As reported previously, the Centre for Public Scrutiny (CfPS) were commissioned to undertake an independent review of Kensington and Chelsea council (RBKC) in July 2018 following the Grenfell Tower fire of June 2017, in which 72 people died. The CfPS made a number of recommendations which the council voluntarily agreed to adopt, including twelve recommended “principles of good governance.” We put RBKC’s adherence to their principles to the test with the first case study: the North Kensington community building, Canalside House. RBKC was found wanting, but will they fare any better as we look at Lancaster Youth Club?
The main criticism of the CfPS independent review is that it provides very little in terms of effective tools to hold the Council to account…It seems the Council heard these critics and responded to say, “the council recognises that it (sic) essential to put these principles into practice.”. However, the story of Canalside House (where community groups were told their building would be demolished and turned into luxury flats) demonstrated that RBKC are really struggling to stay true to their word on this.
The council has a plan of action. Unfortunately, it seems to involve demolishing a lot of buildings purposed for community use. Canalside House was not the only community space at threat of closure. Lancaster Youth Club, located by the crossroads of Ladbroke Grove and Lancaster Road, neighbouring two private schools (Chepstow House and Notting Hill Preparatory,) the historic North Ken library and the bohemian 19th century pub the KPH (now sold to property speculators,) was also threatened with demolition two years ago. Lancaster Youth Club is not far from Grenfell Tower in the north of the borough and a real asset for young people in an area where community space is at a premium.
In 2017, the council proposed that the Youth Club be demolished (sound familiar?). According to RBKC: ‘the building whilst generally fit for purpose, is not energy efficient and is relatively costly to run for its size.’ The demolition of Lancaster Youth Club did not occur in 2017 as plans for regeneration were put on hold after the Grenfell Tower fire. The space has lay empty ever since and Deputy Leader of RBKC, Kim Taylor-Smithrejected refurbishment work that would have made the building operational again.
At the same time, the community has increased its provision to meet demand and community space is needed more than ever. EPIC, the Community Interest Company currently commissioned to run the centre, have had their contract extended until September 2019 when the Council will announce all newly commissioned youth services in the borough. Meanwhile, dust is left to accumulate at Lancaster Youth Club and workers do not know what will happen to the space or if their jobs are safe, but we are told to not be so cynical as the council has a plan.
The youth review, painstakingly carried out during 2018, claims that “young people were also involved in co-designing youth services” but it is expected that ultimately RBKC’s offer will be derisory due to the local authority’s commitment to austerity. Already it is clear that there will be very little space afforded to North Kensington’s young people, many of whom live in acute poverty in overcrowded accommodation[i].
The Strategy for Redesign and Implementation of Youth Services states that the new youth offer ‘will consist of two main youth hub sites; one in the North of the Borough (Lancaster Road area), and one in the South (in Chelsea Riverside ward) and five youth club sites.’ Reading between the lines, it seems Lancaster Youth Club might be re-purposed as a youth ‘hub’ and is perhaps safe from demolition for now, but the real question is why young people, residents and community groups have not been kept in the loop? Why is the council not abiding by the principles it promised to adopt not just in theory but in practice?
A reminder of the principles:
“Connecting with Residents”
“Focusing on What Matters”
“Listening to Many Voices”
“Acting with Integrity”
“Involving Before Deciding”
“Communicating What We Are Doing”
“Inviting Residents to Take Part”
“Being Clearly Accountable”
“Responding Fairly to Everyone’s Needs”
“Working as Team”
“Having the support we need” (not relevant here as it only applies to internal RBKC issues)
In the case of Lancaster Youth, as with Canalside House, RBKC has willfully ignored its principles of good governance. CfPS offers no useful mechanism for ensuring change in the council’s approach.
The national government’s Independent Grenfell Recovery Taskforce, made up of four members, who report directly to Home Secretary Sajid Javid, similarly have no power to insist upon real change. They appear unaware of the 12 Principles, which do not feature in its latest report, which is little more than a whitewash, focusing on procedure rather than people. It fails to mention the Lancaster Youth Club or Canalside House, let alone discuss the needs of those who benefit from the services provided at each.
