ALLERDALE BOROUGH COUNCIL

EXECUTIVE – 26 JANUARY 2005

HARRINGTON HARBOUR REGENERATION

Purpose of Report: To inform members of a potential project to

revitalise Harrington Harbour and to obtain support for the implementation of an associated programme of technical feasibility studies.

Recommendation: It is recommended: 1) That Councillors note the progress of the

project to date and the future actions. 2) That the Council supports the project to

conduct technical feasibility studies required to assess the areas potential for future development.

3) That the Council agrees to act as

accountable body for funds secured through West Lakes Renaissance towards the technical feasibility studies.

Environmental Implications: Land around the harbour is contaminated

and there is potential for this project to enhance the environmental quality of the surrounding areas.

Community Safety Implications: Project will enhance community safety in the

area. Financial Implications: Allerdale Borough Council is landowner at

Harrington and the harbour represents a long term liability for maintenance. The Harbour has been managed by the Harrington Harbour and Dock board on a shoestring budget for a number of years and

the need for major investment in the area is inevitable.

The funding for feasibility studies has been

secured from West Lakes Renaissance’ technical fund. A total of £60,000 has been secured towards the project which can be used to 100% fund the work. A bid has been submitted for some resource from the council in the 05/06 financial year in order to support this work.

Human Rights Implications: None Employment Implications: The project has the potential to positively

address issues relating to employment issues relating to employment in Allerdale key wards. The project will feed into existing Allerdale initiatives such as the West Allerdale Regeneration.

Health and Safety Implications: As a harbour open to the public the project is

likely to impact on health and safety issues. Wards Affected: Harrington The Contribution this Decision would make to the Council’s Key Aims: This is an economic and social regeneration

initiative that aims to positively impact on the Council’s vision of making Allerdale a great place to live, work and visit. It is hoped that future actions resulting from feasibility work will impact on local jobs for local people, Allerdale’s image and environment.

Portfolio Holder: Cllr Jim Musgrave, Cllr Carni McCarron-

Holmes Lead Member of Staff: Ben Brinicombe (A detailed listed of implications is appended to the report)

1 Introduction 1.1 Harrington has been a haven for ships for centuries. The marina sits on the Cumbrian coast

south of the Port of Workington and North of Whitehaven. 1.2 In 1760, Squire Henry Curwen built a quay at Harrington on the South side of the River

Wyre. Coal and limestone were soon being exported from Harrington, and the increase in trade led to the development of the local shipbuilding industry.

1.3 A decline in manufacturing industry saw the harbours usage drop dramatically during the

latter part of the 19th Century. Eventually the harbour was sealed off and used as a reservoir for a nearby Magnesium Works.

1.4 The Harrington Harbour and Dock Board succeeded in opening up the harbour to sea-going

vessels once again and developed a low maintenance management regime that saw works taking place to improve the facilities on offer. The harbour, however, is a long way from being a vibrant, attractive centrepiece for the local area.

1.5 Recently both the Dock Board and the Harrington Marina Regeneration Action Group

(HMRAG) have begun to work on initiatives looking to the future. The dock board have developed proposals to deal with issues of siltation, the reduction of swell and the provision of good quality berths. HMRAG have identified proposals for public realm and arts schemes, which could enhance the environment around the harbour as well as improve access to the water.

2 New Opportunities 2.1 There is a growing view that there is significant scope to grow the marine leisure sector in

the Northwest. Tight supply in the south and increasing demand in the Northwest has presented opportunities for Northwest ports to expand and offer a credible product to export to other regions.

2.2 The ports of Maryport and Whitehaven have begun to realise this opportunity and have seen

a dramatic transformation as a result of major investment from public and private sources. So much so that there are now waiting lists for berths in both ports and associated leisure and tourism developments have been implemented.

2.3 Harrington, although unable to provide an identical offer to these other two ports, has the

potential to capitalise on the increasingly buoyant local market and make a significant contribution to the regeneration of West Cumbria by developing its product. The harbour area could also become a hub for the local community and aid in the wider regeneration of the nearby residential areas.

2.4 West Lakes Renaissance has also identified Harrington Harbour as a potential project

worthy of investment. The regeneration company has committed funds to support technical feasibility work and a successful project plan could lead to further capital funding in the future.

