The Trust now has a clear path to completion of the overhaul, following agreement on the specification of the material to replace the stub axles and the big end crank pin on the crank axle. Approval by the rail VAB clearing the way forward.
The order for the crank axle replacement parts has now been placed. However, the lead time for the manufacture and subsequent re-assembly means that it is now impossible to get the overhaul completed by September 2020. Our new target date is to have the Duke operational again by mid-2021.
In accordance with Government guidelines on the Coronavirus, all Trust Working Parties have been temporarily suspended. These will be resumed as soon as it is safe to do so.
Target date of September 2020 set as the completion date for the Duke’s overhaul.
Dave Oliver appointed Engineering Manager in additional to Team Leader responsibilities.
Members and Support Crew open meeting at the Tyseley Working Mens’ Club.
Andrew Bailey appointed a Team Leader.
The Duke’s tender is lifted off its wheelsets, to enable a thorough assessment of the wheels and bearings to commence. TLW express an opinion that the crank axle for leading driving wheel needs to be rebuilt.
A crack was found in the centre cylinder, which needed to be thoroughly investigating. The treatment was found to be metal-stitching, which was completed later in the year.
Different fundraising initiatives commenced, to fill the funding gap that was clearly required to complete the overhaul by September 2020.
The tender bearings were inspected and were found to require replacing. The CAD design work for adjustments to the pistons and slidebars was completed.
At the end of October, the audited financial statements and annual report were submitted, on time, to the Charity Commission.
The Trust’s membership numbers were approaching 400 individuals. However, we had also had 44 members that had upgraded their membership contributions at various stages. The total ‘effective’ membership therefore stood at 435 members, with an annualised income of almost £79,000.
The chairman’s end of year review was circulated to all members, of which 323 were sent by e-mail and 62 by post.
Action taken to extend the Trust’s lease from 50 to 100 years. The Trust will now be the custodian of The Duke until 3rd December 2117
Latest Crew Support meeting held at LRMCA Tyseley with 22 in attendance.
Agreement reached between the Trust and Vintage Train CBS for the Duke to operate under the new Vintage Trains TOC w.e.f. 2019
Dave Oliver is appointed as the fifth Trustee for the BR Class 8 Steam Locomotive Trust, cementing the link between the Management Team and the Working Parties
Ian Murray leaves his position as Membership Principal for personal reasons. We wish Ian well in his future endeavours and know that he will continue to support the Trust.
John Cousins has retired as a trustee. John has been a loyal and generous supporter of the Duke for very many years and will continue with his membership along with making his counsel available to the Trustees. We express our sincere thanks to John.
The Chairman’s End of Year review was distributed to all members.
Meeting of Support Crew at LMRCA Tyseley.
Ken Grubb resigns as Engineering Principal, to spend more time with his family and also to take more care of himself, due to ongoing health issues
Meeting of Duke Support Crew at LMRCA, Tyseley to consider the new working arrangements following Ken Grubb’s resignation. Phil Sanderson becomes the Engineering Liaison Principal, supported by David East.
Trevor Tuckley resigns as a Director of 71000 Steam Locomotive Ltd in order to focus solely on the needs of BR Class 8 Steam Locomotive Trust.
Phil Sanderson takes on the role of Trust Secretary to complement his work as Engineering Liaison Principal.
Phil Sanderson is appointed as a trustee.
Long-term agreement reached between the Trust and 71000 Steam Locomotive Ltd for the custody of the Duke to rest with the Trust for 50 years.
Chairman’s End of Year Review (2015) published for all Trust Members.
Membership of the ‘Duke Trust’ exceeds 250 individuals.
Richard Holt appointed Support Crew Manager.
Extended management/organisational structure published.
HRH Duke of Gloucester becomes the Patron of the Trust.
The Duke’s boiler is lifted from the frames for the boiler overhaul work to commence.
Ian Murray agrees to become the Membership Principal for the Trust, allowing Ken Grubb to concentrate on the task of Engineering Principal.
Income from members exceeds £50,000 per annum (including GiftAid) as the number of members approaches 280.
A joint meeting of the Trust and the loco owning company met to review the progress on the Duke’s overhaul. The meeting received the positive news that the overhaul was progressing to plan, the membership continued to grow and the support crew team had expanded to 22 members.
Tyseley Open Days – 21 members of the Trust help with a sales and technical stand. The event is a big success for the Trust with 15 new members signed up.
Chairman’s End of Year Review circulated and in the first two weeks is read by 80% of all members.
Membership of the Duke Trust exceeds 300 – the target set for membership for the end of the year.
a) Treasury responsibilities added to Steve Wakeland’s portfolio who becomes Media and Treasury Principal
b) Copper for tube plate is invoiced to the Company
Jim Burrows resigns as Engineering Principal due to increasing external commitments.
Mike Hill joins the Management Committee as Commercial Principal
Membership annual income increases from £14842 on day one of the new Trust to £23440 at the end of the new Trust’s first year, a 58% increase.
“Prospectus for the Duke” launched with the objective to increase funding.. An A5 document will appear in Heritage Railway – April edition, Steam Railway – May edition and The Railway Magazine – June edition.
