Council Committee adopts ‘Harbours and Marinas Strategy’

A Causeway Coast and Glens Council committee has approved formal adoption of a new strategy for managing the borough’s harbours, marinas and slipways.

Although a 100-page draft document was signed off earlier this year, the strategy was the subject of a consultation by stakeholders over the summer.

On Tuesday, members of Cloonavin’s Environmental Services Committee were told the majority of responses were “positive” and the strategy could be formally adopted without significant alteration.

Council owned marine infrastructure is operated at an annual deficit of over £0.5m.

However, elected members have agreed ports and harbours are a vital part of the borough's social fabric that's worth preserving

While revenue potential features prominently, and much emphasis is placed on marine tourism and the activities centred on harbours that attract visitors, the public service provided by harbours and marinas is the strategy's key focus.

As the report delivered to councillors back in March summarised: “Public feedback has demonstrated a significant passion and interest in the facilities and there is an overwhelming desire to have the facilities improved and expanded to their full public service potential.

“The success of these facilities cannot be measured on profitability alone.

“These facilities provide extensive, multifaceted socio-economic benefits that extend well beyond direct maritime activities, acting as critical engines for regional development, trade, and coastal community vitality.

“They serve as central nodes for employment, commercial fishing, tourism, and industrial logistics.

“They act as essential, non-commercial social infrastructure that enhances community liveability, improves health outcomes, and boosts economies aligning with a common goal across multiple council and national strategies”.

The strategy was drawn up by Civil & Marine Consultants, McCarthy Browne.

It was based on a review conducted through site inspections, desktop assessment, stakeholder engagement and pre-consultation events and surveys.

“We got an overwhelming passion for the facilities,” Richard Browne told the committee

“People really wanted to see that the facilities were maximised for their public service potential

“There was great regard for Causeway Coast and Glens [council's] team on the ground, but a belief that there could be more done in terms of asset maintenance, in terms of communication

“There was also a strong desire for community involvement and there were some innovative proposals put forward.

Richard Brown said users acknowledged concerns about the financial viability. But, he said, they insisted harbours and marinas must be considered “priority public service facilities”

And while most harbour are running at capacity with, in many cases ,lengthy waiting lists there remained a reluctance to see increased fees and rates.

So while stakeholders made “a general call for expansion” inmost cases that would simply not be possible.

“We found that your facilities are running at saturation and any marketing plan would have to focus on optimisation,” said Richard Browne.

Facilities covered by the new strategy include: Coleraine Marina, Portstewart Harbour, Portrush Harbour, Portandoo Harbour, Portballintrae Harbour, Ballintoy Harbour, Rathlin Harbour, Ballycastle Harbour, Red bay Harbour, Dalriada Slipway (Cushendall), Waterfoot Slipway and Christie Park