| David Hall |
There are a number of things that the money could be used for as well including repaying the debt (subject to our not being liable for any excessive redemption penalties!).
I think the whole issue of how to spend the resources we have in the next few years needs to be kept in fine balance. We are going to be facing some significant growing pains in the next few years and decisions such as whether to invest in the squad against the infrastructure - including staffing - will be key to that. Clearly there's no point having a great stadium but a poor team to play in it and there's similarly no point investing in great team if we are up to our ground capacity.
My feeling is that given the back to back promotions in recent years this is a key stage for reviewing the previous strategy work and we need to get the balance right between how we raise funds and how we invest those we get - even those which are perceived as 'windfalls'.
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| Mark Davis |
It's hard to answer that in absolute terms - it depends how much money we're talking about. I don't think large amounts should automatically go into boosting the squad, and there's arguably a case (while interest rates are still low) for paying off as much debt as we can.
One idea that occurs to me is to put a percentage of cup / transfer money into a sinking fund for supplementing the playing budget. So, say we decided that the percentage was 50% and that money would be released over five years. Then suppose we received £100K from selling a player. £50K would go into paying off our borrowings and £50K into the sinking fund. £10K would be released from the fund in the current season, and again in each of the four subsequent seasons, to supplement the basic playing budget. Over time, as we buy and sell players and our cup fortunes wax and wane, that might even itself out a bit. It would provide a route for some cup / transfer proceeds to find their way into the playing budget (at the moment, we budget to break even from year to year, without budgeting for a cup run). It also gives the manager an incentive to generate lucrative transfers and cup runs because it will help supplement his budget. Worthwhile idea or too convoluted? I'm not yet sure.
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| Nicole Hammond |
I have absolutely no idea. I know budgets are set at the beginning of the year and certain assumptions as to income are made, I wouldn't be in a hurry to change anything since I feel the financial side of the club is being managed very well. |
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| Kate Terriere |
That's a tricky one! Instinctive answer would be to improve the infrastructure of the club. However, if there was a chance to reduce the club's debt with some of that profit then that could also be explored. I think the club should only use the money on players should there be a clear need for it i.e. if all our defenders were injured. Investment in the club, be it on infrastructure or players, should always be carried out after proper evaluation and consideration of all the options. |
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| Kris Stewart |
I think that windfalls should be considered as and when they occur, and can reasonably be used for a variety of things - except they should not be used to increase costs on an ongoing basis, where the windfall is not likely to recur. |
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| Lee Willett |
The candidate has not submitted a response to this question |
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| Stephen Cooles |
It would be the job of the CEO of the Club to make a recommendation on how any unanticipated income should be most wisely invested. Once this recommendation is put to the DT Board, it would be my job to ensure I was satisfied that this represented the best interests of the DT members. |
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| Tom Adam |
It must depend on the circumstances. Last season Management Committee prepared a proposal for how to use the profits from our Cup run. The proposals were very sensible and we agreed them quite quickly.
This season the Club made a good profit from the sale of Chris Hussey which compensated for the loss of the TV money from Setanta and the Board agreed that this was an appropriate use for the profit. In another season, circumstances might be different and we’d consider the options as a Board. We can set broad guidelines for what we would want to do with bonus money when we get it but each event must be assessed on its merits
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| Simon Bath |
Infrastructure |
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| David Growns |
I'm assuming you are asking what we do with the surplus once we have paid players win bonuses.
I think that windfalls should be used to:
- Clear down debt
- Bring forward PLANNED infrastructure improvements
- Saved for a rainy day (or a happy day when they can be spent on re-location)
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| Damian Woodward |
I’d love to say that all extra revenues go into our long term future – infrastructure being a nice word which covers quite a few elements. At the same time, the position we are in being a good example, if we believe that there is a golden opportunity to take (e.g. all other clubs slashing budgets and losing players) then I can see the argument for a calculated risk to spend some on strengthening the squad. Again though, this should be transparent to the members and agreed.
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Christopher Gibbs |
The obvious answer is improving the infrastructure, but it would really depend on how much extra money was made and what was happening with the budget. |
