SUSTAINABLE STRATEGY FOR LOCAL AUTHORITY PORTS AND HARBOURS IN CORNWALL (“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. Introduc on 6
B. Key Policies 10
C. Financially Self-Sustaining Harbours Por olio 16
D. Strong Governance and Community Engagement 20
E. Op mising Socio-Economic Contribu on 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 por olio. ÊTRE
Achieved though strong governance and management with an ac ve localism agenda, based on a modern fit for purpose regulatory regime.
Contribu ng 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 obliga ons harbours users for safety for all Absolute requirement
recrea on a healthy mari me natural environment Sustainably managed mari me environment Rich mari me heritage, … for work, wildlife and stewardship environmental Balanced with strong
6 5 industries connected marine related Dis nc ve well- in the face of change communi es; resilient diverse range of ports; Economy supported by sustainable to prosperity Op mise socio- development for Cornwall Harbours Embed principles of economic contribu on
policy framework management structure and Modern regulatory stakeholder groups Work well with local Effec ve organisa on Clear Cornwall Council Strong Harbours Board community engagement Strong governance and
objec ves financially self- considering other por olio sustaining enterprise Collec vely 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 Op mising socio- economic contribu on Its objec ve is to meet the needs This document presents a Sustainable Strategy for Local Authority Ports and Harbours in Cornwall. and aspira ons 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 por olio in the long run stewardship environmental Balanced with strong With an absolute for all harbours users requirement for safety In some cases the facili es offer support for social The smaller harbours provide assets for and on Penzance, Truro and to some extent Penryn have a Many harbours have strong associa on with, or are the Isles of Scilly ferry service, and Truro accommoda ng laid up shipping and small cargo ships. inclusion by permi ng access to ameni es 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 hos ng indivisible from, the local tourism iden ty, notably St Ives which arguably characterises one of Cornwall’s key tourism hubs. Facili es such as St Ives, Newquay,
Sustainable Strategy for Cornwall Harbours func ons, 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 facili es have strong socio economic links and • • facili es (see page 9). These range from minimal facili es such as Downderry, to extensive Harbours such as Penzance and Truro. All of these are community facili es at heart: • Introduc on Cornwall Council is the owner of 12 main harbour CORNWALL COUNCIL HARBOURS SALTASH PORTWRINKLE DOWNDERRY BUDE 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 authori es are Local authority accoun ng 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 authori es The Code establishes the principle of a na onal standard for A suppor ng Guide to Good Prac ce 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 lucra ve visitor leisure traffic. Such a policy could be in danger of excluding local stakeholders who have tradi onally used the harbour facili es for business and domes c pleasure purposes. Local authori es 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 authori es has also hindered systema c provision for maintenance and traffic, there are many small ports within the total of around 120 commercially ac ve and hundreds more for which statutory harbour authority powers have been granted. municipal ports, are important not only in terms of the capacity they collec vely provide, but also for their contribu on to local economies and to compe on 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 du es. It is also strongly recommended that facili es 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. Opera ons prides generic advice and examples on how to meet requirements under the Code. incidents occurring in harbour waters provide some protec on for the duty holder (who is directly accountable for the safety of marine opera ons 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 recommenda on is that local authori es should This sets out challenges for local authority-owned ports and A number of other policies are relevant, and these are noted In par cular, the Port Marine safety Code applies to all CC’s The Municipal Ports Review, 2006 sets out the key na onal As a direct result of the ‘Modernising Local Government’ The aim is to encourage the con nued 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 composi on, appointment, performance and accountability. structures and obliga ons placed on local authori es. consider restructuring the governance into a harbour management commi ee (HMC), resembling the structure of a trust port, and introducing a degree of opera onal independence from the parent authority and enhancing direct stakeholder input. Municipal Ports should consider adop ng and adap ng the recommenda ons made in the Modernising Trust Ports: A Guide to Good Governance. This sets out the recommends measures that local authori es may pursue to align successful port opera ons more effec vely with the new policy direc ons relevant to CC’s harbours por olio. 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 du es and powers. CC has recently been audited by the MCA for compliance with the Code. There is a percep on that in some cases authori es’ management structures are failing to provide appropriate accountability, there is insufficient stakeholder involvement, and that some por olio holders are not seen as accountable to the full council for the decisions they make. ini a ve many ports now report to a small commi ee, por olio holder or cabinet member. This has led to concerns about the capacity and capability of harbour management. and accountable rela onship between all ports, their users and local communi es. 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 du es in the public interest should be accountable for their use. prac ce for all trust ports in England and Wales. purpose form a common thread running through these standards and should feature in the direc on and management of all ports in the trust sector.
