DT Election 2003 - Questionnaire

Are you a member of WISA? If not, why not?

I have been a member for several years, although my membership is currently lapsed due to an oversight on my part. I have recently sent my renewal form in, so should be a full member again very soon.

Why should WISA members vote for you?

I believe that the Trust has much to learn from WISA, and would welcome an inclusive approach towards them. WISA have experience of operating a fan-focussed organisation that represents its member's views, and I believe the Trust would benefit from examining WISA's approach to member involvement. Beyond that, I think it would be useful to include WISA in any consultation exercises the Trust carries out. I think that an ISA is essential at any club, whether fan-owned or not, in order to act as a ‘watchdog', ensuring the Trust is meeting its obligations to its members, and the club to its fans. To help WISA achieve this, and to help the Trust understand any concerns WISA members have, I would be keen to see regular communication between the two organisations.

How much time can you commit each month to DT duties (excluding AFCW activities?).

40 hours.

What role would you perform on the DT board?

From the Trust's creation, I have always taken a strong interest in constitutional issues. There is a widely-recognised need to re-develop the constitution to reflect the various parts of the organisation, and having worked on this already would be well placed to help lead this process. I would act as an independent voice, representing the concerns of ordinary members. I would also be prepared to take on specific jobs as required, but these will depend on the needs of the Trust and the particular interests of the other board members.

Would you undertake any additional activities in AFCW?

As I've made clear in some of my other answers, I don't believe that Trust Board members should also be on subsidiary boards, so would not want any board level position within AFCW. However, if needed I could take on particular tasks below board level, Trust commitments depending.

Did you support the recent share issue enthusiastically, with reservations, or were you unhappy with the idea?

I had reservations at the time, and with the benefit of hindsight wish I had opposed it and insisted on a members' vote to approve it. By the time the proposal for a public share issue in a holdings company was put to the Board, the stadium deal might have been in danger if it had not been approved. Alternatives, such as a share issue in the stadium company only, a bond or loan scheme, or a donation scheme were not fully explored or properly debated by the Board. I do not wish to make excuses, and realise that some members feel let down. I believe that any future sales of the Trust's assets should be subject to a members' vote, and that this should be enshrined in the constitution. In the long term, once financially viable, I would favour a share buy-back scheme on a voluntary basis.

Do you favour a register of interests to record any benefits (financial or otherwise) Trust members gain from their dealings with the Trust or PLC?

Yes, I think it is important that these things are open and that the Trust and PLC are accountable to fans for the money they spend on their behalf. Without such a register, there is a danger that fans may begin to feel that important financial decisions are being taken without them having an ability to question whether these are appropriate, or that a ‘clique' is developing. If details of benefits are publicly available, fans can judge for themselves whether or not they are appropriate. In particular, it is important that members are able to see whether the benefits any individual receives make it inappropriate for them to represent them as a Dons Trust Board member, due to a conflict of interest. I also believe the reasons for any benefits being given should be recorded in the register, along with the reason why the task for which payment has been made could not have been done on a voluntary basis. I accept there will be a need to make payments for some tasks, but believe that, given our debts, we must make sure any payments or other benefits given are both necessary and transparent.

What personal qualities (apart from professional skills, and a capacity for hard work) do you have that the DT Board needs?

I believe that the Dons Trust Board needs people who are prepared to communicate with members, listen to their views, and put them at the centre of the decision making process. I have experience of doing this, having helped lead members' open meetings on constitutional issues, and through my experience as a trade union representative. I believe that, for the Trust to run as it should, Board members should always act with honesty and integrity, and would do so if elected.

Please list all financial benefits that you have received in the past through dealings with the Trust or Plc.

None, nor would I seek them or accept any if offered.

What do you think of the Trust's performance and achievements so far?

I believe the Trust has achieved much since the first board was elected, in setting up AFC Wimbledon and providing a way for fans to have a real stake in the club they support. Without the Trust, we would probably have AFC Wimbledon, but the club would not be fan-owned or controlled. I do not believe that AFC Wimbledon would have been as successful as it has been without the Trust, as the Trust provides volunteers (on matchdays and on working groups), and builds community links by running the FITC scheme, youth and ladies teams. While I am proud of these general achievements, I recognise that there have been significant problems, resulting mainly from the lack of definition of the Trust and Club's roles, and the fact that the Trust had little time to establish its own policies and frameworks before the formation of AFC Wimbledon. The most pressing needs which must be addressed to improve the Trust's performance are increased communication with members and greater member involvement in decision making; and establishment of a structure that clearly defines the roles of the Club and Trust, so that everyone knows what is expected of them and can be judged on their performance.

