NIFCA Annual Plan 2026-27

Annual plan 2026 - 2027 8 Ennerdale Road, Blyth, Northumberland NE24 4RT 01670 797676 | nifca@nifca.gov.uk www.nifca.gov.uk

Northumberland IFCA

@N_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 6 Page 8 Page 10 Page 11 Page 13 Page 17 Page 27

Staffing Members

Budget & Reserves

NIFCA Office, Vessels & Vehicles

Risk Management Success Criteria

NIFCA Workstreams for the Year Ahead

Conclusion

of Northumberland IFCA years 15

INTRODUCTION

On behalf of the Chair, Amelia Henderson, and the Chief Officer, Mark Southerton, we are pleased to welcome you to our Annual Plan for 2026–2027.

This plan sets out our priorities and objectives for the year ahead and marks the 15th anniversary of the IFCAs, an important milestone that reflects our ongoing commitment to supporting both local and national priorities. Our work continues to focus on the sustainable management of the inshore marine environment and the commercial and recreational fisheries it supports, including contributing to support the delivery of national Fisheries Management Plans (FMPs). As the lead statutory regulator in the inshore zone, we remain dedicated to safeguarding marine ecosystems and the coastal communities that depend on them for future generations. We continue to work closely with key stakeholders within the commercial and recreational sectors, coastal communities, environmental organisations, and partner agencies to balance environmental protection with the needs of a sustainable inshore fishing industry. Through evidence-based decision-making, proportionate regulation, and active community engagement, we aim to promote responsible fishing practices, protect marine biodiversity, and contribute to the wider goals of the Marine and Coastal Access Act 2009, the Fisheries Act 2020, the UK Environmental Improvement Plan, and broader biodiversity commitments. This Annual Plan outlines how we will deliver our statutory duties and sets out our local priorities, supported by our success criteria, as we continue working toward healthy seas and sustainable fisheries. We extend our thanks to Authority members and staff members for their continued support over the past year and look forward to working alongside them in the year ahead. Thank you for your interest in our work. We look forward to continuing our collaboration with all stakeholders as we strive to protect and enhance our unique marine environment.

To support the delivery of its statutory duties and strategic aims, NIFCA relies on a well-defined organisational structure and the effective use of its resources. This section outlines the key components that enable the Authority to operate efficiently and responsively, including its staffing structure, member governance, budget management, and risk oversight. Together, these elements form the operational backbone of the Authority - ensuring it has the leadership, personnel, and financial resilience needed to deliver a high standard of service. Clear structures and responsible resource allocation underpin NIFCA’s ability to adapt to emerging challenges, meet national expectations, and serve the specific needs of the Northumberland IFCA district. On the following pages, you will find details about our team, an overview of the Authority’s membership, a breakdown of our financial planning, and a summary of the measures we take to assess and mitigate risk across our operations. STRUCTURE & RESOURCE

STAFFING

Northumberland IFCA employs a dedicated team of 16 staff, all based at our office at Ennerdale Road in Blyth, Northumberland. The organisation is led by Chief Officer Mark Southerton, who holds overall responsibility for the management of the Authority. Mark provides strategic leadership across planning, budget control, policy implementation, public engagement, and byelaw development and review. He is supported by a management team comprising the leads of each of NIFCA’s core functions: Environmental, Enforcement, Administration, and Finance. The Environmental team is headed by Lead Environmental IFCO Alex Aitken, whose leadership ensures the consistent delivery of high-quality outputs. The team of five brings a strong foundation in marine environmental science and leads on the Authority’s conservation duties. Their work includes fisheries/stock monitoring and research, conducting MPA assessments and surveys, byelaw review and development, and engagement with fishing industry and wider stakeholders. Three Environmental IFCOs are also warranted officers and support enforcement duties as needed. Enforcement is led by Lead Enforcement IFCO Nick Weir and delivered by a team of IFCOs. Together, they play a vital role in gathering intelligence, enabling the Authority to proactively address compliance challenges. This team of six prioritises education and engagement, operating with professionalism and a preventative approach. However, where necessary, the Authority will use the full range of enforcement tools to uphold regulations and ensure sustainable practices. Emma Cosimini leads the Administrative team, supported by two part-time Administrators. This team manages the day-to-day office operations, oversees permit allocation and renewals, maintains essential systems, and delivers NIFCA’s HR function. They also manage the Authority’s digital communications, including website and social media platforms. The Finance function is led by Finance Officer Julian Sutton, a qualified Accountant who ensures effective financial oversight across payroll, investment, and budget management. Julian plays a key role in maintaining financial integrity and works closely with Northumberland County Council, who conduct an annual audit to ensure the Authority operates with transparency and accountability.

