marine and fisheries agency three year business plan year

Marine and Fisheries Agency Three Year Business Plan, Year Two 2009-10 | 1

Marine and Fisheries Agency Three Year Business Plan Year 2008-11

Year Two 2009-10

Marine and Fisheries Agency 4th Floor, Ergon House, Horseferry Road, London, SW1P 2AL

Telephone: 020 7270 8326, Website: www.mfa.gov.uk

© Crown copyright 2009

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Further copies of this publication are available from:

Marine and Fisheries Agency 4th Floor, Ergon House, Horseferry Road, London, SW1P 2AL

This document is also available on the MFA website: www.mfa.gov.uk

Published by the Marine and Fisheries Agency. Originally printed in the UK July 2009, on material containing 80% post consumer waste and 20% Elemental Cholrine Free pulp.

PB 13280

The Marine and Fisheries Agency is at the heart of the Government’s agenda for marine environment and sea fisheries. This Business Plan sets out the facts and figures of the work last year and identifies our key targets and priorities for the year 2009-10.

Foreword

This year will be enormously challenging as we relocate our HQ to Tyneside and, subject to the passage of the Marine and Coastal Access Bill, continue our transition to become the core of a new Non-Departmental Public Body – the Marine Management Organisation. A key priority will be to continue to deliver effective services across the full range of our responsibilities – i.e. ‘business as usual’ – while relocating – as well as developing and delivering the new organisation. It will not be easy but every member of the Marine and Fisheries Agency knows that our primary focus during a time of change must be our customers and delivering the service they have a right to expect as well as our wider regulatory responsibilities.

A further key priority for the coming year will be supporting the Government in delivering the Marine and Coastal Access Bill and implementing those provisions that will be delivered by the new Marine Management Organisation.

Sea fisheries management issues will continue to present significant challenges – particularly in implementing the outcomes from the Fisheries Council in December 2008 and working with industry and our partners across the UK to manage the strict fishing effort and quota regimes. A key focus will be on tackling the problems facing many fishing vessels in the inshore 10-metre-and-under fleet through delivery of the decommissioning and licence-capping schemes.

I have been immensely proud to lead the Marine and Fisheries Agency since 2005. We have tremendously talented and dedicated people who work incredibly hard to deliver the Government’s objectives for the marine environment and sea fisheries and to provide effective services to our customers. These qualities will provide a firm basis for the successful management and delivery of marine and sea fisheries in the future.

Nigel Gooding

Our Vision ...............................................................................................................................................1

Our Mission ............................................................................................................................................2

Executive summary ................................................................................................................................3

MFA services and responsibilities .........................................................................................................4

Review of the past year ........................................................................................................................5

Ministerial targets ..................................................................................................................................6

Strategic aims and objectives ...............................................................................................................7

Strategic priorities .................................................................................................................................8

Working towards the long term .........................................................................................................10

The Marine and Coastal Access Bill ................................................................................................10

The Marine Management Organisation’s roles and responsibilities ..................................................10

Developing the Marine Management Organisation ........................................................................11

Working through transition ...........................................................................................................12

Budgets .................................................................................................................................................14

Governance and performance management .....................................................................................15

Corporate support ...............................................................................................................................18

What’s new for the coming year ........................................................................................................20

Operational Targets, Standards and Performance Indicators ...........................................................21

Contents


Our Vision

A trusted manager of the marine environment and sea fisheries, recognised for our fairness, professionalism, expertise and high standards.

2 | Our Vision

Our Mission

Working towards clean, healthy, safe and biologically diverse oceans and seas through the effective licensing and monitoring of coastal and marine developments and activities; the protection of marine species and habitats; and the effective management and regulation of sea fisheries.

Executive summary


1The Marine and Fisheries Agency staff of 200 people located in 18 offices around the coast of England and in London, have delivered well over the past year; not easy when plans for relocating the agency HQ were developing and individuals in London had the prospect of deciding whether or not to move home to stay with their job. At a time of major change the statistics (see page 5) show their continuing dedication.

The period of transition with new staff being recruited and key staff remaining to help train them, will not be easy. The Marine Management Organisation’s structure is being developed so that a skeleton body will be formed ready to take over at Vesting Day in 2010 with the MFA forming the core of this new Non-Departmental Public Body (NDPB) for which a Chair, new CEO and Board, will be appointed in the course of 2009-2010 (See page 11).

It would be unrealistic to imagine that the relocation of the MFA and, swiftly after, the Vesting of the new body with wider than ever marine powers and responsibilities, will come into being overnight with a full capability to deliver all the new requirements. New functions will ‘come on stream’ as the Marine Management Organisation has staff fully trained ready to take the additional work forward.

We are currently busy fitting ourselves for our new and enhanced purpose. But there is no lessening of our ambition and the expectations of us in the year to come. We continue to have demanding targets (see page 21). The focus of everyone in the Marine and Fisheries Agency is to continue to deliver to the satisfaction of customers and Ministers and to set a benchmark from our customer satisfaction survey that the future organisation will have to work hard to match.

MFA services and responsibilities

4 | MFA services and responsibilities

2Licensing and monitoring of coastal and marine developments and activities to protect the marine environment and secure benefits from its use:

Marine consents and licensing – marine works, •offshore renewables and marine minerals

Monitoring and enforcement of consented •and unlicensed marine works and aggregate extraction

Approving chemical use at sea and on the •shoreline to treat oil spills

Ensuring that those responding to maritime •pollution incidents take marine fisheries and marine environmental impacts properly into account

Protection of rare and valuable marine species and habitats:

Monitoring, control and enforcement of the •Offshore Marine Conservation Regulations which extends the protection of important marine species and habitats under the Birds and Habitats Directive beyond UK territorial waters

Effective management and regulation of sea fisheries to secure a sustainable future:

Fishing vessel licensing; the management of •fleet capacity and fisheries quotas; and the monitoring and control of fishing activities under the Common Fisheries Policy

Enforcement of sea fisheries legislation and taking •appropriate action where infringements have been detected. We also provide advice and guidance to all to encourage compliance with regulations

Implementation of EU marketing regime•

Ensuring compliance with economic links provision •which ensures that fishing vessels contribute to economies of UK fishing communities

Delivering a grants scheme aimed at a more •sustainable and profitable industry and coastal communities via the European Fisheries Fund; and delivering the Fisheries Challenge Fund to fund one–off scientific projects suggested by stakeholders

Management, recording and provision of data •on fishing activities and catches; undertaking biological sampling of fish stocks and data collection Reg. (EC)1543/2000 and Reg. (EC)1999/2008 from 2009 onwards

For further details please see page 21.

