The Harbour Committee met to discuss the Bristol Harbour Authority's BHA's five-year strategic plan, business plan, and financial performance. Public questions covered topics such as harbour authority debt, byelaws, and social value. The committee was also scheduled to hear updates from the Harbour Master and the Stakeholder Group.

Harbour Strategic Plan 2026-2031

The committee was scheduled to consider and approve the 2026 – 2031 Bristol Harbour Strategic Plan for formal adoption at the Economy & Skills Committee on 3 October. The Harbour Strategic Plan Cover Report noted that the BHA needs a strategic plan to guide it towards achieving self-sufficiency by 2031. The plan sets out the BHA's strategic priorities over the 2026-2031 period, giving a clear focus on how the BHA will reach its vision in securing a future as a thriving, self-sustaining Harbour and waterfront. The plan has been widely consulted upon and has had input from both the Harbour Committee and Harbour Stakeholders.

The vision outlined in the Harbour Strategy Appendix A is:

to secure Bristol Harbour's future as a thriving, self‑sustaining harbour and waterfront that blends heritage, commerce leisure, and innovation for the benefit of all.

The mission is to revitalise and manage the Harbour in a way that promotes growth, enhances public benefit, and delivers long term financial stability through revenue generation, strategic partnerships, innovation, sustainability and community engagement, while at the same time, shaping Bristol Harbour into a world-class destination that celebrates its heritage.

The strategic priorities include achieving financial sustainability and revenue growth, maintaining and improving infrastructure, securing an environmentally sustainable future, growing tourism, promoting Bristol Harbour's profile, strengthening relationships with stakeholders, embracing green technologies, and strengthening safety and regulatory compliance.

The Harbour Strategy EQIA Appendix C noted that the Strategy seeks to guide service delivery that eliminate discrimination, harassment, victimisation, and other conduct prohibited by the Equality Act 2010¹. It also aims to advance equality of opportunity between different groups and foster good relations among diverse groups.

The Harbour Strategy EIA Appendix B stated that the Strategy acknowledges a commitment to the Harbour Authorities Environmental Commitment to decarbonisation, biodiversity protection, water quality and green infrastructure.

The Harbour Strategy Summary of Stakeholder Feedback Appendix D noted that stakeholders broadly welcomed the development of a strategic plan for Bristol Harbour, recognising its potential as a vibrant civic, cultural, and economic asset.

Harbour 5 Year Business Plan

The Harbour Committee was scheduled to receive an update on the 5-year Business Plan. The Harbour Business Plan Cover Report stated that the 5-year Business Plan is currently being compiled, with a revised timeline for consultation and completion. The Harbour Committee was scheduled to agree the content and proposed timeline.

The EQIA for the business plan stated that the plan delivers the accompanying Bristol Habour Strategy 2026 – 2031 and sets out Planned Activities, Priorities and Actions. A service challenge is to work towards becoming financially self-sustainable without the support of the Council's General Fund by 2031.

The EIA for the business plan stated that the Plan acknowledges a commitment to the Harbour Authorities Environmental Commitment to decarbonisation, biodiversity protection, water quality and green infrastructure.

Harbour Authority Revenue and Capital Finance Report

The committee was scheduled to note the contents of the Harbour Authority Revenue and Capital Finance Cover Report and Appendix A. The report provides an update and overview of the Harbour Authority Revenue and Capital Accounts, showing the period 4 (July) forecast for 2025/26. The report shows the variances across the Harbour Authority accounts for both revenue and capital for the period 4 (July) 2025/26 forecast with notes to explain the most significant variances.

The Harbour Authority Revenue and Capital Accounts Appendix A stated that moving to a fully ring-fenced account in 2024/2025, the Harbour Authority is working towards the Harbour Revision Order requirement to becoming self-financing by 2030. It is currently anticipated that the Harbour Authority will be breakeven for 2025/26, including the full allocation of the city council's general fund subsidy of £0.766 million.

Public Forum

As part of the Supplementary Dispatch Agenda Item 5 - Public Forum, the committee was scheduled to hear questions and statements from members of the public.

Councillor Patrick McAllister was scheduled to ask a question regarding Harbour Authority Debt. Councillor Patrick McAllister's Question noted that just under £700,000 of debt was described as owed to the Harbour Authority in the Council's debt report for the 2024/25 financial year, including over £250,000 of debt over a year old. Councillor Patrick McAllister requested a breakdown of the sources of this debt and details of what efforts are going towards recovering as much of this overdue debt as possible.

Phoebe Arrowsmith-Ewing was scheduled to ask questions regarding the 1998 Byelaws, inconsistency between EQIAs for the Harbour Strategy and Harbour Business Plan, and advocation for Cultural Travellers. Phoebe Arrowsmith-Ewing's Questions noted that the EQIA for both harbour strategy and the business plan state that annual licenses for leisure boats are not permitted to be stayed upon for more than 104 days + Bank Holidays in the license year, and requested the exact location of this statement in the 1998 bylaws, along with the date that the 104 days+ bank holidays rule was created and enforced. Phoebe Arrowsmith-Ewing also highlighted a discrepancy between the Harbour Strategy EQIA and the business plan EQIA, with the strategy stating approximately 300 leisure boats, and the business plan stating approximately 350 leisure boats, and asked for an explanation and an exact figure. Phoebe Arrowsmith-Ewing also noted that the EQIA for both harbour strategy and the business plan state there is a council team who advocates cultural travellers, and asked when the team in question last advocated for cultural travellers.

