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Objectives and Performance

The Government wants public services for everyone that are efficient, effective, excellent, equitable and empowering - with the citizen always and everywhere at the heart of public service provision. With this in mind Customer Service Excellence was developed to offer public services a practical tool for driving customer-focused change within their organisation. Customer Service Excellence focuses in great depth on delivery, timeliness, information, professionalism and staff attitude. Emphasis is placed on developing customer insight, understanding the customer's experience and robust measurement of service satisfaction.

Our Objectives

The following working level objectives have been reviewed and adopted by North Eastern Inshore Fisheries and Conservation Authority to ensure positive achievement of the national high level objectives, success criteria and ultimately the adopted national vision.  They also ensure that very positive and innovative work streams, developed previously by North Eastern Sea Fisheries Committee, are carried forward.

 

Working Level Strategic Objectives and Performance Indicators

The following tables detail the working level objectives and associated performance indicators for North Eastern Inshore Fisheries and Conservation Authority.  They have been fully endorsed by Authority members and have been developed to support the positive achievement of the national high level objectives, success criteria and ultimately the national vision.

 

Objectives, outcomes and performance indicators
Objective
Outcome(s) & National Links
Performance Indicator(s) 

To further internal organisational development in line with statutory objectives.

To ensure that the Authority, its officers and staff are working collaboratively and contributing efficiently and effectively towards the positive delivery of its statutory objectives.


Links to national success criteria 1,3 and 4.

48% Enforcement (70% target)

39 % Environmental monitoring (20% target)

0.54% Partnership working (5% target)

0.56% Outreach and public engagement (5%)

13% travel, organisational, training 

On 22 May 2015 the Authority was successfully re-assessed against the Investors in People Standard for a fifth time. Positive recognition of the Authority's overall commitment to staff development and training.

During 2015/2016 reporting year five new staff members were recruited into key positions including Senior IFCO, IFCO, environmental and science and operational support.  

To develop formal strategies and long-term ecosystem driven management plans for major species occurring within the Authority’s jurisdiction including: lobster, crab species, cockle and sea bass.

To strengthen the Authority’s strategic approach to fisheries management.


Links to national success criteria 1, 2, 5 and 6.

During November and December 2015 two new fisheries regulations were confirmed by Defra relating to the management of scallop dredging and the exploitation of shellfish within the Authority's district. Informal consultation commenced on a further five byelaw regulations relating to catch returns, AIS, the management of fixed nets, shellfish exploitation and the management of trawling within the Humber Estuary. 

A new shellfish management byelaw regulation was confirmed by Defra during November 2015 setting a new minimum landing size for edible crab of 140 mm and a mandatory requirement that all pots worked within the Authority's district carry escape gaps. The New regulation also rationalised a number of legacy conservation methods. 

Consultation with stakeholders also continued on options to manage the expanding potting effort within the Authority's district.

During the year informal consultation commenced on development of 5 new byelaw regulations to support and strengthen finfish management within the Authority's district. This work included measures to improve the monitoring of activity including mandatory catch and effort returns and mandatory AIS. 

To develop and implement formal Authority objectives for the improved protection of the marine environment including greater integration between environmental and fisheries strategies. 

Delivery of the Authority’s statutory functions in relation to the protection and conservation of the marine environment.

During the year broad scale baseline 'multi beam' mapping was completed within a number of priority sites including Runswick Bay MCZ site, the Holderness inshore p MCZ site. Programme remains ongoing.


During 2015/2016 officers continued work to strengthen the management of fishing activities throughout the MPA network occurring within the Authority's district. Officers also maintained active and participative engagement in management strategies across all the European Marine Sites located within the Authority's jurisdiction. 


Work to deliver appropriate management in 'Amber risk' areas remains on track to meet the December 2016 deadline.

To develop co-working strategies with all key partner agencies.

Effective and active partnership working with key organisations such as the MMO, EA and NE.


Links to national success criterion 4.

During the reporting year Authority officers completed five formal joint enforcement operations with partner agencies: MMO, Environment Agency and the Police.

A Joint fisheries intelligence gathering pilot commenced during the year involving North Western, Northumberland, North Eastern IFCA and the Marine Management Organisation. The pilot has now established a joint approach to gathering, assessing and disseminating fisheries intelligence.

