Home of the Lewes FC Fanzine For Lewes FC Men and Lewes FC Women. 14 years writing about Lewes FC Men / Women in Non League and the Women's Championship.
During the course of the 2016 Brexit referendum campaign, a whopping 25% of voters switched allegiance. With many people unsure of what the ramifications of a yes/no vote were, everything was to play for; unlike a general election where pre-determined alliances are strong and there is usually very little swing in opinion during the length of a campaign.
If the Lewes FC board cared for Lewes and respected out town’s history, where the Battle of Lewes was the foundation of our modern day Parliament and with the impact of Thomas Paine being an advocate of people power, they would have approached the election to discard fan ownership in a different and more democratic manner. Maybe if more than one boardmember actually came from Lewes, when they started negotiations with Mercury 13 the first thing that would have sprung to mind was that the membership must have a vote. Until I see evidence to the contrary I do not believe, neither do most of the club, that an election was ever on the agenda at the start of the Mercury 13 deal – I don’t recall seeing anything in the original email from the board announcing that the membership would vote.
The decision to introduce Equality FC a few years without a members vote, went through with little real opposition, it was a decision by the board, members liked it and it didn’t fundamentally change the make up of the club. I think the board were caught off guard with the opposition to the Mercury 13 deal and naively thought they could march this one through as well; believing that a measure which would effectively change our fan owned model into a fan owned/private investment hybrid was okay.
There was uproar from members and supporters and the fan owned club governing body, the Football Supporters Association, called for a vote. The confused and tentative announcement from the board announcing there would be a vote, was the board bowing to pressure and hedging its bets on democracy.
In the first few weeks of members being taken by surprise about the Mercury 13 proposal, there was a push for the board to publish a detailed alternative to the Mercury 13 option. This never happened. Eventually the board agreed that a No campaign could publish something to owners – but by this time the Board (and Mercury 13) had had effectively 6 weeks of campaigning with no opposition.
From the announcement of Mercury 13 before the August bank holiday and an impromptu brain storming session on the 8th October from a makeshift NO group, a No ‘manifesto’ was published 2 days later by the board along with more information on Mercury 13, there was essentially no official proper NO campaign. For six weeks members were told one side of the story which was firmly embedded as the route forward. The board were never prepared to put forward two clear articulate and well thought out options for ‘saving the club’ – they had their predetermined and only desire from day one.
Having to rush a No campaign, headed superbly by Miranda Kemp, the focus was on maintaining the principles of fan ownership, our independence and saving the club for the town. There simply was not the time or information to build an economic argument or counter the points of the nuances of the financial arrangements, in essence how the deal was a big pie in the sky. In two weeks, what channels were available were bombarded with a NO message, the ground was leafletted and Miranda appeared on local TV and radio. Eight ex-Directors wrote a letter with their support for a No Vote. For a small group driving an opposition campaign with no time or resources, it was an impressive effort.
Had the NO campaign had another 6 weeks and were able to co-prepare presentations, hustings and Town Halls, as the Yes campaign did, and having had the time to arrange a more robust social media campaign the outcome could be very different.
But how different? One off campaigns like this are prone, as we saw in the EU Brexit referendum, to huge swings as voters get a grasp on an alien topic. Unlike a general election where voters generally have a lifelong allegiance to a political party, with a de facto referendum it is all to play for. It is won or lost on fresh arguments from sides able to get their message across on equal terms.
When one side has eight weeks and the other only two, it is a shameful kick in the teeth to democracy. The YES vote are likely to win, but unless it is by a huge figure the result will never be a fair result. If it is 75/25 in favour, I think you can probably reasonably say another six weeks of campaigning for a NO vote wouldn’t have made a difference. If it is 60/40 in favour, it will be a travesty of epic proportions as a large swing could have happened with a fairer democracy.
I always thought and said from the start, that a yes vote would likely win. It does not need to win ugly though. The smaller NO vote is largely made up of long standing fans and locals. The people who were behind rescuing the club all those years ago and backing the start of a community football club in 2010. These people have been the most outspoken and vociferous group over the years, and essentially alienating a deep rooted heart of your club is a very stupid thing to do.
