Westway Trust CEOs & Bay 20 Exclusive

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.

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photo from Westway 23 website

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.

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Bay 20 before the BBC development

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.”

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A Westway Trust AGM, photo from Westway 23 website

There is more background on Angela McConville’s time at Westway Trust here.

Allegations

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

Closed Process

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.”

Departures

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…”

BBC Role

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”.

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Left to right: Bay 20 Community building; gap; Dale Youth boxing gym
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Inside the Bay 20 Community Centre

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”.

Profound Change

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

Relationship with the community:

Part one

Part two

Part three

Part four

Urban Dandy interview with Westway Trust regarding Portobello Development

Bay 20:

Part one

Part two

 

By Tom Charles @tomhcharles

Change at RBKC? Case Study 1

In July an independent review of Kensington and Chelsea Council’s governance was concluded and the council adopted twelve recommended “principles of good governance” . To assess how the council has fared in applying their new democratic principles it is worth considering an ongoing example: Canalside House, the North Kensington community hub currently under threat of “demolition” by the local authority. Is there any evidence of a change of approach to the local community?

The Review

The Centre for Public Scrutiny, experts on effective decision-making, were commissioned to carry out the independent review, which was funded by the Local Government Association. RBKC welcomed the subsequent report and adopted “12 principles of good governance we should embed in the council.” The 12 Principles are bespoke, designed specifically for RBKC to act on its claims to want to “change” following the Grenfell Tower fire.

The council’s own report endorsing the CPS recommendations was titled ‘CHANGE AT THE COUNCIL: THE COUNCIL’S RESPONSE TO THE INDEPENDENT REVIEW OF GOVERNANCE’ (their capitals) came four months after the independent review, suggesting serious consideration and a real commitment to action on the part of the local authority, who stated: “the council recognises that it (sic) essential to put these principles into practice.” The council’s leadership are to be held to account on this by the Executive and Corporate Services Scrutiny Committee.

The council leaders who hold the relevant portfolios and who endorsed the report were Elizabeth Campbell (leader) and Cllr Gerard Hargreaves (responsible for Communities and Culture).

Have the 12 principles been put in to practice? 

Scrutiny  

Canalside House is an acid test of whether “change” has come, is still in the post, or is just Newspeak.

The Canalside story can be read in more detail here, but in short, the building is one of the few remaining Kensington assets preserved for community use. It is under threat of demolition to make way for private housing developments out of the price range of most North Kensington residents.

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Canalside House (right)

We spoke with members of the Canalside User Group, which represents all the Canalside organisations, to discover whether or not the council has been putting its policy into practice.

Principle 1. “Connecting with Residents”

“The council hasn’t connected with us at all. They haven’t visited, but our building is to be demolished and us moved. They seem to want us to go to a hot-desking space, but that’s not suitable and would mean the end for most of us”.

2. “Focusing on What Matters”

“We work with vulnerable people, children, BME community groups, small businesses, we’re the lifeblood of North Kensington and support for Grenfell. But the council seems more focused on building unaffordable properties”.

3. “Listening to Many Voices”

“They haven’t listened to us. That would require them speaking to us and that hasn’t happened. We emailed Kim Taylor-Smith (deputy leader of RBKC) a few times but he didn’t get back to us until he decided to inform us our building would be ‘demolished’

It’s not just us, they have ignored local activists and the Kensington and Chelsea Social Council when they’ve asked about Canalside”.

4. “Acting with Integrity”

Kim Taylor-Smith, 9th February 2018: “Kensington and Chelsea Council has no plans whatsoever to sell off Canalside House”.

RBKC Housing and Property Scrutiny Committee, 13th September 2018:  For a proposed new housing development, “part or all of the Canalside House site will require demolition”.

5. “Involving Before Deciding”

“We have not been involved at all”.

6. “Communicating What We Are Doing”

“We find out about their decisions by watching videos of scrutiny committee meetings or waiting for the documents from a scrutiny committee meeting. That isn’t communicating with us”

7. “Inviting Residents to Take Part”

“We’ve had no invitation. In 2016 we were presented with a fait accompli when they wanted us out. Despite this Centre for Public Scrutiny report, what has changed in two years?

The wider community, who used Canalside House after the fire, have not been consulted. This is a council building, but the council are ignorant about what goes on here”

8. “Being Clearly Accountable”

“The council staff we’ve spoken to are in agreement that Canalside House shouldn’t be under threat. But the decision makers are not present, they don’t get back to us. We emailed Taylor-Smith a month ago, he promised a full reply. Nothing. Who are they accountable to? Where is the scrutiny of the lead councilors?”

9. “Responding Fairly to Everyone’s Needs”

“To completely ignore the needs of the resident groups at Canalside and everyone they represent is not responsive or fair. It suggests another agenda. We’ve attended their ‘listening exercises’ around North Ken but what difference do they make?”

10. “Working as Team”

“You know they’re not doing that”

11. “Managing Responsibly”

“This is the very antithesis of taking social and economic responsibility. Their approach disregards the needs of the population they are supposed to serve.”

People who use Canalside are a mix of people. A lot of children who use the services are from seriously overcrowded homes, sometimes double figures in a two bed flat. This is the council’s responsibility, but we are the ones helping these people. Small businesses come here that benefit the local economy. Innocent Smoothies started at Canalside House, so they can’t claim it’s not a successful place. If it’s valuable, why treat it with contempt?”

