MASTERPLAN FOR MALLAIG HARBOUR JANUARY 2017
Fisher Associates In association with: Wallace Stone and EnviroCentre
Fisher Assoc. Ltd, April House, Rowes Lane, East End, Lymington, SO41 5SU, UK Tel: 01590 626 220 www. isherassoc.co.uk Company Number: UK 7449155 CONTENTS 2 7 49 53 64 21 27 31 39 45 1 Appendix C – Detailed Masterplan Proposals Appendix D – Socio-Economic Impact Appendix A – Policy Review Appendix B – Summary Assessment of Alternatives 4. Stakeholder Engagement 5. Masterplan 6. Implementation 3. Market Assessment 1. Introduction 2. Context for Mallaig Harbour 1. INTRODUCTION
2 1.1 OVERVIEW OF MALLAIG HARBOUR Aerial Photos of the Harbour 3 Feed store to support aquaculture sector Securing Marine Harvest as anchor tenant New marina and supporting landside facilities All-year round Mallaig – Lochboisdale ferry service that will bene it economically. the local community, both The harbour is a vital economic asset for the village of Mallaig socially and and its surrounding employment opportunities area, it affords, particularly as well as in development of Mallaig’s marine and wider tourism offer. enabling the terms of the ishing and marine leisure on the west coast of Scotland. Some of the key recent developments are summarised below. The harbour is run by Trust Mallaig Port, Harbour with Authority a (MHA), Board a experience. MHA’s Board is committed to supporting activities contributing a range of skills and Overview of Mallaig Harbour Mallaig Harbour is a key maritime hub for ferries, aquaculture, Key Developments in the Last Five Years 1.2 MASTERPLAN consultation Final masterplan Formulation of objectives problems and opportunities and objectives options to determine the preferred proposal Production of a draft masterplan, subject to a public market assessment and stakeholder workshops, etc. Development of appraisal criteria and assessment of Analysis of problems and opportunities, informed by Identi ication of scenarios for development (and sub- Development of “outline requirements” that address the options within these) to deliver the outline requirements Approach 4 Consider phasing of investment. Ensure adequate landside access. Promote environmental sustainability. Encourage ef icient use of resources. Avoid building today what you need to move tomorrow. Consider zoning of similar activities and avoid Explain marine and land requirements to meet de ined needs con licts over the period. between users.
options for development of the issues and constraints that it faces. harbour, in response to the The structure of the masterplan is detailed overleaf. • The masterplan has been developed based on (Scottish Transport Appraisal Guidance) approach (see right). a broad STAG Stakeholder consultation and participation lies at the heart of this masterplan. A multi-criteria appraisal has been applied to • • • • • • harbour activities will not only create many more and in doing so strengthen the viability and safeguard existing jobs, but sustainability of the local making community Mallaig for an the business. longer attractive term, place to live, It embodies the key principles of port master planning: work and do transformation of Mallaig Harbour over the next 20 years. It will enable changing MHA markets, to grow make harbour as an essential economic driver and community asset new informed decisions markets, to and for meet safeguard future generations. the Further diversi ication and growth in Masterplan Approach The fundamental purpose of the masterplan structured is to framework provide a for the physical development and 1.2 MASTERPLAN B. Summary Assessment of Alternatives C. Detailed Masterplan Proposals D. Socio-Economic Impact 4.2 Outcomes 4.3 Outline Requirements 5.1 Preferred Option 5.2 Environmental Impact 5.3 Socio-Economic Impact 6.1 Phasing 6.2 Integration with Planning Framework 6.3 Partnerships 6.4 Implementation Resources A. Policy Review 4.1 Consultation Process
5 Masterplan 6. Implementation Appendices 4. Stakeholder Engagement • • • • • • • • • • • • • • 5 3.1 Overview 3.2 Key Findings 3.3 Priorities for Masterplan 2.3 Business Review 2.4 Environmental Context 2.5 Socio-Economic Context 2.6 Policy Context 2.1 Services 2.2 Land Ownership 1.1 Overview of Mallaig Harbour 1.2 Masterplan 1.3 Objectives
3 Market Assessment 2. Context for Mallaig Harbour 1. Introduction • • • • • • • • • • • • Structure of the Masterplan 1.3 OBJECTIVES Contribute to the socio-economic prosperity of Mallaig Provide a safe environment for all harbour users Support strong environmental stewardship A inancially sustainable business with a competitive business environment and a diverse revenue base Objectives 6 vision and objectives by strategy, which responds to the key issues, constraints, threats setting out a and opportunities that face Mallaig Harbour. long term physical “To safeguard and enhance Mallaig Harbour as a and diverse hub of marine activity for the bene it of harbour thriving users, residents and visitors” This vision is underpinned by the objectives detailed right. The purpose of the masterplan is to assist MHA to realise its Vision The vision for Mallaig Harbour is: 2. CONTEXT FOR MALLAIG HARBOUR
7 2.1 SERVICES Ferries in Mallaig Harbour 8 from Highland Council. About service in 2015. 14,000 passengers used this In parallel to passenger ferry services, there is a service which transports bulk, loose cargoes or heavy plant to freight only the Small Isles and Knoydart Peninsula. more than 60,000 passengers. The potential bene it of capacity limitations during the peak season. RET may be constrained by ferry There are regular passenger Knoydart, only operated by ferry Western sailings Isles to Cruises under Inverie, contract increasing from 240,000 in 2010 to 277,000 in 2015. While no igures are available yet, introduction of Road Equivalent Tariff (RET) has resulted in a it is understood considerable increase in traf ic during 2016. that the recent At least 80% are travelling between April and September – the month of August has in the past generally seen a throughput of Caledonian MacBrayne Ferries services to/from Mallaig all year round to Skye, the Small Isles Ltd (CalMac) operate and Lochboisdale. ferry The number of passengers travelling ferry to or has from Mallaig grown by considerably over the last ive years, viability of Mallaig as well as the islands that they serve. Mallaig is popular both as a transit and stop-over destination for tourists travelling destination in its own right or a base for tourists when visiting to or from the local area and islands. the islands, and as a Ferries Ferry services calling at Mallaig are vital for the economic 2.1 SERVICES Well Boats and the Fish Feed Store 9 use Mallaig as a back-up for unloading harvested salmon. tonnes of salmon are Harbour, six nights harvested per week. and Fish are processed brought here being before into transported Mallaig by William. road for further processing in Scottish Sea Farms Limited use Mallaig as an operational base Fort for their Loch Nevis sites, while the Scottish Salmon Company coast of Scotland. Marine Harvest is an anchor tenant at operates its only salmon harvesting facility in the region, with a the harbour, where it designated berth for well boats and infrastructure for pumping ish directly from vessel to harvesting station. About 220 Aquaculture Mallaig is a key hub for the aquaculture sector on the west distributed to ish farms off Mallaig Harbour. the west coast of Scotland via point for ish feed. There are three main suppliers of ish feed to the aquaculture sector in Scotland: Skretting (based in (based in Grangemouth) and Cargill (formerly EWOS, based in Invergordon), Biomar Bathgate). At present around 40,000 tonnes of ish feed per annum are Fish Feed Storage & Distribution Mallaig Harbour is an important storage and distribution 2.1 SERVICES
harbours on the west coast of Scotland. The local leet, which used to numbers comprise 40 around to 50 15, boats with now Mallaig on a seasonal basis. many more visiting boats using On average 4,700 tonnes of ish have been annually between 2010 and 2014 – roughly 8% of total volume landed at Mallaig landed at ports on the west coast of Scotland (including as far south as Ayr and Campbeltown). The main catch landed at Mallaig is nephrops, with an average 1,700 tonnes landed Nephrops account for annually just under 40% between of volume value. and 2010 60% of and 2014. Mallaig has long been a centre for ish processing, and is known for its high quality smoked salmon. Both local catch and supply from other areas ish products, particularly are kippers and processed. Product is throughout the country processed mainly by and Andy Race Fish sold Merchants and J. Lawrie & Sons (Jaffys). locally and The availability of product, supports the locally food tourism market, caught, offering an air authenticity to the tourism experience. and of locally processed Fisheries Mallaig predominance as a ishing port. Harbour is Mallaig was one of the largest herring ports in Europe during known the historically 1960s, and continues to for be one of its the busier ishing 10
Prawn Market and Fish Pier 2.1 SERVICES Western Isles Cruises Ferry and the Marina 11
in the summer bringing several hundred visitors to the village. A range of other harbour, such as kayaking and the use of personal watercraft. watersports activities are present in the The harbour is also a focal point for many community events such as gala days and food festivals. activities. Boat trips are also frequently used for weddings or other celebrations. One-hour wildlife cruises have been tailored passengers on the steam train, who have a couple of hours to to suit arriving spend in Mallaig. The Jacobite Steam Railway is an important driver for tourism in Mallaig, with two trips to Mallaig per day Mallaig Harbour is becoming popular for small cruise vessels, which must anchor outside the harbour and tender in. Several operators offer including wildlife cruises, sunset cruises and transportation to a range of remote boat locations trips for in walking, cycling, Mallaig ishing or shooting businesses operating in and strong foundation for growth. around Mallaig, forming a The Mallaig Yachting Marina opened in 2012, berths. comprising In 50 the last year a new Marina opened, comprising toilets, showers and a laundry. Facilities Building was Marine Tourism and Leisure There is already a cluster of marine-related tourism 2.1 SERVICES Operation of the ice plant. George Walker Fish Selling Agency. Johnston Bros Oil & Chandlery, comprising the supply of fuel The Mallaig Fishermen’s Co-operative. The Scottish Fishermen’s Organisation Ltd. West Coast of Scotland Fish Producers Organisation. to boats, domestic heating and petrol station operation.