• • Introduc on • • • Introduc on • Accountability and Decision Making • • • • Modernising Trust Ports (second edi on), 2009 • • • MUNICIPAL PORTS REVIEW, 2006: RECOMMENDATIONS THE CORNWALL MARITIME STRATEGY 2012 - 2030 sea approach A joined-up Encouraging and innova on and responsibility Pride, recogni on and historic assets for cultural, natural mari me enterprise Connec ng land and approach A sustainable Local authori es 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 introduc on of There should be a memorandum of understanding between Prudent and adequate provision should be made for capital Local authori es 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 opera on, which allows the port management the appropriate level of independence and flexibility. basis, their level of compliance with the benchmarks of good and accountable prac ce set out Modernising Trust Ports: a Guide to Good Governance. Each port should set out an implementa on 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 communi es Healthy and resilient
Management and Performance review • • • The Mari me Strategy Municipal Port Finances • • • • 14 13 A1 ”. 2012. economic and social considera ons throughout the process of delivering the AONB Management Plan and others. It is a material considera on for planning ma ers. Adop on of the structures recommended in Modernising Trust Each authority, where ports are a responsibility of the Local authori es 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 authori es 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 legisla on) in their approach to management of Municipal Ports. They should also seek to address stakeholder requirements and take full account of the commercial reali es of municipal port opera ons. Ports: a Guide to Good Governance could assist in addressing the reported concerns that relevant stakeholders and those with relevant exper se have in prac ce been excluded from the decision-making process in some ports, to the detriment of important issues such as commercial viability, environment, scru nise decisions and ac ons by the execu ve in rela on to its port. Overview and Scru ny Commi ees should be used to ques on authori es’ discharge of their func ons in managing their ports. execu ve, should keep under review the effec veness of its exis ng systems for the delega on of func ons, so it is clear what level of decision can be taken by the execu ve member, by the cabinet as a group and by the full council. requirements (both in local government legisla on and in any into Council policy and strategy, and guide the in its development. measurable objec ves. are strongly advised to carefully consider, and to consult on, the impact of their policies on the communi es 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 Mari me Strategy, including: “ [Mari me] Strategy, balancing environmental, This Sustainable Strategy for Harbours supports The Cornwall Mari me Strategy was adopted in It will be used by CC to integrate mari me issues Embed the principles of sustainable development
Local Transport Plan, Economic Strategy, Cornwall
development of programmes across its opera ons. Overview
• • • Accountability and Decision Making • • Strategy and Business Planning • • CONCLUSION 16 15
The links between all of these. The emphasis on following good prac ce, which applies to the industry as a whole. The need for accountable, clear, fit for purpose governance. Contribu on to economic prosperity. Harbours role and contribu on to the environment. The absolute requirements for safety.
• Taken in aggregate, these policies provide clear direc ons for a number of recurring themes in the development of the Sustainable Strategy for CC’s harbours: • • • • • Key Direc ons C. FINANCIALLY SELF-SUSTAINING HARBOURS PORTFOLIO OVERVIEW FINANCIALLY SELF-SUSTAINING HARBOURS PORTFOLIO audit à Prices set objec ves appropriately considering other Harbours”, especially for marine leisure. reinvestment, with masterplans for each harbour and associated 5 – 10 year investment plans, with new facili es and services delivered according to this. costs as low as is sensible (subject to other objec ves set out in this strategy) and more effec ve use of staff by be er matching staff working hours with the seasonal / weekend / dal task. commercial business management, including revenue collec on and packaging and marke ng of “Cornwall Harbours”. Developing strategic commercial vision for “Cornwall Making a sufficient return on investment to permit Improving value for money by reducing opera ng 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 a ract and maintain customers, seeking to Long run costs of opera ng 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 accoun ng principles. and condi on survey required.
