Regional Advisory Board Chair, North West Appointment Brief November 2018 - Saxton Bampfylde
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Regional Advisory Board Chair, North West Appointment Brief November 2018
01 AN INTRODUCTION
The Canal & River Trust is proud to be the guardian of 2,000 miles of historic inland waterways
and associated towpaths, along with their bridges, locks, aqueducts, reservoirs and docks. More
than half the population of England and Wales lives within five miles of one of the Canal & River
Trust’s waterways and they provide people with a space to escape and relax. Canals and rivers
are also a key part of our heritage. Long before railways and motorways, they connected our
towns and cities, and led the way in the industrial revolution.
One of the largest and newest UK charities, Manages the 3rd
established in 2012 to care for historic canals and river largest collection of
navigations in England and Wales on behalf of the listed buildings and
nation. protected wildlife
sites.
Approximately 100,000 Seen by 86% of the public as a national treasure
anglers and 32,000 and an important part of our nation’s heritage.
licensed boats use the
qwaterways each year.
There are around 4.5 million regular visitors and an estimated total of over 372
million visits to the Trust’s waterways each year.
Key facts and figures of the Trust
Key contributor to the Last year, volunteers gave 600,000 hours of time
nation’s health and well- and expertise to support the Trust.
being as well as its
economy.
Over 24,000 members of the public have signed up as Friends of the Trust,
making monthly donations to our work.
The Trust is developing new partnerships Our Trustee Board has ambitious
with organisations as diverse as Help for plans to grow the charity’s influence
Heroes, the Arts Council, Rolls Royce, and impact.
People’s Postcode Lottery and
numerous local authorities, charities and
businesses.
To read about the history of the Canal and River Trust, please see Appendix A.
TRUST ACTIVITY
Over the next 5 years the Trust plans an ambitious expansion of its activities across England and Wales
as it seeks to release the potential of its waterways to unlock social, environmental and economic
benefits for the communities it serves, and to engage the public in our work.
Demonstrating the value our waterways offer to the nation is a key concern for the Trust as we move
towards the negotiation of our financial contract – fixed until 2027 – with Defra, starting in 2021/22.
Inland waterways contribute to sustainable development and a wide range of government objectives in
areas such as sustainable transport, the skills agenda, the healthy agenda and access to and enjoyment
of the natural and cultural environment. The public benefit delivered by its waterways has been
assessed (using Treasury methodology) to be at least £500m annually. The Trust is well advanced
with the development of a new Outcomes Measurement Framework to evidence these wider benefits
explicitly.
The Trust also works on a wide variety of projects in partnership with local authorities voluntary and
charitable organisations to achieve common goals such as promoting access to its network for local
communities and people of all ages and abilities.
There are 225 local community ‘adoptions’
We reach around 70,000 schoolchildren each year through the volunteer Explorers programme
Youth engagement is a key aspect of the Trusts; we are a partner in ‘A Million Hands’, a national
partnership project led by The Scout Association, which aims to engage half a million young
people in social action projects across the country.
In addition to the amenity and public use value of the waterways, benefit is also delivered through the
Trust’s innovative management of its endowment portfolio of waterside property as an engine of urban
and rural regeneration as well as the waterways’ established role in providing important land drainage
and water resource functions.
