Annual report 2025-2026 8 Ennerdale Road, Blyth, Northumberland NE24 4RT 01670 797676 | nifca@nifca.gov.uk www.nifca.gov.uk
Northumberland IFCA
Northumberland_IFCA
IFCA VISION “Inshore Fisheries and Conservation Authorities will lead, champion and manage a sustainable marine environment and inshore fisheries, by successfully securing the right balance between social, environmental and economic benefits to ensure healthy seas, sustainable fisheries and a viable industry”
NIFCA DISTRICT & CONTENTS
Introduction
Page 1 Page 4 Page 5 Page 6 Page 8 Page 9 Page 10 Page 22
Staffing Members
Budget & Reserves
NIFCA office, vessels & vehicles
Risk Management Success Criteria NIFCA Workstreams
Chief Officer Mark Southerton with NIFCA Chair Amelia Henderson
INTRODUCTION
On behalf of myself and the Chair of Northumberland Inshore Fisheries and Conservation Authority (NIFCA), Amelia Henderson, I am pleased to welcome you to our Annual Report for 2025-26. Published in accordance with Section 178 of the Marine and Coastal Access Act 2009, this report provides an account of the Authority's activities over the past year and contributes to Defra's assessment of IFCA performance, accountability, and value for money. April 2026 marked the fifteenth anniversary of Northumberland IFCA's establishment under the Marine and Coastal Access Act 2009. This milestone offers an opportunity to reflect on the Authority's achievements and progress over the past 15 years. I would like to thank our staff, members, partners, and stakeholders for their continued dedication and support in helping us deliver our statutory responsibilities. At the Annual General Meeting in April 2025, Amelia Henderson was unanimously re-elected as Chair, beginning her second term in the role. As only the third Chair since NIFCA's inception, Amelia continues to provide strong leadership and commitment, supported by members and staff alike. Membership remained stable throughout the year, with new members joining a well-balanced Authority whose collective skills, knowledge, and experience continue to add significant value to our work. We remain grateful for the commitment and expertise contributed by all members. At the national level, progress continued on the development and implementation of Fisheries Management Plans (FMPs). NIFCA contributed to consultation on 11 Scottish-led demersal species plans, the final four Defra-led FMPs, and the Scottish- led Nephrops FMP. Locally, we worked closely with the Marine Management Organisation (MMO) on quality assurance processes for the Netting Permit Byelaw and De Minimis Assessment, and implemented an adaptive trawling management plan within the Coquet to St Mary's Marine Conservation Zone following a successful Remote Electronic Monitoring (REM) pilot. Following strong stakeholder support, NIFCA continued the Lobster V-Notching Scheme, resulting in 1,217 lobsters being notched and released across the district. We also maintained engagement with the recreational sea angling community through initiatives such as the bass scale project, helping to improve our understanding of local bass populations. Throughout the year, NIFCA remained actively involved in the development of national fisheries and marine policy through participation in the Chief Officers Group, the Association of IFCAs, the Technical Advisory Group, and the National Inshore Marine Enforcement Group (NIMEG). We hope you find this report informative and valuable. A glossary of terms is available via the link provided: please feel free to contact us with any queries. Thank you to everyone who has worked with and supported NIFCA during the year. We look forward to building on these partnerships and continuing our work together in the years ahead.
CLICK HERE FOR GLOSSARY OF TERMS
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Officers aboard NIFCA RIB TT ST Aidan
To deliver its statutory duties and strategic aims, NIFCA has continued to rely on a clear organisational structure and the effective management of its resources. This section reviews the key components that have enabled the Authority to operate efficiently and responsively over the past year, including staffing structure, member governance, budget management, and risk oversight. Together, these elements have formed the operational backbone of the Authority, ensuring strong leadership, skilled personnel, and financial resilience to maintain a high standard of service. Effective structures and responsible resource allocation have underpinned NIFCA’s ability to respond to emerging challenges, meet national expectations, and serve the specific needs of the Northumberland district. The following pages provide detail on our team, an overview of the Authority’s membership, a breakdown of financial planning, and a summary of the measures we have taken to assess and mitigate risk across our operations. NIFCA STRUCTURE & RESOURCE
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STAFFING
Northumberland IFCA employs a dedicated team of 16 staff based at its Blyth office, led by Chief Officer Mark Southerton. Mark provides overall strategic direction for the Authority and is supported by the Senior Management Team (SMT) covering NIFCA’s four core functions: Environmental, Enforcement, Administration, and Finance. The Environmental team, headed by Lead Environmental IFCO (Inshore Fisheries and Conservation Officer) Alex Aitken, delivers the Authority’s conservation duties, including research, monitoring, and survey work, as well as oversight of marine sites and assessments. Three members of the team are also warranted officers, supporting enforcement where needed. Enforcement is led by Lead Enforcement IFCO Nick Weir and a team of five IFCOs. Their work combines intelligence gathering, education, and engagement with the full use of enforcement powers where necessary to secure compliance and sustainability. The Administration team, managed by Emma Cosimini with two part-time staff, oversees office operations, permits, HR, and digital communications. Finance Officer Julian Sutton ensures sound financial management and transparency through close liaison with Northumberland County Council.