Chief Officer Mark Southerton

Lead Enviro Officer Alex Aitken

Senior Enviro Officer Andrew Boon

Environmental Officer Katy Smart

Environmental Officer Vicky Rae

Environmental Officer Sarah Richardson

Lead Enforce’t Officer Nick Weir

Wayne Mitchell

Rick Willis

Mark Lynn

Emily O’Regan

Second Engineer/ Officer Michael Mitchell

Engineer/ Skipper

Enforcement Officer

Julian Sutton

Emma Cosimini

Debbie Carr

Debra Scott

Finance Officer

Admin Officer

Admin Assistant

MEMBERS

Members remain central to the effective functioning of IFCAs, playing a vital role in shaping policy, supporting governance, and contributing their knowledge and insight to the Authority’s work. As we look ahead to 2026–27, NIFCA continues to benefit from the leadership of Chair Amelia Henderson, whose energy, experience, and collaborative approach will continue to guide the Authority through the coming year. Local council elections will take place in North Tyneside in May 2026. While elected Members may change, we remain committed to maintaining a strong and balanced membership and to supporting all members in fulfilling their responsibilities effectively. It’s anticipated we will retain a full membership, however, should new appointments arise, the Authority will provide comprehensive induction and ongoing training to ensure a smooth transition. Training will continue to be a key focus in 2026–27. New members will receive tailored onboarding delivered jointly by the Chair and Chief Officer. All members will be encouraged to access development opportunities throughout the year, including presentations at meetings, officer briefings, and participation in survey work where appropriate. These activities support knowledge-sharing, transparency, and informed decision-making. Additional member support will also be provided through the AIFCA and the Institute of Fisheries Management, including a planned series of webinars. We extend our sincere thanks to our General Members, who voluntarily contribute their time, skills, and expertise to the Authority’s work. Their ongoing support is fundamental to achieving NIFCA’s vision of a balanced and sustainable marine environment. We also thank our Councillor Members for their dedication and active engagement, particularly given their many commitments as elected representatives, and our members representing partner agencies for their continued expertise and collaboration.

CLICK TO WATCH IFCA MEMBER COMMUNITY VIDEO (FROM THE ASSOCIATION OF IFCAS)

NIFCA CHAIR

VICE CHAIR

Amelia Henderson

Frank Armstrong

Stu Harding

Geoff Cowan

Paul Dent

Brian Douglas

Guy Renner-Thompson

MMO Appointee - Recreational

MMO Appointee - Commercial

MMO Appointee - Recreational

NCC Councillor - Bamburgh

MMO Appointee - Recreational

MMO Appointee - Commercial

Martin Kitching

Michael Nugent

Steve Lowe

Pip Moore

James Wood

Pat Gray

Chris Proud

MMO Appointee - Environmental

MMO Appointee - Commercial

MMO Appointee - Environmental

MMO Appointee - Enviro/Comm

Statutory Member - Env. Agency

Statutory Member - M.M.O.