What changes would you propose, if any, to the way the Trust operates?

As outlined in my answers to other questions, the main changes needed are the definition of the relationships between the Trust and subsidiaries, and a greater focus on members' views in decision-making. The first task for the new board should be to work with members to establish an organisational structure that meets our needs. Once this is done, the Trust needs to ensure that on a day-to-day basis, the members' needs and views are taken into account. For example, a written policy should be developed that allows members to see what they can expect from the Trust, and how they will be included in the decision-making process. In particular, the Trust should establish what decisions should be taken by the board only, what decisions by the board following consultation, and what decisions by the members. The primary need for change is for the Board to be member-focussed and open.

How could the Trust board improve its communication with members?

I think that communication with members is a vital issue, and one that must be tackled swiftly by the new board. I fully accept as a board member that communication has been poor, and accept my share of responsibility for that. However, I have a number of ideas on how communication should be improved. Firstly, we need to make sure that all the Trust's procedures and policies are publicly available so that members know what they can expect from the Trust, and are able to question these aims or whether they have been achieved. This would involve developing published policies on issues such as delivery of services, consultation with members and employment, and making them available to members through the Dons Trust table and the website. There is clearly a need for more members' meetings. Along with the rest of the Legal and Constitutional Working Group, I have helped draft a proposal for a constitutional amendment to require us to hold quarterly general meetings. In addition, I believe we should hold more open meetings on issues of concern to members. These could happen when the Trust is considering a major change in the way it operates or to its constitution, or where members are concerned about a particular issue. Open meetings should form part of a wider process of consultation, with written surveys and invitations to comment on issues also used. The Trust's pages in the programme need to be better utilised, with regular information about the Trust's ongoing work, the size of the ground fund and so on, as well as lengthier articles. While recognising the need to ensure communication with those who don't have internet access, the website could be a valuable resource for those who do. It should be redesigned to make it easier to use, and be updated regularly, with information on the Board's work, the working groups, and copies of all minutes and policies available. More access should also be given to board members, with all taking a turn to man the Dons Trust table and answer members' questions. In order to help members recognise board members and know what they are responsible for, photos and outlines of each members' responsibility should be on a noticeboard at Kingsmeadow and on the website. I believe strongly that Board minutes should be published and that the Board Membership Policy should be revised to remove the requirement for collective responsibility. That way, members will know the views of all Board members, and can then make informed decisions at elections.

When considering candidates for board member positions for the Club, what characteristics would you look for?

Firstly, an understanding of how the Club and Trust can work together to benefit fans. As a subsidiary of the Trust, the Club and its board members should be fully committed to the Trust's objectives, and believe in the importance of the club being inclusive and fan-oriented. Secondly, I would like to see evidence of their ability to run a successful community based business. This could include knowledge of a variety of areas, or it could be that the board is made up of specialists in particular areas, such as finance, marketing or personnel. The important task is to ensure we have the expertise we need, by making full assessments of our requirements when appointing board members. In more general terms, it's vital that Club board members understand the time commitments involved, and that they are prepared to work as volunteers at present. I think it goes without saying that anyone on the Club board should be a Wimbledon fan and a Dons Trust member, and that this should continue to be the case regardless of the league we may be playing in.

Should directors of DT subsidiaries (E.g. AFC Plc) be allowed to take up elected posts on the DT Board?

No, I don't believe there should be any subsidiary board members on the Dons Trust Board, whether elected or co-opted. The current constitution requires that a majority of members of the board of a subsidiary are also Dons Trust Board members, a situation that must be reviewed by the Board and members after the elections. I would strongly favour separate boards, so that the Dons Trust Board can properly scrutinise the work of the club, and ensure that it is working in accordance with the Trust's objectives. There may be a case for having a Trust board member on the AFCW PLC board to represent the Trust's interests, but this should be someone who sees themselves primarily as a Trust board member. It could possibly be a ‘rotating' appointment, with the board member changing every six months or so to allow a number of board members to understand the club's day-to-day concerns, while preventing them becoming focused solely on the Club. Of course, while being separate the Trust and subsidiary boards should maintain a good and communicative working relationship. For example, the Trust board may often want to invite subsidiary board members to attend, but not vote at, its meetings.