NORTHUMBERLAND IFCA MEMBERSHIP
CHIEF OFFICER
LEAD ENVIRONMENTAL OFFICER
LEAD ENFORCEMENT OFFICER
FINANCE OFFICER
ADMINISTRATIVE OFFICER
1 VESSEL OPS LEAD 1 ENGINEER 3 ENFORCE’T IFCOS
1 SNR ENVIRO’L IFCO 4 ENVIRO’L IFCOS (3 WARRANTED)
2 ADMINISTRATIVE ASSISTANTS
4 CLICK HERE FOR MEET THE TEAM
MEMBERS
Members remained central to the effective functioning of NIFCA throughout 2025-26, continuing to play a key role in governance, policy development, and the work of the Authority. We have also benefited greatly from the leadership of Chair Amelia Henderson, whose experience, energy, and collaborative approach have helped guide the Authority with confidence and purpose. The year saw several changes to Authority membership. Following the Northumberland County Council elections in May 2025, the memberships of Councillors Alex Wallace, Colin Hardy, and Catherine Seymour came to an end. We are grateful for their many years of service and contribution. Following an induction programme led by the Chair and Chief Officer, Councillors Karl Green, Les Bowman, and Stephen Flower joined the Authority. North Tyneside Council representation also changed during the year, with Councillor Brian Burdis replacing Councillor Tommy Mulvena. Among the General Members, Ian Thomas retired after more than a decade of dedicated service. Ian made a significant contribution through his extensive knowledge of recreational sea angling, technical expertise, and generous commitment of time, supporting surveys, operational activities, committee work, and recruitment processes. His experience and insight will be greatly missed. Following an MMO recruitment process, Stuart Harding was appointed to fill the resulting vacancy. As a well-respected member of the local recreational angling community, his appointment helps maintain the balance of skills and experience across the Authority. The Authority also welcomed the reappointment of a longstanding General Member at the end of their initial ten-year term, ensuring valuable continuity. Member development remained a priority throughout the year. Training, briefings, workshops, and participation in survey activities provided opportunities for Members to enhance their knowledge and understanding, supporting informed decision-making and effective governance. The Authority extends its sincere thanks to all Members for their commitment and service. Particular appreciation is due to General Members, who volunteer their time and expertise in support of NIFCA's vision of a balanced and sustainable marine environment, as well as Councillor Members and partner agency representatives whose contribution, knowledge, and collaboration continue to be invaluable.
Members Cllr Liz Dunn and Steve Lowe with Environmental Officers for Lynemouth beach clean
Member Geoff Cowan joins Officers for Aln Estuary Survey
FULL LIST OF NIFCA MEMBERS
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NIFCA BUDGET
After a standstill budget for 2024/25, NIFCA’s Finance Committee agreed an increase in the Local Authority funding precept for 2025/26 by 2%. An agreed Cost of Living rise of 3% was applied to all staff salaries which, together with incremental rises and the rise in employers’ National Insurance, increased budgeted employee costs by 5.2% from the previous year. Our end of year forecast predicted a small net surplus of £3,800, but the eventual outturn for 25/26 was a net deficit of £11,565. This was principally due to the significant cost of unexpected repairs to St Aidan’s engines, resulting in an overspend of £21,000. Additionally, NIFCA paid the legal costs of three ongoing prosecutions, which required the services of a court barrister, resulting in a further budgetary overspend of £33,000. Some of this overspend was offset by lower than predicted expenditure in annual employee costs, RIB running costs and overall Management costs. The Authority still achieved its £50,000 annual contribution to the Asset Renewals fund. There was an increase in total income from budget (excluding R-DEL grants and bank interest) due to £4,700 received from the sale of recovered pots. However, this £4,700 was paid out again as donations to the Fisherman’s Mission and Berwick RNLI, so the deficit figure was unchanged. The Defra R-DEL funding income for 25-26, and its associated expenditure are excluded from the outturn figure as they are assumed to be budget-neutral. The unspent balance at the end of March 2026 (£145,954) are treated as deferred grant income to be spent in future periods. GENERAL RESERVES The Authority considers it essential to set aside funds every year to pay for eventual vessel replacement. This year the budgeted transfer of £50,000 to the Renewals Fund was augmented by a further 35K from investment account interest. 24.5K was drawn from the fund to pay part of the cost of repairs and reconditioning of the St Aidan’s engines (see NIFCA Budget). The net effect increased the Fund to £908,356 as at 31/3/26. The Authority's General Reserves are separate from the Renewals Fund and are maintained at a minimum level of 20% of total Turnover in order to fund budget deficits, cover any financial emergencies and fund additional capital expenditure to enhance the Authority's capabilities. The net effect of the budget deficit (11.6K) and capital expenditure drawings (18.7K) for 2025- 26 was to decrease the level of General Reserves from £256,768 to £226,518 as at 31/3/26.
