MEETINGOFTHEBOARDOFTRUSTEES Itemsinredareconfidential - Canal & River Trust
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MEETING OF THE BOARD OF TRUSTEES Items in red are confidential
Minutes of a meeting of the Board of Trustees (the Trustees) of Canal & River Trust (the
Trust) held on Thursday 18 July 2019 – 08.00 a.m. to 1.00 p.m at the Loxley Suite Hilton
Sheffield, Victoria Quays, Sheffield, S4 7YA
Present
Allan Leighton, Chair
Dame Jenny Abramsky, Trustee and Deputy Chair
Nigel Annett CBE, Trustee
Ben Gordon, Trustee
Sir Chris Kelly, Trustee
Jennie Price CBE, Trustee
Sue Wilkinson, Trustee
Sarah Whitney, Trustee
Apologies
Janet Hogben, Trustee
Tim Reeve, Trustee
In attendance
Richard Parry, Chief Executive
Julie Sharman, Chief Operating Officer
Stuart Mills, Chief Investment Officer
Sandra Kelly, Finance Director
Heather Clarke, Strategy, Engagement and Impact Director
Tom Deards, Company Secretary (minute taker)
Simon Woods, Customer Service Manager (19/049 only)
19/043 APOLOGIES
Apologies were received as noted above.
CHAIR’S WELCOME AND REMARKS
The Chair welcomed all attendees to the meeting.
The Chair reported that notice of the meeting had been given to all Trustees
entitled to receive it and that a quorum was present.
19/044 REGISTER OF INTERESTS AND DECLARATION OF INTERESTS IN ANY
MATTER ON THE AGENDA
The attendees declared interests and set out in Information Report
Trust420. No further declarations of interest were made.
1
19/045 MINUTES AND SCHEDULE OF ACTIONS
The minutes of the Board of Trustees meeting held on 23 May 2019 were
approved.
Summary of actions arising from Board Meetings
All matters arising were in hand or on the agenda.
19/046 HEALTH & SAFETY REPORT [TRUST421]
JS talked through the report Trust421 which gave the Board a review of
Health and Safety for the period May and June 2019.
19/047 STRATEGIC REVIEW [TRUST422]
The Chair asked for Trustee comments on report Trust 422 which provided
the Board with an outline of current thinking and options for a review of the
Trust’s current strategy.
19/048 APPROVAL OF 2018/19 ANNUAL REPORT AND ACCOUNTS [TRUST423]
The Board considered report Trust423.
Following discussion, the Board
Reviewed and commented on the Annual Report for the Trust and
subject to amendments recommended them for signing by the Chair;
Recommended for signature the letter of representation which is
substantially unchanged from last year;
Approved the accounts for the Investment Partnership for the year
ended 31 March 2019 and delegated authority to the Finance Director
to sign the accounts on behalf of the Trust as General Partner;
Proposed the reappointment of BDO LLP as auditors for the Trust and
its subsidiaries (except for Canal & River Reinsurance DAC) to Council
and the appointment Mazars as auditors of Canal & River Reinsurance
DAC.
19/049 CUSTOMER CONTACT CENTRE AWARD OF CONTRACT [TRUST424]
Simon Woods (Trust Customer Service Manager) joined the meeting to give a
presentation to accompany report Trust424 which recommended to Trustees
the award of a contract to OpenContact for the provision of Customer
Contact Centre services.
(Simon Woods left the meeting).
2
19/050 NATIONAL WASTE MANAGEMENT EXTENSION OF CONTRACT
[TRUST425]
The Board noted report Trust425 which related to the contract for the
collection and disposal of waste from the Trust’s 300+ bin sites; provision of
regular and “one-off” skip services; collection and disposal of hazardous
waste; and removal of fly tipped waste.
The Board approved the recommendation to apply the option to extend the
contract to October 2020.
19/051 THIRD PARTY DREDGING AWARD OF CONTRACT [TRUST426]
The Board noted report Trust426 which contained a recommendation to
award a contract to Land and Water (LAW) and Ebsford for the provision of
Third Party Funded Dredging Services and furthermore to award the first
three funded known schemes totalling circa £2m to LAW.
RP agreed to take away the question of efficiency and effectiveness RP
assurance for Trust dredging operations, for presentation to the Board at a
future point.
The Board approved the contract award.
19/052 GOVERNANCE MATTERS FOR APPROVAL [TRUST427]
TD presented the report Trust427 which sets out the governance matters
which require a decision or noting by the Board.
TD talked through highlights of the report.
Following discussion, the Board:
Agreed the September Council AGM and Meeting draft agenda
Noted the current Trustee terms and recommended to September
Council a change to the Trust’s Articles of Association to provide for
an additional 3-year term for Trustees (i.e. up to a total of 9 years) with
the Chair term unchanged.
Ratified the appointments and renewals/extensions for Members of
the Regional Advisory Boards
Noted the clarification of the role of Trustees in respect of The
Waterways Infrastructure Trust.
3
Noted the update on the CIC review
Noted the analysis of Key Performance Measures in terms of the
Trust’s charitable objects
Noted the Charity Commission response to the Oxfam Safeguarding
scandal.
Approved the Flexible Apportionment Agreement for Scottish Canals
and the Scottish Waterways Trust
Noted the imminent retirement of the representative of the Chair of
the Waterways Pension Trustees Limited and the options for
replacement or alternative Chair arrangements
19/054 CHIEF EXECUTIVE’S REPORT [TRUST429]
The Board noted the Chief Executive’s Information Report Trust429 and the
appendices which had been prepared by the Executive Directors.
RP took the Board through Appendix 1 – Key Performance Measures and
Targets 2019/20 which included the newly agreed measures in a new format.
RP agreed to take away Trustee comments and refine the Key Performance RP
Measures and Targets for the next Board meeting.
In relation to Appendix 2: Operations Report JS highlighted various items in
her report including
Improved rainfall but with restrictions still in place due to recent
warmer and drier weather. JS confirmed that the Trust was looking
ahead to improve long-term resilience of its hydrological units (e.g.
carrying out improvements to leaking lock gates)
BG/SWh provided some very good feedback from their visit to the Tees
Barrage, which showed a different side of the Trust’s work and the importance
of the structure to tidal flood defence in the Tees Valley area.
The Board noted Appendix 3: Asset Improvement Report
The Board noted Appendix 4: Investment and Commercial Report
The Board noted Appendix 5: People Report.
The Board noted Appendix 6: Strategy, Engagement and Impact Report
HC highlighted
Plastic Challenge – substantial media coverage to kick off the 3-year
programme
4
Trust prospectus on “Unlocking the potential of London’s canals and
rivers” which set out how the Trust’s waterways support good growth,
prosperity and wellbeing, to support the spatial planning agenda in
London – HC had handed round copies to Trustees
Recruitment of Youth Panel – HC hoped that Trustees would have a
chance to meet Panel members at the September Council meeting.