Association Ltd (MNWFA) and premises in the Harbour Building. Marine Scotland all occupy Denholm Fishselling Ltd provide key support services within the Harbour: • • • In addition the representation: following ishing concerns have • local • • Other Activities in the Harbour The RNLI has a Building and Lifeboat operates Station a adjacent lifeboat connected to the Fish Pier. to from a the dedicated Harbour pontoon Denholm Fishselling Ltd, Mallaig & North West Fishermen’s 12 the long trip Fraserburgh and Buckie. to the north east boatyards of Macduff, vessels, with a 7.4m width restriction. Repair work on boats is also carried out investment in and the the operator is working water. at full little opportunity to expand. capacity, The with facility is in There need are of few alternative boatyards turned away due to lack of capacity, boats often have to make on the west coast – if from as far a ield as the Isle of Man. The business has operator took it over in 2010, and now employs 17 staff. grown considerably since the The existing two slips and cradles can accommodate 250 tonne current Mallaig Boatyard Mallaig Boatyard is a successful and growing business. supports Mallaig’s ishing industry, but attracts customers It Boatyard Site and Slipway 2.2 LAND OWNERSHIP Adjacent to the roundabout at the harbour entrance lies the Scottish Sea Farms have an of ice facility south of the kipper Ownership of the Harbour Of ice Building is shared between The net stores located along the western side of the stores are built upon. former ‘marine aquarium’ site, which currently an outside picnic area and parking. Next to this is the MHA comprises Workshop and a store leased by Nevis Estates. smokehouse, leased from MHA. MHA, MNWFA, Denholm Scotland. Fishselling Ltd and Marine industrial area are owned by which MNWFA, are owned apart by from MHA. three MHA owns the land that the
Fish Processing Business • • • A summary map is presented overleaf ownership of land and facilities. (Figure 1), indicating With regard to MHA owned facilities and land: • 13 Nevis Estates owns the Ferguson Transport owns a storage facility on the west side of kipper smokehouse building, while the industrial estate. Johnston Bros own a site and fuel station at the south west extremity of the harbour area. operate a harbour area. J. Lawrie & Sons (Jaffys) and Andy Race Fish Merchants operate from their own premises in the area. An area of land adjacent to Jaffys is owned by a private heart of the harbour estate individual. currently rented out Transport on warehouse, long the area term smokehouse’ building is located, the old coastguard hut, which of leases land (e.g. where is leased to West Highland College). Ferguson the ‘kipper The Council also owns the roadway around much of the Highland Council owns ive small industrial leased units out which on are rolling College, the Maritime Coastguard Agency and businesses in the ive year contracts to West ishing or aquaculture sectors. Highland The Council also owns various areas of land which are Land Ownership Within the Harbour Area While MHA owns the majority of land, areas of land are owned by others. several buildings and 2.2 LAND OWNERSHIP (FIGURE 1) 14 2.3 BUSINESS REVIEW Other Rental Marina Ferry dues Fish dues Cargo dues Harbour dues dues, Harbour £415,213 FY15/16 FY14/15 £235,219 Cargo dues, Other, £26,098 FY13/14 Marina, £55,784 FY12/13 Rental, £70,757 £169,425 Fish dues, £0 £131,654 Ferry dues, £800,000 £600,000 £400,000 £200,000 Figure 2: Mallaig Harbour Income Summary Figure 3: Mallaig Harbour Income FY 2015/16 £1,200,000 £1,000,000 15 Income from ish dues is healthy, and the volume and value The main source of income, accounting for just under 40% Income from cargo dues makes up a further 20% of total landed at Mallaig rose to £8.7m in 2015/16, an increase of £1.6m on the previous year. income, predominantly associated with the handling of ish feed, as well as other cargoes that are destined for the Small Isles and the Knoydart Peninsula. of landings has risen recently - the total value of catch of total income comprises in income FY2015/16 mainly is from aquaculture businesses operating vessels in the harbour. ferry harbour berthing dues, dues which and
• note are: • • FY2015/16 saw an increase of 13% on the previous year, with turnover at £1.1m, mainly due (+27%), cargo dues (+23%) and harbour dues (+10%). to an increase in ish dues Figure 3 shows the contributions to turnover in FY2015/16. Of Business Review Turnover has been in the region of £1m per last four years (see Figure 2). annum over the 2.4 ENVIRONMENTAL CONTEXT Potential for renewable energy production being built into Potential renewable energy heating systems for existing and Infrastructure to support active travel for ferry/cruise the proposed breakwater (e.g. wind, etc.) tidal turbine, small scale new buildings. passengers (e.g. provision of electric bicycles/bicycles hire). for
During the development of masterplan proposals consideration will be given to the following: • • • ‘Greening the Harbour’ There may also be opportunities to reducing “green” carbon the harbour, emissions by and through the installation of renewable energy technologies (e.g. dependency on fossil small scale wind, tidal, wave, solar and geothermal). fuels 16
the future development of the harbour. The key environment baseline overleaf. The conditions masterplan will are need summarised these in mind. to be implemented with community and the stability of the local economy. A sustainable harbour needs to thinking, and should be focused on enhancing the environment, be based around long term local economy and society. The opportunity to embed the principles of such sustainability into masterplan is therefore an Overview It is vital that the harbour infrastructure developed and operations are in a sustainable manner that supports the 2.4 ENVIRONMENTAL CONTEXT
. Likely to require lood
Surveys required to assess land
No pathways for signi icant effects Not likely to impact the NSA but local landscape may Contaminated Land: SEPA have identi ied that a large area of the harbour is Mallaig Coastal SSSI of geological interest but now de- The harbour is not designated for its landscape character or have an impact. situated within the 1 in 200 year coastal lood extent, so has a medium to high risk of looding: risk assessment and possible mitigation. contamination. noti ied: visual appeal. The closest National Scenic Area (NSA) is the Knoydart NSA, which is approximately 1.25km to the north east:
• • • • 17 Potential
May need Potential interaction
o pathways for potential N Potential interaction with fan mussel and
No pathways for potential signi icant effects. Small Isles MPA: Otters and seals are present around Mallaig Regarding birds, Harbour: black guillemots and manx sheerwater At greater distance of circa 11km lies Glen Beasdale Special The proposed Sea of the Hebrides Marine Protected Areas The next nearest protected area, at approximately 4km The harbour sits within the proposed Inner Hebrides and have been investigation. recorded in the harbour area: guillemots. Potential interaction with otters and seals. distant, is the Loch Morar Site of Special Scienti ic Interest (SSSI): Area of Conservation (SAC): signi icant effects. interaction with harbour purposes. (MPA) may also need to be considered: with basking sharks and minke whales. the Minches Special Area of Conservation (pSAC):
• • • • • • Key Environment Baseline Conditions •
2.5 SOCIO-ECONOMIC CONTEXT
Other
Health & social work
Educa on
Public administra on & defence
Administra ve & support services
Technical services
Real estate
Financial & insurance
Informa on & communica on
Accommoda on & food
Transport & storage
Wholesale & retail
Construc on
Waste management
Manufacturing
Mining & quarrying Agriculture, forestry & fishing 8% 6% 4% 2% 0% 16% 14% 12% 10% 20% 18% Figure 4: Mallaig Employment by Sector (2011 Census) 18 100 FTE jobs 65 44 50 26 18 15 14 9 4 3.5 0 Fishing Education Aquaculture Retail (seafood) Harbour operation Transport & storage Public sector ( isheries) Marine leisure (e.g. boat tours) Boatyard repair / maintenance half of these jobs are in the ishing or aquaculture sectors. more local jobs, particularly in sectors. tourism and service-related Figure 5 presents a breakdown associated with harbour-related activities (con ined to Mallaig) of (estimated) employment or with businesses located in the harbour estate. More than employment, and the main sectors of activity are illustrated in Figure 4. Just over 40 residents were classed as unemployed. Mallaig Harbour supports approximately 200 direct FTE jobs – this means that roughly half of Mallaig’s workforce are working in a job related to the harbour. It indirectly supports many Baseline Mallaig is a residents. As of 2011, 442 residents were recorded as being in relatively small settlement with about 900 Figure 5: Harbour-related Employment (Estimate 2016) 2.5 SOCIO-ECONOMIC CONTEXT
village The harbour offers a diverse range of employment Key economic enabler with regard to connectivity for island Major hub for aquaculture operations on the west coast of Mallaig continues to be an important and successful ishing Mallaig is home to the primary boatyard facility that The harbour plays a key role in enabling and supporting and remote mainland communities. only ferries provide a lifeline service to the communities of RoRo and passenger South Uist, the Small Isles and the Knoydart Peninsula. Scotland, with Mallaig playing a key role in the production of salmon. port on the west coast of Scotland. services the ishing industry on the west coast of Scotland. opportunities for the local community, as well as bringing in skills and people, which supports in-migration and bolsters population growth. tourism, particularly through the marina, and infrastructure to support other marine leisure ferry link to Skye, activities. the
and the surrounding area, through infrastructure, facilities and services. development of harbour MHA will also support enhancing the tourism offer of Mallaig, through revitalisation of infrastructure for ferries, and facilitating cruise ship visits. the waterfront area, improving • • • • • • This masterplan will play a key role employment, as well as increasing opportunities for the in safeguarding existing Economic Context Mallaig Harbour is a diverse economic asset. operating The businesses within the together estate, provide and a signi icant the number community and wider region. wider of jobs supply for chain, the local 19 . village ferry services that enable them to go about their of Mallaig and its surrounding area and connected The working harbour is what makes Mallaig attractive for Today and historically the harbour has been a key source of Local people have a sense of pride in their harbour, and the People living in the communities that are served via Practically all social (and economic) activity in Mallaig is Geographically the harbour is at the heart of the visitors, creating a sense residents alike. of place for both visitors and living. It is likely that someone in most one time been employed in harbour-related activity. households has at traditions associated with it. their way to work, or to the shops, or walking their dog. Mallaig’s role as a reliable ferry hub depend on daily lives – this includes the Small Isles, Knoydart and the having regular, Sleat peninsula in Southern Skye. connected in some way with the harbour. Local people interact with the harbour on a daily basis – on
village communities. • While commercial priorities are a key focus of the masterplan, MHA is fully committed to delivering social bene its for the • • • • • Social Context Mallaig Harbour plays a major role in de ining the social (and economic) make up of Mallaig. 2.6 POLICY CONTEXT Lochaber Community Development Plan Scotland’s National Marine Plan A Strategic Framework for Scotland’s Marine Tourism Sector West Highland and Islands Local Development Plan (Emerging WHILDP) Highland Council Single Outcome Agreement (SOA) HIE Operating Plan 2016 – 2019 HITRANS Regional Transport Strategy Scotland’s Economic Strategy Key Policy Context 20 As a irst step to this, it is intended that the masterplan will be adopted as Interim Supplementary Guidance, and be a material consideration in planning decision making. MHA has engaged closely with The continue Highland to Council. It work will closely with having the masterplan adopted as Supplementary Guidance to the Council with the the aim emerging West of Highland and Islands Local Plan (WHILDP), which is due to be adopted later in 2018. Development noted right, and explained in more detail in Appendix A. This masterplan has been developed to be consistent with and where possible to support these policies. This policy contributes context to the options have been evaluated. framework against which development Importance of Policy Context The national, regional and local policy Mallaig context Harbour within operates which is important. The key policies are 3. MARKET ASSESSMENT
21 3.1 OVERVIEW Markets Ice Plant Fisheries Other Potential Oil & Gas Boatyard Fish Feed 22 Leisure Aquaculture Decommissioning Marine Tourism & Cruise Ferry Services Renewable Energy Current situation Market drivers Market outlook Opportunities
Methodology The key indings are summarised in this section, and the priorities for the masterplan identi ied. Sectors • • • • The masterplan is based on a market assessment, which based upon a review of the sectors listed below, in terms of: considers the opportunities in current and potential markets. This was 3.2 KEY FINDINGS lack of new ishermen to the leet à 23 The impact of Brexit is unknown, but could be bene icial. Uncertainty associated with introduction of Marine Protected Areas (MPAs) and how it might The ban on discard at sea represents an opportunity for Mallaig to act as a hub for consolidating May be opportunity to attract ish feed producers to undertake more added value activities at Impact of Marine Harvest’s plans to build a new ish feed factory at Kyleakin is not yet known. Possibly little immediate impact, but risk that ish feed volumes being shipped through Mallaig Local leet small and may reduce slightly over next few years An increase in water depth will enable larger ishing boats to call at Mallaig. Mallaig Harbour must continue to support its local and visiting leet by providing necessary Strong volume growth, which will continue with introduction of Road Equivalent Tariff (RET). Opportunity to secure and promote Lochboisdale service for the long term, which in turn Potential future opportunity to increase ferry services and routes calling at Mallaig. Mallaig is an important hub for aquaculture at present. Accommodating larger well boats in medium term essential to sustain activity at harbour. Opportunity to enable existing customers to expand or attract new customers – target long term infrastructure and services. impact on existing ishing practices. discard ish volumes. Opportunities to be explored include pot bait, anaerobic digester, ish feed inputs and general processing. contractual arrangement with operators. Mallaig Harbour, or at the very least to store more product. Harbour could reduce considerably. and impact of regulation. cements Mallaig’s position as a key hub in the ferry network.