We will never know if it is a cynical agenda or incompetency that has led to such an unfair election, but the ramifications will leave Lewes FC a permanently divided club, and a club where the support base who once on the whole tootled along regardless are now empowered and pretty angry. The board have been given oodles of slack over recent years and an easy ride. From this perspective I think they know the party is over and that they need to shape up, as they will most certainly be under the microscope more after this debacle.
Winning an election unfairly is one thing, but I suspect like Brexit where the claims of the YES campaign have been proven to be totally false, the board will have the impossible job of proving everything they promised to members on the back of M13’s investment, will radically transform the club. It won’t do. Mercury 13 is a sticking plaster not a practical , long term solution. The board will have to prove us doubters wrong, and I do not believe for one moment they will be able to do so and it will all sadly unravel and go downhill from now.
Sorry, rushed this out, started it this morning and took longer than I thought. I’m heading out and not checked it properly, so apologies for poor grammar etc
INTRO.
A change in direction – an alternative to Mercury 13.
This is just a prod at a Plan B. There are loads of brilliant ideas from lots of clever people who follow Lewes FC, these are some of mine. You don’t actively hear about these other ideas, but I do because I am receptive to possibilities and the board are not. There are ideas out there and there are lots of them. These are just some of mine in an attempt to present a fresh approach and alternative to the current investment proposal. The leadership of Lewes FC during this bungled consultation and voting process are either ill equipped to present a fresh plan B or unwilling to let go of the Mercury 13 co-model which is marked “Break Up Club” by accepting the sale of part of our club.
My approach focusses on a return to the tough work of building a proper community football club for Lewes and jettisoning the arrogant model we have adopted, where social media likes, photo ops and publicity grabs are king – and playing above our station in the women’s game has cost us financially. Our recent operating model tragically shown for what it is, us spiralling financially and requiring handouts, or more latterly investment but at what cost?
As a preface, this proposal is based on themes from a fanzine I wrote 6 years ago, entitled Plan B (18 pages of it!). I had a lot of positive responses back then, even positive support from previous and current board member of the time. This is not a gimmick or pie in the sky, it is achievable but it is hardwork.
Plan A, Mercury 13 deal, from the board is currently unproven, has no concrete plans, no financial figures, no coherent business strategy. It seems odd that the board continue to say it is the only way forward, when this Plan B offers answers to many of the questions. What is beyond any doubt, is that the Board over the last 13 years, have never really reached out to its members for strategic ideas believing branding and their sometimes hilarious ‘smart ideas’ will drag in sponsors. The board do not always know what they are doing and on occasion have failed spectacularly.
My plan involves utilising the assets of our great club, stadium, town and fans to rebuild the club and refocus on the Lewes community and surrounding areas and ultimately detoxifying the club.
STRATEGY
Reconfigure the club back to basics. Adhere to our brilliant constitution, reconnect with Lewes and the surrounding environs, local business and the local population. Redefine community back to Sussex and not the ‘worldwide’ community – absolutely nothing personal against our less local owners and the contribution they have made, but my preference is to bring the club back to home roots and build on these; people who are able to attend matches, able to spend hard earned pounds behind the bar, able to buy merchandise, attend in person meetings etc.
The leadership WORKING with the owners and fans not dictating to them. Make no mistake, despite leading us to the precipice of financial collapse, the board have done some brilliant things to be built on. Great to bring in new members and bigger crowds albeit at vast expense, but with this large ownership and fan base at their disposal they are either clueless on how to utilise it or simply think they know best and don’t want to. Hence the financial mess we are in and having to effectively sell out 51% of our women’s team asset.
Here goes and remember this is not a blueprint for changing the club it is a cradle of ideas to reflect on, add to, ignore, dismiss or embrace.
SELF-SUSTAINIBILITY ACCOUNTABILITY DEMOCRACY TRANSPARENCY TENACITY DEVELOPMENT #REALLEWES
Lewes has all the above ingredients to be a flag bearer and a role model for community clubs. We already have the largest network of community volunteering assets and expertise in Britain through Bonfire. We need to tap into this the volunteering make up and resource of this great town.
This plan can lead the men’s team into the National Conference and maintain the Lewes FC Women in tiers 3 and 4 of the women’s pyramid at an affordable level.