Ben Arrowsmith-Ewing was scheduled to ask questions regarding the creation of social value tensions, the current version of Harbour Bylaws in force, and the inclusion of three boating clubs within the EQIA. Ben Arrowsmith-Ewing's Questions noted that the Harbour Strategy states that competing priorities often create social value tensions between different user groups and stakeholders which are detrimental to commercial operations , and asked the Harbour Committee to acknowledge that the social value tensions have been created by the harbour authority and are not currently between users and stakeholders, and to state how the harbour authority, committee, and council can ensure that the harbour authority operates in a way that does not create social value tensions. Ben Arrowsmith-Ewing also asked for confirmation of the version of bylaws currently in force, and to be signposted to them. Ben Arrowsmith-Ewing also asked for the internal data from the harbour authority to include the three long standing boat clubs within the harbour, Cabot Cruising Club, Bristol Cruising Club, and Port of Bristol Authority Sailing Club, who in line with the mooring policy manage over 100 club mornings collectively within the harbour.

Ben Arrowsmith-Ewing was also scheduled to make a statement regarding social value and the Harbour Ring-Fenced Account. Ben Arrowsmith-Ewing's Statement noted concern regarding the recent assertion by the Director of Place at the Bristol Harbour Stakeholder Group meeting that social value is not a consideration in decision-making within the ring-fenced Harbour account, and urged Bristol City Council to formally reconsider the role of social value within the governance and operation of the Harbour's ringfenced account.

Harbour Master's Quarterly Report

The committee was scheduled to receive the Harbour Master Report, which aimed to provide an update on Harbour Operations, Events and Engagement, Moorings, Engineering and Capital Projects, The Ports and Marine Facilities Safety Code, and the Marine Safety Management Systems KPI's.

The report noted that locking services have been significantly disrupted following the discovery of a structural fault in the outer gates at Howard's Lock. Emergency repairs were carried out by the Albion Dock Company, enabling continued use of the gates and allowing vessel movements during the Harbour Festival. A programme of permanent repairs is now underway, with the aim of restoring a full locking schedule.

The report also noted that Harbour Authority Staff have been working to remove the thousands of locks attached to Pero's Bridge. The removed locks will be retained, and the Harbour Authority is working with the Arts Development Teams to investigate the possibility of creating a public installation nearby that incorporates them.

The report stated that the Harbour Festival was well attended by visiting vessels, despite operational restrictions at Howard's Lock, and that a highlight of the weekend was Galeon Andalucía, which served as a striking centrepiece welcoming over 7,000 visitors aboard.

The report noted that the Moorings Officer has been actively working to reduce the number of vacant moorings across Bristol Harbour, and that in collaboration with Cabot Cruising Club, further progress has been made in filling previously unused spaces, with only 5 vacancies remaining in their area. The Harbour Authority is currently in the process of procuring outside consultants to conduct a moorings demand and facilities study, which will include a review of the mooring tariff structure.

The report stated that the Engineering Department continues its scheduled programme of maintenance and repairs, and provided updates on the Capricorn Quay Floating Ecosystems and Pontoons, Underfall Yard Sluice & Culvert Repairs, Entrance Lock Repairs, Prince Street Bridge Repair, Pero's Bridge Inspection, Netham Lock, and Plimsoll Bridge.

The report noted that the Port and Marine Facilities Safety Code has now replaced the Port Marine Safety Code, and that the Bristol Harbour Authority has conducted an internal audit of the Marine Safety Management System to ensure it fully complies with the new code.

Stakeholder Quarterly Report

The committee was scheduled to receive the Stakeholder Report, which stated that the Harbour Stakeholder Group has focused on reviewing and responding to the Council's draft Harbour Business Plan and Harbour Strategy, and has emphasised the importance of balancing financial sustainability with providing social value and safeguarding access for the community.

The report noted that the group endorsed commitments to partnership working, transparency, social value, and environmental stewardship, and offered support to help move projects, such as Albion Dockyard and Baltic Wharf, along. The group welcomed simplification of the budget but raised concerns about lack of clarity regarding revenue, urged protection for small businesses and charities against sudden rent hikes, and encouraged consideration of new funding sources, such as a visitor levy.

The report stated that the group strongly supported the vision and mission of the Harbour Strategy but suggested a longer timeline for self-funding, and stressed that revenue generation must not damage Harbour users, small businesses and charities, reiterating support for exploring a Harbour visitor levy. The group advocated that new developments must enhance accessibility and align with place-shaping strategy, and called for creative approaches to resolving tensions between social value and the need to produce a balanced budget. The group supported studies into Harbour demand, as well as gradual transition in fee increases, and suggested prioritising increased Harbour use over increased fees. The group recommended increased emphasis on on-water events to drive revenue, encouraged efforts to attract new audiences, particularly underrepresented groups, and endorsed the Harbour Committee having decision-making powers, with the Stakeholder Group providing advice. The group queried the timeline around new parking fees, and requested full stakeholder consultation to ensure fees do not adversely affect boaters or harbour organisations.

The report stated that the group currently has four key priorities: Better Facilities, Reasonable Fees, Strong Partnerships, and Improved Access.