When the issue of the youth review was raised with a Taskforce member by the governors of The Curve, he responded by suggesting that North Kensington should be grateful that there is a youth service at all. The Curve is another community space that seems likely to be either abandoned by the council or expected to limp on with severe budget cuts in 2019.
This from a council that has spent in excess of £400 million on its own political survival since the fire. Now they are secure, will they deliver on any of the promised change? Or is North Kensington in a new phase of austerity and impoverishment?
Have the principles been put in to practice? Has change arrived? No.
*The author who submitted this article to Urban Dandy asked to remain anonymous to avoid any prejudicial attitudes being shown towards her community-based organisation by RBKC councillors or staff.
Some edits and additional information by Tom Charles @tomhcharles
In 2018, Urban Dandy was the recipient of an apparent leak regarding the Westway Trust. Emailing anonymously and identifying themselves only as “someone recently connected with the Trust” the whistle blower presented us with a “summary of events” that allegedly led to the Trust’s 2018 CEO appointments, its decision to allow the BBC to build at Bay 20 for the DIY SOS Grenfell specials and the overlap between these two stories.
A bit of background…
What is the Westway Trust?
The Westway Trust (formerly North Kensington Amenities Trust) is responsible for one mile / 23 acres of land under the Westway section of the A40 in North Kensington, crossing Portobello Road and Ladbroke Grove, passing close to the Grenfell Tower and ending at Latimer Road. This custodianship began when the Westway was opened in 1970. The Trust’s remit is to ensure the land is used for the benefit of the local community as compensation for the concrete eye sore that dominates, darkens and pollutes the areas underneath it.
Westway Trust’s relationship with the local community is a complex one. The Trust provides vital services, including spaces for charities and supplementary schools. However, there is rancour among many local residents at aspects of the Trust’s work and approach, some of which has been covered by us, see the links at the end of the article. The Westway Trust is currently undergoing a review by the Tutu Foundation following claims of institutional racism.
What is Bay 20?
Bay 20 is one small section of the land under the A40 in the care of the Westway Trust and had remained undeveloped by the Trust. The space was once used by Carnival Industrial Enterprise as a steel pan yard; highly skilled musicians would make and tune pans, maintaining important local heritage and offering apprenticeships. This was abandoned by the Trust who inserted an art installation: a bleached-purple moonscape, which remained the only inhabitant of Bay 20 for over a decade.
The BBC built two community spaces on Bay 20 in 2018: one was the Dale Youth boxing club, a replacement for the facility destroyed in the June 14th 2017 Grenfell fire; the other a community centre and meeting space, to be run by a community operator, not the Westway Trust due to its historic inability to secure the confidence of the local population. The building work and subsequent grand openings were subjects of the BBC prime time programme, DIY SOS. There were serious concerns raised about the BBC’s involvement at Bay 20 including over the light tone of the programmes and the fact that community land was being used to replace a gym lost in an entirely preventable fire. See the links at the end of the article for more.
Bay 20’s close proximity to Grenfell Tower and the fact that it lay unused made it an attractive choice for the BBC to tell a Grenfell-related story.
Who leaked the stories to us?
Our Mr/Ms X said that for legal reasons (Westway Trust has confidentiality agreements with staff and trustees) they could not go on the record with what they called their “summary” of events.
We had no way of verifying X’s credentials, but we checked the information with another person “recently connected with the Trust” and they responded that “this guy is so right!!”
X told us: “I have been connected with the Westway Trust for a number of years, I was appalled by Angela McConville the last CEO of the Trust and further appalled, that when she left she was given a glowing endorsement by Alan Brown (Westway Trust Chair) and a hefty chunk of her bonus – allegedly £12k.”
There is more background on Angela McConville’s time at Westway Trust here.
X presented us with some allegations against the Westway Trust:
The Trust conducted a CEO appointment process that was deliberately closed and “directly connected” to sealing a deal with the BBC for Bay 20
Of the two members of the four-person Westway Trust Executive Team who argued for an open CEO appointment process, one left with immediate effect while the other was being “performance managed” out at the time of the leak. The other two executive members are now the joint CEOs
The BBC wanted maximum value for its ‘Grenfell special’ and so made two programmes rather than the usual one, leading to a halving of the potential space used for the new community centre
X told us:
“Many hoped both inside and outside of WT that there would be a chance of a new approach, fresh ideas and a fresh beginning (a promised CEO selection with an open process at last December’s (2017’s) AGM – this promise was recorded by Westway 23) – Many were completely devastated to understand very recently that the WT chair and board, with the aid of the interim CEOs, had decided to undertake a “closed and secret internal process” to appoint (from interim role to permanent) as joint CEOs.”