• • • • • • • • • Key indings • • • • • • Fisheries Aquaculture Fish Feed Ferry Services Key Findings Market 3.2 KEY FINDINGS 24 Mallaig can target the small and medium sized cruise ship market, which accounts for a Mallaig has a strong opportunity to market a credible offer to the cruise industry, capitalising on This will bolster the west coast of Scotland as a competing itenary in the global cruise market Enabling relocation of the boatyard within Mallaig Harbour is a key opportunity, because it is an Without relocation there is a possibility that the boatyard would be lost to Mallaig. Growing sector which is important for Mallaig, evidenced by successful tourist/passenger boat Collaborative marketing could put Mallaig on the map as key destination for marine or Opportunity for Mallaig Harbour to facilitate growth in this sector through provision of Fishing leet, no matter how small, will continue to require ice on a regular basis. Aquaculture companies view the ice plant as a ‘back-up’ source of ice. Opportunity to consider replacing the current facility with a smaller, more ef icient one, and Successful operation with plans to expand the business if facilities could be improved and Business would consider aquaculture/ferry vessel markets, accommodating larger ishing signi icant share of calls around the west coast. key local attributes such as the attractive harbour, wildlife, Glen innan and other local attractions, as well as creating itineraries and tours for attractions further a ield. place. vessels and widening geographical customer base. important component of the marine cluster, contributing to the attractiveness of the harbour. services and marina development. There is a growing cluster of businesses in this sector. adventure tourism, contributing to growing the wider tourism offer in Scotland. appropriate infrastructure and services. relocating it to free up quayside space. capacity increased.
• • • • • • • • Key indings • • • • • Cruise Marine Tourism & Leisure Boatyard Ice Plant Key Findings (continued) Market 3.2 KEY FINDINGS 25 ). Distance to projects is a key factor. Longer term potential considerable. stream/wave
Another potential cargo might be road salt, which could be stored at Mallaig and distributed to Regeneration of the harbour estate and redevelopment of existing land areas will enable the Little potential for Mallaig to be used as a base for decommissioning operations – almost no A number of other ports and yards are either already well established or have potential to In the long run (10+ years), if/when oil prices recover and exploitation of the oil and gas There are several ports that could take on this role including Scrabster, Ullapool and Mallaig. Timber is a potential market, with some opportunities for transporting inished products, and Mallaig is well placed to act as a support base for marine energy developments off the west Potential for Mallaig to act as a logistics hub for onshore wind turbines being installed on the Possible opportunity to develop small-scale renewable energy scheme within the harbour to bi-products (especially, wood chips for fuel), out to the islands, as Mallaig is well located for taking product from Fort William. the islands. development of new premises and facilities for harbour-related, industrial, business, training and other purposes. installations off the northwest coast of Scotland that will require decommissioning in the next decade. capture some of the wider decommissioning market. resources in the northwest of Scotland becomes economically viable, there is potential for a mainland supply base to be developed on the west coast. coast both in terms of support for initial installation and for maintenance support operations (tidal islands, as well as along the west coast where road access is dif icult. generate revenue and reduce operating costs.
• • • • • • • Key indings • • • Other Potential Markets Oil & Gas Decommissioning Renewable Energy Key Findings (continued) Market 3.3 PRIORITIES FOR MASTERPLAN Ongoing liaison Liaison with sector players Long (10+ years) Renewable Energy: Oil & Gas: with sector players and development of quayside space/facilities in alignment with opportunities. and development of quayside space/ facilities in alignment with opportunities.
• •
Expand Commence Commence 26 Accommodate deeper Improve marine/landside Improve marine/landside Medium (5 – 10 years) Timber/Other Cargoes: Aquaculture: Marine Tourism & Leisure: Cruise: Renewable Energy: Ferry: marketing activities across sectors to determine potential for new cargoes. risks for existing vessels, and accommodate larger vessels in medium to longer term. draft well boats to safeguard sector activity in Mallaig, and Fort William (location of main processing plant). marina and ancillary services to maintain and grow marine tourism and the sailing market. infrastructure to cater for increasingly larger ships. marketing/liaison with sector players to determine potential for renewable energy operations at Mallaig. infrastructure to reduce navigational
• • • • • • Improve Consider moving to Outer Improve current facilities Work with ice plant owner to attract cruise liners to Commence marketing and Short (0 – 5 years) Marine Tourism & Leisure: Cruise: Boatyard: Ice Plant: Fisheries: partnering activities with local agencies Mallaig in irst instance. infrastructure for passenger only ferries/boat tours to support this growing sector. Harbour to enable it to increase capacity and grow new sectors, and support continued provision of boatyard services. to consider options to make plant more ef icient and ensure ice provision is maintained, notably for the ishing leet. and services to maintain viability of local and visiting ishing leet in the short term (includes provision of facilities to deal with discards).
• • • • •
Priorities for Masterplan 4. STAKEHOLDER ENGAGEMENT
27 4.1 CONSULTATION PROCESS Making the draft masterplan available to the public for a ive Drop-in sessions where members of the community could A public consultation meeting – 16 individuals attended. week period (on the MHA website and hard copies located in the library and at MHA of ices). ind out more about the masterplan and provide views and comments – 47 individuals attended over a two day period.
