financial losses linked to budget control is stopping the club from
developing if there had been better financial control and a clear vision for developing the
club then the huge amounts of exceptional income generated over the past few years could
have been put to far better use.

(c) Leadership: This has to be seen as a contributory factor to a host of people walking
away from the club. Besides supporters who have left us, giving us our lowest attendances
since we moved back to Bristol, many committed volunteers have left the club.

(d) Relationship with supporters: Feedback from the consultation meeting complained
that there was a one-way communication channel between the Board and the fans. n
many instances the board told the fans what was going to happen and there was no
consultation. n addition to this, many fans are dubious of the Board's commitment to
effective supporter representation. This has not been helped by the fact that the share
scheme has put in over 500,000 and acquired less than a 10% share of the club.



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1.4 The Agenda for Change

The aim of the change agenda set out over the next pages is to rectify these problems and enable
all supporters of the club to be re-united and to pull together to get this great club back on its feet.

We cannot pin all our hopes on stadium regeneration. Yes, stadium development is a key catalyst
for change and improvement and with the dedication and time invested by the unsung heroes of
the project team the club has a great chance of succeeding with the city council. But it is not the
panacea for all our troubles. And we need to have a strategy in place to cope with the stadium
plan failing. No one wants this to happen but we have to have a plan in place if it does.

We also need to improve the scouting network, integrate the community department into the club
thinking, build long term agreements with the Supporters Club, rethink the Share Scheme and
club structure to allow the supporters to own 25% of the club more quickly, integrate all other
support groups back into the fabric of the club and review all aspects of the football club to ensure
we have the best team both on and off the pitch.

None of that can be achieved with just money, it needs a committed set of volunteers to back it
up, the sort of structure we were looking to build in the early part of 2006.

The vision is therefore not just about investment, it is rebuilding the Rovers family and to share
success in the future. Behind this brief look at the vision is the detailed plan that was to be shared
with the Rovers board back in May and hopefully to get agreement to.

The four resigned directors acknowledge we have been part of the non performance of our club
during each of our time on the board. We say sorry to all supporters for not delivering to you what
we all want success on the pitch.

We also apologise to all supporters for the disruption to the club that our resignations have caused
over the close season, but we felt the club could not continue as it was and we individually
decided it was impossible to continue.

t has been made clear to us that our ideas might be welcome but we have no part to play in
putting them in place and helping this football club again, from the boardroom, or anywhere else.
This saddens us but we will continue to support the club we love into the future. As we have said
previously we will be happy if the new restructured board create their vision for the future, take
some or all of these activities to heart and implement them. t is for the board of Bristol Rovers to
lead and deliver the success that our supporters truly deserve.

'COME ON YOU BLUES"

November 2006


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2. Agenda for Change - Vision and VaIues

2.1 How did it DeveIop?

nitial ideas from "Blueprint for the future a board paper from April 2002 by Colin Williams

Based on "Vision and Values plus "Seven Point Plan developed in 2005 by Mike Turl, Kim
Stuckey and Roger Cooper, which was adopted by the board.

An action plan developed by Mike Turl for board presentation in May 2006, that was never
delivered.

Developed over the summer by the four ex directors after suggestions and ideas from talking with
supporters in meetings, before and after matches and casual conversations.

2.2 What are We Trying to Achieve?




























The Bristol Rovers Family
COMMUNTY
DEPARTMENT
1000's Children
YOUTH
DEVELOPMENT
100's Children
SUPPORTERS
CLUB
1000's Members
OTHER
SUPPORTERS
BRWFC
BRFC
THE SUPPORT BASE Community, Schools, Students, Companies
A
coherent
Rovers
with all
in it
together
S
T
A
F
F

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2.3 What Strengths and Opportunities can we buiId on, what Weaknesses and
Threats do we need to address?

