The Yellow and Blue 11-point Plan

The Yellow and Blue Logo

The new route to transform the Dons Trust

Over the last three months (July-Sept 2020), the Yellow and Blue team have spoken to numerous different organisations, Dons Trust Board members past and present, ordinary fans, and experts in various football-related fields.

We identified 10 initial key points. We asked for further feedback. We then grouped the 10 into a six-part discussion series, inviting experts in the six fields to be on the panel. We listened.

We engaged with various online forums, various Dons Trust Board members, experts, fans' groups and the ordinary Dons fan. We digested the excellent Imperial College Review into the Dons Trust governance. We listened again and have now re-drafted our original 10 points and expanded it slightly to 11.

We believe these 11 points can be achieved in a two-year term and transform the Dons Trust.

It is now up to the incoming Board to grasp this opportunity and be prepared to be brave and dynamic, and turn these 11 points into a robust action-plan that delivers. It is time for the doers to do.

We hope the 11 points inspire you.

Endorse it here.

And if you are willing to go further, download the Dons Trust nomination form here and stand.

Our Ethos

AFC Wimbledon's USP and soul is its history, its place in the local community and most importantly being fan-owned - that must never be undermined or changed.

We have already achieved so much. In 2002, we had no ground, no kit, no players, no manager, no revenue and were abandoned by The FA. AFC Wimbledon was an impossible dream. It was claimed fans could not run a football club.

We have proved that nothing is impossible. That does not stop now.

The current Dons Trust vision is:

To maintain supporter ownership of a successful, financially stable, professional football club playing at the heart of our communities.

We believe we can be even more ambitious. We are not just any football club. We are a movement.

We should celebrate and shout about our achievements and our ethos.

We should continually strive to be ambitious and to be leaders in the footballing world.

We are a Fans' Club, a community club for the fans by the fans.

Endorse now to back a new direction.

Point 1: Enshrine our unique selling point by ensuring fan ownership ↑

Ownership of AFC Wimbledon by the fans is not something that can or will be traded away.

The Imperial College Review says the "Essence of AFC Wimbledon must be protected and its principles maintained". There is no doubt fan ownership is that essence.

Our club only exists because the fans brought it back into being. This ownership and control is touched on in the constitution of The Dons Trust. It should be enshrined and always remain.

Without fan ownership we could find ourselves at the whim of an owner and in a similar situation to Bury, Charlton, Wigan or Blackburn.

Anyone who thinks we can't reach the highest heights needs to think again. Our model of fan ownership brought us league football within nine years of starting again and provided us with our own ground at Kingsmeadow, and now with our return to our spiritual home at Plough Lane. We are Wimbledon and anything is possible.

So what does that mean?

The Dons Trust must always have absolute control of AFC Wimbledon and in simple terms it means The Dons Trust must have over 75% of the shares of AFC Wimbledon PLC.

In English Law, if a minority shareholder has more than 25% of the shares they have the right to block any Special Resolution put forward.

In terms of AFC Wimbledon PLC, these Special Resolutions include:

  1. Changing the name of the club.
  2. Borrowing over £100k.
  3. The removal of a director.
  4. Creating a mortgage.
  5. Selling the ground or a group company.
  6. Selling a substantial part of the business.

So, for example, with less than 75% the Trust could be repeatedly denied attempts to raise extra finance until an option was put forward that favoured the minority shareholder.

In addition, a minority shareholder can have a resolution put straight to the membership to vote on. And with 25% that shareholder would only need a third of The Dons Trust membership to support them for the motion to pass.

By keeping 75% we would ensure that key areas would never be taken out of our control.

In December 2019, we came very close to this happening with potential new investors - this should never have been allowed to happen.

In effect, once the threshold slips below 75% then the opportunity for the minority shareholder to potentially take the club out of fan control is open and out of the control of The Dons Trust.

By the end of 2022:

  1. The vision for a fan-owned club is enshrined in The Dons Trust rules.
  2. Additional protection is enshrined within The Dons Trust rules to ensure fan ownership and control is permanent. This includes any relevant arrangements or relationships it enters into with the club, and other companies, their boards and ownership.
  3. The rules should be amended to ensure that any potential change that lowers The Dons Trust having a 75% shareholding in the club must be put to the membership and receive 90% of the total eligible vote twice in a three-month period.
  4. The rules of The Dons Trust are strengthened and enlarged so that the Restricted Actions include ownership of the ground by the football club, and its location.

