Terry Kemp

The development of the future organisation of British Waterways will no doubt spurn a range of new opportunities for us Voluntary Canal Organisations in respect of the required changes in the way our Waterways are managed. These changes relate to the present needs of the network and should be embraced with this in mind. Too often we hark on about the past but our economic climate and the way our nation has now developed means that we have got to change.

The Kennet and Avon Canal Trust have recognised this and have positively offered to assist British Waterways. Initial discussions have revealed the similarity between the aspirations of British Waterways for their network and the local ideas along the Kennet and Avon Canal.The discussions are not concluded and of course there is a need for consultation amongst our Partners to ensure we have a majority consensus.

Having said we should not hark back to the past I do feel that there are some good practices that were used by the Canal Partnership in the past and could be resurrected and used.

The Kennet and Avon Canal has had for over twenty years a range of important development partnerships overseeing the growth and financing of the waterway’s restoration. All of the groups had a similar representation from key riparian bodies and authorities as well as agencies representing for example the Manpower Services Commission. All partnership manifestations created strategies and plans that assisted the restoration and waterway development. Many quotes from these plans remain in local authority planning documents and it is assumed that the planned approach assisted greatly the canals development.

The Kennet and Avon Canal Leisure Strategy 1988 – This guided the policy development of the waterway in the latter end of the restoration prior to the waterway being opened by HM Queen in 1990.

The Kennet and Avon Plan for the Environment, Tourism and Leisure (PETAL) The waterway partnership had recognised that the reopening of the waterway raised a number of expectations that where flawed as the waterway still had substantial works required. PETAL was developed to guide the partnership through this and retain the support of the partnership.

The Kennet and Avon Canal HLF Project Plan. This was of course the outcome of the successful application to the HLF. The Partnership Steering Group that was formed prior to the application to support it continued after the grant contract. They operated under a Memorandum of Understanding.

The Kennet and Avon Canal Conservation Plan. This was a requirement of the lottery contract which in summary had three key elements in respect of the future, post project –
• To use the best endeavours to achieve Cruiseway Status for the waterway.
• To achieve full rights of way along the full length of the towpath
• To develop a Conservation Plan and a Public Transport and Visitor Management Strategy.
It should be expected that because of the lottery grant the Conservation Plan cannot be ignored. Even today years after the completion of the project. For all parties signed up to it including the Trust.

Through all these periods the partnerships were exposed to budgets and plans for as they contributed they therefore expected this. Consensus of opinions on how funds were allocated was not always achieved however.

The present Partnership Steering Group is governed by a Terms of Reference that was agreed some while ago.

1. To provide strategic guidance and assistance to the managing bodies on waterway matters of recreation, development and access.

2. To, at least annually, at appropriate times, receive and comment on a report from British Waterways in respect of –

Future years planned works and budgeted costs
Completed annual works and finances
Outputs of Sustainability Monitoring Programme
Review of Conservation Plan and PTVMS policies

3. To consider identified items of issue and or development appropriate for the partnerships involvement.

The opportunity of the discussions of change both nationally and locally allows all parties to consider new ways of working. In respect of the strategic management and governance of the waterway there is the potential to build on past good practice but at the same time changing and extending the structures to give the arrangements greater effectiveness and efficiency.

It could be proposed that the present partnership group is revitalised by a new purpose and objectives that pilot the creation of a new waterway collaboration that at least would –
• Act as body strategically overseeing the management and development of the Kennet and Avon Canal
• Provide strategic guidance and assistance to the managing bodies on waterway matters of recreation, education, interpretation, development and access
• Assist and oversee matters of finance and community support

All that said it cannot be done without a plan. Remember the successes of the past had a plan as its foundation. I would maintain we need a new plan for the Waterway that shifts the responsibilities of the past around to different partners.

A new idea based on the past – I wonder if we are all brave enough to give it a try?