Archived decisions

Contact: David Evans, tel 01489 576387 email: [email protected]

1. Summary

1.1 This report provides details of the Marine Director's current issues on the River Hamble.

2. Corporate Strategy

2.1 This report supports Aims 1 to 5 of the Corporate Strategy (Maximising Life Opportunities, Stewardship of the Environment, Achieving Economic Prosperity, Building Strong and Safe Communities, and Improving Services) by contributing to the discharge of Hampshire County Council's role as the River Hamble Harbour Authority.

3. Current Issues

3.1 Visitor Strategy: A considerable amount of work has been carried out on the proposed Visitor Strategy for the River Hamble. The development of a Visitor Strategy has been afforded a relatively high priority because it is likely that many of the outcomes will have a direct impact on other projects (for example: relations with the Crown Estate; charging of Harbour Dues for all river users; river capacity and the overall strategic management of the river.) It is intended that the Visitor Strategy should be completed by late summer 2005 and, if approved, any changes which are required can be introduced from 1 January 2006. Clearly, the outcome of the Visitor Strategy will impact directly on future arrangements for the current Visitor Partnership with the Crown Estate.

3.2 The Crown Estate: The Moorings Management Agreement has only been agreed and signed recently but actually expires on 31 December 2005. The wording should be more than adequate for subsequent renewal but the fee paid to the Harbour Authority by the Crown Estate is now up for re-negotiation. These negotiations will also include fees for managing sub-lets and the Moorings Waiting list for 2006 onwards.

3.3 Harbour Dues: As reported previously, the Marine Director is investigating ways in which the charging of Harbour Dues can be made more equitable. Initial indications are that a mechanism for charging Harbour Dues for all vessels (including dry sailors and visitors) would be both feasible and cost-effective. Discussions with several interested parties on how best to collect the dues, including enforcement and exemptions, have taken place and it is intended to have detailed proposals (including a cost-benefit analysis) in place shortly so that, if agreed, they can be implemented with effect from 1 January 2006.

3.4 River Capacity: This remains a contentious issue and considerable thought has been given to alternative methods of measuring capacity in lieu of a basic `boat count'. One option under consideration is to count capacity based on metreage of berthing space. Proposals will be placed before the Management Committee and Harbour Board in due course.

3.5 Supervision Charges: There are concerns about the legitimacy of the system of levying a `supervision charge' for vessels on mid-stream moorings. The general consensus is that it should be phased out, but the income which it generates needs to be maintained. One option may be to increase the Harbour Dues rate above that of the RPI (for all river users) whilst reducing supervision charges (for those on mid-stream moorings) by an even higher percentage, which could eliminate supervision charges over a period of about five years. This will be subject to a cost-benefit analysis and, if approved, could be implemented from January 2007.

3.6 Strategic Principles: The current `Strategic Principles to Guide Development on the River Hamble' have provided useful guidance when dealing with development issues. However, experience indicates that they could be clarified and enhanced with the addition of a glossary of terms (defining such terms as `secondary channels' and `dry sailing') together with diagrams and chartlets to aid understanding. The Marine Director will propose amendments in due course.

3.7 Bye-Laws: The current Bye-Laws require updating. During exploratory discussions with Captain Mark Capon of Marine Enforcement Limited he suggested that it may be possible to produce a set of generic Bye-Laws, appropriately worded for the 21st Century, in cooperation with other similar Harbour Authorities in the area, which could then easily be adapted as required to meet the specific requirements of the River Hamble.

3.8 Closed Circuit Television: The CCTV system is working to a satisfactory standard most of the time, but there are still problems with the Bursledon bend camera. Final payment to the contractor has been withheld and a new sub-contractor has been engaged to investigate and resolve the problems. There will be no additional cost to the Harbour Authority.

3.9 Continuous Pontoons: The Crown Estate wishes to enhance some pile runs by installing fixed continuous pontoons in place of individual (mooring holder owned) pontoons. J3-J12 has already been completed and the Crown Estate is now considering an application for part of the L-Piles and, possibly, the present Visitor Piles, converting them into permanent pontoon moorings. This is obviously linked to the Visitor Strategy above because it would reduce the visitor capacity of the River slightly.

3.10 Working Routines and Staffing Levels: This summer, for the first time, the Harbour Office is remaining open until midnight (it has closed at 2200 hours in the past). This means that a patrol can be available on the water after pub closing time and thus deal with any speeding or other issues which may arise. This increase in opening hours has been achieved without any change of contracts or overtime but has already exposed some fragility in Harbour Office manning levels. The main issues are:

(i) full-time Patrol Officers are unable to take any leave (other than their off-roster time) from the beginning of May to mid-September; and

(ii) the requirement for the Harbour Office to be open and manned seven days per week means that non-patrol staff (four in number) are working one weekend in four (reducing to one weekend in three, or worse, if one of the four is on leave). This impacts adversely on staff availability during the normal working week, whilst weekend workers take days off in lieu.