Use our fans' networks to be the best in all we do ↑

AFC Wimbledon is not like other clubs, many of whom treat their fans as mere customers. We are a unique club. We are not run by a single oligarch or owner. We are A Fans' Club.

The Imperial College Review into The Dons Trust governance talks about the need for "professional enhancement" and having "skilled professionals in key positions".

Each one of our fans has a network of friends with unique skillsets, which should be used to the max. We should be brave and reach out to them.

However, our opportunities go beyond that. In the wider world, our story is loved.

Together we can identify the very best experts beyond our networks who can add to the talent we already have within our fanbase to provide advice and support to take our club forward.

We must be brave and invest in excellence.

We will strive to become the best community club, the most ethical club and the most innovative club in the UK, reaching out to experts, new sponsors and supporters who buy into our ethos as a fan-owned club.

We can be a beacon to other fans who find themselves at the whim of their owners. We represent an alternative. We are a movement.

So what could that mean?

There are several brilliant projects that the Y&B plan has identified. In each we should strive to be dynamic and the very best nationally in the field. For that to be realised we need to attract and recruit the very best people who can deliver.

These individuals, who may or may not come from our fanbase, should be interviewed and appointed in a transparent way. Two-year objectives for each of them will be set by the Dons Trust Board.

As a matter of urgency, and to do this effectively, we must create a pool of human resources specialists who can run this process.

These projects will encompass areas such as:

  1. Marketing, events planning, decoration and art space.
  2. Building links with our communities.
  3. Celebrating our history.
  4. Diversity and inclusion.
  5. Environmental.
  6. High-value ethical fundraising.
  7. Challenging and improving governance of football in the UK.
  8. Legal.
  9. Financial.
  10. Human resource and volunteer management.

By the end of 2022:

  1. The current Dons Trust Volunteer Liaison Officer role is expanded to create a team of people. This team will be non-board members, who work under the direction of the Board.
  2. This new team will be in place and operating with two main responsibilities: Firstly to find the best people available (whether local, regional or national) to fill needs identified by the Dons Trust Board (for example high-value fundraisers, sustainability and environmental experts, or financial specialists). Secondly to work with the Foundation (and DLAG) to oversee a general volunteer pool who can help The Dons Trust Board and its companies.
  3. All calls for volunteers or experts are promoted on the website and through social media channels.
  4. An annual questionnaire is sent out to all members, to list their day job, qualifications, skills and experience; and their availability to work, do pro bono work and/or volunteer for the Dons Trust, the Dons Trust Board and the football club.
  5. All candidates are shortlisted on skill requirements. Only shortlisted candidates will be interviewed.

Point 3: Celebrate our history and make our communities proud of their club ↑

AFC Wimbledon, and its predecessors (Wimbledon Football Club, Wimbledon Old Centrals, etc) have a rich history, and understanding it is part of what strengthens fan ownership. The Dons Trust will look for opportunities to celebrate our history with fans and the communities we operate in, with the ultimate aim of ensuring the spirit of our club is preserved for generations to come.

So what does that mean?

The history of our club and the fans' movement is presented in a dynamic and engaging way.

The Dons Trust, possibly through a charitable arm, will seek out the very best experts in this field (such as the Heritage Lottery and Museums Association) and welcome innovators to help present our history in new and groundbreaking ways (potentially issuing challenges to local universities).

By the end of 2022:

  1. Supported or created a new charity arm to deliver this work (this gives access to grants and funds otherwise denied to a non-charity organisation).
  2. The projects will be overseen and/or delivered by this body, which will have a Service Level Agreement with The Dons Trust. Under Charity Law, this body cannot be subservient to The Dons Trust, but they can align their own aims and objectives to it.
  3. Have received funding to establish a large physical and interactive museum at the new stadium.
  4. Created an online museum and made a new film celebrating the club and its history
  5. Recognised the wider fans' movement marking notable moments in history.
  6. Regular stadium tours and history days running at the club run by volunteers sourced by the new charity entity.

Point 4: Support, strengthen and fund our links in our local community using the resources of our whole organisation ↑

The Dons Trust should invest (in both financial and other ways) in our local community, which will have the added benefit of appealing to new audiences and sponsors.

Previously we suggested the Dons Local Action Group (DLAG) should become the volunteer arm of the AFC Wimbledon Foundation and we are delighted that the process for this is now fully underway and due to be completed by the end of the year. The Dons Trust should strive to do all it can to build closer relationships with the Foundation and all the great work it does.

