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Football Governance

My contribution to the debate is from the viewpoint of a fan of one of the clubs that has been most adversely affected by poor football governance over the past quarter of a century. Some 24 years ago, a team that had been in the Football League for only 11 years beat probably the best team in Europe—[Interruption.] It's not going to get any better, is it? The Dons of Wimbledon beat the mighty Liverpool in one of the FA cup final's greatest giant-killings. In the words of the great John Motson:"““The Crazy Gang have beaten the Culture Club.””" My dad, a proud Wimbledon season ticket holder, and my sister, who is known to many Labour Members, were there. That weekend was one of the happiest of their lives. When we attended the civic reception the following Sunday, my dad embarrassingly took his autograph book along and got the signature of every member of the team. Because of my line of work and that of my sister, my dad has had the opportunity to meet many great famous people, but that was the first and last time he took along his autograph book. Clubs such as Wimbledon have enormous meaning to people, not just to my dad and my family but to the whole community I live in. As we now know, however, great joy was eventually to turn to great anger and frustration. Just three years after that win, the club left its home at Plough Lane in 1991 and never returned. The owner, Sam Hammam, persuaded Merton council that Plough Lane was unsuitable for top-flight football, which required all-seater stadiums, and that he should be allowed to leave while a new stadium was found. As a former Merton councillor, my biggest regret is that we accepted his word. Wimbledon began a ground share with Crystal Palace at Selhurst Park in Croydon and never returned. I like to think that if proper licensing of football clubs had been in place then, supporters would have had a greater say over the move, and that that would have made all the difference. Instead of returning, Sam Hammam sold the club, and Plough Lane was turned into blocks of flats. Worse still, in 2001 the club's new owners announced that they wanted to move to Milton Keynes. Despite opposition from fans of not only Wimbledon but virtually every football team in the country, and from many MPs and even the Football Association, which blocked the move twice, in May 2002 an independent commission gave the move the green light. That decision was the end of the road for our Dons, but it could have been prevented with proper licensing of football clubs and genuine supporter involvement on the boards. The case of Wimbledon is relevant not only because we want to prevent such a thing from happening again, but because we can learn from what happened next, and use our experience of the aftermath to learn how communities can be enriched by genuinely inclusive, supporter-run football clubs. What happened next is the remarkable story of AFC Wimbledon. When it was agreed that Wimbledon could move all the way to Milton Keynes, most fans, including my dad, simply stopped supporting the club. As a result, it went into administration even before it had moved up the M1. Supporters could have reacted with anger alone—justified anger—but instead they did something remarkable. A group of fans met and decided to set up their own team, owned by the fans and rooted in the local community—a club of which they could be proud. In June 2002 they held open trials on Wimbledon common, and cobbled together a team in just a few weeks. They quickly found somewhere to play—Kingsmeadow, just over the Merton border in Kingston—and persuaded the Combined Counties Football League to let them enter its competition. What has followed has been astonishing. The ground has been packed for virtually every home match, and after five promotions in nine years the team has made it all the way to the Football League, playing good football, the right way, and winning the Fair Play award year after year. The club is owned by the Dons Trust, a supporters' group which has pledged to retain at least 75% control of the ownership, and it has been the model of a good community football club. It has a genuine commitment to community sport, and the chief executive, Erik Samuelson, is nothing short of fantastic. Until recently, his pre-match ritual was not living the high life in the boardroom, but directing cars in the car park. He is typical of fans who paint the ground, sell programmes and do all the other essentials. The review of governance will not only stop clubs going the way of Wimbledon but be an opportunity to ensure there are more clubs like AFC Wimbledon. We need to ensure that it is not possible for clubs to just up sticks and leave the communities that support them, and we must make it clear that the future has to be based on genuine relationships between clubs and the communities in which they operate. The Supporters Direct formal licensing model would have prevented Sam Hammam and his successors from ruining our community's club, and new rules to give rights to supporters on behalf of the community will strengthen clubs such as AFC Wimbledon and encourage more to behave like it. I therefore support the proposals for a fit and proper supporters' trust to engage with each club. In my view, the trusts should have basic rights to information, including financial information, and rights to meet club executives. It should be mandatory that any fundamental change to a club, such as the sale of its ground or a move to a different part of the country, must first have the agreement of the fit and proper supporters' trust. I also hope that we can prevent clubs from assimilating other clubs' identities. I hope that all Members with an interest in not just football but the power of community will want to join me in saying how proud we are of AFC Wimbledon, and how pleased we are that the club has risen to the Football League. This is an opportunity to say: let us support the model of clubs such as AFC Wimbledon, and prevent clubs from collapsing, as Wimbledon did.