Membership in professional football - influence structures, meeting formats and fan participation

The framework for membership in professional football has evolved in recent years. New communication channels, societal expectations of transparency, and more organized fan scenes have led to members being able to influence club structures and decision-making processes in different ways and at different points than just a few years ago. While previously elected officials and full-time management primarily determined a club's direction, active fans are now increasingly being elected to committees and assuming formal responsibility there.

At the same time, another issue is increasingly coming into focus: How should the significantly increased number of members participate in key decisions in the future? The debate about in-person, hybrid, or digital formats shows that not only membership itself, but also its forms of participation are changing. Associations are thus faced with the challenge of striking a contemporary balance between representation, participation, and legitimacy.

New roles: Active fans and former ultras are represented on committees.

In recent years, several professional clubs have elected representatives from the active fan scene to key governing bodies. This was particularly evident with the election of Kay Bernstein – who has since passed away – as president of Hertha BSC, a first in German professional football. Dynamo Dresden, Hansa Rostock, and HSV, among others, are also showing a similar trend, with representatives from the active fan scene on their supervisory boards or executive committees. The stronger organizational integration of active fans is therefore no longer an isolated case, but rather part of a broader development within the club landscape.

These developments illustrate that well-organized fan structures now exert a greater influence on formal decision-making processes. For clubs, this means that when appointing members to their governing bodies, they must consider not only individual groups but also the interests of all relevant stakeholders – from members and fans to volunteers and operational staff. This does not mean that every group must be directly represented on the governing bodies. Rather, what is crucial is that the composition of the bodies reflects the diverse perspectives within the club, adequately considers them, and simultaneously remains capable of taking action.

Our membership projects also demonstrate that growing membership numbers influence governance issues. Associations are increasingly asking themselves how new members might affect committee elections, decision-making processes, and the distribution of power in the long term. Membership development and governance are more closely intertwined today than ever before.

Members' meetings as a power factor in professional football – in-person, hybrid or digital?

The format of the general meeting increasingly influences who actually wields influence. Despite high membership numbers, in many places only a small percentage attend meetings.

Example Hertha BSC

Of over 60,000 members, around 1,500 participated (2.5%). A large proportion of these came from the active fan scene, which had argued strongly against hybrid formats beforehand. The motion to amend the statutes failed decisively – Hertha will stick with in-person meetings.

Example 1. FC Köln

The members' advisory board recently spoke out very clearly against hybrid events.

The Hertha example shows how in-person formats favor easily mobilized groups. Members who cannot attend due to scheduling conflicts, health issues, or geographical limitations remain excluded. This raises the question of how democratic a format is that effectively fails to reach large segments of the membership.

Other clubs choose different paths:

Borussia Dortmund , Karlsruher SC , and Eintracht Braunschweig, among others , have opted for hybrid meetings.

Borussia Dortmund's first hybrid general meeting was attended by 1,951 members in person and more than twice that number, 4,128, participated online. However, this represents a negligible proportion of the approximately 238,000 members. Hybrid models at least offer the possibility of involving broader segments of the membership – even if actual participation remains low for the time being.

For clubs, the question of the meeting format has far-reaching consequences. In our view, the legitimacy of the 50+1 principle also rests on the fact that the central bodies of the registered association (e.V.) – especially the general meeting – make decisions based on the broadest possible member participation. However, if actual participation consists of only a few percent of the membership, a tension arises between the formally stipulated democratic structures and their practical implementation. Since the registered association, even in the case of spun-off limited companies, exercises the relevant rights of instruction and control over the professional division through its bodies, the question of representativeness and participation takes on additional significance.

Against this backdrop, it becomes understandable why parts of the active fan scene view hybrid formats critically. Physical presence offers them an environment in which mobilization is a key influencing factor. Hybrid or digital gatherings could diminish these advantages and align majority decisions more closely with the entire membership.

For clubs, this means that changes to the meeting format can have not only organizational but also cultural and relationship-related effects .

When well-organized groups get the impression that they are losing influence, this can affect their motivation or willingness to actively participate – an aspect that clubs must consider as part of their membership strategy. Current developments therefore suggest that the discussion about the future structure of members' meetings will continue to grow in importance.

Change through dialogue: Involving members and fans as a strategic instrument

Regardless of the format of meetings, communication between clubs, members, and fans is also changing. Transparency, early involvement, and traceable decision-making processes are now key expectations. Digital channels further reinforce this demand: discussions are faster, more public, and have a more immediate impact on clubs. Members increasingly want to participate in shaping the club's direction – not just receive information.

Best Practice SC Freiburg

In 2024/25, the club conducted a multi-stage dialogue process, accompanied by external experts. Participants included, among others:

Supervisory board, executive board, honorary council, fan advisory board as representatives of the active fan scene, members' initiative and 50 randomly selected members

The groups worked on a joint vision for the future structure of the president's office. The result was a proposal for a new body – the Association Council – which will assume key responsibilities in member communication, dialogue formats, and the preservation of values and traditions.

A survey with approximately 8,000 responses confirmed the results of the dialogue process. The broad-based approach was overwhelmingly positively received by participants and demonstrated how structured participation formats can foster stability, legitimacy, and identification. The general assembly then formally adopted the developed proposal with 87% approval.

Conclusion

The past few years have clearly demonstrated the significant changes taking place in professional football regarding membership, co-determination, and communication culture. New roles within governing bodies, discussions about suitable meeting formats, and the desire for greater participation present clubs with the challenge of developing their structures without jeopardizing their established stability. Those who address these developments early and manage them professionally not only create more transparent decisions but also strengthen the club's legitimacy within an increasingly diverse membership.

At the same time, it is becoming clear that issues of membership development, governance, and participation are closely intertwined. Many associations are therefore increasingly focusing on how they can strategically integrate these topics – from clear role definitions and suitable meeting formats to contemporary approaches to member communication. In this context, external perspectives and methodological support can be helpful in structuring processes, involving diverse stakeholders, and developing sustainable solutions that fit the respective association culture.

HORSTMANN Strategy & Management Consulting supports clubs in developing and optimizing their membership strategies. With years of experience and in-depth industry knowledge, we help you unlock the full potential of your memberships. Feel free to contact us – together we will develop customized and future-proof solutions for your club.

For the sake of readability, the generic masculine form is used in the text. However, all genders are always meant .

Sources: Hybrid or in-person? The culture war in the clubs - kicker ; Borussia Dortmund club website