• • Key Principles • • • • 18 17
Loss 13/14 12/13 11/12 10/11
surplus (Fig 1). Collec vely Surplus managed as a 09/10 financially self- The harbours por olio has been has contributed over the last 5 years a progressively managed into a collec ve reduc on in costs by 21% in real terms. A consistent programme of cost cu ng 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 a er other measures. maximisa on. this must con nue. collec on and increasing business. subject to being self funding, not profit Real price increases (above infla on) not Pricing should be compe ve and responsive to Thus focus should be on more effec ve revenue Prices have kept pace well with infla on and this The general aim is to maximise economic welfare recommended in future unless harbours need this of the strategy, notably contribu on to prosperity. market condi ons, and reflect the other objec ves for financial self-sustainability has avoided the pi all 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 addi onal 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 wai ng lists have dropped charges, seeking economies of scale in larger parcels. Fisheries: margins on local businesses in marine supply compe veness increasingly marginal due to Leisure sector: Tourism services sector declining pool of small vessels, and consignees Leases / rents: Pricing Considera ons D. STRONG GOVERNANCE AND COMMUNITY ENGAGEMENT OVERVIEW CLEAR CORNWALL COUNCIL POLICY new
à Effec ve organisa on management structure and groups safeguards for their future. with local “Cornwall Harbour Authority”. Work well stakeholder close associa on with communi es. economies of scale, and access higher level and well observed regulatory regime would struggle to obtain, and provides strong management exper se 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. propor onality to CC’s wider ac vi es. 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 ambi ous for its harbours to be a strong Council 1. CC’s “Mari me Strategy” sets the overall socio 5. CC will support this by placing its harbours into Cornwall an ins tu onal se ng 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 Mari me Monitoring management Recommending pricing Se ng appropriate Training for Board members with all harbours stakeholder groups work Strategy, Objec ve B8: “Develop a network of Mari me Champions within the Council and partner organisa ons” performance parameters for gauging / ensuring cost- effec veness members
• • • • • • • CC: “hybrid” Areas for “Mari me 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 an quated, par al, and statutory harbours with 6 Councilors 6 Co-opted members appointed via Non-vo ng 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 Commi ee of Council MOU sets out scope of Board and rela onship with CC Non-execu ve func on 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 a end two mee ngs per year for each individual harbour stakeholder group and service. business review of customer implement to improve Roadmap for the Model cons tu on / ToR Simple admin procedural Scheme of delega on governance structure guide from Board Undertake a
efficiency and processes and enhancements Develop guidelines for local stakeholder groups: • • • • standardisa on control, spans of business Harbours “Cornwall a cohesive Authority” structure be with a strong opportuni es, with clear lines the principle of created around Harbours Team, succession plan. Key Principles Key Principles of repor ng and focusing on new 26 25 Train staff Support the appropriately Deliver be er key principles of the Sustainable Strategy governance structure services to customers Deliver objec ves and Objec ves Key Challenges Objec ves Ensure that customers are well informed on harbour issues and developments that affect them. ac vely respond to these. Provide a vision for the future of individual harbours, which is inclusive of community interests. Implement a consulta ve process to address issues both within and outside the harbours. Understand harbour communi es’ needs and Improve support for localism agenda. Some local stakeholder groups not sufficiently well organised to interact with Board. Effec ve communica on 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 dis nc ve well- opportuni es for ports, marine M connected communi es; 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
posi on as a tourism des na on. Cornwall’s ports, harbours and rivers play an important role in the transporta on 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 Domes c Product of Cornwall and supports over 14,000 jobs. Vital to Cornwall’s character, harbours are important Objec ve E: To recognise, protect and further develop the ‘working harbour’ role of Cornwall’s estuaries, ports and harbours Role and Contribu on of Harbours manufacture and maintenance. access without adverse effects on economic ac vity and environmental quality. E7 Maximise the opportuni es for suppor ng and promo ng sustainable local fisheries and aquaculture; including the provision of shore side facili es for handling and processing landings. E8 Promote the role of Cornwall’s large and small ports and harbours in crea ng job and business opportuni es for the development of the marine energy industry, its supply chain, technology development, further economic development whilst balancing the opera onal, leisure and environmental uses. E5 Where appropriate, promote port development that facilitates the expansion of other economic ac vi es, including renewable energy, leisure, fishing, freight handling, ship repair, yacht and boat construc on. E6 Ensure that ports and the coast accommodate the promo on of leisure/ recrea onal ac vi es and coastal the heart of regenera on schemes. E3 Protect and develop port infrastructure where it is sustainable and economically viable to do so, so that they con nue to be an important part of modern and future mari me Cornwall. E4 Work towards more coordinated management of and advocacy for ports and harbours, to encourage E2 Future-proof mari me areas for mari me related business and community uses through protec ng waterfront land in urban environments and ensuring that port infrastructure and waterfront loca ons are at RECOMMENDATIONS sustainability. customer needs. assists customers and Ensure harbours have facili es and services to meet that promotes investment, and Nurture a business environment subject to mee ng financial self- Minimise price of using harbours stakeholders in growing business. appropriate mix of infrastructure,
Key Principles 32 31 harbours. logis c chains. transacted in the leisure economy. from the business of the tourism and Harbours add value Harbours add value through job crea on, efficiency in transport through the facilita on facilita on of trade and The community benefits Objec ves F. STRONG ENVIRONMENTAL STEWARDSHIP OVERVIEW (2030 VISION FOR MARITIME CORNWALL) ROLE AND CONTRIBUTION OF HARBOURS contribu on to the mari me importance with Sites of Special Fal estuary complex is of na onal Special Area of Conserva on (SAC). Natural Beauty, Heritage Coast and The harbours por olio makes a strong environment. In par cular, most of the Scien fic Interest, Areas of Outstanding 34 33 managed mari me interna onally as an Cornwall has a rich and understood and known wildlife and for recrea on Cornwall has a sustainably a healthy mari me natural environment, which is well excellent loca on for work, enviable mari me heritage, environment and landscape conserva on and other related Statutory Harbours have a duty to environmental considera ons (Sec on by the Transport and Works Act 1992). exercise func ons with regard to nature 45A of the Harbours Act 1964 – inserted Role and Contribu on of Harbours Key Goals LINK TO CORNWALL MARITIME STRATEGY RECOMMENDATIONS
Ensure Cornwall’s natural and historic mari me F1 Where appropriate, further develop and promote low F4 Ensure efficient use of waterfront infrastructure and G2 Support the implementa on and management of the UK G4 Work collabora vely with all sectors to secure the G7 Understand, maintain and enhance the dis nc ve character carbon water-based movement, for freight, commu ng, access to services and leisure. improve func onal connec vity between land and sea, for example through inves ga ng the shared use of facili es, re- use of historic assets and mul func onal role of ports and harbours. statutory and voluntary Marine Protected Area network. Maximise opportuni es for collabora ve working with other designated areas such as the AONB and World Heritage Site. Explore opportuni es arising from other land-based and marine designa ons as appropriate. protec on and sustainable management of Cornwall’s mari me natural and historic environment through a range of public and private investment. and se ng of local coastal towns and villages, ports and harbours.