GOVERNANCE The Canal & River Trust is a registered charity and a company limited by guarantee. The Board of Trustees (who are also the directors of the Charitable Company) has ultimate responsibility for the work of the Trust and for making sure that the organisation works well to deliver its core purposes. The Board of Trustees ensure that the Trust has a clear vision, and strategic direction and is focused on achieving these, and also directs the Chief Executive (and his Director team) to deliver this strategy. There is a list of current Trustees at Appendix B. The Council comprises the company law members of the Trust and in addition to the usual company member functions, the Council helps to shape policy and provides guidance and perspective to the Trustees. The Council is responsible for appointing, and in extreme circumstances could dismiss, Trustees. The Council currently has 31 members drawn from the different communities that use or benefit from the waterways, including boaters, canoeists, walkers, cyclists, heritage, local government, environmental and community groups. Nine places are elected and a further twelve are nominated by specified organisations. The Chairs of the six Regional Advisory Boards (see below) are ex officio members of Council. Currently three Council positions are co-opted on the recommendation of the Appointments Committee, to provide the Council with the full complement of skills and expertise required. Regional Advisory Boards comprise representatives of a broad range of stakeholder groups interested in the waterways. The local Waterway Manager is a member ex officio. Although they are advisory bodies rather than governing bodies, Regional Advisory Boards are linked into the governance of the Trust by the ex officio membership of the Council by their Chairs. The Canal & River Trust in Wales Bwrdd has an advisory remit and takes a strategic perspective in developing the Trust’s work in Wales and works to ensure the Trust has a good understanding of the needs, issues and opportunities relevant to the waterways of Wales. The Bwrdd has an important role in
working with the Welsh Government and other key Welsh public institutions. The Chair is a Trustee appointed by the Trustees. Member appointments are made by the Appointments Committee. The Trust’s Chief Executive is accountable to the Board of Trustees for the day to day management of the Trust and the delivery of the Board’s strategy. The Chief Executive exercises his role with the support of, and by delegating to, an executive team of six Directors. A full list of the Executive Team is available at the end of this document in Appendix B. FINANCIAL INFORMATION The Trust’s group consolidated balance sheet as at 31 March 2018 shows net assets of £791.2m. The Trust actively manages its endowment portfolio to generate long term capital value and year-on-year return to support its care of the waterways. The Trust receives a large proportion of its total income from reliable income sources, not least a binding 15-year funding contract with Government worth just over £50m per annum in grant form through until 2027 under the current agreement. One of the key tasks for the Trust in the next few years is to prepare for the renegotiation of this contract. The Trust is unusual in the charity sector as it generates over 60% of its income from commercial sources with currently just around 3% from donations. The following diagrams illustrate the amount of income and the amount spent on charitable activities in 2017/18: Income:
Resources expended on Charitable activities:
THE ROLE
PURPOSE OF POST
The Regional Advisory Board Chair position is a volunteer role whose purpose is to:
Bring local knowledge and contacts to support the Waterway Partnership to deliver its
charitable and strategic objectives and its current Business Plan.
Provide leadership and inspiration for the Regional Advisory Board so that is delivers its
Purpose which is to:
o Provide ‘Reach’ – utilise local knowledge, ideas and capacity to build new
relationships, including to enable more people to use and enjoy the waterways;
actively seek to ‘reach’ the diverse local communities that the Trust serves
o Act Local – translate national priorities into local initiatives, feeding into the
Trust’s integrated business planning process
o Advise – inform the Trust’s strategic planning and thinking, help the Trust
remain relevant by proactively gathering and feeding back on local ‘outside
world’ priorities, opportunities and risks
o Connect and Influence – identify, engage with and enable access (‘open doors’)
to relevant local and regional decision-makers and policy-formers, across all
sectors; broaden the Trust’s engagement with local ‘power bases’; help the Trust
grow its supporter base, including helping to raise awareness of the Trust in the
local community
o Be Pioneering/Pathfinding – identify and trial new ways of delivering Trust
ambitions and priorities and meeting objectives.
Support and promote the work of the Trust and ensure its values are evident in all the
work of the Regional Advisory Board.
DUTIES AND RESPONSIBILITIES
To be a Council Member, ex officio, and hence to attend and contribute to at least two Council
meetings each year.
In conjunction with Trust management, act as champion for the Trust in the regional area, for
example, with local media and political leaders.
Utilise, and make recommendations for improvement where relevant, those mechanisms
established by Trust management to:
o Comment on and appropriately influence the direction of resources as part of the annual
Business Planning Process
o Feed into the Trust’s response to statutory planning and other consultations
o Provide information and advice to assist the Chief Executive and the Chair of the Board
of Trustees to manage any nationally significant relationships with locally elected
representatives.
In accordance with the annual agreement with Trust management, prepare or otherwise
contribute to an Annual Report on the work of the Regional Advisory Board.
In accordance with the annual agreement with Trust management, hold or otherwise contribute
to a local Annual Public Meeting to which the general public in that locality is invited.
With a view to the sharing of knowledge and good practice, attend and contribute to national
meetings of Regional Advisory Board Chairs (to which Trustees and Executive Directors may also
be invited).
