SUSTAINABLE STRATEGY FOR LOCAL AUTHORITY PORTS AND HARBOURS IN (“CORNWALL HARBOURS”)

PREPARED FOR

CORNWALL COUNCIL

NOVEMBER 2014

Fisher Assoc. Ltd (t/a Fisher Associates) April House, Rowes Lane, Lymington, SO41 5SU, UK Tel: 01590 626 220 www.fisherassoc.co.uk Company Number: UK 7449155 C

Summary 3 ONTENTS

A. Introducon 6

B. Key Policies 10

C. Financially Self-Sustaining Harbours Porolio 16

D. Strong Governance and Community Engagement 20

E. Opmising Socio-Economic Contribuon to Prosperity 27

F. Strong Environmental Stewardship 32

G. Safety for all Harbours Users 37

2 SUMMARY

3

Raison D'être for Cornwall Harbours R AISON

A successful and long term financially self-sustaining D '

harbours porolio. ÊTRE

Achieved though strong governance and management with an acve localism agenda, based on a modern fit for purpose regulatory regime.

Contribung to prosperity.

Balanced with environmental stewardship in its widest sense.

Subject to an absolute requirement for safety for all users.

4 GOAL TREE

complied with by land and sea Harbours are safe to work in, visit and enjoy All statutory obligaons harbours users for safety for all Absolute requirement

recreaon a healthy marime natural environment Sustainably managed marime environment Rich marime heritage, … for work, wildlife and stewardship environmental Balanced with strong

6 5 industries connected marine related Disncve well- in the face of change communies; resilient diverse range of ports; Economy supported by sustainable to prosperity Opmise socio- development for Cornwall Harbours Embed principles of economic contribuon

policy framework management structure and Modern regulatory stakeholder groups Work well with local Effecve organisaon Clear Strong Harbours Board community engagement Strong governance and

objecves financially self- considering other porolio sustaining enterprise Collecvely managed Prices set appropriately Financially self sustaining harbours Goal Tree A. INTRODUCTION INTRODUCTION SUSTAINABLE STRATEGY FOR CORNWALL HARBOURS

engagement and community With strong governance to prosperity Opmising socio- economic contribuon Its objecve is to meet the needs This document presents a Sustainable Strategy for Local Authority Ports and Harbours in Cornwall. and aspiraons of the present without compromising the ability to meet those of the future. The Sustainable Strategy is based around five key elements (overleaf). 8 7 A financially self sustaining harbours porolio in the long run stewardship environmental Balanced with strong With an absolute for all harbours users requirement for safety In some cases the facilies offer support for social The smaller harbours provide assets for and on , and to some extent Penryn have a Many harbours have strong associaon with, or are the Isles of Scilly ferry service, and Truro accommodang laid up shipping and small cargo ships. inclusion by perming access to amenies and services (e.g. Prince of Wales Pier as one end of a core transport link.) and Prince of Wales Pier have a strong role related to commercial tourism services such as trip boats and angling. behalf of the community, primarily for fishing and leisure use. role as commercial harbours, with Penzance hosng indivisible from, the local tourism identy, notably St Ives which arguably characterises one of Cornwall’s key tourism hubs. Facilies such as St Ives, ,

Sustainable Strategy for Cornwall Harbours funcons, providing means for people to earn their living directly, or in servicing the supply chain that supports the marine sector (notably Penzance and Penryn). • All facilies have strong socio economic links and • • facilies (see page 9). These range from minimal facilies such as Downderry, to extensive Harbours such as Penzance and Truro. All of these are community facilies at heart: • Introducon Cornwall Council is the owner of 12 main harbour CORNWALL COUNCIL HARBOURS PORTWRINKLE DOWNDERRY 9 10 PORTSCATHO TRURO PRINCE OF WALES PIER PENRYN NEWQUAY PENZANCE PORTREATH ST IVES Cornwall Council Harbours B. KEY POLICIES NATIONAL POLICIES: OVERVIEW MUNICIPAL PORTS REVIEW, 2006: OVERVIEW and

