HCST Vision, Aims & Objectives and 2016-17 Action Plan

The vision, aims and objectives below have been agreed in consultation with members, and include the objects of the Trust as set out in the Rules.  The vision, aims and objectives will be reviewed from time to time by the HCST Board and updated as necessary.

Vision

Our vision is to have a real and significant influence, on behalf of all Hull City AFC supporters (locally, nationally and globally), in the running of our Club.

Purpose

A Supporters’ Trust is a Community Benefit Society and as such is to be the vehicle through which a healthy, balanced and constructive relationship between the Hull City AFC and its supporters and the communities it serves is encouraged and developed.  The business of the Hull City Supporters’ Trust is to be conducted for the benefit of the community served by the Club and not for the profit of its shareholders.

Objects

Our objects are enshrined within the Rules of our Society.  These objects are to benefit the community by:

(a) Being the democratic and representative voice of the supporters of Hull City AFC and strengthening the bonds between the Club and the communities which it serves;

(b) Achieving the greatest possible supporter and community influence in the running and ownership of the Club;

(c) Promoting responsible and constructive community engagement by present and future members of the communities served by the Hull City and encouraging the Club to do the same;

(d) Operating democratically, fairly, sustainably, transparently and with financial responsibility and encouraging the Club to do the same; and

(e) Being a positive, inclusive and representative organisation, open and accessible to all supporters of the Club regardless of their age, income, ethnicity, gender, disability, sexuality or religious or moral belief.

We aim to achieve this vision by:

(a) Preserving, protecting and developing the identity and community of Hull City AFC, embodying ambition with tradition;

(b) Leading and facilitating partnership working with Hull City AFC, Hull City Council and other stakeholders;

(c) Acquiring a stake in Hull City and attaining representation on its board in order to exert real supporter influence on the governance of the Club;

(d) Promoting the development of the Club through supporter involvement, initiating and leading supporter-based social and community initiatives that engender that involvement; and

(e) Actively campaigning at local and national levels on issues that impact on our shareholders and the wider supporter base.

Objectives

In order to achieve this we have set ourselves some objectives that will guide our work in the short-and long-term, which will be enacted through delivery of an Action Plan developed by the Trust’s Board in consultation with shareholders. These are:

Short-term objectives – to establish our independent offer

(1) Influencing the direction of Hull City

Supporters’ Trusts across the UK (including those for Premier League clubs) have a role in influencing the decisions made by the club that most affect supporters. We don’t necessarily want a say in every inner working of the club – but where key decisions affect supporters, we think it is right that supporters are heard and we will develop mechanisms for consultation with both our members and the wider fan-base.

(2) Broadening our appeal

We want to help improve the match-going experience for all supporters and to broaden our offer to encompass Tigers fans’ wider interests: events, travel, merchandise and wider campaigns. CTWD was proud to have begun as a campaign group that successfully defended the historic name of Hull City. And that commitment to oppose a name change will not change.

(3) Exploring the opportunities that being a Trust gives us

Being a Supporters’ Trust opens up options for funding, ownership and employment that other Hull City fan groups don’t have. We won’t rush into anything, we will explore things carefully and determine in consultation with our members which of our long-term objectives below can really be achievable.

 

Long-term objectives – to reflect that Hull City is part of a community, not just a business

(5) Giving supporters a voice on the Board

We don’t imagine that the current owners are interested in giving HCST an official seat on the Board, but in football things can change fast and we need to be ready. This isn’t about grabbing power for the sake of it, this is about ensuring that fans become positively involved with the Club and exert influence at the highest level.

(6) Bringing benefits to community assets

Hull City is more than a football club, it is part of the community. It is part of the city’s soul, and in the KC Stadium it is part of the city’s infrastructure. We want to explore how we can ensure supporters get a say in how these community assets are managed and developed in the future. The Supporters’ Trust gives us the ability to run companies, employ people, make a difference.

(7) Developing productive relationships with other supporter groups

Hull City Supporters’ Trust does not exist in isolation – it is but one of a number of vibrant Hull City supporter groups. And the issues and challenges we face are largely common to fans throughout the country. We will work alongside other City supporter groups and we will develop our burgeoning relationships with Supporters’ Direct and the Football Supporters’ Federation to help influence the wider football family.

 

Action plan 2016-17

Aim 1: Preserving, protecting and developing the identity and community of Hull City AFC, embodying ambition with tradition

  1. Through our participation in the FSF Heritage Working Group, engage with the FA to strengthen its heritage rules (led by Phil Walton)
  2. Challenge, through our public statements and the local media, the “name-change by stealth” of Hull City AFC (led by Geoff Bielby)

Aim 2: Leading and facilitating partnership working with Hull City AFC, Hull City Council and other stakeholders

  1. Continue the dialogue with Hull City Council about the role the Trust can play (led by Graham Cannon)
  2. Represent the views of shareholders and the wider community at the Hull City Fans’ Working Group (led by Geoff Bielby)

Aim 3: Acquiring a stake in Hull City and attaining representation on its board in order to exert real supporter influence on the governance of the Club

  1. Support national initiatives pressing for legislation to reform football and include supporter representation on club boards (led by Phil Walton)
  2. Develop ways to recruit members to the Trust (led by Graham Cannon & Sue Dyson)
  3. Grow the Trust membership through recruiting Partners offering benefits to members ((led by Alan Hemingway)
  4. Grow the Trust membership through the development of merchandise attractive to members (led by Steve Pye)

Aim 4: Promoting the development of the Club through supporter involvement, initiating and leading supporter-based social and community initiatives that engender that involvement

  1. Develop the content of the Trust’s website and social media platforms to provide up-to-date information about the Trust and the club (led by Greg Whitaker & Ryan Richardson)
  2. Develop the on-line Hull City museum (led by Ian Walters)
  3. Plan and deliver a series of events for members (led by Phil Walton)
  4. Progress the “Hull City ART Project” in conjunction with relevant partners, in time for COC2017 (led by Alan Hemingway, Phil Walton and Sue Dyson)
  5. Progress the “People’s Plaques” project in conjunction with relevant partners, in time for COC2017 (led by TBC)
  6. Support and publicise Middle Child Theatre Company’s Hull City project – led by Graham Cannon)

Aim 5: Actively campaigning at local and national levels on issues that impact on our shareholders and the wider supporter base

  1. Support and publicise national campaigns such as Safe Standing and Twenty’s Plenty (led by Phil Walton)
Skip to toolbar