To assist with planning stakeholder events, and to co-host these with Trustees and Trust senior
management as required.
CONDUCT OF MEETINGS
Meetings of the newly formed Regional Advisory Board will be convened by the Chair. The
quorum for meetings shall be set as one plus one-third of the number of members, rounded to
the nearest number.
The business of the Regional Advisory Board will, as far as possible, be conducted by consensus
of members. If necessary, decisions will be made by simple majority vote. All members shall
have one vote. In the event of a tied vote, the Chair will have a casting vote.
Members of the Regional Advisory Board will be expected to attend at least 75% of meetings in
any year. Absence for three consecutive meetings will, at the discretion of the Chair, disqualify
an individual from continuing as a member and the Chair may then request the Board to
terminate membership.
The Chair will chair all meetings of the Regional Advisory Board and the regional Annual Public
Meeting and attend Council meetings and meetings with other Chairs. In his or her absence the
Regional Advisory Board will select a Chair for the Regional Advisory Board meeting.
REGIONAL ADVISORY BOARD MEMBERS
It is the role of the Regional Advisory Board to:
Ensure that the Regional Advisory Board reflects the diversity of the community it serves, and
consists of a broad range of appropriate skills and experience.
Determine the size of the Regional Advisory Board within the parameters set by the
Appointments Committee.
In conjunction with Trust management, to lead the recruitment of Regional Advisory
Board Members for ratification by the Board of Trustees.
Ensure there is an induction programme for new Regional Advisory Board Members.
KEY CONTACTS
The Chair will forge close working relationships with Trustees and Trust management at
all levels.
The Chair will assist Trust management and the Regional Advisory Board itself to forge
close working relationships with local business leaders, community groups, volunteers,
funders and supporters, other stakeholders, and partners.
The Trust will nominate a member of Trust management to work closely with the Chair.
KEY SKILLS AND EXPERIENCE
Chairs will have most or all of the following skills and experience:
Enthusiasm for and understanding of the aims of the Trust
Leadership experience and the ability to work strategically and collaboratively
Experience of working in, and networking with large, diverse and complex partnerships
spanning public, private, charitable and voluntary sectors
Capability to lead development of local engagement and participation, particularly with
a view to reflecting the diversity of the local area
Understanding of the role that volunteers and supporters play in the Trust, and a
willingness to develop this locally
Ability to act as an ambassador in all external-facing activity
Credible and respected locally and regionally
Excellent communicator across a range of media, at ease with diverse audiences
Team player, open and participative, non-status conscious
Availability of time and energy to commit to development of the Regional Advisory
Board.TERMS OF APPOINTMENT The Appointments Committee will appoint Regional Advisory Board Chairs for a term normally of 3 years but may be of a longer (not exceeding 4 years) or shorter term as the Appointments Committee, with the agreement of the Trustees, decides (R2.5). If at the end of the first appointed term of an Advisory Board Chair the Appointments Committee is satisfied with the annual appraisals of that Advisory Board Chair, the Appointments Committee may, with the agreement of the Trustees, appoint that Advisory Board Chair for a further term normally of 3 years but may be of a longer (not exceeding 4 years) or shorter term as the Appointments Committee, with the agreement of the Trustees, decides (R2.5). The Appointments Committee may remove Advisory Board Chairs before the expiry of his or her term where the Appointments Committee consider this to be in the interests of the effective achievement of the purposes of the Trust (R2.7). In such circumstances, an Advisory Board Chair has the right of appeal. Conduct: The Chair will uphold the values of the Trust, will protect the reputation of the Trust and will always act in the best interests of Trust. The Chair is expected to recognise potential conflict of interest and to avoid putting him/herself in situations where a potential conflict of interest may interfere with, or be seen to interfere with the best interests of the Trust. The Chair must not use any information received via the Trust or the Regional Advisory Board for personal gain. Reporting line: The Chair reports to the Board of Trustees. Performance review: Trust management will ensure the performance of the Regional Advisory Chairs is reviewed on at least an annual basis and will ensure constructive feedback and assistance is provided. The Chair of the Regional Advisory Board will appraise the performance of the Board Members. Time & travel commitment: This is a volunteer role which is not remunerated. Reasonable expenses incurred will be reimbursed. It is expected that the role will require 1-3 days per month, with a significant part of this during the working day.