So what does that mean?

The Dons Trust Board should meet annually with the Foundation to agree a new joint community strategy and plan of action with objectives and targets.

The Dons Trust currently nominates three trustees to the Foundation Board to ensure the aims and practices of the Foundation are aligned to the Trust's objectives. The prospect of expanding this number should be explored and the relationship widely publicised.

The space provided at the stadium for the Foundation should be expanded with a view to providing access to all members of the local community.

Regular reports from the Foundation should be made at every Dons Trust Board (and vice versa). Meeting for information purposes and to enable better coordination between the two entities

By the end of 2022:

  1. The first community strategy action plan has been drawn up with objectives and targets set with the Foundation.
  2. The Trust will commit AFC Wimbledon PLC to allocating 5% of the club's revenue being given to the Foundation by 2026.
  3. The Trust will commit AFC Wimbledon PLC to ensure the work of the Foundation is prominently displayed on the website at all times and given the appropriate support to be promoted widely among the local community.
  4. The Trust will commit AFC Wimbledon PLC to ensure the ground and its facilities are used for a wide range of local community events (notably youth groups, scouts, guides, learning centres, schools and colleges) and this is fed into an overall strategy as part of Point Nine.
  5. Working with local business associations, an annual outreach programme for local businesses is in place. This programme would look at celebrating and promoting festivals, fairs and other business initiatives as well as looking at exploring new and exciting business streams for the club. This would also include a programme of encouraging economic activity as a 'local good' with local businesses.
  6. The Trust will work with the Foundation to ensure Foundation reports are made public on the website and celebrated.
  7. The Trust will work with the Foundation to ensure the potential of a local newsletter celebrating the work of the Foundation (and DLAG), and/or regular space in local media outlets has been fully explored.
  8. Expanding on the existing trustee relationships, a regular forum with the council (and potentially the Met Police) is in place to explore all joint opportunities concerning health, wellbeing and business within the community.
  9. Encouraged by the work of the Foundation, five new sponsorships and / or trust funders are in place.

Point 5: Become champions for the football fan nationally ↑

As fans, we have often felt the direct benefit from being part of a much wider movement of fans. We want to ensure that we support and help our fellow fans and those organisations that represent their interests.

One of the conditions that led to us as fans having to reform our club as AFC Wimbledon came about because the integrity of the pyramid was compromised - no town should be able to steal another club's league position. Through our journey back to league football, AFC Wimbledon also stands as an example of the integrity of that pyramid. We will do everything we can to continue to uphold that integrity, and the system of football it represents.

We need to be active in displaying and promoting good fan ownership.

So what does that mean?

The entire DT Board to be active in working with national football supporters' group and to appoint one of the Board to oversee this work.

Withdraw from the Football League Trophy if under-23s or academy sides continue to take part in the competition as soon as we can (contingent on EFL rules). At a bare minimum enshrine the current stance of providing the minimal support for the competition.

Actively campaign against anything that undermines the football pyramid, including 'B' Teams or the effective takeover of clubs further down the pyramid by larger clubs.

Support and help The FSA where possible to help clubs currently in fan ownership or seeking to set up fan ownership.

Actively support other clubs and their fans in distress.

By the end of 2022:

  1. Fully support and embed the FSA's Sustain the Game campaign, and encourage other clubs to follow suit.
  2. The Dons Trust Board to direct the person attending EFL meetings on AFC Wimbledon's behalf to take an active role and submit motions to the EFL Board on issues of governance, transparency and fan involvement issues. This will involve actively seeking common ground with other member clubs to secure such improvements, and proposing a re-writing of the 'fit and proper' test which is properly enforced.

Point 6: Oppose football franchising ↑

As a club, we exist because another town was granted permission to take our league place. This is franchising, and we are opposed to it, regardless of the circumstances or the arguments used. Clubs fundamentally belong to their communities, and no community has the right to take another's club.

So what does that mean?

We need to be a fervent opponent of football franchising.

Campaign for Milton Keynes to drop the ‘Dons’ and provide a full apology.

