BUSINESS PLAN 2016/17-18/19

1 Introduction 1.1.1 This three year business plan sets out the Trust’s plans to 2019. It reflects the ambitious 10 year strategy recently published by the Trust: https://canalrivertrust.org.uk/media/library/9347-living-waterways-transform-places-and- enrich-lives-our-10-year-strategy.pdf

1.2 The planning process adopted has been led by this strategy, with resources aligned with the long term targets that the Trust has defined, incorporating also local input from our Waterway Partnerships, and local customer priorities.

1.3 The background to this Plan is a very successful three and a half years in which the Trust has developed, with strong financial performance and growth in a range of other measures from volunteer numbers to active ‘Friends’.

1.4 This success provides a firm foundation for this new business plan especially as this is the second year in which the Government Grant payments include an additional £10m of conditional grant.

2. Summary of the Plan 2.1 The Plan has been formed to incur a £5.5m deficit in the first year (16/17). This draws on the significant surplus generated by the Trust since 2012 and deploys it to ensure that expenditure on the Trust’s charitable activities grows steadily, as shown in the chart below. The plan returns to a small surplus in 2017/18 and 18/19. 250 INCOME 200 150

£m CHARITABLE EXPENDITURE 100 50 0 Actual Actual F'cast F8 Plan Plan Plan

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Income is not expected to grow in 2016/17 after three years of good growth, reflecting the cycle of the Trust’s joint ventures, which are expected to give little return this year during a build phase (ahead of stronger return in 2017/18), with boat licence fees frozen and many other income lines flat as a result of zero inflation for most of the last year. Income growth of £10m per year is anticipated for the second and third years of the plan. An additional £2m is also being diverted to the Trust’s Pension Accumulation Fund each year. The headline Plan numbers are shown in the table below:

3. Breakdown of the Plan

Income 3.1 The table below shows the breakdown of income forecast in this plan.

Expenditure 3.2 From the table and chart in 2.1, it can be seen that the Trust’s charitable expenditure grows steadily through the plan, broken down as shown below: Figures in £m Charitable Expenditure 2015/16 2016/17 2017/18 2018/19 Actual Plan Plan Plan Waterway Operations and Maintenance (81.1) (82.6) (83.8) (86.3) Partnership and Customer Service Improvement Projects (1.0) (1.2) (1.0) (0.8) Major Asset Repairs and Third Party Funded Projects (37.5) (37.5) (37.4) (42.0) Dredging (7.2) (7.0) (9.0) (9.0) Museums, Attractions, Education and Interpretation (4.1) (4.0) (4.3) (4.4) Total Charitable Expenditure (130.9) (132.3) (135.5) (142.5) 3.6 The table shows the bulk of the charitable expenditure is on the day-to-day operations, maintenance and ‘asset management’ of the waterways - which includes the winter stoppage programme, vegetation, refuse and other operational contracts, and planned preventative maintenance activities. This shows an increase, as our asset management plans shift the focus slightly from large major works projects to these day-to-day interventions, especially as third party-funded projects rises. The amount committed to dredging also rises over the plan. 3.7 A small separate fund has been set aside for Partnership projects and local customer service initiatives generated through local user engagement by the waterway teams. The projects identified for 16/17 are summarised at Appendix 1.

3.8 The main projects in the Priority Works plan are shown at Appendix 2.

4 Outputs 4.1 Whilst the Trust is increasing its input to the maintenance of the waterways and its wider public benefit delivery, it will also be measuring its output to ensure that it is achieving its objectives in addition to its financial targets. This includes the following key measures:  the percentage of assets in the worst condition (grades D and E) will remain around 14% through the plan, well below the threshold level set by Government in its contract with the Trust, with flood-related assets remaining below 2% in the worst condition  we target to reduce the number of days of unplanned navigation closures on the waterways to no more than 650 days in total across our 2,000 mile long network, well down on 2015.  volunteer numbers will continue to rise, with a target of over 500,000 hours for 16/17 after the success in reaching over 470,000 hours last year  Friends and other regular donor numbers are targeted to reach 22,500 by the end of 15/16 up from around 17,000 at 31 March 2016.  We are targeting to reach 180 community adoptions by the end of 16/17 up from around 150 today  We plan to reach 70,000 school-children with our education programme, up from 64,000 at the end of 15/16  We plan to continue to grow the value of our investments (our ‘endowment portfolio’) by greater than the market increase.