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BUDGET BREAKDOWN 2025-26
EXPENDITURE
INCOME
Other Income £40,473
Employee expenses
£637,563
Defra R-Del £263,380
Patrol vessel, RIB & Leased vehicles expenses
£107,624
Renewals & Capital Expenditure
£43,190
Other Enforcement & Environmental expenses
£76,241
Permits £17,243
Defra R-DEL project expenditure
£117,426
NCC Precept £801,495
8 Ennerdale running costs
£59,794
NTC Precept £159,876
Other management & administrative expenses
£64,435
£1,106,452
Total Expenditure
TOTAL INCOME: £1,282,467
RENEWALS FUND
Annual contribution to renewals fund: £50,000
Other transfers to renewals fund: £34,816
R-Del deferred income carried forward: £145,954
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The Authority moved to its current premises at 8 Ennerdale Road, Blyth in September 2013. A new 10-year lease with a 5-year break clause was agreed and began in September 2023, with the annual rent increasing to £30,000 p.a from September 2025. The rent will be subject to review at the 5-year break point (2028). As part of the new agreement, the Authority carried out some remedial work and improvements to the premises in 2024 at a cost of £37,000. Further works, including a garage room conversion and external lighting, were carried out in early 2026 at a total cost of £10,600. The premises continue to provide an excellent work base and storage facilities at a reasonable cost. NIFCA OFFICE
VESSELS & VEHICLES
NIFCA’s main patrol and research vessel, St Aidan, is a 16m catamaran based at Royal Quay’s Marina, North Shields. Acquired in 2015 at a cost of £680,000, funded entirely from the Authority’s reserves, the vessel provides a vital platform for offshore patrols and survey work. It can also carry a 5.3m RIB, TT St Aidan, which can also be launched independently from a trailer, giving additional flexibility for inshore operations. Alongside this, the Authority operates the Robert Arckless MBE, a 9m cabin RIB introduced in 2019. Costing just under £150,000, with around 70% financed through EMFF grant funding, it is berthed at Amble Marina and serves both as a patrol and enforcement platform and survey work. A smaller 3.5m Zodiac inflatable, purchased in 2013, continues to support estuarine surveys. On land, NIFCA maintains service agreements with Northumberland County Council for a Ford Connect minivan and a Ford Ranger 4x4. The leases, which began in 2020, cost £4,540 and £5,850 (ex VAT) per year respectively and have been extended until September 2027, when the vehicles are expected to be replaced. In 2024, the Authority also purchased a second-hand Citroen Berlingo minivan outright for £11,200, further strengthening its vehicle fleet. Maintaining these assets ensures NIFCA is well equipped to carry out its duties efficiently both at sea and on land.
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OPERATIONAL RISK ASSESSMENTS
NIFCA is committed to the health, safety and welfare of all employees, contractors, volunteers and stakeholders involved in Authority activities. A structured health and safety framework supports effective risk management, legal compliance and a strong safety culture across both shore-based and at-sea operations. All activities are subject to regular risk assessment, with enhanced controls and review processes for higher-risk operations. Safety competency is maintained through continuous professional development, refresher training, onboard emergency drills, toolbox talks and activity-specific safety briefings. NIFCA also operates a formal reporting system for hazards, near misses, incidents and lessons learned, ensuring continuous improvement. Our Lead Officers play a key role in promoting safe working practices throughout the Authority. Through regular policy reviews, staff engagement and a proactive approach to safety, NIFCA seeks to minimise operational risk, ensure compliance with legislation and best practice, and maintain a resilient and positive safety culture.
RISK ASSESSMENT MATRIX
NIFCA maintains a proactive and comprehensive approach to risk management through the use of its Risk Assessment Matrix, which is reviewed and updated twice annually by the Senior Management Team (SMT). During 2025-26, formal reviews were undertaken in October and March, with the latest version available on the Authority's website. The Risk Assessment Matrix supports strategic and operational decision-making across all areas of the Authority's work. Risks are assessed according to their likelihood and potential impact and are categorised along a scale ranging from "Acceptable" to "Very Severe." This approach ensures that risks are identified, monitored, and managed appropriately, with mitigation measures proportionate to the level of risk presented. The framework aligns with the requirements of the Marine and Coastal Access Act 2009 and relevant national guidance. In March 2026, the Authority undertook a comprehensive review of its Risk Assessment Matrix to provide a clearer and more structured framework for identifying and managing risk. The revised matrix groups risks into seven key categories: Health and Safety, Financial, Operational, Environmental, Governance, Reputational and Functional. This approach enables related risks to be considered collectively, improving oversight and supporting more effective mitigation planning. Environmental risks remain a significant area of focus, particularly those associated with fishing activities, coastal development, and potential impacts on marine habitats and species. These risks are managed through a combination of byelaws, monitoring programmes, evidence gathering, and collaborative working with partners such as Natural England and the Marine Management Organisation (MMO). Overall, the Authority's approach to risk management continues to provide a strong foundation for effective governance and operational resilience, ensuring emerging risks are identified early and managed in a structured and transparent manner.