Brian Burdis

Catherine Scott

Stephen Flower

Karl Green

Les Bowman

Liz Dunn

Martin Swinbank

NTC Councillor - Shiremoor

Statutory Member - Natural England

NCC Councillor - Hartley

NCC Councillor - Seaton with Spital

NCC Councillor - Holywell

NCC Councillor - Lynemouth

NCC Councillor - Alnwick Hotspur

Statutory Appointee

MMO appointed Member

Northumberland Councillor

North Tyneside Councillor

NIFCA BUDGET

In January 2026, Authority members approved a 3% increase to the annual local authority precept, giving a total of £830,930 (excluding “New Burdens” funding) for 2026-27. This rise reflects inflationary pressures and rises in the cost of living which have added 27.5K to projected staffing costs and 14.2K to management costs.A modest surplus of £6,800 is forecast for 2026-27 after transfers to the Renewals Fund, to be added to General Reserves at the year end. Defra will continue “New Burdens” funding at previous levels, providing just under £155,000, via the precept, for 2026-27. At the same time, NIFCA continues to receive R-DEL funding to support delivery of Fisheries Management Plans, Marine Protected Area management, and Sustainable Development goals. A further £130,000 in R-DEL support to cover the 2026-27 period is expected to have been received by the end of March 2026. R-DEL continues to fund the salaries of two Environmental IFCOs (one full-time, one part- time) working on these priorities. As this funding is budget-neutral, any surplus will be carried forward as deferred grant income to be spent in future periods. The Authority’s budget will be reviewed quarterly, with a focus on cost control, income generation (including grants and vessel chartering) and maintaining strong reserves while continuing to grow the Renewals Fund for future vessel replacements. GENERAL RESERVES General Reserves are projected to stand at £224,800 in April 2026. It is expected that the Authority will need to draw down £10,000 from General Reserves in 2026–27 for further office works. After accounting for the projected 26-7 surplus of £6,800 (see Budget), reserves are forecast to decrease by 3.2K to £221,600 by March 2027. This remains comfortably above the minimum general reserve balance of £200,000, or 20% of turnover, which the Authority is required to maintain. The Renewals Fund, reserved for vessel modifications, repairs and eventual replacement, is expected to be just above £920,000 by April 2026. The fund is forecast to increase by a further £37,000 (net), to £957,000, over the 2026-27 period. This includes a £50,000 transfer from revenue and projected £37,000 in bank interest, less the anticipated £50,000 cost of essential maintenance and modifications required for the Robert Arckless MBE RIB.

BUDGET FORECAST FOR 2026/27

INCOME

EXPENDITURE

Other Income £64,427

NTC Precept £163,901

NCC Precept £821,672

RENEWALS FUND

Capital expenditure from General Reserves & Renewals Fund £60,000

Annual contribution to renewals fund: £50,000

Other transfers to renewals fund: £43,000

The Authority has operated from its current premises at 8 Ennerdale Road, Blyth since September 2013. In 2024, a new 10-year lease with a 5-year break clause was agreed with the landlord, FES Ltd, with an anticipated rent increase from £27,500 to £30,000 from August 2025. The site includes office and meeting spaces, a large garage for storing the 5.3m trailered RIB, Zodiac, and other survey equipment, as well as a secure car park and additional 3 shipping containers for additional storage. NIFCA OFFICE

VESSELS & VEHICLES

NIFCA operates three vessels. The main patrol and research vessel, St Aidan, is a 16m GRP catamaran based at Royal Quays Marina, North Shields. Built in 2015 and funded from Authority reserves, it provides offshore enforcement, monitoring, and survey capability across the district. The vessel underwent deck modifications in 2025, and both main engines are being reconditioned in March 2026 following performance issues, at an anticipated cost of £31K. This work is expected to extend its operational life to at least 2035. St Aidan is supported by a 5.3m RIB, TT St Aidan, which can also operate independently. The Authority also operates the Robert Arckless MBE, a 9m cabin RIB brought into service in 2019 and based at Amble Marina. Part-funded through an EMFF grant, it is used primarily for monitoring and compliance patrols, with occasional survey work. It is anticipated that around £50K from the Renewals Fund (see Financial) will be required in 2026–27 for maintenance and modifications to meet the new MCA workboat code. A smaller 3.4m Zodiac inflatable, acquired in 2013, supports estuarine survey activity. To support shore-based operations, the Authority maintains a fleet of vehicles. This includes two leased pool vehicles (a Ford Ranger 4x4 and a Ford Connect minivan) acquired in 2020 through service level agreements with Northumberland County Council, and expected to remain in service until at least summer 2027. In March 2024, a Citroën Berlingo minivan was also purchased to supplement the fleet. These vehicles support shore patrols, survey work, and operational duties across the district.

MORE INFORMATION ABOUT OUR VESSELS

OPERATIONAL RISK ASSESSMENTS

As part of NIFCA’s health and safety framework and requirements NIFCA undertakes regular risk assessments across all operational activities, with particular focus on key operations aboard the Authority’s vessels and across intertidal and offshore surveys. Key risks are assessed with appropriate control measures implemented which also support standard operating procedures (SOPs) developed for all operational activities. This of course is also further enhanced with appropriate levels of training of all staff members, with additional training in the management of health and safety with NEBOSH and IOSH qualifications reached where applicable. All operational Officers complete mandatory STCW training, supported by additional qualifications and safety training where required. Safety is further maintained through regular refresher training, routine onboard drills in line with the vessel management systems.