result of the community consultation. The main amendments comprise realignment of the inclusion proposed of ferry a concrete berth slipway for and ramp consultation vessels, the response following a from and subsequent CalMac. discussion with the draft masterplan. This comprised: • • • The identi ication of key issues, constraints and opportunities through stakeholder consultation played a key role in de ining potential scenarios, and identifying a preferred option. The key issues identi ied are summarised overleaf. During the community consultation there were many positive and constructive comments on the draft signi icant objections. Comments resulted in re inements to the masterplan, and no masterplan, and identi ication of issues to be considered in the future development of speci ic proposals. Several amendments have been made to the masterplan as a Community Consultation Event The community consultation event was pivotal in inalising the masterplan. The purpose of this activity was not only to inform the local business and resident community and about wider the masterplan, public but also to invite them to comment on Key Outcomes 28 Workshops attended by 24 harbour users. Community consultation events including drop-in sessions Internal discussions and brainstorming sessions with the One-to-one discussions with more than 60 stakeholders. Setting of objectives, outline requirements and the appraisal Finalisation of the masterplan. Real understanding of the issues, constraints and threats Potential opportunities for Mallaig Harbour in the future, and an open meeting. MHA Board. for consideration. framework. facing Mallaig Harbour, its users and the community. which in turn informed the development of initial proposals
carried out. • • A Stakeholder information Consultation about Report the stakeholder provides consultation further activities role in the development of the masterplan for Mallaig Harbour, with a range of consultation activities executed in 2016: • • Introduction Stakeholder engagement and participation has played a key • • core elements of the masterplan development: • • Key Aims of Stakeholder Consultation The views and comments of stakeholders informed several 4.2 OUTCOMES facility for the ishing industry Harbour area is inef icient in spatial terms, and in Ice plant is struggling to be commercially viable Current solutions for freight storage are inadequate Lack of chilled storage Some buildings are at end of design life or are underutilised Pedestrian/vehicular access sub-optimal Poor provision for yacht storage and supporting services Uncertainty over impacts of RET and Boatyard is operating at capacity increased ferry Growth in marine leisure limited by marina capacity and Uncertainty over future viability of ishing industry Supply chain provision for ishing industry is diminishing Low volume of ish catches makes onward transport dif icult Potential loss of aquaculture business Potential loss of ish feed business Potential loss of boatyard operation Participation in cruise market limited by lack of alongside fragmented ownership services berth lack of services
• • • • • • • Landside Issues • • • Market-Related Threats • • • • • • • 29 Sustainability/growth of ferry services constrained by Pedestrian access to passenger ferries poses potential safety Silting/reducing water depth reported by users in some Insuf icient water depth Outer Harbour entrance too narrow/dif icult to navigate Harbour not well protected in strong westerly/northerly Ferry service reliability Inadequate road infrastructure around Bay Lack of attractions and activities for visitors Limited tourist accommodation Lack of appropriate parking, particularly in peak season Visual amenity is poor Lack of industrial space/facilities in region infrastructure and marine conditions hazard areas winds
• • • • • Marine Issues • • • • • • • External Issues • 4.3 OUTLINE REQUIREMENTS
Provide deeper water berths and improve access to Create a safer marine environment, and reduce the impact visitors of weather on wave conditions in the harbour C: Safeguard and improve accessibility of Inner and Middle Harbours D: Safeguard boatyard and facilitate its growth E: Provide infrastructure to safeguard and grow ferry services F: Increase operational space within the harbour G: Provide appropriate facilities to support ishing-related activity H: Maintain and grow marine tourism/sailing market I: Strengthen Mallaig Harbour’s position as an aquaculture hub J: Safeguard the provision of ice for ishing K: Develop Mallaig Harbour as a cruise destination L: Encourage new business activity at the harbour M: Create a more ef icient harbour layout and operation N: Contribute to making Mallaig a more attractive place for A: accommodate larger vessels B: 30 The outline requirements focus existing on and new sustaining market and sectors, and growing improving landside operational ef iciency. marine and vision and objectives set for the masterplan, and again through stakeholder participation. These outline requirements thus provide the link between the identi ied issues and constraints, and proposals generated address these (as detailed in section 5). to Outline Requirements The outcomes from the consultation have been used to derive a set of outline requirements, which were then tested against the 5. MASTERPLAN
31 5.1 PREFERRED OPTION
Shore power connections. Relocation of ish box store to Fish Pier. Area of quayside earmarked for future development. The western quayside available for the potential relocation Additional quayside storage on the Steamer Pier, along with Modernisation of fuel points around the Outer Harbour. New, more ef icient, potentially self-service ice plant located Shore power connections. New, improved ish handling facility with the capability to Increased number of available berths for local and visiting New berth and storage area for freight operator. The Outer Harbour will be more accessible to ishing boats, and ferry operations, freeing up berth and quayside space. of the boatyard facility. additional quayside space. on Steamer Pier Stub. land catches directly into it, and future discards. proofed to handle ishing boats. due to improved wave climate and relocation of aquaculture
• • • • • • • • iii) Middle Harbour Proposals are focussed on improving facilities for ishing and freight operation: • • • ii) Outer Harbour Proposals are focussed on improving the wave climate in Outer Harbour and enabling relocation of the boatyard: the • 32 Future opportunity for business from the renewables and 175m of deep water quay (depth of 7m below Chart Datum) Suf icient space to relocate the salmon harvesting station so RoRo ferry berth and linkspan to accommodate vessels up to that it is in close proximity to the well boat berth. other sectors. lexibility and resilience as a back-up to the linkspan. to accommodate cruise liner vessels up to 160m in well boats, ishing and cargo boats. length, 105m in length along with a concrete slip suitable for ramp vessels, providing a Lochnevis or more other ramp vessels and appropriate offering considerable facility for the
• • • and future markets, comprising: • option. i) New Breakwater Quay A multi-user quay to enable Mallaig Harbour to exploit existing alternatives against STAG and other criteria. The ive key elements of the masterplan are summarised here, and a more detailed explanation is provided in Appendix C. This section also environmental and includes socio-economic a impacts of high the preferred level review of the masterplan for Mallaig Harbour. This is overleaf. detailed in Figure 6 Appendix B explains that this decision is the result of a STAG type appraisal, including development might deliver the of outline requirements, and alternatives then appraisal of that Introduction This section explains MHA’s preferred option for the 5.1 PREFERRED OPTION (FIGURE 6) 33 5.1 PREFERRED OPTION transformational strategy, building on its past track record in delivering major infrastructure and public and private sources. securing funding from MHA is acutely aware deliver strong economic and social sustainability for the local that the masterplan proposals community, and that the harbour is the only opportunity that will the community has to carve its role out in the socio-economic fabric of Scotland’s future. Overall Masterplan This is a signi icant community. investment It in is estimated the that future proposals will cost in the region of £80 to £90 million. the of delivery of Mallaig’s masterplan MHA is fully committed to working with partners to realise this 34 Identi ication of sites for other uses (e.g. business/ In the context of the overall planning of the village, Figure 6 Expansion of the marina, to offer a 150-berth facility. A leisure slipway on East Bay to facilitate small craft and New, improved access for passenger only ferries by way of a Consider how visual amenity can be improved on Improve road layout and access. the Identi ication of site for West Highland College and Marine leisure slipway (31); potential redevelopment of the former boatyard site, with a view to improving road and pedestrian access and creating a consumer-facing amenity (27). yachts. also identi ies: an area for potential reclamation (30) for use such as car parking; potential promenade extension of beyond the shoreside the marina towards the proposed water sports. dedicated berth and pontoon, along with a fuel berth for industrial/harbour/community/tourism). periphery of the area to bene it the village. Business Support Centre.
• • • • v) Mallaig Waterfront Revitalisation Revitalisation of the waterfront area focusses on enhancing the attractiveness of Mallaig facilities around the waterfront area: through improving amenity and • • harbour estate area: • • iv) Harbour Estate Regeneration Partnership working with other land develop and facility a owners comprehensive to plan for regeneration across the 5.2 ENVIRONMENTAL IMPACT
and is being considered for SAC status 2 current Scottish Government Policy, pSAC are treated the same as existing SAC’s and therefore the potential effects on harbour porpoises will require careful consideration. They are sensitive to underwater noise that could result from activities such underwater blasting, dredging and piling and would need to be as, evaluated before works proceed. The proposed Sea of the Hebrides MPA may considered. also need The to MPA be covers a important vast habitat area for and basking is shark potential impacts on these species would need to be evaluated. considered and minke whale. Any The next nearest protected area, at approximately 4km distant, is the Loch Morar SSSI, between but the there SSSI is no and ~11km lies Glen Beasdale SAC; again, as for the SSSI, this array direct the connectivity harbour. At of habitats is at a signi icant distance from the harbour and it is greater distance of unlikely to be affected by emerging developments within harbour. the Individual species are afforded varying degrees of protection, such as otter and Harbour. In terms of birds, black guillemots and manx seals which are present sheerwater have been recorded in the harbour. The potential around Mallaig for signi icant effects during their nesting period would need to be considered, especially during construction works. Conservation Designations The harbour sits within the proposed Inner Hebrides and the Minches Special Area of Conservation (pSAC). This pSAC covers an area over 13,000 km due to the population of harbour porpoises it supports. Under 35 . This will be used
potential impacts on the SAC and how them to avoid has or minimise been published http://www.snh.gov.uk/docs/A1918723.pdf by SNH to inform plans for the development of the harbour throughout and can be the planning process. found at proposed works and/or activities arising following works are considered to have signi icant effects on the SAC. Similarly, a Habitats Regulations the potential to Appraisal (HRA) bring will be required about to support such application. likely a planning Further guidance and advice with regard to potential for impacts from development and activities arising from operation of the harbour on environment supporting porpoise. porpoise and the marine It should be noted that an Environmental Impact Assessment will be required in support of a planning application where the MHA has undertaken early consultation with Scottish Natural Heritage with regard to potential environmental impact. SNH have highlighted that the proposed development lies partially within the Inner Hebrides Conservation (SAC), designated for harbour porpoise, and the & the Minches Special Area of will become clearer as the form of the emerging developments evolves. As implementation progresses, environmental aspects such as landscape and visual, water quality, noise and marine ecology will need to be investigated in greater detail. Environmental Considerations This section offers environmental impacts. a The nature and high type of such level impacts review of the potential 5.2 ENVIRONMENTAL IMPACT development proposal would be supported by a lood risk Any new development within the masterplan area will need to Any change of use to existing buildings will need to be to a have a minimum inished loor level of 4.43m AOD. lesser or equal vulnerability as detailed within SEPA’s Land Use Vulnerability Classi ication Guidelines.
