The Secretary of State has appointed four new Board Members to the National Lottery Community Fund

Richard Collier-Keywood OBE

Richard Collier-Keywood, OBE, is the Chair of the School for Social Entrepreneurs, the Chair of Fair4All Finance (the UK financial inclusion organisation funded by dormant assets), the Chair of Big Education and the Chair of New Forest Care (a company that provides bespoke care and education to children with complex needs). He is also on the Board and chairs the finance committee of Women of the World Foundation, a UK charity focused on diversity and equality and St George’s House based in Windsor Castle. He is also on the Board of CoGo, a social enterprise tech start-up based in New Zealand, Australia and the UK, focussed on empowering consumers in their climate choices.

Previously Richard was a senior adviser to DCMS (2017 to 2021) and Global Vice-Chairman of PwC from November 2011 to February 2017 and served as Managing Partner of PwC UK from 2008 to 2011. Richard is a barrister and a fellow of the Institute of Chartered Accountants in England & Wales.

Stuart Hobley

Stuart Hobley has spent almost twenty years working in the grant-making and not-for-profit sector, including philanthropic and charitable giving, social finance, local authority funding for communities, and lottery grants. He is currently the Director of The Linbury Trust, an independent grant-making foundation that supports a wide range of organisations, across the UK and overseas. The Trust helps to fund public engagement in culture, as well as work to support people experiencing disadvantage and inequality, including homelessness, refugees, and asylum seekers.

Prior to working for the Trust, Stuart worked for the Heritage Lottery Fund in a number of roles, most recently as the Area Director for London and the South of England. Stuart is a member of the Mayor of London’s Cultural Leadership Board; a voluntary committee who advise the Mayor on the city’s arts and culture sector. This has included supporting and advising on the development and delivery of the acclaimed London Borough of Culture programme. In the last two years he has been on the judging panel for BAFTA Video Games Awards as well as helping to decide the Kids in Museums prestigious Family Friendly Museum of the Year award.

Helen Stephenson CBE

Helen Stephenson is Chief Executive of the Charity Commission for England and Wales. The Commission is a non-ministerial government department which employs around 400 staff and is responsible for regulating over 168,000 charities. She joined the Commission from the Department for Education where she was Director of Early Years and Child Care, responsible for the provision of free early education for disadvantaged 2-year olds, and all 3 and 4 year olds.

Helen previously worked in the Cabinet Office where she was Director of the Office for Civil Society and Government Innovation Group. She led the team setting up Big Society Capital and was responsible for running several of the OCS investment programmes, including the National Citizen’s Service.

Helen joined the Civil Service from the Big Lottery Fund where she was Head of Strategic Policy and Partnerships. She has worked for a large national charity as a development manager and as a researcher and consultant in the statutory and voluntary sector. Helen has a PhD from Bristol University.

Helen was on the Board of the Big Society Trust and the Advisory Group for NCVO, and was Chair of NCT until her appointment at the Charity Commission. She was awarded the CBE for services to civil society in 2014.

Peter Stewart MVO

Peter is an Executive Director at The Eden Project, with the responsibility for Eden’s charitable mission. This includes driving the key role that communities have in being able in being the foundation to taking on solutions to local and global issues of our time like climate change.

Peter’s career started in advertising agencies in London working on major behavioural campaigns including for The Guardian, Knorr, National Dairy Council (milk), Courage (Fosters, Courage Best and John Smiths), Proctor and Gamble, Philip Morris and Nestle. Agencies included JWT, Leo Burnett and BMP DDB. In the nineties Peter embarked on a new venture to run community public houses in Cornwall. A Cornishman, being immersed in the issues of local communities, this is where he started a family, marrying his wife Jane and having two children.

Working with local businesses, Peter joined the Eden Project in 2003, after supplying products to the Project since its opening. Since joining he has held many roles including Joint CEO from 2013-2014. He leads the biggest outreach programme, The Big Lunch, which is accredited with building social capital on a mass scale.

Peter was appointed to the main Eden Board in March 2012. In the same year he was also appointed a Member of the Royal Victorian Order (MVO) by HM The Queen for the community work driven through the Diamond Jubilee, as The Big Lunch played a major part in the celebrations. This work has continued in the recent Platinum Jubilee celebrations.

Board Members of the National Lottery Community Fund are offered remuneration of £7848 per annum. Helen Stephenson will not receive remuneration from the NLCF while she is Chief Executive of the Charity Commission for England and Wales.

This appointment has been made in accordance with the Cabinet Office’s Governance Code on Public Appointments. The appointments process is regulated by the Commissioner for Public Appointments. Under the Code, any significant political activity undertaken by an appointee in the last five years must be declared. This is defined as including holding office, public speaking, making a recordable donation, or candidature for election. Richard Collier-Keywood, Stuart Hobley, Helen Stephenson and Peter Stewart have declared no activity.

John Shakeshaft appointed Museum of the Home Interim Chair

John is a merchant banker, former diplomat and international company director. He has significant commercial experience in leading financial strategies, promoting responsible governance as well as acting as a trustee and chair in the Arts and Higher Education.

He is a trustee of the Institute of Cancer Research, Cardiff University, the Museum of the Home and the LSO Endowment Fund. He holds advisory positions at the Colakoglu Group, the British Academy, Trinity College, Cambridge, Corestone, AG and the Centre for Geopolitics, Cambridge. He was deputy chair of the Council of Cambridge University, a board member of Kinnevik, AB and chair of The Economy Bank, NV. He also served as a director of TT electronics, plc, Tele2 AB, Questair, Inc, Carnegie, AB and three listed investment funds. He was a managing director of Lazard and Baring Brothers.