By the end of 2022:

  1. No formal relationships other than those mandated by the league or competition we play in
  2. Any matches with Milton Keynes will involve the following (depending on the rules of league or competition we play in):
    1. No programme.
    2. No presence in the boardroom and no hospitality at away matches.
    3. At home matches, no hospitality should be offered to the opposition.
    4. If possible, the game should be all-ticket.
    5. The Dons Trust Board should always issue a statement explaining why they have taken the position they have and be available for interview.
    6. The Dons Trust will also provide a briefing to playing and coaching staff on the issue.
  3. All points raised in the Accord between WISA and the football club based in Milton Keynes signed in 2006, are fully enshrined. To ensure this an audit will be completed of the Accord, which included checking that the complete transfer of all 'physical patrimony and records' to the London Borough of Merton.
  4. A full apology for the hurt caused by the owners of the football club based in Milton Keynes, and drafted by the Dons Trust, to appear prominently on their website as per the Accord.

Point 7: Reach out to new audiences by supporting inclusion and diversity in football ↑

If AFC Wimbledon is to be a true community club, it needs to reach out and celebrate all elements of the local community. We need to become a welcoming home for all of them. Not only does that make sense socially and morally, but also economically.

So what does that mean?

Strengthening and empowering the Dons Trust Diversity and Inclusion Group, and work with the club's new marketing officer, to ensure AFC Wimbledon becomes the exemplar for the following groups:

  1. Kick it Out
  2. Show Racism the Red Card
  3. Rainbow Laces
  4. Football Welcomes
  5. Football v Homophobia
  6. Women's Football
  7. Disability Awareness

By the end of 2022:

  1. A team of experts is in place to develop and deliver this work.
  2. Each of the above groups has been contacted by these experts and an exemplar programme has been developed with them. This might include each of the groups having one designated match day per season, offering office space and hosting talks and seminars.
  3. Working with the actions outlined in Point Nine, rotating displays within the stadium and further afield celebrating these groups are in place.
  4. Building on the activities above, a year-long programme of events that makes the club a welcoming and inclusive place for all members of the diverse communities AFC Wimbledon operates in is in place and promoted.

Point 8: Embrace the future and new funding streams by becoming ethical and environmental trailblazers ↑

As a fan-owned football club, rooted in its local community, AFC Wimbledon and its associated companies should always be seeking to work with local businesses and suppliers – particularly SMEs (Small and Medium Sized Enterprises) – and ensuring an environmentally friendly ethos throughout.

The Imperial College Review also stresses the need for the club to implement a "sustainable strategy".

We should seek to be an exemplar in sustainability and environmental processes after all we are the Wombles!

So what does that mean?

Promote recycling, environmental and waste-cutting measures, and at a minimum ensure they are in place around the ground.

Create a working group of experts, reporting back to the board of the Dons Trust, dedicated to building and developing the very best practices on ethical, environmental and community-based procurement.

Review ethical procurement standards with CIPS or other sustainable organisations to establish a clear set of goals

Engage with local businesses via groups such as the Merton chamber of commerce to review how the club procures goods/services so it is more inclusive/visible. Define what we mean as local.

Explore the potential of recreating and reinvigorating the Dons Directory

Engage with other clubs on potential collaboration for generic supplies like utilities, to leverage joint buying power.

As above, direct the individual attending EFL Board meetings on the club's behalf to take a lead on joint procurements like iFollow to ensure they meet club needs.

Measure the likes of volume of spend spent locally and carbon footprint, and then agree measurable improvements and benchmarks.

By the end of 2022:

  1. All contractors pay their employees the London Living Wage.
  2. All tendering opportunities are transparent and available to local businesses / organisations to apply for.
  3. The potential for a new Dons Directory has been fully explored
  4. A new team of experienced fundraisers is in place sourced from our fanbase or from direct outreach.
  5. All of whom will be interviewed in a transparent manner.
  6. A prospectus containing the above programmes and those outlined under diversity and inclusion is created.
  7. Having fully explored how to use Haydon the Womble to promote the club's environmental credentials
  8. Have an effective system in place to measure the club's carbon footprint and agree measurable improvements and benchmarks.
  9. Set a goal to become carbon neutral by 2030 and have a plan in place to do so
  10. Follow the example of the Oval and eliminate single use plastic in bars, replaced with reusable branded glasses and / or mugs where a returnable deposit is taken.
  11. Water taps available around the ground - no sale of plastic bottled water.
  12. Recyclable bins around the ground.
  13. Regular litter picks around the stadium and local area led by Haydon.
  14. Provide bicycle racks near the stadium and encourage the use of public transport for travelling to stadium.
  15. Vegetarian & Vegan foods available at all food outlets.
  16. Research and actively reach out to new ethical fundraising streams such as Co-op, Triodos and Lush.
  17. At least one high value ethical sponsor or foundation has been secured.