How do you currently understand the duties and relationship of the DT Board in relation to the AFC Wimbledon PLC, AFC Wimbledon Ltd., and AFC Stadium Ltd. boards?

Currently, there is no formal delegation of the Trust Board's responsibilities to any subsidiary board. The nature of their duties towards the Trust board are very unclear at present, as they have not be codified. In particular, the position of the PLC is unclear, as it also has responsibilities to other shareholders. I believe that the Trust Board, being elected and representative, should retain all strategic and policy setting control, and the ability to prevent subsidiary boards from acting inappropriately. However, subsidiary boards should have operational control delegated to them. In consultation with the members, the Trust Board must work to develop a written policy that sets out the areas of delegation, whilst still allowing the Trust to act if subsidiary boards are not meeting their objectives. All parts of the organisation would then know what they are expected to deal with and achieve, and members would be able to judge their performance.

Should the Trust membership have the final say on the big issues, like where the club has its home ground or selling shares in the club?

Without question. I would favour a clause in the constitution to require a members' vote on issues such as this, and strongly believe that the Trust's ownership of AFCW should not have been reduced through the Share Issue without the members being asked if they were prepared to sell what they owned.

Should Trust members have the right to propose motions at the AGM and other general meetings?

Yes, and I think this is likely to be a proposal for a vote at the AGM, provided the Dons Trust Board approve the recommendation from the Legal and Constitutional Working Group.

What ideas do you have for paying off the rest of the debt on the purchase of Kingsmeadow?

I think we need to look at other options than the share issue. The extension of the issue has not raised much extra money, and I think it is unlikely that fans who have already bought shares will be able to buy many more. I am also aware from speaking to other fans that many were not prepared to contribute much to the share issue as they did not agree with the concept. For this reason I think the Trust should allow those who would like to, to donate money to the Trust which the Trust will use to buy shares, as it has already done with some of the money in the ground fund. I think there is a need to provide for different ways for fans to contribute, catering for all budgets. I can see two clear options which would allow fans to contribute further, and would hopefully draw in those not prepared to contribute to a share issue. A loan scheme could be introduced which allows fans to lend the club a lump sum on the basis that it will be paid back when the club can afford it, and with real-terms interest only. Of course, this does not necessarily reduce the debt, but does eliminate interest payments and makes the debt much more manageable. Fans who felt financially able to could provide money into the same scheme while stating that they do not want to be paid back. A regular donation scheme should also be introduced, allowing fans to set up standing orders to contribute on a monthly or quarterly basis. Businesses could also contribute, particularly as they may be able to afford more than fans who have already worked hard to give what they can. Contributions by businesses could be rewarded with advertising in the programme or around the ground – there are many unused hoardings at present that could be used for this purpose. The Trust and Club accounts should also be regularly ‘swept', with any unused money at the end of each month being paid to the ground fund. To help everyone understand how far we have come in paying off the debt, and how much more work needs to be done, updates should be given in the programme, website and on a noticeboard at Kingsmeadow.

Are there any situations in which the Trust could, or should, relinquish control of AFCW?

None. I believe the only way to ensure AFCW is protected for the future is to keep it as a subsidiary of the Dons Trust, and to ensure that it operates in accordance with the community-focussed objectives of the Trust. It is very important to remember that those on the Club board now will not always be there, and that without the protection of the Trust, there is a risk that the Club will not remain a fans' club, but become another ‘ordinary' football club, subject to the whims of unaccountable owners. The share issue has reduced the Trust's percentage ownership, but we do still have majority control. It is vital that this majority is not further reduced, regardless of any pressures we may face to sell parts of the club to investors as we progress up the leagues. Although I want to see us regain our league status as much as anyone, I would rather we did this in 10 years and retained fans control of the club, than in 5 while losing it. We must always consider the long-term, and remember that the Trust is there to ensure that the fans still control the club in 10, 50 and 100 years time.

Do you see Kingsmeadow, The Fans Stadium as a temporary or permanent home for AFC Wimbledon ?

I see it as a medium-term solution. Realistically, we are likely to play there for a number of years, but I think in the long term we should look to find our own ground. The work that the Stadium Working Group have done has indicated that there may not be anywhere available now. However, sites may become available in the future, and we should be ready to take advantage of them if they do, with a clear business plan in place so that we can. I think we should be wary of spending excessively on ground improvements at Kingsmeadow unless they are clearly needed (such as safety improvements), as these could lead to the ground becoming permanent ‘by default'.