HOW TO APPLY Saxton Bampfylde Ltd is acting as an employment agency advisor to the Canal & River Trust on this appointment. Candidates should apply for this role through our website at www.saxbam.com/appointments using code WAMWE. Click on the ‘apply’ button and follow the instructions to upload a CV and cover letter. The closing date for applications is noon on Monday 17 December 2018.
APPENDIX A RECENT HISTORY The Canal & River Trust was created in 2012 as the successor to British Waterways (and the smaller Waterways Trust) in England and Wales. Its charitable purpose is to care for this wonderful legacy, holding it in trust for the nation in perpetuity and giving people a greater role in the running of their local waterways. The waterway renaissance over the past 50 years has been described as one of Britain’s greatest ever conservation success stories. Its origins owe much to dedicated volunteers and campaigners, from Tom Rolt and Robert Aikman, to John Betjeman and Margot Fontaine, who successfully engaged politicians and galvanized the public with a new vision for the waterways’ future. Its industrial heritage often led people to associate waterway network with dangerous and polluted places, however, with the growth of leisure boating under British Waterways and towards the end of the 20th century, greater commercial freedoms and increased revenues from the regeneration of waterside brownfield land, led to a steady reversal in the decline of the waterways. A substantial injection of commercial and lottery funding around the turn of the millennium ushered in a major period of canal restoration, with 200 miles of new and restored canals added to the network. TRANSFER TO THE THIRD SECTOR British Waterways was an arms-length public body sponsored by Defra in England and Wales and by the Scottish Government in Scotland. From being 70% government funded in the early 1990s, its grant in aid reduced to around 35% in the later part of the first decade of this century. Recognising ever-increasing pressures on public funding, British Waterways began a strategic review in 2008 and by 2009 was promoting a transfer of the waterways to the third sector as the key to their longer-term sustainability. This proposal secured cross-party support in England and Wales and in October 2010 the coalition Government announced that it would move the responsibilities of British Waterways in England and Wales to a new charity – a national trust for the waterways. British Waterways continues as a public body in Scotland – where it operates as Scottish Canals under the direct control of the Scottish Government. In July 2012, the waterways and all operational, commercial, investment and other assets of British Waterways in England and Wales (a balance sheet value at that time of just over £550m) were transferred to the newly created Trust bringing to an end over 60 years of public ownership in those nations. At the same time the Trust merged with The Waterways Trust – a small charity whose role was principally the operation of the waterway museums and a range of externally-funded community projects - in England and Wales, taking over responsibility for the waterways museums, national collection and archives. The move was the largest ever transfer of publicly-owned assets to a charity. It is being used by Government, and other public bodies, as a model for a new kind of management of national infrastructure. In the six years since the Trust was formed it is already attracting new sources of voluntary funding and support and giving the public greater say in the running of their local canal or river navigation.