STRENGTHS

Our history (1883, North Bristol)
Our brand (Pirate, 1883)
Geographic Areas (North Bristol, Bath) of support base
Community Department activities
Fans loyalty (up until now)
Fans investment (Share Scheme)
Some good corporate investors (sponsors, hospitality)
Women's Team (Premier League)
Strong Supporters Club activities with a history of volunteer support

OPPORTUNITIES

Memorial Stadium redevelopment
Believe in Supporters Ownership through the Share Scheme
3 major sporting clubs (football, rugby, cricket) within 0.5 mile of each other
ncreased fan base through proactive marketing
ncreased community activity to build young support base
"All in it together bring together all elements of BRFC and support groups
Exploit our brands through merchandising, widening support areas
mproved media coverage
Database marketing

WEAKNESSES

First team performance
Financial Projections
Lack of money for debt repayment and investment
Output from Youth Policy for past few years
Media & PR
Mistrust of the board events of the summer
"slands of Activity in all areas of club no integration

THREATS

Continued poor first team performance
Lower attendances
Not enough Stadium redevelopment funds
Not enough investment funds in football club
No sponsorship in other activities eg community department
Continued fan unrest


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2.4 The Vision, VaIues and Aims of Rovers Agenda for Change

OUR VISION:

Providing top quality professional football, in a supporter and community based
club.

OUR VALUES:

Our sense of history in our club and its position as part of North Bristol since
1883

Our wish to play an active and the valuable role in the local community and
region.

Our commitment to our staff and supporters to listen to their concerns and
ideas and actively involve them in the future direction of the club

Our responsibility to help the children of Bristol and the region develop their
interest in watching and playing football

5 -10 YEAR AIMS:

To provide the supporting means off the pitch to give the team on the pitch
every opportunity to reach the Football League Championship

To complete the Memorial Stadium redevelopment plan

To give opportunities to play football to the best of their abilities for the
children of Bristol and the West Country through our youth and community
departments

To provide enjoyable, family oriented matchday and non-matchday facilities at
the Memorial Stadium






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This will be supported by activities in each of the following areas:

1) All in it Together involving all supporters and support groups in the future direction of our
club.

2) Football First to provide the best possible football for our supporters to watch.

3) The Matchday Experience making the Mem a vibrant family friendly place to be.

4) Our Place in the Community weaving Rovers into the community fabric of North Bristol,
Bristol and the West Country.

5) Corporate Governance openness and transparency in all that we do with supporters
involvement, representation and ownership.

The remainder of this document explores each of these activities in turn.












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3. AII in It Together

The culture within a football club is of critical importance, much more so than in other
organisations. The old adage that "as soon as you walk in the door you can sense a club that's on
the way down captures well the central role that culture plays in the success or otherwise of a
football club.

The morale and attitude of non-playing staff at a football club undoubtedly have both direct and
indirect effects on the field of play. Amongst other factors, the team's performance and results
depend heavily upon the motivation, desire and 'belief' (that they are 'winners') not only on the
part of the team itself but also on the part of everyone who supports the team; the so-called
'twelfth man' effect.

t is therefore vitally important that everyone in and around Rovers works to ensure a positive,
vibrant, exciting and motivating environment - a 'winning culture', both on and off the field of play.

The staff at Rovers, both paid and volunteers, have been in the front line of the pain suffered by
our supporters over the past six years. They have manfully borne the brunt of the frustrations,
anger and insults from disappointed fans. This is a wearing process and not one in which many
can keep spirits up for long. Some volunteers have walked and paid staff struggle to maintain
optimism with yet another on field setback. All these people who have worked and supported the
club are true heroes over the past years.

But the problems at Rovers go back even longer than that. Few clubs have had to put up with as
much over the years as Bristol Rovers.

a) sale of Eastville and the ending of the tenancy at the ground
b) two fires
c) having to trek to another city for 10 years
d) coming back to play at a rugby ground

The club has only survived because a whole host of fans have all done whatever they can to help
ensure the survival of Bristol's oldest league club. The list of things people have done is endless,
but here's just a few:

going through the turnstiles each home game
giving up free time to ensure games take place (e.g. spending most weekends in the
summer of 1986 getting Twerton Park up to scratch so that we could play league football
there, taking off the frost covers at the Mem).
travelling 10 miles to watch the team in another city for 10 years
Contributing over a million pounds to the club through the Share Scheme and Helpline
Selling programmes, 50/50's and helping in the shops
Supervising the bussing initiatives for getting local kids to game
Signing up new students at Freshers' Fairs