5 Strategic Programmes 6.1 To help focus the Trust on delivering our key priorities, a set of strategic programmes has been identified, shown in appendix 3.

6. Conclusion 6.1 This plan sets out the route to further progress for the Trust. Taking advantage of our financial independence to ensure a steadily rising spend, balancing deficit one year with surplus the next, whilst remaining financially prudent - whilst also extending our impact on public benefit in line with our long term strategic goals and delivering local priorities. This plan gives us a firm basis upon which to build our vision of living waterways which transform places and enrich lives.

Richard Parry Chief Executive April 2016 APPENDIX 1: LOCAL PARTNERSHIP PROJECTS & CUSTOMER SERVICE INITIATIVES

Projec Project t No. East Midlands Development of spare building at Drakeholes as a multi-use facility (education / 1 volunteering / welcome station) 2 Installation of mooring rings / bollards on the Notts Beeston Canal 3 Solar lights at Torksey Visitor Moorings 4 Installation of mooring rings / bollards on the Erewash Canal 5 Improvements to canoe trails (Phase 2) Events: A number of events (waterside fun days) are proposed to be run around the 6 Waterway and could include Nottingham, Lincoln, Trent Lock and Worksop 7 Badger Vaccinations in association with Notts Wildlife Trust 8 Bioblitz: Hold 24 hour bioblitz's at 2 sites within the East Midlands 9 Improvement to Barkers Lock site (Interpretation and disabled access) 10 Improvements to Tinkers Lean (Interpretation and clean up) 11 Canoe Trails - River Soar (Stage 2) West Midlands 1 Graffiti removal - purchase of kit or funds to deliver/match fund 2 Engagement initiatives - political, faith, education etc. Anti slip works to visitor mooring pontoons – B’ham, Walsall, Wolverhampton. Replace 3 slippery timber anti slip boards with GRP mesh decking New secure visitor moorings on offside - North BCN. This may require associated 4 dredging 5 Improvement works to Kinver CSF to remove reactive calls. 6 Birmingham City Lighting - new maintenance following transfer 7 Purchase of promotional and events kit for waterway to use at events 8 Growing Youth Volunteering 9 Canoe Trail - Tamworth Loop Destination Management Plans: Develop concept and produce DMPs for key waterway 10 destinations beginning with Fradley 11 Fradley Junction : Improve existing grass surfaced overflow car park to all weather 12 Noticeboards/Information Boards 13 Welcome Stations : Development of welcome stations Kennet & Avon Water Space Study - •Improve our evidence base- this will enable us to make more informed decisions, especially with regards to boating requirements and policy guidance 1 for boat dwellers. •Consult with key stakeholders- this will ensure that local people and businesses are engaged and involved with the process of restoring our river/canal networks 2 Gateway sign at east end 3 Business Plan for Bridgwater and Taunton 4 Destination signage 5 Highways Mitigation Costs at Higher Maunsel (road signs/markings - SCC) 6 Crofton Access Track Repairs 7 Bollards at Great Bedwyn Wharf 8 Bollards at Lock 10 to Deep Lock, Bath 9 Replacement of Non Slip on Bridges London 1 London Mooring Policy continued development working with National Framework Visitor destination management plans including access signage with key develoments in 2 Kings Cross and Camden Develop a new waterside event in conjunction with other organisations eg Hillingdon 3 Council 4 Visitor destination signage/interpretation at 5 sites Provide additional boaters rubbish compounds on the Grand Union canal, including 5 signage Provide additional boaters rubbish compounds on the Paddington Arm, including 6 signage 7 Move waterpoints from lock side to beyond at Old ford on Regents Canal and River Lee 8 Mooring rings winter mooring 9 Visitor /winter mooring signage - consistency upgrade APPENDIX 1: LOCAL PARTNERSHIP PROJECTS & CUSTOMER SERVICE INITIATIVES