RISK ASSESSMENT MATRIX REVIEW
Chief & Lead Environmental Officer onboard commercial trawl boat with fisher & NIFCA member, Brian Douglas. NIFCA have been conducting the trial of semi-pelagic otter boards with the aim of reducing the benthic impact of this fishery
The IFCAs operate under a shared Vision: “to lead, champion and manage a sustainable marine environment and inshore fisheries.” To support delivery of this Vision, all ten IFCAs across England work within a unified framework of Success Criteria and High-Level Objectives, developed by Defra to ensure consistent, effective, and accountable service delivery across the network. This framework has continued to shape NIFCA’s strategic aims and operational priorities over the past year, guiding how we planned, delivered, and assessed our work. It provided both a benchmark for performance and a structure through which we responded to national policy, regional priorities, and local needs. The criteria underpinned the development and delivery of NIFCA’s workstreams in 2024/25, informing our activity in enforcement, research, stakeholder engagement, and internal governance. On the following pages, we report our progress against the Success Criteria Indicators. The key below indicates the level to which we have met each indicator, with further explanation provided in the narrative. IFCA SUCCESS CRITERIA
Complete Partially complete
Incomplete
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SUCCESS CRITERIA 1 “IFCAs are recognised & heard, balancing the economic needs of the fishery whilst working in partnership and engaging with stakeholders”
IFCAs will be a visible, respected and trusted regulator within coastal communities and will maintain and deliver a strategy to communicate their vision and duties effectively. IFCAs will engage with policy makers, industry, Non-Governmental Organisations (NGOs), recreational and commercial users; and other regulators. They will work jointly and collaboratively with partner organisations across boundaries; will participate and contribute to the development and implementation of regional and national marine policy, including the marine planning regime; will take long-term strategic decisions and manage risks effectively. IFCAs may maintain a national body to co-ordinate the activities of authorities that are party to arrangements.
Maintain & implement an effective communication strategy. Maintain its website, ensuring public access to current fisheries and conservation information for the District, including management requirements and byelaws. Non-reserved IFCA Committee papers will be published. Contribute to coordinated activity at a national level. With its principal partners, have a clear understanding of roles and responsibilities. Memoranda of Understanding with MMO, Natural England, Environment Agency and Cefas will be maintained. Opportunities for greater efficiencies, effective joint working and collaboration will be explored and implemented when feasible
NIFCA STATUS
INDICATORS Maintain a database of stakeholder contacts - reviewed & updated by 31 March annually. Complete a review of its Communication Strategy & Implementation Plan by 31 March each year.
DELIVERING SC1
During 2025-26, NIFCA maintained strong communication and engagement with stakeholders, partners and local communities through a range of digital, face-to-face and partnership activities. A new Authority website project was commenced to improve access to information and resources and regular website and social media updates ensured stakeholders remained informed of local and national developments. NIFCA published two newsletters, alongside the Fisher Focus newsletter for commercial fishers, providing updates on fisheries issues, policy developments and local workstreams. Press releases and articles secured coverage in local, national and industry media, while NIFCA also supported AIFCA's national communications initiatives. Two rounds of Fisher Forums were held across district and cross-border ports, providing opportunities for direct engagement with commercial fishers, with discussion summaries published on the website . Officers also continued engagement through MMO Regional Fisheries Groups and worked with North Eastern IFCA and recreational anglers on a bass scale project. Engagement with the recreational angling sector included a dedicated drop-in event, attendance at local competitions and meetings with representatives from the Angling Trust. Officers further promoted understanding of fisheries management through community presentations, training courses and international knowledge-sharing initiatives. Partnership working remained central to NIFCA's delivery, with officers working closely alongside organisations including the Marine Management Organisation, Environment Agency, Natural England, North Eastern IFCA, local authorities, academic institutions and the fishing industry. Collaboration included joint patrols, investigations, project delivery and the review of partnership agreements. NIFCA also continued to play an active role in national fisheries governance through participation in key industry and enforcement groups, contributing to Fisheries Management Plans and ensuring local fisheries interests were represented in wider policy, planning and licensing discussions. Collectively, these activities strengthened relationships with stakeholders, supported effective fisheries management and ensured local knowledge continued to inform decision-making at both regional and national levels.
A B C D
Review its website by last working day per month
Review its website & meets the objectives of its communication strategy: 31 March annually. Review all of its Memoranda of Understanding by 31 March annually. There will be a clear plan in place to update MoUs where necessary, to an agreed timescale. By 31 March each year, the IFCA will have participated appropriately, proportionately and at the right level of delegation, in regional and national fisheries and conservation activity identified in the Annual Plan.
E
F
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SUCCESS CRITERIA 2 “IFCAs implement a fair, effective and proportionate enforcement regime”
The IFCA enforcement regime is risk-based, makes appropriate use of intelligence, meets legislative standards & complies with the Regulators Code. It should make effective use of the resources available to regulators; complement & align, if possible, with the regimes in adjacent IFCA Districts & management by other organisations including the MMO & Environment Agency. Consistency & fairness are important. Regulatory compliance is promoted. Enforcement action is carried out by trained, professional officers working to clear standards of conduct.
Publish the Enforcement Risk Register & Strategy, clearly setting out its approach to achieving regulatory compliance & potential sanctions that may be applied for infringements &/or offences. Have developed consistency in regulations (byelaws) with other organisations. Manage operational activity (e.g. through a Tasking & Coordination Group) & capture, record, evaluate & disseminate intelligence that is compatible with partner organisations. It is engaged in joint working with partner organisations. Ensure warranted IFCOs are trained & accredited to nationally agreed standards. They will maintain professionalism & make appropriate interventions to deliver efficient, effective enforcement activity.