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Putting a roof on the Blackthorn End and Family Terracethrough 50/50 tickets, buying new
floodlights through 50/50
Sponsoring players

The most obvious example of this is the fact that attendances are at their lowest since we moved
back to Bristol - in fact since at least 1991. However, there are also many who have provided the
club with the capacity to operate, not just the 4 directors but also an army of volunteers who have
helped the club to run on a day-to-day basis, who have walked away.

n order to achieve that regain that Rovers spirit, that sense of "all in it together, we propose the
following:

A plan for the future direction and development of the club that all supporters have had
input to and can buy into
Real representation for supporters
mmediate stake in the club
Formal involvement in club policy and decision-making
Fans contributing to the wellbeing of the club
New share scheme provides financial input to the club
Restart of Supporters advisory groups
Closer ties between all areas of the club

3.1 Our CIub cuIture

OBJECTIVE: Club culture to be fully established 'all in it together" - innovate and involve
all groups

Openness and transparency in all we do
Establish long term SC commercial agreement SC and FC co-located
Rationalise SC/FC commercial activities to ensure efficiency and customer service
remove "Them and "Us thinking in FC and SC
Reset share scheme targets - monies required and share price
Single share price for all
Ex players club to remind current Rovers fans of our heritage.
Create a Gas Museum in redeveloped ground
Acknowledge the efforts of volunteers with meetings and hospitality on non matchdays
Ensure our excellent staff feel part of an integrated Rovers family meetings that include
the players, retail, administration and all support staff to understand everyone's objectives,
concerns and ideas.







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3.2 FuII Engagement with Supporters

OBJECTIVE: To involve and inform all support groups so they feel involved in the decision
making process

To grow numbers and strengthen organisations, and bring back disaffected supporters
To be the catalyst for joint meetings of Presidents Club, Young Pirates, Gas Trust, Helpline
and Supporters Club
Encourage Young Pirates, Bristol Rovers Junior Supporters Club FC and Supporters Club
to link up to provide a single point for watching and playing for juniors right the way through
to joining the SC
Fundraising aimed at specific targets and different mixes (donation/prize winning/ equity
purchase) 50/50, Gold Bond Lottery, Helpline, Gas Trust, Share Scheme, Presidents
Club
Re-establishment of the fans' advisory groups.
Development of an integrated supporters' Communication plan (internet / newsletters /
meetings) so that supporters are regularly communicated with and get information as they
want it without duplication of effort and cost to the football club.
Regular meetings with supporters in outlying areas to ensure adequate consultation

3.3 Caring for Our Supporters

OBJECTIVE: Supporters wishes and requirements will be given priority. If what you are
doing is not helping Rovers get out of League 2, don't do it!

A dedicated resource to be established to address complaints and receive ideas.
A CRM database to be used to set up all contacts made with supporters and prospective
supporters. Exploit this CRM system (linked to EPOS) to target marketing at supporters
The club will contact all past supporters to try and get them involved with the club again
Where practicable, all queries will be answered within 3 days; where not practicable
customers will be informed how long it will take and will be kept abreast of developments.
All phone calls will be answered after no more than three rings.
All participants in events at or associated with the Football Club will be contacted within 48
hours and written to within four days.
Promoting use of web sales and increasing merchandising revenue



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4. FootbaII First

As we said in the introduction to Agenda for Change between 2000 and 2005 the supporting areas
to help ease the playing budget for a League 2 club a comprehensive scouting system to identify
low cost non league players and a youth policy to develop home grown players have been not
delivering at best or non existent.

We have a period of stability where we have a Director of Football charged to optimise the
performance of the football club on the footballing side of the operation, from the Centre of
Excellence through to the first team. We have a good coaching setup, with the welcome additional
appointment of a coach to help the transition between Filton College, our reserves and first team.

We give our full backing to Lennie, Paul and Kevin in taking the football club forward, and believe
in their football philosophy, commitment and efforts they have made so far.

We now need to show some patience to build the long term success of our football club based on
a blend of youth and experience, local and non-local, that can help Rovers progress through the
leagues.

