NPHC Development Plan 2015-2020

NEWLYN PIER AND HARBOUR COMMISSIONERS PROGRAMME DEVELOPMENT PLAN 2015 to 2020 Harbour Master R Parsons

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Introduction Newlyn Harbour’s core activity has always been, and by statute, will continue to be in support of the fishing industry. As Commissioners our responsibility is to maintain this function, and in support of this have ambitions to create infrastructure which increases added value. Albeit that the harbour boasts the largest number of fishermen nationwide, the total throughput of fish is behind that of our competitors, which due to our geographical position is an anomaly which must be addressed. We also need to consider where diversification into other commercial areas will usefully complement activities at the harbour. This Programme and Development Plan will give an overview of the Commissioners strategy and will be elaborated by the indicated appendices on specific headings.

Vision Statement As previously stated the Commissioners have published a Vision Statement which should always be reviewed and seen as iterative, a weak vision will not enable the Board to formulate its plans. Newlyn Pier & Harbour Commissioner’s (NPHC) vision should always cover the following:        

A clear statement of end goals or what the programme will achieve; Any imposed constraints; What services will be added, changed or stopped; What processes will be different; Will the organisation be different; The justification for change; What will be the impact on of economic landscape if at all?; and Any information to support the justification for change.

The vision statement should be sufficiently flexible to remain relevant over the life of the programme.

Terminology should be suited to all stakeholders and the context of the programme. A copy of NPHC’s Vision Statement can be found at www.newlynharbour.com or at Appendix A Development Plan Projects have been prioritised in pursuit of the Vision Statement to form our Development Plan.

The Development Plan can be found at Appendix B Prioritisation Process - Benefits Assessment An assessment of the benefits from identified projects will be undertaken to prioritise them:  

Define each benefit (and dis-benefit) and provide a detailed understanding of what will be involved and how the benefit to Newlyn will be realised.

Outcomes that will need to be in place in order to realise the benefit and the business changes required in order to realise based on process, people and culture.

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Resources / Organisation: Sponsoring Group (Commissioners).

The sponsoring group for this programme is the Newlyn Pier and Harbour Commissioners Board. Key roles of the Board (sponsoring group):   

Providing and ensuring the continuing organisational context of the programme; Authorising the programme mandate; Participating in the end of tranche reviews and approving progression in line with European funding regulations; Authorising the progress of the programme against strategic objectives; and Advising and assisting the senior responsible officer (the Harbour Master) or as designated.

 

Risks and Issues Every programme, or even projects, will have risks; however we must have a coherent method for which we capture and mitigate those risks. How the Board deals with risks will depend upon the Commissioner’s risk appetite, and will be discussed once all the risks are captured. NPHC will determine the:    

Allocation of responsibility in managing risks; Process intended to be used in the identification of the risks; Probability and impact of captured risks should they become issues; Clearly defined risk response categories for all of the programme; and Internal and external risk management standards to be applied.

A copy of the Programme Risk Strategy / Register can be found at Appendix C Stakeholder Engagement / Needs A stakeholder is any individual, group or organisation that can be affected by, or perceive itself to be affected, by a programme. NPHC shall:       

Identify stakeholders; Analyse stakeholder profiles; Use the Vision Statement to influence and persuade stakeholders to commit to the beneficial future; Focus on the benefits and recognise that a ‘benefit’ is only a benefit when it is perceived to be advantageous by one or more stakeholders; Provide an explanation of how projects, and the overall programme, will interface with its stakeholders; Develop a process for identifying and handling objections, and an approach as to how NPHC will deal with negative publicity; and Capture the needs of all stakeholders ensuring that corporate strategy is aligned with the port’s enabling Act 1906, and ensure that full consultation is carried out on all individual projects in accordance with the consultation list.

A copy of NPHC’s Stakeholder grid can be found at Appendix D

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Timetable / Progress Monitoring As stated above there are unknowns namely funding success, and of course, NPHC’s appetite to move forward. Once a priority list has been compiled the project timeline will be published. Progress monitoring will be observed bi-monthly at Board meetings. The minutes will be published on the website at www.newlynharbour.com or at Appendix E Summary There is a long way to go, however this document is a foundation for a clear and defined direction in order to achieve the Board’s aims. Each individual heading is elaborated in the appropriate Appendix, and any formal recommendations will be raised within the Development Plan

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Appendix A to NPHC DPD VISION STATEMENT

Introduction The Trust Port of Newlyn lies adjacent to some of the richest fishing grounds in the northern hemisphere.