This interim appointment has been made in accordance with the Cabinet Office’s Governance Code on Public Appointments. The process is regulated by the Commissioner for Public Appointments. Museum of the Home Trustees are not remunerated.

The Government’s Governance Code requires that any significant political activity undertaken by an appointee in the last five years is declared. This is defined as holding office, public speaking, making a recordable donation or candidature for election. John Shakeshaft has not declared any activity.

Published 7 July 2022
Last updated 10 August 2022 + show all updates

10 August 2022
End date of appointment extended from 15 August 2022 to 30 September 2022
7 July 2022
First published.

AAIB Report: Rotorway Executive 162F (G-JDHN), Loud noise from the engine, autorotation, rollover on touchdown

News story

The helicopter may have experienced a build-up of unburnt fuel in the exhaust system, which ignited while in flight, near Ledbury, Herefordshire, 2 April 2021.

The helicopter, a Rotorway Executive 162F (G-JDHN), was in a stable cruise when the pilot heard a very loud noise which may have been caused by unburnt fuel igniting in the exhaust. This resulted in the helicopter reacting in a way that the pilot could not rationalise in the short time available, so he successfully autorotated to land in a field. At the end of the ground run, the left skid caught on uneven ground and the helicopter rolled over onto its left side. Both the pilot and passenger managed to escape with minor injuries.

It is suspected that defects in the cylinder 3 exhaust valve sealing may have been the cause of unburnt fuel in the exhaust system

Read the report.

Media enquiries call: 01932 440015 or 07814 812293

Published 7 July 2022

AAIB Report: Modified Piper PA-46-350P (G-HYZA), Loss of power from hydrogen fuel cells to the electrical propulsion system while undertaking an experimental flight.

News story

During an experimental flight of an aircraft with an electrical propulsion system, with electrical power from hydrogen fuel cells, it experienced a loss of power to the electrical motors. A forced landing was carried out close to Cranfield airfield in Bedfordshire on 29 April 2021.

During an experimental flight near Cranfield Airport of a modified Piper PA-46-350P (G-HYZA), an electrically powered aircraft with electrical power from hydrogen fuel cells, suffered a loss of power to the electrical motors. This meant a forced landing was carried out, which severely damaged the aircraft, the crew were unharmed.

The loss of power occurred during an interruption of the power supply when, as part of the test procedure, the battery was selected to OFF with the intention of leaving the electrical motors solely powered by the hydrogen fuel cell. During this interruption, the windmilling propeller on the aircraft generated voltage that was high enough to operate the inverter protection system. This then locked out the power to the motors and the pilot and observer were unable to reset the system and restore electrical power.

A number of factors contributed to the accident:

Sufficient ground testing had not been carried out to determine the effect of the back voltage from a windmilling propellor on the inverter protection system.
The emergency procedure to clear an inverter lock out after the protection system operated was ineffective.
An investigation had not been carried out into a previous loss of power resulting from an inverter lock out, which occurred three flights prior to the accident flight.
The risk assessment had not been reviewed following the loss of propulsion on two previous flights.
Ad hoc changes were made to the flight test plan, including the position where the electrical power source was switched, without the knowledge of the competent person.
The competent person’s involvement was restricted in a number of areas due to issues within the organisational relationships, the fast tempo of the project, other work commitments and restrictions from the COVID-19 pandemic.
The operator’s chief executive and the flight test director took on the day-to-day management responsibility for much of the programme. However neither individual had the necessary safety and flight test experience for that role and their focus was primarily on meeting key project targets.

Five Safety Recommendations are made, and the operator has also taken Safety Action to address a number of findings from the accident.

Read the report.

Media enquiries call: 01932 440015 or 07814 812293

Published 7 July 2022

Inspection Report Published: An inspection of the Global Positioning System (GPS) electronic monitoring of Foreign National Offenders, March – April 2022

News story

This inspection examined the Global Positioning System (GPS) electronic monitoring of Foreign National Offenders, with a particular focus on the processing and flow of information through the Electronic Monitoring Hub from September 2021 to March 2022.

Publishing the report, David Neal said:

I welcome the publication of this report, which looks at the Home Office’s introduction of GPS electronic monitoring (‘tagging’) of Foreign National Offenders (FNOs) following the introduction of the Home Secretary’s duty in August 2021.

The purpose of tagging is to reduce absconding and increase the number of FNOs removed. This inspection found that the service is still in the first 6 months of roll out and so cannot yet demonstrate it is achieving these aims.

The Home Office’s Electronic Monitoring Hub (the ‘Hub’) had a positive workplace culture and were a strong team, but their efforts were blunted by cumbersome and overlong recruitment processes, and an underestimation of the scale of legal challenge. Staffing shortfalls resulted in delays to the 3-monthly reviews of those who are on a tag and a lack of use of formal sanctions for breaches, which threatens to undermine the effectiveness of the whole programme.

The Hub needs to have a clear plan for what can be achieved as the Home Office expands its use of electronic monitoring, including the delayed introduction of non-fitted devices, which is a key part of its strategy. A comprehensive training package for both existing and new staff, alongside the implementation of quality assurance processes and more effective performance management of the supplier, are required to help drive continuous improvement.

Further work is also needed to develop robust and assured data. Currently, there are inconsistencies in data across the Hub’s areas of activity, and no data quality framework is in place to ensure that information (including sensitive details of FNO movements) is being properly managed.

I made five recommendations in this report. I am pleased that the Home Office accepted all of these recommendations in full and that work is already underway to tackle the issues raised.

Published 7 July 2022