Cherries Trust meeting minutes - March 2021

The minutes from that meeting can be read below.

Wednesday 10^th March, 2021

In attendance:

Mark Dean – Chair, Cherries Trust

Peter Ive – Vice-chair, Cherries Trust

Caroline Overton – Secretary, Cherries Trust (via conference call)

Craig Beazley – Vice-secretary, Cherries Trust

Brian Troake – Community, Cherries Trust

Neill Blake – Chief executive, AFC Bournemouth

Jeff Mostyn – Chairman, AFC Bournemouth

Richard Hughes – First-team technical director, AFC Bournemouth

Liz Finney – Operations director, AFC Bournemouth

Anthony Marshall – Head of media and communications, AFC Bournemouth

Apologies:

Stuart Orchard – without title, Cherries Trust

Before the meeting began, the club raised an issue regarding a thread on the Cherries Trust Twitter account which stated that the Trust had shared concerns regarding AFC Bournemouth chief executive Neill Blake with senior staff at the club.

It was pointed out to those present that this was not a true representation of a throwaway comment regarding some criticism on social media in what was a general phone conversation with the club SLO. 

The Trust apologised that the language used in the tweet had not been accurate or representative of the conversation and thanked the club for pointing this out and nevertheless agreeing to proceed with the meeting and work constructively together.

AGENDA (as submitted verbatim by Cherries Trust) 

1.

Minutes last meeting. The minutes from last meeting were accepted shortly after the meeting electronically. These are attached via hyperlink below from AFCB website. https://www.afcb.co.uk/news/supporter-liaison-updates/minutes-board-to-board-meeting-with-cherries-trust/

All in attendance agreed on the minutes.

2.

a) What is happening with the training ground, when will the builders be moving back in? We feel this is one of the most important parts of our fight back to the EPL. It will help to retain players, especially at youth level.

Neill Blake (NB) explained that the training centre project is still on hold and there is no timescale in place for contractors to move back on to the site. The current situation with Covid continues to be a big driving factor in this.

Mark Dean (MD) asked whether the AFC Bournemouth sign at the site is still visible after reports it had been removed.

Liz Finney (LF) responded that she would ask the club’s grounds team to check, but that the sign should be in place.

b) When everything opens after Covid restrictions, will it still be built to the level to get us Category 2 status?

NB explained that the club has applied to the Premier League and EFL on a number of occasions to receive Category 2 status, without success. He stated that every part of the club’s academy is run at Category 2 level, with the only thing lacking being an indoor, artificial training pitch.

c) Without a Category 2 academy (and new training ground) how does the club propose to sustain a future in the top two tiers?

NB reiterated the club’s plans to build a training centre and have a Category 2 academy, stating that this is a way of sustaining a future.

He also explained that Maxim Demin has invested in excess of £160m into the club and primarily the playing squad, securing the future of the club with its assets, and that if there was ever a financial need the club has players who have big resale values.

NB stated that the club is being managed properly and therefore should remain in the top two tiers. It has very good foundations within the playing squad and an owner who is financially very comfortable.

d) Now we are not in the top tier, might the club consider applying for permission for a standing area, like Shrewsbury Town did?

NB explained that Vitality Stadium is not set up for safe standing and given the club’s ambition is to return to the Premier League, it would not be sensible to make the modifications, only to have to return it back again when promoted.

3.

Stadium disabled facilities are simply not up to standard, we have let down home and away fans over recent seasons - regularly broken platform lifts and platforms inaccessible to many types of wheelchairs are examples. The stock answer has always been "wait for the new stadium”. If a new stadium is not imminent when will these issues be fixed and reviewed in conjunction with disability groups and fans' groups rather than a tick box exercise?

LF explained that following the previous access audit, the club was ranked second (to Arsenal) in terms of its accessibility provision, and that the club had also ranked top in the Premier League from Visit Football’s accessibility visit when lockdown occurred in March 2020 (taking into account 16 clubs visited).

She continued that recent discussions had been held with Level Playing Field and the Sports Grounds Safety Authority regarding accessibility provision, with both happy that the club are compliant.

LF advised that the platform lifts continue to be regularly tested and, while one had a fault recently, the replacement part had been ordered and was being fitted that week.

Brian Troake (BT) believed that part of this question came from when the club played Arsenal in the Premier League in December 2019.

LF explained that on that occasion the accessible lift in the away end did break on matchday, having been tested the day before the game – as is the procedure before every home fixture. The club took that complaint very seriously and subsequently implemented improvements to the platform, in consultation with the chair of the Premier League’s Disabled Supporters’ Association.

LF continued that when the club drew Arsenal in the FA Cup a few weeks after this incident, a number of measures were implemented, including a disability liaison team, which is now a regular occurrence on matchdays. And the club subsequently received an email from an Arsenal supporter stating it was the best experience they had ever had at an away ground.