Point 9: Draw people into our ethos, by ensuring all our facilities celebrate AFC Wimbledon in the most innovative and inspirational way possible ↑

All our facilities need to live and breathe our ethos. The responsibility for this should pass to the Dons Trust Board.

So what does that mean?

Our shop, our training ground, our stadium and everything AFC Wimbledon touches is presented in an inspiring, innovative and inclusive way that appeals to our players at all levels, our fans and the wider community.

Plough Lane becomes a destination venue for the local community and beyond.

By the end of 2022:

We will have identified funding and commissioned an organisation or individual to develop a rolling 12-month cultural strategy for the club. This will include:

  1. Iconic imagery and digital innovation celebrating the formation of AFC Wimbledon and the club's wider history, as outlined in Point Three, at the stadium (this could also include putting our iconic flags on permanent display)
  2. Creative activities are embedded in the fabric of the stadium
  3. Learning from examples at other clubs, artists and digital innovators have been commissioned and their work implemented to transform the training ground into a hub of motivation for our players celebrating our history
  4. An engagement programme in place to inspire all elements of our community, rotating displays celebrating the wider fan movement and its full diversity, as outlined in Point Four and Point Seven
  5. Close relations with the Foundation to support community projects and identify key moments in the local calendar and ensure they are marked and celebrated in an inclusive way at the ground through artwork and imagery.
  6. Work with Merton Council to help deliver their cultural strategy

All of the above activities and programmes must be fully transparent and appropriate tendering processes and rules adhered to. We must never fall into the trap of becoming a clique. AFC Wimbledon should be open, transparent and fair at all times.

Point 10: Stronger Governance structure to ensure the club has the right level of direction and scrutiny to become the best ↑

The recent Imperial College Review into the club's governance structure was categoric in its belief that responsibility and accountability is 'unclear' when it comes to The Dons Trust Board.

The review also pointed out that guidelines were absent and the PLC runs in an almost independent manner to The Dons Trust Board. Finally it also stressed that the vision of The Dons Trust – and with it the current objectives – are outdated. This needs to be fixed as a matter of urgency.

The Dons Trust is not a passive organisation. It has a critical role to play in the ownership of AFC Wimbledon, and so must be a well–governed, transparent, member-owned, community organisation that owns and controls a professional football club. Those on the board must be responsible to those members. The board must at all times act responsibly in executing its role as owner and custodian of the football club.

At all times it should be transparent with a fair and inclusive recruitment and procurement policy

So what does that mean?

Taking on board the recommendations from the Imperial College Review - and backed by the insights gained over the last few months:

  1. Oversight and strategic directions for AFC Wimbledon and any connected Boards comes from the Dons Trust Board.
  2. All footballing objectives playing-wise will continue to rest with the PLC Board.
  3. The PLC Board becomes the 'doing' Board responsible for day-to-day operations and is fully accountable to the Dons Trust Board.
  4. The PLC Board manages commercial relationship, but operating under the ethical guidance of the Dons Trust Board.
  5. The PLC Board ultimately sets Key Performance Indicators (KPIs) for club staff to ensure they achieve the objectives set by the Dons Trust Board.
  6. All Dons Trust Board appointed posts to the PLC Board will have clearly defined roles, job descriptions, objectives and KPIs set by the Dons Trust Board.

At the first SGM

A new motion is drafted for approval by the Dons Trust Board members that enshrines the following into the Dons Trust Rules:

  1. The Dons Trust Board sets the club's vision, aims and objectives.
  2. The Dons Trust Board is the ultimate decision-making body for the PLC Board and any other boards it is involved in because of its role.
  3. Each subsidiary must have a majority of Dons Trust Board members (or their appointees) on their respective board.
  4. To allow rotation of these positions. Instead of individual Dons Trust Board members being named as directors, the Dons Trust itself would be named as director of the subsidiary boards.
  5. Amend the Memorandum and Articles of Association to ensure anyone attending board meetings on behalf of the Dons Trust Board will always be acting in the best interests of The Dons Trust. This will also allow the Trust to more easily send who it needs to the meetings, potentially changing the person depending on the issues discussed.