Newlyn Pier and Harbour Commissioners (NPHC) recognise this iconic harbour as the fulcrum of England’s fishing industry, and aspires to provide a port which is recognised as the nation’s leading fishing facility.

Services Newlyn aims to provide a comprehensive range of facilities for its customers in order to benefit all user and stakeholder groups. The Board of Commissioners is committed to delivering a modern “fit for purpose” infrastructure to be recognised nationally as second to none, and as a centre of industry excellence. Commissioners will work with partners and stakeholders from all sectors to deliver a port infrastructure investment programme aimed at creating facilities required to deliver the service, together with expertise and trades required for both local and visiting vessels.

Maritime Newlyn remains an international port of refuge, and as such, its maritime significance will continue to grow when proposed changes are realised. Likewise, Commissioners recognise the ports significance within the fishing industry, both within the county, and nationally, and will continue to uphold and secure its iconic status. Commissioners will actively seek other maritime sources of income to support its current funding streams, while assuring that the majority of the port focus remains targeted to the fishing industry. NPHC also acknowledges Newlyn's position in the UK maritime world as the "Greenwich Mean Time" equivalent for tides.

Summary NPHC is committed to the future of the Trust Port of Newlyn whilst continuing to diversify for the benefit of all the harbour users. This statement is not a plan but a postcard from the future – an aspiration.

The benefits realised from this bold stance will secure Newlyn’s future and deliver confidence and stability for all its stakeholders.

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Appendix B to NPHC PDP

Newlyn Development Plan Introduction To expand on what is already stated, our geographic position is our strength. The Board’s objectives also align with recent EU and UK Government strategies for marine sector growth which will assist in obtaining grant funding. There are legacy issues, by way of infrastructure, which only strengthens our case. This plan is a “what now” document and will focus on the main list of potential projects and what funds opportunities will be targeted.

Where are we now?

The first step has been the creation of this Development Plan document, and the next step is for the Board to agree on what form of Development Plan to take forward whilst grant funding possibilities exist, and to approve the expenditure required to pursue this aim. In order to get help in reaching our aim, the Board of Commissioners has joined the Cornwall Marine Network, liaised with the Local Enterprise Partnership (LEP), Cornwall Development Company (CDC) and Cornwall Council (CC) in order to dovetail into the Cornish Strategy.

Our present advantages include:    

Strategic location Heritage assets and the Newlyn brand Fleet and workforce Supply chain

Limitations include:      

Funds available for CAPEX State of harbour infrastructure Lack of facilities available to host added value activities Lack of modern auction system Current fleet – age and investment prospects Internal staff resource

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Opportunities:  





Pending grant funding streams Market sectors with potential fit for Newlyn diversification currently promoted by UK Government strategy o Marine engineering  fishing vessels  MOD work o Marine energy  Integration into new infrastructure  Providing Operational & Maintenance (O&M) base for installed capacity offshore Tourism sectors with the potential to financially support investment in infrastructure for general use and support a wider supply chain: o Cruise  Small explorer sector  Tendering ashore from larger vessels for Newlyn, Penzance and Mousehole specific attractions. o Engineering support for marina activity Local support and resource for heritage and amenity activity.

What Next?

NPHC Three Part Strategy The various plans and potential projects for Newlyn have been divided into three types for which we will take different management and funding approaches;   

Core – necessary for the continuing good functioning of the fishing harbour Heritage and Amenity – those that the local community would like to see go forward that do not bring commercial returns Growth and Diversification – new infrastructure

A - Core Activity Our core activity, and the related employment, depend upon Newlyn’s role in the fishing sector.

Providing adequate infrastructure and services to support this industry is the fundamental responsibility of NPHC. This requires ongoing investment to maintain existing infrastructure and additional improvements that enable Newlyn to offer services equivalent to other ports and harbours as the industry progresses. Within this category of development, Newlyn has two projects for which external financial support will be required.

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1.

Fish Market Improvements

30% of the fish landed in Cornwall is being transported to Plymouth for sale and only % is being sold through the Newlyn market. Reasons given for this in early research include:  Stop clock auctions are thought to achieve better prices  Online auction increases number of buyers giving greater assurance that the best price has been obtained  Service is better in Plymouth with unloading, ice shifting and washing all done by harbour staff Depending on the grounds fished there may occasionally be logistical reasons for coming ashore and landing in Plymouth but on the whole, selling through their market is adding haulage from Newlyn to the costs of sale.