Two formal joint inter-agency meetings were held during the year in March and October. 

Officers also completed a comprehensive annual survey of sea grass habitat within the Humber Estuary with NE and the Yorkshire Wildlife Trust.


To improve understanding of the needs and issues associated with the regions coastal communities and support development opportunities.

Strengthens policy and operational linkage to local coastal communities and the socio-economics of the region.


Links to national success criterion 4.

Throughout 2015 Officers actively participated in the regions FLAG supporting the commissioning and delivery of a wide range of local projects and the development of a new business strategy to support the delivery of the new European Maritime and Fisheries Fund. 

During the reporting year seven detailed Regulatory Impact Assessments were produced in consultation with both the Science and Governance Working Group and the main Authority. Work focused specifically on the development of a much more comprehensive assessment of associated socio economic impacts. 

To develop the Authority’s strategy of consultation and dialogue with all sectors of the fishing industry including the establishment of regional working/advisory groups.

Ensures that the Authority is heard and fully engaged with stakeholders.


Links to national success criterion 7.

One annual newsletter circulated during spring 2016, quayside sampling, attendance at HCFIG, membership of HFLAG and ten consultation meetings held with industry on a wide range of issues. 

To raise the local and national profile of the Authority through the media, the Authority’s website and representation on local and national organisations.

Ensures that the Authority is heard and fully engaged with local communities, members of the wider public and stakeholders.


Links to national success criterion 7.

Four public events attended during the reporting period, engaging with over 5,000 people.

Joint events held with the Wildlife Trust. 

During 2015/2016 officers played an active supporting role in the development of a new regional FLAG and associated business case under the new European Maritime and Fisheries Fund.

NEIFCA representation at all national Association and COG meetings held during the reporting period. 

To maximise external funding opportunities for the improved protection of the marine environment.

Ensures that the Authority is maximising all opportunities to ‘add value’ and strengthen its service delivery.

During 2015/2016 funding support was secured from Defra via the national Association of IFCA's to recruit a temporary Scientific Support Officer to strengthen environmental service delivery.


To develop the use of new technologies to improve and strengthen efficiencies in service deliveries.

Supports improved service delivery to stakeholders and members of the public.


Links to national success criteria 4 and 7.

Revised ICT strategy adopted June 2015. New 'smart' phones supplied to all operational staff during the year enabling remote access to electronic services. 


To take measures within the scope of the Authority’s duties and responsibilities to protect the marine environment with a view to minimising the impact on the socio economic wellbeing of local coastal communities.

Delivery of the Authority’s statutory functions in relation to the protection and conservation of the marine environment and ‘striking the right balance’ between interests.


Links to national success criteria 2, 5 and 6.

Two new fisheries byelaw regulations were confirmed by Defra during November and December 2015 strengthening the management of scallop dredging and the exploitation of shellfish stocks within the Authority's district. Informal consultation also commenced on five additional regulations supporting, amongst other things, the improved monitoring of fishing activities. 

During reporting year seven detailed Regulatory Impact Assessments were produced in consultation with both the Science and Governance Working Group and the main Authority. Work focused specifically on the development of a much more comprehensive assessment of associated socio economic impacts. 

A new shellfish management byelaw regulation was confirmed by Defra during November 2015 setting a new minimum landing size for edible crab of 140 mm and a mandatory requirement that all pots worked within the Authority's district carry escape gaps. The new regulation also rationalised a number of legacy conservation measures.

Consultation with stakeholders also continued on options to manage expanding potting effort within the Authority's district. 

During March 2014 the first stage 'Environmental Report' relating to the Finfish Strategic Environmental Assessment process was released for formal consultation.

During 2015 the Authority submitted a supportive response to formal consultation on proposed second tranche MCZ sites within its area. 

To develop the role of Authority members.

Ensures that members are fully briefed on the role and work of the Authority and feel fully included.


Links to national success criterion 1.

Two 'open' events held on the Authority's main patrol vessel during the reporting period. One introductory training seminar held for new Authority members. Several members participated in offshore patrol work during the year. 


Performance graph upward trend