Eastern IFCA

A Message from Lord Pickles and Lord Blunkett, followed by Eastern IFCA's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Eastern IFCA is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.eastern-ifca.gov.uk

BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
46 | MID DEVON DISTRICT COUNCIL
Breaking ground in late 2018,
construction is well underway on our
town centre regeneration site, which
had been lying derelict for decades
following a number of unsuccessful
attempts by the private sector to
redevelop it. Following the approval
for a number of other projects that
are now under construction or in the
pipeline, approximately ten per cent
of local housing development under
construction during 2019 has been
built through our own development
company, with sales and marketing
now underway.
Continuous building
The future for growth delivery in Mid
Devon is looking extremely bright.
With a government-approved garden
village helping to shape strategic
housing and economic growth to the
east of Cullompton, two successful
Housing Infrastructure Fund bids to
deliver much-needed infrastructure
unlocking growth and a local plan
being finalised that includes the largest
tourism and economic development
allocation the council has ever sought
to promote, we are showing no sign of
stopping our progress.
Our sustained activity in this area
also resulted in us being shortlisted
for the 2019 Local Government
Chronicle award for driving growth.
Thisisanother example of how our
hard work has been recognised, and
this will continue to drive us on as a
part of future projects too.
All of our sustained effort and focus
on driving growth has ensured a
sea-change in delivery. From award-
winning strategies to peer-recognised
progress and commitment, we
are helping our local market to
deliver outstanding commercial
growth and stepping in to prevent
housing market failure by delivering
nationally recognised quality. We
have been bold about reshaping our
organisational resources for maximum
effectiveness too. We now own
and lead on nationally designated
growth programmes using our own
assets and balance sheet to unlock
regeneration and growth and to
deliver vitalinfrastructure.
Our effort and approach has driven
levels of economic inactivity at the end
of 2017 to a 13-year low of just 2.3
per cent and in turn pushed housing
delivery numbers in 2018 to their best
rate in 12 years. While the results of
our work are vindicating for those
of us involved, there remains more
work to come in the future. We are
confident we can successfully drive the
agenda for quality economic growth in
our local area as a result.
From award-
winning
strategies to
peer-
recognised
progress and
commitment,
we are
helping our
local market
to deliver
outstanding
commercial
growth
Hitchcocks Business Park
47EASTERN IFCA |
CIVIL SOCIETY
CEO Julian Gregory (foreground)
and Chair of the Authority
Councillor Paul Skinner
(background)
Brown crab (
Cancer pagurus
)
in Cromer Shoal Chalk Beds
Marine Conservation Zone
With a district stretching from Haile Sand Fort in
Lincolnshire to Felixstowe in Suffolk and out to six
nautical miles at sea, Eastern Inshore Fisheries and
Conservation Authority is one of the largest of its kind. Ten
IFCAs were created by virtue of the Marine and Coastal Access
Act 2009; this expanded upon the role of the previous Sea
Fisheries Committees and provided the mechanism to help
ensure clean, healthy, safe, productive and biologically diverse
oceans. CEO Julian Gregory tells
The Parliamentary Review
more
about his team’s work.
Since 2011, IFCAs have been reforming inshore fisheries management in pursuit
of their vision to 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.
Overseen by an authority comprised of county councillors and appointed members,
we work to balance the management of a sustainable and viable inshore fishing
industry with the need to protect the environment.
An understanding of national policy and local context combined with research that
informs environmental assessments enables us to develop relevant management
measures. This approach reflects our diverse marine environment while also
ensuring we are well positioned to help deliver on national policies such as the 25
Year Environment Plan.
FACTS ABOUT
EASTERN IFCA
»CEO: Julian Gregory
»Established in 2011,
predecessor organisation in
1894
»Based in King’s Lynn, Norfolk
»Services: Inshore fisheries and
conservation management
»No. of employees: 25
»East coast waters have the
most concentrated and diverse
activity in the country, are
home to over half of the UK’s
offshore wind capacity and
are covered by an extensive
network of Marine Protected
Areas, or MPAs
Eastern IFCA
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
48 | EASTERN IFCA
The importance of invested
staff
Qualified and invested staff are
crucial when it comes to balancing
environmental requirements with the
needs of the fishing industry. We have
consequently focused on recruiting the
right people and providing the right
training and development to equip
them appropriately for their roles. We
have also developed our structure
to ensure efficient and effective
use of our teams and implemented
a programme of engagement to
guarantee continued staff investment.
We have additionally developed our
processes to ensure that the right
skills are applied in the best way.
This is illustrated by our Tasking and
Co-ordinating Group, which ensures
that enforcement activity is based
upon risk assessment and intelligence
and consequently remains both
proportionate and effective.
Continued cross-body
collaboration
Our progressive collaborative
arrangements with the Marine
Management Organisation have
enhanced effectiveness through
shared accommodation alongside joint
tasking and enforcement activity, and
we continue to seek new areas for
collaboration.
