INTERVIEW WITH DELIA SMITH  - SUPPORTERS DIRECT NEWSLETTER January 2003

Simon Binns of Supporters Direct talks to Delia Smith, and discovers that a club which values its supporters is a recipe for success:

SD:  What inspired you to get involved in football, and Norwich City in particular?

 DS: Seven or eight years ago the club was in real crisis. It had gone from competing in Europe to the verge of bankruptcy and the situation seemed to get worse week after week. We watched as players were sold and money was lost. Being involved in football is a huge challenge but something that I feel very fortunate to be part of.

SD: How did the ITV Digital collapse affect your club?

 DS: It hit us extremely hard. Some clubs were hit harder I am sure, but we had budgeted for £4 million over the next two years which then disappeared and left a huge hole in our finances. To try and recoup some of the money we decided upon the recent share issue, which was really well supported by the fans - they really came up trumps for us again.

SD: A lot of clubs in the first division, such as Leicester City, Derby County and Bradford City, have had well documented financial problems which seemed to follow as a direct result of relegation from the Premiership. What should those clubs be doing to acclimatise to life outside of the top flight?

 DS: The clubs that have come down from the Premiership have found it very hard. They suddenly find themselves with huge wage bills that they cannot afford and a lot of clubs have squads that are far too big. I think the only way to go for a lot of clubs is to be prudent, not just after they have been relegated, but all the time. If a club needs to sell players to balance the books, then that is what they should do, as well as ensuring that they can pay players wages.

SD: Do you think that the financial boom period in football is now coming to an end?

 DS: I think so. I also feel that there are too many people in football for the wrong reasons. Football is just like any other business if you think about it. It has a lot going for it - a lot of clubs now have excellent facilities, but they are underused. At most clubs, the stadium is only in use for twenty-four days out of the year. At Norwich we have really tried to make the club something that is available to the fans all year round, especially on the catering and hospitality side. You have to look at all the different and alternative ways you can operate as a football club and a business.

SD: What are your thoughts on the new transfer window? Many clubs view it as an extreme hinderance, especially as they are under pressure to offload players. Was it imposed too soon?

 DS: It certainly hasn’t helped. At Norwich, we are still struggling. With finances at a lot of clubs being as they are, it is very frustrating to have the transfer window there. A lot of clubs cannot wait until the New Year to cut costs and sell players. Although Norwich City is on a much sounder financial footing than we were, it is still a struggle, and the transfer window hasn’t helped matters.

SD: A lot of people would cite Norwich City as an excellent example of a well run football club –no huge earners, looking after ex-players by involving them in the club, and still getting results. How difficult was it to stick to that ethos when a lot of other clubs around you were spending heavily in order to challenge for promotion?

 DS: To be honest, we have never had the money to do that, even if we wanted to. The squad has had just £1.5 million spent on it in the last two seasons and Nigel Worthington has done a great job putting the team together that he has –we were extremely unlucky to miss out last season and we will try to challenge again this year. I think it is important to have a good team not just on the pitch, but throughout the club. Good relationships between board members, coaching staff and playing staff are all very important. We all have to be pulling in the same direction. It is very important to us to involve the ex-players, and we hope that it is something we can continue to be able to do as the club  expands. The club is a community thing and that is how it should be.

SD: And, of course, there is your relationship with the fans. Just how important is that relationship?

 DS: Fans are the club. They are the most important thing to us. They are always there and without them there would be noclub. At Norwich City we have an excellent relationship with the fans. We have a supporters’ advisory committee to discuss all issues. We have regular roadshows, and thanks to the recent share issue, we now have 5,000 supporter shareholders.

SD: How is your relationship with the Norwich City Supporters’ Trust and how do you see it developing?

 DS: Very good. We have encouraged it as much as possible and have regular contact with the trust. It is very important for supporters to have an influence. We hopewe can have the best relationship possible and we will all work hard to make sure that happens.

SD: Do you think that supporters being involved at boardroom level is important for taking those clubs forward, and will it benefit the game generally?

 DS: I would like to see fans on the board, but it works two ways. There has to be a good working relationship and a firm understanding of what is involved and the responsibilities you need to take on. Sometimes, as a football club director, you have to make painful decisions and do things that are not popular. At Norwich City and at other clubs, directors are passionate fans, and sometimes the decisions we have to make are extremely difficult.