2.5 There are currently significant issues to be addressed surrounding public funding to projects

in West Cumbria and officers are aware that North West Regional Development Agency funding will need to be prioritised to projects that demonstrate the greatest value for money and deliver most economic benefit to the area.

2.6 As a result, the Harrington project will identify the areas potential for making a positive

impact on employment and economic development and should identify the projects merits when compared to other West Cumbrian Regeneration initiatives.

2.7 Also, further opportunities specifically targeted at Marina related development may arise in

the coming years. NWRDA has embarked on feasibility study work to look at the capacity for further Marina development within the North West. Should this provide a positive outcome, the agency may choose to target future resources at such developments. In which case, areas such as the Port of Workington and Harrington Harbour could benefit from future resource allocations.

3 Vision for the future 3.1 The vision for the future is to create a harbour and marina which is accessible to local

people, tourists and visitors and offers a range of facilities catering for a wide range of water based activities. Partners have the following key aspirations for the future of Harrington Harbour:

• We want the harbour to be accessible to the broadest user base as possible and to

develop sustainable sources of income. • We wish to build on work such as the recent improvements to the railway viaduct in

Harrington that have made a significant contribution to the aesthetic appeal of the area. We also wish to make the harbour an area where people want to spend time (and money) whilst enjoying a high quality physical environment.

• We want to create the right climate for new investment opportunities, enabling the

Harrington area to benefit from public, private and voluntary sector funding sources. Business, Tourism, Leisure and Housing Developments could follow initial investment in the area.

3.2 A number of local partners now hope to forge a new future for the area through the

preparation of a comprehensive development plan and a programme of investment for the harbour and its surrounding land.

3.3 The partnership (which is still developing) will comprise such organisations as Harrington

Harbour and Dock Board, West Lakes Renaissance, Harrington Marina Regeneration Action Group, Allerdale Borough Council, Workington Regeneration, Harrington Residents Association and Cumbria County Council.

4 Development work to be implemented 4.1 The following documents will need to be produced before any further projects can be

developed for the harbour. Investment Plan - detailing a proposed set of projects and their prioritisation

(following options appraisal, risk analysis, deliverability assessment and VFM checks) together with all necessary implementation arrangements (including phasing, outline designs/costs, funding sources, direct & indirect outputs, procurement methods, project management arrangements, risks etc) and a critique of proposals developed to date. In addition, the investment plan needs to take account of the findings of any site investigations deemed necessary.

Master plan - demonstrating how the investment in the harbour can be complemented by improvements in the immediate surrounding area.

Business Plan (and Marketing Strategy) which includes forecasted cash-flows, profit and loss and balance sheet accounts (5 years minimum) showing the affect of the operating costs and revenues generated by the implementation of the proposed investments in the harbour (this must also include suggestions for staffing, governance etc).

5 Allerdale Borough Council involvement 5.1 Allerdale Borough Council is the significant landowner in the Harrington Harbour area.

The Council’s vision to make Allerdale a “Great place to live, work and visit” is reflected in the proposed projects for Harrington. It is hoped that the Council will support the initiative to positively develop Harrington Harbour through, in the first instance acting to manage funds secured through West Lakes Renaissance towards feasibility work.

6 Linkages to other developments 6.1 The proposals for Harrington would need to link effectively with and be complementary to

any future Marina developments. A potential Marina at town quay in Workington, for example, could be crucial to continued regeneration in the area and a scheme in Harrington would need to complement such a development.

6.2 Feasibility studies for Harrington will also draw from the experience of other West

Cumbrian marinas such as Maryport and Whitehaven. Studies focussing on Harrington will also take account of detailed research currently being conducted by North West Regional Development Agency into Marina development and capacity within the region as a whole.

7 Consultation Work 7.1 There are a number of organisations active in Harrington and all have been informed of the

planned project. 7.2 There partners involved feel that a comprehensive public consultation exercise will be

important at some point in the project, however, such consultation should be conducted when there are some actual deliverable options and proposals to present to the local community.

8 Timescales 8.1 Once a tendering process for consultants is complete, feasibility studies will be time limited

and completed by Summer 2005.