GOVERNANCE
All paid employees doing work outside of the core football teams, CEO etc would need to be released. The club should be volunteer and Lewes driven. We need to redefine how to run the club properly and prudently, calling on expertise of the people. Any redundancies can be paid for by selling the £40,000 staff car. A symbolic gesture of intent.
No board member should serve more than 2 x 3 year terms.
Being on the board needs to be an aspiration and a privilege, not an entitlement. Individuals should want to stand as a board member – their involvement welcomed and applauded.
A democracy working group will be set up to advance the participation in board elections and to raise interest in the nuts and bolts of running the club and improve democracy.
There should be a limit on directors’ (ex and current) donations for day to day running of the club, however can remain unlimited should donations be specifically awarded to physical club infrastructure ie. Long term benefit to the club.
We need at least a twelve-person board. Including co-opting members from the local council and somebody from the Bonfire Council. Bonfire is symbolic of the Lewes community and have great successes in driving volunteering initiatives; why do they not want anything to do with Lewes FC?
Directors’ standards will need to be set – all directors should have been to the Pan at least 50 times (or a sensible number to be agreed). Directors need to understand the club, town and need to have interacted with other fans to understand what Lewes and the club is all about. It is no wonder the club has lost the town if directors don’t have a real connection with it.
Decision makers must not tamper with the organic nature of club debate forums and social media. These should be for fans to let of steam and throw ideas around without interference. They must be moderated properly though. Club managed social media should be used to share all news and interest about the club.
8 Directors will have responsibility for sub working groups with volunteering fans, to be overseen by the board. The recent working group ideas were great. Shame it has taken 13 years for the first one! There are an enormous number of people like myself keen to put in hours to build the club, but steer clear feeling unwanted or not completely aligned with the current objective of the board. All of these people embracing the opportunity of participation and the club to embrace them.
These board members will act like a government department and apply for resources. Too much money has been unnecessarily squandered; funds haven’t perhaps had any real worth as someone has just written a cheque to make up financial shortfalls in recent years.
Possible working groups could include –
Playing squads.
Match Days.
Catering.
Other catering etc (see catering)
Volunteer taskforce.
Democracy and elections.
Membership.
Community interaction.
Reconnecting with the town.
And whatever else or mix and match.
FINANCE.
Where is fresh finance to come from the board ask? Er….from the town.
50/500 will be a strategy to focus on sourcing new owners, locally. Owners from the ‘international community’ spend £50 per annum. Local owners will go to games, spend at the concessions and more importantly bring friends and new potential owners to games, maybe spending £500 a year. I went to a few games thirty years ago and have maybe spent at least £10,000, maybe £20,000 at the club over the years. I have introduced some people who now often go. Why are we focussing on international ownership when there are quality owners on our own doorstep. Where will the new owners come from? Naturally as we will be a proper community club, enticing the vast swathe of non-owners who go to games via an ownership outlet and help centre in the Pan, a huge recruitment drive via the Volunteer Taskforce (see later). Convert those fans who come and watch games into long term owners. Get local owners who pay their £50/pa to come to the games and spend more money!
RECONNECTING I know from a previous regime, Steve White, the commercial manager, picked up the phone at the start of the season and called all the huge quantity of local businesses that used to sponsor the club to check they would keep sponsoring and income was already secured straight away. Local business interest in Lewes FC is on the same scale and level as Lewes FC’s interest in local business . Virtually zero. It is important to remember we were regarded far more as a community club when we were privately owned that actually as a community club.
CATERING When I was on the original Lewes FC Supporters Trust I was asked to write a paper on how to convert the catering from a pain in the neck to a vital income stream.
My experience, I have part owned and managed a catering facility with a bank of one hundred staff. A seasonal business so used to huge pits and troughs in business rather er….like a football club. So am well equipped to recommend the below and how to set up.
The catering would be brought in house.
The largest footfall in Lewes for business would be the one passing the Pan everyday to the schools, colleges, leisure centre and tip. Dog walkers, tourists going to the Priory. I would open the big wooden gates and expand and increase the catering options and open them all day. It would make a fortune and is easy to do. With the Pan becoming a week round social hub other minor events, fairs, markets etc can be held around the ground perimeter. More and more the club would become a destination especially in the summer and hey guess what, a superb recruitment opportunity for the membership drive and curious customers getting the vibe and wanting to come to a match.