Six User to Supporter Priorities in Section 3.2 of the paper – HC
confirmed her intention to provide an update on progress against
these regularly to the Board
Building affiliation – HC noted a number of potential sign ups
Brand advertising campaign – regional TV coverage (outside London,
on cost grounds) had started, with digital coverage starting next week.
Air quality discussions with the Department of Transport and Defra –
particularly around the use of diesel and wood burning fuel and stove
use.
The Board noted Appendix 7: Risk Management
RP noted particularly an update to the Corporate Risk Register around climate
change – division of underlying asset risk and operational impacts.
19/055 FINANCE DIRECTOR’S REPORT [TRUST430]
SK presented her Information Report Trust430 which was noted.
19/056 BOARD COMMITTEE MINUTES
The minutes of the Investment Committee Conference Call Meeting on 22
May 2019 were noted.
The minutes of the Appointments Committee Meeting on 20 June 2019 were
noted.
The minutes of the Audit & Risk Committee meeting on 24 June were noted.
19/058 Close
Date of the next meeting – Friday 20 September 2019 (West Midlands –
Birmingham)
TD agreed to check scheduling, to ensure Board and Board Committee TD
meetings were scheduled to at least the end of 2020.
There being no further business, the Chair closed the meeting.
Chairman
5
Board Meeting
18 July 2019
Information Report
Trust421
Text in Red Confidential
HEALTH & SAFETY REPORT
Author: Julie Sharman, Chief Operating Officer
1 PURPOSE
1.1 This paper provides a review of Health and Safety for the period May and June 2019 unless
stated otherwise. The report covers Visitors, Employees, Volunteers and Contractors.
2 SAFETY STATISTICS -APRIL TO JUNE 2019
2.1 The Trust’s overall 12-month RIDDOR accident frequency rate (AFR) at the end of June
2019 is 0.27, down from 0.29 at the end of April
TRUST People* AFR Target
Employees 0.37
Volunteers 0.00
Contractors 0.08
Trust Overall 0.27 0.15
May June current Prior year
RIDDOR INCIDENTS (YTD)
2019 YTD YTD
Employees 1 3 2
Volunteers 0 0 1
Contractors 0 0 1
Totals 1 3 4
May June current Prior year
Fatalities
2019 YTD YTD
Canal 3 6 8
River 0 1 1
Dock Marina or Towpath 0 0 0
Totals 3 7 9
Page | 1
3 SAFETY ACTION PROGRESS
3.1.1 The 2019/20 H&S improvement plan and Communication Programme continues to focus
on accountability of line managers for the safety of themselves and their colleagues. Our
‘back to basics’ campaign launched in April continues with weekly and monthly safety
communications to all colleagues.
3.2 We appointed Tribe culture change in June to support our safety improvement, they have
commenced a H&S culture survey of colleagues and volunteers, in parallel they are holding
a series of focus groups workshops across the Trust this month. An action plan will be
developed in August with an update to Trustees at the September board meeting.
3.3 We completed our internal listening sessions with 179 colleagues in May who responded to
the question ‘Why are incidents increasing? Why now?’ all the feedback gathered has been
collated and shared with Tribe and our operational managers in regions and central teams.
3.4 The online self-audit tool ProEvaluate has been launched to Regional Directors and central
department heads. The audit supports responsible managers with the questions to ask to
provide them with assurance that our H&S management system is being followed. The
output will inform the updating of local safety plans. We have also reignited regular safety
audits throughout the Trust to a common format by line managers at all levels.
3.5 We are introducing our safety message Work Together work safely to all workwear from
this month with the introduction of the new workwear provider.
3.6 During June we have started work with the web team to make changes to visibility and
accessibility of the safety pages which will be more prominent on Gateway our intranet
over the next month.
4 SAFETY REPORTS
4.1 FATALITIES
4.1.1 During May and June there have been a total of 3 fatalities reported on our waterways, 7 in
the year to date comparing to a total of 7 in May/June last year and 9 from April to June
Safety Report May/June 2019 2019/20 YTD 2018/19 YTD
Fatalities 3 7 9
Page | 2
4.1.2 Redacted.
4.1.3 Redacted.
4.1.4 Redacted.
4.2 RIDDOR Graph
4.3 EMPLOYEES
4.3.1 There has been 1 RIDDOR
4.3.2 Redacted
4.3.3 There have been 1 Marine Accident Investigation Branch reportable incident:
4.3.3.1 Redacted
4.3.4 Following the Occupational Health RIDDOR (HAVS) reported in February in the Wales and
South West Region, HSE requested further information. This has been provided and HSE
require no further action from us.
4.4 VOLUNTEERS
4.4.1 There has been no reportable injuries and 1 serious incident:
4.4.2 Redacted
4.5 CONTRACTORS
4.5.1 There have been no reportable injuries or serious incidents
Page | 3
4.6 INFRASTRUCTURE RELATED INJURIES
4.6.1 There were 2 (5 YTD) Member of Public infrastructure related Injuries in the two month
period (2018/19) and one alleged incident.
4.6.1.1 Redacted.
4.6.1.2 Redacted.
4.6.1.3 Redacted
4.7 POSITIVE INTERVENTIONS.
4.8 During May and June, we recorded 91 Positive Interventions; 124 near misses;, 149 Loss,
Injury or Death reports; and 9 anti-social behaviour reports. Year to date and comparator
figures are tabulated below.
Safety Report May/June 2019 2019/20 YTD 2018/19 YTD
Positive Intervention Reports 91 126 -
Near Miss Reports 124 199 170
Loss, Injury or Death Reports 149 215 135
Anti-Social Behaviour Reports 9 16 210
TOTALS 373 556 515
5 PUBLIC SAFETY
5.1 REDACTED
5.1.1 Redacted.
5.1.2 Redacted
5.1.3 Redacted
5.1.4 Redacted
5.1.5 Redacted.
5.2 INQUESTS
5.2.1 The inquest of Orlando Nyero (who died in June 2018) was concluded on 16th April 2019
with a verdict of accidental death. The Manchester coroner wrote to us and Manchester
City Council with a letter of concern which have now responded to. He highlighted this
death and the similarity in circumstances (young male, intoxicated location) with that of
Charlie Pope. Our response highlights the actions we have implemented in response to
the Rospa report (fence improvements, engagement, security improvement). The council
have responded in line with our own letter.
Page | 4
5.3 PONTCYSYLLTE AQUEDUCT
5.3.1 Our Project Manager has developed a draft brief for the consultants and will be consulting
with stakeholders on the brief from July. A copy of the brief is attached for information.
5.4 VISITOR RISK ASSESSMENTS (VRAS)
5.4.1 All 22 visits of the test sites which are popular public sites have been completed as of the
end of May. The report format has been proposed and needs to be finalised. Also the
remaining reports are in the process of being written up.
5.4.2 A draft new public risk assessment standard has been drafted and once agreed, will be
tested by our regions over the next 6 months, following which it will be finalised and
issued.