DAVID MARTIN

HEAD OF REGENERATION

Report Implications Please delete where applicable. Community Safety Y Sport N

Financial Y Leisure Y

Legal Y Tourism Y

Social Inclusion Y E-Government N

Human Rights N North West Regional Y

Youth Issues N European N

Ethnic Minority Issues N National N

Older People Issues N Partnership Y

Disability Issues N Heritage/Culture Y

Employment (external to the Council) Y Planning Policy Y

Employment (internal) N Enforcement N

Environmental/sustainability Y Transport Y

Environmental/visual Y Asset Management Y

Health Y Health & Safety Y

Is this a statutory recommendation? N Is this a key decision? N Has a risk assessment been undertaken? N Wards affected …………………Harrington …………….…………………………………….. Background papers ………Feasibility Study Brief……………………………………

HARRINGTON HARBOUR AND DOCK BOARD AND ALLERDALE BOROUGH COUNCIL PROPOSED DEVELOPMENT OF HARRINGTON HARBOUR BRIEF FOR BUSINESS PLANNING AND TECHNICAL FEASIBILITY STUDIES Contents 1 Introduction............................................................................................................7 2 Background ............................................................................................................8 3 Vision for the future...............................................................................................8 4 Strategic Objectives ...............................................................................................9 5 Study Outcomes .....................................................................................................9 6 Further information on outcomes...........................................................................9 7 Reports and Documentation.................................................................................11 8 Timescale .............................................................................................................11 9 Appointment and Selection process.....................................................................11 10 Other Requirements ..............................................................................................12 11 Appendices............................................................................................................13 1 Introduction 1.1 Harrington Harbour and Dock Board have managed the activities of Harrington Harbour

since1970. The board have attempted to drive forward the development of harbour on a limited budget and while the nearby ports of Whitehaven and Maryport have been the subject of major regeneration programmes, Stakeholders in Harrington have been unable to obtain the levels of investment required to upgrade its facilities.

1.2 Both Maryport and Whitehaven have seen a dramatic transformation as a result of

investment from public sources. So much so that there is now a waiting list for berths in both ports and associated leisure and tourism developments have been implemented to further enhance local facilities.

1.3 Harrington, although unable to provide an identical offer to these other two ports, has

the potential to capitalise on the increasingly buoyant local market and make a significant contribution to the regeneration of West Cumbria through developing its product. The harbour area could also become a hub for the local community and aid in the wider regeneration of the residential areas nearby.

1.4 A partnership made up of the Harrington Harbour and Dock Board, West Lakes

Renaissance, Harrington Marina Regeneration Action Group, Allerdale Borough Council and Workington Regeneration now hope to forge a new future for the area through the preparation of a comprehensive Master plan and Business and Development Plan for the harbour and its surrounding land.

1.5 As a result, suitably qualified consultants are required to undertake works based

around technical feasibility, master planning and business planning with the overall aim of identifying a sustainable regeneration programme for Harrington Harbour and it’s surroundings.

2 Background 2.1 Harrington has been a haven for ships for centuries; the Vikings and the Romans all

sailed around this area. During the late seventeenth century regular trading was taking place on the Cumberland coast, but the harbour at Harrington was little more than a creek with some trading ships and fishing vessels.

2.2 In 1760, Squire Henry Curwen built a quay at Harrington on the South side of the River

Wyre (the river is now behind the houses on Church Road and enters the harbour on the east side.)

2.3 Coal and limestone were soon being exported from Harrington, and the increase in trade led

to the development of the local shipbuilding industry. In 1811, Piele, Wood and Co. launched ‘The Victory’, a copper bottomed ship of 219 tons. Also in 1811, the first breakwater was built on the north side of the River Wyre.

2.4 A decline in manufacturing industry saw the harbours usage drop dramatically during the

latter part of the 19th Century. Eventually the harbour was sealed off and used as a reservoir for a nearby Magnesium Works.

2.5 The Harrington Harbour and Dock Board have succeeded in opening up the harbour to sea-

going vessels once again and developing a low maintenance management regime that has seen works taking place to improve the facilities on offer. The harbour, however, is a long way from being a vibrant, attractive centrepiece for the local area.

2.6 Recently both the Dock Board and the Harrington Marina Regeneration Action Group

(HMRAG) have begun to work on initiatives looking to the future. The dock board have developed proposals to deal with issues of siltation, reduction of swell and providing good quality berths. HMRAG have identified proposals for public realm and arts schemes which could enhance the environment around the harbour as well as improve access to the water.

3 Vision for the future 3.1 Our vision is to create a harbour and marina which is accessible to local people, tourists

and visitors and offers a range of facilities catering for a wide range of water based activities.