Review of the past year


Some facts and figures on the Agency’s activities in 2008-09, compared with 2007-08

(Applies to England and Wales unless otherwise stated)

2007 – 08 2008 – 09

Licences and consents issued under the Food and Environmental Protection Act and Coastal Protection Act for marine and construction works

333 398

Licences and consents issued under the Food and Environment Protection Act and Coastal Protection Act for offshore renewable projects / major Round 2 wind farms consisting of more than 100MW turbines

6 / 3 0/5

Wind farms provided with detailed comments on their annual monitoring reports (which include areas such as fisheries, ornithology and marine mammals)

8 9

Marine pollution incidents / those of significance / occasions that approval was given to use Oil Spill Treatment Products to treat oil on the sea

123 / 6 / 5 85 / 9 / 0

Fisheries inspections on land and at sea/Sightings of fishing vessels by surveillance aircraft

10807 / 10555 9359 / 10905

Inspections of marine construction and dispersal operations around the coast

144 135

Prosecutions for offences under fisheries regulations 210 74

Fishing vessel licence aggregations / licence transfers undertaken and transfers of Fixed Quota Allocation (FQA) units. These licence transactions provide vessel owners the flexibilities to replace and/or modernise their fishing vessels and engines, and the transfers of FQA units allows for movement of quota holdings between owners

570 / 26 / 134 543 / 19 / 174

Quota stocks managed and international swaps undertaken to maximise fishing opportunities for the UK fishing fleet

135 139

Paid in grant to help the infrastructure of the fishing industry and its restructuring

£10.7m £7.9m

Transfers of days at sea between vessels undertaken. This allows the industry to maximise fishing opportunities in the cod and sole recovery zones by providing more days to vessels needing them

150 85

Samples of fish taken by the Agency for use by scientists undertaking stock assessment work under MFA’s biological sampling procedures

3723 3175

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Ministerial targets

6 | Ministerial targets

The MFA has a series of business targets that are set by its Minister, they are:

Quality service delivery

Licensing and monitoring of coastal and marine developments and activities to protect the marine environment and secure benefits from its use:

Marine worksProvide an initial response to 75 per cent of •applications within 12 weeks of the receipt of complete applications1, summarising the responses to the consultation process and listing any replies still outstanding for which an extended response date has been agreed

Marine mineralsIssue a screening determination on 80 per cent •of marine minerals applications within 6 weeks of receipt of the application

RenewablesConfirm with applicants, in writing, when •the negotiation stage of the renewables FEPA licensing progress has concluded and inform them of the licence decision within 6 weeks of the correspondence date


Fishing vessel licensingIssue 100 per cent of over 10 metre licences •biennially by 23 March and 100 per cent of under 10 metre licences biennially by 30 June

Quota managementNo overfishing of quota stocks by vessels or •groups for which the Agency has management responsibilities and which results in EU deduction or infraction proceedings against the UK

Sea fisheries enforcement Deploy enforcement and inspection resources •in line with risk weightings and undertake monitoring, control and surveillance activities leading to inspection based on risk and intelligence

Value for public money

Deliver the MFA transition programme and relocation within the resources allocated working in collaboration as appropriate with Defra and other network delivery partners

Capacity and capability

Ensure that the Agency maintains capacity to deliver its services during the relocation of the HQ to Tyneside and to develop its new and existing people through a comprehensive training and development programme working as appropriate in collaboration with Defra and other network delivery partners

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1 Include plans, charts, technical drawings, method statement and any environmental statement that may be required.

Strategic aims and objectives


The Agency is a key delivery partner in helping Defra to achieve its strategic aims and objectives as illustrated below:

5

Defra-led Public Service Agreement

Secure a healthy natural environment for everyone’s well being, health and prosperity, now and in the future.

Indicator for Defra-led Public Service Agreement (PSA)

Clean, healthy, safe, productive and biologically diverse oceans and seas as indicated by proxy measurements of fish stocks, sea pollution and plankton states.

Defra Departmental Strategies Objectives

A healthy, productive and diverse natural environment.

Marine and Fisheries Agency Objectives

To be a key partner in the management of marine fisheries

To contribute to the sustainable use of the marine environment

To enforce regulations professionally, consistently and fairly

To provide specialist information for the development of policy and its effective implementation

To provide an open, diverse and fair culture in which staff are encouraged to reach their full potential

Strategic priorities

8 | Strategic priorities

The Marine and Fisheries Agency is one of Defra’s main delivery bodies for achieving its strategic priorities for the marine environment and sea fisheries. The Agency works closely with Defra and other network delivery partners in undertaking its role to secure the most effective results.

The marine area is one of Defra’s high impact policy areas. Safeguarding our Seas, published in May 2002, set out Government’s vision for ‘clean, healthy, safe, productive and biologically diverse seas’ and describes the strategy for conservation and sustainable development of the marine environment. This is reflected in Defra’s strategic objectives.

Defra’s long-term vision for securing sustainable fisheries by 2027 aims to guide future fisheries policy and provide direction for everyone involved in marine fisheries striking a balance between economic, social and environmental priorities. The Marine and Fisheries Agency is a major partner in helping to deliver that vision. It provides an important framework for the Agency’s activities and strategic direction in managing sea fisheries.

As part of the Government’s overall strategy for the marine area it is committed to the introduction of a new Marine and Coastal Access Bill which will create a framework for management of the seas, based on marine planning, that balances conservation, energy and resource needs. The Bill also seeks to modernise and strengthen the way fisheries are managed; simplify and streamline the regulation and licensing of marine activities; improve marine nature conservation; and create a new Marine Management Organisation.

The MMO will make a unique contribution to sustainable development by bringing together the delivery of many marine functions of the UK Government within a single independent body including strategic planning, fisheries management, marine licensing and nature conservation enforcement.

Establishing the MMO will create synergies between activities that will improve the delivery, coordination and enforcement of individual functions and overall management of our seas.

The Marine and Fisheries Agency will form the core of the new MMO. It will be important that we have a smooth transition to the new organisation, building on our skills, people and systems to deliver what will be required for the future; this will be central to our development and a key focus for our management priorities over this next year. A project team in the Agency has been established to manage the transition to, and creation of, the new Marine Management Organisation.

It is also vital that we continue to deliver efficient and effective services across the whole range of our responsibilities. This will be a significant challenge as we move the MFA’s HQ from London to Tyneside by 31 March 2010. This site will then become the HQ for the MMO upon Vesting.