and approaches

Concerns have been expressed that many local authories are Local authority accounng methods may not be well suited to While the top 15 ports account for almost 80% of total UK The review confirmed that these smaller company, trust and Like Trust ports, Municipal Ports are operated for the benefit of The Port Marine Safety Code applies to all harbour authories The Code establishes the principle of a naonal standard for A supporng Guide to Good Pracce on Port Marine When fully implemented, the Code should reduce the risk of development and prevented sensible commercial business planning. pitching dues at a level designed to maximise income from lucrave visitor leisure traffic. Such a policy could be in danger of excluding local stakeholders who have tradionally used the harbour facilies for business and domesc pleasure purposes. Local authories need to have a clear idea of what they want to achieve from ownership. the needs of a commercial body. Failure to separate port accounts from those of the owning authories has also hindered systemac provision for maintenance and traffic, there are many small ports within the total of around 120 commercially acve and hundreds more for which statutory harbour authority powers have been granted. municipal ports, are important not only in terms of the capacity they collecvely provide, but also for their contribuon to local economies and to compeon in the sector as a whole. stakeholders including the local community but, unlike trusts, they are not in general governed by an independent, bespoke, expert and directly accountable body. Instead Municipal Ports generally form an integral part of the local authority and are treated the same way as any other service. in the UK that have statutory powers and dues. It is also strongly recommended that facilies outside of harbour areas have safety management systems in place which comply with this code. every aspect of port marine safety, and aims to enhance safety for those who use or work in ports, their ships, passengers and the environment. Operaons prides generic advice and examples on how to meet requirements under the Code. incidents occurring in harbour waters provide some protecon for the duty holder (who is directly accountable for the safety of marine operaons in their waters and approaches) if an incident does occur.

Strategy and Business Planning • Municipal Port Finances • Ports Policy Review 2007 • • Management and Performance Review • Port Marine Safety Code, 2012 • • • • 12 11 The key findings of the review follow. The central recommendaon is that local authories should This sets out challenges for local authority-owned ports and A number of other policies are relevant, and these are noted In parcular, the Port Marine safety Code applies to all CC’s The Municipal Ports Review, 2006 sets out the key naonal As a direct result of the ‘Modernising Local Government’ The aim is to encourage the connued development of an open It is accepted that smaller ports will not necessarily be able to Although it is aimed specifically at trust ports, all ports are This sets standards designed to provide a benchmark of best The core principles of openness, accountability and fitness for The Government considers that municipal ports should also benchmarks in terms of Board composion, appointment, performance and accountability. structures and obligaons placed on local authories. consider restructuring the governance into a harbour management commiee (HMC), resembling the structure of a trust port, and introducing a degree of operaonal independence from the parent authority and enhancing direct stakeholder input. Municipal Ports should consider adopng and adapng the recommendaons made in the Modernising Trust Ports: A Guide to Good Governance. This sets out the recommends measures that local authories may pursue to align successful port operaons more effecvely with the new policy direcons relevant to CC’s harbours porolio. A summary of the key points from this follows on pages 12 and 13. This Review is currently being updated. here. harbours wrt accountability for marine safety, key measures needed for compliance, and general / specific dues and powers. CC has recently been audited by the MCA for compliance with the Code. There is a percepon that in some cases authories’ management structures are failing to provide appropriate accountability, there is insufficient stakeholder involvement, and that some porolio holders are not seen as accountable to the full council for the decisions they make. iniave many ports now report to a small commiee, porolio holder or cabinet member. This has led to concerns about the capacity and capability of harbour management. and accountable relaonship between all ports, their users and local communies. seek to act in accordance with the guidance, while recognising of course the differences in structures and that certain aspects of the guidance will not be directly applicable. comply with all the standards in the guidance. encouraged to use the relevant elements of this guidance as a benchmark, as all ports on whom Parliament has devolved statutory powers and dues in the public interest should be accountable for their use. pracce for all trust ports in and Wales. purpose form a common thread running through these standards and should feature in the direcon and management of all ports in the trust sector.

• • Introducon • • • Introducon • Accountability and Decision Making • • • • Modernising Trust Ports (second edion), 2009 • • • MUNICIPAL PORTS REVIEW, 2006: RECOMMENDATIONS THE CORNWALL MARITIME STRATEGY 2012 - 2030 sea approach A joined-up Encouraging and innovaon and responsibility Pride, recognion and historic assets for cultural, natural marime enterprise Connecng land and approach A sustainable Local authories or Municipal Ports should undertake an audit When a local authority undertakes a review of its municipal Municipal ports may see benefits in assessing, on a regular Municipal ports would benefit from the introducon of There should be a memorandum of understanding between Prudent and adequate provision should be made for capital Local authories should allow ports to undertake capital of their current status, benchmark themselves against the Modernising Trust Ports: a Guide to Good Governance and adapt their structures accordingly. port, the review should be tailored to examine the port as a commercial operaon, which allows the port management the appropriate level of independence and flexibility. basis, their level of compliance with the benchmarks of good and accountable pracce set out Modernising Trust Ports: a Guide to Good Governance. Each port should set out an implementaon schedule for review. ‘assured accounts’. the port managing body and the owning authority that sets out financial ground rules. asset replacement and future development. expenditure financed by unsupported borrowing where they can show that they can afford this. A working peninsula coastal communies Healthy and resilient