6 HEALTH AND SAFETY IMPROVEMENTS
6.1 Plan Do Check Act (HSE Guidance)
6.1.1 A year-long HAVs audit has commenced that will see 25 different groups and activities
across the Trust, including volunteers, being tested with regards to line managers
safeguarding our colleagues against developing HAVs.
6.1.2 A paper-based audit program has commenced in lieu of developing a digital form. This is
to encourage Line Managers, in conjunction with local H&S Reps. This has been distributed
to operative and other teams.
6.1.3 Internal guidance on ‘Safety Responsibilities – Line Manager’; ‘Safety Responsibilities –
Senior Manager’ and ‘Safety Responsibilities – Trustee and Director’ are currently being
agreed. These guides will clearly explain what actions and behaviours the Trust expects of
these leaders in Safety. These will complement the new training programme which
commences in July for all line managers and the executive
6.1.4 Learning from external sources included a meeting on the 8th May with the Scottish
Canal’s safety team to exchange ideas and best practice; attending the government
seminar on wellbeing in the workplace and; visiting the Safety and Health Expo in London.
6.1.5 The COO has met with the head of H&S at Arcadis to share best practice.
6.1.6 An MCA audit took place at West India Dock. No non-conformance reports were raised.
Page | 5H&S Report Appendix
SAFETY REPORTS SUMMARY FOR MAY – JUNE
Positive
What Happened Intervention Near Miss Loss or Injury Grand Total
Accidental damage property/asset/equipment 17 27 29 73
Animal/insect incident 1 5 3 9
Boat sink/capsize/hangup 6 8 11 25
Electrical contact/discharge 0 3 0 3
Exposure to harmful substance 1 3 1 5
Fall from height 3 6 11 20
Fire/explosion incident 2 1 0 3
Handling, lifting or carrying 6 4 6 16
Hit by moving, falling object or vehicle 3 10 7 20
Hit something fixed or stationary 0 4 13 17
Injured by vegetation / plants 1 7 5 13
Injury from machinery / equipment 2 5 6 13
Personal Protective Equipment 18 1 2 21
Road traffic incident 1 6 7 14
Slipped, tripped or fell on same level 9 23 26 58
SSoW (safe systems of work) 14 3 1 18
Structural or equipment failure 3 6 5 14
Threatening/aggressive behaviour towards
Colleague(s) 0 0 4 4
Threatening/aggressive behaviour 0 2 12 14
Training/Competence 2 0 0 2
Injured by vegetation/plants 1 0 0 1
Housekeeping Issue 1 0 0 1
Grand Total 91 124 149 364
Note compared to the table in 4.8 this list excludes Antisocial behaviour reports
Page | 6POSITIVE INTERVENTIONS FOR MAY – JUNE
Page | 7NEAR MISS REPORTS MAY – JUNE
Page | 8INCIDENT REPORTS MAY – JUNE
Page | 9Board Meeting
18 July 2019
Information/Decision Report
Trust427
Confidential Wording in Red
GOVERNANCE MATTERS FOR APPROVAL
Tom Deards, Head of Legal & Governance Services
1. PURPOSE
1.1 This paper sets out the governance matters which require a decision or noting by
the Board.
2. RECOMMENDATIONS
2.1 Trustees are invited to:
2.1.1 Agree the September Council AGM and Meeting draft agenda (Section 3)
2.1.2 Note the current Trustee terms redacted (Section 4)
2.1.3 Ratify the appointments and renewals/extensions for Members of the
Regional Advisory Boards (Section 5)
2.1.4 Note the clarification of the role of Trustees in respect of The Waterways
Infrastructure Trust (Section 6)
2.1.5 Note the update on the CIC review (Section 7)
2.1.6 Note the analysis of Key Performance Measures in terms of the Trust’s
charitable objects (Section 8)
2.1.7 Note the Charity Commission response to the Oxfam Safeguarding scandal
redacted (Section 9)
2.1.8 Approve the Flexible Apportionment Agreement for Scottish Canals and the
Scottish Waterways Trust (Section 10)
2.1.9 Note the imminent retirement of the representative of the Chair of the
Waterways Pension Trustees Limited and the options for replacement or
alternative Chair arrangements (Section 11).
3. AGREEMENT OF THE SEPTEMBER COUNCIL AGENDA
3.1 The next Council meeting will be held on Thursday 19 September 2019. This will also
be the 7th Annual General Meeting of the Trust. The draft agenda is set out in
Appendix 1.
Page | 13.2 Following positive feedback from Council members after the March meeting open
discussion/debate on “sharing the towpath”, it is proposed that a further discussion
(following a similar format) is held on the topic of “youth engagement”.
3.3 Further changes to the Trust’s Rules are proposed, to amend nominated and
elected member constituencies in advance of the upcoming Council elections,
following the Appointments Committee’s meeting on 20 June.
3.4 A copy of the draft Council Election Regulations approved by the Appointments
Committee and proposed for inclusion in the September Council papers is included
at Appendix 2.
4. TRUSTEE TERMS
4.1 A table of current Trustee terms is included in Appendix 3.
4.2 5 Trustees (including the Chair and Deputy Chair) are due to complete first terms in
September 2019 and proposed to be reappointed for second terms at the
September Council Annual General Meeting.
4.3 Redacted.
4.4 Redacted.
4.5 Redacted.
5. REGIONAL ADVISORY BOARDS
5.1 Five of the 6 Boards are now advertising for new members: East Midlands, London &
South East, South West, West Midlands, Yorkshire & North East.
5.2 A full list of Regional Advisory Board Members and their terms of office is included
as Appendix 4.
5.3 New Member Appointments and Renewals
5.3.1 East Midlands
Andy Oughton, 1st term 3 years to 30 June 2022
Redacted.
5.3.2 London & South East
Louis Howell, 1 st term 3 years to 30 June 2022
Redacted
5.3.3 David Brough, 1st term 3 years to 31 July 2022
Redacted
5.3.4 South West
David Fearns, 1st term 3 years to 31 May 2022
Page | 26. ROLE OF TRUSTEES IN RESPECT OF THE WATERWAYS
INFRASTRUCTURE TRUST
6.1 The annual review of Trust subsidiaries was reported to the Audit & Risk Committee
on 24 June.
6.2 At the meeting further clarification was requested in relation to the role of Trustees
with respect to the Waterways Infrastructure Trust (WIT).
6.3 Redacted.
6.4 Redacted.
6.5 Redacted
6.6 Redacted.
6.7 Redacted.
6.8 Redacted
6.9 Redacted
6.10 Redacted
6.11 Redacted
7. CIC REVIEW
7.1 A report on the Trust’s relationship with the CIC was also provided to the
Committee, as part of the subsidiary review, in light of the recently published
Charity Commission Guidance for Charities with a Connection to Non-Charities.
7.2 Redacted
7.3 Redacted.
7.4 Redacted
8. KEY PERFORMANCE MEASURES and CHARITABLE OBJECTS
8.1 A request was made at the May Board to set out the Key Performance Measures
agreed in May against the Trust’s charitable objects.