Other main priorities for this year fall under four main themes and are set out below:

Strategic Priorities for 2009-10

Licensing and monitoring of coastal and marine developments and activities to protect the marine environment and secure benefits from its use:

Provide support for the passage of the Marine •and Coastal Access Bill through Parliament

Implement provisions of the Bill, in particular: •

Provisions on planning, licensing, modernised –fisheries and enforcement powers and provisions

Implement the creation of the Marine –Management Organisation

Ensure that licensing of activities within the •marine environment takes proper account of measures to protect the marine environment

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Conserving rare and valuable marine species and habitats:

Work with policy colleagues and the statutory •nature conservation agencies to develop processes for the designation and management of Marine Conservation Zones (MCZ) to meet clearly-defined objectives

Work with policy colleagues to define •mechanisms for the making of Conservation Orders to protect MCZs from unregulated activities which are likely to conflict with the objectives for which sites are designated


Effective implementation of effort management •systems in the cod and sole recovery zones

Effective co-ordination within the UK and •timely provision to the European Commission of UK fisheries data required under the EU Data Collection regulation and other UK statistical returns

Provide expert advice and input to policy •making on EU negotiations, both the annual negotiations on fishing opportunities and key EU legislative measures such as the reform of the common fisheries policy, revision of the Technical Conservation Regulation and new Control Regulation

Work with Defra and delivery partners in •implementing new EU regulations to combat illegal, unregulated and unreported (IUU) fishing

Support the development of incentives for more •sustainable fishing practices through effective delivery of the Fisheries Challenge Fund and the European Fisheries Fund

Continue to implement risk based inspection •and monitoring regimes to maximise the impact of enforcement activity and ensure high levels of compliance

Developing our people and organisation:

Continue to develop our people and the •organisation to ensure that it continues to operate effectively. This will be important right across the organisation as, subject to the passage of the Marine and Coastal Access Bill, we move to a new MMO and take on new functions flowing from the Bill.

Ensure there are effective business continuity •plans in place during the transition to the new HQ and MMO.

Timely recruitment of the right people with the •right skills to replace MFA HQ staff in London that will not be moving to the new HQ.

Effective training for all new and existing staff to •meet current and future operational and career needs.

Exploring and delivering new and more efficient •ways of working to deliver better services.

Review Service Level Agreements and develop •Memoranda of Understanding to ensure they fully reflect future service responsibilities and provide clarity in roles and responsibilities.

Working towards the long term

10 | Working towards the long term

The Marine and Coastal Access BillThe Marine and Coastal Access Bill is expected to receive Royal Assent during 2009, marking the first step towards a coordinated UK marine law, with a new marine planning system and marine conservation powers. There are five key themes in the Bill:

A Marine Management Organisation

The UK Government and Northern Ireland administration have decided that a new Marine Management Organisation (MMO) is needed to help deliver many marine policies. It will deal with a range of functions (including marine planning, licensing and enforcement) that together provide a holistic approach to marine management.

The aim of the MMO is described in the Bill to be: ‘…a centre of marine expertise, provide a consistent and unified approach, deliver improved coordination of information and data and reduce administrative burdens. The integration proposed would provide benefits from joined up delivery and economies of scale that could not be realised by placing those functions in separate organisations.’

Marine planning

The Bill will introduce a new system of marine planning. This will provide a strategic approach to the use of marine space and the interactions between its uses. It will encompass all activities and deliver sustainable development by facilitating forward looking decision-making. Marine plans will guide decisions on licence applications and other issues, and provide users of the sea with more certainty.

Licensing marine activities

The proposals will deliver a marine licensing system that is more efficient and transparent, leading to less risk, delay and cost to business. We will replace some existing legislation with a modern streamlined system. The changes will simplify marine licensing processes and provide for a rationalised and more integrated approach.

Marine nature conservation

The proposals will provide for new mechanisms that will supplement existing tools for the conservation of marine ecosystems and biodiversity. This will include a new approach to protected areas for important species and habitats.

Managing marine fisheries

The Bill will modernise inshore fisheries management arrangements and enable a more active approach to managing recreational sea angling. It will strengthen fisheries enforcement powers and provide for recovery of the costs of fishing vessel licence administration.

The Marine Management Organisation’s roles and responsibilitiesThe new organisation will absorb existing marine work for the Department of Energy and Climate Change, Department for Transport, the Ministry of Defence and Defra – the largest of which is provided by the Marine and Fisheries Agency – as well as develop additional work streams to encompass its new, wider remit.

The government’s vision for the MMO is to be: ‘...a professional and proactive marine manager, trusted by all its stakeholders to make a unique contribution to the sustainable development of the marine area. It will make decisions on the majority of marine developments and, where it is not the decision-making body, it will be the key advisor on marine issues, bringing consistency to the decision-making process.’

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As a Non-Departmental Public Body (NDPB) it will operate at arm’s length, responsible via the Secretary of State, directly to Parliament. With its new and independent constitution it will have a Chair, Board of Directors and a new Chief Executive, all of whom are being appointed in advance of Vesting Day to create a ‘skeleton’ body developing the framework and structure of the organisation ready to deliver its services from its launch.

The new Bill encompasses the following elements and the MMO will have the responsibility to deliver the majority of these:

Marine planning•

Seabed mapping•

Marine licensing•

Marine nature conservation•

Fisheries management and marine enforcement•

Environmental data and information capture •and analysis

Migratory and freshwater fisheries•

Coastal estuary management•

Enforcement of EU and UK sea fisheries •regulations

Collection and recording of data on fishing •activity and catches

Biological sampling of catches•

EU marketing regulation monitoring•

Marine environment, pollution response, •fisheries licensing

UK fishing vessel licensing•

Decommissioning and fishing industry grant aid •scheme operation

Fishing industry advice and liaison•

Management of UK fisheries quotas•

Fishing industry grants and UK state aid •management

Management, recording and provision of data •on fishing activities and catches

Extension of coastal access•

The Marine Management Organisation will work with the relevant authorities in Northern Ireland and the devolved governments of Wales and Scotland. In addition it will work with a host of partner organisations for the delivery of services. These include the Environment Agency, Natural England, English Heritage, the Royal Navy, Food Standards Agency, the Maritime and Coastguard Agency and many more in the UK and internationally, contributing to the best scientific knowledge wherever it is to be found.

It will require additional posts to that of the current MFA to deliver its new functions. Funded by grant-aid from Defra, it will also be able to charge for certain activities.

Developing the Marine Management OrganisationAs the title of the Marine Management Organisation suggests, its job is to manage the marine environment, which encompasses the sea around England, and to work in conjunction with the relevant authorities in Northern Ireland and the devolved governments of Scotland and Wales.

While the Marine Management Organisation (MMO) requires the Royal Assent to Vest, the work on the construction of its framework had to begin well in advance.

A dedicated team is working with the staff of the current contributing Departments – of which the Marine and Fisheries Agency is the largest – to understand and collate the skills and expertise needed to form the core of the new organisation.

The Marine Management Organisation will be a Non-Departmental Public Body (NDPB) so it will be independent of any one Department, but delivering against the policies and strategies set by government.

