Make Your Votes in February Count
Support Jonathan Callaway, John Cameron, Shirley Gillbe and Brian Rutherford in the WPCC election
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Jonathan Callaway
Why do you want to be a Conservator?
I have been a Putney resident since 1988 and have always enjoyed walking and cycling on both Wimbledon and Putney Commons. I love these open spaces and greatly value the feeling of the open countryside they bring close to the heart of London, especially as I am a keen birdwatcher.
The independence of the Commons was established by the 1871 Act to ensure they remain free of local government and political control. I will work tirelessly and collaboratively with fellow trustees and management to maintain this independence and preserve the Commons in their natural state.
Like many residents I was concerned when the Charity Commission opened a Statutory Inquiry in August 2016 and appointed an Interim Manager in May 2017. While we must let the Commission complete its work there remains much that trustees can do to steady the ship and stabilise finances. I am keen to contribute to this.
What experience and skills do you feel you could bring to the role?
After a career in international and investment banking I have undertaken a number of roles in the voluntary sector. I am currently Deputy Chairman of the Putney Society, a trustee of the Battersea Arts Centre and a member of the Board of the British Library (a ministerial appointment). I was formerly a trustee of Wandsworth Museum and I have been a Magistrate
(JP) since 2005.
My experience in the charity sector enables me to bring management experience, governance expertise, knowledge of the benefits of collegial working and fundraising experience.
My professional banking career enables me to bring a good understanding of financial matters including business plan preparation, cashflow planning and budgetary control.
While my strong preference is to work collaboratively I will not shy away from tough decisions if they are needed. I believe it
is important to build closer relationships with all stakeholders, including local residents and Commons users.
How will you support implementation of the Commons’ Vision and Strategy?
I fully support the principal elements of the Strategy, especially:
• Safeguarding the Commons as open, unenclosed and unbuilt-on spaces free from intrusive commercialisation while
protecting the rich wildlife and maintaining SSSI status
• Engaging with local communities, especially through the Stakeholder Group (on which the Putney Society is well
represented). Improving communications with all levy-payers is crucial, including consultation on any new measures.
I believe the Strategy needs to be underpinned by a rigorous business plan based on close control of costs and optimisation
of new revenue sources, given the persistent operating deficit and the possibility of yet more expenditure on professional
fees.
I accept that the charity’s constitution and the 1871 Act need updating but see this as a longer term issue. The Conservators
need to operate as openly and transparently as possible and the publication of the Strategy is a welcome step in the right direction.
John Cameron
Why do you want to be a Conservator?
Self-inflicted financial stress has put the commons under threat. £400,000 has been wasted on legal
fees in a futile attempt to deny the indefensible. The 2017 accounts have been “restated” by £2.8m. The
levy maps are inaccurate. Assets have been starved of investment. In recent years the Trustees have
‘lost’ over £6m, due to financial mismanagement.
Despite the numerous criticisms of governance the WPCC is still a cosy clique. Independently elected
Trustees are needed to act robustly, ONLY in the interest of the charity. These Trustees must be open,
transparent and accountable. They must adhere to, rather than ignore the law.
Weak Trustees will NOT protect the commons for future generations. Managing the commons or charity is not difficult. Keep
it simple, do it well, be a little better each year. Employ competent management. Elect Trustees who bring high standards of
governance, transparency, clear communication. Questions / comment E: wpcctrustee@gmail.com
What experience and skills do you feel you could bring to the role?
“…there is or has been MISCONDUCT or MISMANAGEMENT in the administration of the charity* …” * Charity Commission, September 2016.
The Statutory Inquiry instituted by the Charity Commission in 2016 is expected to report in 2018. The Interim Manager
continues the investigation into “whether the decision taken by the Charity was taken properly and in the best interests of the
Charity or whether it would be in the Charity’s interests to seek to recover funds from any of the relevant parties”.
As an elected Trustee, despite being unlawfully excluded, I have detailed knowledge of the misconduct and mismanagement
by current Trustees and executive. I am also aware of the undeclared conflicts of interest between Trustees and professional
advisors. This knowledge will be crucial once the outcome and directions of the Commission are published. Implementation
must be by Trustees who are prepared to act appropriately and not further obstruct regulatory investigation.
How will you support implementation of the Commons’ Vision and Strategy?
The 1871 Act that created the commons is as relevant today as it was 150 years ago. With competent, focused Trustees this
legislation is sufficiently robust to protect the commons, ensuring they remain natural, protected, unenclosed.
‘Nonspecific’ amendments to the 1871 Act could remove democratically elected Trustees, accountability, transparency; in
effect ‘privatise’ the charity, allowing it to be managed by the executive and ‘handpicked’ Trustees. Levy payers will lose the
only control mechanism they have – the democratic election of Trustees.
