1 Table of contents 44

2025-26 Annual Report

Annual report		1
2025-2026		1
IFCA VISION		2
NIFCA DISTRICT & CONTENTS		3
Chief Officer Mark Southerton with		4
NIFCA Chair Amelia Henderson		4
INTRODUCTION		5
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.		5
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.		5
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.		5
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.		5
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.		5
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).		5
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.		5
Officers aboard NIFCA		6
RIB TT ST Aidan		6
NIFCA STRUCTURE & RESOURCE		7
CLICK HERE FOR MEET THE TEAM		8
STAFFING		8
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.		8
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.		8
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.		8
The Administration team, managed by Emma Cosimini with two part-time staff, oversees office operations, permits, HR, and digital communications.		8
Finance Officer Julian Sutton ensures sound financial management and transparency through close liaison with Northumberland County Council.		8
NORTHUMBERLAND IFCA MEMBERSHIP		8
CHIEF OFFICER		8
LEAD ENVIRONMENTAL OFFICER		8
ADMINISTRATIVE OFFICER		8
LEAD		8
ENFORCEMENT OFFICER		8
FINANCE		8
OFFICER		8
2 ADMINISTRATIVE		8
ASSISTANTS		8
1 SNR ENVIRO’L IFCO		8
4 ENVIRO’L IFCOS		8
1 VESSEL OPS LEAD		8
1 ENGINEER		8
3 ENFORCE’T IFCOS		8
MEMBERS		9
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.		9
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.		9
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.		9
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.		9
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.		9
FULL LIST OF		9
NIFCA MEMBERS		9
NIFCA BUDGET		10
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.		10
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.		10
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.		10
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.		10
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.		10
GENERAL RESERVES		10
BUDGET BREAKDOWN 2025-26		11
INCOME		11
Other Income		11
NCC Precept		11
Defra R-Del		11
TOTAL INCOME: £1,282,467		11
Permits		11
NTC Precept		11
EXPENDITURE		11
RENEWALS FUND		11
Annual contribution to renewals fund:		11
£50,000		11
Other transfers to renewals fund:		11
£34,816		11
R-Del deferred income carried forward:		11
£145,954		11
NIFCA OFFICE		12
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.		12
VESSELS & VEHICLES		12
OPERATIONAL RISK ASSESSMENTS		13
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.		13
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.		13
RISK ASSESSMENT MATRIX		13
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.		13
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.		13
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.		13
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).		13
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.		13
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		14
IFCA SUCCESS CRITERIA		15
SUCCESS CRITERIA 1		16
“IFCAs are recognised & heard, balancing the economic needs of the fishery whilst working in partnership and engaging with stakeholders”		16
DEFINITION		16
OUTCOMES		16
INDICATORS		17
NIFCA STATUS		17
DELIVERING SC1		17
SUCCESS CRITERIA 2		18
“IFCAs implement a fair, effective and proportionate enforcement regime”		18
DEFINITION		18
OUTCOMES		18
INDICATORS		19
NIFCA STATUS		19
DELIVERING SC2		19
SUCCESS CRITERIA 3		20
“IFCAs use evidence based & appropriate measures to manage the sustainable exploitation of sea fisheries resources & deliver marine environmental protection within their districts”		20
DEFINITION		20
OUTCOMES		20
INDICATORS		21
NIFCA STATUS		21
DELIVERING SC3		21
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.		21
SUCCESS CRITERIA 4		22
“IFCAs have appropriate governance in place & staff are trained & professional”		22
DEFINITION		22
OUTCOMES		22
INDICATORS		23
NIFCA STATUS		23
DELIVERING SC4		23
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.		23
SUCCESS CRITERIA 5		24
“IFCAs make the best use of evidence to deliver		24
their objectives”		24
DEFINITION		24
OUTCOMES		24
INDICATORS		25
Demonstrate progress that has been made towards identifying its evidence needs by publishing a research plan each year.		25
Publish a research report annually that demonstrates how evidence has supported decision making.		25
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.		25
NIFCA STATUS		25
DELIVERING SC5		25
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.		25
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.		25
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.		25
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.		25
Defra representative joins NIFCA Chief Officer, Mark Southerton in meeting with local commercial fishers to discuss the development of the shellfish FMP - Feb 26		26
COMPLETING NIFCA WORK STREAMS		27
SUCCESS CRITERIA		28
GOVERNANCE		28
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).		28
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.		28
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.		28