Look at the large posters around the town from the two Lewes micro-breweries with vast numbers of minor events, entertainment and guest food outlets. They have created a vibrant community with far inferior resources to the Dripping Pan.
One of my best friends is a top sound engineer and does a lot of festivals so we have had a long chat. As many of you know Mumford and Sons packed 20,000 people in for a festival in the Convent Field.
His view was securing three to five decent name acts you could get 10,000 punters relatively easily. By that he means well known, has been acts. They are cheap. Including tickets, concessions etc the turnover could be as much as £500,000 a day. As he said, make it three days, your costs per day go down and your profit up. Potentially a three day festival could realise in excess £1,000,000. Of course, you can scale up the acts and scale up attendance. This would all be professionally licenced and staged and don’t worry not for us to do. It is in our doorstep and been done Christ’s sake.
We have the venue, the attraction of Lewes and the train station nearby.
Oh, and we are a community club, think of the tills of local businesses and accommodation.
Would I put a figure on the above. Yes £1,000,000 at least. I’d say 1.5 depending on how it all clicked. Okay let us make this clear. I am not stupid I have run a business all my life, have studied the club accounts and my forecasts have generally all been right. I said we couldn’t afford Equality FC. The board said shup up Harris. I was right, they were wrong.
COMMUNITY
This is what it is all about. This is why I wrote all those fanzines and now blogs. I have traded in and from Lewes since I was 18. I love this town. I have been going to the Pan for 30 years and the beef I have with the current and previous board is their reluctance to engage with the town. The Lewes FC reliance on marketing punchlines, headline grabbing modern messaging is out of control and has not grown the ownership model sufficiently, nor has it helped the club achieve financial sustainability.
We need to get back to basics, and get out and bring in the town and local areas.
Why during elections in this country do parties send foot troops out campaigning etc. Because it is a proven and successful method. We should set up a Volunteer Taskforce. The task is to leaflet all of Lewes, local villages and maybe Uckfield, Seaford, Newhaven and Peacehaven. It would be overseen and orchestrated by a three-person team. We would aim at 2-3 leaflet drops a year to every built-up area. Much of this is easy as many volunteers would just have a set number of nearby streets to where they live and then allocated a number of roving destinations. If we could get 25-30 to sign up and I already have 5 who would, the only cost is in the printing.
We would for the first year apologise for ignoring local households, beg for membership and advertise offers and discounts. Leaflets all paid for by sponsorship/advertising from local business.
We would need a Commercial Workforce, maybe the same people, to forensically approach every business locally from Harveys and the supermarkets to little units in repurposed farm buildings, the lot. The emphasis must be on we are sorry we have ignored you, please can you help us.
BONFIRE.
We would need to reach out to all of the bonfire societies, say sorry we ignore you and get them onside. Tap into all that experience and savvy and make a real connection with them. They are key to help rebuilding, they are Lewes and they will help. It is their football club. No point in bragging about 2500 worldwide members when Lewes Bonfire societies have far more than that just locally.
A SORT OF CONCLUSION.
As the club becomes ‘Lewes friendly’ so will the finances roll in and the interest. Every minor event and initiative no matter how small starts to form a momentum of interest in the club. When lots of the town’s activities are based around the football club so will the town’s focus. It is scandalous; is there another non-league football club so physically entrenched in an enviable and beautiful town, so close to the station and infrastructures? and these assets just blindly ignored. We want talk around the town to be what the club is up to, what the next event is and we will have lots of new visitors and wallets. Even if it is a yoga evening, pub quiz, teenage youth club, holiday club, community kitchen, these begin to build a community feeling. Lewes is a get involved community and get things done community. The paradox of the community club years is an out of touch board, obsessed with doing things differently and seeking to win awards, and getting in the national press – in doing so, they have lost the key, charm and connection of community. It is possible to run a successful, financially self-sustaining community club, playing good football at sustainable levels – to do so though is about returning to the community model, embracing it, growing it and celebrating it rather than selling out and going down a co-ownership model with an investment firm and giving up on our owners, fans and town.
The Rights of Fans. Lewes FC Fanzine 