Archived decisions
APPENDIX
RIVER HAMBLE VISITOR STRATEGY - SCOPING DOCUMENT
Introduction
The River Hamble and the surrounding area is a popular destination for visitors, some of whom stay only for the day whilst others stay for longer periods. Most arrive by boat or by car, with a few by bus, train, bicycle or on foot. Some are attracted by the scenery and the pretty riverside villages with their shops, pubs and restaurants, and others by the hustle and bustle of the boating community which contrasts so clearly with the tranquillity of the upper reaches. There are anglers, ramblers, birdwatchers and those who just want a change of view. And there are plenty who visit simply because of the outstanding facilities available for yachtsmen of all sorts. Whilst perhaps not the premiere destination for those who visit the Solent to indulge in recreational boating, its importance is nonetheless nationally recognised.
Despite the steady development of leisure boating over many years, there has never been a coherent strategy for the overall management of visitors to the River Hamble. This scoping document is intended to outline the process for developing a visitor strategy to rectify this shortcoming.
Aim
The aim of the Visitor Strategy will be to agree and establish a coherent strategy for managing visitors to the River Hamble.
Defining the scope
It would be almost impossible to include the diverse needs of every visitor to the River Hamble into the Visitor Strategy so it must necessarily be limited in scope. It should include yachtsmen arriving by water - whether they are bound for marinas, boatyards (for repairs and maintenance) or Harbour Authority facilities; visiting boats launched from the numerous public slipways; anglers, sightseers and ramblers (including birdwatchers) - what might be termed `active visitors'. It should specifically exclude those who arrive by road solely to visit local pubs, restaurants and shops - what might be termed `passive visitors' - who fall well outside the remit of the Harbour Authority.
Assumptions
The strategy should assume that the majority of visitors arrive by boat, or by car with a boat on a trailer or roof-rack, and that their specialist requirements will have a significant bearing on the overall strategy.
Constraints
The following potential constraints have been identified:
Limitations on the role of HCC and the River Hamble Harbour Authority
Need to adhere to the Strategic Principles
Legislation
Local Development Planning
Estuary Management Plan
River capacity
Financial issues
The requirements of The Crown Estate
Visitor facilities must be `demand-led'
Risks
The key risks to the successful agreement and implementation of a Visitor Strategy are:
Lack of funding
Failure to reach agreement with The Crown Estate
Lack of stakeholder support
Planning constraints
Consultation
The following organisations should be invited to comment on this strategy:
Hampshire County Council
Crown Estates
Eastleigh Borough Council
Fareham Borough Council
Winchester District Council
Hamble Parish council
Bursledon Parish Council
Curdridge Parish Council
Warsash Residents Association
Environment Agency
English Nature
Other organisations and interest groups should be consulted and their views taken into account, as follows:
Association Of River Hamble Yacht Clubs
River Hamble Mooring Holders Association
River Hamble Berth Holders Association
Bursledon Rights of Way and Amenities Group
Individual Sailing and Yacht Clubs
River Hamble Commercial Operators Association
Individual Marinas and Boatyards
Fareham and Eastleigh Chambers of Commerce
Local Businesses
Methodology
The desired outcome is an agreed strategy for visitors to the River Hamble, complete with conclusions and recommendations. A key element of the report should be a cost-benefit analysis of a series of options. In order to produce this, a series of options together with their associated costs and benefits must be determined and, where appropriate and feasible, quantified. This should be informed by a process of consultation, brainstorming, reviewing existing research and thorough examination of the current situation. From this can be derived what the costs will be and who might meet them, what the benefits will be and who the beneficiaries will be, and what the visitors actually want.
What are the costs involved?
Provision of berths - piles, pontoons and jetties
Berthing for tenders
Car parking
Trailer parking
Marketing
Provision of shore facilities (Showers/Toilets/Laundry)
General facilities - shore power, fresh water, sewage pump out, rubbish disposal etc
Collection and enforcement
Who might meet them?
Hampshire County Council
Harbour Authority
Marinas
Boatyards
Local authorities
Sailing/Yacht clubs
Local businesses
Who are the likely beneficiaries (and losers) and what are the likely benefits (and losses)?:
Beneficiaries:
Local businesses: increase in clientele. Includes shops, pubs, restaurants, garages, marine businesses (fuel suppliers, repair yards, sailmakers, chandlers etc)
Local authorities: increase in economic activity.
Harbour Authority: increase in visitor fees and from Harbour Dues for visiting vessels using the River
Marinas: by filling up berths when permanent berth holders are away.
Marina Berth Holders: berthing fees kept down by filling unoccupied berths
Mooring Holders: any increase in visitor income should help to keep Harbour Dues down.
Potential losers:
Mooring Holders: any increase in visitors berths would reduce the number of permanent berths available, thereby increasing the waiting list
Harbour Authority: potential loss of Harbour Dues from permanent mooring holders
Local residents - potential loss of car parking spaces if more visitors are attracted to the River and travel by car (especially with boats on trailers)
Visitor expectations:
The strategy must also look at visitors expectations. Why do people visit the River? What do people want when they get here? Do visiting yachtsmen prefer marinas, jetties , mid-steam pontoons or piles? What factors influence their decision? What do non-boating visitors want? What, if any, are the reasons why people choose not to visit?
Having established the range of available options and their associated costs and benefits, it should be possible to reach some conclusions about the way ahead. It is anticipated that these will include proposals for the optimum number and type of visitor berths, the provision of other visitor facilities (for all types of visitor), visitor fees and the management of visitor activity.
Timescale
It is anticipated that the visitor strategy should be complete by the late summer and any new arrangements, once agreed, should be in place for 2006.
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