1 Table of contents 34

NIFCA Annual Plan 2026-27

Annual plan		1
2026 - 2027		1
@N_IFCA		1
IFCA VISION		2
NIFCA DISTRICT & CONTENTS		3
STRUCTURE & RESOURCE		7
STAFFING		8
Mark Southerton		9
Chief Officer		9
Alex Aitken		9
Lead Enviro Officer		9
Andrew Boon		9
Senior Enviro Officer		9
Katy Smart		9
Environmental Officer		9
Vicky Rae		9
Environmental Officer		9
Sarah Richardson		9
Environmental Officer		9
Nick Weir		9
Lead Enforce’t Officer		9
Wayne Mitchell		9
Engineer/ Skipper		9
Rick Willis		9
Enforcement Officer		9
Mark Lynn		9
Enforcement Officer		9
Emily O’Regan		9
Enforcement Officer		9
Michael Mitchell		9
Second Engineer/ Officer		9
Julian Sutton		9
Finance Officer		9
Emma Cosimini		9
Admin Officer		9
Debbie Carr		9
Admin Assistant		9
Debra Scott		9
Admin Assistant		9
MEMBERS		10
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.		10
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.		10
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.		10
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.		10
CLICK TO WATCH IFCA MEMBER COMMUNITY VIDEO		10
NIFCA CHAIR		11
Amelia Henderson		11
Martin Kitching		11
MMO Appointee - Environmental		11
Catherine Scott		11
Statutory Member - Natural England		11
VICE CHAIR		11
Guy Renner-Thompson		11
Steve Lowe		11
MMO Appointee - Environmental		11
Brian Burdis		11
NTC Councillor - Shiremoor		11
Frank Armstrong		11
MMO Appointee - Commercial		11
Pip Moore		11
MMO Appointee - Environmental		11
Les Bowman		11
NCC Councillor - Holywell		11
Geoff Cowan		11
MMO Appointee - Recreational		11
Michael Nugent		11
MMO Appointee - Commercial		11
Liz Dunn		11
NCC Councillor - Lynemouth		11
Paul Dent		11
MMO Appointee - Commercial		11
James Wood		11
MMO Appointee - Enviro/Comm		11
Stephen Flower		11
NCC Councillor - Hartley		11
Brian Douglas		11
MMO Appointee - Commercial		11
Pat Gray		11
Statutory Member - Env. Agency		11
Karl Green		11
NCC Councillor - Seaton with Spital		11
Stu Harding		11
MMO Appointee - Recreational		11
Chris Proud		11
Statutory Member - M.M.O.		11
Martin Swinbank		11
NCC Councillor - Alnwick Hotspur		11
MMO appointed Member		11
Northumberland Councillor		11
North Tyneside Councillor		11
Statutory Appointee		11
NIFCA BUDGET		12
GENERAL RESERVES		12
BUDGET FORECAST FOR 2026/27		13
INCOME		13
Other Income £64,427		13
NCC Precept £821,672		13
EXPENDITURE		13
RENEWALS FUND		13
Annual contribution to renewals fund:		13
£50,000		13
Other transfers to renewals fund:		13
£43,000		13
Capital expenditure from General Reserves & Renewals Fund		13
£60,000		13
NIFCA OFFICE		14
VESSELS & VEHICLES		14
MORE INFORMATION ABOUT OUR VESSELS		14
OPERATIONAL RISK ASSESSMENTS		15
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.		15
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.		15
RISK ASSESSMENT MATRIX		15
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.		15
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.		15
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.		15
IFCA SUCCESS CRITERIA		17
IFCA SUCCESS CRITERIA 1		18
IFCA SUCCESS CRITERIA 2		18
IFCAs implement a fair, effective and proportionate enforcement regime		18
IFCAs are recognised & heard, balancing the economic needs of the fishery whilst working in partnership and engaging with stakeholders		18
Definition		18
Definition		18
Outcomes		18
Outcomes		18
Indicators		18
Indicators		18
IFCA SUCCESS CRITERIA 3		19
IFCAs use evidence based & appropriate measures to manage the sustainable exploitation of sea fisheries resources & deliver marine environmental protection within their districts.		19
IFCA SUCCESS CRITERIA 4		19
IFCA SUCCESS CRITERIA 5		19
IFCAs have appropriate governance in place & staff are trained & professional		19
IFCAs make the best use of evidence to deliver their objectives		19
Definition		19
Definition		19
Definition		19
Outcomes		19
Outcomes		19
Outcomes		19
Indicators		19
Indicators		19
Indicators		19
NIFCA WORK STREAMS FOR THE YEAR AHEAD		21
SUCCESS CRITERIA		22
GOVERNANCE		22
SUCCESS CRITERIA		23
STAFF & TRAINING		23
TRAINING PLANNED FOR 2026-27		23
4x4 driving and trailer handling for operational staff		23
Conflict management training for operational staff		23
