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

1. Summary

1.1 This report sets out a draft Service Delivery Plan for the River Hamble Harbour Authority for the financial year 2006/07, for approval by the Harbour Board.

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 setting out the plan for the delivery of services of the River Hamble Harbour Authority during the financial year 2006/07.

3. River Hamble Harbour Authority Service Delivery Plan 2006-2007

3.1 This Service Delivery Plan covers the work of the River Hamble Harbour Authority for the period 1 April 2006 to 31 March 2007.

3.2 The River Hamble Harbour Authority has a statutory and strategic role in the management of the River Hamble: a recreational and commercial boating centre of national importance; a vital element of the local economy; and a site of considerable environmental significance.

4. Context

4.1 The Harbour Authority's Mission Statement reads as follows:

"The Harbour Authority will ensure that the River Hamble Harbour is operated efficiently and safely so as to safeguard the Harbour, its users, the public and the environment. It is committed to performing all its duties and responsibilities in a safe and efficient manner."

4.2 This Mission is achieved daily - the challenge is to keep doing it within the financial resources available.

5. Background

5.1 Hampshire County Council is the River Hamble Harbour Authority. The Harbour Authority forms part of the Environment Department but decisions are taken by a seven-person River Hamble Harbour Board. The Harbour Board is chaired by a County Councillor and there are two further County Council Members, three independent appointed Members and the Marine Director.

5.2 The River Hamble Harbour Management Committee, constituted as required by the River Hamble Harbour Revision Order and chaired by a County Councillor, provides advice to the Harbour Board and has a scrutiny role.

5.3 The day-to-day running of the River is the responsibility of the Harbour Master and he holds all the statutory powers and responsibilities associated with his role. He is directly responsible to the Harbour Board for strategic planning of navigational safety and the development of operational procedures.

5.4 The Marine Director has overall management responsibility for the Harbour and takes the lead on the development of long-term strategy, policy, plans and budgets for the Harbour Authority.

5.5 In addition to the Marine Director and Harbour Master, the Harbour Authority staff consists of an Assistant Harbour Master (Environment), three Assistant Harbour Masters (Patrol Officer), an Office Manager and Assistant, and a Moorings Officer. Four additional coxswains are employed during the summer months.

6. Scope of Activities and Services

6.1 The Harbour Authority derives its powers and responsibilities from the Southampton Harbour Acts (1924 and 1949) and the Harbour Revision Orders (1969, 1982 and 1989). The main task of the Harbour Authority is the safe and efficient management of the port. This is achieved through compliance with the Port Marine Safety Code and Health and Safety at Work legislation.

6.2 Services provided include the collection of Harbour Dues, management of mid-stream moorings and the moorings waiting list (on behalf of the Crown Estate), administration of waterborne visitors to the River and processing of applications for developments which require Harbour Authority consent. Other activities include environmental monitoring and protection, the encouragement of appropriate commercial development and support for recreational boating.

6.3 Carrying out these activities involves the informal education and guidance of River users, many of whom are very inexperienced. The Harbour Authority prefers to educate rather than legislate, in order to increase the awareness and skill levels of River users, although there are occasions where inconsiderate behaviour and breaches of the Bye-Laws must inevitably lead to prosecution.

7. Key Assumptions and Constraints

7.1 It is assumed that:

(i) the River Hamble will continue to operate as a Municipal Port under the auspices of Hampshire County Council;

(ii) increases in Harbour Dues and Visitor Fees will be no higher than required to fund the essential in-year and long-term activities of the Harbour Authority; and

(iii) there will be no unanticipated new environmental constraints or controls placed on the River.

7.2 The Harbour Authority is currently constrained by:

(i) planning restrictions imposed by the Eastleigh and Fareham Local Plans and a current Harbour Authority imposed maximum of 3,261 vessels which may be kept afloat on the River;

(ii) environmental legislation and controls;

(iii) the legislation contained in the Southampton Harbour Acts and Harbour Revision Orders;

(iv) Health and Safety legislation;

(v) the Port Marine Safety Code;

(vi) a limited budget for staff, equipment and capital projects; and

(vii) Strategic Principles to Guide Development on the River Hamble.

8. External Pressures

8.1 There are many sources of external pressure on the Harbour Authority. They include various stakeholder and lobby groups (mooring and berth holders, etc), Yacht Clubs, commercial operators, local Parish Councils and Residents' Associations, and environmental groups.

8.2 Other external pressures stem from the inevitable conflict between commercial, recreational and environmental interests, particularly where Harbour Authority consent for developments is at issue. In addition, the River straddles the boundary between two Borough Councils (Eastleigh and Fareham) and two police areas, which makes coordination and harmonious decision-making difficult.

8.3 There is also considerable pressure from the Crown Estate, motivated in part by its desire to maximise income from the River, generated principally from mooring holders, commercial marina operators and visitors.

8.4 External pressures are further complicated by the fact that many River users do not understand the breakdown of responsibilities between Hampshire County Council, the Crown Estate and the Harbour Office staff which frequently leads to misunderstanding and confusion.

9. Internal Pressures

9.1 The source of most internal pressures can be traced to constraints imposed by the budget. The Harbour Authority is funded almost entirely by River users and visitors and must be operated as cost-effectively as possible. The Harbour Office is open from 6.00 am until midnight in the summer and from 7.00 am to 6.30 pm during the winter, seven days a week (excluding Christmas Day). This places considerable pressure on staff who are frequently required to work anti-social hours and at weekends.

10. Sustainability and Equalities Issues

10.1 The facilities of the River Hamble are openly available to all, regardless of age, gender, disability, race or religion. Many users are very young whilst some who keep their boats on the River are relatively elderly. Many of the latter group depend on access to affordable moorings in order to be able to keep their boats and thus maintain their quality of life. Every attempt will be made to ensure that all users are treated equally and that appropriate information and encouragement is provided to all. Equality Impact Assessments for the services provided by the Harbour Authority are in course of preparation.

11. Aim and Objectives

Aim

11.1 The aim of the River Hamble Harbour Authority is to manage the River safely and cost-effectively, as set out in the Mission Statement above.

Objectives

11.2 The key objectives of the River Hamble Harbour Authority for the forthcoming year are to:

(i) comply in full with the Port Marine Safety Code;

(ii) control expenditure to ensure that it remains within income generation capacity, and to reduce the deficit;

(iii) fulfil the terms of the Management Agreement with the Crown Estate;

(iv) manage the moorings waiting list on behalf of the Crown Estate;

(v) manage sub-let moorings on behalf of the Crown Estate;

(vi) maintain and, where possible, enhance the environment of the River;

(vii) enhance relations with River stakeholder groups, yacht clubs and individuals;

(viii) encourage visitor yachtsmen into the River and provide safe berthing facilities for them;

(ix) enhance the public perception of the Harbour Authority;

(x) encourage boaters to use the River safely and responsibly;

(xi) optimise the process for issuing commercial boat and boatman's licences on behalf of Eastleigh Borough Council;

(xii) provide and encourage training and personal development for all staff;

(xiii) contribute to the maintenance of Hampshire County Council's `excellent' status and ensure that the activities of the Harbour Authority contribute wherever possible to the aims of the Corporate Strategy; and

(xiv) adhere to the principles of Investors in People.

12. Risks and Issues

12.1 The following risks are identified:

(i) that health and safety requirements (including asbestos removal) for the Harbour Authority facilities results in unanticipated expenditure;

(ii) that, despite compliance with the Port Marine Safety Code, a major incident or accident occurs on the River;

(iii) that gradual rises in water levels and more extreme weather, as a result of global warming, have an unexpected adverse impact on the River;

(iv) that there will be a major environmental pollution incident (including oil spill) affecting the River;

(v) that there will be an incident or accident on Hampshire County Council owned land adjacent to the River (for example, if the Bunny Meadows footpath is breached or swept away);

(vi) that an accident on or near the M27 road bridge results in pollution of the upper reaches of the River;

(vii) that Hampshire County Council and the Harbour Authority become the subject of adverse publicity as the result of changes outside their control (for example, increases in charges levied by others); or

(viii) death or injury occurs to a member of staff or member of the public in circumstances in which the Harbour Authority had failed to identify that a risk existed.

12.2 The following issues need to be addressed:

(i) Development of the River and its facilities can appear piecemeal, without an overall coordinating plan (apart from the current Strategic Principles). Proposed developments are normally initiated by marinas, yacht clubs or the Crown Estate in response to financial or operational needs, rather than as part of an overall strategy, thus denying a degree of control by the Harbour Authority.

(ii) Insufficient car-parking spaces adjacent to the River which cause congestion and encourage illegal parking, particularly at weekends.

(iii) The existing Bye-Laws require a comprehensive review.

(iv) Irresponsible and anti-social behaviour by young people, both on and off the water, adjacent to the River (for example, skylarking on jetties, swimming in dangerous areas, jumping from bridges, etc) is a problem, particularly during the summer months.

(v) Poor observance of the Convention for the International Regulations for Preventing Collisions at Sea, 1972 (COLREGS) on occasions increases the risk of a collision on the River.

13. Action Plan

Key Tasks for 2006/07

13.1 The following strategic projects and key tasks for 2006/07 have been identified:

(i) Ensure continuing compliance with the Port Marine Safety Code and supervision of mid-stream moorings.

(ii) Monitor and control the 2006/07 budget and plan the 2007/08 budget.

(iii) Work with appropriate local authorities towards an overall strategic plan for the River.