North East Additional noticeboards covering stoppages, restrictions, events and volunteering 1 opportunities Working with PCAS (Canal Society) to support restoration between Melbourne and 2 Bielby Arm (1.5 miles) Promote destinations (Signage and Interpretation) linked to target communities to encourage visitors to visit and to attract investment, grow fundraising etc. (Salterhebble 3 (2), Fall Ings (2), Brighouse (2), Tinsley (5), Ripon (5), Sprotborough (3), Brookfoot and Elland (2)) Stakeholder engagement plan - continue to build and maintain positive relationships 4 within the regional business and political community Continue to build links with Welcome to Yorkshire - helping to place NE Waterways as 5 an essential offering in WTY strategies and promotions - engage in open days and all waterway related events Develop a range of marketing material which improves promotion for the Trust at Leeds 6 and supports the Waterway / Volunteers at Leeds Waterfront Festival, Brighouse, Goole, Heck (Festivals) and all open days Leeds Waterfront Festival - Contribution to running of 2016 / 17 Leeds Waterfront festival as a key calendar event in the Lead to L and L Bicentenary celebrations. Historic 7 contribution of 10K - Event attracted >10K attendees to our waterway in 2015 / 16 recommend contribution is increased this year to improve promotion of Trust and develop engagement and fundraising 8 Increased use of social enterprise for vegetation contract delivery & Pennine Green Flag: Develop Green Flag From Current Macclesfield Canal - include Peak Forest 1 Canal and Marple Aqueduct - secure GF Heritage award Transhipment Warehouse Whaley Bridge: Identify proposed development strategy for the Transhipment Warehouse, Whaley Bridge. Secure long term future. Likely outputs 2 are sufficient development for a planning application to be made. Goal to remove building from buildings at risk register Pennine Festival: Continue support to local festival events on Rochdale and 3 Narrow Canals - promoting use of the South Pennine Ring. Links to Operation and Maintenance project, and Engagement Strategy Creation of a Manchester Hub: Identify site, arrange for temporary creation of a small 4 office space/ front of house space - aim for proof of concept for long term permanent presence in Manchester Proposed Manchester Spatial Strategy: Work with Greater Manchester Combined Authority team to ensure that waterways are included within the new GM Spatial 5 Manchester Strategy/ development of a prospectus may be required. Goal to achieve separate section in the strategy related to Waterways. Re-negotiation of Operation & Maintenance agreements for Huddersfield Narrow Canal and to secure long term LA financial support. Develop an evidence base 6 and business case and visioning document for Huddersfield Narrow Canal corridor. Political networking and influencing. Standedge Development Plan: commencement of work streams related to outcome of 7 development plan. Development and Engagement Strategy outcomes: Funds sought to facilitate roll out of 8 engagement activities in communities. Attendance at key local events - Middlewich Folk and Boat Festive, Manchester Pride - requires funds 9 General Rebranding completion: Conclusion of works to rebrand destination locations 10 Growing Youth Volunteering 11 Angler Taster Sessions 12 Schools Programme Key Stage 3 North Wales & Borders Resurface the access road and car parking areas at the Ellesmere Office - currently 1 large pot holes and no desingated disabled parking or visitor parking, and repalce the drinking water pipes 2 Improve the visitor mooring facilities and towpath in Gnosall Trevor Visitor Centre Improvements- to utlise the outdoor space that has been created in 3 early 2015. Extra picnic tables and also a sandpit playarea for children. Review of Welfare provision for staff at Saltersford, Marsh and Dutton Locks on River 4 Weaver APPENDIX 1: LOCAL PARTNERSHIP PROJECTS & CUSTOMER SERVICE INITIATIVES