Apart from the regional interest in Cornwall maintaining its own fish market, there are economic reasons for Newlyn to provide a better auction service:   

Supporting fish processing and other value added activity in the locality Saving to Newlyn boats of haulage costs Increased revenue to the Harbour Commissioners o improving its ability to maintain the fabric of the fishing quays o enabling the harbour to contribute to marketing campaigns and initiatives for local produce

Therefore, Newlyn needs to revise its current offering. Initial comparisons with Plymouth suggest that this may even allow us to reduce the footprint of the current market freeing space for other businesses to process, or retail fish, making the infrastructure spend more efficient.

There are potentially disruptive patterns emerging in fish selling that could replace the use of an auction.

Direct selling is identified in the Cornwall Food and Drink fishing study across Cornwall, as the preference for many of the smaller vessels with higher value catches, and there is also the possibility that this practice will spread to larger operations with direct sales to the merchants who add value through logistics and marketing, and / or final retailers and processors. If this “Amazon / Ebay” model prevails then we do not want to belatedly invest in an intermediate step. The requirement may be to provide marketing, an online platform and new storage & handling capabilities. There is also the potential to capitalise on Newlyn’s historic position and provide this platform further afield. This possible shift in trading patterns would need to be considered in the analysis of required development.

The proposed work plan and costs (as submitted to the LEP for support) are:  Benchmarking and requirements definition for direct sales support model - £15,000  Support for fundraising - £2,500  Business plan for ongoing service provision - £7,500  Physical infrastructure, equipment and software - £750,000  Training for both users and service providers - £50,000 Timescale 18 months to 2 years dependant on funding availability.

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2.

Bunkering

Bunkering is currently carried out from road bowsers to ship’s bunkers. In terms of safety and environmental hazards this is suboptimal and it also reduces quayside operating space for other users. In addition to keeping up with rising environmental standards, provision of fixed bunkers would be preferable to customers as a 24 hour service could be provided with no pre booking required.

Constructing adequate bunkering facilities is therefore an essential part of sustaining Newlyn’s core service offering to the fishing industry.

The cost is estimated at £150,000 with £2,000 for support in fundraising Limitations – Harbour Revision Order Timescale – 8 - 12 months Further developments in support of core activities to be funded from harbour revenues.

3.

CCTV

There is currently no CCTV surveillance in place in the harbour, and with no restrictions on access to the quaysides, this means that there is no security system at all. A fit for purpose, digital, web-based camera system is proposed to be installed, this is the norm on all other commercial premises in order to provide security for the harbour and port users.

Cost - £15,000 - £20,000 Timescale – 6 months Limitations: Fisheries Local Action Group (FLAG) funding for small projects is not due until 2017 resulting in the proposal that the harbour should self-finance this project.

4.

Racking

Nets and other equipment currently sit on the harbour quaysides. Racking has been a longstanding request from harbour users and will improve safety and efficient operations.

Cost – £10,000 Timescale – 3 months Limitations: FLAG funding for small projects due 2017. CAPEX should be considered

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5.

Storage Facilities on South Pier

Simple unit space on the South Pier would provide longer term storage for fishing equipment, and also support other commercial marine activity. Temporary and mobile solutions would be cheaper, and allow flexibility through the period of development, but would ultimately need to be replaced.

Cost – £15,000 Timescale – 6 months

6.

Landing Crane

With only two 250kg cranes in operation at present the requirement for additional landing cranes has again been a long standing request from the fisherman. With the removal of the old Ice Plant there is an opportunity to install more infrastructure in support of this need. In order to deal with the ever increasing demand on the cranes a 1 tonne load should be the target for all new purchases.

Cost Estimate - £30,000 Timescale – 12 months Limitations - FLAG resources.

B - Facilitating and Hosting Local Amenity & Heritage Activities Harbour Commissioners are custodians of the heritage site, the Old Harbour, and of other property with amenity potential.

Restoration and use of these is desirable but outside the scope of the Board of Commissioners, its resources and staffing capacity.

The proposal is to facilitate these by granting a lease, if permitted under the terms of the Harbour Act, to bodies incorporated to develop and maintain such facilities. The advantages of doing this under a lease structure are:  Securing long term commitment from those requesting the facilities  Opening up new funding sources not available to the Harbour Commissioners  Reducing the diversion of core harbour staff time Plans that we are aware of and would like to facilitate include:  

Heritage quayside accommodating and showcasing historic boats Rowing gig club facilities; boat storage, water access and clubhouse

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C - Growth and Diversification The necessity for diversification in our harbour is clear. The greatest risk to Newlyn Harbour, and the employment and economic activity that it sustains, is that quota or regulatory changes outside our control, will impact on the volume and profitability of activity at the harbour. In addition to the risk, there is the advantage of increased harbour revenues and enabling investment to improve harbour infrastructure that will support our core industry of fishing.