NIFCA STATUS
INDICATORS Ensure its Enforcement Risk Register & Strategy are published & available on its website from 1 April annually. Demonstrate in its Annual Report how it has worked with other regulators to achieve consistent quality, application & enforcement of management measures. Compile records of enforcement activity; provide them to the National Inshore Marine Enforcement Group (NIMEG) & publish them on its website. Adopt the national Code of Conduct for IFCOs, review it annually & publish on its website by 1 April. Ensure the Code of Conduct for IFCOs is reflected in work objectives & annual appraisals. Warranted Officers attain accreditation & undertake Continuing Professional Development.
DELIVERING SC2
NIFCA continues to implement a fair, effective and proportionate enforcement approach through 2025–2026. This has included long- running investigations and the successful prosecution of deliberate offenders, alongside stakeholder engagement to inform industry of legislative changes. Officers undertook national training through the Association of IFCAs and other accredited providers to build job-specific skills. NIFCA also worked closely with partner organisations through the national IFCAs/MMO intelligence programme, which has now adopted the Clue intelligence system. This has enabled higher volumes of intelligence to be gathered, assessed and shared more effectively with enforcement officers and partner agencies, particularly through the monthly Tactical Coordination Group (TCG). Joint operations were carried out with the MMO, EA and NEIFCA. The appointment of two former police officers as IFCO Intelligence Leads has strengthened enforcement capability and complements the wider skills and experience of the enforcement team. NIFCA continues to play an active role in national groups, fully engaging with the NIMEG network to support collaboration, consistency and best practice across marine fisheries regulation and conservation. Beyond NIMEG, NIFCA’s Lead Enforcement Officer chaired the AIFCA Vessel Management and Operations Group, promoting standardisation and operational best practice across IFCA vessels. Finally, the Authority continues to benefit from the expertise of one of the country’s leading marine solicitors, ensuring robust legal support for prosecutions and wider enforcement matters.
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B
C
D E F
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SUCCESS CRITERIA 3 “IFCAs use evidence based & appropriate measures to manage the sustainable exploitation of sea fisheries resources & deliver marine environmental protection within their districts”
The IFCAs were created as statutory inshore regulators by the Marine and Coastal Access Act 2009. They are relevant authorities for implementing international environmental commitments including the Birds, Habitats, Water & Marine Strategy Framework Directives & make an important contribution to securing a network of well managed marine protected areas. Fisheries Management Plans identify local management measures which should be based on evidence; be timely; subject to appropriate consultation & in step with national initiatives & priorities. An IFCA should balance the social & economic benefits of exploiting sea fisheries resources with the need to protect the environment. Make a contribution to sustainable development.
Identify issues likely to affect sustainable management of the marine environment in the IFC District; undertake risk assessment & gap analysis; review appropriateness of existing measures; evaluate management options & develop & implement proportionate marine management solutions. Support implementation of a well-managed network of Marine Protected Areas by: developing a range of criteria-based management options; implementing management measures to ensure that inshore fisheries activities comply with the Marine and Coastal Access Act 2009 & the revised approach to managing commercial fisheries in Marine Protected Areas; local management contributes to delivery of targets for the Marine Strategy Framework Directive, Water Framework Directive & Marine Plans. The IFCA will develop Fisheries Management Plans for priority species where appropriate. Shared objectives will be developed with identified partners; actions identified & best practice reflected so that management makes a contribution to sustainable development.
NIFCA STATUS
INDICATORS
DELIVERING SC3
Record site-specific management considerations for Marine Protected Areas & report progress to the Authority. Publish data analysis & evidence supporting new management measures, on its website. Provide management information (e.g. sampling &/or survey results) which will be collected periodically after new management measures have been implemented, to demonstrate the extent of effectiveness of the intervention. Have developed a range of criteria-based management options that are explained to stakeholders through the IFCA website & reviewed by 31 March annually. New IFCA management measures selected for development and implementation are delivered within agreed timescales. The IFCA will include shared agreed objectives and actions from Fisheries Management Plans in its own Annual Plan, which will be published by 31 March each year. Progress made in relevant Fisheries Management Plan areas, including Maximum Sustainable Yield commitments, will be noted in the IFCA’s Annual Report.