3.2 We want the harbour to be accessible to the broadest user base as possible and to

develop sustainable sources of income. 3.3 We wish to build on work such as the recent improvements to the railway viaduct in

Harrington that have made a significant contribution to the aesthetic appeal of the area. We also wish to make the harbour an area where people want to spend time (and money) whilst enjoying a high quality physical environment.

3.4 We want to create the right climate for new investment opportunities, enabling the

Harrington area to benefit from public, private and voluntary sector funding sources. Business, Tourism, Leisure and Housing Developments could follow initial investment in the area.

4 Strategic Objectives 4.1 Development of the harbour facilities to create a sustainable business operation which

can provide a complementary offer to that of other Cumbrian Marinas. 4.2 Regeneration of the harbour and surrounds to provide a high quality physical

environment for all potential users. Particular reference should be made to pedestrian access to the harbour area.

4.3 Creation of a business plan and marketing strategy that can enhance the areas ability to

generate sustainable income sources for the future. 5 Study Outcomes 5.1 Investment Plan - detailing a proposed set of projects and their prioritisation (following

options appraisal, risk analysis, deliverability assessment and VFM checks) together with all necessary implementation arrangements (including phasing, outline designs/costs, funding sources, direct & indirect outputs, procurement methods, project management arrangements, risks etc) and a critique of proposals developed to date. In addition, the investment plan needs to take account of the findings of any site investigations deemed necessary (see appendix 4).

5.2 Master plan - demonstrating how the investment in the harbour can be complemented by improvements in the immediate surrounding area.

5.3 Business Plan (and Marketing Strategy) which includes forecasted cash-flows, profit and loss and balance sheet accounts (5 years minimum) showing the affect of the operating costs and revenues generated by the implementation of the investments in the harbour proposed above (this must also include suggestions for staffing, governance etc).

5.4 Final report (with Exec Summary) that pulls all this pertinent information together into a concise and readable format.

6 Further information on outcomes

Clearly documentation to be produced through the feasibility work will be interlinked and information presented in the master plan will feed into the investment plan for example. The following information is presented in order to assist consultants in identifying the likely actions required throughout the life of the contract. This is not a definitive list.

6.1 Investment Plan

This will be informed through technical feasibility work and the Master planning exercise and should address issues such as providing a good quality environment, a navigable channel in the outer harbour, and a safe water area for dinghy sailing, kayaking and swimming alongside berths in the inner harbour.

Proposals are likely to include:

• Developing proposals (attached) to prevent the silting up of the inner basin and prevent build up in the outer harbour and reduce dredging costs, if at all possible. Costing options to take such proposals forward.

• Costing proposals for the installation of pontoons (as identified on the attached plans). This will be further informed by the study of potential users through the business and marketing exercise.

• Ensuring that future changes such as resurfacing areas around the harbour or providing new facilities will not have a detrimental effect on any existing or proposed structures.

• Provide options appraisal and risk assessment for development of the Harbour. Advise on potential delivery mechanisms and present preferred development option to project team.

• Carry out any necessary site investigations to inform the development process. (site investigation requirements are detailed in appendix 4).

6.2 Master plan

The Master plan should present a vision of the future which provides a safe and attractive environment around the harbour allowing easy access for a variety of users and link the harbour to surrounding “operational” land. Some key components can be identified as:

• Assessing and developing recent proposals (attached) into a public realm scheme

for the dockside areas (to include public art and lighting schemes). • The creation of a land use map of potential developments including a chandlery,

maintenance compound and areas that could be realistically set aside for housing development.

• To assess transport and access as a part of the master planning process. • The master plan should include provision for enhanced pedestrian access and public

spaces, access points to the water and possible opportunities for other commercial activity.

• Other considerations should include security, placement of fuel storage tanks and other storage areas.

6.3 Business Plan (including Marketing Strategy)

The Business plan will need to focus on the activities of the dock board as managers of the harbour and the creation of a sustainable forward plan for future management of the harbour. Both the business plan and the marketing strategy will be informed by an analysis of the existing and potential users of the harbour upon completion of the investment programme. Components are likely to include: • An assessment of the potential for marketing and development of enhanced harbour

facilities and to obtain a better understanding of who the potential users of such facilities would be.

• To present a costed and phased business plan for development of the harbour.

• The provision of a programme for community involvement and consultation during the implementation of a redevelopment programme.