APPENDIX B CURRENT TRUSTEES Allan Leighton, Chairman Allan was appointed the chair of the Trust in September 2015 and also sits on the Investment Committee. He is also a member of the Trust's Joint Council & Trustees Appointments Committee. Allan is the chair of the Co-operative Group, Wagamama, Entertainment One plc, and Element Materials Technology. He is a patron of Breast Cancer Care. He is also a keen canal runner. He was formerly the CEO of Asda plc, chairman of the Royal Mail, deputy chair of Pandora AS and has held a number of non-executive chairmanships including lastminute.com. Allan was a non-executive director of BSkyB and Matalan Retail Ltd. He was also chair of Race for Opportunity and an Ambassador for Prince Charles in Business in the Community. Allan attended the Advanced Management Programme at Harvard and has Honorary Degrees from Cranfield and an Honorary Fellowship from the University of Lancashire. Dame Jenny Abramsky, Deputy Chair Jenny was appointed as a trustee in September 2016, and was appointed Deputy Chair in September 2017. She is chair of the Trust’s Joint Council & Trustees Appointments Committee and a member of the Audit and Risk Committee. Jenny is chair of the Royal Academy of Music and the Board of Governors of the Royal Ballet, and served six years as chair of the Heritage Lottery Fund/National Heritage Memorial Fund, among other voluntary roles. She has also been the BBC’s director of radio and music after running the BBC’s 24 hours news service. Nigel Annett, CBE Nigel was appointed as a Trustee in September 2016 and took over as chair of Bwrdd Glandŵr Cymru on the same date. He is a member of the Audit and Risk Committee. Nigel is currently a non-executive director of the Principality Building Society, and a trustee of Community Foundation in Wales. He is a former managing director of Welsh Water and is co-founder of Glas Cymru, the not-for-profit company that successfully took over the ownership of Welsh Water back in 2001, a move which resulted in the water industry in Wales being owned on behalf of its customers. Manish Chande Manish chairs the Investment Committee. He is Senior Partner of Clearbell Capital LLP, a private real estate fund management and advisory business specialising in UK property investment, development and asset management. Manish co-founded Mountgrange Investment Management in 2007 and was the CEO of Mountgrange Capital. He was previously a board director at Land Securities plc, CEO of Trillium and CEO of Imry. Manish has been a member of the Institute of Chartered Accountants in England and Wales since 1980. In 2008 he was elected a fellow of the Royal Institution of Chartered Surveyors. He has been a Trustee of the London Clinic since 2012. Frances Done, CBE Frances was appointed Trustee in March 2013 and is chair of the Audit and Risk Committee. She is also a member of the Novus divisional board of The Manchester College. She was chair of the Youth Justice Board for England and Wales for six years until January 2014. A chartered accountant for 38 years, Frances worked for KPMG before becoming director of finance and then chief executive of Rochdale Metropolitan Borough Council. She was the chief executive of the company responsible for organising the successful Manchester Commonwealth Games. Subsequently, she held the post of managing director for Local Government, Housing and Criminal Justice at the Audit Commission. After leaving the Audit Commission, Frances was interim
director general of the Royal British Legion. Frances was also chair of The Waterways Trust from 2003–2012 when it merged with Canal & River Trust. Ben Gordon Ben was appointed Trustee in September 2014 and is the chair of the Remuneration Committee. He is Chair of Heal & Son Ltd and a Trustee of United Learning. Previously he was Chief Executive of Mothercare plc for nine years, and SVP and Managing Director of the Disney Store Europe and Asia-Pacific. Ben was also non- executive director of Britvic plc and of St Ives plc. Prior to that he had senior management positions in WHSmith plc and L'Oreal SA in the UK, USA and France. Ben has an MBA from INSEAD and is a Member of the Institution of Civil Engineers. Janet Hogben Janet was appointed as a Trustee in September 2016. She is a member of the Trust’s Joint Council & Trustees Appointments Committee and also sits on the Remuneration Committee. Janet was the Chief People Officer at EDF Energy, having previously worked at BP, where she held a variety of roles, and then at Seagram and at Diageo, leading on a number of global strategy and business specific HR positions. Sir Chris Kelly Chris was appointed as a Trustee in September 2017 and is a member of the Audit & Risk Committee. He is chair of the King's Fund, the health think tank, and of the Responsible Gambling Strategy Board. He is also senior independent director on the Board of the Co-op Group and on the oversight Board of the Office for Budget Responsibility. He has in the past chaired the NSPCC, the Financial Ombudsman Service and the Committee on Standards in Public Life. Before that, he was a civil servant, mainly in HM Treasury but subsequently as head of policy at the then Department of Social Security and finally as permanent secretary to the Department of Health. Tim Reeve Tim Reeve was appointed as a Trustee in September 2016. He is Deputy Director and Chief Operating Officer of the Victoria and Albert Museum (V&A), the world’s leading museum of art and design. Tim has overall responsibility for the operation of the Museum, including the delivery of a world-class visitor experience. He also led the V&A’s support of China Merchant’s Group in the creation of the V&A Galleries within a new design museum in Shenzhen, China, which opened to great acclaim in December 2017. Tim is closely involved in establishing V&A East, a dynamic new museum in the Queen Elizabeth Olympic Park in East London. Before joining the V&A, Tim was Director of Historic Properties at English Heritage. Tim is a graduate in Ancient History from Royal Holloway, University of London and studied at the Institute of Archaeology (UCL) and INSEAD on its International Executive Programme. He is also a Trustee of Paintings in Hospitals. Susan Wilkinson Susan was appointed as a Trustee in September 2017 and is a member of the Remuneration Committee. She has extensive experience in the not-for-profit and tourism sectors and was an executive board director at the National Trust until the end of 2016 with responsibility for membership, fundraising, volunteering and tourism. Sue is currently a trustee of the Old Royal Naval College Greenwich, the Churches Conservation Trust and the Medical Research Foundation. She is also a board director of the Association of Leading Visitor Attractions and previously held several tourism and charity non-executive roles with Visit England and the Institute of Fundraising. Sue is the current chair of the Canal & River Trust's Living Waterways Awards. ards.