NIFCA works under an Annual Research Plan which sets out the evidence collection for ensuring management measures are appropriate for the sustainable exploitation of sea fisheries resources and to deliver marine environmental protection. Site specific management measures for MPAs are recorded and reported to the Authority. All commercial fishing activity has been assessed within MPAs and is monitored annually through out Monitoring and Control plans. Any significant changes in fishing activity or in the protected feature triggers a reassessment of fishing activity within the MPA. There is an adaptive management plan in place for Coquet to St Mary’s MCZ which is updated annually. In 2025-26, working with members, the adaptive management plan for the site was updated. Underpinning this management plan is the use of REM (Remote Electronic Monitoring) to accurately determine the spatial footprint and intensity of fishing in the MCZ through GPS trackers and gear sensors fitted to trawl doors. All supporting information used in creating the plan is publicly available on the NIFCA website . Continuous monitoring programmes for key fisheries were maintained, with findings reported to Authority members (see Fisheries and Monitoring section for further detail). Monitoring programmes are linked to existing management for key fisheries to provide an understanding of the stock status under current management. When management changes were considered, options were presented to members and discussed with key stakeholders through both formal decision-making and informal consultation processes, ensuring transparency and engagement at every stage. All data analysis is published on the NIFCA website in report form. NIFCA continued to engage in the Fisheries Management Plan (FMP) process and both consulted on draft plans and work with partners in the implementation of existing plans.
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SUCCESS CRITERIA 4 “IFCAs have appropriate governance in place & staff are trained & professional”
IFCAs are statutory authorities & sit within the local government family. Authority members may be either general members or local councillors. They comply with Codes of Conduct & the Standing Orders that apply to meetings of local government committees. General members are appointed on merit, through open competition & for a term. They are subject to an annual performance appraisal. An IFCA is funded by levy, charged to its member councils. Funding originates in local taxation. An IFCA is accountable for its use of public resources & should ensure that a proper auditing regime provides confidence in its commitment & spend of public money. It should make effective use of its resources, including staff & assets. An IFCA has a statutory obligation to prepare & publish Annual Plans & Annual Reports. Demonstrate its long-term strategic approach to sustainable marine management by having appropriate plan-making, review, update & amendment procedures in place. The IFCA will record its performance against corporate outcomes & indicators as soon as practically possible following the end of the financial year. Have staff performance management system in place that link to the IFCA success criteria. There will be an induction procedure for new joiners. Staff training & development needs will be identified. Performance will be managed &, where necessary, improvement procedures will be followed. The IFCA Committee will be supported by an organised, efficient & effective secretariat. New members will receive an induction pack & briefing from the Authority. There will be a rolling twelve month schedule of quarterly Authority meetings. Notices of meetings & documentation will be made available in line with Standing Orders. IFCA Committee meetings will be held in public unless material is either confidential, or exempt within the meaning of the LG Act 1972.
NIFCA STATUS
INDICATORS
DELIVERING SC4
Publish a Plan on its website by 31 March, setting out the main objectives & priorities for the next financial year. A copy will be sent to the Secretary of State. After the end of each financial year, publish a Report on its website describing its activities, performance & a summary of audited financial information in that year, by 30 November. A copy will be sent to the Secretary of State. IFCA staff will have annual performance management plans in place. Annual appraisals for all staff will have been completed by 31 March each year. An efficient secretariat of IFCA staff support IFCA Authority meetings which are held quarterly & are quorate. Meeting documentation will meet Standing Orders. Demonstrate in its Annual Report, how marine, land & water management mechanisms in the IFCA District have worked responsively & effectively together.
NIFCA maintained strong governance and effective management throughout 2025-26, ensuring the Authority remained accountable, transparent, and focused on delivering its strategic objectives. The Authority published its Annual Plan and Annual Report in accordance with statutory requirements, while robust performance management arrangements remained in place, including annual staff appraisals and quarterly quorate Authority meetings. Governance continued to be supported by a comprehensive framework of policies and procedures, which were regularly reviewed and updated to reflect changing legislation, guidance, and best practice. Regular Senior Management Team meetings provided strategic oversight of performance, priorities, asset management, and service delivery. Investment in staff development and wellbeing increased during the year through training opportunities, the introduction of an Employee Assistance Programme, and NIFCA's first Employee Satisfaction survey. The Authority also benefited from an engaged membership, with new Councillor Members receiving induction support following local elections and all Members participating in appraisal and development activities. NIFCA's commitment to accountability was further demonstrated through the annual internal audit undertaken by Northumberland County Council, which confirmed that appropriate governance and financial management arrangements remained in place. Collectively, these measures ensured the Authority remained well managed, resilient, and capable of delivering its statutory duties and strategic priorities.
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E
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SUCCESS CRITERIA 5 “IFCAs make the best use of evidence to deliver their objectives”
IFCAs are statutory regulators for their Inshore Fisheries and Conservation District. Decision- making should be based on evidence. All IFCAs are supported by officers who pool their expertise and share best practice as a Technical Advisory Group (TAG). A programme of research activity and monitoring is planned, developed and updated in consultation with partners. The programme informs management decisions and supports justification for additional research and evidence gathering.
Publish a strategic research plan that contributes to greater understanding of the marine environment and delivery of cost-effective management of sea fisheries resources. Standard Operating Procedures which describe how data is captured and shared with principal partners. A list of research databases held by the IFCA and the frequency of their review. Non-confidential meta-data collected through the IFCA research programme should be recorded in a database available to the marine research community
NIFCA STATUS
INDICATORS
DELIVERING SC5
A
Demonstrate progress that has been made towards identifying its evidence needs by publishing a research plan each year. Publish a research report annually that demonstrates how evidence has supported decision making. The IFCA’s contribution to TAG and progress that has been made towards a national evidence needs programme will be recorded in the IFCA’s Annual Report.