LF explained that regular equality focus groups are held, including three (virtually) during lockdown, of which 30 per cent of the group have a disability and that the club has consistently responded to feedback and suggestions.

4.

a) When the lease is up with Structadene, are there plans to buy the ground back, how is the lease structured?

b) Since the last B2B meeting, have any discussions with Structadene taken place or been considered? Is the board’s preference to run the lease down rather than buy it out?

NB explained that the lease on Vitality Stadium expires in 2030 and that the club remains in constant dialogue – and has a good relationship – with Structadene.

5.

I’d like to resubmit the question I asked at the last meeting but rephrased as the board didn’t understand it before. 

Currently, the club's powerchair football team train at Purbeck Leisure Centre. The current plans for the club's training complex don’t include an indoor hard-court sports hall. Can one be added to the plans while there’s still time because the club said they wanted to have all the club’s teams training in the same place. As it stands that would not be the case. 

LF explained that the current intention of the training complex is for teams on the elite pathway. To add an indoor hard-court facility would add around £1m to the cost of the training complex.

The powerchair team currently train once a week at no cost, as it is funded by the club’s Community Sports Trust, and it is not the club’s intention to change that currently.

6.

In recent weeks, fans have made clear how dissatisfied they feel about the selection process and how long it took to appoint Jonathan Woodgate . The fans feel that Neill Blake should explain why it took so long, we had a very unsettled team for nearly a month.

NB took exception at the comment that the team was ‘unsettled for nearly a month’, pointing out that the process from parting company with Jason Tindall to appointing Jonathan Woodgate took two weeks and three days, and in which time the team only lost one game (at Queens Park Rangers), which was on the day Jonathan Woodgate was appointed.

The owner and board of directors’ belief was that the team was unsettled before parting company with Jason Tindall, as could be witnessed by results and performances, with one win in eight games, and that it became stable under Jonathan Woodgate’s temporary stewardship.

NB went on to explain the process that took place in appointing a new head coach, which began in the first week with filtering in excess of 80 applicants for the vacancy.

Extensive due diligence was carried out on all potential employees before a shortlist was presented to the owner and board of directors and an interview process began.

Once completed, a report was submitted to the owner and board of the directors, and a round of second interviews were held with selected candidates.

NB explained that while this was going on, Jonathan Woodgate was winning games and the players were happy. NB and Richard Hughes (RH) were at the training ground every day talking to Jonathan Woodgate, coaches and players, who felt more stability and structure was in place.

By being at the training ground, NB and RH were indirectly interviewing Jonathan Woodgate without him knowing it.

After a final appraisal of the situation, the owner and board of directors believed that Jonathan Woodgate was the best candidate to lead the team over the final games, with the addition of some new key coaching staff.

It was the owner and board of directors’ belief that with fixtures every three days, any big change to the structure and playing style of the first team could be more disruptive to the situation.

7.

How are the board planning to rebuild the relationship with the fan-base? There is a growing number of fans that express concern about communication from either Jeff Mostyn or Neill Blake, and to an extent the SLO (if there is one still).

NB stated that he is satisfied with the club’s levels of communication and that it is in keeping with most other clubs, whose board members do not speak publicly or conduct regular interviews.

LF explained that she remains the club’s supporter liaison officer but that SLO communications across the leagues have inevitably reduced during the last year, due to the main supporter touchpoints like ticketing, access and matchday experience, not being present.

She continued that, naturally, SLO communications will be more visible as restrictions are lifted and preparations begin for the return of supporters. In the meantime, she is in regular contact with supporters who contact her directly.

8.

a) How do the club release information to the media, is there a preferred way other than club website?

Anthony Marshall (AM) explained that all official club announcements appear on all club platforms, including the website, social media channels, afcbTV and the matchday programme. In addition, the club has an external media mailing list of around 250 media professionals spanning the entire industry which also receive official information from the club.

b) Supporters can find it unsettling when contradictory messages emerge (e.g. Billing’s fitness, King’s intentions to remain). Can you comment on your processes for ensuring accurate and consistent messaging?

NB explained that the club strives to ensure that all messaging is accurate and consistent. He did not want to be drawn on specific incidents regarding players.

9.

It was reported an approach had been made shortly before Jonathan Woodgate was appointed to another person/s. Can we ask if that was the case? What are the thoughts in only appointing Jonathan Woodgate until the end of the season only?

NB explained that the club did not brief media outlets on potential managerial candidates, and that reports such as the one stated (which turned out to be inaccurate) came from elsewhere.

He continued that it was the owner and board’s decision that the club was better off with a short-term appointment. This would allow for further planning and so that the best long-term appointment can be made in the summer.