Role-appropriate first aid training for all staff		23
STCW refresher training for relevant personnel		23
RYA Advanced Powerboat training for one officer		23
Grievance management for line managers		23
SUCCESS CRITERIA		24
SUPPORTING GOVERNMENT INITIATIVES		24
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.		25
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.		25
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.		25
SUCCESS CRITERIA		26
MANAGEMENT REVIEW & DEVELOPMENT		26
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.		26
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:		26
Review the following byelaws in line with the NIFCA Byelaw Review Procedure:		26
Dredges		26
Crustacea Conservation		26
Crustacea and Molluscs Permitting and Pot Limitation		26
Review the Coquet to St Mary’s MCZ Trawl Management Plan developed under the Trawling byelaw.		26
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.		26
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.		26
SUCCESS CRITERIA		27
RESEARCH		27
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.		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).		27
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.		27
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.		27
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.		27
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.		27
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.		27
SUCCESS CRITERIA		28
ENGAGEMENT & COMMUNICATION		28
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 15th year as an IFCA.		28
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.		28
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.		28
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.		28
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.		28
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.		28
SUCCESS CRITERIA		30
ENFORCEMENT		30
In 2026–2027, NIFCA will continue to apply an adaptive co-management approach to enforcement. This approach seeks to secure compliance through engagement, education, and the provision of clear and accessible advice. Where voluntary compliance is not achieved, or where serious breaches of legislation occur, proportionate formal enforcement action will be taken.		30
All enforcement activity will remain intelligence- and risk-led. Identified risks will be recorded, assessed, and, where appropriate, shared via the Clue intelligence system. Enforcement priorities will be determined internally and through joint Tasking and Coordination Group (TCG) meetings with the Marine Management Organisation (MMO) and partner agencies.		30
Routine compliance monitoring and patrol activity will be aligned with the timing and location of fishing operations, both at sea and onshore. Targeted enforcement operations will be conducted where specific intelligence or risk assessments indicate a need.		30
During 2026, NIFCA’s enforcement team will:		30
Prioritise implementation and enforcement of revised Minimum Conservation Reference Sizes (MCRS) and associated conservation measures designed to support the sustainability of key commercial stocks.		30
Continue inspections of static fishing gear and analysis of Inshore Vessel Monitoring System (I-VMS) data to support compliance with the Crustacea and Mollusc Permitting and Pot Limitation Byelaw.		30
Monitor compliance with MPA fisheries restrictions, ensuring fishing activities and gear types remain compatible with site conservation objectives.		30
Maintain targeted engagement and enforcement activity within the recreational fishing sector to promote awareness of, and compliance with fisheries legislation.		30
Ahead of the confirmation of the Netting Byelaw, stakeholders will be kept informed of relevant changes to local and national legislation that may affect their operations, ensuring clarity and transparency throughout the implementation process.		30
SUCCESS CRITERIA		31
PARTNERSHIP WORKING		31
LOOKING AHEAD AT NIFCA		33
Northumberland Inshore Fisheries and Conservation Authority		34
@N_IFCA		34
NIFCA ANNUAL PLAN 2026-27		34

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