• The provision of a sustainable business model for the harbour and its operational land. Models would need to be built after establishing who the potential users of the Harbour are likely to be.

7 Reports and Documentation 7.1 The consultant will be required to prepare and circulate interim/draft reports and

documentation for consideration by the client at least 5 working days in advance of each meeting. Email copies should also be supplied to the named contact from Allerdale Borough Council. Reports can be identified as:

• Investment Plan • Options appraisal, preferred option and risk assessment document. • Business and Development Plan • Master plan • Consultation feedback document • Final Report and Executive Summary

7.2 The Consultant will be required to provide 15 copies of each document in their final

agreed form. In addition the Consultant will provide the Client with an electronic version of all documents in a format to be agreed.

8 Timescale 8.1 The consultants will be required to complete the project within a challenging but

realistic timescale to be mutually agreed. Timescales will be agreed based on feedback from tender documentation at an initial commissioning meeting.

8.2 Consultants should provide details of their proposed timescale for completion of all

aspects of the study within their tender documentation. 9 Appointment and Selection process 9.1 The selection of the preferred Consultant will be undertaken on the basis of both cost

(20%) and quality (80%) in accordance with an agreed scoring matrix linked directly to the requirements of the Brief.

9.2 You are therefore invited to submit a Proposal to undertake the work identified in this

brief, which must: -

• Demonstrate fully your understanding of the Clients requirements as specified in the brief.

• Demonstrate that a competent and qualified multi-disciplinary team will be

assembled to undertake the various identified tasks, to include CV’s of the personnel involved.

• Provide evidence that you have undertaken work of a similar nature, including contact details for the Client bodies on whose behalf you delivered the work.

• Provide a detailed methodology and programme demonstrating how you will

deliver the individual elements of the Study, within your identified timescale allowed for the production of the draft Report.

• Provide a fixed price fee quotation, directly related to the individual elements of

the brief, together with: - - Inclusive hourly rates for the personnel involved. - A proposed fee payment schedule.

• Allerdale Borough Council has secured funding in the region of £60,000 in order to

implement this project.

9.3 The fee proposal should be included in a separate sealed envelope (within tender envelope).

9.4 The Consultant shall make its Proposal to Allerdale Borough Council by 12pm on

Monday 31st January 2005 in the envelope provided. Proposals received after this date will not be considered. Any specific technical issues relating to this Brief should be directed in the first instance to Ben Brinicombe, Allerdale Borough Council (01900 326570).

9.5 The successful Consultant will be required to attend a briefing meeting with the Client

within one week of being appointed and will be expected to commence the Study within a further week subject to timescales being agreed.

10 Other Requirements 10.1 The consultant will be required to liaise directly with a steering group made up of

representatives of Allerdale Borough Council, West Lakes Renaissance, Harrington Harbour and Dock Board and HMRAG. A named representative from Allerdale Borough Council will act as a day to day point of contact.

10.2 The Consultant will be required to enter into the relevant Agreement(s) of the ACE

Conditions of Engagement form of contract with the Client signed under seal. The Consultant will be required to prepare, for consideration by the Client, all necessary paperwork in this regard and must include the cost of this process within the fee proposal. This Agreement will include for: - • Professional Insurance to a value not less than £5m. Confirmation of this cover will

be required at the Proposal stage. This requirement, which will apply where appropriate to any sub-consultant(s) used by the Consultant under this commission, shall have no restrictions with regard to environmental liability.

• A Collateral Warranty for the work, transferable twice. The Consultant shall

confirm that entering into a specific warranty will not invalidate its insurance cover.

11. APPENDICES HARRINGTON HARBOUR AND DOCK BOARD AND ALLERDALE BOROUGH COUNCIL PROPOSED DEVELOPMENT OF HARRINGTON HARBOUR

1. Public Realm Proposals SEE ATTACHED DOCUMENT 2. Proposed harbour management map SEE ATTACHED DOCUMENT (pontoons, materials, swell reduction measures) 3. Map of the area. Grid Ref: NX 988252 GB