The harbour has responsibilities as an economic engine for Newlyn, and the area as a whole.

Broadening the economic base for Newlyn in light of the political and cyclical risks to fishing, and acknowledging some of the limitations in the employment and training opportunities that fishing provides, is a key objective for the Development Plan.

In the past, the prospect of external investment has been avoided as it has been viewed as moving away from our core task. Therefore, it is proposed that diversification should only be pursued where it is clearly compatible with, if not directly supportive of fishing.

The growth and diversification part of the strategy was summarised in our Expression of Interest (EOI) for LEP administered Growth Funding as: A phased programme of infrastructure development at Newlyn delivering: 

 

Essential diversification into marine engineering with GVA per employee of over £50,000, equivalent to fishing: o broadening the currently narrow economic base of Newlyn; revenue sources and employment opportunities o establishing the intermediate step towards supporting marine energy in neighbouring resource areas in the medium to long term Accommodating growth in added value activities of processing and retail of food, and in specialist manufacture Improving harbour capacity and providing enabling infrastructure for: o changes in fishing fleet o marine engineering o cargo operations o marine energy

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We also stated an intention to collaborate with Penzance Town Council and the local business community in order to deliver a Mounts Bay marine cluster, supporting their ambitions as a high value marine tourism destination, and noted the potential contribution to coastal defence of larger scale development.

The EOI to the LEP had to be submitted before the Commissioners had had the opportunity to review, and agree, the programme of development and was therefore caveated, in particular, in terms of match funding commitment.

This approach is compatible with published strategy for Cornwall, the UK and Europe so that we will be able to make a good case that investing EU and UK development funds in Newlyn will further their stated objectives. The Department for Transport (DfT) published its Maritime Growth Strategy in July 2015 highlighting the existing and potential value to the UK economy of marine engineering and related industry. The Cornwall LEP guidance for Growth Funds to which the EOI was submitted, stated (gave an indication) that their next Growth Deal priorities are:  Workshop space / industrial units  Port infrastructure and related port and harbour works On this round the Board of Commissioners is, from a funding perspective, completely autonomous and will not be supported by CC directly. In addition to submitting our own EOI to the LEP for Growth Deal Three Programme for our diversification bid, the Harbour Commissiners have joined the Cornwall Marine Network and are one of the partners in their bid to support development of ports and harbours for marine energy.

Of the Newlyn projects below, included the Engineering Hub are, facilities for food processing, retail & specialist light manufacture (Strand replacement programme plus fish market improvements) and infrastructure that would increase our vessel capacity in the EOI. The overall Development Programme is wider then this and is laid out below.

1.

Engineering Hub

Using the fishing fleet requirements as the base market, Newlyn intends to expand the marine engineering provided on site.

Motives and ambitions for this include:  Improved service to current harbour users who currently have to take vessels elsewhere  Reaching a critical mass that will provide training and career opportunities as well as improving supply chain efficiency  Diversification of harbour revenues and increased employment  Making best use of strategic position and existing infrastructure In the longer term Newlyn would be a key site for marine renewables as covered above. The timescale for marine energy is difficult to determine with technology progress being slower than originally predicted, and government support both for R&D and generation phases currently under review.

However, Newlyn is in a position to support the industry cost effectively and could look to provide infrastructure and services in good time to enable the current ambitions for Cornwall without investing in advance of clear need and financial returns. Development of the engineering hub, with standalone potential, is the intermediate step towards taking on this role.

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There are two elements to the infrastructure required to support this activity, sheds of suitable specification and in the longer term, a second slipway suitable for ship repair, capable of handling offshore workboats and marine energy devices.

Some small scale facilities are needed to re-house existing engineering activity in Newlyn from buildings that are in need of substantial renovation or demolition, thereby preserving jobs and supply chain capability. This requirement will be co-located with the expansion.

Potential sites and facilities

Sheds Site options for marine engineering sheds 1. The area to the west of the Old Harbour and around to the north, incorporating the rough slipway (marked red on illustration). This is likely to be the cheapest option for providing the shed space required to rehouse existing engineering activity in Newlyn and Penzance, with limited improvements to hardstanding needed, and has the advantage of existing access to the water. The area is constrained by existing users and there are limits to the capacity for big sheds or later expansion. It also has potential use for amenity projects, principally gig club requirements and may need to be reserved for that in order to meet the full range of functions at Newlyn.

