INTRODUCTION
1.1 Introduction from Chair of the Board
Welcome to the Dart Harbour strategic plan.
Over the last few years we, the Dart Harbour & Navigation Authority, have worked hard to build stronger relationships with our stakeholders while developing the organisation and making significant progress in pursuit of our core mission to ‘manage, protect and enhance Dart Harbour’. However we also recognise that there is still much more for us to do.
This update to our strategy describes our short and longer term priorities as we look ahead to the next year and beyond.
Our strategy is based on input received from many different organisations and individuals and I would like to thank all of those involved and who have contributed. I am very pleased that we have retained a focus on ensuring Stability and Safety while providing Stewardship of the river that we all care about, along with an emphasis on engaging with our Stakeholders and investing in our Staff. Thank you for your interest and support.
1.2 Comment from Harbour Master/CEO
I am delighted to add my welcome to this strategy. As Harbour Master and CEO of Dart Harbour, I consider it my duty to be steward of this place that we all love so much, constantly protecting and improving it for the future. A popular and busy port, nestling in the heart of South Devon National Landscape, it can be a difficult balancing act, but as a trust port, it is our job to listen to all of our stakeholders and then deliver a harbour that meets their needs. This document will help me and my dedicated team to do that, setting out a clear guide on how we should operate, and how we should invest and develop the harbour.
1.3 Purpose of this document
The purpose of this document is to summarise what Dart Harbour is working towards and the way we intend to achieve these goals over both the long and short term. This is important as it provides focus internally, and gives our stakeholders the opportunity to provide feedback and guidance on these topics. Each year we will report our progress against this strategy, and communicate our priorities for the following year during the annual meeting. The underlying mission, values, pillars and priorities therefore remain unchanged from 2023 when this strategy was first created.
1.4 Overview and structure of this document
Section One: Introduction
This part describes the purpose and structure of the document.
Section Two: Background.
The next part describes the background and context within which Dart Harbour exists. This information is relatively stable, and is derived from Dart Harbour’s establishment by act of Parliament in 1975 and constitutional arrangements prescribed by statutory instrument in 2002. Due consideration is also given to other guidelines provided by the Department for Transport among other Acts and agencies including the Countryside and Rights of Way Act (2000; Section 85) which sets out Dart Harbour’s responsibilities with regard to the South Devon AONB within which Dart Harbour is located¹. This section also includes information relating to the way Dart Harbour operates and engages with stakeholders.
Section Three: Long Term Vision.
The third part of the document describes Dart Harbour’s long term vision, goals and direction of travel. By its nature, this section includes a number of broad principles as well as aspirational goals which we are committed to achieving whilst recognising that we may not have the resources, capability or technology to achieve within the near term. This section also reflects Dart Harbour’s best attempt to balance the needs of our stakeholders in the light of our full responsibilities. This part has therefore been developed with significant input from all our stakeholders and remains subject to ongoing review.
Section Four: Short Term Priorities.
The final part of this document describes priorities that Dart Harbour has identified for this year, together with a number of specific objectives. These priorities have been selected based on input from our Long Term Vision, combined with consideration of immediate stakeholder views and the situation facing Dart Harbour at the start of the year. This part of this document will therefore be refreshed on an annual basis.
The reasons for preparing this document in this way are twofold. Firstly, the Board believe it may be helpful for readers to be able to see the background and rationale behind the priorities and actions rather than simply a statement of our intentions. We hope this provides stakeholders with useful information about our future intentions and helps everyone engage with Dart Harbour as desired. Whilst arguably this document may therefore be a little longer and broader than necessary, we hope this increases the transparency and partnership with which Dart Harbour operates.
The second reason for including the ‘workings’ behind our priorities and actions for this year is that it will make it an easier process to improve and update this document in future years. There is always a balance to be struck between ‘perfection’ and ‘practicality’ when creating a strategy, and getting this balance right is not made easier during times of change. We know this document is not perfect, but The Board remains committed to continually improving with the support of our staff and stakeholders over time.
1.5 How this strategy was developed
The Harbour Master has worked closely with the Board to prepare this document, with support from and input from our stakeholders, including staff. External stakeholder views were initially sought through our formal stakeholder forums, and this was supplemented by input from our annual meeting and an online survey.
Further detail relating to input from the online survey is included within appendix one, along with commentary on the decision to include and/or exclude a number of specific points. Having clarified our responsibilities and long term aspirations, medium and short term objectives were developed based on a consideration of available opportunities and resources.
BACKGROUND
2.1 Our ultimate responsibility
The DfT’s “Good governance guidance for ports” describes a Trust Port as “a valuable asset presently safeguarded by the existing board, whose duty it is to hand it on, in the same or better condition to succeeding generations. This remains the ultimate responsibility of the board, and future generations remain the ultimate stakeholder.”