RISK ASSESSMENT MATRIX

NIFCA adopts a comprehensive and proactive approach to risk management, guided by its bi-annual Risk Assessment Matrix, available on the Authority’s website. This matrix supports strategic decision-making across all areas of work, evaluating risks by likelihood and impact and categorising them from “Acceptable” to “Very Severe.” It aligns with the Marine & Coastal Access Act 2009 and national frameworks, ensuring that mitigation actions are clearly defined and proportionate to the level of risk. The Authority’s risk planning covers a broad range of operational areas, including health and safety, enforcement, governance, financial resilience, and business continuity. Financial risks are carefully managed through strong budget controls, regular reporting, and coordination with key partners such as Northumberland County Council and Defra. A safe and effective working environment is maintained through comprehensive policies, regular staff training, and structured oversight across all departments. Environmental risks remain a core priority for NIFCA, particularly the potential for stock decline, habitat degradation, and increasing pressures on sensitive sites from both fishing activity and wider marine development. These risks are addressed through the Authority’s suite of fisheries byelaws, permit schemes, monitoring programmes, and ongoing Marine Protected Area assessments, supported by close collaboration with partners including Natural England, Cefas and the MMO. The matrix also highlights the importance of maintaining sufficient capacity and robust processes to respond effectively to marine licence consultations and development activity within the district.

VIEW THE LATEST RISK ASSESSMENT MATRIX

The IFCAs operate under a shared Vision: “to lead, champion and manage a sustainable marine environment and inshore fisheries.” To support the delivery of this Vision, all ten IFCAs across England follow a unified framework of Success Criteria (next page) and High-Level Objectives, developed by Defra and designed to ensure consistent, effective, and accountable service delivery across the network. This collective framework aligns the strategic aims and operational priorities of all IFCAs, shaping how each Authority plans, delivers, and evaluates its work. It acts as both a performance benchmark and a guiding structure, helping IFCAs respond to national policy, regional priorities, and local needs. The criteria inform the development of NIFCA’s annual workstreams and reporting, providing a clear structure for our enforcement, research, stakeholder engagement, and internal governance. On the following pages, you will find icons accompanying each of our planned workstreams, showing how they contribute to one or more of the five Success Criteria. IFCA SUCCESS CRITERIA

Definition 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. The IFCA will: 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 Outcomes Indicators SC1A: maintain a database of stakeholder contacts - reviewed & updated by 31 March annually. SC1B : complete a review of its Communication Strategy & Implementation Plan by 31 March each year. SC1C : review its website by last working day per month SC1D : review its website & meets the objectives of its communication strategy: 31 March annually. SC1E : 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. SC1F : 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. IFCA SUCCESS CRITERIA 1 IFCAs are recognised & heard, balancing the economic needs of the fishery whilst working in partnership and engaging with stakeholders

IFCA SUCCESS CRITERIA 2 IFCAs implement a fair, effective and proportionate enforcement regime Definition 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. The IFCA will: Publish its 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. Outcomes Indicators SC2A : Ensure its Enforcement Risk Register & Strategy are published & available on its website from 1 April annually. SC2B : Demonstrate in its Annual Report how it has worked with other regulators to achieve consistent quality, application & enforcement of management measures. SC2C : Compile records of enforcement activity; provide them to the National Inshore Marine Enforcement Group (NIMEG) & publish them on its website. SC2D : Adopt the national Code of Conduct for IFCOs, review it annually & publish on its website by 1 April. SC2E : Ensure the Code of Conduct for IFCOs is reflected in work objectives & annual appraisals. SC2F : Warranted Officers attain accreditation & undertake Continuing Professional Development.

IFCA 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. Definition 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. Outcomes 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. Indicators SC3A : Record site-specific management considerations for Marine Protected Areas & report progress to the Authority. SC3B : Publish data analysis & evidence supporting new management measures, on its website. SC3C : 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. SC3D : Have developed a range of criteria-based management options that are explained to stakeholders through the IFCA website & reviewed by 31 March annually. SC3E : New IFCA management measures selected for development and implementation are delivered within agreed timescales. SC3F : 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. SC3G : Progress made in relevant Fisheries Management Plan areas, including Maximum Sustainable Yield commitments, will be noted in the IFCA’s Annual Report.