EXECUTIVE TEAM Richard Parry, Chief Executive Richard joined the Canal & River Trust as Chief Executive in July 2013, and has led the new charity through a series of changes as it has developed its new identity and explored the many new opportunities available in the third sector. Prior to joining the Trust, Richard spent 19 years at London Underground – where he was acting Managing Director for a year – followed by a brief spell at FirstGroup. Julie Sharman, Chief Operating Officer Julie is responsible for the operational management and performance of the Trust’s rivers and canals, including all aspects of customer services, volunteering and engagement. Julie joined the Trust in 1996 following an early career in construction with Taylor Woodrow and Aoki-Soletanche. A chartered civil engineer, she has gained a broad experience in waterway management, asset management, engineering, partnerships and funding with the Trust. Stuart Mills, Chief Investment Officer Stuart is responsible for the Trust’s main income streams including the Trust’s investment portfolio, property, joint ventures and diversified assets. Stuart also looks after the utilities, commercial water, direct managed moorings businesses as well as fundraising and our Museums. A chartered surveyor, Stuart joined Canal & River Trust in 1990 after working in private sector property consultancy. He has worked extensively across the country in various commercial roles, before becoming a Director in 2008. Simon Bamford, Asset Improvement Director Simon is responsible for asset inspection, strategy, planning and delivering maintenance and repairs for the Trust’s long-term asset programmes. Simon is a chartered engineer and joined the Trust in 2006 after working with Land and Water where he was operations director of their remediation contracting business. Simon previously worked in senior environmental, project delivery, construction and consultancy roles for Southern Water, ADAS and overseas. Heather Clarke, Strategy, Impact & Engagement Director Heather is responsible for strategy, public policy, research and measurement, strategic performance and reporting, spatial and statutory planning functions, and planning and urban design consultancy functions. Heather joined the Trust in 1997, after working for an urban development corporation which was charged with delivering large scale area-based regeneration. A chartered planner, she has extensive experience in strategic and statutory planning, property-based regeneration, place-making and partnership working. Mike Gooddie, People Director Mike began his career with Shell as a graduate trainee, before progressing onto senior HR positions with British Airways, GNER, BBC and ASDA. Mike has held non-executive positions for Manchester Airport Group, Community Integrated Care and York Archaeological Trust. He is a graduate of Leicester University, a chartered fellow of the Chartered Institute of Personnel and Development, a fellow of the Royal Society for the Encouragement of Arts Manufactures and Commerce and also a member of the patrons network for the National Centre for Diversity. Mike is currently a member of the ACAS governing council where he chairs the Audit Committee. Sandra Kelly, Finance Director Sandra is responsible for finance including all matters relating to taxation and pensions. She also looks after audit & risk, IT, Procurement and the Trust’s marina subsidiary. Sandra spent eight years as finance director at NHBC (National House-Building Council), the UK’s leading independent standard-setting body and provider of warranty and insurance for new homes in the UK. She previously held senior finance positions in the commercial sector, most notably for BMW GB.
Tom Deards, Head of Legal & Governance Services Tom has responsibility for the legal and governance functions of the Trust. Tom is a qualified solicitor who joined the Trust’s legal team in 2007, having trained and qualified at City law firm Clifford Chance, before going on to complete a Legal Masters at UCL in Environmental Law, whilst working as an environment and planning lawyer in local government. Tom is the Trust’s Company Secretary and Data Protection Officer and also sits on the Waterway Ombudsman Committee.
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