In recognising the importance of
marine and coastal stakeholders’
voice when it comes to conservation
and fisheries management, we have
invested in tools that are intended
to create shared understanding and
trigger a transition from adversarial
negotiation to seeking consensus.
An example of this is the Community
Voice Method project, which we have
undertaken in partnership with the
Marine Conservation Society.
CVM sought to address disagreements
about the management of natural
resources and the fact that many
stakeholders miss the opportunity
to have their voice heard because
traditional methods of public
participation often fail to engage a
broad spectrum of people.
The objective was to open a dialogue
around the shared values that
connect people to a place, especially
in communities where stakeholders
may not feel comfortable participating
in traditional public meetings
and consultations. CVM was so
successful in its first years that we
have continued to use it as a reliable
feature of community engagement in
recentyears.
2011: a challenging landmark
year
Eight years ago, we saw the end of
a 117-year period managing inshore
fisheries as a Sea Fisheries Committee
when we became an IFCA. This move
granted us a broader environmental
remit, in turn allowing us to contribute
to sustainable development, further
the conservation objectives of MPAs
and protect the marine environment
from the exploitation of sea
fisheriesresources.
Since 2011,
the area of our
district covered
by MPAs has
increased
massively from
59 to 96 per
cent
»MPAs
An MPA, or Marine
Protected Area, is any
part of a sea, ocean or
estuary which restricts
human activity – such as
fishing – for a conservation
purpose, typically to
protect habitats and
species.
»PRIMARY AREAS OF OPERATION
Our primary fisheries include:
»The brown shrimp, which accounts for around 95 per cent of UK
landings
»Cockle and mussel fisheries in The Wash
»Crab and lobster fisheries in north Norfolk, including the famous
Cromer crab
»Fin and flatfish fisheries in Suffolk
»Important whelk fishery throughout our district
Some 200 licensed fishing vessels operate in the district, ranging from
small beach-launched open boats to port-based trawlers.
We manage the shellfisheries in The Wash under a regulating order,
undertaking annual stock surveys and an environmental assessment
to enable fishing in an MPA. Co-management with industry is a key
element of continued success.
49EASTERN IFCA |
CIVIL SOCIETY
This change saw the coastline of
our district expand from 254 to
1,046 miles – not an insignificant
increase. Despite the scale of new
responsibilities, austerity measures
meant that new burdens funding
from Defra was capped; additionally,
local authorities required a 25 per
cent reduction on the first year’s
funding to be achieved over just
fouryears.
Against this backdrop, government
policy to develop a strong, ecologically
coherent and well-managed
network of MPAs brought additional
challenges; since 2011, the area of our
district covered by MPAs has increased
massively from 59 to 96 per cent.
Alongside this, Defra’s revised
approach to the management of
fishing activity in MPAs meant that
we considered over 3,200 potential
interactions between fishing gear and
environmental features, of which some
1,800 required detailed analysis.
Striking a balance
Achieving balance was a particular
challenge; many feared that the
shrimp fishery in The Wash would
have to close, not least thanks to
legal obligations of meeting the
conservation objectives of the site.
Fortunately, close engagement with
both industry and Natural England
meant that we were able to balance
environmental protection with
maintaining a viable fishery.
Since 2011, our increased remit
combined with austerity in public
finances has presented a considerable
challenge. We strive to be progressive
by seeking opportunities to
explore new ways of working and
exploiting the benefits of being a
small organisation, which affords a
level of agility not usually found in
largerorganisations.
A new landscape for fishing
and conservation?
Leaving the EU presents new challenges
and, potentially, new opportunities.
A local industry-led initiative seeks to
exploit any “Brexit dividend” that may
be announced with a view to restoring
the east coast fishing industry to
something of its historic self.
The IFCA model, combining the
benefits of localism with the balanced
approach to fisheries and conservation
management, is championed by the
Association of IFCAs, who advocate
extending responsibility from six to
12nautical miles.
The 25 Year Environment Plan
alongside an improved understanding
of both ecosystem services and
the natural capital of the inshore
marine environment also presents
new challenges and potential
changes in approach to our
managementdecisions.
Uncertainty over the future of fisheries
management following Brexit is a
concern, but thanks to our great
team and a progressive approach, we
are excited about the future and feel
positive about the opportunities it
could bring.
We strive to
be progressive
by seeking
opportunities
to explore
new ways of
working
Fishing vessel in The
Wash
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
48 | EASTERN IFCA
The importance of invested
staff
Qualified and invested staff are
crucial when it comes to balancing
environmental requirements with the
needs of the fishing industry. We have
consequently focused on recruiting the
right people and providing the right
training and development to equip
them appropriately for their roles. We
have also developed our structure
to ensure efficient and effective
use of our teams and implemented
a programme of engagement to
guarantee continued staff investment.
We have additionally developed our
processes to ensure that the right
skills are applied in the best way.
