AIFF takes ownership, promises open league
A 20-year blueprint presented by the All India Football Federation (AIFF) promises to fundamentally reshape the Indian Super League (ISL), with a new ownership, revenue and governance model designed to give clubs greater security while keeping the league under the federation’s control. If accepted by the clubs and a prospective commercial partner, the plan could finally end months of uncertainty and set up a February kick-off for the new-look top tier.
How will it work?
Under the proposal, the ISL will be fully owned and operated by the AIFF for a 20-season cycle, running from June 1 to May 31 each year, after which all revenue shares revert to the federation for redistribution or re‑tendering. The league will retain an open system with promotion and relegation across tiers of the pyramid, aligning more closely with global football structures.
The AIFF wants governance handled by a board empowered by its general body, with “certain operational autonomy” over commercial matters but ultimate oversight staying with the federation. Clubs have broadly welcomed the framework but have flagged the fine print on governance and the precise rights of the commercial partner as issues that need further clarity.
Central budget and club commitments
At the heart of the blueprint is a Central Operational Budget of 70 crore rupees for the first season, meant to cover all league operations, licensing compliance and prize money. This pool will be funded by yearly contributions from all revenue shareholders through what is termed the “League Membership Contribution,” proportional to their revenue share in the league.
Each participating club will pay a separate standard participation fee of 1 crore rupees a season directly to the AIFF, an amount that will be fully reimbursable from central revenue before net revenue is distributed. The AIFF has indicated that the league could target a start date of February 7, provided agreement is reached quickly and clubs have at least a month to revive football operations.
New revenue‑sharing model
Financially, the plan marks a decisive shift away from the earlier rights‑fee driven model towards a structured shareholding and revenue‑share system. The proposal divides revenue shareholders into three primary groups – AIFF, participating clubs and a commercial partner – along with a separate “fixed revenue share” pool earmarked for long‑term investors.
Proposed revenue shares and commitments
| Stakeholder | Revenue share | Annual cash contribution | Key use / note |
|---|---|---|---|
| AIFF – fixed revenue share | 10% | ₹7 crore | Invested primarily in youth leagues. |
| Participating clubs (collective) | 50% | ₹35 crore | Forms bulk of the general revenue pool. |
| Club allocation – fixed revenue | 10% | ₹7 crore (indicative) | Reserved for clubs opting into fixed share. |
| Commercial partner (targeted) | 30% | ₹21 crore | General pool investment; limited control. |
| Total central operations budget | 100% | ₹70 crore | Basis for league operations. |
Within the overall structure, 60% of total revenues would stay within the AIFF framework, with 10% retained centrally and the remaining 50% distributed equally among clubs as part of their membership entitlement. The balance 40% becomes the fixed revenue pool, open to a commercial partner and clubs that wish to lock in long‑term stakes.
Protecting club investments and relegated teams
A major concern for clubs has been safeguarding long‑term investments in a system that now includes promotion and relegation. The AIFF proposal introduces fixed revenue shares that clubs can retain even after relegation, provided they continue paying their League Membership Contribution.
Clubs with longer service in the league will be eligible for a larger slice of this **fixed** pool, with bands running from about 0.25% to 1% depending on years of participation up to December 2025. In addition, two percent of the central pool is earmarked for parachute payments, capped at 1% per club per season for two seasons, to cushion the financial blow of dropping out of the top division.
The search for a commercial partner
While the architecture appears to answer many of the clubs’ long‑standing demands — particularly around revenue share and long‑term certainty — its success hinges on attracting a committed commercial partner. The model expects a partner to invest 21 crore rupees annually for a 30% revenue share, with limited say in scheduling and other operational decisions, something club officials admit may be a tough sell in the initial years.
Clubs also want clearer guardrails on operational expenditure, salary regulation and the decision‑making powers of the governing board before signing off. These issues, along with final approval of the 20‑year blueprint and the format for the coming season, are expected to dominate the December 29 meeting in Delhi, a gathering that could define the next generation of Indian club football.