As an NDPB it needs a Chair and Board of Directors. They are being recruited with the recognition that skills and expertise from a variety of backgrounds and complementary experiences will be vital components for the management of the development and success of the Marine Management Organisation.

12 | Working towards the long term

A new Chief Executive will be appointed and one of their first tasks will be to ensure the smooth transition to the new organisation.

To achieve this, a skeleton body will be set up which involves:

Recruiting the top management•

Identifying the staffing needed and recruiting •from around the country and getting them in place in advance of the MMO’s official starting day

Identifying the organisations with whom the •new body will be working and negotiating Memoranda of Understanding (MoUs) so that working and delivery arrangements are operating in preparation for Vesting Day – or Day One of the MMO

Identifying the logistical requirements of a body •now operating separately from its previous Government Departments’ structure such as IT systems and satellite provision right down to providing desks and chairs for staff

Providing training for new people•

Understanding the relationships with current •customers, suppliers, and other stakeholders to ensure that those relationships can be continued within the new structure

Once the Marine Management Organisation has come into being, it will be the job of the Chair, Board and all the staff to develop it into the marine ‘one-stop-shop’ that demonstrates that the health of our most valuable resource, is in safe hands.

Working through transitionTo meet this year’s challenges, the MFA secured extra resources and has undertaken a strategic departmental restructure. These steps are designed to safeguard our capability to achieve business objectives whilst also enabling us to drive the MFA-MMO transition and the relocation of the HQ to Tyneside.

Dr Stephen Hunter has been appointed to head up the MFA Transition Programme from April 2009. His key tasks are to lead on the Transition project for relocating MFA to Tyneside ensuring that the MFA is operating effectively in its new HQ. He will also be working closely with the new incoming Chair, CEO and Board for the new MMO particularly in relation to ensuring effective and early engagement with our customers and partners.

Eddie Routledge has been appointed as a Chief Operating Officer to act as a Deputy CEO and facilitate the efficient delivery of MFA business functions. The CEO retains Accounting Officer responsibilities and continues to have oversight and focus on strategic leadership.

The Operations Directorate has increased the number of Deputy Chief Inspectors from two to three. This increases its capacity to manage coastal offices, operations and provide support on the new control regulation, the new technical conservation regulation, the new IUU regulation and the fisheries aspect of the Marine and Coastal Access Bill.

The Marine Environment Team has moved away from the Operations Directorate to form a new Marine Environment Directorate. The marine aspects of the Marine and Coastal Access Bill – Planning, Licensing, Marine Nature Conservation – are being brought together under this Directorate working closely with the current Marine Environment Team. An interim Director is being appointed to head the new Directorate.

Sergio Vettese has been appointed as an interim IT and Data management Director. His team will work to formulate a clear IT strategy for the use and development of MFA and MMO information systems, it will manage and deliver the data and IT aspects of MMO creation and also manage the current MFA IT systems and data relationships.


Additionally, we are currently evaluating a new Marine version of Spire, Defra’s shared Geographical Information System (GIS) portal together with other GIS options to determine a strategy for MMO GIS provision and to provide a basis to procure a long-term solution.

During transition there will be knowledge transfer to equip incoming staff with what they need to maintain the organisation’s position as a top performing Agency as well as training to equip staff – those who are not staying with the new organisation – for redeployment within core Defra, the wider Civil Service or within other business sectors. There will be a phased recruitment and training of new people for the new HQ. Key personnel will be retained to ensure continuity of the business during the next few months.

Early on in the transition process we implemented a strategy to identify key risks to MFA function that are associated with the MFA-MMO transition. This has enabled us to be proactive in assigning responsible individuals and designing strategies to avoid or mitigate those risks. Additionally, we have established detailed MFA performance indicators to enable us to monitor our service more closely; these are reviewed regularly by senior management.

We have also sought to incorporate advice from other government agencies that have gone through similar changes so we can benefit from their experience.

Budgets

14 | Budgets

Budget area Allocation 2009-10 £ (million)

Operational Costs 26.0

Income from Marine Licensing -1.5

Project Office costs 1.2

Other initiatives / schemes 0.5

Total 26.2

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Governance and performance management


A number of mechanisms are in place to ensure that the work of the Agency is appropriately prioritised, managed and monitored. The diagram below illustrates the Agency’s new governance structures and lines of accountability:

9

Defra Ministers Defra Management Board

Defra family customers; corporate service providers

Ag

ency M

anag

emen

t Co

mm

ittee

Chief Operating Officer

Marine and Fisheries Agency Steering Board

Eddie Routledge

MFA/MMO Transition

Dr Stephen Hunter

Chief Executive

Nigel GoodingAgency Audit and Risk Assessment

Marine and Fisheries Agency

Management Board

MMO/Marine Bill Implementation

Programme Management

Office Director

HR & Corporate Services Director

Operations Director

Marine Environment

Director

Efforts Management

& Statistics Director

IT/Data Management

Director

Finance Director

Richard Penney Vanessa Key David Holliday [Vacancy] Kevin Williamson Sergio Vettese Gillian Tuson

Monitoring and review of performance against business specific SLAs, corporate service SLAs

Management Accountant

HR & Corporate Services

DCI Northern Region,

Enforcing and Training

Marine Environment

Team

Fisheries Management

& Control Team

Financial Controller

Business Relationship

DCI Southern Region,

Control and Structures

DCI Operations,

FMC and Technical Measures

DCI Environment

Fisheries Statistics

Team

Colin Heath David Carter Gary Owen [Vacancy] Gary Taylor

David Williams Ray Hedley Angus Radford

Philip Elliott

Neil Wellum Guy Ellis

16 | Governance and performance management

The roles and responsibilities of each component of the Agency’s governance structure are described below.

Chief Executive

The Chief Executive is directly responsible to – and has direct access to – Defra Ministers regarding the Agency’s performance against key targets and to the Principal Accounting Officer on matters relating to the management, regularity and propriety of the Agency and its financial performance. It is expected that the Chief Executive will meet the Minister and the Principal Accounting Officer at least once a year.

Risk Management

The management of risk is a discipline that has always been central to what we do. Its application plays a key role in the efficient running of our Agency and in the delivery of our business objectives.

We also recognise that the processes of Risk Management must be adaptable and meet the demands of changing circumstances. Consequently, we have updated our Risk Management strategy, aligning it with the dual tasks of achieving MFA business objectives and driving MFA-MMO transition.

The new system implements a unified and consistent approach to monitoring and managing risks across all team and departments and at a number of levels throughout the organisation. This consolidation will facilitate the transparency of risks and therefore permit a more timely and effective intervention process. Equally, all staff have been tasked with implementing the renewed system and this is to ensure that it becomes reflected in the Agency’s culture.

We are using Risk Management as one of the control methods to anticipate areas that might need extra resources or attention so as to ensure that we operate business as usual.