harbour developments, these minimised impacts through can effective be planning Construction controlled utilising, for Environmental and example, Management a document Plan provides (CEMP). overarching environment mitigation and control measures are implemented. This guidance to help ensure Local Amenity Construction works have the potential to impact residents, on visitors businesses, and the surrounding environment. important It to ensure will impacts be on the local ferry economy, terminal such and as ishing the industry are minimised. As for other masterplan that a large area of the harbour is situated within the 1 in 200 year coastal lood extent, so has a medium to high risk of looding. Although this limits only harbour activities to within the lood extent this still presents an opportunity to develop a more resilient harbour. Any assessment (FRA), which demonstrates how the lood risk can be addressed and the changes that would result in lood risk in the surrounding area. To ensure that any planning applications brought forward are in accordance with Scottish Planning Policy: • • Flooding and Climate Change The harbour has been subject resulting in signi icant damage to its infrastructure. The emerging to storm effects in recent years developments represent an opportunity changes to in take cognisance weather of patterns change. and SEPA build have resilience identi ied, to through climate consultation on the 36 1.25km to the north east. harbour waters, especially where water is a pathway for Contaminated Land assessment would be undertaken to identify potential ‘hot spots’ and target investigations to gather data to determine the level of risk, and where necessary, options for remediation. Due to the level of historic activities across the potential harbour, for there contaminated is the soil and groundwater within the area. harbour It is possible pollutant pathways that are otherwise static. A contaminated land risk that the emerging developments could unlock which is approximately Any new breakwater will permanently harbour, alter as the well character as of extending considered signi icant the the and would be overall subject to footprint. a detailed This landscape and visual may assessment to be ensure the emerging developments do result in major impacts. no Landscape and Visual The harbour is not designated for its landscape appeal. The closest National Scenic Area (NSA) is the Knoydart NSA, character or visual Surface water will need to be carefully managed, to minimise run-off into the contaminants. Any surface water run-off will CIRIA SUDS Manual 2015. need to accord with All waste water drainage including marina must connect to the public sewer. any pump out facilities at the The emerging developments, in particular the construction have phases, the potential environment. for Dredging for the adverse breakwater and berths water quality if not effectively controlled. Equally, should underwater impacts could affect on the rock blasting be necessary, the effects on marine mammals will need marine water to be evaluated. Water Quality There is an absence of data on water quality within the harbour and this will need to be considered as part of any assessment. future environmental 5.3 SOCIO-ECONOMIC IMPACT Offer the boatyard the opportunity to lourish, and Facilitate growth in aquaculture activities and related Grow and retain isheries, which sustains about 65 jobs Create a strong platform from which to grow tourism, with Enable the harbour to explore potential new markets in the Create new land for development and free up Support existing revitalisation of the waterfront, which will have a Future proof the harbour for RoRo ferry vessel deployment and increased services and volumes. employment, and safeguard current Mallaig and 100 in Fort William). employment (18 in overall. safeguard the current 17 jobs. expansion of the marina, cruise market presence. and development of a modest future. developed land for alternative uses. placemaking effect on increased community the events and opportunities village, for marine leisure activities. through enabling
• • • • • • • Summary of Impacts The masterplan proposals will create ef iciencies, improve facilities and services, and ultimately create and safeguard many jobs. • 37 Cruise Harbour estate regeneration (inc. West Highland College Construction Aquaculture Fisheries Mallaig Boatyard Marina Ferry expansion)
bene its is severely limited, most and likely consequence gradual of adopting decline a is do-nothing minimum strategy. or the do- and wages to be recycled in the Mallaig economy, attracts new residents and visitors, and sustains retail. A high level assessment of potential impacts is presented jobs in sectors such in Appendix D. as Without the masterplan the potential for socio-economic • • • Sustaining and growing these sectors provides employment • • • • Harbour AND the village. It facilitates this by enabling growth of economic activities several key sectors: in • Summary of Bene its This masterplan offers transformational a blueprint AND that is sustainable, both for both Mallaig 5.3 SOCIO-ECONOMIC IMPACT , village competes with The consequence of on the village. In contrast, the masterplan transforms and by extension the communities that it serves. Further assessment of the potential impacts will be con irmed in the development of detailed business cases for each masterplan proposals during implementation. of the the prospects of the sustains village the and peripheral communities that Mallaig Harbour serves. its island population, and and remote also mainland It should also be noted that the masterplan supports growth of internationally traded sectors including aquaculture, leisure, cruise, and boatyard services. Scotland marine other countries to attract such activity, and investment in these at Mallaig is not a “zero sum game” that current activity. This investment will grow the national market simply redistributes in all these sectors. More indirectly, a vibrant and working Mallaig Harbour the is heart at of Mallaig’s attractiveness to visitors. A decline has the opposite effect. harbour in We estimate that successful implementation of the masterplan will generate up to £115 million next in additional 30 GVA over years, the and additional jobs per annum during the irst seven years. This is create an average of over up to and about above 125 aquaculture, isheries, and the boatyard that would potentially some 200 be safeguarded as a result of the masterplan proposals. existing jobs, particularly in The development of Mallaig Harbour is therefore essential for the future social and economic prosperity of the Conclusion Mallaig Harbour must not stand still. “Do-nothing” is highly likely industries to and be direct jobs, gradual and decline, people impacts leaving, loss with of obvious 38 addition from the quayside. West Highland College is unable to expand its curriculum at Mallaig, and there are no other sites available for development. Mallaig. This fails to bolster growth of Scotland’s west coast as a key cruise ground. Without investment and remains development, unattractive the to potential harbour investors inef icient layout continues to hamper movement of goods to/ estate and tenants. Its There is no scope to grow the marina business and capitalise on the potential for marine leisure. This foregoes the creation of an important “pearl in the increased attractiveness of the west coast for sailing. necklace”, and fails to support There is no scope to grow a credible cruise market presence at existing visiting ishing boats to continue calling, new customers. and attract There is a signi icant risk from Mallaig because it cannot expand in its current location. that the boatyard relocates away This results in loss of local jobs, and signi icant damage to the marine cluster and the overall attractiveness of Mallaig. in Mallaig relocates elsewhere because larger well boats cannot be accommodated. While this is a signi icant blow to the local economy of Mallaig, relocation of the processing plant from Fort William. the knock-on effect might The harbour catalyse fails to do all that can be done to encourage Lord of the Isles within the con ines of the harbour. In the lexibility of future ship deployment, and growth services in ferry and volumes is constrained infrastructure, which cannot accommodate larger vessels. by current RoRo ferry There is a signi icant risk that the main aquaculture operation Consequences of “Do Nothing” Scenario The Mallaig to Lochboisdale service is at risk due to the current limited available space to safely manoeuvre a vessel the size of 6. IMPLEMENTATION
39 6.1 PHASING Promenade link Harbour Estate regeneration Development area/car park extension New ish handling facility and MHA Workshop Shore power Relocation of ish box store to Fish Pier Deep water berth and quay RoRo ferry berth and supporting infrastructure Salmon harvest station relocation Harbour parking Boatyard relocation Redevelopment of the former boatyard site 150 berth marina Parking area for marina and related use Freight vessel berth and storage area Storage facility and quayside development on Steamer Pier Ice plant relocation to Steamer Pier Leisure slipway Pontoon berth passenger only ferries & fuel berth for yachts Modernisation of fuel points West Highland College and Marine Business Support Centre
Ongoing throughout Phases 1 - 3 Phase 2 (Years 4 – 5) Phase 3 (Years 6 – 8) Phase 4 (Years 9 – 11) Phase 5 (Years 12 – 20) Phase 1 (Years 1 – 3) • • • • • • • • • • • • • • • • • • • • • (Approximate) Phasing of Development 40 The importance of partnership working and next steps in Resourcing this implementation. Potential phasing of proposals. How the masterplan aligns with planning and planning policy frameworks. terms of implementation.
• • every three to ive years to ensure that it retains its relevance. This section considers: • • Overview This masterplan sets out MHA’s Harbour. It physical is vision a working for document, Mallaig and should be reviewed the ground. proposals is shown right and in Figure 7 overleaf. A detailed implementation plan will be required, setting out the actions required to deliver each of the masterplan and the amount of time required to do so. This will need to be a proposals, live document, with regular updates to re lect circumstances on limited, given that many of the proposals can only be delivered at the same time or subsequent to the construction of the New Breakwater Quay. It is also the funding for a particular proposal may drive its development. case that the availability of An indication of potential time horizons for individual Phasing In terms of implementing masterplan, there is individual some scope proposals for phasing, although within this is the 6.1 PHASING (FIGURE 7) 41 6.2 INTEGRATION WITH PLANNING FRAMEWORK
options. MHA has thus engaged with The Highland Council’s department planning and Statutory development Consultees of throughout the the Council masterplan. planning of icers Discussion has con irmed with a route the Highland to aim achieving of the masterplan Guidance being to adopted the as LDP. Supplementary The planning that authority the has inal con irmed masterplan will Lochaber be Committee, reported seeking approval to for the the masterplan local be to area approved as Interim Supplementary time as the emerging WHILDP is adopted. Guidance until such The masterplan is not an application for planning permission, rather it provides the framework for setting out the harbour’s development aspirations for the medium/longer term, and will assist in guiding the delivery of development projects through adherence to an Supplementary adopted Guidance or policy approved Interim masterplan will inform the decision making process. framework. Guidance the As adopted From a policy perspective MHA will continue to work with agencies, such as HIE and local and national government closely bodies, to ensure that aligned with planning and policy developments. the masterplan framework is fully Masterplan Integration A key objective of development this intentions masterplan are is represented statutory in to planning the documentation, ensure as appropriate that this will port decision inform making future processes, and in luence future investment 42
Council-wide strategic policy framework. The new WHILDP will also replace the current adopted West Highlands and Islands Local Plan (2010), as continued in force at April 2012. process of preparing Development Plans, including for this area, the West Highland a number of and Islands Local Development Plan (WHILDP). new Area Wide Local This emerging LDP will sit alongside wide the Local Development adopted Plan Highland- (HwLDP, 2012), and will speci ically focus on settlements, whereas the HwLDP provides a legislative requirements re lecting policy directives from EU. the As the statutory planning authority, The tasked with preparing the statutory Development Plan for the Highland Council is Council area, and to meet this requirement the Council is in the policy, as well as responding to infrastructure development requirements. economic changes and new The most recent changes through the Planning (Scotland) Act, 2006 set out the current procedural through requirements delivered primary and secondary legislation with additional Planning Policy Framework The Planning System Scotland is and ever-changing, re lecting Planning changes in Policy government framework in 6.3 PARTNERSHIPS
