Role for social enterprises if British Waterways moves out of state control

Britain's 2,200 miles of canals and rivers looked after by British Waterways could move from state control to the third sector if a plan proposed by that organisation is approved.

British Waterways, the public corporation responsible for the majority of Britain's canals and rivers, last week called on social enterprises to take part in the six-month public debate which could lead to it being recast as a charitable trust.

British Waterways' chairman Tony Hales spoke about the regeneration potential of canals and rivers and highlighted the possible role for social enterprise.

He said: ‘The waterways have had an extraordinary rebirth since the middle of the last century when all but a handful of enthusiasts viewed them as dangerous ditches.

‘The waterways have enormous potential to initiate and enhance neighbourhood renewal, social inclusiveness and community interaction.

‘In the long term we believe that the waterways should join the great family of voluntary sector organisations and good causes which have achieved so much for our heritage, wildlife and landscapes.'

Hales said the aims of British Waterways as outlined in its Twenty Twenty strategy published last month were ‘closely aligned with those of social enterprises'.

‘This includes building a greater sense of shared responsibilty for the future wellbeing of the waterways,' said Hales, ‘and we hope that social enterprises will join in our public debate on Twenty Twenty and the future of our canals and rivers.'

Development Trusts Association national director Steve Wyler welcomed the ‘interesting' debate.

He said: ‘We're very keen to be part of the debate and eager to explore where there are community asset and management opportunities that could add further value to this amazing national resource.

‘Our asset transfer unit may be able to help and we're certainly keen to explore that.'

The Safe Anchor Trust is a social enterprise that has been working with British Waterways since 1995 to regenerate the canals in its area of Yorkshire providing access to the canal for people with special needs and elderly people. Its founder Les Moss said social enterprise involvement in the debate was important.

‘Speaking from my experience in the civil service as a probation officer for 30 years and working with British Waterways, my personal view - and this is not the view of the trust, is we need to ask a lot of questions and nail government to the bloody wall in terms of "what if" scenarios,' said Moss.

‘Flooding will be a major issue in years to come and a new weir costs a million quid - that's not small money. To give another example, lock gates cost £30,000.

‘Over the last few years they have opened up canals on the back of money from the lottery and Europe and those days are gone, so there are a lot of questions that need to be asked about where the money will come from.

‘Within social enterprise there is tremendous potential but I believe it needs to operate in specific local situations or nationally across single issue development and here we are talking about a major body with very broad responsibilities.'

Work commissioned by British Waterways from accountants KPMG showed that the waterways are underfunded each year and suggested that a change of status could improve the organisation's ability to raise new income.

British Waterways states in its Twenty Twenty strategy that ‘a gradual move to the voluntary ‘third' sector would not only help with this but would also allow more community involvement in the running of the waterways, and provide the right framework for another 200 years of success'.

The organisation would seek to have its annual deficit grant funding changed into new government contracts that would give a clear understanding of the role of the waterways in public life and greater certainty in planning future expenditure.