2. The foreshore area between the slipway and Old Harbour (marked orange) – This area has the considerable advantage of being adjacent to the existing ship repair slipway for marine engineering in support of ship repair. It may also be the most viable site for a second slipway. It will require substantial groundworks before buildings can be erected and may be eliminated from selection by road access considerations.

3. Sandy Cove (marked yellow) – this site has the greatest potential to accommodate a larger engineering base in the longer term with a large available area. If sea conditions allow for a slipway to be built there, this option would give the greatest potential for ideal layouts. It also has the advantage of road access away from the centre of Newlyn. Substantial ground works would be needed to form a suitable hardstanding across the whole area but this could be completed in phases as market demand evolves.

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Work plan  Options and market evaluation o Cost - £15,000 o Timetable – 3 months  Fundraising to support feasibility work o Cost - £2,000 o Timetable in response to funding calls and opportunities  Feasibility study on preferred options and production of detailed, phased plan including engineering advice and cost estimates  £10,000 – £70,000 depending on the options selected  Timetable – 4 - 6 months  Environmental and archaeological impact work for larger scale options – highly variable depending on options selected.  Fundraising for construction o Cost - £3,000 o Timetable in response to funding calls and opportunities  Construction o Phase 1 – workshops to rehouse engineering activity displaced from elsewhere and create room for expansion of key capabilities for example a lathe house.  Cost - £175,000  Timetable – 12 to 18 months o Phase 2 – big shed for fabrication and associated supply chain  Cost - £2,500,000  Timetable – 2 - 5 years dependent on prospective occupants o Phase 3 – further big sheds / workshops / office facilities  Cost – £5,500,000  Timetable – 4 - 7 years and likely to be required in association with the new slipway Slipway The purpose of a second slipway would be to meet market demand for longer term ship repair and marine engineering work. This would complement the dry dock facilities in Penzance and be part of the Mounts Bay marine cluster supporting and enabling the same supply chain.

Offshore marine renewables are producing a rapidly evolving set of requirements. Extensive research and consultation in Scotland, where the European Maritime Energy Centre (EMEC) has hosted more marine devices than the rest of the world put together, has concluded that, for the O&M role Newlyn is likely to play, slipways and pontoons have a key role and these would also serve a commercial purpose regardless of the progress of the marine renewable sector.  

2.

Cost - £350,000 to £500,000 depending on specifications Timescale – 5 - 6 years subject to operator commitment

Improved Fleet Capacity If marine renewables proceed as laid out in the various roadmaps at Cornwall and UK level, further quayside will be required to berth the offshore support vessels that will be employed all year round in the operations and maintenance programmes. Work carried out for Cornwall Council, and used to form a development plan by Cornwall Marine Network, proposed the following improvements at Newlyn:

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



Heavy duty pontoons o Cost £260,000 o Timescale of 18 months subject to funding and market demand Dredging and quay surface improvements on the South Pier. It would first need to be established that the report's assumption that dredging is feasible without damage to the quay walls is correct. o Cost £155,000 o Timescale of 2 years subject to funding and market demand

In addition there is the longer term ambition for a new quayside and breakwater.

The same quayside could form a breakwater either sheltering the existing harbour from south easterly swells which would increase functionality of existing harbour infrastructure or protect development at Sandy Cove. This point is important with regards to any further proposed projects to ensure scarce resources are correctly placed.

No commitment in the EOI to the LEP has been made on whether this new quayside would be on the north or south of Newlyn Harbour. The possibility of both has been considered in the past

by Hyder Consulting and Penzance Town Council is currently promoting plans for two breakwaters enclosing a new, sheltered expanse of water.

Newlyn would have to build a case for such a substantial new build as the most cost effective method of bringing economic benefit to West Penwith; from deeper berths combining leisure, offshore marine energy, marine engineering alongside and links to the Isles of Scilly unless there is any prospect of a step change of investment in the fishing fleet at Newlyn.

Additional advantages would include:  Increasing the quantity of all-weather berths on existing quayside;  Protecting pontoons and general infrastructure from SE swell, winds;  Protecting the historic fabric inside the harbour that is currently exposed in some weathers; and  Ensuring that Newlyn was accessible as a strategic refuge in all states of tide weather.

Additional berth space would enable further marine engineering alongside that for visiting vessels. It would also make it possible for Newlyn to permanently host cargo services to the Isles of Scilly if needed. With the recent traffic encountered from the cargo transfers  Initial estimate of costs benchmarked against recent builds in Orkney and costed plans for Penzance - £20 - £30m  Timetable – 7 - 10 years unless brought forward by more immediate need to accommodate cargo or cruise vessels that are unable to use Penzance Each phase would go forward as market demand justified it and in concert with developments in Penzance.

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3.

Processing and Retail Premises This is the replacement programme for The Strand buildings with the intention to build facilities suitable for increased specialist food processing and manufacture. The suggestion is a phased process moving these activities onto the core harbour site on the current car park and swapping car parking to the town side of the public road. This would enable better combination of activity for food processing with the market and harbour, improve the townscape and potentially enable improved parking facilities for residents as part of our stakeholder consultation.

Costs: Market assessment and options report - ÂŁ15,000 Full plans and consents - ÂŁ120,000 depending on option selected Construction - ÂŁ1,200,000 Timescale: 2 years from agreement for funding

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Summary

The projects within the Development Plan have estimated costs totalling £41,567,000. However, the bulk of this is the guide cost for a new breakwater and quayside of £30,000,000 which is only one element of the strategy and would only be pursued in specific circumstances.

The vast bulk of these costs have been included in the estimate for our EOI for Growth Funds under the LEP programme at £41,379,500. The total for the programme put forward for grant funding without the breakwater and new quayside is £5,879,500.

The decisions for the Board of NPHC are as follows: 1

Agree general direction and priority category of projects

18.11.2015

2

Authorise Harbour Master to negotiate leases or similar enabling agreement with heritage and amenity bodies

18.11.2015

3

Agree spend, deciding which elements to postpone subject to external support a

In-house spend on core activities

From ??

To ??

06.01.2016

CCTV installation

£15,000

£20,000

18.11.2015

Racking purchase

£10,000

£10,000

18.11.2015

Mobile storage facilities purchase

£12,000

£15,000

18.11.2015

Landing crane purchase

£10,000

£30,000

06.01.2016

£10,000

£15,000

18.11.2015

£1,500

£2,000

18.11.2015

Fish meal processing kit

b

Initial spend on further core activities Fish market benchmarking requirements definition report Bunkering fund raising

c

Development work on growth plans

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and

Engineering Hub; options and market study plus fundraising for feasibility work Processing and retail premises; options and market evaluation

4

5

Sign-off on conclusions of outputs from options and feasibility work Agree harbour contributions to funding as programme progresses

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£11,500

£17,000

18.11.2015

£7,500

£15,000

18.11.2015

As they complete In response to market demand & funding opportunities over the next 5 years

Appendix C to NPHC PDP

Newlyn Pier & Harbour Risk and Issue Management Introduction At any point during the programme, there may be events or situations which can affect the direction, delivery and even outcome of the programme, and one or many of its projects depending upon on its severity. These events or situations are the risks and issues that as a Board have to be managed and resolved. In accordance with the Development Programme Plan, this document will highlight the method on which we collate and list those captured risks / issues.

What are Risks?

A risk is an uncertain event, or set of events, which, should they occur, will have an effect on the achievement of objectives.

What are Issues?

Issues are events that have happened, were not planned and require management actions.

Risks should they occur become issues.

Aim The aim of programme risk identification is to support better decision-making through a good understanding of the risks and issues and their likely impact. This strategy will indicate how we will capture or identify, assess, plan responses and then implement that agreed response.

There are many rabbit holes, that as a Board we may fall down, however processes must be kept simple to insure that we merely follow the structure.

Risk Appetite NPHC understands that in order to fulfil its responsibilities under the Guide to Good Governance we will have to deal with risk and this will also depend upon our perceived risk appetite. The management of risk, as carried out by NPHC, will be properly documented and assessed in order to avoid any undue risk to the Trust Port.

Assumptions Assumptions are the result of uncertainty. Within this Programme Plan the Board will have to make assumptions in order to maintain momentum for the programme. When assumptions are made they will be clearly identified for transparency, and the Board will not be held responsible for any third party decision based on said assumption.

NPHC’s Four Step Risk Management Cycle 1. Identify – NPHC will explore the programme context, develop an understanding of objectives and scope, what assumptions have been made, who the stakeholders are. The next activity is to fully identify the risks (Listed below) 2. Assess – Estimation of the threats and opportunities to the programme in terms of the probability impact and proximity.