Management and Performance review • • • The Marime Strategy Municipal Port Finances • • • • 14 13 A1 ”. 2012. economic and social consideraons throughout the process of delivering the AONB Management Plan and others. It is a material consideraon for planning maers. Adopon of the structures recommended in Modernising Trust Each authority, where ports are a responsibility of the Local authories must accommodate underlying statutory Each authority should have in place a mechanism to review and The plan should review the strategy of the port and present Municipal ports are in the main a local asset. Local authories Municipal ports should consider producing a business plan that It sits alongside and is linked to the Local Plan, health and safety. specific local harbours legislaon) in their approach to management of Municipal Ports. They should also seek to address stakeholder requirements and take full account of the commercial realies of municipal port operaons. Ports: a Guide to Good Governance could assist in addressing the reported concerns that relevant stakeholders and those with relevant experse have in pracce been excluded from the decision-making process in some ports, to the detriment of important issues such as commercial viability, environment, scrunise decisions and acons by the execuve in relaon to its port. Overview and Scruny Commiees should be used to queson authories’ discharge of their funcons in managing their ports. execuve, should keep under review the effecveness of its exisng systems for the delegaon of funcons, so it is clear what level of decision can be taken by the execuve member, by the cabinet as a group and by the full council. requirements (both in local government legislaon and in any into Council policy and strategy, and guide the in its development. measurable objecves. are strongly advised to carefully consider, and to consult on, the impact of their policies on the communies the ports serve. looks at the future prospects of the port and how it will meet the requirements of the stakeholders, who should be involved the Cornwall Marime Strategy, including: “ [Marime] Strategy, balancing environmental, This Sustainable Strategy for Harbours supports The Cornwall Marime Strategy was adopted in It will be used by CC to integrate marime issues Embed the principles of sustainable development

Local Transport Plan, Economic Strategy, Cornwall

development of programmes across its operaons. Overview

• • • Accountability and Decision Making • • Strategy and Business Planning • • CONCLUSION 16 15

The links between all of these. The emphasis on following good pracce, which applies to the industry as a whole. The need for accountable, clear, fit for purpose governance. Contribuon to economic prosperity. Harbours role and contribuon to the environment. The absolute requirements for safety.

• Taken in aggregate, these policies provide clear direcons for a number of recurring themes in the development of the Sustainable Strategy for CC’s harbours: • • • • • Key Direcons C. FINANCIALLY SELF-SUSTAINING HARBOURS PORTFOLIO OVERVIEW FINANCIALLY SELF-SUSTAINING HARBOURS PORTFOLIO audit à Prices set objecves appropriately considering other Harbours”, especially for marine leisure. reinvestment, with masterplans for each harbour and associated 5 – 10 year investment plans, with new facilies and services delivered according to this. costs as low as is sensible (subject to other objecves set out in this strategy) and more effecve use of staff by beer matching staff working hours with the seasonal / weekend / dal task. commercial business management, including revenue collecon and packaging and markeng of “Cornwall Harbours”. Developing strategic commercial vision for “Cornwall Making a sufficient return on investment to permit Improving value for money by reducing operang Increasing revenues through improved strategic /

• • • • Harbour revenues also protected for harbours’ use to Risks from failure of key flood defences e.g. Bude Harbours must aract and maintain customers, seeking to Long run costs of operang and maintaining harbours will Management’s job is to implement this by: Harbour assets to be protected for harbours’ use ensure that harbour structures and channels are properly maintained / dredged employing planned maintenance systems, including long run maintenance / rehab of quays. Breakwater and Portreath Pier borne externally. add value and increase revenue. be met by harbour users, based on commercial accounng principles. and condion survey required.