The Agency has a strategic Risk Register which captures:

Agency-level risks for which mitigation requires •relative resource prioritisation decisions, or for which the consequences would represent a significant failure on the part of the Agency or the UK Government, resulting for example in infraction proceedings by the European Union

Risks to achievement of the main operational •and management objectives and targets

Audit and Risk Committee

The Audit and Risk Committee advises the Chief Executive and reports to the Steering Board on the Agency’s risk management, financial management, internal control systems and accounts. The Audit and Risk Committee comprises the two non-executive directors from the Steering Board, assisted by representation from internal audit (Defra Internal Audit Division) and the Agency’s external auditors (National Audit Office). The Agency Chief Executive and Finance Director also attend.

The Audit and Risk Committee:

Reviews and approves the Agency’s Annual •Report and Accounts

Advises the Chief Executive on matters of •internal control, including arrangements for combating fraud

Reviews the Agency’s Risk Register and advises •the Chief Executive

Advises the Chief Executive on internal and •external audit strategies

Reports to the Steering Board on the Agency’s •implementation of recommendations arising from audit reports

Marine and Fisheries Agency Steering Board

This group comprises the Departmental sponsor of the Agency (the Marine and Fisheries Director), the Agency’s Chief Executive and Directors and a number of other senior stakeholders from the Department, Welsh Assembly Government as well


as non-executive members. It is chaired by the Marine and Fisheries Director. This forum exists to:

Advise Ministers on:

Matters relating to the Agency’s plans, priorities, •risks, resources and objectives

The strategic direction of the Agency, in the •context of wider departmental and cross-governmental objectives

The performance of the Agency against its •strategic objectives

Whether the Agency is acting within the overall •aims, objectives and operating framework of the Department

Any significant unresolved disagreement •between the Agency and the Department (or any Devolved Administration) and on any significant unresolved problems concerning the relationship between the Agency and its external stakeholders

Support the Chief Executive by:

Providing advice, support and assistance as and •when required

Providing a forum for communication between the •Department and the Agency on issues that affect the latter’s strategic direction and performance

Review and approve the following key Agency documents:

Framework document•

Three-year business plan•

Annual business plan•

The Marine and Fisheries Agency Steering Board acts as a link between the Agency and core-Defra. Its role in the management of Agency risks will be to challenge the Agency’s Chief Executive to reassure the Department that key risks are effectively managed. The Steering Board will take quarterly reports from the Chair of the Audit and Risk Committee of the Agency’s performance against key targets and high level risks.

Marine and Fisheries Agency Management Board

The Management Board addresses strategic issues affecting the Agency. The Board comprises the Chief Executive, the Agency’s Directors and non-executive Directors and the corporate customer. The board meets every two months.

Marine and Fisheries Agency Management Committee

This group comprises the senior management team of the Agency. It meets monthly to:

Share information and develop understanding •amongst the senior team of the full range of the Agency’s work

Monitor performance against key targets, •agreeing and taking forward actions to address issues where required

Manage and respond to key risks in accordance •with the Agency’s risk management strategy

The Chair of the Audit and Risk Committee will attend as appropriate.

The Management Committee will review the status of the Agency’s key risks as listed in the Agency’s Risk Register. The focus of Management Committee discussions will be:

New risks emerging and requiring Management •Committee action

Any changes in status or substance to the •mitigation actions identified for each risk in the register

Any issues arising which may present future risks•

Policy Customer Relations

The Agency Chief Executive and the Agency Management Team meet regularly with the Defra Heads of Divisions and their teams for which the Agency provides a service to review and update each other on emerging issues and agree priorities.

Corporate support

18 | Corporate support

10In the coming year the HR department will:

Continue to support MFA’s business by acting •as the focal point for staff and their managers on a full range of HR issues to supplement the centrally provided function from Defra’s Shared Services Directorate

Assist with relocation and redeployment •resulting from the creation of the MMO and the relocation of the HQ office

Continue to deliver HR training and development •strategies to improve the Agency’s capacity to deliver its services through a comprehensive training and development programme

Ensure people have the right skills to meet •current and future demands of the Agency – and going forward – the needs of the MMO

Continue to review grading structures beginning •with a Job Evaluation and Grading Review of administrators in coastal offices

Training

There are a number of training strands being taken forward in the MFA:

We have a well established training and •development programme for specialist Fisheries Officers to ensure that they are suitably equipped to carry out their important enforcement and other technical functions. We will need to consolidate and develop this further in line with the changes in our organisation

We conducted a Training Needs Analysis •exercise in 2008 and are working on addressing the outcomes in a range of areas including Performance and Change Management Training; IT, Programme and Project Management and specialist finance training

We are actively engaged in training to facilitate •the effective integration and collaboration with our delivery partners (e.g. Time log, Fisheries Activity Database)

Finance

2009-10 will be a particularly challenging year for Finance within the Agency, as we monitor closely expenditure during a period of transition and headquarters relocation. We are confident of managing the financial impact of increased

demands on the Agency, within the backdrop of a tighter general economic environment.

Communications

Effective communications including those with our customers, partners and the media, is a major priority for the Agency. This takes place through a range of channels:

The Agency’s website: www.mfa.gov.uk•

Engagement with the press and other forms of •the media

Open meetings around the coast•

Dedicated and subject specific meetings•

Regular quarterly newsletter for the fishing •industry in collaboration with Defra

Participation at key events such as exhibitions•

Publication of the Agency’s Annual Report and •Accounts, Business Plan, codes and guidance material

Customer engagement

For a relatively small number of people, the Agency delivers a huge variety of services and requirements involving working with, or for, hundreds of individuals and organisations throughout the year.

Whether a multi-million pound organisation or a single person, for each we aim to deliver a satisfactory service; this is a key element of being a credible and successful Agency.

As part of an engagement programme, a customer satisfaction survey is being conducted to set a benchmark of the success levels of the Marine and Fisheries Agency against which the new Marine Management Organisation will, in future years, have to target to achieve too.

A series of workshops are planned for 2009-2010 to ensure an ongoing dialogue, sharing information and news and listening to feedback.

A programme of speeches, conference participation and exhibitions will also engage the widest ever range of stakeholders to ensure that we invite dialogue and discussion about the development and plans for the future.


The appointment of the Chair, a new CEO and the Board will bring the opportunity of a series of one-to-one briefings with stakeholders as well as workshop sessions to reach the widest number of people as quickly as possible during the early days of their induction.