4.1 FootbaII Management

OBJECTIVE: To provide the supporting means off the pitch to give the team on the pitch
every opportunity to reach the Football League Championship within 5-10 years

Ensure the Director of Football is given a full remit to bring about change in the structure of
the football side of the club
o Youth development, training facilities, medical, coaching staff

Agree the strategy for squad composition and development (youth, local players,
professionals, loans, transfer money reinvestment) - then drive the supporting infrastructure
to deliver it

4.2 Youth DeveIopment

OBJECTIVE: To develop a youth coaching system to serve Bristol and the surrounding
areas that will provide first rate facilities and opportunities for boys and girls and within
three years will provide 'home grown" talent for the first team squad.

To strengthen the links between the Football in the Community Scheme, the Centres of
Excellence (for both boys and girls) and the first team squads (men and women) while
recognising the need for legal and financial independence of Football in the Community.





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To develop the links with Filton College for the benefit of Bristol Rovers and the success of
the Club's youth development and community objectives.

Appoint a board director responsible for Youth and Community Development who will
deliver the objectives , working with Filton College, the Youth Manager and Director of
Football

4.3 Scouting

OBJECTIVE: To develop a comprehensive scouting network that will bring to the attention
of Bristol Rovers Football Club a wide choice of talent from both above and below the
Club's position in the national football pyramid.

n doing this we must develop strong working relationships with specific clubs above and below
Bristol Rovers in the national football pyramid in respect of player development and excellence.
Also we should ensure this network is properly managed, resourced and funded on a long term
basis.

An effective scouting network must be established under a properly defined Chief Scout
role. This role should have the objective to ensure all leagues at national and local level are
comprehensively scouted to identify raw talent, undervalued players and late developers
that could make an immediate contribution to the first team and address anticipated needs
in future seasons as contracts of the current squad end.

To develop strong working relationships with local football clubs potential to capture
players who are late developers, landing place for released Rovers players, links for loans
of developing Rovers players, joint fans initiatives, meetings at local clubrooms

Supplement the scouting resources with a comprehensive non league scouting network
using non league managers, ex players and suitable supporters, with a proper induction
process

Maintain a database of scouted players and contacts for continual assessment and review














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5. The Matchday Experience

When the standard of football is not as we like, it is vital to make the matchday experience as
good as we can within the constraints of an undeveloped Memorial Stadium, with an emphasis of
attracting families back to watch Rovers.

Matchday pricing which affects attendance obviously determines the level of other commercial
revenue generated from matches eg Rovers merchandise, match programmes, hospitality, food
and beverage income.

We propose a complete review of the matchday experience to ensure value for money is seen to
be delivered, and Rovers can maximise their matchday revenue. This should be based on an
objective to try and "Fill the Mem".

5.1 The Matchday Experience: BuiId the Atmosphere

OBJECTIVE: Make the matchday experience as good as we can within the constraints of an
undeveloped Memorial Stadium

provide an incentive for spectators to get to the ground early with reasonably priced food and
drink served in an hospitable as atmosphere as we can within the constraints of the Memorial
Stadium infrastructure

provide a dedicated area of the ground for family seating, allowing specific entertainment
pitchside and next to the stand. We would actively look for sponsorship for this activity.

A review of prematch and half time entertainment

hold a regular liaison meeting between the Supporters Club and stadium and safety managers
to review best practice and discuss suggestions for improvement. This would also consider the
provision of "safe standing" in a redeveloped Memorial Stadium.

appoint "matchday ambassadors", hosted by ex players and using current squad players to
meet supporters in bars and hospitality areas

5.2 The Matchday Experience: FiII the Mem

OBJECTIVE: Optimise attendances at the Mem through a ticket/pricing policy that is fair
and attractive to all sections of the community and a series of targeted campaigns and
initiatives to bring back lapsed supporters and attract new ones.

Review of current ticket pricing arrangements


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ntroduction of dedicated process for optimising season ticket renewals

ncentives for children to attend, for example all U11s accompanied by an adult free for
season tickets and tickets purchased in advance, in all areas of the ground. This would be
based on a membership scheme (say 10) which would include membership of the Young
Pirates

Contact lapsed season ticket holders and other supporters, personally and through the
media.

"Coming Home" series of matches with attractive pricing for adult supporters.