By the end of 2022:

  1. Abolish the Football Club Board
  2. The transition process to a 'doing' PLC Board working under the guidance of the Dons Trust Board is completed.
  3. The new PLC Board consists of eight people plus a chair (as suggested by the Imperial College Review) appointed by the Dons Trust Board. The PLC Board membership includes:
    1. Chief Executive Officer Joe Palmer.
    2. Football Club Financial Controller Tom Rawcliffe.
    3. Significant investor.
    4. DTB representative.
    5. DTB nominated HR lead.
    6. DTB nominated Marketing and Communications lead.
    7. DTB nominated Commercial lead.
    8. DTB nominated Ethical and Community lead.
  4. All of these roles will have job descriptions and defined objectives set by the Dons Trust Board The agendas of all the Dons Trust subsidiary board meetings are seen and approved by the Dons Trust Board.
  5. The chairs of the boards of the PLC and any other boards of companies controlled or owned by The Dons Trust present written reports to each Dons Trust Board meeting.
  6. As a fans club, fully explore the benefits of making all season ticket holders automatically members of the Dons Trust - as owning a season ticket could be seen as part of buying into the ethos of a being a fans club
  7. Ensure and deliver an annual survey of the membership (in common with most supporters' trusts). Run engagement sessions with the membership at least every three years to help shape and co-create the Trust's medium and long-term objectives.
  8. All Dons Trust meetings could be made accessible via video conferencing and recorded. The secretary would then ensure these recordings are made available within seven days.
  9. Advertise times of all Dons Trust Board meetings and make it easier for members to attend them. The notes of these meetings should be made public within seven days.
  10. Legal volunteer experts are recruited to ensure the rules are robust and to also provide oversight over contracts ensuring they meet the requirements above

Point 11: Provide clarity and direction with clearly defined roles and responsibilities for the Dons Trust Board and its staff and volunteers ↑

Although the Board of The Dons Trust is made up of volunteers, some specialisation is needed to ensure that the organisation can provide proper oversight to deliver its function as owners of the club.

Our structure must be set up to ensure we can become the very best club in everything we do.

The Board should have individuals dedicated to these specialist areas, and where they remain unfilled co-option to the Board, according to the rules of the Dons Trust, should be completed.

However, the Dons Trust Board should not be involved in the day-to-day operations of the club - a view echoed by the Imperial College Review. The Board sets the objectives and strategic direction of the club and ensures the processes are in place to ensure they are delivered.

So what does that mean?

Job descriptions for all the roles needed are in place and include as an essential criteria a commitment to the vision of the Dons Trust and in particular to continued and long-lasting fan-ownership.

A set of 24-month objectives are drafted and approved each year by the incoming Board

Create a new youth board position – elected by Dons Trust members aged 18-30.

Each year the annual report will be published looking at how the board performed against their objectives, and made available to members within seven days. This report would then be the focus of a special online Dons Trust meeting, held at the end of that month.

Dons Trust Board members should not be involved in the day-to-day running of the actual football club or the stadium: the Board sets direction and ensures scrutiny.

Rigorous agendas are set to ensure Dons Trust Board meetings are focussed and time limited to help encourage a wider range of Board candidates.

By the end of 2022:

  1. A Human Resource expert is in place and drafts job specs for all the roles outlined below.
  2. The transition of the Dons Trust Board into an oversight role, as also recommended by the Imperial College Review, is complete.
  3. The Board will include specialist roles as well as generalists, the new board must include:
    1. A chair.
    2. A treasurer.
    3. A community lead.
    4. A diversity and inclusion lead.
    5. A directly-elected youth representative (voted by Dons Trust members aged 18-30).
    6. At least four generalists.
  4. Job specs outlining roles and responsibilities exist for the following roles:
    1. Dons Trust Chair.
    2. Dons Trust Treasurer.
    3. Diversity and Inclusion lead.
    4. Community lead.
    5. Dons Trust secretary.
    6. Volunteer co-ordinator.
    7. Human Resources co-ordinator.
    8. National Football liaison.
    9. Communications, Marketing and Events lead.
    10. Environmental and ethical officer.
  5. During the transition phase the last six roles will be appointed and managed directly by the Dons Trust Board.
  6. The objectives of the Dons Trust are in place and available through the website.
  7. Where the expertise required for the Dons Trust Board does not exist from those elected co-option will be considered in a transparent and open way seeking out the very best in those fields. (locally, nationally or regionally)
  8. An external expert is in place to write an annual report on the DT's progress against its objectives and the first report has been presented to Dons Trust members.

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