4. Site investigation requirements and associated issues The initial surveys and inspections are in two parts. The first phase is to identify siltation, wave action and dredging of both harbours. The second is to ensure that the quay walls and structure of the harbour is sound and capable of withstanding new and increased load on the walls, that the concrete cladding is safe, or can be made safe, that the toes of the walls are sound and that any ALWC which will occur (accelerated low water corrosion) can be rectified. Also included will be tests on the harbour base to determine geological structure and suitability for pontoons, calculations on the amount of dredging required, methods of extraction, dumping

grounds, and appropriate licences, plant required and subsequent effects on the beach, piers and harbours. Harrington Harbour and dock board have received advice on many of these issues recently and information obtained to date will be fed to the successful consultancy. Progression from this will include the design of the breakwater(s) and pontoon system. Issues requiring investigation, advice or will need to be addressed include:

• piling (if required) • sacrificial cathodic protection (if required), • flap gate design, • ladders, • access ramps, • power and water facilities, • lighting, • repairs to concrete cladding (if, where and when required), • paving, • drainage, • dredging access including slag/Teram road system, • public access, • hard standing area for boats and cranes, • flood defence (River Wyre) to ensure no damage occurs to surrounding housing during

spring tides, • detritus barrier to culvert entry of River Wyre, • Port Waste Management (including spillage and hazardous products, anti- fouling etc), • plant, • labour and other organisations involvement, eg, United Utilities, Focsa, Local Authority,

MCA, HSE, • Public Realm Works which may have an influence on the whole scheme and designs

therein. Checklist for Surveys and Inspections

• Check siltation, wave action and dredging probabilities, mathematical and actual models, samples, graphs and charts

• Check quay walls, harbour base, concrete cladding for factors of safety and geology

• Overall designs assessed; modifications made if required and information included to

formulate final designs

• Services and utilities check • Availability of plant and machinery check

• Types of barrier checked

• Materials suitability check – metallurgy and anodic/cathodic induced deterioration

• Environmental check – disposal of noxious or hazardous substances

5. NWDA Maritime Strategy The North West Development Agency have sixteen strategic objectives; Maritime

Development is one of them. This includes marina development, advertising and marketing, skills and training and improvement of infrastructure.

The Strategy is currently being formulated, and when that and the Action Plan are completed we will be able to act upon the points raised. The plan will be of assistance as it forms a strategy for the whole of the north west from North Wales to the Borders, and thus gives us the benefit of statistics, local knowledge and information which we require to further develop Harrington.

6. Further information from Harrington Harbour and Dock Board on their views of the

future and the need for partnership work

If Harrington is to develop and keep pace with other ports in the area, but not be in direct competition, we must be fully aware of their plans and strategies. We must also be aware of changes within the locality, including infrastructure, training and skills developments and requirements, local initiatives and available schemes which may be of benefit. To improve the harbours surrounding area it will also be necessary to work with other groups, such as the other Marinas in the area, the RYA, The British Marine Federation, Universities and places of further and higher education, Sail Training Organisations, Harrington Sailing and Fishing Club, Harrington Marina Regeneration Action Group, Harrington History Society, Harrington Residents Association, local traders, local churches and schools. This would be in terms of strategic development and the collection and correlation of information. Linking in with other groups needs to be carefully considered; while we can cooperate, provide information and assistance and develop an overall strategy with them, we must be aware of our remit and not work outside this for a variety of reasons, including time, money and legalities. The Harrington Harbour and Dock Board have a responsibility to the harbour itself first and foremost. However, the value added to the harbour may be greatly increased by working with other groups.

7. Harrington Harbour current user groups

Currently the harbour has a small user group range. To increase this we need to have a user group study and a user requirement study carried out. Working with current and potential harbour users is important, to find out who they are and what their needs and requirements are, and how they may change in the future.

We must also consider when they will be using the harbour, how they will be using it and why they choose to come here, (or not, as the case may be at the moment). Advertising and marketing are also key points in this part of the strategy, as if potential users know of our existence they will pay us a visit. This is also strongly linked with capital investment.

8. Contacts and involved groups

Harrington Harbour and Dock Board Tony Cunningham, MP for Workington West Lakes Renaissance – Alan Smith

Allerdale Borough Council - Ben Brinicombe, Urban Regeneration - Mike Faulkner, Engineer The Maritime and Coastguard Agency The Department for the Environment, Food and Rural Affairs North West Development Agency The Department for Transport International Maritime Organisation Flank Port – Whitehaven Harbour, Harbour Master Neil Foskett and Commissioners Harrington Marina Regeneration Action Group – Stan Herbert Harrington Sailing and Fishing Club