Here is a sample of just some of the differing customers and organisations which the Marine and Fisheries Agency works with and for, some on a daily basis:

Business in the Community•

Coastal Regional Development Agencies and •Local Authorities

Crown Estate•

English Heritage•

EU and non-EU countries•

Environment Agency•

Fishing industry from individual skippers to •merchants, groups and associations

Joint Nature Conservation Committee•

Marine aggregate dredging industry•

Marine Conservation Society•

Maritime and Coastguard Agency•

Natural England•

Oil spill response industry•

Port and harbour authorities•

Royal Navy•

Sea Fisheries Committees•

Windfarm developers•

What’s new for the coming year

20 | What's new for the coming year

11Training and development

The Agency aims to ensure that its fisheries inspectors (British Sea Fishery Officers – BSFO) have effective and timely training and development. We run a number of in-house training courses aimed specifically at BSFOs. Agency Officers within their first year of employment are trained in all aspects of EU fisheries and marine environment legislation. This is done through a series of courses from a one-week introductory enforcement course, a week-long course on investigative law, a course on the Marketing Regulations marine environmental issues and culminating in a detailed two-week course on the Technical Conservation and Control Regulations.

Royal Navy (RN) Officers who are to be BSFOs all receive a three-week intensive course on fisheries regulations. In all cases the training of RN Officers is supported by trained Agency staff ‘seariding’ the RN Officer in the practical aspects of enforcement during a second phase of training lasting between 10 and 15 days at sea – or longer if necessary.

Aircrew of Direct Flight receive specialist training in the areas of fisheries legislation which is particularly relevant for this activity. This is supplemented by regular re-brief sessions when possible.

Advanced specialist training is provided by external training providers to certain Agency officers in financial investigation, forensic accounting and company law. The aim here is to enhance downstream investigative and control action.

We will also be taking forward a comprehensive training programme for all MFA staff (specialists and generalists) resulting from requirements identified in the Training Needs analysis conducted in 2008. This will include Management and Development training (Time, Staff and Change management), IT and Programme and Project Management training.

The results of a Job Evaluation and Grading Review of administrative posts in coastal offices will help to inform us about our organisational structure on the coast and how suitable that is for our business.

Environmental Liability Directive

The EU’s Environmental Liability Directive is intended to cover serious cases of environmental damage to land, water and biodiversity, including marine biodiversity. It is implemented in England via the Environmental Damage (Protection and Remediation) Regulations 2009 which came into force on 1 March. The purpose of these regulations is the prevention and remediation of environmental damage and it is based on the ‘polluter pays’ principle. Operators can be held financially liable for any clean-up.

There are a number of implications for the MFA/MMO arising from the regulations because they will be the enforcement authority in relation to cases of marine biodiversity damage. At present the MFA takes on a number of roles in the event of a marine oil or chemical spill incident. The level of this work varies greatly, depending upon the severity of the case. MFA HQ provides an emergency response role for Defra in relation to authority to use oil dispersants. MFA port offices provide fisheries and fishing activity advice and officers attend Standing Environment Groups, as well as acting as MFA HQ’s coastal link in an incident.

There is a need to review these roles to take account of the new regulations and this work will proceed during the coming business year. Funding has been provided for this and work is underway to plan how best to meet the additional requirements.

Operational Targets, Standards and Performance Indicators


Marine environment and use of marine resources

Purpose

To protect and enhance the marine environment and to ensure responsible and sustainable use of marine resources.

Summary of role

Provide an effective and timely licensing service for •construction and deposition activities in the sea, and commercial extraction of marine minerals

Undertake FEPA inspections to ensure compliance and carry •out necessary enforcement

Protect European Protected Species and Habitats under the •Offshore Marine Regulations

Ensure those responding to maritime pollution incidents •take marine fisheries and marine environmental impacts properly into account

Help resolve arising conflicts between users of the sea and •promote liaison between different users of the sea

Provide expert input to policy development relating to the •marine environment

This area of work contributes to the following Marine and Fisheries Agency objectives:

To be a key partner in the management of marine fisheries•

To contribute to the sustainable use of the marine •environment

To provide specialist information to inform the development •of policy and its effective implementation

To enforce regulations professionally, consistently and fairly •

Activities Service Standards and Key Performance Indicators

Provide an efficient and effective licensing and consents service for construction and deposits in the sea (Food and Environment Protection Act and Coast Protection Act)

Provide an initial response to 75% of applications within 12 weeks of the receipt of a complete application, summarising the responses to the consultation process and listing any replies still outstanding for which an extended response date has been agreed

Provide an efficient and effective licensing and consents service for renewable energy projects (Food and Environment Protection Act and Coast Protection Act)

Confirm with applicants, in writing, when the negotiation stage of the renewables FEPA licensing progress has concluded and inform them of the licence decision within 6 weeks of the correspondence date

Provide fisheries advice for FEPA applications and undertake inspections to ensure compliance

Inspect 80% of high and medium priority construction and disposal operations in accordance with risk-based model

Provide an efficient and effective licensing service for marine aggregates extraction (The Environmental Impact Assessment and Natural Habitats extraction of Minerals by Marine Dredging Regulations)

Issue a screening determination on 80% of marine minerals applications within 6 weeks of receipt of application

Ensure those responding to maritime pollution incidents take marine fisheries and marine environmental impacts properly into account

Response to telephone requests to use oil spill treatment products on oil spills in shallow water within 15 minutes. Decision to use oil spill treatment products within 1 hour.

Applications for new oil dispersants determined within 10 weeks

Protect European Protected Species and Habitats through wildlife licensing and enforcement of the Offshore Marine Regulations

Adopt a robust risk-based programme to prioritise resources, with particular emphasis on the risk of cetacean by-catch

Ensure a quality input to policy development, including the Marine Bill and proposals for a Marine Management Organisation

High quality, timely and appropriate advice on delivery or case specific matters

12

22 | Operational Targets, Standards and Performance Indicators

Enforcement of sea fisheries legislation and implementation of EU marketing regime

Purpose

To control fishing activities so as to achieve greater compliance with legislation and marketing obligations and ensure fish stocks are exploited in a sustainable way.

Summary of role

Implement EU rules based on reliable and accurate data and •effective enforcement

Target enforcement activities based on:•reliable surveillance data –effective tasking and deployment of Royal Navy Fisheries –Protection Vesselsshore based officers using locally generated risk based –enforcement plans

Undertake satellite monitoring of fishing vessels exceeding •15 metres in length

Maintain and develop close cooperation with other •member states and third countries, including joint inspection activity

Undertake investigations and mount prosecutions as •appropriate

Introduce risk-based system of targets for grading checks •and withdrawals



To enforce regulations professionally, consistently and fairly•




Inspect fishing vessels and fishing industry premises and fish transport on land

Deploy fisheries enforcement resources and activities on land as follows: >60% high risk <15% low risk

Undertake surveillance of fishing activities and inspect fishing vessels at sea

Deploy fisheries enforcement resources and activities at sea as follows:

700 patrol days +/- 25 days

Aerial surveillance of fishing activities Deploy fisheries enforcement resources and activities in the air as follows: 1000 hours P.A. within +100 and –20 hours.