3. Plan – This is where we prepare for specific responses to the threats and opportunities that have been identified. This will be either to avoid, reduce, transfer, share or accept.

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4. Implement – Quite simply the actions or plan are carried out, who will be the actioner / owner.

Risk Register.

On the following pages are the risks as identified at present to our present programme. This remains subject to amendment and is a live document. The Register has the following entries:

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NPHC Programme Risks: Business / Financial Proximity

Impact

Probability

Risk Description

Loss of Quota at County Level

Match Funding Constraints

State Aid Limitations Statute Limitations Local Businesses Fail to Grow with the Industry Changes

Response

Status

Further liaison with Cornwall Council reference the possible purchase of quota. This question has been raised in the past and the purchase of quota with EMFF money is not an option. The best option will be to risk share as devolved powers to Cornwall may address this in the future.

Credibility of our aim is key here due to the failure of the renovation of the market last time. We all know that the core business issues at the time limited our options and as a business decision it was the correct decision. Due to the amount of investment required it is essential that we plan a stepped programme in order to limit cap ex over a period of funding.

Limited risk, will be reduced by raising the question at each application and understanding the state aid rules applied to our programme Enabling Act 1908 does specify what we can do by way of infrastructure. Risk will limit specific projects such as fuel bunkering. The solution will be an HRO which clearly defines the operation of fuelling.

Infrastructure changes will be driven by the vision of Newlyn.

Ongoing

Ongoing

Ongoing Ongoing Ongoing

Stakeholder Risks Proximity

Advisory Board Refuse Board Decisions (AB) Cornwall Council Support

Impact

Lack of Stakeholder Buy-in

Probability

Risk Description

Response

Due to legacy stakeholders will react to proposed plans in certain locations. The solution is to have early consultation when funding streams have been approved. Possible liaison with the Cornishman, improve website Clear guidance on Harbour Revision Order 2010 on the purpose and remit of the AB. Early consultation will avoid conflict.

The strategy must be aligned with that of Cornwall Councils (CC). Despite our autonomy any conflict will have to be carefully managed.

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Ongoing Ongoing Ongoing

Programme Deployment Risks Proximity

Impact

Probability

Risk Description

Funding Removed

Response

Due to the amount of funding pots available this risk is deemed low. This risk can be reduced with the employment of a contractor or business development.

Due to the size of the programme projects of a sufficient size should be sub-contracted with regards to project management. Maintaining business as usual and a project removes harbour staff from their core function of port safety. The electrical upgrade and office upgrade have shown this.

Loss of revenue during programme tranches

Ongoing Ongoing

Programme Opportunities Proximity

Neighbouring plans

Impact

Discard Ban

Probability

Opportunities Description

Response

With Pelagic discard already in force the trawl fish discard will see us having larger amounts of bi catch. This must be exploited and tied into our programme with regards to fish meal processing.

With CC driving the neighbourhood plan we must exploit the proposed projects and dovetail into the plans CC have.

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Ongoing Ongoing

Appendix D to NPHC PDP Stakeholder Analysis Grid

Additional Quay

North Pier Workspace

Slipway

Heritage

Fish Meal Processing

GIG Club House

CCTV Security

Storage Racking

X X X X X X -

X X X X X X X X -

X X X X X X X X

X X X -

X X X X X X X -

X X X X X X -

X X X X X X

X -

X X X X X X X X X X

X X X X

Low

Med

High

X= Interest

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Possibility of Dispute

The Strand Workspace

X X X X X X X X

Benefit

Fuelling

X X X X X X X X X X X X

Key Influencers

Engineering

Commissioners Cornwall Council Cornish Ice RNLI Auctioneers Fish Merchants Boat Owners Staff Local Residents Local Tourism Transportation Local businesses CFPO

Influence

Stakeholders

Market

Interest Areas

Appendix E to NPHC PDP

EMFF and Growth Funds

To provide next generation auction capability and improved storage and handling including refrigeration sections.

£840,000

Medium

N/A

Yes

ERDF GD3 Growth Funds

Sheds and laydown space to accommodate marine engineering activity. Critical mass will enable apprenticeships and a centre of excellence for support services that can be utilised by both

Phased development from £250,000 initial spend to estimated £5.5m for full programme

Medium through to Long

N/A

Ye s

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Heritage / Custodian Duties

Yes. Being able to offer all visitors and resident vessels alike on site engineering support is only going to ever attract customers.

High

Local Amenity

Inf / SP

Low

Increased Employment

Engineering Works

Timing

Diversification

Essential to Newlyn’s functioning and identity.