10.

What's the club's process for recruiting a player and do the club have an internal database of players across Europe holding their metrics per 90 as a way of supplementing scouting reports on possible targets?

RH explained that the club does has an extensive internal database of players across the world, and that the club employs six traditional footballing scouts, four scouts with an analyst background, including one data scientist.

It was explained that the answer to the recruiting of players can be found on episode one of the Official AFC Bournemouth Podcast, which was recorded with RH earlier in the season.

11.

a) Does the club have a business model which is sustainable if we remain in the Championship for 2022, 2023 and 2024? Also bearing in mind FFP and the risk our finances could drop from £100m-plus per season to £6m a season from league revenue.

NB explained that the club does not carry any debt, apart from to the owner, which has never been recalled.

He continued that there is absolute confidence that the club can be run within the Financial Fair Play regulations.

b) What effect has Covid had on club’s finances?

NB explained that – like every other club in the country – Covid has cost the club a substantial amount of money, approximately £20m, and that any losses during that period were covered by owner Maxim Demin.

He recalled that the club continued to pay full wages to all players and staff throughout lockdown, the period of no football and currently, with the exception of Neill Blake, Richard Hughes, Eddie Howe and Jason Tindall, who all took voluntary, significant, pay cuts.

c) Whilst recognizing the need to secure league points, our starting 11 rarely includes a “home grown” player. We have recently lost one highly promising 20-year-old and one exceptional academy talent to other clubs. What steps can be taken to retain this young talent and assist its progress to the first team. Will the new training facility improve this situation?

It was assumed by the Cherries Trust that the players talked about in the question were Jack Simpson and Nnamdi Ofoborh.

RH explained that Jack Simpson, at the age of 24, had been serving the role of a back-up centre-half for a number of seasons and that for the sake of his own career he and his agent decided it was best that he moved on.

RH continued that an agreement was made in the summer of 2020 that Nnamdi Ofoborh would leave the club on loan having signed a new contract.

However, when the manager at that time changed his mind about allowing Ofoborh to leave on loan, the player and his agent decided to not renew his contract.

RH pointed out that Sam Surridge is a ‘leading light’ from the club’s academy, and is regularly in the matchday squad, along with a number of other academy graduates who have all made first team debuts this season.

NB explained that the club is always determined and keen to secure its most promising talents and provide a pathway to the first team. However, he emphasised that the club cannot make a player sign a new contract if they do not want to.

NB confirmed that the club offered new contracts to both Jack Simpson and Nnamdi Ofoborh, but they were rejected.

d) When parting terms with a manager, it would seem normal to have a non-disclosure agreement in place to protect the reputation of the club and the departee. Does the club include such agreements and what steps are taken if the individual does not abide by them?

NB confirmed that the club does have non-disclosure agreements in place for employees who leave the club.

e) Everyone enjoyed our five years of Premier League football. If we, hopefully, do it again, will we do anything differently in terms of providing an infrastructure legacy for the club in the future?

NB explained that the development of the new training centre had begun prior to relegation and Covid, and so therefore the club would do things the same way.

NB made a point that the club’s current training facilities at Kings Park are ‘fantastic’ and rival some Premier League clubs and most Championship clubs.

NB stated that when restrictions allow, opening the club’s training ground to be viewed by supporters may help resolve some of the concerns regarding the quality of training facilities.

f) Inevitably, some cost-cutting and belt-tightening followed relegation. If the club doesn’t secure promotion this season, will further cost-cutting be required in the summer?

NB explained that an assessment would have to be made in the summer but that any further reductions would be made for the benefit of the football club to be run at Championship level.

JM echoed this, stating it is the board’s responsibility to run the club sensibly and in line with the division it is in.

NB stated that very little cost-cutting had taken place this season, contrary to what was reported in the media. He continued that the club is still operating on very healthy staffing levels that would be in line with most Premier League clubs, and in some areas such as medical, analysis and coaching have more staff than most Premier League clubs outside the top six.

g) Over the last year there have been rumours of potential suitors and interest in investment in the club. To what extent is the owner committed to retaining 100% ownership? Is his commitment to the club verbal, or has he provided any form of guarantee?

NB explained that Maxim Demin is fully committed to the club but is always open to further investment within the club.

NB continued that Maxim Demin’s commitment to the club can be seen by the money he has invested into the club during its rise through the leagues, its five-year stay in the Premier League, and covering substantial losses during the Covid-affected period from March 2020 onwards.

12.

a) What are the long-term plans for the South Stand as it’s only a temporary structure and when does the planning permission expire, if it does?

NB explained that the temporary South Stand has two years remaining on its planning permission, for which the club are very mindful of and will continue to monitor.

b) Are the club likely to open the possibility for people with maximum points over the last few seasons to apply for a season ticket? No new season tickets have been sold in the past six years due to the success of the team, but hopefully they will review this soon.