Input into the development of proposals Take forward feasibility and funding aspects associated Consider options for future of ice plant in terms of Progress feasibility in alignment with industry Develop and market Mallaig as cruise destination Local input into the development of proposals Determine suitable location for new premises, Progress feasibility and inancing of infrastructure for Progress feasibility in alignment with requirements Progress feasibility of RoRo ferry berth and linkspan, with relocating the boatyard facility, location, funding and responsibility requirements and to market location as potential site for operational activity feasibility and funding aquaculture operations and to market Mallaig as cruise destination in alignment with their future operations
• • • • • • • • • •
CMAL College partners Fisheries Renewables/ West Highland Marine Harvest Cruise Scotland Ice plant owner Ferry operator/ other industries Cruise operators/ Boatyard operator Key Partners Community and local 43 community as Nevis Estates and other Prepare a detailed business plan to consider the costs, Commence dialogue with a wide range of stakeholders and Conduct detailed feasibility studies to determine optimal masterplan proposals. bene its and projected masterplan proposals. revenues associated with all organisations to progress the implementation of the technical solutions for development, as well as all other infrastructure proposals the New Breakwater included in the masterplan. Quay
A list of key partners identi ied so far is presented right. To ensure that the proposals are it for purpose and meet the needs of existing and future dialogue with all stakeholders at an early stage, and throughout users, MHA will have ongoing the development of the proposals. 2. 3. masterplan: 1. the Scottish Government. Other key partners will include land owners, such representatives. MHA will work with activity such required partners on to three commence key areas implementation of of the Next Steps MHA seeks to develop the proposals customers, and public bodies such as Highland Council, HIE and in partnership with its 6.4 IMPLEMENTATION RESOURCES 44 Project managing the development and delivery of Ongoing dialogue with key stakeholders and project Ongoing dialogue with potential funders and preparation of Developing a detailed implementation plan. Preparation of feasibility studies. Developing a business plan for the whole masterplan individual proposals. masterplan proposals. application forms. partners. strategy and separate business cases for each of the
support for these positions might be available through HIE or other sources of grant funding. • MHA will likely need to recruit suitably quali ied personnel to progress these tasks, potentially one to two full-time positions over an initial three year period. It is envisaged that inancial • • • • • Implementation Resources Following publication of progress implementation of proposals. This will comprise: the inal masterplan, MHA will APPENDIX A – POLICY REVIEW
45 A.1 NATIONAL POLICIES Ensuring a strong, healthy and just society: There is equitable Achieving a sustainable marine economy: Infrastructure is in A marine tourism destination of irst choice for high quality, place to support and promote safe, marine businesses. (HLMO 1); the marine environment and its pro itable and ef icient resources are used prosperity and to opportunities for maximise all, now and sustainable (HLMO 2) in the activity, future. access for those who want to use and enjoy the coast, seas and their wide range of resources and assets, and recognition that for some island and peripheral communities the sea signi icant role in their community. (HLMO 9) plays a value for money delivered by skilled and passionate people. and memorable customer experience
• Scotland’s National Marine Plan Sets out strategic policies for the sustainable development Scotland’s of marine resources out particular relevance is: to 200 nautical miles. • Of The mission is to tourism develop in and Scotland lead from the £145m by 2020, and to increase the overall economic value of £101m growth of of visitor sailing expenditure the marine tourism sector from £360m to over £450m by 2020. to A Strategic Framework for Scotland’s Marine Tourism Sector This Strategic Framework, led by a working group tourism of marine industry leaders and user groups, is sustainable focused growth on of the Scotland’s marine tourism seeks sector, to and develop and grow marine ambitions and targets of the national tourism strategy Tourism tourism in line with the Scotland 2020. The vision is to be: • 46
Internationalisation: Promoting Scotland on the international Innovation: Fostering a culture of innovation and research Inclusive growth: Promoting inclusive growth and creating Investment: Investing in our people and our infrastructure in regional cohesion. stage to boost networks. our trade and investment, in luence and a sustainable way. and development. opportunity through a fair and inclusive jobs market and
• • • lourish, through increasing sustainable economic growth. The Strategy focusses on two increasing pillars competitiveness to and achieve tackling underpinned by four priorities for sustainable growth: this inequality. objective: This is • Scotland’s Economic Strategy The Scottish Government’s successful purpose country, with is opportunities for to all of create Scotland to a more A.2 REGIONAL/LOCAL POLICIES
Economic recovery and growth. Employment. Safer and stronger communities. Health inequalities. Physical activity. Outcomes for older people.
further Highland priority relating to the environment. The six priorities are: • • • • • • Highland Council Single Outcome Agreement (SOA) The current SOA covers the period 2013 - 2014 to 2018 - 2019 and outlines how Partnership will deliver the Scottish Government's six national the Highland Community priorities, drawn Planning from their 16 national outcomes, and one 47
This concerns the : The aim is to increase the : The Plan endeavours to create better Enabling growth of the Plan while Resources managed: Communities and development supported: Places better designed Economic growth encouraged networks that support communities and growth. adequate Without infrastructure, empowering community governance, self con idence programmes, achieving all the outcomes will be impossible. and joined-up investment that combine compatible land uses and lexibility of use. respecting the built and natural environment that is highly valued by residents, businesses and visitors. quantity, quality and type through of to, job for opportunities, diversi ication and tourism expansion. example, feeding industrial expansion, rural designed places. for example, promoting development sites
• • • Lochaber, Lochalsh, Skye and Wester Ross which will be called the West Highland (WHILDP). and Islands Local Development The Plan embodies four key themes: Plan • West Highland and Islands Local Development Plan (WHILDP) The Highland Council is in the process of preparing a new Local Development Plan for West Highlands and Islands including A.2 REGIONAL/LOCAL POLICIES
st Strengthen the image of Lochaber as a tourist destination of Provide the opportunities and conditions for businesses to Lochaber to have the infrastructure in place that meets 21 Maintain high levels of economic activity amongst individuals, Promote and support measures to mitigate and adapt to choice, and improve the quality of the tourism offering locally. grow and become more productive. century demands. while increasing median earnings. climate change.
Economic priorities set out in Smarter“) comprise: the Plan (’‘Wealthier, Fairer, • • • • • Lochaber Community Development Plan The Lochaber Community Development Plan, produced by the Lochaber Partnership, re lects The Highland Council’s Outcome Single Agreement and LEADER outcomes programme. for the current 48
Developing growth sectors, particularly distinctive regional Creating the conditions for a competitive and low-carbon Supporting businesses and social enterprises to shape and Strengthening communities and fragile areas. Improve the safety and security of travel. Manage the impacts of travel on the area's environmental Improve people's health. Increase sustainable economic growth by enabling the area to Enable people to participate in everyday life. opportunities. region. realise their growth aspirations. assets. compete and support growth.
Financial and Business Services, Life Sciences, Energy, Tourism and Creative Industries. • • HIE focuses on the sectors identi ied in SES: Food and Drink, future. • • HIE Operating Plan 2016 – 2019 This three year operating plan describes HIE’s purpose, vision and priorities and sets out the actions to build the region’s • • • concerned with enhancing the area’s viability. This underpinned by the following objectives: vision is • • HITRANS Regional Transport Strategy The Regional Transport Strategy for the Highlands is APPENDIX B – SUMMARY ASSESSMENT OF ALTERNATIVES
49 B.1 OVERVIEW Scenario 2: Breakwater (protection only) Scenario 3: Deepen Outer Harbour plus breakwater (protection only) Scenario 4: Breakwater with usable quay Scenario 5: Deepen Outer Harbour plus breakwater with usable quay Scenario 6: West Harbour Basin Scenario 1: No development of major marine infrastructure Masterplan Scenarios 50 assess each of the options, (Scottish Transport Appraisal guidance) based approach. broadly consistent with a STAG development. The masterplan scenarios are summarised right. There was then an iterative process, which developed in close consultation with MHA and some options (12 in total) within these scenarios. key stakeholders, various An objective-led appraisal framework was then designed to market assessment, desk-based available literature and statistics/data. research and a review Secondly of several masterplan scenarios were then around developed these proposals, maximum based around requirements the in minimum terms and of major infrastructure selection of the preferred option for the masterplan. First a long list of high level proposals was identi ied with the aim of satisfying proposals the was outline informed requirements. discussions and workshops, by internal This discussions with the MHA, list a outcome of of stakeholder Overview This section summarises applied the to considerable developing effort alternatives that for was assessment, and the B.2 APPRAISAL FRAMEWORK Slight it (2) Very slight it (1) £50m - £70m (D) >£70m (E) No impact (0) Slight negative (-1) Moderate negative (-2) Strong negative (-3) Medium – high risk (1) High risk (0) Neutral (0) Slight con lict (-1) Moderate con lict (-2) Strong con lict (-3) Moderate positive (3) Slight positive (2) Very slight positive (1) Low risk (4) Low – medium risk (3) Medium risk (2) As outline requirements Very strong it (5) Strong it (4) Moderate it (3) Slight it (2) Very slight it (1) Very strong it (5) Strong it (4) Moderate it (3) >£10m (A) £10m - £30m (B) £30 - £50m (C) Qualitative/numerical score V. signi icant positive (5) Signi icant positive (4) Implement- ability criteria STAG criteria Fit with objectives Funding it Indicative cost ranges (not scored) Assessment against: Outline requirements
Appraisal Scoring System 51 To what extent the option can The likely level of it with Mallaig The estimated cost of each option The likely level of risk associated with The likely level of impact arising from each The extent to which each option might be able Magnitude of cost: ‘Funding it’: Fit with objectives: Implementability: STAG criteria: Outline requirements: objectives. presented within a range from Low to Very High. to attracting funding from different sources. option in terms Integration and Accessibility and Social Inclusion. of Environment, Safety, Economy, Harbour’s objectives and key Scottish Government of positive or negative impact. complexity and deliverability, likelihood of stakeholder opposition. technical feasibility and deliver the outline requirements, indicating the magnitude
All of the described options above using have the scale been outlined opposite. scored some (Note: instances in against to the acknowledge between options an asterix (*) criteria slight can be applied, with the effect variation in of adding 0.5 to the score.) impact • • • • • manner what the optimum masterplan option is for the future development of Mallaig Harbour. The appraisal assesses each of the options in terms of: • Methodology The purpose of this framework is to identify in an objective-led B.3 APPRAISAL OF MASTERPLAN SCENARIOS 8 7 6 46 16 77 11 10 18 5B 56.5 95.5 11 11 17 5A 52.5 91.5 67 13 14 26 4E 120 64 12 4D 12.5 21.5 110 58 11 12 18 4C 99 56 11 12 18 97 4B Masterplan options 9 9 15 4A 57.5 90.5 9 7 36 14 66 3B 52 9 7 34 14 64 3A 5 2 29 11 10 55 7 1 24 10 10 51 option. A detailed description of