Build a plan between FC,SC and Community Department to target areas in North Bristol eg
Bradley Stoke, Emersons Green to capture new supporters

Pilot local events that will attract existing and new supporters

Make Rovers the football club of choice for Bristol students





























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6. Our PIace in the Community

1883. The oldest league club in Bristol.

One of Rovers' key strengths is its history and its position as a central part of North Bristol life for
more than a century. n spite of the current problems it faces, the club remains a community asset
and utilisation of this represents the key to its long-term future.

We feel that fully developing the already established links between the club and the community -
becoming a fully community-based club can both ensure the sustainability and development of
Bristol Rovers FC and improve the quality of lives of all within our community. t is a model which
is being increasingly implemented by Football League clubs and would benefit Rovers hugely.

n footballing terms, the word community is most often used to describe the work done by the
club's Community Department (e.g., Fun Days, Saturday Team Club, after school clubs, coaching
sessions). All of this work is vital to fully developing the links between the football club and the
local community but the concept of "Bristol Rovers - The Community Club" encompasses a much
wider vision. n this context, "community covers both:

the geographic community of Bristol (and beyond) and includes all aspects of local life;
communities of nterest (e.g., business, education, voluntary organisations, local authority
etc.)

There is a broad range of potential activities that could be undertaken under the umbrella of a
community-based club and the benefits that it could deliver both to Rovers and the local
community.

As stated above, one of Rovers' key strengths is its history and its position as a central part of
North Bristol life for more than a century. Moreover, the club has the ability to generate levels of
civic pride that few other organisations or institutions can. These factors mean that the club name
is both recognised throughout the area and appeals to a wide variety of organisations looking for a
way to promote their services and activities to a diverse local audience. This is a hugely
marketable commodity that can be used to drive the development of the club in a wide range of
ways.

Traditionally, these factors have been used to drive revenue through sponsorship and advertising
from local businesses. This clearly needs to continue, but an increasing number of clubs are
recognising that their stadium's facilities provide natural capacity for local community activities and
are seeking to utilise this by transforming them into joined-up community spaces which act as
hubs for activities such as culture, sport, education, enterprise, health and community.

This type of joint working provides benefits to both the local community and the club. n the case
of the former, local organisations can exploit the brand of the Football Club to promote their
services and reach the wider community. n return, the Football Club plays an active and the
valuable role in the local community and also enjoys the significant benefits of widening the


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support base of the club and boosting loyalty to it. t also raises the possibility of attracting
revenue streams from a range of agencies who are not normally associated with football.

6.1 Community Department

There has been at last an upturn in the fortunes of Bristol Rovers Community department with the
start of the "Playing for Success initiative in the T Study Centre and the recent announcement of
"Fit for Success football coaching and T Study initiative for local schools.

Point 1 of the clubs Seven Point plan stated:

"The football club is fortunate in that it employs a dedicated team of staff with expertise in a
number of areas. However, there are certain areas where it would be beneficial to supplement and
complement the in-house skills by harnessing the talents and expertise of our supporters to assist
with the running of the club. To that end, it is proposed to establish advisory groups to work with
the staff and the board of directors in a number of operational areas.

These groups support the values of the club that RAfC developed namely:

1. Our sense of history in our club and its position as part of North Bristol since 1883
2. Our wish to play an active and the valuable role in the local community and region.
3. Our commitment to our staff and supporters to listen to their concerns and ideas and
actively involve them in the future direction of the club
4. Our responsibility to help the children of Bristol and the region develop their interest in
watching and playing football

Following this announcement, supporters with an interest in community activities through contacts
and programme announcements were asked to become involved in setting up a Community
Advisory Group (CAG) to help deliver visions 2 and 4 and assist in the establishment of Rovers as
a truly community-based club.

Developing links with the local community is a very wide-ranging term which is used a lot in
football. As a result, it is often difficult to describe to people what exactly it means and more
importantly to show them what the positive effects are for the football club. Therefore, the first
priority for the CAG was to establish a terms of reference in order to ensure that the key areas of
work were well defined at an early stage.

These terms of reference were developed by undertaking research on the different areas of work
that the club either currently does or could do with the local community. This was based on an
analysis of both Rovers' current activities (either through the club's Education Department or the
Football nThe Community Scheme) and research on community work being done by other clubs
around the country. This was discussed at the first meeting of the Community Advisory Group.





