Fans Comment
Steve Guy

Route Planner
24/4/06

A while ago I wrote (‘Creating a New Model’, 5th April) to suggest that Everton were developing a model for long term success, based primarily on a consistency of approach to management throughout the Club. Consequently, it was interesting to read an article in the business section of the Sunday Times (23rd April) which focussed on Bolton Wanderers, their majority shareholder, Eddie Davies and his CEO Allan Duckworth.

It was barely 15 years ago that Bolton were in tatters as a club, both on and off the field. Those of you who are old enough may remember their old home, Burnden Park. It made the ‘Reebok’ of today look like the New Wembley in comparison. In those intervening 15 years, Bolton as a club have changed out of all recognition. We criticise their football mentality for being too physical (‘dogs of war’ anyone ?), but it is effective and they are now regular contenders for European football and certainly a ‘top ten’ side.

The Sunday Times article focussed, as you might imagine, on the financial work done behind the scenes to make this change possible. It comes down to a few key points…

a) Building multiple revenue streams from activities other than football
b) Management stability

Their management team (including Allardyce) has been in place for a long time now and that has meant that they have been better able to deliver on the economic strategy they had committed too. It meant that, as the new stadium went up, they had credibility with potential investors, such as the De Vere group who jointly own and run the hotel which is an integral part of the stadium. The stadium itself is modern and attractive enough (architecturally and geographically) to ensure that other money-spinners (conferences and concerts) utilise the facility on other than match days.

The above summary of the article is obviously not intended to eulogise Bolton but to make the point that Bolton’s example offers a very clear route map which Everton can follow (unless a billionaire Russian turns up in the interim). I have argued previously that the signs are we have already started this process and so won’t repeat those points again.

The key will be for Wyness to deliver on the stated commitment to deliver a decision on a new stadium and its location by the end of 2006, without anymore soul-searching or procrastination. I would even go so far as to say that the proposal by Wyness to allow Evertonians their say, will work against getting a decision; as it is likely to re-open debates that have gone on for a decade now; about whether to move from our spiritual home or not.

It is unlikely that any supporters are best placed to make decisions based on the hard economic facts of our situation, but that is what will be needed; with only the Board necessarily having full clarity. However, if you can buy into the model (aka Bolton), this would seem to back this latter point up and would suggest that emotion is the one element which must be taken out of the equation, even though it is all most of us can bring to the debate. If this is the case and we look to the future then,

a) we can’t stay at Goodison, as its geography is too poor to attract non-football-related activity.
b) a new stadium will ‘look’ very different and we will have to be prepared for an animal which does not reflect a pure football stadium (eg, maybe a hotel complex, a sponsored name for the venue and certainly lots more corporate activity)
c) most importantly, it will be a long haul and we will all have to recognise this and support the process accordingly.

All of this hinges on my basic assumption of course; that the Club is now embarking on such a road to recovery and that the management team can be held together to deliver the consistency in approach which will ultimately deliver the goods — both off and then subsequently (and most importantly) on the pitch. I hope I am right, as the alternative is too awful to contemplate.

Transparency in and during the process would be as useful to Evertonians as a (token) ‘say’ in what will happen and indeed would probably be more beneficial; as it would help give our expectations perspective and ease the pressure for a dramatic change in our fortunes. The new stadium, its infrastructure and the management team that services the latter could then have a sustainable chance of living up to our club motto both on and off the field.

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