IFCA SUCCESS CRITERIA 4 IFCAs have appropriate governance in place & staff are trained & professional

Definition 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. Outcomes 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 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 Indicators SC5A : Demonstrate progress that has been made towards identifying its evidence needs by publishing a research plan each year. SC5B : Publish a research report annually that demonstrates how evidence has supported decision making. SC5C : 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. IFCA SUCCESS CRITERIA 5 IFCAs make the best use of evidence to deliver their objectives

Definition 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. Outcomes 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. Indicators SC4A : 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. SC4B : 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. SC4C : IFCA staff will have annual performance management plans in place. Annual appraisals for all staff will have been completed by 31 March each year. SC4D : An efficient secretariat of IFCA staff support IFCA Authority meetings which are held quarterly & are quorate. Meeting documentation will meet Standing Orders. SC4E : Demonstrate in its Annual Report, how marine, land & water management mechanisms in the IFCA District have worked responsively & effectively together.

This section sets out NIFCA’s planned workstreams for the coming year, focusing on our core areas of activity: Science and Research, Partnership Working, Enforcement and Compliance, and Governance and Development. These workstreams reflect our strategic priorities and are informed by evidence, risk assessments, legislative requirements, and ongoing engagement with stakeholders. They provide a clear roadmap for how we will continue to deliver our statutory duties while adapting to emerging challenges and opportunities in the marine environment. Each workstream is aligned with one or more of the five national IFCA Success Criteria, which are indicated using icons throughout this section. These markers highlight how our work contributes to shared goals across all IFCAs, including sustainable fisheries, environmental protection, and strong governance. By delivering these focused workstreams, NIFCA aims to maintain effective, responsive, and collaborative management of inshore fisheries across our District. NIFCA WORK STREAMS FOR THE YEAR AHEAD

SUCCESS CRITERIA

GOVERNANCE

NIFCA’s governance is delivered through a structured programme of quarterly Authority meetings, held in January, April (the Annual Meeting), July, and October. This framework is supported by the Inshore Fisheries and Conservation Order 2010, together with our Constitution, Standing Orders, and Code of Conduct. These core documents, alongside member and staff guidance and operational policies, are routinely reviewed to ensure they remain current and effective. Supporting the Authority, the Watch and Finance Committees meet in advance of each quarterly meeting to provide focused oversight of enforcement activity, staffing, and financial performance. Where required, additional subcommittees are convened to progress specific areas of work, including byelaw development and review. Oversight of governance arrangements sits with the Chief Officer, working in consultation with the Senior Management Team and Authority members, and informed by input from staff and stakeholders where appropriate. In 2026–27, this will include a comprehensive review of internal policies and the delivery of a staff satisfaction survey to inform ongoing organisational development. NIFCA will also continue to embed the key principles set out in the national Conduct and Operations recommendations for IFCAs. These emphasise transparency in decision-making, clearer articulation of marine conservation priorities, and strengthening approaches to stakeholder engagement. During the year, we will undertake a review of the Constitution and Standing Orders to ensure they remain aligned with current best practice and continue to support effective, transparent governance. We recognise the importance of clearly communicating the external factors that influence management decisions. Building on existing engagement, we will further support member development, introduce proportionate feedback mechanisms, and enhance communication with stakeholders to ensure the Authority remains open, accountable, and responsive.