2.2 Background – What is Dart Harbour?
Dart Harbour was constituted and incorporated by the Dart Harbour and Navigation Authority Act 1975 amalgamating the undertakings of the Dart Harbour Commissioners and the River Dart Navigation Commissioners. Dart Harbour’s constitutional arrangements are set out in the Dart Harbour and Navigation Harbour Revision (Constitution) Order 2002.
Dart Harbour’s responsibilities extend from just outside the mouth of the river up to the weir at Totnes, and the whole area between these points is classified as a ‘Trust Port’. Dart Harbour is mandated to be an ‘Open Port’, that must maintain the ability for ships to discharge both cargo and passengers; a ‘Competent Authority’, that demands the provision of pilotage services; and a designated Local Lighthouse Authority, responsible for the care and maintenance of the navigational aids within the harbour.
The majority of today’s river users are leisure boat owners, and they need moorings and marine services. The growth in this community has fuelled an expansion in the number of marinas and dry storage facilities now available in the harbour. Commercial traffic has been relatively constant with well-established passenger ferry and fishing industries that continue to thrive.
As a Trust Port, Dart Harbour must operate as a business that can fund the provision of the statutory services. However, there are no shareholders and there is no need to generate annual dividends. Rather the harbour is held in Trust for the benefit of the Stakeholders; they are numerous and include all users of the river in whatever capacity, the residents of the communities that live in proximity to the river and all those who have an interest in the Dart.
2.3 Commercial Operations of Dart Harbour
As a statutory harbour authority and trust port, Dart Harbour does not receive external funding and generates income to discharge its statutory duties and serve stakeholders from harbour dues, berthing fees, and other marine services. Any surplus is re-invested in the harbour. Renewing the harbour’s infrastructure requires long term planning. To generate a reliable income Dart Harbour must have a business model that offers a marketable product and makes a sufficient profit to maintain, improve and update that product, and cover the costs of the statutory requirements. Further development of the business must also take into consideration the complexities of stewardship and improving the health of the environment.
There is no source of external funding, and all income is generated through the collection of harbour dues, berthing fees and other marine services. Any surplus income must be re-invested in the harbour and the process of renewing key pieces of infrastructure needs long-term planning
2.4 Our obligations
Integral with the authority to manage the harbour and provide the statutory services, comes responsibility for the care and stewardship of the river. Although there are numerous organisations and authorities who also contribute to, or have an interest in that stewardship, Dart Harbour has a central role.
The vast majority of river users are drawn to the port as a consequence of its inherent beauty and the health of the environment in its broadest sense. There might be a strong argument for denying further developments on the river or new commercial endeavours, as they would almost certainly have an adverse effect on the environment in one form or another. However, the interests of the local communities might best be served with just such new developments that offer increased employment opportunities, bring more wealth to the region or widen access. Therefore, the stewardship of the port is a complex balancing act.
The River Dart is one of five estuaries within the South Devon National Landscape (SDNL) which stretches from Torbay to the outskirts of Plymouth and was first designated an Area of Outstanding Natural Beauty (AONB) in 1960. Recent legislation has given relevant authorities such as Dart Harbour the duty to seek to further the statutory purposes of this protected landscape. Dart Harbour provides an annual stipend to the SDNL Office to help fund the existence of its Estuary Officer. An SDNL sponsored Steering Group generated the Estuary Management Plan (the current plan runs from 2016 – 2024) and the Dart Harbour and Estuary Biosecurity Plan.
In recent years, as a consequence of initiatives by the Authority, the Dart Estuary Forum has been resurrected and brings together many of the authorities and private individuals with a direct interest in the numerous environmental issues that are of concern. The upper reaches of Dart Harbour have been declared a Marine Conservation Zone (MCZ), although the MCA have yet to provide guidance regarding its management and the impact that may have on the mandated responsibilities of the Authority. The environment, and principally the aesthetics of the natural vista, is of considerable importance to all the resident communities and the vast majority of the users, residents and visitors, as it is this natural beauty that draws them to the area.
2.5 Stakeholder relationships
Dart Harbour has established four stakeholder groups and seeks to stay abreast and involved in all matters which affect our communities and where Dart Harbour may play a role:
- Commercial Users Group (CUG) – a forum for those with water-based commercial operations.
- Leisure Users Group – a forum for representatives for leisure and recreational users including clubs and associations.
- Dart Harbour Communities Group (DHCG) – a forum for representatives of the town and parish councils of communities situated on the river banks.
- Dart Estuary Forum (DEF) – a forum open to all to debate environmental issues regarding the river
In addition, Dart Harbour communicates through an active website and direct surveys of customers and collects and analyses all feedback received, working to disseminate and share relevant information to the stakeholder groups and other key contributors and also make it available to all interested parties on the website. In the event of proposals for changes to river infrastructure, service levels or operating procedures, our stakeholders will always be informed and/or invited to examine the options and make their views known as appropriate.