• • Key Principles • • • • 18 17

Loss 13/14 12/13 11/12 10/11

surplus (Fig 1). Collecvely Surplus managed as a 09/10 financially self- The harbours porolio has been has contributed over the last 5 years a progressively managed into a collecve reducon in costs by 21% in real terms. A consistent programme of cost cung sustaining enterprise 70,000 50,000 30,000 10,000 90,000 -70,000 -10,000 -30,000 -50,000 Commentary Key Goals Fig 1: (Surplus) / Loss 130,000 110,000 PRICES SET APPROPRIATELY

à aer other measures. maximisaon. this must connue. collecon and increasing business. subject to being self funding, not profit Real price increases (above inflaon) not Pricing should be compeve and responsive to Thus focus should be on more effecve revenue Prices have kept pace well with inflaon and this The general aim is to maximise economic welfare recommended in future unless harbours need this of the strategy, notably contribuon to prosperity. market condions, and reflect the other objecves for financial self-sustainability has avoided the piall of sliding financial viability Key Principles 20 19 (Truro / Penzance): (e.g. ribs / trip boats / chain. Truro lies at the lower scale of CC’s customers are community addional costs will impact at the higher prices impact directly on an but significantly in recent years. suppliers of tourism services. increasingly marginal way of life. angling): higher prices impact directly on Commercial shipping orientated, and waing lists have dropped charges, seeking economies of scale in larger parcels. Fisheries: margins on local businesses in marine supply compeveness increasingly marginal due to Leisure sector: Tourism services sector declining pool of small vessels, and consignees Leases / rents: Pricing Consideraons D. STRONG GOVERNANCE AND COMMUNITY ENGAGEMENT OVERVIEW CLEAR CORNWALL COUNCIL POLICY new

à Effecve organisaon management structure and groups safeguards for their future. with local “Cornwall Harbour Authority”. Work well stakeholder close associaon with communies. economies of scale, and access higher level and well observed regulatory regime would struggle to obtain, and provides strong management experse that individual harbours 2. CC’s fondness for its own harbours reflects their 6. CC will therefore create a modern fit for purpose 3. CC’s ownership enables harbours to benefit from 22 21 Board Strong Harbours Modern regulatory framework harbours. future of Cornwall. proporonality to CC’s wider acvies. considering their singular nature within and Clear economic and environmental context for CC’s policy part of the socio-economic and environmental 4. CC is ambious for its harbours to be a strong Council 1. CC’s “Marime Strategy” sets the overall socio 5. CC will support this by placing its harbours into Cornwall an instuonal seng that allows them to flourish, Key Principles Key Goals MODERN REGULATORY FRAMEWORK STRONG HARBOURS BOARD create the Authority”. Port / Trust Port) Harbour Order and new fit for purpose “hybrid” (Municipal “Cornwall Harbours CC will implement a Familiarity of all Board Making links with local Cornwall Marime Monitoring management Recommending pricing Seng appropriate Training for Board members with all harbours stakeholder groups work Strategy, Objecve B8: “Develop a network of Marime Champions within the Council and partner organisaons” performance parameters for gauging / ensuring cost- effecveness members

• • • • • • • CC: “hybrid” Areas for “Marime tasked with: with the new under statute The Board will improvement: Champion” for Harbour Order become a body Strong role as a Key Principles Key Principles 24 23 by CC. have Hos. Regulatory basis is Currently 6 known only patchily observed that apparently do not anquated, paral, and statutory harbours with 6 Councilors 6 Co-opted members appointed via Non-vong places for local skills audit and open appointment process stakeholder groups “Harbour Orders”, plus 6

Decision making body within CC policy and budget Comprises: full Commiee of Council MOU sets out scope of Board and relaonship with CC Non-execuve funcon and • • • The Board Commentary WORK WELL WITH LOCAL STAKEHOLDER GROUPS EFFECTIVE ORGANISATION STRUCTURE AND MANAGEMENT financial covering all needs analysis customer care, aspects of staff work: technical, literacy, ICT etc. Prepare training Assign one Councilor and one co-opted Board member to aend two meengs per year for each individual harbour stakeholder group and service. business review of customer implement to improve Roadmap for the Model constuon / ToR Simple admin procedural Scheme of delegaon governance structure guide from Board Undertake a

efficiency and processes and enhancements Develop guidelines for local stakeholder groups: • • • • standardisaon control, spans of business Harbours “Cornwall a cohesive Authority” structure be with a strong opportunies, with clear lines the principle of created around Harbours Team, succession plan. Key Principles Key Principles of reporng and focusing on new 26 25 Train staff Support the appropriately Deliver beer key principles of the Sustainable Strategy governance structure services to customers Deliver objecves and Objecves Key Challenges Objecves Ensure that customers are well informed on harbour issues and developments that affect them. acvely respond to these. Provide a vision for the future of individual harbours, which is inclusive of community interests. Implement a consultave process to address issues both within and outside the harbours. Understand harbour communies’ needs and Improve support for localism agenda. Some local stakeholder groups not sufficiently well organised to interact with Board. Effecve communicaon needed to explain and familiarise local stakeholder groups with the governance structure. Improve the capacity of local stakeholder groups to fulfill their role in the governance structure. E. OPTIMISING SOCIO-ECONOMIC CONTRIBUTION TO PROSPERITY