Objectives TOTAL APPRAISAL SCORE Appraisal criteria Outline requirements Implementation and funding it STAG criteria Appraisal Results infrastructure and a multi-user deep water quay and expansion. marina This was thus selected by MHA as the taken forward for subsequent development to be the basis for preferred option, and the masterplan. The appraisal resulted in a de ined outcome, with clearly appraising as the best Option 4E each of the options report, Stage C - Detailed Options Paper. In summary Option 4E considered is presented in a comprised separate a New Breakwater Quay with new ferry Selecting Preferred Option APPENDIX C – DETAILED MASTERPLAN PROPOSALS
53 C.1 NEW BREAKWATER QUAY of the new breakwater. Protection by rock high wave wall will be required for the berth, marshalling area, armouring and a and along the full Outer Breakwater Pier, and foot passengers using the ferry from wave overtopping in to protect vehicles severe weather conditions. A concrete slip suitable for ramp ferries will be constructed at the inshore end appropriate of facility for the the Lochnevis or berthing other This will ramp also vessels. slot, offer considerable lexibility and providing resilience as back-up to the linkspan, in the event of that maintenance of the a a more linkspan affects its availability. The sides of the ferry berthing slot will be fendered to suit the vessels using the linkspan berthing length is provided within the slot to allow overnight and the slipway, or and emergency suf icient berthing for one vessel, in addition to the emergency/overnight berth provided RoRo vessel and one Ramp at the outer end of the new Breakwater. The marshalling area is capable of accommodating 20 X HGVs plus 200 cars (approx. 150% of future RoRo vessel capacity). New RoRo ferry infrastructure A new RoRo ferry berth vessels and linkspan up accommodating to ferry 105m Breakwater Quay, set within a berthing slot at the inshore end in length will be located on the New 54 be achieved for this quay. construction, with the breakwater exposed beneath it. Dredging of rock and of other rock armoured inner seabed deposits requires to be undertaken before construction face of of the the breakwater, to provide suitable depth at the new deep water quay. A depth of 7m below Chart Datum can reasonably while providing much needed shelter for the Outer Harbour by way of a breakwater and associated wave measures. climate mitigation To maintain the wave reducing properties of the breakwater, the quay requires to be of open piled concrete decked i) New Breakwater Quay The New Breakwater Quay offers a multi-user facility that will enable Mallaig Harbour to exploit existing and future markets,
Harbour Breakwater and Approaches Towards Sgeir Dharg Skerries C.1 NEW BREAKWATER QUAY 55 The harvest station would to permit delivery of pumped
be close enough to the new quay ish via underground pipeline. station and Access berth would require to protection by the armour high and wave new a wall to harvest provide safe access for crew during severe weather. the workforce and renewables sector. New infrastructure for aquaculture operations The deep water quay and berth will accommodate well boats and the salmon harvest station can be relocated to a reclaimed area on the New Breakwater Quay. 175m of quay with water depth of 7m below Chart Datum will be able to accommodate cruise liner length, as vessels well up as to deeper draughted 160m ishing in boats, and well boats some cargo accommodate support and maintenance operations within the boats. There is a future opportunity to i) New Breakwater Quay Multi-use deep water quay renewables – cruise, ishing, cargo and C.2 OUTER HARBOUR bearing piles. A boatlift harbour basin, against the new piled deck, at its junction with would be constructed the Outer Breakwater Pier. This arrangement would offer best within the access and lexibility of movement of boats within the yard. Relocation to this site operator to expand his business considerably. would enable the current Available berths boatyard Relocation of ferry and aquaculture operations frees up 90m circa of berthing face on the Outer Harbour deeper draughted ishing boats or other vessels, and a similar Quay, for use by length on the south face of the Steamer Pier. Relocation of the boatyard facility The western quayside within the Outer Harbour will be made available for the relocation of reclamation and construction of a reinforced concrete deck on the boatyard facility through 56 A rock armoured spending slope between the Stub Breakwater and the end of the Steamer Pier northerly will reduce waves transmission of into acceptable wave climate in severe northerly wave conditions. the Outer Harbour to achieve an Improved wave climate The rock armoured breakwater will substantially action in the Outer Harbour basin for extreme wind and wave calm wave events from westerly directions. ii) Outer Harbour Proposals are focussed on improving the wave climate in Outer Harbour and enabling relocation of the boatyard facility. the View of Outer Harbour C.2 OUTER HARBOUR
Ice Plant in Operation 57 to store 60 (35m x 40m) has been 2 he Steamer Pier Stub. on the north side of the Steamer Pier (25m x 2 . A quayside development area of 1400m identi ied adjacent to the Steamer Pier, east of the proposed Additional Storage Facility. Outer Harbour quay face of the An area of 850m 34m in size), adjacent to the existing ish good feed proximity building, to with the existing Outer Harbour quayside, been earmarked for a new storage/cargo handling facility. has Quayside development area night outlets, with electrical supply to the the outlets service running trench in behind the quay face from onshore. Two power points would be implemented in the irst a control panel instance Additional storage facility (for ish feed or other cargoes) Existing fuel points around the harbour will be examined and modernised where required, modern environmental standards in the future. with a view to Provision of shore power on Outer Harbour quays maintaining Power will be provided either via card operated or charge-per- The vision is to have an ice plant in the future that is modern, ef icient and self-service, potentially with capacity tonnes and produce 30 tonnes of lake ice in a 24 hour period. The new ice plant would be located on t Modernisation of fuel points ii) Outer Harbour Ice plant C.3 MIDDLE HARBOUR Prawn Market 58 , plus toilets and 2 rock in front of the quay will be of the Fish Pier. small of ice accommodation and merchants to the rear. lockers provided for ish The new Fishmarket Quay will comprise a sheet piled wall with fendered face. Dredging necessary to provide the necessary depth for will use the facility. all vessels that The ish box store would be relocated to Steamer Pier, along the line of the east end of Jary’s Wharf. The new building will be around 52m x 16m, matching the 52m of berthing face provided by the new quay in front, and typically allowing two vessels to land to the market at anticipated that a workshop of around 150m one time. It is showers would be located at the north end of the building, with These facilities will encompasses a ish handling and storage area, chill facility and be replaced by speci ic area for handling, cleaning and packing discards. a new building that It is considered that the most suitable location for this facility is on a new quay constructed between the Fish Pier and the is approximately 18m wide x 27m in length overall, market space within around 13m wide x 25m length. with the Although the more condition modern it has not Fish been used in Auction recent times, due demand. Hall to lack of is in good The Prawn Market (see right) is used frequently, mainly by the local ishing leet and can be several small very of ice units busy within at the Prawn times. Market which There leased are are to ishing-related businesses. This building is reaching the end of its serviceable for much longer than ive to ten years. The building design life and is not expected to remain iii) Middle Harbour New ish handling facility and MHA Workshop C.3 MIDDLE HARBOUR
Inter-Island Freight Vessel and Cargo 59 location for a new reduced level freight loading point freight only service. The south face of the Steamer Pier close to for the the old linkspan is considered freight vessels currently moored at Jary’s Wharf when they are suitable for tying up not loading at the old linkspan ramp. of the The freight only quayside (as currently provided at Jary’s Wharf) to suit loading ferry operator requires and a unloading reduced of level relocated vessels. to Once the the RoRo New linkspan has been removed from the Steamer Pier, the concrete ferry Breakwater has Quay, been ramp and to the the linkspan existing would, after extension, offer the best iii) Middle Harbour New berth and storage area for freight operator C.3 MIDDLE HARBOUR Fishing Boats Operations 60 (50m x 12m) has been 2 Steamer Pier (Sick Berth), immediately west of the Freight Storage area. proposed panel onshore. Two power points will be implemented in the irst instance. Quayside development area A quayside development area of 600m identi ied adjacent to the Middle Harbour quay face of the Shore power will be provided on the Fish Pier (and possibly on the east side of Breast Wharf). Power card operated or charge-per-night outlets on some or all ishing could be provided via vessel berths, with electrical supply to the outlets running protective ducting on or under the pier decks, from a control in iii) Middle Harbour Provision of shore power on Fish Pier C.4 HARBOUR ESTATE REGENERATION
he existing road layout between the roundabout and the to include a one way commercial vehicles, would improve operational safety. system of access to the harbour Improving access for routes, parking and signage throughout the harbour area A more rigorous approach to management of parking applied, will be commencing with restrictions on where cars parked and vehicular access on piers. can be Proposals include improving signage linking and ferry terminal and controlling and minimising pedestrian the rail station movements in key operational areas within the harbour. Improvements to road layout and access T Outer Breakwater is commercial traf ic. Recon iguration of the road layout possibly inef icient and largely unsuitable for Harbour Estate Aerial 61 determine future use of sites around the harbour estate. MHA will have to consider options for expanding of ice space in the short to medium term, though this is likely to be achievable within the existing building. supply chain will expand, support and training facilities. increasing the need for business Identifying sites for other uses Ongoing dialogue with other land and facility owners, tenants, harbour users and potential new tenants is required to The former Marine World and MHA Workshop sites have been identi ied as a potential College location facility. for The a vision new is space West for to education Highland and create business, incorporating training, a hot- lexible, desking multi-use and teaching facilities. As the harbour grows, the across the harbour estate (Land Assembly Concept Plan). and Development The Plan will be cognisant of environmental considerations, in particular visual amenity and carbon footprint. West Highland College and Marine Business Support Centre many buildings are at underutilised, the and overall end the visual of amenity of poor. their the estate design is life or are Through partnership working with other land/facility owners MHA will develop a comprehensive plan for regeneration iv) Harbour Estate Regeneration: Land Assembly and Development Concept Plan The harbour estate is in fragmented ownership, the inef icient layout in is terms of proximity to quayside and road access, C.5 WATERFRONT REVITALISATION It also attract visitors