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ndirectly football-related activities are those joint activities between the club and local community
organisations which use football and the name of the football club to deliver benefits to the local
community and also to the football club itself. Examples will include things such as schemes to
improve educational attainment, cut crime and anti-social behaviour, projects to enhance healthy
living and provision of employment/training opportunities. Joint working of this type represents a
unique opportunity to gain two-way benefits for both local organisations and the Football Club.
Local organisations can exploit the brand of the Football Club to promote their services and reach
the wider community. At the same time, this work will benefit Rovers by helping boost loyalty to
the club, increasing turnout and ticket sales and bringing in revenue.

Following the agreement of the Terms of Reference, the next stage of the CAG's work was to look
more closely at the work that Rovers are currently doing in relation to the key areas identified and
discuss ways of adding value to the work that is already being done. This identified a series of
actions and activities that should form the basis for moving forward for a revitalised community
department.

These included such things as helping organise and promote Fans of the Future, setting up
meetings with local head teachers to discuss the club's current school activities and to identify
areas for improvement, enhancing linkage between the various sectors of the club in its

A Community Based CIub:

A club which:
plays an active and valuable role in the local community and region.
Has a responsibility to help the children of Bristol and the region develop their interest in watching and
playing football
Football-dependent initiatives Non-football dependent initiatives
All FTC work
Using contacts of FTC to build up levels of
support in targeted areas
Educational achievement
Social nclusion
Healthy Living
Employment/Training Opportunities
Equalities
Links with local organisations/use of club
facilities by the wider community

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community activities, promoting the club's student scheme to the 16-18 age group, identifying
funding opportunities for community activities, building relationships with relevant people within

Bristol City and South Gloucestershire Councils, identifying examples of best practice at other
clubs and pulling together topline information on the club's different community activities for
marketing purposes.


Community Work Areas to be developed and enhanced include:

FootbaII-Dependent Non FootbaII-Dependent
Standard FTC activities: e.g., schools
coaching, Saturday clubs, holiday
soccer courses etc.
opening club facilities to the wider
local community/increased use of
stadium on non-matchdays
Links to Young Pirates Social nclusion: getting people out of
crime/off drugs and playing sports.
Links to Bristol Rovers Supporters
Football Club
nitiatives to tackle other forms of anti-
social behaviour
Links to local non-league sides junior
supporters
Projects to enhance educational
achievement
Fit for Success Projects to enhance healthy living
Fans of the Future to build local
support through clubs and schools
nitiatives to promote anti-racism and
overcome historical exclusion of
ethnic minority communities as
supporters, players, employees.
Employment/training opportunities:
e.g. Leyton Orient offer employment
training in sports-related fields.
Fulham do Football into Work (training
for unemployed adults) and a Skills &
Learning Centre for younger children.

6.2 Community Activities

OBJECTIVE: Build a Community programme to attract the next generation of Rovers
supporters, to get more kids following a healthy lifestyle and that increases community
coverage in a self sustained way

Relaunch the Community Advisory Group
Build a complimentary strategy covering the Community and Youth Departments
(recognising the independent charitable structure of the community department)
Sponsorship required for the community programs (boys and girls) to make it a dynamic
activity
Build nitiatives to promote anti-racism and overcome historical exclusion of ethnic minority
communities as supporters, players, employees.
mprove the relationship and build new bridges with Bristol City Council and South
Gloucestershire

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Build the next generation of Rovers fans proactive around areas of Bristol

6.3 Sporting Partnerships

OBJECTIVE: Build a positive relationship with Bristol Rugby Club and open discussions
with Gloucestershire CCC about shared activities

To agree a commercially sustainable agreement with Bristol Rugby including the
consideration of security of tenure and a viable income stream for the football club
Setup and inform the rugby club of clear communication channels
nvestigate with Gloucestershire CC the use of shared resources (marketing, commercial,
retail) to use resources at optimum efficiency continually throughout 12 months
nvestigate joint season tickets two or three way (Gloucestershire CC / Bristol Rovers /
Bristol Rugby)






















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7. Corporate Governance

With transfer income drying up as a result of recent changes in the football industry and our lack
of talent to sell, to continue the path of the last ten years is in our opinion a recipe for disaster.