SUCCESS CRITERIA

STAFF & TRAINING

The continued professional development of all NIFCA officers and staff remains a central priority within the Authority’s 2026–27 work programme. Training requirements will be reviewed regularly and aligned with operational planning to ensure personnel maintain the skills, knowledge and competencies necessary to discharge their duties effectively and safely. NIFCA will continue to review and refine staffing policies, alongside maintaining structured planning meetings involving the Senior Management Team and both Enforcement and Environmental IFCOs. These meetings promote a coordinated approach to operational delivery and ensure timely responses to routine matters and emerging challenges. With the benefit of additional Defra funding, the Authority now employs two full-time Environmental IFCOs. Their responsibilities include supporting the Environment team, responding to Marine Licence consultations, and progressing Marine Protected Area (MPA) assessment obligations. All IFCO activity is subject to ongoing review through formal and ad hoc meetings chaired by the Chief Officer. The staff appraisal system, originally established by the Northumberland Sea Fisheries Committee and further developed by NIFCA, continues to provide a structured framework for performance review. The system supports the identification of development needs, encourages constructive feedback, and enables meaningful staff input into career progression. With all posts filled and officers warranted, NIFCA’s enforcement team is fully staffed and brings significant operational experience across maritime, fishing, enforcement, and mechanical disciplines. During 2026–2027, cross-training will broaden knowledge, strengthen operational resilience, and enhance capacity to support survey and research activities. Training will also support the expanded deployment of unmanned aerial vehicles in enforcement and environmental monitoring. NIFCA remains committed to delivering high-quality training for officers and Authority members, while maintaining a proportionate and cost-conscious approach. NIFCA will continue to participate in national training, including the Competent Officer Programme for Enforcement and Environmental Officers, delivered through Kent and Essex IFCA. Three NIFCA officers are scheduled to attend in early 2027. NIFCA will also maintain active engagement with national forums, including the Technical Advisory Group (TAG) and the National Inshore Marine Enforcement Group (NIMEG), which support scientific, environmental, and enforcement best practice across IFCAs.

TRAINING PLANNED FOR 2026-27

Role-appropriate first aid training for all staff 4x4 driving and trailer handling for operational staff RYA Advanced Powerboat training for one officer

Conflict management training for operational staff STCW refresher training for relevant personnel

Grievance management for line managers

SUCCESS CRITERIA

SUPPORTING GOVERNMENT INITIATIVES

In line with its statutory role, NIFCA contributes significantly to delivering key national priorities around marine conservation, fisheries management, and sustainable development. As a competent and relevant Authority, NIFCA must perform duties with regard for national legislation and policy. The Authority aligns its ongoing and future work with these priorities to ensure effective support and implementation of government policy. For further details on all workstream related to government policy please see the Annual Research Plan 2026/27. MARINE ENVIRONMENTAL PROTECTION The UK Government has committed to creating and maintaining a well ‑ managed network of Marine Protected Areas (MPAs). IFCAs play a central role within this network, with statutory duties under the Marine and Coastal Access Act 2009 and the Conservation of Habitats and Species Regulations 2017 to monitor, manage, and where necessary regulate fishing activity to further the conservation objectives of MPAs. Within the NIFCA district, there are 10 MPAs, including Marine Conservation Zones (MCZs), Special Areas of Conservation (SACs), and Special Protection Areas (SPAs). These sites are designated to protect a variety of habitats and species. NIFCA’s must manage fishing activity in line with the conservation objectives of each MPA. In 2026/27 NIFCA’s work in this area will focus on the completion of assessments for intertidal fishing activity and assessments of fishing activity in Berwick to St Mary’s MCZ. NIFCA will continue with established Monitoring and Control plans (MCPs) to ensure fishing activity in the site remains compatible with the conservation objectives and develop MCPs for intertidal activity. NIFCA will collect impacts evidence in Coquet to St Mary’s MCZ to inform decisions on the Trawl Management Plan in place in the site. In addition to these statutory responsibilities, IFCAs are delivery partners under the Environmental Improvement Plan (EIP). Through targeted fisheries management, evidence ‑ led regulation, and monitoring, NIFCA supports EIP targets aimed at improving the condition of designated features within MPAs and protecting sensitive habitats and species across the inshore area.

FISHERIES MANAGEMENT PLANS (FMPS) FMPs are a central feature of the Fisheries Act 2020, which sets out how the UK manages its fisheries post-Brexit. The act mandates the creation of evidence-based, species- and region-specific management plans to restore and maintain fish stocks at sustainable levels. FMPs aim to describe clear fisheries objectives and the steps to achieve them, implement flexible, locally tailored measures, facilitate co-management by involving local fishers and stakeholders and identify and address data and evidence gaps. NIFCA has played an active role in supporting FMP development and implementation, in 2026/27 NIFCA will continue to support the implementation of measures in the crab and lobster FMP through working with partners including the fishing industry, Defra and MMO. NIFCA will also review the draft Nephrops FMP this year and share this with relevant partners. NIFCA will also work to understand how evidence gathering can feed into the evidence gaps identified through the FMP process and continue to work to communicate fishing industry views with others. SUSTAINABLE DEVELOPMENT The growing demand on marine space for activities such as offshore wind, aquaculture, and infrastructure highlights the need for integrated and sustainable management of marine resources. IFCAs contribute to this process through engagement in marine planning and licencing as statutory consultees. Key work areas include Marine Licencing, Marine Planning and permitting and consents. In 2026/27 NIFCA will continue to respond to relevant marine licence applications, engage in the Marine Plan process and have regards for relevant marine plan policies in key work.