8.2 A table of the Key Performance Measures with relevant Trust charitable objects (for
both the Trust and the WIT) is set out in Appendix 6.
8.3 Redacted
9. CHARITY COMMISSION RESPONSE TO OXFAM SAFEGUARDING
SCANDAL
9.1 The Charity Commission has published its response to the 2018 Oxfam
Safeguarding scandal. A summary of the response is included at Appendix 7
9.2 The main findings were as follows:
Page | 39.2.1 Although the trustees had not ignored safeguarding, Oxfam’s culture and
response fell short of expectations in terms of resources committed and
executive implementation,
9.2.2 Trustee delegation was not accompanied by effective oversight, assurance
and accountability mechanisms, for example through specialist committees,
internal audit, meaningful briefing and executive reports
9.2.3 There was limited evidence of reporting to drive effective management of
strategic, thematic/tactical and performance matters in respect of
safeguarding – for example there was no measurement of safeguarding
against strategic or operational key performance targets and no regular
structured quality assurance or audit reports presented on safeguarding
case management or compliance with policies and standard
9.2.4 The importance of responsible behaviours and conduct was not embedded
in Oxfam’s daily activities across the organisation and it work and people.
This led to a workforce that was not empowered or confident enough to
challenge poor behaviours and a lack of confidence in management and
systems for reporting concerns
9.3 The Government has noted the Charity Commission’s report and intends to follow-
up the recommendations with Oxfam.
9.4 Redacted
9.5 Redacted.
9.6 Redacted.
10. FLEXIBLE APPORTIONMENT ARRANGEMENT – SCOTTISH CANALS AND
THE SCOTTISH WATERWAYS TRUST
10.1 The Trust is the principal employer of the Waterways Pension Fund (WPF), in which
both Scottish Canals and Scottish Waterways Trust (SWT) are members. Scottish
Canals currently acts as a guarantor for SWT liabilities
10.2 SWT is to cease trading this year and consequently will withdraw from the WPF,
triggering section 75 of the Pensions Act 1995 (known as a section 75 debt),
whereby payment of outstanding liabilities is calculated on a buyout basis
10.3 SWT has insufficient funds to be able to meet such a debt and consequently this
debt is to be apportioned to Scottish Canals, though a flexible apportionment
agreement (“FAA”).
10.4 The Trustees of the Waterways Pension Trustees Limited are satisfied with this
apportionment, given that Scottish Canals is a statutory body and part of Scottish
Government and, therefore, it is extremely unlikely that such a debt would not be
met.
10.5 The FAA has already been signed by the WPF trustees, Scottish Canals and SWT.
Once the FAA is fully executed, WPF trustees will notify the Pension Regulator.
Page | 410.6 Under paragraph 18 of the Scheme of Delegation, significant matters relating to the
Waterways Pension Fund are generally reserved to the Board.
10.7 Approval is, therefore, sought to enter into the FAA and authorise the Finance
Director to sign on behalf of the Trust.
11. APPOINTMENT OF A NEW CHAIR OF TRUSTEES FOR THE WATERWAYS
PENSION FUND
11.1 Giles Craven, the long-standing individual representative of the current Chair (Best
Trustees PLC) of Waterways Pension Trustees Limited (WPTL – the Trustee of the
Waterways Pension Fund) is due to retire next March.
11.2 Rather than find another representative, WPTL are proposing to ask Best Trustees
PLC to resign with a view to appointing an individual chair, as permitted by the
Articles of Association of WPTL (on the basis that there will still be at least one-third
of member-nominated directors).
11.3 Assuming that the Board is content with this approach, the process will be
commenced to source such an individual replacement for subsequent Board
appointment.
Page | 517th COUNCIL MEETING AND 7TH AGM
To be held on Thursday 19 September 2019, 1330-1630 at IET Austin Court,
80 Cambridge Street, Birmingham, B1 2NP
DRAFT AGENDA
The Council meeting is preceded by the Canal & River Trust Annual Public Meeting in the
Kingston Theatre at Austin Court, 1030-1230 (preceded by refreshments in The Waterside Room
from 0945)
From 1230 – Council members are invited to join the APM guests for lunch in The Waterside
Room
1330 WELCOME AND INTRODUCTIONS
1. Apologies Allan Leighton - Chair
2. Minutes of the 6th AGM held on 26 September 2018 Allan Leighton - Chair
Notes of the 16th Council Meeting held 20 March 2019, for
agreement, and Matters Arising
3. Matters arising from the Annual Public Meeting Allan Leighton - Chair
1340 ITEMS FOR DECISION (on which properly appointed proxies will be allowed to vote)
4. To receive the Appointments Committee Report Dame Jenny Abramsky -
Chair of Appointments
Committee
5. To receive and consider the Trustees’ Annual Report & Allan Leighton – Chair
Accounts for the period ended 31 March 2019, together
with the Auditors’ report
6. Rotation of Trustees Allan Leighton – Chair
7. To reappoint BDO LLP as auditors and to authorise the Allan Leighton Chair
Trustees to fix their remuneration
1400 ITEMS FOR INFORMATION AND DISCUSSION (Tea 1515-1535)
8. Youth Engagement Debate Lead?
Louis Howell, Co-opted
Council Member for Youth
9. [Any other topic for presentation?]1615 STANDING ITEMS
10. Council Member Contributions Allan Leighton - Chair
1630 CLOSE
11. Date of Next Meeting:
Thursday 26 March 2020 – Yorkshire & North East
(Leeds tbc)Company Number: 7807276
CANAL & RIVER TRUST
NOTICE OF ANNUAL GENERAL MEETING
NOTICE IS GIVEN that the seventh annual general meeting of Canal & River Trust (“the Trust”)
will be held at the IET Austin Court, 80 Cambridge Street, Birmingham, B1 2NP, on Thursday 19
September 2019 commencing at 1330 (or as soon as convenient thereafter) for the following
purposes:
1. To receive the Appointments Committee Report.
2. To receive and consider the Trust’s accounts for the period ended 31 March 2019 together
with the Trustees’ report and Auditors’ report.
3. To agree Trustees’ rotation: [info be inserted]
4. To reappoint BDO LLP as auditors and to authorise the Trustees to fix their remuneration.
NOTES:
Report & Accounts
Copies may be found online at https://canalrivertrust.org.uk/about-us/annual-report-and-
accounts [Add/check link]. Hard copies will be available at the meeting or may be requested in
advance by sending a request to customer.services@canalrivertrust.org.uk or by calling 0303 040
4040.
Trustee Biographies
Information about Trustees may be found at page xx of the Report & Accounts.
Appointment of Proxies
Any member of the Trust (a ‘Council member’) is entitled to appoint another person as his or her
proxy to exercise all or any of his or her rights to attend and speak and vote at a meeting of the
Trust. A proxy must vote in accordance with any instructions given by the Council member by
whom the proxy is appointed.