Throughout 2025–26, NIFCA published an Annual Research Plan setting out key workstreams and priorities for the year, with progress reported both in this Annual Report and to the Authority’s Technical and Scientific Subcommittee. At the national level, NIFCA continued to contribute to the IFCA Technical Advisory Group (TAG) through regular attendance at meetings. The Lead Environmental Officer also served as vice-chair of the group until November 2025, ensuring that NIFCA’s expertise and district perspective were reflected in national policy and technical discussions. Regular engagement with Natural England supported the assessment of fisheries interactions with Marine Protected Areas (MPAs), including the production of Habitats Regulation Assessments (HRAs) and Marine Conservation Zone (MCZ) assessments. As in previous years, data collected under the Annual Research Plan has been shared with ERIC NE (Environmental Records Information Centre North East) and all research and monitoring reports are published on the NIFCA website, making information accessible to the wider research community and strengthening the evidence base for marine management.
B
C
CLICK HERE FOR 25-26 ANNUAL RESEARCH PLAN
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Defra representative joins NIFCA Chief Officer, Mark Southerton in meeting with local commercial fishers to discuss the development of the shellfish FMP - Feb 26
This section reviews NIFCA’s key workstreams delivered over the past year, covering our core areas of activity: Science and Research, Partnership Working, Enforcement and Compliance, and Governance and Development. These workstreams reflect our strategic priorities and were shaped by evidence, risk assessments, legislative requirements, and ongoing engagement with stakeholders. Together, they demonstrate how NIFCA has continued to fulfil its statutory duties while responding to emerging challenges and opportunities in the marine environment. Each workstream is mapped against one or more of the five national IFCA Success Criteria, which are indicated using icons throughout this section. These markers highlight the ways in which our work has contributed to shared goals across all IFCAs, including sustainable fisheries, environmental protection, and strong governance. By delivering against these focused workstreams, NIFCA has maintained effective, responsive, and collaborative management of inshore fisheries across our District. COMPLETING NIFCA WORK STREAMS
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SUCCESS CRITERIA
GOVERNANCE
NIFCA is a statutory public body governed by a committee of up to 21 Members, established under the Northumberland Inshore Fisheries and Conservation Order 2010. The Authority meets quarterly, with additional meetings convened as required to support the effective delivery of its responsibilities. Membership reflects a broad range of expertise and interests, comprising seven councillor representatives from its constituent local authorities, eleven General Members appointed by the Marine Management Organisation (MMO) and statutory representatives from the MMO, Environment Agency (EA) and Natural England (NE). Four General Meetings were held during the year in April, July, October, and January. To support accessibility and public engagement, meetings were hosted at venues across the district, including the Maritime Centre in Newbiggin-by-the-Sea and East Bedlington Community Centre. Following positive feedback, the Maritime Centre was adopted as the Authority's preferred meeting venue. Agendas and papers were prepared by the Chief Officer and wider team, and meetings were conducted in accordance with the Constitution, Standing Orders, and Members' Code of Conduct. All meetings were open to the public and press, with details published in advance on the Authority's website. Minutes were produced promptly, approved at the subsequent meeting, and published online to support transparency and accountability. Prior to each General Meeting, the Watch and Finance Committees considered matters within their respective remits and reported recommendations to the full Authority, ensuring effective oversight of operational and financial matters. Other subcommittees met as required throughout the year to provide specialist advice, scrutiny, and recommendations, with summaries of Technical and Scientific Committee meetings also published on the Authority's website. Members continued to make valuable contributions beyond attendance at formal meetings, including serving as Harbour Commissioners under the North Sunderland Harbour Order 1931, supporting officer recruitment processes, participating in survey activities, and representing the Authority at external meetings and stakeholder events. These responsibilities, together with the significant travel commitments required to attend meetings and events, often involving return journeys in excess of two hours, demonstrate the considerable dedication of Members in supporting sustainable fisheries management and marine conservation across the district. The figures presented in this report relate solely to time spent attending scheduled Authority meetings during 2025-26, calculated at a rate of £45 per hour, and do not reflect the substantial additional time and expertise contributed through committee participation, recruitment activities, survey work, stakeholder engagement, and representation of the Authority throughout the year. Collectively, these contributions have helped maintain a strong framework of accountability, transparency, and decision- making, ensuring NIFCA remains well placed to deliver its statutory duties and strategic objectives.