cars with additional space community use. This parking area is in addition to that created remaining for other directly at the marina location. purposes/ Enabling the development of the former boatyard site The relocation of the boatyard into the industrial area harbour of the frees up a preferably good in a waterfront consumer-facing role site that will for and development, bene it the community. This might marine include leisure, facilities such as for a yacht club affords or diving the centre. opportunity to improve access on East Bay Road. pedestrian and vehicle Creation of a new slipway on East Bay A new leisure vessel concrete slipway on East Bay is proposed, with associated parking on an area meet the requirements of the Planning Authority for off street of reclaimed ground, to parking. This will accommodate trailers. The parking slipway and for reclamation will be 12 wave action by rock armour. protected from cars and Marina parking and related use The removal of the Prawn Market, Fish Auction Hall and Tent frees up space for the creation of users. parking The for area use is by large marina enough to provide parking for 20-30 62 Slipway. This Community led and funded project would best be undertaken at the time Parking area. It is envisaged that the works would match that of the extension of of the the existing Promenade, Marina with a quality decorative railings. tarmac footpath and high Shoreside Promenade Link The Community have indicated that they would be keen to see the Shoreside Promenade, Marina Shorebase Building to the Marina Car Park, extended to which currently runs tie from in the to the existing pavement just west of the proposed At feasibility stage consideration will be given to the potential impacts on other harbour users. As a result it may be necessary to consider alternative approaches to the marina development, for example phasing the development, reducing the extent the expansion, or an alternative con iguration. of breakwater extending from the East Bay protection to the pontoons from northerly waves. Dredging of shore, will provide seabed (loose deposits and adequate depth on rock) the marina is extension while maintaining necessary a suitable to adequate width provide of navigation pontoons and the end of the Fish Pier. channel between the After relocation of Breakwater the Quay, ferry the expanded northwards towards the Steamer Pier, into the area linkspan/berth existing to 50 the currently berth New used marina for manoeuvring can additional of 100 be the yacht berths. ferry, to further A create loating north, an breakwater located supplemented by a short rock armoured v) Waterfront Revitalisation Marina expansion C.5 WATERFRONT REVITALISATION Existing Passenger Access for Small Ferries 63
, an area west of village boatyard site and areas around the edge of the harbour estate. Stakeholders reported a residents) to sit and rest, either green space or sheltered space. lack of There are several locations where this could be supported by places for visitors MHA in conjunction with local partners. Picnic areas or wooden (and shelters could be incorporated into some proposals, such of as the areas masterplan earmarked for parking, the existing In the context of overall planning of the the harbour has reclamation and development such as for parking. been identi ied as Creating spaces for visitors and the community a potential site for pontoons would be accessed by a bridge running parallel to the pier from a position around 15m inshore of the top of the steps. This arrangement would physically able passengers, and would remove current risks of provide easier falling over edges of quay or steps. access for less Area for potential reclamation and development Creation of a new dedicated passenger ferry pontoon and yacht fuelling berth on Fish Pier, formed by a pontoon running along the face of the Pier between the steps location and the existing RNLI Pontoon. The fuelling berth pontoon will be the east located end at of the passenger ferry pontoon, running angles to the pier face, adjacent to the Lifeboat pontoon. at right The v) Waterfront Revitalisation Pontoon berth for passenger only ferries/yacht fuel berth APPENDIX D – SOCIO-ECONOMIC IMPACT
64 D. SOCIO-ECONOMIC IMPACT . attractive to potential users, some of whom have the choice of other ferry routes and/or air services. Improved reliability will have direct inancial bene its to the operator. Users will also Improved be harbour access, willing a larger deeper to water quay, will pay new also linkspan enable for and the variety of vessels, for example when the usual vessel is out of operator greater to use reliability. a greater service; in the longer lexibility when seeking to standardise vessel types and reduce term, the operator will the number of different classes of vessels in the leet. have greater A higher frequency of sailings arriving at and departing Mallaig from due to opportunities for local businesses to capture a higher volume improved reliability would of passing trade provide 1. Ferry At present the ferry service between Lochboisdale and Mallaig is subject to a high number of cancellations especially winter during months. This imposes costs on revenues the operator, and reduces the unreliability of the service makes it less 65 Marina Cruise Harbour estate regeneration (inc. West Highland College Construction Ferry Aquaculture Fisheries Mallaig Boatyard expansion)
This appendix offers a high level assessment of potential socio- economic impacts. This will be developed into a full assessment during implementation of the masterplan. 5. 6. 7. 8. 1. 2. 3. 4. Overview There is potential for growth in several key sectors: D. SOCIO-ECONOMIC IMPACT
village handling facility and a Mallaig more attractive to the visiting leet. more ef icient ice plant will The new ish handling facility will have several positive effects make on the ishing industry in Mallaig, around improving ef iciency and working conditions. development It of also an community uses. frees area up for land marina for parking In terms of impact these proposals will go some way to support the or other existing jobs in the ishing sector (circa 65), and possibly result in an increase. 3. Fisheries The ability to accommodate deeper draught vessels will attract larger visiting ishing boats to Mallaig, providing them with an alternative landing location. Similarly the availability of more ishing berths, a new ish potential for the existing boatyard site to be redeveloped in a consumer facing role – vehicular access can be improved, which will bene it the at the same as a whole. time, pedestrian and 4. Boatyard At present the boatyard operates on a constrained site that is not ideally located for this type of boatyard activity. will Relocation enable it of to the expand operations and share of the west coast ishing vessel repair and maintenance increase its market, as well as attract customers from other geographical locations, and different types of vessel. As well as employees, additional jobs would be created over the medium safeguarding the to long term. existing workforce of 17 Should the boatyard be relocated to the Outer Harbour, there is 66 masterplan proposals will contribute to safeguarding a further 100 jobs. fundamental requirement for the future viability of the Mallaig operation. Thus the safeguarding the masterplan current 18 could jobs at be processing the operation regarded Mallaig site. at as As Fort the harvest station operation in Mallaig, it is also possible that the William is dependent on the its harvest station capacity signi icantly, which the will operator’s facilitate aspiration to grow tonne per annum (gutted weight) to 90,000 tonne over the next current volume of 50,000 ten years. Several additional jobs would be created to facilitate this expansion. Accommodating larger well boat vessels is possibly a proximity that enables ish distance. to be pumped a much shorter The size and capacity of the harvest station is dictated by the size of well boats discharging larger well boats, the current operator will be able to expand salmon – by accommodating 2. Aquaculture The masterplan proposals provide deeper water berthing for well boats, as well as a site for a harvest station in close D. SOCIO-ECONOMIC IMPACT , by village is estimated to be in village The expansion of the marina will enable a substantial There will be additional demand for supplies and services, There will be an increase in money spent in the Additional expenditure in the increase in visiting yachts, particularly in the peak months of June, July and August, as well as additional resident boat owners – potentially 3,000 additional boat additional resident boat owners taking up berths. nights and 50 such as chandlery, maintenance and repair and fuel, which creates opportunities for the These services in turn will make Mallaig more attractive as a local business community. sailing destination on the west coast. both visiting sailors and resident boat owners, which could lead to new commercial opportunities being exploited and developed. the region of £500K per annum.
• • • • 6. Marina There is a strong national focus on growing the sailing tourism market, as set out in the Giant – A Strategic Framework for Scotland’s Marine Tourism recent publication ‘Awakening the Sector’. 67 Half or full day trips to Expansion of craft and retail offer. mainland locations, such as Provision of passenger transport services/bespoke taxi Wildlife, walking, ishing, shooting and cycling expeditions. Boat trips/cruises to Small Isles and Knoydart Peninsula. tours. Glen innan, Fort William, or further a ield.
developed. could be achieved, and 16,000 or more unrealistic target. per annum is not an Estimated expenditure in passengers the and crew local members could economy £1.3m per annum in the short term, depending on the extent of range from by £675K cruise to initial market capture – this would grow as cruise business Mallaig could initially attract the smaller cruise ships already operating in the cruise ground, with 30 – 45 calls per year and 8,000 passengers. With focussed marketing to the larger ships that could be accommodated, a higher number of passengers • • • There is signi icant community to opportunity develop suitable activities for and tours for passengers: the cruise local business • • Portree, Tobermory, Oban, Barra and Fort William. There is a growing number luxury cruises and/or bespoke itineraries. Passengers on these of smaller cruise ships offering cruises tend to spend more ashore (£80 and upwards) and are often looking for bespoke or unique itineraries when ashore. 5. Cruise West of Scotland is becoming an increasingly attractive cruise ground: cruise ships are calling at places such as Stornoway. D. SOCIO-ECONOMIC IMPACT
Enable WHC’s business training unit to deliver more Create more opportunity for local business leaders to Enable the development of a state-of-the-art maritime skill HIE’s recent investment in high-speed broadband will create Facilities would also be available for social and cultural engage in cutting edge research-led innovation through the college’s research centre ‘Centre for Recreation and Tourism Research’. training facility, learning, study and meeting state-of-the-art learning/video conferencing technologies. facilities and new digital business opportunities, and the new centre will also act as a training entrepreneurship. facility for digital skills and digital events and activities, based facilities and adding local capacity to the community. complementing other community- extensively to the business community for a wide range of skills development including business incubation, support of community enterprise companies, etc.
construction activities. The local area is likely to derive most bene it from expenditure in the area by construction workers (accommodation, spending in shops, bars, restaurants) and by construction irms sourcing materials and supplies local area. from the • • • • 8. Construction The impact of construction is temporary, lasting only as long as the construction of infrastructure takes. As some (and possibly most) of the construction activities are specialised, it is likely that only a small number of people who normally live locally will actually be employed directly in the 7b. WHC and Marine Business Support Centre (continued) • 68 Enable WHC to focus on Mallaig as a centre for Marine and Coastal Tourism, contributing tourism positively development to in sustainable communities. Mallaig and its surrounding
College (WHC) and Marine Business Support Centre. the creation of new or improved facilities. It is envisaged that two to three sites would be developed for businesses wishing to relocate to Mallaig. One site has already been identi ied for a West Highland 7a. Harbour Estate Regeneration The regeneration of opportunity for development of commercial activities, through the harbour estate provides the for young people who wish to remain in their local community – West Highland is lagging young people remaining in their communities. behind other areas in terms of In terms of impact, the creation of this facility will: • room for expansion. developing There a new are facility in also harbour estate. Mallaig, limited other than options within the for The main aim of developing the Mallaig facility is to provide an enhanced and wider range of opportunities for post-16 study local resident and business community. There are 30 full time students and 16 commercial courses have been delivered in the last year with 99 attendees. The centre is locations, currently the learning operated environment is from poor and three, there is suboptimal no 7b. WHC and Marine Business Support Centre West Highland College (WHC) learning has centre and established education resource a in Mallaig, successful diverse offering range of a education and learning opportunities for the