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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.

As a provisional indicator, during 2014, officer’s work time is proportioned as follows within the following key areas:


60% Legislative enforcement


88% Environmental monitoring


1% Partnership working


2% Outreach and public engagement 


14% Travel, organisational, training

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.

Consultation and dialogue with the MMO and Defra continued on the implementation of a new suite of shellfish management provisions for the Authority's district. Detailed preliminary work on a model potting effort management scheme completed for further consultation with stakeholders.


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

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.


Work to deliver change December 2015 to December 2016. Throughout 2014 Officers maintained active and participative engagement in management strategies across all European Marine Sites located in the Authority's jurisdiction.


Work to deliver appropriate management in 'Amber risk' areas remains on track to meet the December 2015 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.

To maintain close contact with all partner agencies, ensuring that at least four joint enforcement exercises are undertaken per annum (joint enforcement exercises must include active participation with partner agencies) and a minimum of two inter-agency meetings are held per annum.

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.

To continue engagement and participation within the region’s Fisheries Local Action Group.


Through the Science and Governance Working Group and further development of Regulatory Impact Assessment (RIA) methodology to improve assessment and monitoring of socio economic issues.

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.

Continue an annual consultative programme with representatives of all sectors of the fishing industry both recreational and commercial including external working groups.

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.

Promotion of the Authority’s activities at local events throughout the year.


Seven public events attended during 2014/15, engaging with over 2000 people.

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.

To seek external funding opportunities to purchase equipment and resources to strengthen the Authority’s marine environmental research capabilities.


Funding support secured from Defra via national Association of IFCA's for the purchase of marine survey items and national IFCA assets.

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.

To further development and implementation of the Authority’s Information Communications Technology Strategy (ICT).

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.

To continue the implementation of recommendations contained within the legacy byelaw reviews completed during 2011, through the Authority’s internal Science and Governance Working Group.


Formal and informal consultative work continued in 2014 on the implementation of a new suite of shellfish and scallop management provisions for the region.

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.

To actively encourage and develop members understanding of the operational practices of the Authority and the local industry through annual seminars and open days.

Performance graph upward trend