Continuation of project for locally driven Management Plans for the Trust’s top 5 Destinations. Undertake a Destination Management plan for Chester - Shropshire Union canal (change location to World Heritage Site, linked to management plan) Work with partners and internal teams to determine Trusts and wider partners 6 aspirations for WHS; to facilitate meetings and produce outcome/vision. Cash to undertake joint studies with Wrexham BC & Eastmans prior to planning application Consolidate the improved unpowered access gap analysis by reopening an access point 7 at Calverley as part of the wider community engagement project Explore the ways in which the waterways can be used to support improved health 8 outcomes Planning obligations strategy/section 106 strategy. Identify priorities for engagement with 9 local planning authorities on and around the waterways Montgomery Canal- Engagement with local groups to promote the canal and support the 10 ongoing bid for restoration North West Lancaster focus project to create additional visitor moorings and reduction in some dwell 1 times to improve accessibility to busier sites. Replacement signage and new notice boards have been installed. Increase visits to canal towpath: seeking funding for towpath improvements of £1m 2 working with local businesses to bring in a range of environmental enhancements Working with restoration Northern Reaches & Sankey Canal groups to promote the 3 restoration of these canals Stainton Aqueduct was severely damaged by Storm Desmond in December 2015. We are now working with the local community and our Enterprise team to raise funds to 4 repair the structure, after completing stabilisation works. This is the gateway to the first furlong of the Northern Reaches. Establish a solution to allow repairs to the rock face springs branch rock fall adjacent to 5 the Springs Branch of the Leeds and Liverpool Canal and clearance of the considerable rock fall within the canal Wigan Pier working with the council to incorporate the canal into the development plans 6 for this area. Leigh Strategic Improvement Area: including environmental improvements to one main access point with Friends funding and are now working on our second major scheme. 7 We have cleaned graffiti, planted bulbs and wildflowers and provided benches. Second Leigh Canal Festival 10/11 September. We have a Destination Management Plan for the area which will start to be implemented next year. Blackburn Strategic Improvement Area We have worked with local businesses and 8 Council to create a Blackburn Check Trail vision and action plan, including environmental improvements and supporting the canal festival. Liverpool Waterspace implementation steering group to implement additional animation 9 on the water, development of other areas by partners. Rolling out brand awareness at Liverpool South Dock this year and next. South East Destination Management Plans x3 (Tring, Oxford Canal Corridor, Hillmorton, Thrupp or 1 Banbury) Grow the number of adoptions - implement community adoptions in 3 places with some 2 seed corn funding and 3 pocket adoptions 3 Grow user and visitor numbers at Foxton Sport related project - Jointly secure and implement lottery funded project in South East 4 Waterways with Sport England Grow the number of corporate adoptions - x1. Establish a database of corporates and 5 businesses (national and local) & approach through business network groups (business breakfast) - business in the community Waterways on Prescription pilot (one county or unitary authority selected) to engage with 6 the health bodies / authorities / GP commissioning bodies - grow blue gyms Develop and implement a programme of new angling activity - Watford event & Hemel 7 Community Fishing Club. Youth participation events and migrant community event 8 Events budget - presence at regional events and open days 9 Visitor moorings - prioritising winter mooring sites 10 Crick Boat Show South Wales & Severn 1 Dog Waste bins -across the waterway APPENDIX 1: LOCAL PARTNERSHIP PROJECTS & CUSTOMER SERVICE INITIATIVES

2 SSW - River Severn Webcams 3 Holt Lock Angling Car Park 4 Diglis Island Welfare for staff and volunteers 5 Floating Welcome Station Lease Engage with local Parish Councils and build positive relations. Contribute to at least two 6 stakeholder publications per annum Produce and implement Local Stakeholder Engagement Strategy (including stakeholder 7 mapping) & Local Community Engagement Strategy e.g. riparian MPs; Council Leaders; Funding Partners; etc To provide and secure adoption of a community workboat for the Worcestershire waterways. Identify a suitable boat and secure the necessary resources for its 8 conversion. Work with a local group to secure the boats adoption, and provide the necessary support to develop a volunteer programme 9 Develop a plan with key stakeholders to maximise the potential of Diglis Oil Basin Work with key stakeholder groups in Swansea to develop a project to restore the buried lock at Clydach Council depot and open up a new canal corridor, linking two currently 10 disconnected sections. Agree with Swansea County Council an achievable development strategy for the site by end 2015. APPENDIX 2: SIGNIFICANT PRIORITY PROJECTS / MAJOR WORKS 2016/17