The CV&S document is overly ambitious, uncosted, undeliverable. The proposed creation of a further group, ‘Supporters of
WPCC’, will cause confusion, as unaligned groups vie for authority. Research of “…where WPCC sits in terms of its purpose
and place within Greater London” or “…developing and promoting a brand for WPCC that defines its special qualities” is a
POOR use of money.
Better to repair the footpaths - then maintain them.
Shirley Gillbe (gillbesi@gmail.com)
Why do you want to be a Conservator?
A Putney resident for four decades, I have loved the beauty and wildness of the Commons since I first
discovered these jewels embedded in the hurly-burly of urban life. I marvel at the power of nature to
inspire and surprise and feel a strong sense of stewardship.
The Charity has endured difficult times since the significant undersale of the access rights to the old ‘Putney Hospital’ site became apparent.
The Charity Commission Statutory Inquiry has my full support. I believe that it serves the interests of the
Charity to ‘unlock the truth’ of the undersale and the alleged mismanagement and misconduct, allowing
the Charity to settle the dispute once and for all. After the recommendations of the Statutory Inquiry are implemented I will
return to my 2015 goals, namely:
• Implementation of 2014 Governance Review
• Stabilisation of finances
• Prevention of commercialisation
• Maintenance of Special Scientific Interest status
What experience and skills do you feel you could bring to the role?
A zoologist by training I have experience as a bedside nurse, hospital manager and healthcare planner consolidated by a
Diploma in Management Studies and an MBA. A committed environmentalist, I continue to follow my interests in biology,
ecology and conservation.
Business and management training have equipped me to administer all facets of a business, practically and strategically.
I understand and can apply human resource principles, financial management and governance to achieve the goals of the
Charity.
I was elected with the most votes in 2015 and will provide continuity vital to the governance of the Charity without baggage
or prejudice.
As a Conservator I have worked only to serve the Charity’s interests. I have acted independently, impartially and used my
judgement to inform my decisions, seeking expert advice when I considered it necessary. My innate sense of fairness and
common sense have guided me through challenging periods for the Charity.
How will you support implementation of the Commons’ Vision and Strategy?
By listening to levy-payers and working with them, other stakeholders, the staff and the Board to deliver robust and
successful management of the Commons for the benefit of all.
By applying the skills and expertise I have described and crucially, ensuring that there is a sound Business Plan and strong
financial control.
By understanding that whilst a Vision is just that, the Strategy underpinning it is iterative and organic. Desirable goals that
are achievable within available resources must be prioritised and adapted if necessary to fit external changes.
Achieving these will secure the future of the Commons and ensure that they continue open and unenclosed as their
founding Act in 1871 intended such that our children and grandchildren will too be able to marvel at the power of nature a
brief bus ride away from the centre of one of the greatest cities in the world.
Brian Rutherford
Why do you want to be a Conservator?
Having been fortunate enough to live in Putney for 25 years the tranquillity of our open spaces, which
so many of us enjoy, is in stark contrast to the noisy infighting which the WPCC Board has served up
over recent years. This disharmony detracts from the good work of the WPCC and its staff and has to
stop. We should all be concerned that the Charity Commission found it necessary to launch a Statutory
Inquiry and appoint an Interim Manager and while we should not pre-judge the outcome of this Inquiry
as levy payers we deserve more from our Conservators (past and present). We need Conservators who
are focused on the Commons not themselves, who are committed to preserving the Commons, who are
prepared to act openly and transparently and who will communicate clearly with all levy-payers.
What experience and skills do you feel you could bring to the role?
The Accounts show the Board is spending too much money with lawyers and other professionals in dealing with the Charity
Commission’s investigation into misconduct. Whether the under-sale at the hospital site was an error or otherwise the
Board’s inability to resolve this is disappointing, brought on the Statutory Inquiry and necessitated the appointment of
an Interim Manager. The cost of all this reduces the Charity’s already depleted reserves. Money which should go towards
preserving and enhancing the Commons. As a former banker and solicitor with broad experience spanning conflicts
of interest, corporate, finance and litigation (including a number of years as a member of my then firm’s Management
Committee) I consider myself well qualified to provide support to the Charity on financial, legal and management matters.
I am also a founder trustee of a charity providing educational support for disabled children and through this have direct
experience of governance requirements.
How will you support implementation of the Commons’ Vision and Strategy?
Like the Commons themselves I see the Commons’ Vision and Strategy as a ‘living’ matter which will be subject to update
to reflect the diverse needs of the Commons as they arise always under the guiding principle set out in the 1871 Act. Namely
that the Commons should remain open and unenclosed, the natural aspect preserved and accessible to all. While the Board
has approved the strategy the advice of the Charity Commission at the conclusion of their Statutory Inquiry will need to
be followed and this may impact the Commons’ Vision and Strategy. Subject to this I see the role of the Conservators as
one where they promote the Commons Vision and Strategy, test and challenge management (and where necessary the
stakeholders) over its implementation, provide appropriate support and relevant expertise to ensure objectives are met.
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January 30, 2018