Approximate Cost

Increasing Harbour Revenues

Inf

Description

Increasing Harbour User Revenues

Fish Market

Contribution to Newlyn Vision

Protecting Existing Activity

Infrastructure/ Service Provision

Target Funding Stream

Project

Revenue Potential

leisure and the fishing industry.

Fuelling (Bunker)

Inf / SP

Additional Quay

Inf

Yes. Being able to offer customers an onsite fuelling solution will be in line with the vision of service provision and efficiency enabling short notice 24 hour service and reducing environmental risk.

This is the perfect end state but is probably in excess of current vision. This not being endorsed will not be deemed as a failure to meet the vision end state.

Would enable larger sized vessels such as ferries, cargo and cruise liners.

Also provide capacity to host

FLAG CAPEX

At least two tanks with combined capacity of approx 48,000 gallons.

ÂŁ150,000

Short

Yes

N/A

ERDF and LEP administ ered Growth Funds

Piled or caisson structure out into deeper water attaching either to the north of North Pier in front of the Gallery or to Sandy Cove as part of long term engineering hub. 6m alongside as minimum ambition.

ÂŁ20-30m

Long

N/A

Yes

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Heritage / Custodian Duties

High

Local Amenity

Low

Increased Employment

Timing

Diversification

Approximate Cost

Increasing Harbour Revenues

Description

Increasing Harbour User Revenues

Contribution to Newlyn Vision

Protecting Existing Activity

Target Funding Stream

Infrastructure/ Service Provision

Project

Revenue Potential

Growth Funds

Long term plans would have to include the rebuilding of the present Strand properties.

However, this would be very ambitious.

Phased up to ÂŁ1.2m spend

Long

N/A

Yes

FLAG CAPEX

Digital, web based CCTV system which is fit for purpose and provides security for the entire site.

ÂŁ20,000

Short

Nil

Nil

marine energy in the longer term and has potential to contribute to coastal defence and protect existing harbour infrastructure The Strand

Inf

CCTV

Inf

Necessary to replace at some point and providing the opportunity to expand capability to host additional food processing and specialist manufacture. Yes it does fit with vision.

Yes. Security for harbour and users property plus potential assistance to police on drugs dealing activity currently hosted by harbour

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Heritage / Custodian Duties

High

Local Amenity

Low

Increased Employment

Timing

Diversification

Approximate Cost

Increasing Harbour Revenues

Description

Increasing Harbour User Revenues

Contribution to Newlyn Vision

Protecting Existing Activity

Target Funding Stream

Infrastructure/ Service Provision

Project

Revenue Potential

Inf / Sp

£350,000

Medium

£260,000

Long

Removal or replacement of stores.

ERDF GD3

The addition of small fisherman’s stores simple unit space.

ERDF GD3

Yes in terms of capacity for commercial vessels supporting marine energy or fishing.

Possible revenue opportunity from leisure boats if compatible.

ERDF

Another slipway for maintenance and refits for vessels.

Heavy duty pontoons

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Heritage / Custodian Duties

Pontoons

Medium

EMFF/ ERDF

High

Local Amenity

Inf / SP

£200,000

No. The removal of the stores will depend on engineering and storage projects being granted.

Yes. Added storage solution on a pier which is underutilised. Diversification with renewables will add value to this claim.

Yes engineering works.

Low

Increased Employment

Slipway

Timing

Diversification

Inf / SP

Approximate Cost

Increasing Harbour Revenues

South Pier Storage

Description

Increasing Harbour User Revenues

Inf

Contribution to Newlyn Vision

Protecting Existing Activity

Infrastructure/ Service Provision

North Pier

Target Funding Stream

Project

Revenue Potential

Inf / Sp

Low

Med

NPHC

?

Basic mobile units

ÂŁ10,000

Project taken forward will be defined by third parties with controlling vote by HM / NPHC

High

X= Interest

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?

Heritage / Custodian Duties

Yes. Has been requested by core harbour users and will improve quayside operation No. If Old Quay not necessary to harbour operations we should enable third parties to make best use of it

High

Local Amenity

Inf

Low

Increased Employment

To be discussed

Timing

Diversification

Approximate Cost

Increasing Harbour Revenues

Description

Increasing Harbour User Revenues

Contribution to Newlyn Vision

Protecting Existing Activity

Old Quay Heritage Site

SP

Target Funding Stream

Fish Meal Processing Storage Racking

Infrastructure/ Service Provision

Project

Revenue Potential