(iv) Implement plans to ensure that appropriate Harbour Dues are collected from all waterborne River users.

(v) Implement the Visitor Strategy.

(vi) Continue statutory and voluntary tasks for the stewardship and management of the environment.

(vii) Seek to enhance the Harbour Authority's role and influence in the economic and tourist development of the River.

(viii) Manage and maintain the Harbour Authority's existing estate, assets and facilities.

(ix) Administer the issue of commercial boat and boatman's licences on behalf of Eastleigh Borough Council.

(x) Assist Hampshire County Council and other local authorities to develop plans for car and trailer parking adjacent to the River.

(xi) Work towards drafting and gaining approval for revised Bye-Laws for the River.

(xii) Produce an Equalities Impact Assessment for all services.

(xiii) Investigate the feasibility of providing waterproof Personal Digital Assistants for access to the Harbour Management System by Patrol Officers afloat.

(xiv) Improve the quality and quantity of information available to River users and other members of the public about the activities of the Harbour Authority (by means of press releases, input to the River Hamble Directory and greater use of the website and the Notices to River Users distribution list).

(xv) Adhere to Hampshire County Council policies for the implementation of e-government, to include regular updating of the Harbour Authority website.

(xvi) Ensure compliance with ISO 9001:2000 (a British Standards Institute audit of management standards).

(xvii) Encourage further development of the Estuary Management Plan and the Implementation Forum.

(xviii) Process applications for Harbour Authority consent within the stipulated timescale.

13.2 Key tasks on behalf of the Crown Estate:

(i) Carry out the tasks required by the Management Agreement.

(ii) Collect Mooring Licence fees.

(iii) Manage the moorings waiting list and allocation of moorings.

(iv) Manage mooring holders affected by mooring maintenance work.

(v) Manage sub-let moorings.

(vi) Deal with customer complaints.

14. Resources

14.1 The financial resources required to deliver the services outlined above come from the following:

· Harbour Dues

· Visitor fees

· Consents fees

· Management fees paid by the Crown Estate

· Other services provided by the Harbour Authority (towage, issue of boatman's licences, etc)

14.2 Potential additional sources of income are:

· EU grants

· Coastal budget

· Crown Estate receipts

14.3 Planned expenditure is based on anticipated income, with an allowance made for partial repayment of the existing deficit and for unplanned contingencies.

14.4 Many of the Harbour Authority's assets have a limited life expectancy. These including pontoons and jetties, navigation marks and lights, patrol craft and their engines, and protective clothing and equipment. Resources for the replacement of the latter items are allocated in the annual budget plan, but there is currently no provision for the replacement of pontoons and jetties when they reach the end of their useful life.

14.5 Workload tends to be seasonal and a dramatic increase in workload during the summer months places considerable pressures on staff at all levels. Compliance with the Port Marine Safety Code becomes difficult and staffing levels are critical to the maintenance of safety on the River.

External Resource Requirements

14.6 Arrangements already in place for the provision of Hampshire County Council support in the following areas should continue:

· Financial (including insurance)

· Pay and pensions

· Human Resources

· Democratic Services

· IT Services

· Legal

· Public Relations

· Engineering advice

· Procurement

15. Key Performance Measures and Monitoring

15.1 The main performance monitoring mechanism for the Harbour Authority is the six-monthly Port Marine Safety Code compliance audit carried out by the Designated Person (currently Captain Mark Capon of Marine Enforcement). Hampshire County Council carries out routine financial monitoring and audits, performance audits and Health and Safety checks.

15.2 A further key aspect of performance monitoring is customer satisfaction. For the Harbour Authority, customers include the Crown Estate, mooring and berth holders, waterborne visitors, planning consent applicants, commercial operators, sailing and yacht clubs, environmental groups and stakeholder organisations. With such a wide range of customers, it would be almost impossible to satisfy all their requirements and concerns all of the time, let alone develop any meaningful measure of customer satisfaction. Simple performance indicators such as the number of complaints received (written or verbal), the number of thanks received (written or verbal) may provide reassurance that all is well (or otherwise) but would not be a scientific measure. Similarly, measures such as the time taken to process planning consent applications would be useful, were it not so dependent on agencies outside the control of the Harbour Authority. Objective measures such as the percentage of invoices issued on time might be useful, but refers only to one small part of the Harbour Authority's operations.

15.3 Thus it is proposed to use two performance measures only:

(i) compliance with the Port Marine Safety Code, as audited six-monthly; and

(ii) progress towards completion of Key Tasks for the year.

16. Impact Assessments

16.1 This report provides a position statement only, therefore an impact assessment, in terms of the Race Relations (Amendment) Act, has not been undertaken.

Recommendation

That the River Hamble Service Delivery Plan 2006/07 be approved.

684(B)/DE