The joint CEOs appointed in 2018 were Mark Lockhart and Alex Russell.,
X: “Mark Lockhart (at WT for 25 years), was involved from one bad administration to the next. Alex Russell – who Angela McConville recruited and personally mentored – is from a professional private sector Communications Consultancy and was hired to gain the upper hand in the comms war (as Angela saw it) with the Community.
“The Westway Trust Chair and the Westway Board (not including the community trustee who completed her resignation in protest at such a closed process) decided against the promised “Open and Inclusive Process” of CEO appointment, and instead decided to pursue a closed campaign to appoint long serving Mark Lockhart (who knows where the bodies are buried!) and Alex Russell. They are both seen as a safe pair of hands who will not make any radical changes at the Trust.
“Post Grenfell and with the BBC DIY/SOS sniffing around the area for a Grenfell branded project, the BBC proposition for Bay 20 was seen by the two interim CEO’s as a “gold-plated opportunity” to make their role’s permanent (within a closed system of appointment and with an absence of competition), by rapidly developing a site that had remained dormant for some 47 years. Thereby impressing their paymasters and appointers on the Board and giving Alan Brown an immediate good news story – much needed after his glowing endorsement of Angela McConville’s tenure.
“The interim CEOs seized upon the BBC need for the DIY/SOS light entertainment show and threw their full energy behind the Bay 20 project, diverting WT resources to make it happen, they wanted success and to impress at all costs…to show the Board that they could deliver a development (any development) and that’s why there was no community consultation.
“Unfortunately, this ambition was at all costs, they conceded on point after point to the BBC and encouraged the BBC to stick with the project despite very mixed community sentiment, they ploughed on, not listening to the displeasure of their own staff and the doubts of other stakeholders – that this project was not representative of the Community, was in bad taste and could be seen as exploitative of the Grenfell disaster. They sold out the land (and community) in a heartbeat (for their own self-promotion), land that had been left unused and wasted by the Trust for the last 47 years.”
X: “There were four members of the Trust Executive Team, including the two current CEOs, the other two Executive Directors advocated strongly for an open process. One has now left (by immediate agreement), the second one is currently being performance managed out the door…”
X: “The BBC wanted to get their money’s worth and make “two (DIY SOS) programmes,” the interim CEOs gave them two buildings – one for each programme. That explains the curious design – two buildings with a big road through the middle which serves no purpose but to make two TV programmes for DIY SOS. No matter that the one third of the site is not developed and could have been used to “double the size of the Community Room building” (does this really make best use of a charity asset?) – the BBC demanded, and the Trust CEOs willingly gave, to keep them from walking away. This would be Mark Lockhart and Alex Russell’s crowning project, one that would surely confirm their permanent CEO appointment and keep the process closed to competition and safeguard the Trust from change.
“The CEOs also willingly signed-off all the building contract “defects liability” clauses to allow Galliard Homes (the builder) to leave them completely free of any responsibility on putting right defects over the first year of operation despite knowing that the building was being thrown-up in double quick time. Galliard Homes now have no liability to come back and put defects right! Defects will be paid for out of the Trust’s coffers – No matter! – continue building…’we need to impress.’
“The builders built the overhang too low – no matter – let’s build round it on Maxilla Gardens – screw the environment to build over some of the grass on Maxilla Garden. No consultation or community publicity for this additional planning submission…”
X ‘s Summary
X gave his/her summary: “This is a very sad story…leaving the Community unconsulted and exploited again! And the Grenfell legacy “exploited” to serve an ambition of becoming a CEO of the Westway Trust – it’s ironic that for 47 years Bay 20 remained a wasted asset, despite community representations and then when it really suited those in power it was all hastily made to happen!
“It is a clear example of how secrecy and one bad decision leads to another and another….