The proxy may be the Chairman of the meeting or any other person the Council member wishes
to appoint and need not be a Council member. A proxy notice must be given in writing and must
contain all the information in the form of the notice attached. It should be sent by post or
electronically to the Assistant Company Secretary to the Trust at the address given in that form
to arrive not less than 48 hours (excluding Saturdays, Sundays and public holidays) before the
meeting.
Tom Deards
Secretary to the Trust
Xx 2019NOTICE OF APPOINTMENT OF PROXY
I, _________________________________, being a member of Canal & River Trust, APPOINT
(Full name)
either
(1) the Chairman of the meeting [delete if not applicable];
or
(2) NAME: _________________________________________
ADDRESS: _________________________________________
_________________________________________
_________________________________________
to be my proxy in my name and to attend on my behalf upon any matter proposed at the annual general meeting of
Canal & River Trust to be held on 19 September 2019 or at any adjournment of that meeting and to vote
either
(a) in such manner as my proxy shall think proper [delete if not applicable]
or
(b) to vote on the business proposed to be submitted as follows (and if expedient demand a poll):
i. To receive the Appointments Committee Report
FOR / AGAINST [delete as applicable]
ii. To receive the Report and Accounts for the period ending 31 March 2019
FOR / AGAINST [delete as applicable]
iii. To agree Trustee rotation: [Add info]
FOR / AGAINST [delete as applicable]
iv. To re-appoint BDO LLP as Auditors and to authorise the Trustees to fix their remuneration:
FOR / AGAINST [delete as applicable]
Notice giving all the above information should be sent
either electronically to yetunde.salami@canalrivertrust.org.uk
or by post to: Yetunde Salami
Assistant Company Secretary
Canal & River Trust
Station House
500 Elder Gate
MILTON KEYNES
MK9 1BB
in either case to arrive by 11:45 on Tuesday 17 September 2019.
If the notice is sent by post it should be signed by the Council member giving the Notice; if sent electronically it should
be sent from the email address registered with the Trust.Canal & River Trust
Regional Advisory Board Membership
Appendix to Governance Board Report 18 July 2019
Key Name Term Firstname Keyname Start Date End Date
Regional Advisory Board - East Midlands 1st Term Anil Majithia 02-May-2018 30-Jun-2021
Andy Oughton 17-Jun-2019 30-Jun-2022
Jane Stubbs 21-Mar-2019 31-Mar-2022
Ahtesham Mahmood 30-Nov-2018 30-Nov-2021
2nd Term Kathryn Dodington 02-Sep-2017 02-Sep-2020
Shirley Rogers 30-Apr-2019 30-Apr-2022
1st Term Extended Tim Carter 09-Dec-2015 30-Dec-2019
Regional Advisory Board - London & South East 1st Term David Brough 01-Jul-2019 31-Jul-2022
Emma Waslin 15-Mar-2017 15-Mar-2020
Jenny Ballinger 19-Sep-2016 19-Sep-2019
William Atkinson 02-May-2018 30-Jun-2021
Louis Howell 01-Jul-2019 31-Jul-2022
1st Term Extended Dermot O'Brien 21-Jan-2016 30-Jan-2020
Dominic Pinto 18-Nov-2015 30-Nov-2019
Matthew Hunt 13-Jun-2019 30-Jun-2020
3rd Term Dick Pilkinton 30-Apr-2019 30-Apr-2022
Jim Crooks 30-Apr-2019 30-Apr-2022
Regional Advisory Board - North West 1st Term Gerry Proctor 05-May-2017 05-May-2020
John Hatton 04-Jun-2018 29-Mar-2020
Nigel Weatherill 08-Mar-2019 28-Feb-2022
2nd Term Nicholas Mead 14-Nov-2017 14-Nov-2020
Peter Jordan 14-Nov-2017 14-Nov-2020
Rowlinson 04-Jun-2018 14-Nov-2019
3rd Term Audrey Smith 14-Nov-2017 14-Nov-2020
Keith Sexton 30-Apr-2019 30-Apr-2020
Tayo Adebowale 30-Apr-2019 30-Apr-2022
Iain Taylor 04-Jun-2018 30-Apr-2022
Regional Advisory Board - South West 1st Term David Fearns 31-May-2019 31-May-2021
Tamsin Phipps 30-Apr-2019 30-Apr-2022
2nd Term David Hagg 19-Jun-2018 31-Mar-2021
Ken Oliver 24-Jan-2017 24-Jan-2020
3rd Term Edward Helps 30-Apr-2019 30-Apr-2022
Lois Francis 30-Apr-2019 30-Apr-2022
Robert Moreland 30-Apr-2019 30-Apr-2021
Regional Advisory Board - West Midlands 1st Term Imran Mirza 01-Mar-2018 01-Mar-2021
John McNicholas 01-Mar-2018 01-Mar-2021
Hudson 08-Oct-2018 30-Jun-2021
Helen Paterson 30-Apr-2019 30-Apr-2022
Waseem Zaffar 31-Mar-2019 31-Mar-2022
2nd Term Adam C Boyle 30-Apr-2019 30-Apr-2022
Ewan Hamnett 31-Mar-2019 31-Mar-2022
John Yates 30-Apr-2019 30-Apr-2022
Philip Bateman 30-Apr-2019 30-Apr-2022
Regional Advisory Board - Yorkshire & North East 1st Term Adrian Curtis 27-Apr-2017 27-Apr-2020
Caroline Schwaller 13-Jul-2018 30-Jun-2021
2nd Term Caroline Thorogood 31-Oct-2018 31-Oct-2021
Richard Atkinson 14-Nov-2016 14-Nov-2019
3rd Term Hilary Brooke 30-Apr-2019 30-Apr-2020
Robin Stonebridge 30-Apr-2019 30-Apr-2021
Trevor Roberts 30-Apr-2019 30-Apr-2022Oxfam: case report - GOV.UK Page 1 of 4
GOV.UK
1. Home (https://www.gov.uk/)
2. Charity case report: Oxfam (https://www.gov.uk/government/publications/charity-case-report-oxfam)
1.
