The future of British Waterways - Good practice
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The lessons learnt from the pilots will be very important in guiding BW through the organisational and other changes that will be necessary. So it is very important that BW applies good practice at the outset by consulting thoroughly about the form of future pilots and by involving a wide range of relevant groups in discussions about the lessons that will emerge from applying the new philosophy.
Changing the culture of an organisation is difficult. The training commitment will be heavy and the cost of building local networks and partnerships will be a considerable drain on staff resources. Many difficulties will arise and some partners and stakeholders might be reluctant to accept that BW is genuine in its determination to change.
BW needs to show that it is prepared to experiment with new methods of work which are consistent with the new philosophy. Perhaps BW should consider involving users and relevant third sector bodies more directly in the management of particular waterways and visitor attractions.
Waterways community of the Board
Expanding the Board of BW to include more people with direct waterways community engagement would demonstrate BW's commitment. An important symbolic act would be to set up a new Consultative Council with a defined place in BW's decision making process. The Consultative Council's membership should include third sector organisations and volunteering groups.
IWAC believes that these changes in culture and practice are very important and should proceed whether BW remains in the public sector or is transformed into a third sector body. Members of IWAC would be delighted to help in any way that is appropriate.
Part 2: Transforming BW into a charitable organisation within the third sector.
Transforming BW into a charitable organisation in the third sector has many attractions. As a public corporation, BW is subject to a number of restrictions and disabilities. It cannot independently borrow money against its assets and, as a publicly funded body, is not well placed to raise money from the public by way of donations and legacies.
As a third sector organisation BW could remodel its governance structure to give greater influence to local authorities and other potential partners. There are several important examples of third sector organisations acting as steward for the nation in operating and conserving great national assets and, with the right level of resources and appropriate governance, BW could be just as successful.
Third sector is desirable
For these reasons, IWAC supports the principle that a move to the third sector is desirable and could bring important advantages. We are reassured by the statements from BW and from the Waterways Minister that the intention is not simply to move BW into the third sector but to create a new third sector body in place of BW.
However this recognition that a major transformation is needed confirms the extent and complexity of the changes that are necessary. IWAC members are anxious that, in spite of extensive consultation, several substantial practical problems have not yet been resolved. The challenges are formidable and IWAC sets them out in this position paper in the hope that solutions can be found and that risks can be mitigated.