FISHERIES MANAGEMENT PLANS (FMPS)

MAP OF MPAS IN THE NIFCA DISTRICT

NIFCA ANNUAL RESEARCH PLAN 2026-27

SUCCESS CRITERIA

MANAGEMENT REVIEW & DEVELOPMENT

The development of management measures for the sustainable exploitation of sea fisheries resources is central to the remit of NIFCA. As such, 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, drafting byelaws, completion of associated impact assessments, and review and monitoring of each management measure. NIFCA has adopted a formal Byelaw Review Procedure to ensure all byelaws and associated permit conditions are reviewed at least once every three years, or in accordance with statutory requirements. The procedure provides a clear, evidence-based framework for internal review, assessment against defined core questions, and reporting to the Technical & Scientific Sub- Committee and Authority where required. This approach ensures that NIFCA’s regulatory framework remains necessary, proportionate, aligned with national policy, and transparent to stakeholders. This year, the team will: Review the following byelaws in line with the NIFCA Byelaw Review Procedure: Dredges Crustacea Conservation Crustacea and Molluscs Permitting and Pot Limitation Review the Coquet to St Mary’s MCZ Trawl Management Plan developed under the Trawling byelaw. The team will also work to understand how changes in the landscape of national fisheries management through FMPs can align with future changes to NIFCA byelaws. MONITORING OF CODES OF CONDUCT NIFCA enforces voluntary measures through regular monitoring of activity under its codes of conduct. This includes periwinkle and bait collection activities in designated estuarine and intertidal areas. NIFCA will patrol and monitor activity levels to assess compliance with both codes of conduct.

TECH & SCI SUMMARIES

NIFCA BYELAWS

NIFCA CODES OF CONDUCT

SUCCESS CRITERIA

RESEARCH

The Environmental Team conducts research and monitoring to improve understanding of the sea fisheries resources managed by NIFCA and the marine environment. This work directly informs the decisions made by the Authority. The team has developed a programme of surveys and assessments that are carried out either continuously throughout the year, at fixed times annually, or on an ad hoc basis in response to specific evidence needs. Please see below for a list of key research programmes for 2026/27, for further information and the full research plan please see the Annual Research Plan 2026/27. CRUSTACEAN MONITORING (LOBSTER & CRAB) NIFCA will continue its biometric sampling of lobster and brown crab populations and analysis of NIFCA commercial shellfish permit returns to continue to monitor key fisheries metrics. NIFCA will continue the v-notching programme to support the sustainability of lobster stocks within the district. This work contributes to long-term stock monitoring and aligns with national Fisheries Management Plans (FMPs). NEPHROPS MONITORING AND TRAWL GEAR TRIALS NIFCA will continue the annual burrow count survey of the inshore Farne Deeps Functional Unit (FU6). This work follows ICES and Cefas data collection and analysis methodologies to contribute to the wider stock assessment in the Farne Deeps FU6. NIFCA ran a semi pelagic otter board gear trial in 2025/26 to test the usability of lower impact gear in this fishery. The initial trial was successful in raising the otter door off the bottom and a second phase of the trial is planned for 2026/27 to confirm changes to catch rates. FISHING ACTIVITY MONITORING To understand the distribution and intensity of fishing activity, NIFCA collects sighting data and aims to use vessel tracking information where available. NIFCA will explore and support integration of iVMS data (pending national implementation) to enhance monitoring. INTERTIDAL SURVEYS NIFCA will continue to monitor intertidal species and habitats, specifically periwinkles and mussels, to assess the local populations and impact of collection activities. This work includes the use of drone surveys to quantify effort in estuaries. This work supports MPA management and the collection of long- term data series. RECREATIONAL SEA ANGLING (RSA) ENGAGEMENT AND STRATEGY The Authority will maintain and develop engagement with the RSA sector through outreach, monitoring, and participation in research projects. This work helps gather data and build community involvement.