(https://www.gov.uk/government/organisations/charity-commission)
Decision
Oxfam: case report
Published 19 December 2017
Contents
1. About the charity
2. Why the Commission got involved
3. The action we took
4. What we found
5. Our conclusions
6. Impact of our involvement
7. Lessons for other charities
https://www.gov.uk/government/publications/charity-case-report-oxfam... 11/07/2019Oxfam: case report - GOV.UK Page 2 of 4 © Crown copyright 2017 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government- licence/version/3 (https://www.nationalarchives.gov.uk/doc/open-government-licence/version/3) or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at https://www.gov.uk/government/publications/charity-case-report- oxfam/oxfam-case-report 1. About the charity Oxfam’s objects are to prevent and relieve poverty and to protect the vulnerable anywhere in the world. Oxfam furthers its objects through interlinked activities of humanitarian relief, development work and advocacy and campaigning. Oxfam is an affiliate member of Oxfam International. Further information about the charity can be obtained from the Commission’s register of charities (http://apps.charitycommission.gov.uk/Showcharity/RegisterOfCharities/CharityWithPartB.aspx? RegisteredCharityNumber=202918&SubsidiaryNumber=0). 2. Why the Commission got involved We engaged with Oxfam over its handling of a number of concerning allegations about recent and non-recent safeguarding incidents involving senior programme staff, including allegations of sexual harassment of other staff. Our case focused on establishing how the charity manages safeguarding, including its response to such individual allegations. This has included considering the steps the trustees take to ensure all people who come into contact with the charity, including its staff and volunteers, are protected from harm and distress. 3. The action we took We conducted a detailed review of relevant records relating to the charity’s strategic and day to day management of safeguarding, including related HR matters, and its handling of allegations of incidents involving staff. We also met with the charity’s senior leadership, including its chief executive, and safeguarding managers to discuss our concerns, and to learn more about the https://www.gov.uk/government/publications/charity-case-report-oxfam... 11/07/2019
Oxfam: case report - GOV.UK Page 3 of 4
charity’s approach, policies and practices around safeguarding and related HR matters. This
included reviewing and understanding the mechanisms in place to enable effective trustee oversight
over policy, practice and emerging trends in this area.
4. What we found
Oxfam cooperated fully with us. We established that the charity has a strong policy framework
around protecting staff and beneficiaries from sexual exploitation and abuse, which is underpinned
by the activities of a dedicated safeguarding unit. We also saw evidence of several examples of
best practice including the publishing of data and trends about allegations of sexual abuse or
exploitation against Oxfam staff and partners.
Many of the allegations reported against senior country staff relating to sexual abuse and
exploitation were not substantiated, and the Commission has seen no indication to suggest that the
risks to staff at Oxfam are any greater than those facing staff in other similar organisations.
However, there clearly have been incidents of behaviour that did not meet the organisation’s culture
and values and which have brought into question how confident trustees could be in the charity’s
wider people management systems.
We also identified some weaknesses in how trends in safeguarding allegations were picked up,
reported to trustees and management follow up properly agreed.
5. Our conclusions
The public hold charities to high standards and expect them to be safe environments so that all who
come into contact with them, including a charity’s own staff, are protected from harm and distress.
In engaging with Oxfam following allegations of exploitation and abuse, we have found that the
charity does demonstrate elements of good practice in its safeguarding management and how it
responds to allegations. But we concluded there is further work for the charity to do to in respect of
HR culture, and the overall governance and management of safeguarding in the charity. The
Commission considers that the charity needs to be more mindful of the allocation of resources
which enables an appropriate balance between proactive and preventative activity and the
investigation of individual allegations.
6. Impact of our involvement
The charity has taken swift steps to improve its case management systems and reporting to ensure
incidents and trends will now be fully transparent, tracked and reported internally, and externally
wherever appropriate. Additionally, as a result of our engagement, the charity has committed to:
• an externally led review of its HR culture, to ensure senior programme staff are recruited,
trained and managed and supported in a way that ensures that they live the organisation’s
values, as well as complying with all relevant laws
• extending the terms of reference for an existing independently led governance review to
ensure that trustees have appropriate information, oversight and accountability on
safeguarding matters
https://www.gov.uk/government/publications/charity-case-report-oxfam... 11/07/2019Oxfam: case report - GOV.UK Page 4 of 4
• review organisation structures, management reporting lines and resourcing to support the
effective delivery of the organisation’s safeguarding objectives
• ensure that an effective safeguarding management framework is developed where the charity
has shared responsibilities in the Oxfam confederation, in particular with Oxfam International
The Commission expects the charity to report back on its progress by the end of March 2018.
We consider that there will be wider lessons to learn for the sector from this work and intend to
publish a further case report in 2018 on the conclusion of our engagement with Oxfam on this
matter.
7. Lessons for other charities
The Charity Commission’s recently updated safeguarding strategy makes clear that safeguarding
should be a key governance priority for all charities, not just those working with groups traditionally
considered at risk. We have published an alert, reminding charities how important it is to provide a
safe and trusted environment and safeguard anyone who comes into contact with it including
beneficiaries, staff and volunteers.
The alert reminds charities of the importance of ensuring that:
• the charity’s culture prioritises safeguarding so that it is safe for those affected to come
forward and report incidents and concerns with the assurance they will be handled sensitively
and properly
• there are measures in place to protect people and adequate safeguarding procedures and
policies
• there is clarity about how incidents and allegations will be handled should they arise, such as
reporting to the relevant authorities, including the Commission.
The Commission is also reminding charities that trustees are ultimately responsible for
safeguarding. That means that they are accountable if something goes wrong in a charity, and are
expected to take responsibility for putting things right.
The full alert and the Commission’s safeguarding strategy
(https://www.gov.uk/government/publications/strategy-for-dealing-with-safeguarding-issues-in-charities) are
available on gov.uk.
https://www.gov.uk/government/publications/charity-case-report-oxfam... 11/07/2019Board Meeting
18 July 2019
Information Report
Trust429
Items in Red Confidential
CHIEF EXECUTIVE’S REPORT
1. INTRODUCTION
1.1 This report covers the period to the end of May, with more recent updates where available.
2. INTERNAL MATTERS
2.1 As the Board is aware, the new Trust’s new Finance Director (Steve Dainty) has been
appointed and will start with us in September, before the next meeting. The Board is also
aware that the Director, Wales and South West left the Trust at the beginning of July. An
interim arrangement is in place with Jon Horsfall covering the role, pending a permanent
appointment.
2.2 Redacted.
3. EXTERNAL ENGAGEMENT
3.1 Redacted
3.2 Redacted
4. PERFORMANCE
4.1 Appendix 1 sets out our performance against the current set of KPIs for the first two months
of the year. This is in a new form and reflects the new set of KPIs agreed by the Board. Of
particular note, the new Engagement Monitoring survey (without the large re-weighting
applied by the former agency) shows a very marked increase in visitor numbers, and linked
to that, higher awareness scores also. We don’t propose to adjust historical data and will
instead be transparent about the change of underlying approach. We have sought advice
from across the research sector (including from other large survey managers and expert
bodies like the Royal Statistical Society) and they have all expressed some concern at the
previous re-weighting, mostly supporting our view that the data should be adjusted as little
as possible.
4.2 The most significant results to date are the new results for customer (boater) satisfaction
from our new Monthly tracking survey, and the more frequent colleague engagement
survey.
The Boater survey now sources around 600-800 responses each month to give us a
more immediate response to their recent customer experience. At 67% for the year
to date, this shows a rise on last year’s satisfaction measure (61%) but also shows the
room for improvement if we are to reach the target.
The Colleague ‘Pulse’ survey – with four waves through the year based on smaller
sample sizes to give a more regular check on engagement – has also just reported
its first wave and this shows employee engagement at 64% (based on around 300
Page 1colleagues), down 1% on last year (perhaps still reflecting the residual impact of the
recent re-structure), and volunteer engagement at 76%, down slightly on previous
results – an indication that the restructure has impacted on volunteers as well.
5. EXECUTIVE REPORTS
5.1 The Executive’s reports feature as Appendices 2 to 7, with a Risk appendix (8) to update on
recent changes. Most now include a ‘what’s gone well, what are we most concerned about’
overview. The Health & Safety Report has been combined with the summary at the top of
the agenda so no longer features here.
Chief Executive
July 2019
Page 2Key Performance Measures and Targets – 2019/20
*See Appendix for key
Note Full year Prior year
MEASURES FOR SUCCESS (KPIs) FOR NATIONAL & May
target actual
REGIONAL REPORTING YTD
2019/20 2019/20 2018/19
№ of users & visitors to
Visitor 4.1 million
our waterways in typical 6.0 million
2 4.3 million users /
Volume two-week period within 1
visitors
specified period
Growing the
number & Towpath User 2 88.2% 92% 92%
Satisfaction Satisfaction
satisfaction of
Rating
users & visitors
(user &
visitor Boater Satisfaction 2 1 67% 73% 61%
experience)
Public № of reported incidents 2
Improving our 2 27 28
Safety due to infrastructure
public safety and
health & safety Combined employee,
Safety of
volunteer/ contractor 2
of our our 2 0.27 0.15 0.29
RIDDOR accident
colleagues Colleagues frequency rating
Good overall A combination of the new
waterway asset condition score (0
Asset N/a 3
condition to 100) & the Establishing
Health 50.22 New KPI
(assets, water, consequence of failure (1 the Baseline
Index to 5)) with 0 being
heritage/
environment) excellent
1
We changed supplier for the WEM earlier this year and the data has been rebased (final approach has yet to be finalised)
Page 1Full year Prior year
MEASURES FOR SUCCESS (KPIs) FOR NATIONAL & REGIONAL
Note May YTD target actual
REPORTING
2019/20 2019/20 2018/19
% of local people (living
within 1km / 10-15 mins walk)
Being inclusive - using our waterways 2 29.5% 32% 30%
Local Users
Growing the number regularly
& BAME
of local users &
Participation
BAME % of local people specifically
(1km)
participation*** from local BAME N/a Being Being
19.4%
communities using our determined determined
waterways regularly
Value of % of people living within 1km
Waterways corridor recognise the value 2 67.8% 67% 64%
(1km) of waterways
Being relevant &
Personal safety/security
valued locally
Feel Safe by rating of our waterways by N/a Being Being
81.3%
Water local people living within 1km/ determined determined
10-15 mins walk)
Growing our brand
awareness, Brand % of prompted awareness of
2
39.4% (all) 45% (all) 38%(all)
particularly those Awareness the Trust among total
51.3% (1km) 54% (1km) 50%(1km)
living within 1km of (All & 1km) population & local people
our waterways
423,000
№ of Supporters (active & 2
supporters
466,000 480,000
Building a strong passive) across all
Supporter
and broad supporter channels
Growth
base 28,580
№ of active Friends & other 2 29,553 35,000 active
regular individual donors
Friends
Page 2Full Prior year
MEASURES FOR SUCCESS (KPIs) FOR NATIONAL &
Note May YTD year actual
REGIONAL REPORTING
target
2019/20 2019/20 2018/19
Improving our % of recruitment
2
colleague Diversity colleagues from BAME 6.01% 6.5% 5.9%
background
engagement &
Colleague engagement
diversity of those Colleague 2 64% 68% 65%
score
working & Engagement
volunteering for (Employees/ Volunteers 2 76% 80% 78%
the Trust Volunteers)
Expanding our
Active № of volunteer hours 2 84,5892 725,000 671,840
volunteer base /
Volunteers & № of active volunteers 3,6083
impact
Towpath Towpath condition graded
Annual KPI ≥80.0% 80.8%
Condition C or better N/a
Defra Waterway
Targets – Principal Principal assets grade C or 2 86.8% ≥86.5% 86.8%
improving our Assets better
waterways/assets Condition of flood
Flood
management assets N/a Annual KPI ≥99.0% 99.0%
Management graded C or better
2
There is no concern currently that the target of 725,000 will not be met, current actuals appear low due to the lag in time recording
3
The way of calculating No of active volunteers is to be confirmed, this value is individuals who’ve volunteered as little as 1 hour in the past 12 months.
Page 3Full Prior
Note year year
MEASURES FOR SUCCESS (KPIs) FOR NATIONAL & F2 full year
target actual
REGIONAL REPORTING forecast
2019/20 2019/20 2018/19
Property Forecast annual total
2
Portfolio return on our property 3.4% 3.4% 7.5%
portfolio
Non-property Forecast annual net total
return on non-property 2 6.3% 6.3% 5.9%
Investments
portfolio
Total Return Five year rolling total
return on the endowment 2 8.6% 6.8% 11.8%4
Financial Measures portfolio CPI+5%
Non- Non-investment income to
investment grow at greater than 6.7%
2 2.8% 5.7%5
Income CPI+1% on a five-year
CPI+1%
rolling annualised basis
Support Costs Forecast support costs 8.2%
2 8.2% 8.3%
share of total cost
4
Target was 6.4% - CPI + 5%
5
Target was 2.4% - CPI + 1%
Page 4Appendix
On track to achieve full year target
Risk that full year target may not be achieved
Unlikely that full year target will be achieved/full year will not be achieved
1 2
Measure stays at red/green/amber (number of months shown in centre)
2
Measure moves up to green/amber, having been red/amber
Measure moves down to red/amber, having been amber/green.
N/a Measure not due for this reporting period
Note
1. Boater satisfaction: Recent changes to license fees, concerns about maintenance of the
network, water resources and the perceived issues relating to the cost of the Trust’s rebranding
appear to have impacted on boater satisfaction
2. Health & safety: whilst there is a reduction from the year AFR, this higher than target figure
means that performance has to beTrustees Meeting
18 July 2019
Information Report
Trust429
Text in red confidential
APPENDIX 2: OPERATIONS REPORT
Julie Sharman - Chief Operating Officer
1. PURPOSE
1.1 This paper provides an update on waterway operations and customer service team
activities.
2. WHAT’S GONE WELL, NOT SO WELL
2.1 Positives;
2.1.1 Rainfall has considerably eased our concerns regarding potential canal closures in the
south the water supply for the rest of the season should be secured.
2.1.2 Reopening of the Leeds & Liverpool Canal at Burnley and the Peak Forest Canal at Marple
2.1.3 Progress on interim appointments in L&SE.
2.2 Challenges:
2.2.1 Redacted
2.2.2 Unplanned closures on the Rochdale Canal 3.1.2, Llangollen Canal 3.1.3 and closures on
the K&A canal at Caen Hill Flight due to one of the main pumps failing 3.2.1.