Yet in spite of this there seems no inclination to change the way things have been traditionally
done.

We would argue that there is no reason why Rovers should not be able to operate at breakeven in
the current football climate and still be more than competitive in the lower leagues. This can be
done through the following:

(a) adherence to the fundamental principle that Rovers is a long-term community asset and
that if we want to have a club to follow for many years to come we can't speculate with the club's
future. Therefore we don't spend what we don't have.
(b) The club adopts and adheres to a financial plan that ensures that the club moves to a
balanced operational budget and that there are sound financial controls and monitoring in place:
comments made about the lack of financial controls
(c) a defined strategy for squad composition and an emphasis on youth development and
scouting to get the best value for money from the squad. This will be the key to operating at break-
even and being competitive on the pitch.

Another key aspect of the Rovers Agenda for Change is the commitment to openness and
transparency in everything that the Football Club. Therefore, we propose:

(a) ntroduction of a Code of Best Practice that is enforceable for those running the club
(b) Finances are subject to regular scrutiny by the resumption of the fans' Finance Advisory
Group. Details of where the club's income comes from and how it is spent should be clear and
regularly communicated to supporters.
(c) Directors to provide financial information and to be objective and act in the best interests of
the club.

New corporate structures have been suggested (Community nterest Company is the favoured
option at present) as a mechanism to deliver this change. Much has been made of this and a
campaign against a CC has been set in place.

Let us make it clear - we are open minded in respect of this issue and would pledge our current
holding in Bristol Rovers to support any democratic organisation to take Rovers forward. The CC
structure is the preferred vehicle, protecting the clubs major asset (the ground), not just for the
short term which has been the misguided focus of the rebuttal of the idea but for the long term, for
example when leases on student accommodation could expire. We have no idea who the
controlling interest in Rovers could be in 20 plus years time and a structure such as a CC
safeguards the asset for the future in a real sense today's board and supporters become
"custodians of the club for the future generations as memorably stated by our Club President.


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We should state the original proposals for Agenda for Change within this Corporate Governance
section contained a financial commitment to back up the ideas and actions outlined in this
document.

The published version does not include these commitments. This is because it has been made
clear in the past two weeks by a press statement that the resigned directors are not welcome near
the current boardroom and therefore it can be concluded that their financial input would not be
welcome either. ndeed as was said in the summer, from a financial perspective "we've got it
covered.

n addition much has changed since the original proposals were made in the May timeframe.
Another six months of trading has taken place, which means any financial input has to be
considered in the light of any changes that have taken place in this time. Finally we have to see
the effects of the proposed rights issue and the take up from the issue on the club finances.

Prospective new investors cannot be expected 'blindly' to commit funds to any business,
They must be allowed to see with their own eyes and have the opportunity to audit independently
and assess the financial situation, long term business plans, prospects, and assets, including the
management capability, of the Company in which they are being invited to invest.

Unless and until we are given the opportunity and time to assess the changed business data and
information since May 2006 we cannot state with an acceptable level of reliability what additional
funding is truly required to cover the various business scenarios, or indeed what type of funding is
best suited to the needs of the business, or when, ideally, such new funding ought to be injected
into the Club. That is the truth of this matter.

t would be misleading and irresponsible of us, as ex Directors of the Club, to pretend otherwise or
to mislead anyone in order to win their favour with a large financial commitment and we will not
do so.

7.1 Corporate Structure

OBJECTIVE: Put in place a robust management structure, with clear responsibilities and
accountability, maximising openness and transparency in all that we do

To communicate widely the Club Strategy and direction of the Football Club and
ensure we develop and implement corresponding management policies, practices,
procedures, methods and systems, (including management and financial accounting, and
audit and reporting systems) linked with our Fianncial Advisory Group. This will ensure the
financial planning supports the achieving our Club Strategy and ensuring maximum
transparency in all of our business dealings.

