NOW YOU CAN EVALUATE AND JUDGE ACCORDINGLY. TEAM TJ KORIKO FOR GOR MAHIA SECRETARY GENERAL. 1) Tom Oriko, start by giving us your background, who you are, what you do & why you want to be an elected official to manage our beloved club. -Tom Joseph Mboya Oriko is a Family man doing business as a contractor ( air conditioning, roads and construction), consultant, with branches in kisumu,nakuru,eldoret and Mombasa 2) This is the second time you seek the position of Secretary General. What has prompted you to contest again & must you serve as an official to enact changes in the club? Yes this is the second tyime I contest for the position of the Secretary. What has prompted me are the facts that Gor needs total quality management system as it has become a very big brand. I want to offer my long experience in the management more so strategic management so that we make it one of the best and riches clubs in Africa. Yes changes could be enacted from outside but it needs good will from the office which has not been forthcoming. 3) The club has won all local tournaments in 2 years. Those trophies must be retained & team performance improved to ensure our dominance in past 6 past years carries on. What positions are key in Gor Mahia Management? Don`t you think changing officials in those key roles would alter our preparation for all the tournaments? How would you prepare given the short-period to start of the season. We have been in Gor for quite a while. I believe in team work and being a team player hence all will play a very key role in steering the team to greater heights. I don’t think changing them will in any way alter its preparations as they will also be incorporated in the team in one way or another. The most important thing is good will from the elected officials. We understand the dynamics of the team and allow each department to independently play its role 4) Do you think you have ample time to serve Gor Mahia in the capacity you seek as the role necessitates your active involvement in the daily operations of the club? Yes Ill have the ample time to serve the club because I want to give back to the community by serving this great club diligently as I would love to see value addition to the management of the club. 5) You own a successful supply company where all decisions are made by you. Your friends spread across supply industry as well. Are we not likely to experience direct (or indirect) conflict of interest in our tendering process, in case you are elected as an official? How open minded are you to the idea of team work & consultation involving the various stakeholders to steer the club ahead? The decisions are not made by me but board of directors in matters of great capital nature. We follow the procurement processes. I am a tgeam player and believe in allowing one to make prudent decisions in matters under his or her dockets hence I only approve what other committees has successfully deliberated upon . my way of operations will be open ended and will involve all stakeholders asd this is a community club hence its members must be involved in certain decision makings 6) There is a general feeling among most fans that the battle for Secretary General is more of self actualization than of benefit to the club. One of your competitors wholeheartedly backed & supported your candidature two years ago. Are you settling personal scores at the expense of the club? Are you using the club as a spring board to National politics (Homa-Bay county) as grapevine has it? I am not interested in the Homa bay county politics and I think this is misplaced propaganda. I am not settling any personal scores with anyone but the dreams I had for this club is what I want to achieve by seeing the club ranked top in Africa. 7) If elected, what will you do differently than the previous holders of that office? Has your vision changed from the last campaign? What is your vision for the club? What will you do to guarantee the future of the club with specific details to enable integration and smooth operation of all departments including, but not limited to communication, finance & marketing? -we shall ensure we have strategic plan for the club which will spell both short and long term objectives of the club. This will act as the guideline or as a master plan for the officials -my management system will be different as I am a team player. -shall put structure in place and allow each department to be run independently without interference -shall have constant communication with the owners of the club who will be involved in major decision makings through their representatives -I shall ensure the club which is the biggest brand is position well to attract as many sponsors as possible 8.Have you read the Sports Act? What intrigues you in it? The growth of the club & accountability depends on full implementation of Part V (sections 39-45) of that act? Are we upto task work with the treasurer? Section 46(5) requires a certified constitution presented upon registration of sport organization as a club. That constitution must ON THE LEAST meet the provisions of Second Schedule paragraphs (a) and (c) office bearers must be elected by members Does Gor Mahia have certified members currently to hold an election? Are we going into an elections on unfair grounds? Don`t you think you are seeking votes from non-members? I have