Project Name / Location

National Grouting 2016/17 Culvert Surveys 2016/17 Carpenter's Rd Lock Restoration WN-003-003 Marsh Lock - Weaver LP-001 Prees Embankments US-002-001 Upper Bittel Reservoir National Bridge Painting CA-027-005 Horbury Culvert No. 10 PF-013-004 Collpsd Retain. wall Marple SR-002-002 Brick Lock BF-011 Minworth Embank and Waterway Wall Culvert 8 on Rufford Branch Culvert 4 Rufford Branch PF-001-003 River Tame Aqueduct South Oxford canal - Lift Bridges TV-008-009-L Spouthouse Wash Wall MP High Prop D and E Assets 2015 to 19 XQ-001-001 Slipper Hill Reservoir LA Wet Abutment Repairs 2015 to 2017 Cricket Club Embankment Rishton Reservoir LL M&E Swing Bridge Improvements MP Washwall Repairs 2016/17 to 17/18 Project Investigations 2016/17 MB Leak Risk Management Strategy MO Culvert 40 repairs Embankment 8, Rugby GL-020-007 Park Farm Cottage Culvert National Lock Ladder Improvement HN - Tail Goit Culvert GU-139-009 Soulbury Pumping Station Tringford PS - Building Fabric Repairs LN-013 R Lee Waterway Wall Repairs HS2 - Consultation & Technical Approval BCN Canal Bridges Phase 2 Accomodation Bridges Phase 2 Battyeford Overflow Weir Sluice Refurbishment SD-001-015 Masthouse Terrace Pier CA-016-007 Battyeford Culvert No. 5

APPENDIX 3 : STRATEGIC PROGRAMMES 2016/17

Ref No Programme

01-SP16/17 Revised Asset Management Strategy and New Asset Condition Index

02-SP16/17 Direct Services Priority Works Programme

03-SP16/17 IDT Priority Projects Programme 04-SP16/17 Dredging Programme

05-SP16/17 Flood Repair Programme

06-SP16/17 Operational Contracts Programme 07-SP16/17 Operational Property Review & Accommodation Strategy

08-SP16/17 Investment Strategy Delivery

09-SP16/17 Brand Development and Positioning Work 10-SP16/17 Destination Development & Management Plans & Accreditation Programme

11-SP16/17 Full Accreditation for Museums awarded by Arts Council & Museums Development Programme

12-SP16/17 Signage Roll-out Programme 13-SP16/17 Volunteer Journey Programme

14-SP16/17 New Mooring Policy & Mooring Strategy Programme

15-SP16/17 Customer Relations Management Strategy & Implementation 16-SP16/17 Transformation of Complaint Management Programme

17-SP16/17 Local Partnerships & Customer Service Improvements Programme

18-SP16/17 EA Navigations Transfer Options Project 19-SP16/17 Fundraising & Enterprise Programme

20-SP16/17 Development & Implementation of Productivity Performance Measures

21-SP16/17 Growing Our Trust / Investors in People Culture Change Work Streams Implementation 22-SP16/17 Organisational Development Programme

23-SP16/17 Employee Brand Programme

24-SP16/17 Diversity Action Plan Implementation 25-SP16/17 Phased Implementation & Reporting of Approved Outcomes Measurement Framework

26-SP16/17 Pension Scheme

27-SP16/17 IT Resilience Project 28-SP16/17 Organisational KPI Development Programme

29-SP16/17 Devolution Engagement & Positioning Programme

30-SP16/17 DCLG Green Flag Award® scheme 31-SP16/17 Learning & Interpretation Strategy & Learning Programme

32-SP16/17 Combined Delivery Programme for Funded Community Initiatives 33-SP16/17 Apprenticeship and Heritage Trainee Programme

34-SP16/17 Operational Delivery and Efficiency Model

35-SP16/17 Joint Ventures Programme