St Mary’s Island
Newbiggin Maritime Centre
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NIFCA Quarterly Meeting
MEMBER CONTRIBUTIONS TO NIFCA: 2025-26
MEETING ATTENDANCE
18 MEMBER MEETINGS HELD IN 2025-26
212 HOURS OF MEMBER’S TIME TO ATTEND MEETINGS
£9.5k OF IN KIND DONATION RECEIVED
which equates to
ADDITIONAL MEMBER CONTRIBUTIONS
SUPPORT WITH SHORTLISTING AND RECRUITMENT
EXPERT SUPPORT AND ADVICE FOR NIFCA PROJECTS
REPRESENTATION AT EXTERNAL MEETINGS
MEETING PREPARATION SUPPORT
ATTENDANCE AT ENVIRONMENTAL SURVEYS
EXPERT KNOWLEDGE AND EXPERIENCE
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MEMBER MEETING ATTENDANCE MATRIX
NIFCA Engineer visits Brixham Harbour during the AIFCA Enforcement Course
SUCCESS CRITERIA
STAFF & TRAINING
Throughout 2025/2026 NIFCA has continued to invest in the skills and development of its staff and members, ensuring everyone is equipped to carry out their roles effectively while meeting statutory requirements. Training has been developed through classroom sessions, practical exercises, online learning, and collaborative workshops with partner organisations. As always Enforcement training was a priority for our IFCO’s. Six IFCOs participated in a joint enforcement training workshop with the Environment Agency, Marine Management Organisation and Northumbria Police. Two officers completed the national AIFCA Competent Officer course. In addition, 5 IFCO’s participated in training with the Northeast Regional Organised Crime Team developing investigative techniques and presenting evidence for court. The Environmental Team benefitted from multiple training opportunities throughout the year. Nationally, IFCAs have setup a course designed for Environmental/Scientific/Research staff. One IFCO of the team attended the Environment, Science and Conservation with Lead Environmental Officer part of the national training team which delivered the course. One IFCO carried out the A2 Certificate of Competence to fly UAVs. These opportunities for external training events are of great benefit to both NIFCA and the team, boosting our operational capabilities to meet national standards Marine safety will always be a priority for the Authority. All sea going officers are compliant with Standards of Training, Certification and Watchkeeping for Seafarers (STCW) as required. To remain so, officers attended training in Personal Survival Techniques, Small Ships Radar and Navigation, Basic Firefighting and Fire Prevention, First Aid and Personal Safety and Social Responsibilities courses predominantly at South Tyneside Marine Collage. Three IFCO’s undertook man overboard awareness training through SEAFISH and the RNLI. Staff also enhanced seagoing skills with advanced powerboat and further RIB handling training through individual staff members commitments in the RNLI. Administrative and finance staff continued their professional development with tailored courses. All Staff undertook online training in Manual Handling Awareness, Prevention of Sexual Harassment, and GDPR. Officers also engaged with national forums such as the Technical Advisory Group (TAG) and the National Inshore Marine Enforcement Group (NIMEG), ensuring NIFCA remains connected to best practice nationally. In summary, the 2025–26 training programme was delivered in full, balancing statutory requirements with specialist and developmental opportunities. By continuing to invest in its people, NIFCA continues to strengthen enforcement capability, enhance scientific expertise, and maintain its commitment to professional growth, ensuring the Authority is well-equipped to meet responsibilities and maintain stakeholder confidence into the future.
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SUCCESS CRITERIA
SUPPORTING GOVERNMENT INITIATIVES
MARINE PROTECTED AREAS In fulfilling duties in relation to MPAs in the district, NIFCA have implemented management to: prohibit the use of mobile gear and protecting seagrass within the Berwickshire and North Northumberland Coast SAC (there are three small areas open, under authorisation to light otter trawl gear only within this site), restrict the use of mobile gear in Coquet to St Mary’s MCZ to light otter trawl gear only, prohibiting the use of all other forms of mobile gear including scallop dredging. In the Coquet to St Mary’s MCZ, an adaptive management plan is in place to manage trawling in the site. This plan was implemented in 2025 and updated in 2026 based on information and evidence collected in the first year. The plan is reliant on REM (Remote Electronic Monitoring) using a GPS tracking system with gear sensors to record the total hours trawling within the site. Further information on the assessment, management plan, and supporting documents is available on the NIFCA website. Working with the fishing industry, NIFCA also carried out a trial with semi-pelagic otter boards to reduce the benthic impact of this fishery. NIFCA also regulates fishing activity in MPAs through existing byelaws and continues to monitor activity across all sites via MPA Monitoring and Control Plans (M&C Plans). They ensure that the objectives and aims of management plans for all MPAs within the district are achieved and strengthened. This year, NIFCA also developed M&C Plans for intertidal fisheries with advice and support from Natural England. FISHERIES MANAGEMENT PLANS NIFCA has actively supported the development and implementation of Fisheries Management Plans (FMPs). This has included contributing to the implementation of the Crab and Lobster FMP by supplying measuring gauges to active commercial fishers and providing the Defra FMP team with local fisheries data and communicating feedback from industry and stakeholders. NIFCA has also consulted on the draft Nephrops FMP, acting as the single point of contact for all IFCAs. In addition, NIFCA has provided input into, or reviewed, other plans relevant to local fisheries such as including cod, haddock, and other demersal fish species. SUSTAINABLE DEVELOPMENT NIFCA has an established process for responding to Marine Licence Applications (MLAs) as a statutory consultee to the MMO. This year, five applications were reviewed by a dedicated officer, with high-risk applications screened and circulated to NIFCA members for comment and approval. Alongside this, NIFCA has engaged with the Marine Planning process where possible throughout the year.
Farne Islands
Semi-pelagic trawl doors for the gear trial
FIND OUT MORE ABOUT FMPS
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Officers v-notching lobsters
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