“BUT it worked! The Westway Trust Board and Chair now has two new permanent CEOs appointed in a closed process and in the most terrible fashion.
“This is all terrible, however there is a bigger story of how a ‘closed CEO process’ gives rise to many a bad decision, concealment of the Truth and was actually a “key driver” of WT getting into bed so quickly with the BBC DIY SOS, concealing bad decisions and arriving with the peculiar, inefficient design of two buildings and the curious internal road that takes up a third of the site…..very wasteful”.
Westway Trust Response
Charles Howgego, spokesman for the Westway Trust responded to X’s claims:
On the allegation that the Trust conducted a CEO appointment process that was deliberately closed and “directly connected” to sealing a deal with the BBC for Bay 20:
“This was not the case… there was never any discussion about how the BBC project would impact the making of those appointments…the Board of Trustees would never make an appointment based on one project such as the BBC build, a project with no guarantees until it was built particularly given the voluntary basis on which people involved were working.
“During this time Mark and Alex also impressed the board with the strategy they put forward of community first, of openness and responsiveness, and it was felt that was what the Trust needed to mend relationships with some parts of the community, and to create an organisation that works with and for the community – an approach that has seen some notable developments already:
The commissioning of Tutu Foundation’s institutional racism review
The establishment of the Charity Purposes Community to oversee community benefit in our projects
Change in approach to property development making it more community-determined
A new staff council to democratise decision-making
A new Equalities Working Group and a new focus on equality and diversity training
Establishing a steering group of local people to run the Bay 20 community centre (who will shortly appoint a local operator)
All grant making now devolved to local people”.
On the claim that the the two non-CEO members of the four-person Westway Trust Executive Team who argued for an open CEO appointment process left because of the CEO recruitment process:
“It is true one member of the executive team felt disappointed by the Board’s decision and resigned a month after. It is absolutely not the case that another person was being performance managed – that second member of the executive team left the organisation when roles were reorganised around current activities and the new strategy, and they declined to take on one of the new positions created.”
On the BBC’s making of two ‘Grenfell special’ allegedly ‘halving’ the space used for the new community centre:
“The BBC approached us with proposals for building a boxing gym and a community centre. There was never a proposal on the table to build one big community centre that was then halved.
“The BBC approached the Trust in September 2017 and we engaged with the community throughout November. The BBC wanted to move at a faster pace than we would have liked but it was decided that a community-run community space and a new home for Dale Youth Boxing Club would be an amazing opportunity”.
The Westway Trust told us: “The Board has sanctioned a programme of profound change in the Trust’s approach to its work, which is an ongoing process. The Trust’s constitution is being reviewed next year as part of this new approach and will create further change.
“The Trust has been accused of a lack of transparency and this has been a key driver in the changes undertaken by the new leadership team. Openness is now one of the Trust’s operating values and it is encumbent on all Trust staff to be open, to engage and consult wherever possible”.
Links to Previous Westway Trust and Bay 20 Stories
…and let’s start with preserving our mental health.
It’s 2019 -:¦:-•:*'”*:•.-:¦:-•* *¨¨*:•. and it sounds like the celebrated 2020 is upon us. It seems a great way to begin the year is by becoming aware of our actions regarding our health. Meditation is one of those words that has a very personal definition, based on our tailored experiences. However, the word itself is quite revealing as to its definition outside of our fancy. It’s quite obvious that the prefix ‘med’ is related to middle and medium, etymologically speaking. The ‘tate’ bit…well, I guess it could mean many things that I’m not able to go into here but the key is medium, which is to be ‘between’.
The medium is a go-between for the spirit world and the physical/animal kingdom, connecting an understanding beyond the tangible or physical proof.
As a medium and an advocate for the conclusion of strictly physical standards as a qualifying measure, here’s a piece of common ether transference that you’ll have a very hard time proving and hopefully a much easier time feeling.
Did you know that our cells are all connected within by a type of liquid in something called an extra cellular matrix structure that behaves in a connected way. that we have consciously forgotten? Well that’s what I was told by Delbert Skeet, the Bowen Technique practitioner, who helped wake up the cellular memories of my body giving me back the keys to my vehicle.Continue reading →