Vessel Monitoring System – manage English and Welsh Fisheries Monitoring Centre in respect of satellite monitoring of fishing vessels including administration and enforcement

Investigate all missed reports and apparent offending and undertake action within 2 working days of discovery

Inspect and verify withdrawal of fish from the market; undertake grading checks; assess reports by Producer Organisations (POs) on their performance in balancing the market; annually negotiate and assess EU proposals for support prices to operate in following year

Certify and inspect 80% of withdrawals

Maintain and develop close co-operation with other member states on enforcement activities


UK vessel licensing and economic links

Purpose

Licensing of all England & Wales fishing vessels to control the capacity and fishing activity of the fishing fleet. Oversee compliance by England & Wales fishing vessels with economic links policy.

Summary of role

Manage the annual issue of licences and implementation of •licence variations

Implement licensing measures based on reliable landings •information for quota management and effective enforcement of licensing rules

Provide timely and up to date guidance to port offices •

Provide guidance to fishing industry about licensing •procedures

Ensure UK vessels comply with economic link conditions •(which ensures that vessels contribute to the economies of the UK fishing communities)



To provide specialist information to inform the development of policy and its effective implementation •


Biennial issue of over and under 10 metre licences Process 100% of over 10 metre licences biennially by 23 March and 100% of under 10 metre licenses biennially by 30 June

Create and transfer licence entitlements Complete transfers within 5 working days of receipt of correct and complete documentation

Issue ad hoc variations to licences to take account of quota management instructions and other requirements

Issue variations to a timetable as agreed upon receipt of instructions

Issue monthly variations to non-sector licences (both over and under 10s) to take account of quota management instructions and other requirements

Issue variations within 6 working days of receipt of quota management instructions


Management of UK fleet capacity

Purpose

To bring catching effort into better balance with fishing opportunities.

Summary of role

Implement appropriate rules and limitations on UK fishing •fleet capacity and regimes to control fishing effort based on:

reliable and accurate data – effective enforcement –

Provide detailed guidance to fishing industry on application •of days at sea arrangements for cod and sole

Provide detailed guidance to the industry to allow effective •application of the days at sea arrangements from their date of operation

Provide quarterly snapshots of UK fishing fleet data as well •as ad hoc data to the EC Fishing Fleet Register



To provide specialist information to inform the development of policy and its effective implementation•


Issue entitlements to fish in restricted areas under EU recovery scheme

Issue letters of entitlement within 5 working days of completed and valid application

Process transfers of days at sea under EU recovery scheme Issue letters of entitlement within 5 working days of receipt of completed and valid application

Process claims for adjustments to tonnage in respect of safety improvements, etc

Process completed claims within 15 working days of receipt

Monitor fleet entries and exits and fishing effort; produce required report for the Commission

Submit effort reports as required by effort control regimes Submit annual report on compliance with EU fleet capacity limits by 1 May


Management of UK fisheries quotas

Purpose

To ensure the UK’s quotas are not exceeded, whilst enabling the fishing industry to secure the maximum fishing opportunities.

Summary of role

Optimise fishing opportunities for the UK fishing industry •and facilitate achievement of maximum uptake of quota

Monitor level of uptake of UK fisheries quotas and take •action to avoid overfishing when necessary

Manage transfer of fixed quota allocations•

Regularly report on quota uptake and provide statistical •information and analysis to Defra Fisheries Industry Management Division

Allocate (and reallocate where necessary) fishing •opportunities on a transparent basis agreed between UK fishing administrations

Secure international swaps of quota to the benefit of the •UK industry and Government






Prepare and distribute quota management rules Issue annual quota rules by 15 December

Issue annual quota allocations to producer organisations and other groups

Issue provisional quota allocations by 31 March and final allocations by 30 April

In-year monitor quota uptake Issue UK quota uptake report to EU Commission by 15th of each month

Manage quota allocations for and set catch limits where necessary non-sector and under 10 metre fleets

Full year fisheries for under 10 metre vessels and non-sector

Close fisheries to individual groups or industry once quotas have been exhausted

No overfishing of quota stocks by vessels or groups for which MFA has management responsibility which result in EU deduction or infraction proceedings against the UK

Negotiate and process domestic and international quota swaps

UK fleet has sufficient fishing opportunities for key stocks

Process requests for transfers of fixed quota allocation (FQA) units between vessel licences

FQA transfers are undertaken and completed within 10 working days of complete applications being received

Initiate and attend meetings with the inshore industry around the English coast

To host quarterly meetings in London with representatives from individual inshore groups round the coast and Producer Organisations to discuss management of the inshore fleet


Biological sampling activities

Purpose

To fulfil the requirements of the biological sampling programme agreed with the Sea Fisheries Conservation Division and in doing so contribute towards the UK’s obligations on fish stock assessments.

Summary of role

Undertake sampling of fish and shellfish landings and •carry out periodic assessment of performance to support scientific assessments of stocks by Cefas

Conduct quarterly review meetings with Cefas to discuss •data collected

Deliver sampling service in line with the Service Level •Agreement (SLA) with the Sea Fisheries Conservation Division and CEFAS sampling targets taking into account the requirements of the EC data collection regulations


To contribute to the sustainable use of the marine environment•



Sample fish and shellfish landings to determine biological parameters relevant to stock assessments

Subject to avialability of samples, 90% achievement of annual stock target sampling as agreed with CEFAS/SFCD

Record landings data onto Biological Sampling Database Record 90% biological sample data onto Biological Sampling Database within 5 working days of commitment of the relevant catch & landings data being entered onto the Fisheries Activity Database

Collect samples of fish and shellfish for radiobiological sampling

Collect and despatch within 10 working days, 80-100 food fish samples for periodical Cefas radionucleide monitoring programme


Fishing industry grants

Purpose

Operate a grants regime that supports and encourages sustainability and profitability and meets EU and Government standards of financial propriety and accountability.

Summary of role

Process grant applications and claims for the European •Fisheries Fund (EFF)

Operation of the 2007-2013 EFF scheme in England•

Act as UK Managing Authority for the EFF scheme•

Liaise with the industry and promote grant aid for their •future development

Run the Fisheries Challenge Fund Scheme•






Process grant applications Deal with non-panel applications within 8 weeks. Hold 3 selection panels a year and inform applicants within 2 days of a panel decision

Operate Fisheries Challenge Fund Coordinate peer review of applications before a panel decision (panel dates decided in light of volume of applicants)

Pay claims Authorise payments within 8 weeks of receipt of all necessary information

Produce UK report to EU on implementation of grant scheme

Meet the various deadlines set in EU legislation

Produce UK report to Certifying Authority on expenditure under grant scheme

Provide information in time to meet EU deadlines

Close previous (FIFG) programme Comply with EU rules to draw down maximum EU funding possible


Management, recording and provision of data on fishing activities and catches

Purpose

The management, analysis and reporting of UK fisheries data to meet UK, EU and international reporting obligations and to support the development of policy.