3. OPERATIONS
3.1 Operational incidents
3.1.1 L&SE -have successfully passed the docklands MCA oil response audit with no non-
conformances which is an excellent achievement with all the current challenges.
3.1.2 Rochdale Canal Lock 66 (NW) gate quoin failure, resulting in a 3 week closure whilst the
gate was lifted out and rebuilt at our workshop. The canal reopened 5th July. An
investigation into how it failed is ongoing following a post incident report from a
customer.
3.1.3 Llangollen Canal Closure (WM) following a period of heavy rainfall a small embankment
destabilised between Bridge 22 and Marbury lock. Stabilization works are now complete,
restricted passages started on Monday 24th June with the canal reopened on the 27th
June, works continued for a further week before restrictions were fully removed.
3.1.4 Aire & Calder (Y&NE) a SCADA alarm at the end of May alerted the team to a sudden
drop in water level between Fishpond Lock and Woodlesford Lock. The overflow weir just
above Woodlesford Lock was leaking badly and the canal level was dropping quickly so
an emergency canal closure was issued. The region and Direct Services worked together
to repair the weir and the canal reopened.
3.1.5 Woverley Landslip – Following a burst Severn Trent water main causing a large landslip
into the Staffs & Worcestershire canal back in March and resulting in the canal being
closed for two weeks, daily two-man visits by the customer ops team to supervise boats
Page | 1through are still ongoing. The Trust has arranged a meeting with Worcester CC on repair
proposals and Trusts costs are being recorded and will be claimed back.
3.2 Water Management – Water resources
3.2.1 K&A Water Resources - Limited water resources due to lack of rainfall, combined with a
pump failure at Caen Hill on Thursday 21st June, mean that it has become necessary to
restrict navigation over the summit of the Canal. The affected area stretches from the
bottom of Caen Hill Flight to the bottom of Crofton flight. The pump has gone for repair
with a lead time on replacement parts meaning that repairs should be complete by 19th
July. Meanwhile restrictions remain in place. The 2 pumps which supply this lock flight are
bespoke to order and therefore not readily available to hire.
3.2.2 Restrictions - Leeds & Liverpool Canal –some restrictions have been lifted following the
rainfall in June, others remain in place. Similarly, on the Oxford & Grand Union (Ox&GU)
hydrological unit, resources have improved with holdings now at 80% full. Careful water
management is still required and we are keeping all restrictions under regular review.
4. ORGANISATION
4.1.1 Jon Horsfall is interim Regional Director for Wales & South West whilst permanent
recruitment is underway. He continues to cover his substantive role as head of customer
service support.
4.1.2 The restructure is largely complete with only a few outstanding colleagues unplaced.
4.1.3 Matthew Symonds has been appointed as the Trusts National Leisure Boating Manager.
4.1.4 L&SE - Extensive recruitment activity has been taking place with interim and permanent
positions filled. A successful recruitment campaign has secured: General
Manager/Harbour Master for the Central/Docklands team, H&E manager, Interim
Community engagement and event support and two Community Roots co-ordinators.
Recruitment continues for the remaining permanent positions including 3 of the 6 senior
management positions within the team.
4.1.5 Our external recruitment has been particularly successful in the EM with several new
excellent appointments. We are in the process of recruiting 12 Area Operations Managers
across all regions and several other vacancies in the regional structures.
5. STRATEGIC PROGRAMMES - DELIVERING THE SERVICE
5.1 Beauty on the Doorstep
5.1.1 Green flag Award progress:
5.1.1.1 We have received embargoed confirmation of Green Flag awards for the Erewash
Canal, the Leeds & Liverpool Canal, Stonebridge lock, on the Lea Navigation and
Hanwell Locks on the GU canal. We were unsuccessful in Sheffield but this was
expected and gives us feedback to respond to and we will submit again next year.
5.1.2 W&SW held study days across the region for four of our (K&A communities, Mon & Brec,
G&S and B&T water activity) strategic programmes. The events presented the
opportunity for key stakeholders to engage with us and learn more about our aims and
aspirations for their local waterway. At each event we presented a briefing on the
programme, our waterway and wellbeing mission and the upcoming projects we will be
working on over the next three years. As a result we are currently developing action
Page | 2plans incorporating feedback from each session, which outline our future aspirations for
engagement with partners within W&SW
5.1.3 The Hinterlands Phase 2 part of the Beauty on the Doorstep strategic programme
(W&SW) started in May with Creative Director Melissa Appleton returning to lead phase 2.
The programme funded via Arts Council Wales will continue until autumn 2020.
5.1.4 Communities on the Western Kennet & Avon Canal (W&SW). Following the Trustees visit
we have met up with key contacts including the police, councils and local communities on
several occasions. We have put together a draft leaflet explaining what we plan to do to
make the space between Bradford on Avon and Bath a beautiful place that all users can
enjoy. This leaflet includes four areas that we intend to work on; clear towpaths, out of
hours contacts for anti-social behaviour, and bringing extra staff into the area to increase
the presence on the towpath.
5.1.5 Leicester National Citizen Service (NCS) - The EM team are currently preparing for the
upcoming NCS programme in Leicester, engaging with local young people to help deliver
a series of plastic waste projects on the waterways in the city. The project will involve
working with the community to tackle and highlight the plastic waste issues in the city,
promoting the Trust and raising the profile of the charities work to tackle plastics
pollution. The project will be pitched to 900 young people in 6 project phases. if
successful this would lead to up to 90 young volunteers delivering the project and
promoting the Trust’s work in Leicester – delivering over 5,500 volunteer hours.
5.1.6 In WM as part of the strategic programme in
the city centre for beauty on the doorstep the
local team have engaged a local lead graffiti
artist and using his influence we set up a
working agreement to allow the artists to
create their murals along a select length of the
canal. in exchange they have agreed to keep
other walls and structures clear of graffiti and
remove any new graffiti which arises. To
complement this working arrangement the
lead graffiti artist has painted our community litter boat. We have successful secured a
number of corporate volunteering days to use the boat and enough volunteer support
for a different group to operate the workboat on a floating 14 day cycle around the
target area, the urban litter boat can be seen in the photo.
5.2 Community Safety including crime prevention
5.2.1 Y&NE team had a major fly-tipping of waste at long term moorings at Kiveton,
Chesterfield Canal which has now been cleared and a fence installed with help from the
local authority and the EA, a good example of cross agency working.
5.2.2 In L&SE, Chess Basin is the site of recurrent fly-tipping activity, resulting in
complaints/social media coverage, where litter is thrown over a fence into the bin store.
Persistent work by our colleague has resulted in involving Three Rivers District Council
Enforcement Team who will do twice weekly monitoring to increase the chance of
identifying those responsible.
5.2.3 The Chair of the L&SE RAB has brokered a second meeting between local groups,
including University College London, and Hackney Council to progress plans for the long-
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