Membership of the Duke Trust exceeds 200 individuals.
New Duke of Gloucester website opened with enhanced capabilities and completely new ‘look and feel’.
LNWR Heritage contacted the Duke Trust Chairman to advise that they would be unable to overhaul the Duke in the forseeable future.
Emergency meeting of the Duke Trust Management Committee to examine alternative contractors for the locomotive’s overhaul.
Discussions between the Duke Trust and Tyseley Works resulting in an agreement that the Duke would be moved to Tyseley as soon as possible for the overhaul to commence before the end of the year.
The Duke, tender and support coach were moved to Tyseley.
Tyseley Works open days: Duke of Gloucester on display and a stand was available for members and prospective members to obtain further information.
Michael Hill resigned as Commercial Principal. Stuart Sladdin appointed as Procurement Principal.
First order placed with Tyseley Locomotive Works to commence the overhaul of the Duke.
An EGM was held by the original Trust at which the members present were asked to approve two motions. Firstly to approve the transfer of the residual assets of 71000 (Duke of Gloucester) Steam Locomotive Trust Ltd over to the new trust, B R Class 8 Steam Locomotive Trust. This was carried unanimously.
Secondly the members were asked to approve the formal dissolution of the original Trust. This too was carried unanimously.
Inaugural meeting of the new CIO at which the following Trustees were formally appointed:
A R Mitchell
T R Tuckley
The following officers were appointed:
T R Tuckley – Chairman of Trustees
A R Mitchell – Secretary
I Murray – Commercial Principal
D Martin – Treasurer
S Wright – Sales Principal
J Bennett was asked to focus, in the short term, on the work necessary to execute the decisions taken at the original Trust’s EGM.
The Trustees also agreed to delegate the day to day management of the new Trust to a working party which would have additional members.
This working party was charged with setting up the basics required to manage the day to day business of the Trust. This committee carried out an enormous amount of work in a short period of time setting up membership, website, structure etc.
During this period some members of the original Trust began to show dissatisfaction with the style of management of the new CIO and working party, finding its robust style very different from the one that existed in the old Trust. Despite explanation that there needed to be clear focus on functioning in a totally business like manner, with clear lines of responsibility and accountability, some individuals from the original Trust decided that they did not wish to remain part of the working party. This was shortly followed by John Bennett and Stuart Wright resigning as Trustees.
The new Trust and Management Committee continue to work hard to ensure that they have in place all of functions that are required in order to professionally manage the Duke through its pending overhaul and on into the future. This requires the help of committed, skilled and qualified people in all areas of business and the Trust is encouraged by the stature of the people who have committed to the cause and are only too happy to talk to anyone who feels they may be able to assist in whatever way possible.
The journey towards getting the Duke back onto the main line in a reliable and dependable condition has started and we are greatly encouraged by the professional help already in place to achieve this.
Ian Murray resigned from his role as Commercial Principal as a result of pressures on his time from other areas but he continues as a Trust member.
Nicola Warwick was appointed as Media Principal with responsibility for the day to day running of the website and online activities.
Nicola Warwick resigned due to the increasing work load involved in her full time job
Steve Wakeland appointed Media Principal
At the Trust’s AGM an item was included on the agenda seeking support for the removal of this member from the board. Such support was not forthcoming from the members who attended and the motion was lost. The Trust board therefore took the view that they could no longer effectively manage the affairs of The Duke going forward.
In the light of this the Company indicated to the Trust board that they could not progress further with the draft operating agreement upon which the Trust and Company had been co-operating.
The Trust Board, at a council meeting took the decision to surrender full control of the locomotive back to the owning Company.
The Trust board wrote to the Company and requested that the Company take back control of the locomotive.
The Company responded by accepting the return of its asset and set about discussing the best way of taking care of The Duke going forward.
The Company decided that the best way to secure the Duke for the future was to set up a new Trust and an application was duly made to set up a Charitable Incorporated Organisation, or CIO as it is more commonly known.
Formal application made to the Charities Commission.
Approval of the application received from the Charities Commission with the registration of the new CIO, charity number 1154700.
The Charity Commissioners recommended that there should be five Trustees for a charity of this type, but the Company decided that, in order to ensure that members ofthe original Trust would feel fully part of the new venture, it would appoint seven Trustees. These were two from the Company, two from the original Trust and three outsiders.
71000 (Duke of Gloucester) Steam Locomotive Trust had, for some time, been experiencing difficulties in both the financing and the management of the Trust due to its board’s inability to act in a cohesive and united manner. In addition a gulf had been allowed to open between the Trust and the locomotive’s owning Company.
The Trust Board wrote to the owners of The Duke, 71000 Steam Locomotive Ltd, asking for their help. This letter was signed by all the members of the Trust board. The owning Company responded indicating that they were willing to help but that there needed to be significant changes to the relationship between the Company and the Trust. To this end a paper was produced entitled “A plan for the future of The Duke”. This document was accepted as a basis for going forward.
The Trust advised the owning Company that in order for them to function effectively it would be necessary for them to make changes at their board level. This would involve the removal of one board member who it was felt was not a team player and who would not abide by corporate decisions.