27

Key Goals O VERVIEW (2030 V ISION Cornwall’s economy is

supported by a diverse range of FOR Cornwall has disncve well- opportunies for ports, marine M connected communies; related industries, transport ARITIME resilient in the face of change and businesses including environmental technologies C ORNWALL )

28 ROLE AND CONTRIBUTION OF HARBOURS LINK TO CORNWALL MARITIME STRATEGY 30 29

posion as a tourism desnaon. Cornwall’s ports, harbours and rivers play an important role in the transportaon of goods, services and passengers. contributors to the economy serving as gateways into and out of the region and provide a base for trade and employment. Harbours have a significant link with and impact on Cornwall’s Cornwall’s marine industry sector generates around £500M to the Gross Domesc Product of Cornwall and supports over 14,000 jobs. Vital to Cornwall’s character, harbours are important Objecve E: To recognise, protect and further develop the ‘working harbour’ role of Cornwall’s estuaries, ports and harbours Role and Contribuon of Harbours manufacture and maintenance. access without adverse effects on economic acvity and environmental quality. E7 Maximise the opportunies for supporng and promong sustainable local fisheries and aquaculture; including the provision of shore side facilies for handling and processing landings. E8 Promote the role of Cornwall’s large and small ports and harbours in creang job and business opportunies for the development of the marine energy industry, its supply chain, technology development, further economic development whilst balancing the operaonal, leisure and environmental uses. E5 Where appropriate, promote port development that facilitates the expansion of other economic acvies, including renewable energy, leisure, fishing, freight handling, ship repair, yacht and boat construcon. E6 Ensure that ports and the coast accommodate the promoon of leisure/ recreaonal acvies and coastal the heart of regeneraon schemes. E3 Protect and develop port infrastructure where it is sustainable and economically viable to do so, so that they connue to be an important part of modern and future marime Cornwall. E4 Work towards more coordinated management of and advocacy for ports and harbours, to encourage E2 Future-proof marime areas for marime related business and community uses through protecng waterfront land in urban environments and ensuring that port infrastructure and waterfront locaons are at RECOMMENDATIONS sustainability. customer needs. assists customers and Ensure harbours have facilies and services to meet that promotes investment, and Nurture a business environment subject to meeng financial self- Minimise price of using harbours stakeholders in growing business. appropriate mix of infrastructure,

Key Principles 32 31 harbours. logisc chains. transacted in the leisure economy. from the business of the tourism and Harbours add value Harbours add value through job creaon, efficiency in transport through the facilitaon facilitaon of trade and The community benefits Objecves F. STRONG ENVIRONMENTAL STEWARDSHIP OVERVIEW (2030 VISION FOR MARITIME CORNWALL) ROLE AND CONTRIBUTION OF HARBOURS contribuon to the marime importance with Sites of Special Fal estuary complex is of naonal Special Area of Conservaon (SAC). Natural Beauty, Heritage Coast and The harbours porolio makes a strong environment. In parcular, most of the Scienfic Interest, Areas of Outstanding 34 33 managed marime internaonally as an Cornwall has a rich and understood and known wildlife and for recreaon Cornwall has a sustainably a healthy marime natural environment, which is well excellent locaon for work, enviable marime heritage, environment and landscape conservaon and other related Statutory Harbours have a duty to environmental consideraons (Secon by the Transport and Works Act 1992). exercise funcons with regard to nature 45A of the Harbours Act 1964 – inserted Role and Contribuon of Harbours Key Goals LINK TO CORNWALL MARITIME STRATEGY RECOMMENDATIONS

Ensure Cornwall’s natural and historic marime F1 Where appropriate, further develop and promote low F4 Ensure efficient use of waterfront infrastructure and G2 Support the implementaon and management of the UK G4 Work collaboravely with all sectors to secure the G7 Understand, maintain and enhance the disncve character carbon water-based movement, for freight, commung, access to services and leisure. improve funconal connecvity between land and sea, for example through invesgang the shared use of facilies, re- use of historic assets and mulfunconal role of ports and harbours. statutory and voluntary Marine Protected Area network. Maximise opportunies for collaborave working with other designated areas such as the AONB and World Heritage Site. Explore opportunies arising from other land-based and marine designaons as appropriate. protecon and sustainable management of Cornwall’s marime natural and historic environment through a range of public and private investment. and seng of local coastal towns and villages, ports and harbours.