LF explained that the club has a normal season ticket renewal rate of 98 per cent and that during the global pandemic it remained at approximately 95 per cent.

She continued that it is the club’s current intention to not sell any further season tickets, the reason being that it will allow more points-holding supporters to attend more games.

13.

a) What are the plans for ticket prices next season, dependent on which league we are in?

NB stated that there will be no change to ticket prices in the 2021/22 season, whatever league the club are in.

b) With the development work going on at the athletics stadium, are AFC Bournemouth contributing towards the cost to retain an interest in the site, and if not, what does the development mean for plans for the proposed new stadium?

NB explained that the club are not contributing to the improvements of the Kings Park Athletics Stadium, however it is a site that is still of interest to the club and that these improvements do not have any impact on a potential new stadium.

c) If we make the play-off finals at Wembley, government guidance currently suggests 10,000 fans would be able to attend. Has any thought been given as to how those 5,000 available tickets might be allocated?

LF explained that internal discussions have been taking place on this subject and a ticketing focus group will be planned to discuss this possibility.

14.

The stated aim of the club remains promotion. If the team do not win promotion this season, reflecting a failure in meeting the club’s objective by the football management team, will the off-field management team of CEO and technical director remain in their roles as they would have failed in meeting the club’s objective?

NB explained that he is happy to take criticism, however believes the social media abuse received by himself, family members, players and staff is unacceptable and called on supporters to think twice before making such comments.

NB firmly believes the best people are in place to run the football club – and that view is shared by Maxim Demin. He continued that the club has been on an incredible journey since 2009, with year-on-year success and five years competing in the Premier League, which broke new ground for the club.

NB also highlighted the fact that the players who have been recruited and subsequently sold for significant sums shows how far the club has come – using the summer of 2020 as an example, with three players leaving the club for approximately £80m, having been recruited for approximately £23m.

NB asked for the Cherries Trust to remember the journey of the football club and that everyone associated is very fortunate to have had an owner who has invested such a substantial amount of money to bring success over the years.

NB continued that if the club finishes outside the play-off places this season he will be very disappointed but argued that it would still likely be the seventh highest finish in the club’s history.

He pointed to the club’s financial stability and that Maxim Demin will do everything he can to continue its success.

RH explained that all clubs have objectives at the start of a season but that it is the nature of football where certain roles are less vulnerable to temporary performance, for example chief executives, sporting directors, technical directors, general manager, club secretaries.

He continued that only a club’s owner and board of directors can judge whether they are happy with those roles, and perhaps in this situation, given the sale of players for approximately £80m, that the club’s owner would be entitled to be satisfied with plenty of aspects of the roles that the chief executive and technical director are responsible for.

15.

a) We have received some positive feedback from fans on the AFC Bournemouth Official Podcast in giving an insight into the club and the continued production of match programmes in helping to feel connected. What other initiatives are the club considering so as to increase supporter connection and engagement?

LF advised that the Junior Cherries masterclass series had continued and will be further developed.

The club is also exploring the next phase of its Everyone, Together campaign, and there is a focus on mental health and wellbeing, with various groups already in place and plans to expand that discussion.

There has also been discussion with supporters around a social media abuse policy the club is developing. Programme content has been discussed with a view to supporter engagement and discussions around the branding of season ticket holders and general admission supporters’ return to watching games.

LF continued that the club is planning a survey of Family Stand supporters and also involving supporters in some potential initiatives in raising the profile of its women’s and girls football programme.

b) Can Neill Blake and Richard Hughes do a radio interview so fans can ask questions about the management recruitment process replacing Eddie Howe then the time taken after Jason Tindall? And if we don't go up do, will they take some responsibility for the failures above?

NB reminded the meeting that a lot of the questions surrounding these topics would be confidential and that it is not the club’s practice to air its dirty linen in public.

AOB

Supporter liaison officer questions

Catering, can the fans be given choices, food and beverage wise, before fans return to the stadium. They feel it's all a bit bland and beers on offer need a revisit.

LF explained that the club offers a good selection of food and drinks on matchdays, given the confines of preparation space and existing sponsorships with drinks manufacturers, such as Heineken.

Would you be prepared to do a recorded interview with questions posed by fans in advance, not live?

LF stated that it would be her current preference for supporters to continue to contact her directly with any questions or feedback, and to continue the supporter representative focus groups already in place, where frank and open two-way discussion takes place.

Cherries Trust update

MD offered an update on the Cherries Trust, informing those present that the trust has 607 members, of which 359 are paid members.

MD introduced Caroline Overton and Craig Beazley as new board members and explained that the rules and structure of the Trust are currently being reviewed.