read the sports act. This is the law which stipulates on how sports will be run and must be followed. Fior those who have not read this provision here its. As I had stated earlier I am a team player and as the custodian of the assets of the club shall ensure we follow the rules and work closely with the authorities so that we are not caught on the wrong side of the law. Yes our current constitution needs amendment. But it states veryu xclear that composition of the members shall be either being a life member or by paying 100 annually. PART V —FINANCIAL PROVISIONS 39. (1) The financial year of the sports institutions established under this Act shall be the period of twelve months ending on the thirtieth June in each year. (2) Notwithstanding subsection (1), the first financial year of the sports institutions shall commence on the date on which this Act comes into operation and end on the thirtieth June of the subsequent year. 41. (1) The Cabinet Secretary shall, once in every five years and in consultation with the Board of Trustees, cause to be prepared a sports investment programme. 701 2013 Sports No. 25 (2) The sports investment programme prepared under subsection (1) shall outline the development and maintenance priorities relating to specified stadia facilities, training programmes, activities and such other detail as may be specified. (3) Every sports institution shall not later than six months before the end of each financial year, cause to be prepared and submitted to the Cabinet Secretary for approval an annual sports program based on the five-year sports investment program in respect of the ensuing financial year, comprising estimates of expected maintenance, development and capital expenditure of the respective institution in the said financial year to be financed by the National Sports Fund. (4) The annual * work programmes prepared or implemented by Sports Kenya, Board of Trustees, Academy, Sports Disputes Tribunal, the Registrar and the sports organizations shall be based on the approved five-year sports investment programme. 42. (1) Every sports institution shall, at least three Annual estimates. months before the commencement of each financial year, cause to be prepared and submitted to the Cabinet Secretary an annual budget based on the five-year sports investment program in respect of the following financial year comprising estimates of expected recurrent, maintenance, development and capital expenditure of the sports institution in the said financial year. (2) The annual estimates shall make provision for all estimated expenditure of the sports institution for the financial year and in particular, shall provide for— (a) the payment of salaries, allowances and other charges in respect of the officers, agents or members of staff of the sports institution; (b) the payment of pensions, gratuities and other charges in respect of retirement benefits payable to the members of staff of the sports institution; (c) the proper maintenance, repair and replacement of the equipment and other movable property of the sports institution; and (d) the creation of such reserve funds to meet future or contingent liabilities in respect of retirement 702 No. 25 Sports 2013 benefits, insurance, replacement of buildings or equipment, or in respect of such other matters as the sports institution may deem appropriate. (3) The annual estimates shall be approved by respective governing bodies of the sports institutions before the commencement of the financial year to which they relate, and shall be submitted to the Cabinet Secretary for approval, and once the annual estimates are approved by the Cabinet Secretary, the respective sports institution shall not increase the sum provided without the written consent of the Cabinet Secretary. (4) No expenditure shall be incurred for the purposes of the a sports institution except in accordance with the annual estimates approved under subsection (3). (5) A sports institution shall not undertake any activity that is outside the budget approved under subsection (3) unless the sports institution has obtained the written approval of the Cabinet Secretary, and the Cabinet Secretary for the time being responsible for finance. Accounts and audit. 43. (1) Every sports institution shall cause to be kept all proper books and records of accounts of the income, expenditure, assets and the liabilities of the respective sports institution and shall prepare an annual statement of accounts in conformity with international accounting standards. No. 12 of 2003. (2) The accounts of the sports institutions shall be audited and reported in accordance with the Public Audit Act, 2003. Power to borrow. 44. (1) A sports institution may, with the approval of the Cabinet Secretary and the Cabinet Secretary responsible for matters relating to finance, borrow money required by it for the exercise of its functions and for meeting its obligations. Power to invest Funds. (2) The approval under subsection (1) may be general or limited to a particular transaction and may be unconditional or subject to such conditions as may be specified. 