Athletics in the UK: The Rise and Fall of the BAF

61 The business of athletics It was essential to get the finances under proper day to day management and one of my first recommendations was the appointment of a qualified accountant. Surprisingly, Arthur McAllister, as President, did not think this was necessary and advised me not to push it. However, the Finance and General Purposes Committee quickly agreed and, after a frustratingly long period taken up by advertising, interviews and the need to give notice to his former employer, Malcolm Jones was appointed as Financial Controller with effect from 3 August 1987; more than two years into the contracts but better late than never. The growing importance of commercial athletics demanded a more business-like approach but good financial control, however important, was only one element in the modernisation of the management that was needed and which was expected to be introduced under the BAF. The caretakership of the AAA following the BAAB’s cash crisis in 1987 helped to provide a necessary degree of stability and the JSC came to be seen as a temporary arrangement until BAF set up a permanent structure under a chief executive. However, as we saw with the painful birth of the BAF, the road to a more professional management structure and style was to be equally difficult to navigate. At the same time as the sport struggled with this, the day to day realities of commercial life - organising events, satisfying TV and sponsors, relationships with elite athlete, etc. – could not be escaped.