DT Election 2003 - Questionnaire

More focus on strategic direction, transparency and accountability and communicating this to members.

The present DT Board have put in place the budgets for AFCW and the reporting infrastructure has been created. As stated in my answer above, the Trust have had to run before we could walk, we went from a standing start to owning and running a club in a matter of months. A result of which has meant that some issues have been sidelined. It is crucial that all members of the new DT Board take responsibility for such issues and ensure that the membership are kept informed at all times. Obviously there will be legal restrictions on certain issues when confidentiality needs to be observed but so long as the membership are aware I would be happy.  

I think it is important that the Club release more information to the membership, certainly with regard to financials.

Communication, the exhaustive work load of the Trust Board has necessitated reactive communication rather than proactive, I would hope a review of the Communication Strategy would address this.

I would commission a total re-draft of the constitution in consultation with the membership. The Constitution is the Mandate given by the membership and is it's safe guard for the future.

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.

This is possibly covered in my other answers. The key areas would be improve communications and make more information available to us the members. This should be in addition to facilitating increased member participation in the operation and evolution of the organisation as a whole. The Trust needs to lead on raising sufficient finance to discharge the stadium loan and a full constitutional review. Similarly we need to ensure delegated powers and authorities are in place for directors of operational subsidiary boards. They should also have DT board approved budgets enable them to operate efficiently.

Minutes of meetings published. I would veto for the Dons Trust and AFCW PLC to have separate members. I would want the supporters to have a vote on important issues. I would also make sure AFCW Board report all elements of activity - non essential and essential to the Trust Board.

I would like to simplify the constitution, move towards annual elections and, possibly, reduce the membership fee for adults.

I would like to see fair and achievable budgets set for the club, I hope the Trust Board can keep a tight rein on the spending of AFCW and subsidiaries as it is important there is no waste of our valuable resources i.e. the money put in to the club by our supporters.

The club should only employ salaried/waged people if absolutely necessary and any such positions must be advertised and open to competition.

Although we have to run as an efficient small business, we must not forget AFC Wimbledon is a football club. We hope to get promoted through the leagues and, as we progress, have to pay our players and manager at rates equivalent to our competitors otherwise we will not be able to keep or attract good players and the position of the club will fall. Therefore, in addition to paying off the Khoslas, we have to ensure there is sufficient funds available otherwise Terry Eames' amazing achievements with the team will be wasted and promotion will be pointless.

I would look for the Trust to clearly define its role. This process must include consultation with the members to see what role they believe the Trust should take on. In particular the relationship between the Trust and the Plc should be clarified with areas of responsibility clearly defined. Though those on the respective Boards may already know how the relationships work, this needs to be explained to the members, a significant proportion of whom in my experience do not understand.

The Trust must also look at the issue of communication. It is almost universally acknowledged that communication has been a major weakness of the Trust until now, and improving this must be one of the top priorities of the new Board, behind paying off the debt.

I would also question whether the Trust should continue to produce merchandise. The club and Trust have produced a number of similar lines but it makes no sense for the two to be in competition, and in my opinion demand is likely to be far higher for AFCW-branded goods. I would like to see responsibility for merchandise handed to AFCW, with the proviso that the Trust logo could be incorporated into new designs were there clear demand for it.

I propose that the minutes from the Board meeting be published and that the members have more regular communication.

More openness,communication and more fundraising.

•  The officers of the Trust should have clearly defined roles and responsibilities.

•  All activities should be managed as “departments”, with appointed heads and deputies.

•  The Trust should be largely strategic, with most, if not all, trading and operational activities sitting somewhere in AFCW.

•  Board meetings minuted and published where sensible.

•  Voting history of board members on issues.

•  More open meetings/surgeries.

•  Positions on the board to have an area of responsibility to clearly define who to go to for offers of help, to seek information or to pass on ideas – and said positions to be clearly identified and conveyed to the membership.

•  Trust page in the club's programme to invite ideas and critiques in the form of Q&A sessions with board members (as well as using the page to convey the thinking of the board and their actions).

•  I would also like to see the constitution where appropriate enable a set number of resignations from the Trust board to trigger an election of the entire Trust board. This would, I believe, enable contentious matters to be taken to the members if a set amount of Trust Board members felt the need.

•  Co-option kept to a minimum and always carried out only when a clearly identified skill or strand of representation is absent. Any appointment should be cleared identified to the membership before co-option along with reasons for such an appointment. I would also envisage this being for a set period defined in advance rather than the current practice of co-opted members joining for a lifetime of a board.

•  Introduction of an AFC Wimbledon “charter” (much like Charlton FC have). Whilst this is not directly linked to the actual operation of the Trust I feel it would assist both AFC Wimbledon and the Trust for all supporters to see who we are, what we do etc.

The trust needs to be managed better, with Board Members being given specific areas to manage with goals to aim for, otherwise they have no direction or purpose.

The Trust needs to regulate more than it appears to do at present. It has to hold account the club on financial matters and be dynamic enough to drive the club onwards. It has to be a proactive and strong body that assist and help the club in all areas. The trust has to be the support and backbone that the club needs.

I would like more meetings so that we could involve more of our members and hear their views. If we involve more of our members and we can persuade more of them to participate then we will achieve our aims much more effectively and in a shorter time

Better initiatives and support for the football club that it protects, better harmony and communication with those who serve and the achievement of a far more united single front and far better communication with Trust members and non member fans alike.

See the above answer. The board needs to have a clear statement, agreed with the members, of what it is trying to achieve and then individuals need to be appointed to be responsible (and accountable) for making sure that these things get done. Board meetings need to be better focused; there have been about 25 3 hour meetings in the 17 months since I joined and while 5 or 6 of those were necessary for the share issue and stadium purchase I can't honestly see what the others achieved.

We must hold open meetings to listen to members on a regular basis

I would welcome stronger challenge to what I report on. The quality of challenge has dramatically improved since Brian Goodwin was co-opted and while this can make me uncomfortable, I welcome it. I would also like the challenge to be constructive rather than negative.

Finally, I'd really like to be asked by the board “how can we help?”.

The L & C Group has already discussed constitution changes which no doubt will be persued new year. I think the position of co-opted members of the board needs to be changed to avoid the votes of those members reversing the majority votes of elected members as has happened in the past.