Principle 12, “Having the Support we Need” is an internal council principle and not relevant to the Canalside House example.

Conclusion

Have the principles been put in to practice? Has change arrived? No.

 

 

By Tom Charles

@tomhcharles

 

The Curious Case of the Council & Canalside

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On becoming leader of Kensington and Chelsea Council a month after the Grenfell Tower fire disaster, Elizabeth Campbell promised change. In a brief speech to fellow councillors and victims of the fire in July, Campbell used the word ‘change’ eleven times. Considering Campbell’s own role in the council’s sustained asset strip of North Kensington, the words were never convincing. But they were rendered meaningless in January when the council tried to sell a vital community building to property developers to build flats for the rich. In failing to push through the sale, the Conservative council now looks weaker than ever.

 
Early this year K & C council were moving full steam ahead with their plans to sell Canalside House, home to numerous local charities, community groups, small businesses, and a hub of support for victims of the June 14th fire. Plans to sell the historic building on Ladbroke Grove and move its residents to a wholly unsuitable replacement on Latimer Road were put on hold following the fire, after resident organisations pointed out to the council that they had been filling in the gaps vacated by the local authority in providing emergency relief work and supporting the North Kensington community.

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How do we know about the plans to sell? A council scrutiny committee meeting was filmed and posted online (the Canalside section starts after two hours). The details are in this Urban Dandy article. Continue reading

Lloyd Williamson Open Day

With the ever increasing take over of North Kensington real estate by the socially detached, we’ve seen learning facilities invade our community that are not even close to home-grown.

Not so with The Lloyd Williamson Schools. It’s probably the most local private school in the area with most students living within a mile or two of the school. On observation, it seems to express more of an interest in the teaching of ethics, cultural diversity and also, equipping the students to tackle the changing world, with an entrepreneurial spirit of open-mindedness.

I find their strict mobile phone rule fascinating. As insignificant as it may sound, I can say with confidence that you will never see anybody neglecting one and other distracted by a mobile phone, neither staff, parent or student. I don’t think the reason needs an explanation. For those who realise the distraction that devices have been on children and adults, you will be thankful for this little policy in your child’s surroundings, rest assured. The unique way that kids of all ages gender and race interact is very Montessori-ish, though it is not a Montessorri school.

 

Lloyd Williamson open days Wednesday the 14th March (10am to 7pm) and Friday the 16th March (10am -3pm).

 

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Writing/Poetry Workshop with Local Children

 

During half-term, Urban Dandy delivered a writing and poetry workshop to children at North Kensington charity Baraka Community Association. Eighteen children from local primary and secondary schools attended and explored methods for self-expression through writing short articles and poems.

As it was the 14th of the month, children considered memories and feelings evoked by the Grenfell Tower fire, eight months on. The group mind mapped their experiences during and since the fire. They then shared their memories of that day and how they have seen it affect their community, from the surreal experience of attending school on the 14th June to how people coped over the long summer.

Producing a piece of writing, the young people were free to choose their subject. Many went for Grenfell, but others wrote on other aspects of their lives. In both cases, the focus was on expressing ideas and feelings from their own experiences, rather than conforming to ideas about what they should write.

As the workshop was designed to be off-curriculum, the children heard about finding their voices, how to have a real impact, identifying a ‘hook’ for their pieces and writing for an audience, not a teacher.

London’s finest poet, Mark Bolton, then explained the process of writing poetry, and his own poetic journey. He read out his first ever composition, followed by the much more recent Aisha and the Sea, which was written in the aftermath of the fire.

Inspired and encouraged to open up, the kids then set about writing their own poems, and the workshop ended with everybody reading out loud what they had produced.

A number of the children took their work away to develop it and complete it. We hope to be able to publish a few pieces on Urban Dandy soon…

Writing workshop 6

 

By Tom Charles

 

RBKC Council Selling Vital Community As$et

By Urban Dandy

 

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Canalside House on Ladbroke Grove

 

 

Less than eight months on from the Grenfell Tower fire disaster and Kensington and Chelsea Council’s money grab in the North Kensington community is back in full flow. Canalside House, one of the last remaining spaces utilised by charities, the voluntary sector, small businesses and other local enterprises, is to be sold to property developers. The decision raises questions about whether the Conservative council has learned any of the lessons of the Grenfell Tower fire, which was the culmination of years of neglect, indifference and wilful ignorance by the local authority. In the run up to the crucial local elections in May, the decision to sell Canalside represents a calculation by the local authority that the local population will be apathetic as one of the community’s last assets is stripped.

Context

Canalside House, less than a mile from Grenfell Tower, is home to almost 20 organisations, most of which have played a direct and ongoing role in supporting the community in the aftermath of the unprecedented fire on Lancaster West estate on June 14th. In the absence of a serious local authority response to the disaster, local organisations and their volunteers stepped into the void left by the Tory council. The council is widely believed to be responsible for the 71 deaths and incalculable trauma in North Kensington.

Kensington and Chelsea has a large number of charities, but it is a borough that needs them, owing to the grotesque levels of inequality and high levels of poverty, much of which is concentrated in North Kensington. Canalside House is one of the main hubs for community organisations, serving hundreds of local people.

Backstory Continue reading