RSA ENGAGEMENT STRATGY

ENVIRO SURVEY REPORTS

26-27 ANNUAL RESEARCH PLAN

SUCCESS CRITERIA

NIFCA’s Engagement and Communication Strategy draws on both external communications expertise and the strong local knowledge of our officers. This ensures our engagement remains grounded, responsive, and effective. We will continue to review and adapt our approach to strengthen relationships with stakeholders and the wider public as we enter our 15 year as an IFCA. th Our website will play a central role in this approach. In Spring 2026, we will launch a fully redesigned website as a key milestone in improving how we communicate and engage. The new site will act as a primary information hub, bringing together news, regulatory guidance, consultations, and educational content in a more accessible and user-friendly format. Improved navigation, mobile compatibility, and clearer content will help stakeholders quickly find relevant information, while increasing transparency and public engagement. Alongside this, up to three stakeholder newsletters per year will provide updates on strategic priorities, regulatory developments, and operational activity. We will also continue to work with Local Councils to feature NIFCA updates in their county-wide newsletters, extending our reach and raising awareness across the district. Social media will remain a core channel, with more strategic use of platforms, including the introduction of Instagram, to share timely updates, broaden reach, and support public understanding of marine management and conservation. We will continue to use on-site signage across the district, with posters featuring QR codes and national flags that link users to translated fisheries legislation on the NIFCA website. Engagement will remain a priority in the year ahead. We will continue to participate in community events such as harbour festivals and RNLI engagement days, building visibility and trust within coastal communities. We will also strengthen engagement with the recreational sector through a mix of in-person activity, formal meetings, and a planned webinar delivered in partnership with the Angling Trust, local sea angling clubs, and tackle shops. For commercial stakeholders, we will continue to deliver Fisher Forum events across the district’s main fishing ports. These sessions will adopt a flexible format, from informal quayside drop-ins to events aboard the patrol vessel St Aidan, supporting open dialogue and accessibility. Further detail on these Forums is provided overleaf. NIFCA will also attend Regional Fisheries Groups (RFGs) to share updates on local priorities and workstreams, maintaining strong regional partnerships. Together, these communication channels (digital, written, and face-to-face) will ensure a coherent and proactive approach to engagement, complementing targeted communications such as Fisher Focus bulletins and supporting NIFCA’s wider strategic objectives. ENGAGEMENT & COMMUNICATION

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SUCCESS CRITERIA

FISHER FOCUSED COMMUNICATION A social science research project led by Dr Sarah Coulthard (Newcastle University), funded by NIFCA, highlighted the importance of inclusive engagement, particularly one-to-one and in-person, quayside interactions. In response, NIFCA has strengthened direct engagement with commercial and recreational fishers, wholesalers and the public. Officers engage while on patrol, through surveys and at events, sharing information on the Authority’s role, byelaws and workstreams, while gathering insights from the fishing community. Fisher Forums were established during the national Highly Protected Marine Area (HPMA) consultation, where fishers expressed a strong desire for more opportunities to contribute to information exchanges to support decision-making. They are informal, drop-in sessions held at coastal locations and on the quayside, including on board the patrol vessel where appropriate. Discussions are led by fishers rather than a fixed agenda, with officers providing relevant updates. The forums enable direct dialogue with NIFCA’s Chief Officer and team, supporting collaboration on management and conservation. The Marine Management Organisation (MMO) RFG representatives are also invited. To date, 34 forums have been held across six ports in the district and at Eyemouth. Key themes include Fisheries Management Plans (FMPs), Minimum Conservation Reference Size (MCRS) changes, gear innovation, workforce challenges, and measures such as V-notching and the berried hen prohibition. Engagement extends beyond forums, with officers speaking to fishers along the coast, at landing sites, and through direct contact or office visits, ensuring broader participation. Engagement has resulted in 95 actions, from information sharing to collaborative initiatives. Two key workstreams have emerged. The reintroduction of the V-notching scheme (previously in place from 2000 to 2017) was driven by strong fisher support and concerns over enforcing the berried hen ban, and has been reinstated annually since July 2024. A Nephrops Monitoring Programme was also developed following reports of decline after Storm Babet, involving fisher-led data sharing, seabed surveys, habitat assessments and the development of a burrow count survey. NIFCA will continue to use Fisher Forums and wider engagement to inform its work. Priorities include gathering feedback on MCRS implementation to inform Defra, exploring new and emerging fisheries, and progressing targeted marine survey work in collaboration with the fishing industry. Outputs from future Fisher Forums will also be made publicly available on the NIFCA website.

FISHER FORUM OUTPUTS

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