Complete preparaon of Environmental Management System, together with ISO 14001, for all harbours. Adopt an overall stewardship / leadership role in the environmental management of harbours. Improve the physical amenity and public percepon of harbours. Minimise waste, pollutants and adverse environmental impacts. Maintain accountability by developing specific, measurable and achievable performance indicators. Objecve F: To beer connect Cornwall’s coastal communies and desnaons and support sustainable, low carbon transport • • Key Principles Objecve G: environment and culture is renowned worldwide … • • • 36 35

quality. and enhanced. To achieve more integrated approaches to To promote low carbon marime enterprise …

Achieve the highest level of harbours and at their interfaces. operaons not only comply with environmental operaons within Ensure that ecological values and Preserve and enhance the harbours ecosystems, biodiversity and habitat Ensure that future development and environmental laws and policies, but and holisc environmental pracces. B1 Establish a Cornwall Marime Forum open to organisaons B3 Ensure that marime, coastal and terrestrial Council C7 Support the infrastructure required for sustainable marime C8 Aim for excellence in a sustainable marime economy; C1 Work towards securing a sound economic future for and individuals from all marime sectors; with the objecve of further promong and coordinang marime interests in Cornwall. funcons, wider concerns and issues are planned in an integrated way within a coordinated framework of plans and strategies which balance social, economic and environmental concerns and reduce conflict between sectors. enterprise. including ports and shipping, recreaonal and commercial fishing, ship repair, leisure, superyacht and boat construcon, marine renewables, waste processing and emerging knowledge-based industries. Cornwall through working with industry to provide a wide range of jobs and skills in marime employment. integrity of the harbours are maintained also set an example based on integrated

Objecves • • Objecve B: managing the marime area, encouraging partnership … working … • • Objecve C: • G. SAFETY FOR ALL HARBOURS USERS

37

Key Goals O VERVIEW

Harbours are All statutory safe to work in, obligaons visit and enjoy complied with by land and sea

38 HARBOUR CONSERVANCY RECOMMENDATIONS : : Byelaws for the these include: : Most statutory harbours have : Harbour Authories need to : Some harbours are local lighthouse This is required to maintain published depths and The Port of Truro is a “Competent Harbour Authority” Oil polluon plans Emergency plans Waste management plans Rabies conngency plan Port Marine safety Code

• • • • • Hydrographic Surveying Dredging: Buoyage and Lighng Pilotage: Communicaons, including local noces to mariners and VHF General port safety including byelaws Wrecks and wreck removal Statutory plans and policies: systemacally monitor the area under its jurisdicon at regular intervals. condions of access. authories and have dues imposed upon them by Trinity House to ensure that the navigaonal marks under their control are fit for their intended purpose. under the Pilotage Act 1987, which means that it has on obligaon to consider pilotage direcons for safe navigaon. VHF is ulised at some harbours with radio contact maintained when vessels are navigang within a harbour area, and during vessel berthing operaons. protecon and regulaon of navigaon, and use of facilies on land, exist for some harbours and permit enforcement in accordance with these. powers to remove these, e.g. abandoned leisure cra, through naonal legislaon.

work in partnership with Police and other agencies to combat an-social behaviour in harbours. Undertake conservancy funcons in accordance with the principles of the Port Marine Safety Code, managing risks as low as reasonably praccable. Maintain compliance with statutory plans and policies. Maintain close cooperaon with neighbouring harbour authories where relevant (notably Truro and Penryn wrt pilotage). Develop comprehensive bye-laws and Key Principles Conservancy Funcons • • • • • • • • 40 39 environment. interface. There is a public right of Port Marine Safety Code. Authority include safety of The funcons of a Harbour navigaon for vessels using that those who lawfully use duty to take reasonable care is subject to fulfilment of the Conservancy relates to those payment of dues, and harbour harbours and protecon of the operaons that are required to ensure navigaonal safety, and authories have a common law navigaon in harbours upon the and visitors are safe. their harbour may do so without danger to their lives or property. harbour environment. Appropriate systems and risk Safety is a key determinate in the management strategies in place to provide a safe marine and landside Harbour users, employees residents design and operaon of the harbours, Emergencies are dealt with effecvely. including vessel movements, cargo and deliver consistent, reliable services and passenger operaons, and the landside Key Objecves Commentary