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.		28
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.		28
MEMBER CONTRIBUTIONS TO NIFCA: 2025-26		29
MEETING ATTENDANCE		29
MEMBER MEETINGS		29
HELD IN 2025-26		29
212		29
HOURS OF MEMBER’S TIME TO ATTEND MEETINGS		29
OF IN KIND DONATION		29
RECEIVED		29
£9.5k		29
ADDITIONAL MEMBER CONTRIBUTIONS		29
EXPERT SUPPORT AND ADVICE FOR NIFCA PROJECTS		29
MEETING PREPARATION SUPPORT		29
REPRESENTATION AT EXTERNAL MEETINGS		29
SUPPORT WITH SHORTLISTING AND RECRUITMENT		29
EXPERT KNOWLEDGE		29
AND EXPERIENCE		29
ATTENDANCE AT ENVIRONMENTAL SURVEYS		29
MEMBER MEETING ATTENDANCE MATRIX		29
SUCCESS CRITERIA		30
STAFF & TRAINING		30
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.		30
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.		30
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		30
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.		30
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.		30
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.		30
SUCCESS CRITERIA		32
SUPPORTING		32
GOVERNMENT INITIATIVES		32
MARINE PROTECTED AREAS		32
In fulfilling duties in relation to MPAs in the district, NIFCA have implemented management to:		32
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.		32
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.		32
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.		32
FISHERIES MANAGEMENT PLANS		32
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.		32
SUSTAINABLE DEVELOPMENT		32
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.		32
FIND OUT MORE		32
ABOUT FMPS		32
SUCCESS CRITERIA		33
MANAGEMENT		33
REVIEW &		33
DEVELOPMENT		33
NIFCA are responsible for all aspects of the development of measures from the collection and collation of best available evidence, communication and consultation with stakeholders, development of options for management measures within byelaws and all associated work. This year the team:		33
Developed a formal byelaw review procedure to ensure all byelaws are reviewed at least once every three years.		33
Reviewed the Crustacea Conservation byelaw with no changes required at this time.		33
Started the review process for the Crustacea and Mollusc Permitting and Pot Limitation byelaw and Dredges byelaw.		33
Updated the Coquet to St Mary’s MCZ Trawl Management Plan in light of up to date evidence and stakeholder information.		33
SUCCESS CRITERIA		34
RESEARCH		34
NIFCA survey work has been split into several workstreams, please see the NIFCA Annual Research Plan 2025-26 for a more detailed breakdown and explanation of the research planned. The table (left) provides information on the work through 2025-26 the team have carried out in relation to each of the workstreams in the plan.		34
The team have continued with biometric surveys for lobster and crab which continues the dataset started in 2012 to collect important information about these key commercial species. This data collection, along with the catch and effort data received from permit returns, has allowed NIFCA to analyse the local stock status using key indicators such as landings per unit effort, length frequency, and abundance of size classes over time to detect changes in the local populations. Details of where to find the latest stock status reports are available in the table.		34
This year NIFCA have continued the v-notching scheme. With the support of local industry, NIFCA purchased, v-notched and released 1,217 lobsters. While v-notched (a visible ‘V’ shape cut into one of the tail flaps) a lobster cannot be landed, they can go through at least one breeding cycle before the v grows out contributing to future generations of lobsters.		34
The team carried out an inshore Nephrops burrow count survey to compliment the offshore survey carried out by Cefas in the Farne Deeps. The work has developed over the past three years to improve inshore data on Nephrops abundance. The team also carried out a trawl gear trial to test semi-pelagic otter board in the inshore trawl fishery to test the viability of this gear and whether it could reduce benthic impact and reduce fuel consumption. Trials continued in 2026-27 when results will be available.		34
Other monitoring work (left) builds long term data sets to facilitate monitoring of inshore fisheries in Northumberland to support decision making. Further work has sustained important relationships with the local fishing industry, recreational sector and partners.		34
RESEARCH OUTCOMES: 2025-26		35
CRUSTACEA SURVEYS		35
2,651		35
2,402		35
2,295		35
1,217		35
MARINE PROTECTED AREAS		35
100%		35
13%		35
40%		35
ANGLERS & HAND GATHERERS		35
534		35
ENGAGEMENT & COMMUNICATION STRATEGY		36
SUCCESS CRITERIA		36
ENGAGEMENT & COMMUNICATION STRATEGY OUTCOMES 2025-26		37
ENGAGEMENT		37
COMMUNICATION		37
2,529		37
170		37
SUCCESS CRITERIA		38
ENFORCEMENT		38
In 2025–26, Northumberland IFCA continued to apply an adaptive co-management approach to enforcement, prioritising compliance through engagement, education, and the provision of clear advice. Where this approach proved unsuccessful, or in cases of serious breaches of legislation, the Authority applied formal enforcement measures to ensure accountability and reinforce the importance of compliance among stakeholders.		38