45. Any funds of the sports institutions that are not immediately required for any purpose under this Act may be invested in a manner which the Board, Board of 9) Changing the constitution was the primary pillar in your previous campaign? What efforts have you made to the committee that was charged with the responsibility to facilitate the constitution amendment process? Yes it was and still is. I am a member of Gor Foundation and as far as am concern there is a draft of the constitution which is in line with the sports act but lack of good will from the current office has deterred its enactment hence that will be the be the important issue we shall deal with as we shall call for a special general meeting to amend, ratify or adopt it 10) Apart from gate collections, what are the other revenue generation sources you would employ? Do you believe in financial sustainability & how do you intend to achieve that? Revenue Revenue Revenue is one of my main pillars and I want A Gor Mahia which is financially stable. -Apart from Gate collection which shall be improved by intruding the bar-coded tickets as a short term measure however long term we shall introduce seasonal ticketing or partnering with other financial institution to issue cards to our members. -Partnering with other brands who want to venture into Kenyan market eg pepsi ,keringet, keroche industry etcso that every bottle of soda sold the club get s 5/= -Setting up or taking over a club like kuche kuche and make it Gor mahia club house. -Having structured merchandising with those who wants to do business with the club whereby they remit certain amount to the club -Direct importation of the jersey by the club. These will be retailed by branches or other business partners so as to make the branches to be financially stable as they the pillars of the club - we envisage Gor mahia in the Nairobi stock exchange 11) Do you think our players need fan-established motivation programs? How sustainable is that? What would you do to enable improved player welfare with regard to better pay, financial training for players, & control mechanisms to facilitate timely pay of player allowance? -Welfare of the playing unit is very key. We shall create a very condusive environment for them to fully display their potential. -We shall ensure we give the players a minimum of three year contract. -we shall ensure all our players have bank account and all their allowances and salaries goes to their accounts besides having got their pay slip by 29th every month -Shall ensure we have or create facilities with the bank so that they could get some loans from the bank for their personal developments -Medical cover is key -Shall help create Sacco society for Gor Mahia where even supporters shall become members 12) Why should the fans trust your word when the same promises have been made before. Is it true that you plagiarized the incumbent`s manifesto word for word in the last campaigns? Convince us of your creativity & ability to provide solutions given a crisis? As I had stated earlier all manifestos shall be merged into one document called strategic plans for the club which shall be launched. This will be the binding documents and members shall gauge the performances of the elected officials vz its contents. Rem it spells out the objectives and timelines for their attainability. 13) Hooliganism is the major killer to brand Gor Mahia. Our reputation relies upon curbing this menace. What is your action plan to enhance a favorable corporate image? Hooliganism is indeed a big menace. However to curb this we shall allow members of this great club to own it thru recruitment drive where membership cards will be issued. Secondly the root cause of hooliganism is bad referring and play. We shall work hand in hand with all stakeholders in the sports to see to it that we reduce it but I don’t think anybody who is sane enough to want to destroy his or her assets We shall actively be involved in the CSR to create good rappo with the public and also educate our supporters about its effects 14) What is your take on asset acquisition by the club? What measures would you have in place to protect, defend & ensure the assets are for the sole benefit of the club. NOTE: The current club bus is in poor state, the previous one was transferred to name of past officials, & the no one has clear details on the whereabouts of the Embakasi land There is talk it was also converted as personal property to the then officials. -Assets acquisition is key for the financial stability of the club as I had stated above. -As the custodian of the assets of the club I shall ensure they are safely guarded -Our land in embakassi according to the info I have is occupied by the sqauters. However the only thing we can do is to write a letter to the government for a refund or to be given another one because it was a community land and the community has settled ion it hence the government cannot evict the community. 15) We want a big sponsor because we have outgrown Tuzo. True or false? Then what’s your plan if elected? Gor is a very big brand and therefore what it requires in order to attract big sponsors we need just to position it and put in place structures and proper accountability. All brands want to associate with Gor. I shall create what we call in marketing, brand war which in essence shall be to the benefit of the club 16) What is your take on ticketing and merchandise systems we have. Do we need to change it? Change to what? And how would that be achieved?
Posted on: Wed, 13 Nov 2013 11:22:53 +0000
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