3.11 A partial solution has been reached for this summer by employing an additional seasonal coxswain to patrol the upper reaches of the river on Spring tide weekends and to assist with the weekend roster in the office on Neap tide weekends.

3.12 Trust Port Steering Group: In parallel with the establishment of new governance arrangements for the River Hamble as a Municipal Port, a separate group (the Trust Port Steering Group) has been established jointly by the Association of River Hamble Yacht Clubs and the River Hamble Moorings Association to investigate the feasibility and desirability of initiating a move to Trust Port status. The Steering Group is chaired by Peter Nicholson. The Harbour Authority has agreed to cooperate with the Steering Group by providing access to financial and other information upon request, within the parameters of the Freedom of Information Act.

3.13 Speeding Vessels: In an effort to deter and educate speeding vessels on the river, a hand-held radar speed gun has been procured. It will be used on board stationary patrol vessels, drifting on the tide, thereby removing the tidal vector. Skippers observed to be breaking the limit will be stopped and offered advice in the first instance. Persistent or excessive offenders may be prosecuted, using speed gun evidence as one aspect of the prosecution case.

3.14 Non-Payment of Bills: There are occasions when visiting yachts fail to pay visitors fees prior to departure. Apart from the loss of income (to the Harbour Authority and the Crown Estate), this involves a large additional administrative load, often out of proportion to the sums involved. There is no easy solution, but Harbour staff will continue to be as vigilant as possible.

3.15 Solent School of Yachting: The Harbour Authority leases the former Solent School of Yachting site and facilities from David Ollie at an annual rent of £42,000. This had become a significant financial burden and the decision was taken to assign the lease to a third party, retaining only those parts essential for the Harbour Authority's operations (workshop, oil spill store and four parking places for emergency vehicles). Warsash Marine took up occupation of the remainder on 3 May 2005. This will reduce Harbour Authority expenditure on this facility by £31,500 in a full financial year.

3.16 Fishermen's Jetty: There is an urgent safety requirement to provide a simple jetty for fishermen to land their catches directly from their boats at Warsash (the current arrangement involves transferring catches from the mid-stream pontoon in small boats which are often overladen). The project has been put out to tender and only one response has been received. The intention is that the project should be funded jointly by the European Union (50%), Hampshire County Council Coastal Management (25%) and the Harbour Authority (25%). The Harbour Board will be asked in due course to approve funding for the Harbour Authority share from capital receipts.

3.17 Harbourmaster's Jetty and Dredging: The floating structure of the Harbourmaster's Jetty at Warsash is nearing the end of its safe working life and is becoming an expensive maintenance burden. In addition silting is causing some reduction in the depth of water around the jetty. Maintenance dredging is required and must be carried out by 31 March 2006. It seems prudent to replace the piles and pontoons at the same time. An analysis of the usage of the jetty this summer will inform decisions about any possible redesign of the layout. The Harbour Board will be asked in due course to approve funding from Crown Estate receipts, subject to a full cost-benefit analysis and report.

3.18 Country Park Jetty: Parts of this jetty, including the anchoring system, are likely to require replacement in the next 12 months. Costs have not yet been assessed. This would be subject to a cost benefit analysis.

3.19 Planning Issues: Following Eastleigh Borough Council's decision to withhold planning consent for Hamble Yacht Services' proposal to extend its pontoon structure, the Managing Director, Dick Saint, has lodged an appeal, which is likely to be heard later this year.

3.20 Hamble-Warsash Ferry: This is a commercial venture which also operates the River Taxi and a number of commercial mooring sites. It provides an invaluable service to locals (commuters) and visitors alike but runs at a loss for most of the year. The service receives no subsidies from Parish, Borough or County Councils. There is a high risk that the operation will go out of business which would have a significant impact on the river and surrounding communities. It is highlighted here to draw attention to the vulnerability of the service.

3.21 Budget Monitoring: At this early stage in the financial year there are no significant adverse trends emerging and the budget remains on track. A sum of £3,500 has been allocated from Budgetary Pressures to fund the additional seasonal coxswain in paragraph 3.11. This expenditure was subject to a full cost-benefit analysis.

3.22 Strategic Planning: Appendix D to Agenda Item 11 highlights the need for the Harbour Board to prepare and approve a strategic plan for the river. A report will be produced for a later meeting of the Harbour Board outlining the scope and legal framework for this document.

3.23 Municipal Ports Review: The Marine Director attended a meeting of the British Ports Authority Municipal Ports Working Group and the Department for Transport on 7 July 2005 to consider an outline report on the way ahead for the Municipal Ports Review. A verbal report on progress will be made to the Board.

Recommendation

That this report be noted.

445/DE