NIFCA’s enforcement activities were primarily intelligence and risk-led, supported by routine compliance inspections. Risks were systematically recorded, assessed, and shared through the new Clue© intelligence database. Enforcement priorities were shaped both internally and through joint Tasking and Coordination Group (TCG) meetings with the Marine Management Organisation (MMO) and other partner agencies.		38
NIFCA’s enforcement team continued its focus on upholding Minimum Conservation Reference Sizes (MCRS) and effort control through NIFCA’s Pot Limitation byelaw. Fishing activity within Marine Protected Areas was closely monitored to ensure restrictions were observed. Targeted outreach with the recreational fishing community also continued, helping to raise awareness of fisheries legislation and encourage compliance.		38
During 2025–26, the enforcement team, often working jointly with the MMO, again devoted significant time and resources to addressing illegal landings in the Blyth and Newbiggin-by-the-Sea areas which culminated in successful prosecutions of those involved and significant and far-reaching sanctions being issued by the courts. Additionally, NIFCA successfully investigated, inspected and seized gear before prosecuting fishers who were exploiting effort controls, using innovative Ivms analysis to identify and locate the illegal gear and proving the fishers use of it in court. The financial penalty issued by the court for this offence has proved to be an effective deterrent to other fishers and changes in behaviour have been apparent with much positive feedback from the wider industry		38
ENFORCEMENT OUTCOMES: 2025-26		39
399		39
102		39
336		39
119		39
174		39
SUCCESS CRITERIA		40
PARTNERSHIP WORKING		40
Partnership working remains at the heart of NIFCA’s operations and is essential to the successful delivery of the Authority’s statutory duties. During 2025-26, all partnership objectives set out in the Annual Plan were achieved, with collaborative working delivering significant outcomes across enforcement, science, conservation and stakeholder engagement. Through strengthened relationships with organisations including the Marine Management Organisation (MMO), Environment Agency (EA), Natural England (NE), Newcastle University and our constituent councils, NIFCA has continued to maximise resources, share expertise and deliver effective management of the district’s marine environment.		40
Our Environmental Team has played a key role in this collaborative approach. Joint research and monitoring programmes provided high-quality fisheries data to inform management decisions. For example, NIFCA worked with North Eastern IFCA (NEIFCA) using their sledge camera for burrow count surveys, and with Newcastle University to support undergraduates while receiving advice on data collection and analysis. Members of the Environmental Team further strengthened scientific partnerships by joining the Scottish Marine Directorate aboard RV Scotia to undertake a nephrops survey, while the Lead Environmental Officer attended flume tank trials in Denmark to support the development of innovative trawl gear research. International collaboration also featured during the year, with NIFCA hosting representatives from the Ghanaian Fisheries Directorate for a fisheries management knowledge exchange. NIFCA also hosted a visit from Defra, bringing together local fishers and government representatives to discuss the development of Fisheries Management Plans (FMPs), ensuring that local knowledge and industry perspectives contributed to the national fisheries policy agenda. This work with academic, regulatory, industry and international partners has further strengthened NIFCA's reputation for robust science, innovation and community engagement.		40
The Enforcement Team also built strongly on multi-agency collaboration. Joint enforcement actions with the MMO led to significant legal outcomes during the year, including a successful joint prosecution (the first of its kind) resulting in a permit ban across all IFCAs, demonstrating the value of coordinated regulatory action. NIFCA also worked closely with the RNLI in response to a marine Pan-Pan incident, highlighting the importance of effective emergency response arrangements and established operational partnerships. Further cooperation was achieved through joint patrolling and training with the MMO, EA and NEIFCA, while NIFCA maintained close working relationships with Northumbria Police’s Marine Unit, the Tweed Commission and the Marine Directorate. These efforts have delivered immediate enforcement outcomes, strengthened compliance across the district, and reinforced relationships with both the commercial fishing industry and recreational sector.		40
By maintaining dialogue and engagement, NIFCA has been able to identify emerging trends and areas of concern, ensuring management and enforcement remain targeted and effective.		40
PARTNERSHIP WORKING IN PRACTICE: 2025-26		41
133		41
PARTNERSHIP MEETINGS ATTENDED		41
JOINT TRAINING EVENTS ATTENDED		41
JOINT ENFORCEMENT PATROLS CONDUCTED		41
LOOKING AHEAD AT NIFCA		43
Northumberland		44
Inshore Fisheries and		44
Conservation Authority		44
NIFCA 26-27		44
ANNUAL PLAN		44

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