Complete prepara on 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 percep on of harbours. Minimise waste, pollutants and adverse environmental impacts. Maintain accountability by developing specific, measurable and achievable performance indicators. Objec ve F: To be er connect Cornwall’s coastal communi es and des na ons and support sustainable, low carbon transport • • Key Principles Objec ve G: environment and culture is renowned worldwide … • • • 36 35
quality. and enhanced. To achieve more integrated approaches to To promote low carbon mari me enterprise …
Achieve the highest level of harbours and at their interfaces. opera ons not only comply with environmental opera ons 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 holis c environmental prac ces. B1 Establish a Cornwall Mari me Forum open to organisa ons B3 Ensure that mari me, coastal and terrestrial Council C7 Support the infrastructure required for sustainable mari me C8 Aim for excellence in a sustainable mari me economy; C1 Work towards securing a sound economic future for and individuals from all mari me sectors; with the objec ve of further promo ng and coordina ng mari me interests in Cornwall. func ons, 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, recrea onal and commercial fishing, ship repair, leisure, superyacht and boat construc on, marine renewables, waste processing and emerging knowledge-based industries. Cornwall through working with industry to provide a wide range of jobs and skills in mari me employment. integrity of the harbours are maintained also set an example based on integrated
Objec ves • • Objec ve B: managing the mari me area, encouraging partnership … working … • • Objec ve C: • G. SAFETY FOR ALL HARBOURS USERS
37
Key Goals O VERVIEW
Harbours are All statutory safe to work in, obliga ons visit and enjoy complied with by land and sea
38 HARBOUR CONSERVANCY RECOMMENDATIONS : : Byelaws for the these include: : Most statutory harbours have : Harbour Authori es 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 pollu on plans Emergency plans Waste management plans Rabies con ngency plan Port Marine safety Code
• • • • • Hydrographic Surveying Dredging: Buoyage and Ligh ng Pilotage: Communica ons, including local no ces to mariners and VHF General port safety including byelaws Wrecks and wreck removal Statutory plans and policies: systema cally monitor the area under its jurisdic on at regular intervals. condi ons of access. authori es and have du es imposed upon them by Trinity House to ensure that the naviga onal marks under their control are fit for their intended purpose. under the Pilotage Act 1987, which means that it has on obliga on to consider pilotage direc ons for safe naviga on. VHF is u lised at some harbours with radio contact maintained when vessels are naviga ng within a harbour area, and during vessel berthing opera ons. protec on and regula on of naviga on, and use of facili es on land, exist for some harbours and permit enforcement in accordance with these. powers to remove these, e.g. abandoned leisure cra , through na onal legisla on.
work in partnership with Police and other agencies to combat an -social behaviour in harbours. Undertake conservancy func ons in accordance with the principles of the Port Marine Safety Code, managing risks as low as reasonably prac cable. Maintain compliance with statutory plans and policies. Maintain close coopera on with neighbouring harbour authori es where relevant (notably Truro and Penryn wrt pilotage). Develop comprehensive bye-laws and Key Principles Conservancy Func ons • • • • • • • • 40 39 environment. interface. There is a public right of Port Marine Safety Code. Authority include safety of The func ons of a Harbour naviga on 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 protec on of the opera ons that are required to ensure naviga onal safety, and authori es have a common law naviga on 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 opera on of the harbours, Emergencies are dealt with effec vely. including vessel movements, cargo and deliver consistent, reliable services and passenger opera ons, and the landside Key Objec ves Commentary