Seek to ensure that governance of 1883 Ltd complies with recognised 'best
practice' and, thereby, with the rules, regulations, codes of practice and advice
enacted or issued by Government and other Regulatory Authorities from time to
time. n particular, to ensure all directors and staff are fully aware of their duties and

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obligations of being involved with a public company whose shares are traded on
public markets.

mplement and maintain within 1883 Ltd the management organisation necessary to
ensure clear and unambiguous accountability on the part of all Directors, Executives and
other employees of the Company. Also ensure that these Officers and colleagues are
suitably qualified, experienced and motivated to undertake the work they are employed to
do. This operating structure should allow delegated powers to directors with the necessary
specialisms, backed by supporters advisory groups.

Seek to ensure that the Company always meets its moral and contractual
commitments to its various stakeholders on an equitable basis.

Monitor and control the overall performance of 1883 Ltd in relation to approved
business plans, delivery programmes and budgets. To initiate any corrective actions
that may be required from time to time in order to ensure that they are achieved.

n keeping with the Club Strategy, ensure that appropriate formal and informal
communications systems, methods, practices and procedures are operated so as to
facilitate regular, constructive and mutually beneficial dialogue between and amongst the
Company and its various stakeholders. n particular, Rovers supporters and the various
written and broadcast media sources they access for news about their Club.

Put in place, if a successful review is carried out, a Community nterest Company structure
with the Memorial Stadium as the asset locked for the benefit of the club and supporters.

Proactive, innovative and robust procedures for developing the football club along the
lines of the Agenda for Change.

7.2 Ownership ProposaI

OBJECTIVE: Equitable share price for all and a guaranteed stake for supporters of 25%
minimum in our club

A new share structure to be set up, with conversion of previously purchased shares to 50p
or other common denomination, this would immediately enhance support groups
shareholding.

We would commit that the support groups would immediately have a 25% shareholding in
the company.

While the share structure was being set up we would issue a "golden share for the support
groups to exercise a 25% vote. This would be achieved through the conversion of Share
Scheme shares, but we would ask the Supporters Club to work with other support groups


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Formal involvement in club policy and decision-making through the establishment of a
Fans' Panel. The meeting of all the support groups which took place during the consultation
process was a success and this needs to be formalised.

All shares going forward would be purchased at a common share price.

The structure would enable:

o ndividual shareholders to purchase shares in blocks of 500 or 1000.
o Larger investors to be able to join the board through share purchase
o A continuing monthly subscription share purchase to raise funds for the club in
specific areas eg team building, youth development with defined benefits for the
subscriber.

7.3 Background Information on Community Interest Companies

n recent years there have been too many instances in the football world where clubs' future have
been threatened by owners either over-borrowing against the ground or selling it off. This has
given rise to a debate on how football clubs can retain a flexible mechanism that is necessary for
the operation of a commercial enterprise while at the same time safeguarding the club's key asset.

A form of company introduced last year - the Community nterest Company (CC) may well
prove to be the answer.

The Community nterest Company attempts to reconcile the aims underpinning a social enterprise
community benefits, community need, environmental concern with the needs of the investors
who have the capital needed to enable these social enterprises to grow and flourish.

Although CCs can raise investment from investors, the dividends that can be paid are capped, as
is the interest paid on loans. Crucially, the major assets the property owned by the social
enterprise can be locked away to stop it being sold off by the current shareholders, or used as
collateral against loans. Finally, there are two classes of investors stakeholders and investors,
and stakeholders have 75% of the votes at any meetings in case someone wanted to vote to stop
being a CC and become a normal company.

The upshot is that investors don't put money in if they want a quick buck, or to get their hands on
a company that's doing quite nicely in order to strip the value out of it. t does favour any investor
who believes in the values of the organisation and knows that it is possible to run the business
soundly and generate a small surplus for reinvestment and a small surplus for the investors.

Crucially, all of these stipulations have the full force of law behind them. n order to convert, any
company just has to pass a special resolution to become a CC, and suddenly, all of the
provisions now apply. Assets of the Company can be locked away to make sure that the current
generation can't deprive future generations of the legacy they themselves inherited thanks the
hard work of their predecessors.


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t's pretty easy to see the advantages of the CC to football. The asset lock can prevent the
ground being rashly borrowed against or sold off. The rules on voting ensure that the balance
between long-term stakeholders fans and investors is struck properly, and the rules on
dividends on interest mean that investors and the community share in the benefits of a prudent
financial plan based on sustainability, not success at all costs.