Summary of role

Ensure those involved in taking forward discussions in the •different policy areas in Fisheries Departments and the industry have the information they require

Record information on Fisheries Activity Database •

Quality control by means of weekly port-by-port analysis of •timeliness of inputting catch data

Provide obligatory reports covering the UK on behalf of UK •Fisheries Departments to the EU and other international organisations to the set deadlines

Register buyers and sellers of first sale fish and follow up •implementation



To enforce regulations efficiently, consistently and fairly•



Monitor information on catches and fishing activity from fish markets, merchants, fishing logbooks, landing declarations and sales notes

Enter information onto the fisheries databases within 5 working days of receipt of completed information in at least 90% of cases

Provide analysis as required as an input into the development of policies in the fisheries sector

Provide extracts of UK data as required as inputs to scientific working groups

Produce annual reports for fisheries departments and ad-hoc analysis and advice on UK fishing effort regimes to agreed deadlines

Support reporting aspects of Marine and Fisheries Agency responsibilities

Meet reporting deadlines within 7 working days

Provide a response to ad hoc requests by other Member States on recording of landings of their vessels into the UK

Provide Member States with regular extracts of landings by their vessels into the UK by 15th of the month following, and investigate discrepancies identified

Coordinate access to UK fishing data for scientists working for fisheries laboratories in the UK

Provide access to fisheries scientists to UK-wide data sources as established

Provide responses to ad-hoc requests for data extracts in the interim period


Data Collection Regulation (EC) 1543/2000 and 199/2008

Purpose

UK coordination of the national programmes of work to provide data as required for the operation of the Common Fisheries Policy, including scientific survey work and the collection of economic data on the fishing industry.

Summary of role

Provision of reports to the EU as required•

Respond promptly to requests for information•





Coordinate production of annual programmes of work and subsequent financial and technical reports each year

Produce final financial report on work carried out in the previous year by 30 April each year

Produce technical report on work carried out in the previous year by 31 May each year

Report UK 3-year programme of work for 2011 to 2014 to the Commission by 31 March 2010

Provide fleet capacity effort and economic data to the European Commission

Provide fleet capacity annual report to the European Commission by 1 May

Coordinate UK responses to requests for data from the European Commission, ICES, FAO, NEAFC, ICCAT & NAFO

Provide responses within required timescale

Disseminate payments from the EU to UK fisheries laboratories

Disseminate payments within agreed timescales

Introduce a Memorandum of Understanding (MoU) between the MFA and UK fisheries laboratories

MoU to be in place in first quarter 2009


Organisational effectiveness

Purpose

To establish and maintain the agency as a place where staff can progress professionally and deliver excellent services to customers.

To improve our operational effectiveness and to secure operating efficiencies through improved productivity and reduced cost.

This area of work contributes to the following Marine and Fisheries Agency strategic objectives:

To promote an open, diverse and fair culture in which staff are encouraged to reach their full potential •


Ensure effective delivery of services and statutory functions during transition to MMO and relocation to Tyneside

Statutory and business targets met. New HQ staff appointed and fully trained

Ensure effective collaboration with Defra and other Delivery Partners

Provide opportunities for sharing best practices, Joint Working – where appropriate – and secure efficiencies in transition to MMO HQ and relocation to Tyneside

Utilise risk-based enforcement and supporting information management system across the Agency

Ensure effective use of SEPIA and other electronic and information systems – enhance intelligence modeling system introduced

Manage the agency’s resources properly, balance the books and deliver efficiency savings

Ensure Agency budget managed to within +1% to -2%. Deliver Accounts to Group within Defra timescale

With the Audit & Risk Committee (ARC), maintain effective governance and report on the state of governance in the Annual Report & Accounts (ARA)

Obtain ARC approval for ARA 2008/09, Internal Audit Annual Report 2008/2009 interim accounts December 2009, 2009/10 audit strategy. Implement audit recommendations promptly. Obtain clean audit opinion of 2009/10 Accounts

Maintain customer satisfaction during transition to MMO and relocation of HQ to Tyneside

No decrease in overall key customer satisfaction measures in January-March 2010 compared with 2009 survey

Continue work at the national and local level building and maintaining effective lines of communication with our stakeholders

Issue of clear guidance to industry

Regular local meetings with customers and stakeholders

Establish an Information Systems (IS) Strategy for the Agency, addressing key operational requirements and opportunities for efficiency gains or savings

IS strategy in place and management structure with Other Government Departments. Planning and development of e-sales notes for implementation by May 2009 and e-Logbooks by January 2010


Sustainable Development

Purpose

To ensure that the Agency consumes no more material resources or energy than is needed to deliver its objectives, and thus to ensure that the agency’s operational delivery can be sustained without adverse impact on the natural environment.

This area of work contributes to the Defra PSA targets on the Natural Environment and Climate Change & Energy

Inward Activities Service Standards and Key Performance Indicators

Monitor and report a Sustainable Development Action Plan for the MFA

Improvement to 2008 baseline in overall performance monitored through the plan and reported to Defra

Ensure that MFA consumption and production, energy usage, and direct impact on the natural environment is sustainable

Review supplier agreements to ensure energy and material usage is controlled. Institute appropriate measures to reduce stationery consumption and travel

Establish a Sustainable Development Strategy for the MMO, subject to the passing of the Marine and Coastal Access Bill

Consult Defra and other government departments on design of MMO. Outline measures for SDAP to take through to 2011

Outward activities – see individual sections for service standards and indicators

Enforce Sea Fisheries legislation and EU marketing regime – to ensure fisheries activity is sustainable

Manage UK fishing fleet capacity – to ensure fisheries activity is sustainable

Manage UK fisheries quotas – to ensure that fisheries activity is sustainable

Fishing industry grants – to contribute to sustainability of the fishing industry and local communities

Marine environment and fisheries interference – to ensure that fishing and other impacts on the marine environment are properly regulated

Management, recording and provision of data on fishing activities and catches – to ensure that the sustainability of fisheries activity is monitored

Biological sampling – to ensure that the sustainability of fisheries activity is monitored and Marine and Fisheries Scientists have the best information available on which decisions are made

Report to the EU on fisheries management under Data Collection Regulation (EC) 1543/2000 – to ensure that the sustainability of fisheries activity is monitored

4th Floor, Ergon House, Horseferry Road, London, SW1P 2AL www.mfa.gov.uk

PB 13280

marine and fisheries agency three year business plan year

Documents