This is illustrated by our Tasking and
Co-ordinating Group, which ensures
that enforcement activity is based
upon risk assessment and intelligence
and consequently remains both
proportionate and effective.
Continued cross-body
collaboration
Our progressive collaborative
arrangements with the Marine
Management Organisation have
enhanced effectiveness through
shared accommodation alongside joint
tasking and enforcement activity, and
we continue to seek new areas for
collaboration.
In recognising the importance of
marine and coastal stakeholders’
voice when it comes to conservation
and fisheries management, we have
invested in tools that are intended
to create shared understanding and
trigger a transition from adversarial
negotiation to seeking consensus.
An example of this is the Community
Voice Method project, which we have
undertaken in partnership with the
Marine Conservation Society.
CVM sought to address disagreements
about the management of natural
resources and the fact that many
stakeholders miss the opportunity
to have their voice heard because
traditional methods of public
participation often fail to engage a
broad spectrum of people.
The objective was to open a dialogue
around the shared values that
connect people to a place, especially
in communities where stakeholders
may not feel comfortable participating
in traditional public meetings
and consultations. CVM was so
successful in its first years that we
have continued to use it as a reliable
feature of community engagement in
recentyears.
2011: a challenging landmark
year
Eight years ago, we saw the end of
a 117-year period managing inshore
fisheries as a Sea Fisheries Committee
when we became an IFCA. This move
granted us a broader environmental
remit, in turn allowing us to contribute
to sustainable development, further
the conservation objectives of MPAs
and protect the marine environment
from the exploitation of sea
fisheriesresources.
Since 2011,
the area of our
district covered
by MPAs has
increased
massively from
59 to 96 per
cent
»MPAs
An MPA, or Marine
Protected Area, is any
part of a sea, ocean or
estuary which restricts
human activity – such as
fishing – for a conservation
purpose, typically to
protect habitats and
species.
»PRIMARY AREAS OF OPERATION
Our primary fisheries include:
»The brown shrimp, which accounts for around 95 per cent of UK
landings
»Cockle and mussel fisheries in The Wash
»Crab and lobster fisheries in north Norfolk, including the famous
Cromer crab
»Fin and flatfish fisheries in Suffolk
»Important whelk fishery throughout our district
Some 200 licensed fishing vessels operate in the district, ranging from
small beach-launched open boats to port-based trawlers.
We manage the shellfisheries in The Wash under a regulating order,
undertaking annual stock surveys and an environmental assessment
to enable fishing in an MPA. Co-management with industry is a key
element of continued success.
49EASTERN IFCA |
CIVIL SOCIETY
This change saw the coastline of
our district expand from 254 to
1,046 miles – not an insignificant
increase. Despite the scale of new
responsibilities, austerity measures
meant that new burdens funding
from Defra was capped; additionally,
local authorities required a 25 per
cent reduction on the first year’s
funding to be achieved over just
fouryears.
Against this backdrop, government
policy to develop a strong, ecologically
coherent and well-managed
network of MPAs brought additional
challenges; since 2011, the area of our
district covered by MPAs has increased
massively from 59 to 96 per cent.
Alongside this, Defra’s revised
approach to the management of
fishing activity in MPAs meant that
we considered over 3,200 potential
interactions between fishing gear and
environmental features, of which some
1,800 required detailed analysis.
Striking a balance
Achieving balance was a particular
challenge; many feared that the
shrimp fishery in The Wash would
have to close, not least thanks to
legal obligations of meeting the
conservation objectives of the site.
Fortunately, close engagement with
both industry and Natural England
meant that we were able to balance
environmental protection with
maintaining a viable fishery.
Since 2011, our increased remit
combined with austerity in public
finances has presented a considerable
challenge. We strive to be progressive
by seeking opportunities to
explore new ways of working and
exploiting the benefits of being a
small organisation, which affords a
level of agility not usually found in
largerorganisations.
A new landscape for fishing
and conservation?
Leaving the EU presents new challenges
and, potentially, new opportunities.
A local industry-led initiative seeks to
exploit any “Brexit dividend” that may
be announced with a view to restoring
the east coast fishing industry to
something of its historic self.
The IFCA model, combining the
benefits of localism with the balanced
approach to fisheries and conservation
management, is championed by the
Association of IFCAs, who advocate
extending responsibility from six to
12nautical miles.
The 25 Year Environment Plan
alongside an improved understanding
of both ecosystem services and
the natural capital of the inshore
marine environment also presents
new challenges and potential
changes in approach to our
managementdecisions.
Uncertainty over the future of fisheries
management following Brexit is a
concern, but thanks to our great
team and a progressive approach, we
are excited about the future and feel
positive about the opportunities it
could bring.
We strive to
be progressive
by seeking
opportunities
to explore
new ways of
working
Fishing vessel in The
Wash

www.eastern-ifca.gov.uk

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster