Holderness Coast FLAG strategy - East Riding of Yorkshire Council

Transcription

Sustainable Seas - Better Businesses - Closer Communities
HOLDERNESS COAST
FISHERY LOCAL ACTION GROUP
STRATEGY
2011 - 2015
AUGUST 2011
1
Contents
1. Introduction
Page 3
2. A Coastal Area with a Distinctive Identity
Page 5
3. The Holderness Coast Fishery
Page 11
4. SWOT Analysis
Page 18
5. Key Issues Affecting the Fishing Industry and its Communities
Page 21
6. The Role of the FLAG
Page 22
7. Complentarity
Page 23
8. Development of the strategy
Page 26
9. Strategic Objective
Page 27
10. Priority Themes and Programmes
Page 27
11. Delivery of the Strategy
Page 38
12. Measuring Success
Page 46
13. Cooperation and Networking
Page 47
Appendix 1 Consultation List
Appendix 2 Summary of Key Projects
Appendix 3 FLAG Board Members
Appendix 4 Partnership Agreement
Appendix 5 Application Process
2
1 Introduction
The Holderness Coast Fishery Local Action Group (FLAG) area covers all of the coastal
parishes in the East Riding of Yorkshire from Bempton and Flamborough in the north to
Easington in the south. The area encompasses the main fishing communities and resort
towns of Bridlington, Hornsea and Withernsea, together with smaller landings at
Flamborough, Tunstall and Easington (see map 1). The area has a coastline of over 40
miles, from the chalk cliffs of Flamborough Head, by way of the brown sea-washed cliffs of
Bridlington Bay to the sand and shingle banks of Spurn Point.
The FLAG area has a population of 63,761, the largest settlement and principal fishing
town being Bridlington which has a population of 35,192 while the remainder of this
relatively remote coastal area has a low density of population.
This stretch of coastline has a long tradition of looking towards the sea for its livelihood
and countless generations have made their living by harvesting North Sea fish stocks from
a variety of places such as the North and South Landings at Flamborough, Bridlington
Harbour or by sailing from the open Holderness beaches at Hornsea, Withernsea,
Tunstall, Easington and elsewhere.
For centuries, variants of the traditional north-eastern fishing coble, an ancient design said
to have Scandinavian, even Viking, origins, was the main vessel used for working the
inshore grounds but during the 20th century the Bridlington fleet deployed larger decked
vessels, whilst a number of new designs of inshore craft were also being introduced. At
the same time, sail and oar were replaced by marine diesel engines and the business of
hauling gear was also mechanised.
Fishing has always been a cyclical business and the region’s fisheries have been dominated
by the pursuit of different species in different ages. During Medieval times the Yorkshire
coast summer herring fishery was a major source of revenue to rich and poor alike, whilst
for centuries hand lining or netting of species such as cod and haddock was a mainstay of
the industry. Crabbing became increasingly important from late Victorian times and today
the lobster fishery forms a crucial element of the region’s fish trade. Throughout the
centuries, however, whatever the species pursued or the method of capture deployed, the
sea and the sea fisheries have always occupied a significant and distinctive position in the
economic, social and cultural life of the region.
As with much of the UK’s fishing industry, the coastal fishing communities of the East
Riding have suffered, with declining numbers of vessels, an ageing workforce, fewer people
working in the industry, reduced profits and decreases in the volume of the catch.
Whitefish landings throughout the NE region since 1995 have shifted towards a reliance
on shellfisheries, although even shellfish landings have declined, from just under 7000
tonnes per annum in 2004 to 3600 tonnes in 2008. Numbers of active trawlers operating
out of Bridlington have reduced from 20 vessels to nil since 1995. In Hornsea, the number
of commercial fishing vessels has halved since 1987 and in Bridlington the total volume of
landings halved between 2004 and 2008.
In recent years the development of the brown crab and lobster fishery has provided some
stability to the industry and has enabled an inshore fleet to be maintained along the coast,
notably in Bridlington (the main fishing port), Hornsea and Withernsea. There are,
3
however, a number of significant challenges facing the industry including concerns over
future sustainability and the impact of offshore wind farms.
The FLAG aims to encourage and facilitate cooperation between the fishing industry and
the various agencies which have an interest in the coast and develop initiatives in order to
secure a more sustainable future for both the industry and the towns where it is based.
The FLAG Strategy provides an assessment of the current social and economic conditions
and issues affecting the East Riding coast; looks in detail at the current status of the fishing
industry; identifies the key issues which need to be addressed through the Axis 4
Programme and sets out the main objectives and themes of the programme, together with
expected outcomes. Finally, the Strategy sets out proposals for implementation and
monitoring.
Map 1 The Holderness Coast FLAG Area
4
2 A Coastal Area with a Distinctive Identity
The Holderness Coast forms the eastern coastal boundary to the East Riding of
Yorkshire. This fragile stretch of shoreline bordering the North Sea extends over 40 miles
from Bempton in the north down to Spurn Point in the south and is particularly distinctive
because of its significant cliff erosion rates that average between one and two metres a
year1 along parts of the coast.
2.1 Population
In 2009, the East Riding of Yorkshire had an estimated population of 337,0452. Of this
figure, 63,761 people were estimated to reside along the coast, a figure that equates to
18.9% of the East Riding population.
The population of the East Riding is estimated to have increased 7.0% between 2001 and
2009. This growth is also reflected within the FLAG area with an estimated 6.6% increase
over the same period. These increases can be compared with rises of 5.7% for Yorkshire
and the Humber and 4.8% in England as a whole.
The coastal strip is comprised of 18 parishes and includes just three towns – Bridlington
(35,912), Hornsea (8,466) and Withernsea (6,309)3, which combined make up almost 80%
of the coastal population. Although Bridlington is the largest urban area in the East Riding
the coastal towns are relatively remote and isolated, serving only a 180-degree hinterland
with a relatively poor road and rail infrastructure. The overall population density of the
FLAG is low at 2.22 persons per hectare and, excluding Bridlington, drops to 1 person per
hectare
2.2 Age Structure
Table 1 below shows the age composition of the Coastal FLAG compared with the East
Riding of Yorkshire. Although since 2006-07 natural change in the East Riding has
decreased with marginally more deaths than births recorded, the population of the East
Riding has still increased as a result of net migration. Large numbers of retirees from cities
and towns in South and West Yorkshire in particular frequently opt to relocate to the
East Riding’s coastal strip in order to take advantage of the improved quality of life offered
by the area.
Table 1: Population by age band, 2009
Total
0-15
Coastal FLAG Area
East
Riding
Yorkshire
63,761
of 337,045
16-29
30-49
50-64 M
65+ M
50-59 F
60+ F
10,181
8,889
14,133
11,594
18,964
16.0%
13.9%
22.2%
18.2%
29.7%
56,859
49,772
62,297
85,459
82,658
16.9%
14.8%
18.5%
25.4%
24.5%
Source: ONS, 2009 Mid-Year Population Estimates
This trend goes a long way to explain the shift in the demographics in the East Riding over
the last 15 years. Since 1996 the estimated ratio of working-age population in the East
1
Coastal Explorer Observatory, www.coastalexplorer.eastriding.gov.uk. Accessed February 2011
Office for National Statistics, 2009 Mid-Year Estimates, 2010
3
Office for National Statistics, 2007 Mid-Year Parish Estimates
2
5
Riding has been decreasing, which starkly contrasts with increases experienced both
regionally and nationally. However, the most striking aspect to note is that the FLAG area
has, proportionately, a much higher retired population (+5.2%) than even, the above
average, local authority figure. Working-age population is 54.3% in the FLAG area, a figure
4.3% lower than the East Riding (58.6%).
For all of the age categories under 30, both the FLAG area and the East Riding have
proportionally fewer people compared with the regional and national averages, which is
mainly attributable to younger people in their twenties either accessing higher education
or seeking higher paid employment, typically outside of the East Riding.
While the gender split for the East Riding is in line with regional and national proportions,
in the FLAG area there is a 0.5% swing over the local authority figure in favour of the
female population (51.2% compared to 48.8% male), which is primarily due to greater life
expectancy amongst female retirees.
2.3 Economic Context
Gross Value Added (GVA) is the principal measure of the total value of goods and
services that a geographical area produces and is an indicator of the overall health of a
local economy. Latest figures in 2007 indicate that ‘Agriculture, Forestry and Fishing’
contributed £198 million (4.6% of total GVA) to the East Riding economy4 despite offering
just 0.2% of employment in the area. Table 2 below compares employment breakdown by
industry in the FLAG area with the East Riding, Yorkshire and the Humber and England
using the new 2007 Standard Industrial Classification (SIC).
Table 2: Business Structure by Industry Sector, 2007 Standard Industrial
Classifications (SIC)
Business Structure by Industry Sector, 2009
Industry
FLAG Area
East Riding of
Yorkshire and The
England
Yorkshire
Humber
Figure
%
Figure
%
Figure
%
Figure
%
Agriculture,
39
0.2%
206
0.2%
34,691
1.5%
340,784
1.4%
Forestry and
Fishing
Mining,
311
1.7%
958
0.8%
23,723
1.0%
247,576
1.0%
Quarrying and
Utilities
Manufacturing
1,757
9.8%
14,459
11.9%
256,943
11.0%
2,109,105
8.7%
Construction
703
3.9%
5,695
4.7%
114,026
4.9%
1,263,080
5.2%
Motor Trades
432
2.4%
2,611
2.1%
42,457
1.8%
425,873
1.8%
Wholesale
384
2.1%
5,473
4.5%
106,486
4.6%
1,013,776
4.2%
Retail
2,844
15.9%
13,260
10.9%
260,517
11.1%
2,539,583
10.5%
Transport &
445
2.5%
5,328
4.4%
107,700
4.6%
1,123,714
4.6%
Storage (Inc.
Postal)
Accommodation
2,612
14.6%
9,181
7.5%
152,289
6.5%
1,610,207
6.7%
& Food Services
Information &
213
1.2%
2,657
2.2%
63,951
2.7%
962,337
4.0%
Communication
Financial &
205
1.1%
2,017
1.7%
81,755
3.5%
933,122
3.9%
6
Insurance
Property
Professional,
Scientific &
Technical
Business
Administration
Public
Administration
& Defence
Education
Health
Arts &
Entertainment
Total
312
583
1.7%
3.3%
1,818
5,509
1.5%
4.5%
38,328
122,043
1.6%
5.2%
434,543
1,854,876
1.8%
7.7%
604
3.4%
5,154
4.2%
162,333
6.9%
1,841,805
7.6%
680
3.8%
12,774
10.5%
133,072
5.7%
1,239,032
5.1%
1,940
2,536
1,295
10.8%
14.2%
7.2%
12,917
16,109
5,639
10.6%
13.2%
4.6%
227,417
318,618
91,582
9.7%
13.6%
3.9%
2,186,163
2,924,938
1,120,369
9.0%
12.1%
4.6%
17,895 100.0% 121,765 100.0% 2,337,931 100.0% 24,170,883 100.0%
Source: NOMIS – Business Register and Employment Survey, 2009
Table 2 highlights the significant role that the public sector, manufacturing, retail and
accommodation and food services play in the economy of the FLAG area. The education
and health sectors alone provide a quarter of all employment along the coastal strip. The
East Riding appears to have an over-reliance on public sector employment with these
services accounting for 26% of GVA in the area. The coalition Government’s commitment
to cutting the national debt and in particular public sector spending poses potential
problems over the short to medium term.
The fishing sector in the East Riding is predominantly involved with catching of the
product, principally inshore and with a major emphasis on shellfish as opposed to
whitefish. At the current time 66 vessels are based in the ports and landings along the East
Riding’s stretch of coastline, employing around 145 men and achieving sales at an
estimated first sale value of £6,847,0005. In the ten months between January and October
2010, 6.1% of all shellfish landed in England and Wales by UK vessels were landed in
Bridlington (approximately 2,197 tonnes).
2.4 Skills and Economic Inclusion
The most striking feature of education deprivation in the East Riding is the coastal
dimension with particular problems evident in both Bridlington and Withernsea. The East
Riding as a whole has a reasonably well-skilled workforce compared to the national
average. However, this figure masks some geographical concentrations of low-skilled
adults, with the FLAG area experiencing particular difficulties, as Table 3 illustrates.
Table 3: Qualifications by Household, 2010
Coastal FLAG
East Riding of
Area
Yorkshire
Qualifications
Figure
%
Figure
%
Key Stage 1 Average Point Scores Per Pupil
14.9
15.5
Key Stage 2 Average Point Scores Per Pupil
27.1
28
GCSE Average Point Scores Per Pupil
397.21
431.60
Source (Above): Department for Education, ‘School and College Performance Tables’, 2009
No Household Member Has Any Qualifications
5,245
17.9%
7,387
11.6%
At Least One Household Member Has No 7,387
25.2%
25,425
18.0%
7
Qualifications
Degree Level or Above
4,176
6.5%
32,694
9.7%
Postgraduate Qualifications (MA, PhD, PGCE)
1,055
1.7%
10,816
3.2%
Trade Qualifications
6,475
10.2%
32,893
9.8%
Source: Acxiom, ‘Specialist Demographics – Qualifications’, 2010
The FLAG area is below the East Riding average in terms of education and skills, with
‘Trade Qualifications’ the only indicator marginally higher than the East Riding average.
Unemployment currently stands at approximately 4.2% in the FLAG compared to 2.3% in
the East Riding as a whole.
Overall therefore, demographic data and statistics for the East Riding clearly indicate that
there is a diversity and imbalance in relation to worklessness and other socio-economic
indicators, which significantly disadvantage the FLAG area.
2.5 Deprivation
While the East Riding has substantially less multiple deprivation than the England average,
there are concentrations of multiple deprivation in parts of Bridlington and Withernsea
where some ‘Lower Super Output Areas’ (LSOAs) fall into the highest quartile for
deprivation, ranked against the 32,482 LSOAs in England. In such deprived areas, there is
generally evidence of a high dependence on benefits and income support: typically,
educational attainment and skill levels are low; crime rates are relatively high and many
people experience problems with ill health.
2.6 Housing
Classic economic geography notes the importance of locating businesses close to
appropriately skilled labour markets and, likewise, part of the decision making process for
households and individuals is often the desire to be closer to employment opportunities.
The Bridlington sub-area demonstrates a high level of self-containment (nearly two-thirds
of all re-locations are to elsewhere within this sub-area), in addition to a high proportion
of in-migrants from outside of the East Riding. This sub-area has 2,855 social housing units,
the highest number in the local authority area, which is often associated with high levels of
deprivation, unemployment and unskilled jobs.
The proportion of over 65’s in this area is much higher and the greater proportion of
bungalows, flats and maisonettes in the FLAG area is shown in Table 4.
Table 4: Household Type, 2010
SemiBungalow Detached Terraced
Flat
Maisonette
Detached
FLAG Area
9,176
5,773
5,708
5,078
3,058
480
31.3%
19.7%
19.5%
17.3%
10.4%
1.6%
East Riding
50,539
23,365
38,096
23,607
10,125
802
of Yorkshire
34.5%
15.9%
26.0%
16.1%
6.9%
0.5%
Source: Acxiom, ‘Specialist Household Demographics’, 2010
Just 70.0% of properties in the FLAG area are owned compared to the East Riding average
of 77.8%. Rented housing in the FLAG area from the council (13.1%), Housing
Associations (2.7%) and Private Renting (14.2%) are all higher than the East Riding average.
8
2.7 Environment
Coastal Change and flooding are the two
major environmental issues directly
affecting the FLAG area. Parts of the East
Riding’s coastline are the fastest eroding in
northern Europe. Constant weathering
and the undermining of the soft boulder
clay Holderness cliffs are resulting in a loss
of coastal material. As a consequence, 1-2
metres of land per annum is being
removed over the length of the coast. These processes also have a direct bearing on the
protection of internationally important nature conservation sites in the estuary and
beyond. A ‘roll back’ policy for both caravan and holiday home parks, houses and
farmsteads potentially susceptible to coastal erosion has been introduced in recent years
to provide guidance to residents and businesses seeking planning permission to replace
and re-locate their dwellings.
2.8 Transport
As illustrated in Table 2, FLAG area employment in the ‘Transport and Storage’ sector is
significantly lower than the local authority, regional and national averages. This is mainly
due to the lack of road and rail infrastructure along the East Riding coastal strip.
Bridlington is the only town in the FLAG area to be connected to the national rail
network, whilst other coastal towns/villages are connected by only a limited bus service. In
total there are just three A-roads connecting the East Riding coast to the surrounding
area; Bridlington on the A165 Hull-Scarborough road and from the west by A614.
Withernsea is served from the west by the A1033.
2.9 Tourism
Coastal (or seaside) tourism still plays an important role in the overall tourism industry in
the East Riding. Overall, seaside tourism in the East Riding and Scarborough areas
supports 11,400 jobs and produces an estimated GVA of £!65 million (see Table 5).
Table 5: Economic Contribution from the Tourism Industry in Coastal Areas
Resort
Number of Jobs
% of Jobs In Area
Estimated GVA
Supported by
In Tourism
Attributable To
Seaside Tourism
Seaside Sector
Seaside Tourism
(£)
Bridlington
2,200
17%
£34 million
Withernsea
500
24%
£9 million
Hornsea
400
17%
£8 million
Skipsea Holiday
400
59%
£5 million
Park
East Riding of
3,500
£56 million
Yorkshire
North Yorkshire
7,900
£109 million
Source: Seaside Tourist Industry in England & Wales, Fothergill & Beatty et al, 2010
9
The 2008 Hull & East Riding Economic Impact of Tourism Dataset compiled by Visit Hull
& East Yorkshire reported that the East Riding received:
• 478,114 domestic overnight visits;
• 87,964 overseas overnight visits
• 13.1 million day trips.
The above figures demonstrate the significant contribution tourism makes to the local
economy. However, a 2009/10 Yorkshire Tourist Board survey reported that the
‘seaside/coast/beaches’ sector was seen as the least enjoyable visitor “offer” in the region
with just 4% of the vote. Therefore in order to ensure tourism becomes a sustainable
economic sector, the East Riding must diversify the coastal offer to generate new types of
visits, strengthen other tourism character areas to increase their contribution and
encourage the development of new tourism attractions.
The local fishing industry forms an important element of the attraction of the three main
resorts, adding local colour and vitality , providing a visible link to the heritage of the
towns and providing a quality food product to be used in local restaurants, hotels etc
2.10 Off shore Wind Farms
The UK is committed to delivering 15% of its energy needs from renewable sources by
2020 (currently 5%). A significant step up in the speed and scale of renewable energy
development is required in order to meet this target and one of the principal means of
doing this is seen to be the development of onshore and offshore wind farms.
Offshore wind development in the UK has followed three phases or Rounds. Round One
and Round Two sites, approved in 2000 and 2003 are now mostly built or under
construction with the total installed capacity expected to reach 8GW. The Round Three
development process, launched in June 2008 could result in the construction of up to
25GW of additional offshore wind capacity.
Around 50% of the country’s developable offshore wind energy is located off the east
coast of England and the best sites for supporting offshore wind are in shallower, near
shore waters of less than 50 metres. However, this results in potential conflicts with
migratory species such as birds and cetaceans, fish spawning grounds, commercial fishing
and major navigation routes.
Major proposed wind farm sites close to the Yorkshire coast are:
•
The Humber Gateway (42 to 83 turbines) by E.ON UK which covers an area of 35km2
and is located 8km from the coast.
•
Westermost Rough (35 to 80 turbines) by DONG Energy which covers an area of
35km2 and is located 9km from the coast.
•
Dogger Bank (9,000 turbines) by the Forewind Consortium and covers an area of
6,598km2 and is 198km from the coast, and
•
Hornsea (4,000 turbines by SMartwind Limited) which covers an area of 4,075km2 and
is 99km from the coast.
10
These developments, valued at many billions of pounds are very significant investments for
the region which, combined with the potential for the manufacture of wind turbines locally
(Associated British Ports proposals for Alexandra Dock in Hull in association with
Siemens) offer real opportunities for job creation and community benefit.
From the point of view of the FLAG they represent both an opportunity and a threat.
The local fishing industry is rightly concerned about the impact in both the short and long
term which the construction of these wind farms will have on the fishery, in particular, on
known lobster breeding grounds. The FLAG intends therefore to closely involve the
various wind farm companies in its work in order to minimise disruption to the fishery,
secure benefits where appropriate and to work with the companies to ensure that the
developments assist the sustainability of both the fishery and the coastal communities.
Map 2 Round 1 & 2 Sites
Map 3 Round 3 Sites
Zone 3 – Dogger Bank (Seagreen Wind Energy Ltd)
Zone 4 – Hornsea (SMartWind Ltd)
Source: http://www.thecrownestate.co.uk/offshore_wind_energy
3 The Holderness Coast Fishery
3.1 A Rich Heritage
Sea fishing is one of the crucial activities which define the unique identity of this region. It
has been ingrained in the economic, social and cultural fabric of this stretch of coast for
many centuries: the tithes paid by fishermen on their landings, for example, were a
significant source of wealth for magnificent local monastic houses, such as Bridlington
11
Priory and Meaux Abbey. The lost port of Ravenser Odd, washed away in the 1360s and
situated close to the modern Spurn Point, was one of the most important herring towns
in England, a major centre for landings from the Yorkshire summer herring fishery, a trade
which attracted medieval merchants from across England and continental Europe.
By the later eighteenth century many of the region’s inshore fishermen sought cod,
haddock, ling, skate and occasionally halibut amongst other species with long lines which
were baited with shell fish often collected by their families. They often worked the same
inshore waters as their modern counterparts whilst others ventured further afield: some
Flamborough fishermen, for example, operated large three-masted sailing luggers which
laid their fishing gear much further out to sea, on grounds off the Dogger Bank. Others
voyaged south every autumn to join the great East Anglian herring fishery and sold their
catches to Yarmouth merchants.
The fish caught on the Yorkshire coast was traded far and wide. Fresh fish was distributed
across the East Riding and on to Hull, York and West Riding towns. At Flamborough,
substantial quantities of salt dried cod were produced every summer and consignments
were sold to merchants who traded it on to the Iberian Peninsula and Mediterranean,
occasionally Spanish ships came up this coast to buy such dried fish direct from the locals.
Flamborough salt cured cod was often of such high quality that by the 1820s the Edinburgh
based British Fisheries Board paid local processors a government bounty for their work.
During the nineteenth century railways and steamships revolutionised the sale and
distribution of fish and revitalised all branches of the local fishery, not least the taking of
herring. Some of the herring caught locally were packed between layers of salt in barrels
for export to central and eastern Europe whilst others were smoked as kippers, a staple
Victorian and Edwardian breakfast food in many inland towns and cities.
Some of the first experiments with deep-sea trawling in the northern North Sea were
organised locally by Colonel Ralph Creyke of Marton Hall near Flamborough in 1817 and,
later, large numbers of trawling smacks frequented the fishing grounds off these coasts.
The so-called California Grounds off Flamborough Head were first trawled around the
time of the famous 1849 American Gold Rush. By the late nineteenth century Bridlington
Bay fishermen also came to specialise in trawling with cobles.
The high point of the region’s inshore fisheries was probably reached in the 1880s when
large numbers of fishermen from all communities also worked the crab and lobster stocks,
many of which were despatched across the country by railway and, much later, road.
During the first decades of the twentieth century sail was gradually replaced by engine as
the coble fleets were motorised and then Bridlington gradually built up a fleet of larger
motor vessels. From the 1890s the inshore grounds were superintended by the North
Eastern Sea Fisheries Committee.
Local fishermen have always dealt with the uncertainties of weather and waves whilst
harvesting the seas – countless numbers have lost their lives whilst fishing -but they have
also had to contend with the ravages of war. In the eighteenth century this took the form
of incursions by enemy privateers but in the twentieth century, they found themselves on
the front-line of the maritime conflict in both world wars. Enemy activity was at its height
off this coast during the Great War and many fishermen and also the larger vessels were
often drafted into war time service to counter mine and U-boat activity. The seabed off
12
the Yorkshire coast remains a veritable battleground, still covered with the wreckage of
fishing craft, merchant vessels and warships.
Although the modern East Yorkshire fisheries are highly regulated and have borne their
brunt of the problems associated with stock denudation in the North Sea, they retain a
vital streak. The region’s fishing effort is currently specifically focussed on taking lobsters
and Bridlington has emerged as the country’s leading shell fish port. Though they
increasingly share the North Sea with other economic activities, the fishermen sailing from
this coast are still hunters at heart and work the same grounds frequented for centuries
by their ancestors using an accumulation of knowledge and understanding that has been
passed on from generation to generation.
3.2 An industry in transition
The Holderness Coast fishery has seen significant change in the recent past with the
decline of whitefish stocks and restrictions on effort which has resulted in the
development of the current shell fishery with its focus on brown crab and lobster.
Bridlington is now the most important port for lobster landings in the UK and one of the
most significant in Europe. Most of the lobster originating from the fishery is exported to
mainland Europe (primarily France, Spain and Portugal) where the locally caught product is
highly valued.
Table 6 Inshore landings for the Holderness Coast 2009 (Kilograms)
Hauled
Edible
Lobster
Velvet
Whelk
521,685
619,185
186,516
6,287
5,453
99,950
35,672
14,223
1,250
0
3,819
4,311
5,712
0
0
217,931
37,529
66,192
63
0
Withernsea
30,704
10,048
9,199
359
0
Spurn Point
3,150
3,621
1,382
0
0
Tunstall
2,210
452
369
0
0
Bridlington
Flamborough
Easington
Hornsea
The Holderness Coast fishery is important in socio-economic terms, supporting
approximately 66 vessels and 145 men. The area contains approximately 45,000 registered
commercial pots and the fishery is dependant upon the exploitation of edible crab and
lobster. A spring crab fishery is targeted from March-May, before fishing effort diverts to
lobster as the main target species from April-October. A further winter crab fishery is
targeted through October-December. Both velvet crabs and whelks are taken as by- catch
with some targeting through the winter and spring periods. Previously there was a
significant fishery for both however this has declined markedly since the early 2000’s.
Some offshore areas of productive ground are still exploited, producing small tonnages of
landings into the district, mainly through Bridlington.
13
Table 7 Inshore Effort for the Holderness Coast 2010
No. of boats
No. of Men
42
97
33,750
Hornsea
7
14
4,440
Tunstall
2
4
250
Withernsea
9
18
4,850
Easington
2
4
1,100
Spurn Point
1
2
500
Bridlington
No. of Pots
Partly because of the success of the export industry and
the high value of lobster, secondary processing of shellfish
is not highly developed in the local area, even though
some of the UK’s major fish product manufacturers are
based in the Humber region (notably Hull and Grimsby).
The local fishing industry, while much reduced in importance over the decades, still plays
an important role in giving these towns vitality and a particular character which is
important in attracting visitors.
The following section provides a description of the coastal fishery by port in the East
Riding3
Flamborough (North and South Landing)
Three cobles supporting 6 fishermen are full-time from the North Landing, three further
beach boats are seasonally active from the South Landing. Combined these vessels set a
total of 1600 pots to target the mixed shellfish fishery throughout the year. Nets are used
for cod, taking by-catches of ling, rays, pollack, whiting and sea bass from autumn until
spring. In spring and summer, two beach boats from South Landing set gill nets for cod
and other roundfish, and nets are also set for flatfish, particularly sole. Two cobles from
North Landing also take out angling parties and sightseeing trips.
Bridlington
42 vessels target shellfish all year round up to 75 miles from port,
each setting up to 2500 pots for brown crabs and lobsters,
whereas the smaller vessels in the fleet, including cobles, minikeel-boats and fast-workers, set up to 800 pots each from spring
onwards. In 2010 the fleet supported 97 fulltime fishermen
3
The Coastal Fisheries of England and Wales, Part 5: A Review of Their Status 2005 - 6
14
working 33,750 pots and an estimated further 40 quayside positions. During the colder
months, 8 boats set cod nets and one vessel uses longlines. From spring onwards, flatfish
nets are set along the Holderness coast for sole, sea bass, plaice, turbot and rays, plus a
by-catch of crustacean.
There are no longer any dedicated trawlers based at this port. One vessel periodically
works trawls combined with scallop dredges between October and June.
Twelve licensed fishermen use mainly T and J-nets to catch sea trout and a few salmon.
Hornsea
7 beach boats of 5-9 m are active throughout the year
supporting 14 fishermen. The mainstay of the fleet is
potting targeting brown crabs and lobsters with an
estimated 4440 pots altogether. Several boats use large
mesh nets outside of the 5m depth contour for cod and
whiting during winter, although stormy weather and strong
tides significantly reduce effort.
Tunstall and Withernsea
11 beach boats regularly fish from this exposed
coastline and are joined by many more during the
summer, working up to 400 pots each for brown
crabs and lobsters and also netting for flatfish. Some
of these boats also use cod nets in winter and spring,
when fishing is often restricted by the weather.
Two licensed netsmen fish for sea trout with T-nets.
Spurn Point, Kilnsea and Stone Creek
One beach-launched boat fishes full-time throughout the year, setting nets for cod and
flatfish weather and tides permitting. Pots are set out to a few miles offshore for brown
crabs and lobsters. Several part-time boats set pots and the occasional net in the summer.
Several angling boats are active during the weekends.
Five permits are available from October to April to target sea bass through the use of
fixed intertidal nets from Flamborough to Withernsea. The fishery has been certified
sustainable by the Marine Stewardship Council and total average landings are less than 5
tonnes. The majority of sales are to local high end restaurants and gastro-pubs achieving
average prices of £9.50 per kilo. A further sub-tidal fixed net fishery has been created to
provide limited sustainable access for <10m vessels to target sea bass within the 5m depth
contour. 2011 will be the inaugural season where licenses will be issued in October to
allow access through to April 2012.
Holderness Coast Fishery 2003-2010
Boats
Men
Pots
2010
66
145
46,490
2008
59
144
49,680
15
2006
2005
2004
2003
67
82
56
58
145
160
146
149
50,190
44,100
37,402
36,210
As with much of the UK fishing industry, the coastal fishing communities of the East Riding
have suffered with declining numbers of vessels, fewer people working in the industry and
decreases in the volume of catch. This decline has been compensated somewhat by an
increase in the value of landings and in particular, locally, by a shift from white fish to
shellfish landings.
The operation of the days at sea regime, reductions in the totals allowable catch and falling
quotas have had a significant impact on the local industry. These challenges, combined
with skills/labour shortages, a lack of training, an ageing fleet and an ageing workforce have
led to a reduction in the importance of the industry to the local economy. This, in turn,
has diminished the importance of the industry to the local communities and increasingly
there is a disconnection between community and industry.
Local fishing businesses have increasingly focussed on increasing the value of the catch
rather than focussing on volume alone. This trend has been driven by largely negative
factors (management measures, increased operating costs etc) but also by market
demands for better quality, higher value products.
Despite its contraction, many of East Yorkshire’s communities rely upon fishing activity to
provide income, either directly or indirectly. The generally rural nature of these
communities and their distance from alternative employment opportunities, means that
the contraction of fishing has had a disproportionate effect on these communities. As
noted above, this is evidenced by the Index of Multiple Deprivation which shows that
some of the most deprived areas of the East Riding are centred on the coast, particularly
in Bridlington and South East Holderness.
3.3 A Future for the Industry?
The cyclical nature of the fishing industry over the centuries has already been referred to,
and the industry continues to change and adapt to new circumstances. At the current time
the industry faces a number of new challenges.
Wind farms
Rounds 2 & 3 of the Crown Estates wind farm consents have identified several sites within
the FLAG boundary for development. Westernmost rough (R2), Humber Gateway (R2,
consented), Dogger bank (R3) and Hornsea (R3) sites all fall within the established fishing
grounds of the fleet located within the FLAG. Current EIA surveys have led to significant
temporary displacement during the main lobster season as developers and fishermen both
target good weather periods for their operations. Mobile gear fishermen will see
permanent loss of grounds, however its application in the inshore sites (Westernmost
Rough and Humber Gateway) is limited as this is the main static fishery ground. Concerns
have been raised that the developments will impact on resident and migratory shellfish
populations as both Humber Gateway and Westernmost Rough are located on grounds
associated with the new shelling movement and good all year round fishing ground. A
further concern is that upwelling caused by the structures location may disrupt the water
column and impact the settlement of shellfish larvae.
16
Marine Conservation Zones
The Marine and Coastal Access Act (2009) identified the requirement for the UK to
develop an ecologically coherent network of Marine Protected Areas. Net Gain is one of
four regional Marine Conservation Zone (MCZ) projects in England that is working with
stakeholders to identify Marine Conservation Zones and is the regional project covering
the FLAG area. The estimated timescale suggests that the protected areas will be
designated during 2012.
Net Gain Recommended Marine Conservation Zones and Reference Areas
Source: Net Gain Website
The third iteration document from Net Gain identifies several potential MCZ’s within the
FLAG boundary (RAYH1, RAYH2, RAYH4 NG6, NG7, NG8, NG9, NG10, and NG12).
Until the guidance document under development by Natural England is received
restrictions within the proposed areas can only be speculated. Initial indications are that
Reference Areas will be left to return to a natural state. It is also anticipated that bottom
trawling mobile gear types will be heavily restricted due to their abrasive impact on the
seafloor and specific features targeted for conservation. This suggests that further
displacement of the fishing industry will occur, however, unlike wind farm developments
there will be no compensation for loss of grounds and it appears there will be permanent
restrictions and/ or exclusions for certain gear types from these area.
Further Challenges
Increasing fuel and bait prices have led to a change in fishing practices where some
skippers have restricted days at sea, increased the soak period of their gear and reduced
the amount of bait used in pots to conserve funds. During periods of low landings when
traditionally the industry would have worked, there have been instances of entire crews
signing on for benefit as prohibitive costs have led to operations not being cost effective
to operate.
With the transition from targeting whitefish to shellfish the industry has seen increasing
competition for the limited shellfish stock. With improvements in technology, the
longevity of pots has increased and their lifespan has allowed vessel owners to invest in
more pots rather than continual replacement. This has led to a significant rise in the
number of pots worked by all vessels across the fleet, for example cobles with a track
record for 400 pots, now have more than 1000 in the water.
Under the current quota system for whitefish several vessels within the FLAG region have
had their category A licences restricted. A consequence of this restriction is that classical
fishing techniques are being lost as experienced skippers retire without the opportunity to
17
pass these skills on to new starters. Long-lining, pelagic trawling, turbot lines, push netting,
beach netting and shrimp trawling to name but a few are all techniques which are
becoming less common within the FLAG region.
Despite these challenges, the industry is adapting to these changes in the fishery.
There has been significant dialogue with wind farm developers, where negotiations have
decreased the impact of their operations, allowing access to the fishing grounds during
productive months and securing appropriate compensation for displacement. In the long
term conservation schemes and environmental monitoring has been agreed to ensure
there is no long term impact on the stocks. There is also the potential for the industry to
be involved in contract work in association with the wind farms, providing crew transfer,
guard duties or part of the environmental monitoring schemes.
The Net gain MCZ project is stakeholder led with several fishing representatives on the
local hubs, allowing fishermen the opportunity to engage and agree MCZ locations rather
than simply having sites imposed upon them. There is also a socio-economic impact
assessment so the potential impact of any MCZ site is being assessed.
Although the fishery is now dependent on shellfish stocks, there is a movement within the
industry to maximise the quality and value of the catch rather than increase landings.
Provenance, quality assurance and sustainable certifications and systems are all ideas
proposed by the industry to maximise the potential of the current landings.
4 SWOT Analysis
Through the consultation period the key strengths, weaknesses, opportunities and threats
for the Holderness Coast fishing communities were analysed:
Strengths:
• The East Riding of Yorkshire fishing industry has benefitted from
a strong export market for shellfish and a plentiful supply of
stock, due to the good habitat for crabs and lobsters in the
North Sea, with no current potting quotas for this type of catch.
• There is minimal competition for inshore fishing and a good
geographical spread of landing sites for fishermen
• Each coastal town has an existing tourism market with varying
levels of infrastructure (i.e. transport links, promenades, parks
etc) and accommodation offered.
• The varied coast line offers tourists and residents access to key
wildlife conservation sites.
• The three coastal resorts of Bridlington, Hornsea and
Withernsea benefit from established Renaissance Partnerships
with long term plans in place, which are in the process of
delivering a number of projects to improve the economic vitality
of the area.
• Other projects benefiting the coastline include the East Riding
Coastal Change Pathfinder Project and the LEADER Coast
Wolds Wetlands and Waterways programme.
• Many local communities have a heritage of families in the fishing
18
Priority level
High
Medium
Medium
High
Medium
Medium
Low
industry (although these links are not as strong as they once
were) and there is strong community cohesion and loyalty to
place within the local populations.
Weaknesses:
• While the strong export market mentioned above is seen as a
strength, it has also led to a lack of business innovation to
diversify and increase product value.
• A lack of resources to implement plans and industry
coordination compounds this problem.
• Geographically there is a limited range of economic
opportunities along the coast because of its peripherality and
distance to markets.
• Historically there has been a lack of direct support from the
public sector for the industry, i.e. minimal sector specific
business support being offered.
• There is also a lack of knowledge on medium and short term
stock trends leading to a short term gain approach to fishing
which could risk the long term future of the industry and the
potential to increase the value of the catch.
• Most of the costal resorts and towns suffer from areas of poor
quality public realm and a lack of signage and interpretation.
•
Tourism opportunities are also limited by inadequate road and
rail infrastructure; for example there is no A road to Hornsea
and no rail link to Hornsea or Withernsea.
• Opportunities to link tourism and the fishing industry, which has
been successful in places like Cornwall, have been limited due to
a lack of facilities near landing sites.
• There are pockets of deprivation, particularly in Bridlington and
Withernsea, and an ageing workforce.
• There is a lack of local awareness and support for the fishing
industry within the community.
• Many are not aware of the scale and importance of the East
Riding fishing industry, particularly for lobster.
• The above issues create difficulties in recruiting and there is also
a large gender imbalance in the industry.
• The strong sense of place loyalty within the towns can lead to a
sense of competition between them, potentially restricting the
level of joint working that has taken place in the past.
Opportunities:
• Building a reputation and stronger brand identity would increase
catch value and create an opportunity to grow and diversify the
tourism market, for example by bringing more people to the
area to access nature through boat trips and cycle ways etc
• By raising the awareness of the ‘Local Food’ agenda (within the
local communities and visitors), through markets, festivals and
events, this will reinforce the role of fish in a healthy diet and the
benefit of having fresh fish and shellfish available in the local area.
• The local industry could build on an increasing awareness of food
provenance through labelling and branding.
19
Priority level
High
High
Medium
High
Medium
Medium
Low
Medium
Medium
Medium
Medium
High
Low
Priority level
High
High
High
To increase the popularity of less popular species in order to
safeguard current traditional species.
• The East Riding coastline has an opportunity to diversify and
grow the secondary processing industry to increase the value of
the stock locally rather than relying solely on export.
• By increasing the job opportunities in the area and an awareness
of the industry it will become more realistic to engage school
leavers in the fishing industry.
• Plans being progressed by the Renaissance Partnerships along the
coast could create new opportunities for the sector in future,
particularly plans for a new slipway and fishing compound in
Withernsea, which has been approved for EFF Axis 3 funding.
Threats:
• One of the key threats facing the industry is rising fuel costs,
which will lead to reduced industry profits and reduced visitor
travel.
• Others issues facing the industry include supermarket
procurement trends driving down prices, a lack of investment in
the fleet (ageing boats and equipment), potential new quota
restrictions, and conversely overfishing leading to stock
depletion.
• Workforce issues include an ageing workforce, compounded by
an out migration of young people from the area, and lack of
skilled marine engineers to support the fleet.
• Environmental changes, including climate change (affecting sea
temperatures) and the erosion of the coastline, are concerns for
the future of the industry.
• Offshore development may also prove to be a threat with the
potential disruption caused by planned offshore wind turbines.
• Financial restrictions, regarding the delivery of new projects and
improvements, due to the economic downturn could set the
industry back further; for example a lack of match funding to
deliver infrastructure improvements for the industry.
• The continuing trend towards pre-packed/ processed food is
leading to a severely reduced market for raw fish products.
•
Medium
High
Medium
High
Priority level
Low
High
Medium
Low
High
High
Medium
5 Key Issues Affecting the Fishing Industry and its Communities
Following from the SWOT analysis, a number of key issues have been identified affecting
the industry, the fishing communities and the development of tourism in the area, which
the strategy needs to address.
•
Sustainability of the Shell Fishery
As has been noted earlier in this report the shell fishery is not currently subject to
quota restrictions, the only control on the fishery being the size of lobster which can
20
be landed. The lobster fishery is currently the subject of a an MSC accreditation
process. However, it is very likely that a quota type system, based on a “rights based”
management system will be introduced by the Government. This means that the
fishery needs to focus on increasing the value of the catch rather than catching more.
As has been noted earlier, most of the lobster caught on the Holderness coast is
exported to Continental Europe; the aim would be to increase the value of the local
catch throughout the supply chain.
•
Poor Infrastructure
The relative remoteness of the Holderness Coast combined with relatively poor
facilities for the industry reduces its efficiency. This includes the lack of cold storage
facilities in Bridlington, the need for a new slipway and fishing compound in
Withernsea, an extended fishing compound in Hornsea, together with improved
storage facilities for lobster in Withernsea and Hornsea. The lack of these facilities
results in operational difficulties and affects the quality/value of the product.
•
An Ageing Workforce
There are significant problems in attracting young people into the industry, partly as a
result of the public perception that it has little future. This is compounded by a lack of
awareness within local communities of the importance of the industry and the
opportunities which it presents. There is also a need for locally accessible training
facilities.
•
The Need to Diversify
The industry is traditional and conservative in its outlook and there is a need to raise
awareness within the industry of the opportunities to diversify; to assist businesses in
exploiting new opportunities through investment and developing the capacity of
businesses.
•
Potential Conflicts
As has been noted earlier, significant investment will be made in
the next few years in offshore wind farms and it is vitally
important that this development takes into account the needs of
the local fishing industry. Both the industry and the wind farm
companies are represented on the FLAG board and the Group
will therefore provide a forum for discussion and debate. In addition the wind farm
companies have indicated their wish to support the work of the FLAG financially and
there is scope for the industry to become more involved in the future operation and
management of the wind farms e.g. through guard duties.
Other potential conflicts include the balance of Axis 4 funding going to non-fishing
related activities, including community based activities and tourism. The FLAG has
been closely involved in the development of the Strategy from inception and have
agreed that there needs to be a balance between Axis 4 funded activities if the wider
benefits of the Programme are to be realised. However, there is an understanding that
if the industry is to continue to be actively engaged in delivery that some key fishery
related projects need to be delivered early in the Programme.
21
•
Marine Planning and Conservation
It is recognised that a more consistent and coordinated approach is required to
marine planning and to the conservation of natural resources and the FLAG will wish
to play an active part in the development of marine planning and other conservation
proposals which affect the fishery. The MMO have chosen The East Inshore and East
Offshore areas as the first areas in England to be selected for marine planning. The
East Inshore area includes a coastline that stretches from Flamborough Head to
Felixstowe. Several of the FLAG members will be included in the consultation process
in relation to marine planning.
•
Community Engagement
The relationship between the fishing industry and the local communities has changed
over recent years with what is now seen as a disconnect between the two. This is
partly as a result of changes in demography in these communities and also a lack of
knowledge and understanding of the importance of the sector. An aim of the strategy
should therefore be to renew the industry’s relevance to these communities and use
the industry to assist more pro-actively the economic development of the fishing
towns as well as creating new job opportunities.
•
Sustainable Tourism
While current fishing activity does provide an attraction for visitors this is not well
exploited and yet the image of many of the coastal towns could be enhanced by
connecting them to what is a high quality and upmarket fish product. There is also the
opportunity to exploit the current interest in nature tourism through developing the
facilities for people to understand and enjoy the coastal scenery and inshore waters.
6 The Role of the FLAG
The FLAG is seen as a partnership of interests providing mutual support and benefits to a
range of organisations, the fishing industry and the coastal communities. The FLAG acts as
a ‘voice’ for the local industry and associated interests but also acts as a catalyst for
change and innovation addressing the issues of both the industry and the coastal
communities.
The fishing industry is one which has been sustained over many centuries and which still
has great relevance today. It is a traditional industry and, much like farming, has
developed its own tried and tested practices over many generations. One of the key roles
of the FLAG is to engender and facilitate necessary change which results in a more
sustainable industry.
Another key role is to represent and develop the interests and aspirations of coastal
communities in the East Riding. Many of these communities have suffered socially and
economically as a consequence of declining traditional industries such as farming, fishing
and seaside tourism and have struggled to find a new role which would give them greater
prosperity.
22
The links between the fishing industry and tourism have long been recognised, evidenced
by the attraction which working harbours have for visitors. But these links could be
stronger and, in the case of the Holderness coast, the benefit of having one of the most
important lobster fisheries in Europe could be better exploited. Equally, over time and as
a result of changing demographies, the sense of ownership which communities once felt
for their local fishing industry has been eroded and the FLAG has a key role in developing
and strengthening these linkages.
The FLAG and the relatively limited resources which it brings will not change things
overnight but it is hoped that it will result in a process of change leading to sustainable
improvements to both the industry and the coastal communities.
The FLAG is not working in isolation in this endeavour as, for many years, the process of
adaptation and change has been led by broadly based Renaissance Partnerships focussed
on Bridlington, Hornsea, Withernsea and South East Holderness. These provide a
mechanism for engaging these communities and delivering key projects.
7 Complementarity
A European initiative which is complementary to the European Fisheries Fund is the
Coast, Wolds, Wetlands and Waterways RDPE LEADER Programme, a successor to
LEADER PLUS (now completed). This programme covers a large part of the East Riding
and areas of North Yorkshire. The central aim of this programme is to utilise the
unrealised potential of the area’s heritage and culture to stimulate the local economy. The
programme has a budget of £2.8m for the period of 2009-13 A Local Development
Strategy has been agreed with a number of key projects including:
•
Maximising business opportunities.
•
Building the capacity of rural communities.
•
Stimulating growth of the cultural and creative sectors.
•
Building on the potential of the area’s natural heritage opportunities, and
•
Developing the facilities and networks of activity to improve understanding and
connectivity to local heritage and landscape.
Because of the geographical overlap between the Leader and FLAG areas and the
complementary aims of the two programmes, care has been taken in preparing the FLAG
Strategy, not to duplicate Leader activity. The FLAG’s key role is in assisting the
sustainability of coastal communities and the fishing industry, therefore its focus is largely
distinct from Leader which will not directly deliver against the keys aims of the FLAG
strategy. The two programmes however can and should complement each other and offer
benefits through the sharing of administrative and financial processes. Consistency and
complementarity between the programmes will be ensured through overlap of
membership of the Leader Local Action Group and the FLAG and common management
structures within East Riding of Yorkshire Council. The FLAG will build on the pro-active
co-operative approach taken by the Leader CWWW programme and work with other
UK based FLAGS to share experience and best practice.
23
The East Riding Regeneration Strategy identifies three categories of area requiring
intervention (these are also incorporated in the Sustainable Community Plan and the Local
Area Agreement). The coastal towns of Bridlington, Withernsea and Hornsea are in the
top two priority categories, resulting in resources and staff being allocated to the coastal
towns in order to support and develop Renaissance Partnerships, create long term
renaissance strategies and annual action plans, and deliver a broad range of capital and
revenue projects, from, for example, a Learning and Skills Programme in Holderness to
major capital projects such as the refurbished Spa in Bridlington (worth circa £17million).
The overall aim is to further the economic, social and environmental well being of the
coastal towns and their hinterland. These Partnerships are working alongside the FLAG
(each is represented on the FLAG) providing advice, information and a close working link
to local communities. Equally the individual town Renaissance Co-ordinators will assist
with the delivery of the Programme and provide a conduit for community consultation /
involvement.
Applications have been made to the ERDF Programme, under Priority 3 Objective 1, (e.g.
the Holderness Multipurpose Centre which will offer culture, leisure and business facilities
on Hornsea’s Seafront). In many cases these projects will support the wider aims of the
FLAG strategy, but this funding is not available to deliver against the fishery specific
objectives and is also focussed on larger capital projects not offering the mix of
approaches we believe are required to deliver a comprehensive strategy. East Riding of
Yorkshire Council also leads, and acts as accountable body for the Humber Technical
Assistance programme, which supports organisations in the Humber to access ERDF
funding. The Council is therefore well placed and has sufficient technical expertise to
ensure that there is clear separation between different EU funding streams.
An INTERREG IV b North West Europe bid is presently being developed but is currently
only affecting Beverley within the East Riding of Yorkshire. This work is providing the
Regeneration & Funding Team with valuable skills and experience in developing
transnational projects which could be applied to the work of the FLAG as appropriate.
ERYC has also applied to the EFF Axis 3 programme for two projects in Withernsea, the
Slipway (EFF funding approved) and the Fishing Compound (EFF application approved).
Axis 3 projects are also being considered in Hornsea to improve the facilities provided in
the Fishing Compound. Through the FLAG we hope to assist these projects as well as
local businesses and organisations to make further bids into these grants schemes. This is
to provide a holistic approach to the development of a sustainable fishery along the
Holderness Coast. (Note officers involved in these projects are also supporting this
application).
In December 2009, ERYC was selected as a Coastal Change Pathfinder authority and
secured £1.2 million from the Department for Environment Food and Rural Affairs (Defra)
Coastal Change Fund. The Pathfinder is part of the consultation on the draft Coastal
Change Policy for England, which has been established to test innovative approaches to
help coastal communities to adapt to coastal change. The Pathfinder project runs from
December 2009 until spring 2011. The Coastal Change Pathfinder is pertinent to the East
Riding as the Holderness coastline has a well recorded history of rapid cliff erosion. The
East Riding Coastal Change Pathfinder (ERCCP) has been developed to provide practical
support and guidance to those groups and isolated individuals who have been identified as
being most vulnerable. The Pathfinder does not seek to provide compensation for loss,
but rather provide assistance to those who are seeking to adapt to the impacts of coastal
24
change in the East Riding. Outcomes from the ERCCP will be reported to Defra to inform
the final Coastal Change Policy for England. The Council will continue to lobby for these
and other approaches to be enshrined in a longer-term package of support to help coastal
communities on an ongoing basis past spring 2011.
Marine Planning is underway for the East Coast Inshore and East Offshore areas as
referred to previously in section 5. The FLAG wishes to play an active part in the
development of marine planning and other conservation proposals which affect the fishery.
Although the proposed Hull, East Riding Scarborough LEP is still not fully endorsed by
Ministers, there is, pro tem, a shadow LEP and its interim Board is meeting every 6 weeks.
East Riding of Yorkshire Council Regeneration and Funding team is responsible for LEP
policy in addition to the development of European programmes for the East Riding
referred to above, which provides a direct relationship and is enabling the interim FLAG
to have a clear understanding of the context it will be operating in. To further
demonstrate this, the Economic Development Service as a whole is also responsible for
the Flamborough Head to Gibraltar Point Shoreline Management Plan 2 and development
of a revised Integrated Coastal Zone Management Plan. The LEP proposal made reference
to the existing importance of agriculture, fishing and the associated food and drink
processing industries and the importance of rural and coastal tourism. The LEP's priorities
include: increasing private sector investment in existing and emerging business sectors,
including food and drink and creative and cultural; a joined up approach to developing and
promoting the area's tourism offer and the further development of the Yorkshire Coast
brand. Both Scarborough Borough Council and East Riding of Yorkshire Council are also
members of the approved York North Yorkshire LEP, which also prioritises the food and
drink and tourism sector
A Local Economic Assessment (LEA) has been undertaken in line with the Local
Democracy, Economic Development and Construction Bill (Nov 2009). This was
published in March 2011 and will be refreshed annually. The LEA provides an evidence
base to inform and justify Local Enterprise Partnership proposals and will be used by the
LEPs to generate policy as well as inform the Council’s Economic Development Strategy.
The LEA highlights the significance of the contribution of the fishing sector to the GVA of
the coastal area and identifies several common issues facing the industry along the coast,
including white fish stock depletion, controls on fishing effort, relatively poor landing
infrastructure and the need to diversify the industry. In addition to the fishing industry,
seaside tourism and the visitor economy are highlighted as positive attributes that can be
built on, taking advantage of the Yorkshire Coast’s established reputation as a leisure and
tourism destination, “stay-cations” and increased visits from overseas, hotter summers
and the tourism assets.
The election of the Conservative led coalition government to office in May 2010 has seen a
major change in economic policy, nationally, regionally and locally. The new government has
highlighted two issues it considers urgent national priorities: tackling the budget deficit and
rebalancing the economy away from public sector dependency towards private sector
growth. The regional-led method of delivering economic policy has been replaced by the ‘Big
Society’ concept with an emphasis on local business and communities identifying locally
specific solutions to issues. The Localism Bill, published in December 2010, will set the
foundations for the Big Society by radically transforming the relationships between central
government, local government, communities and individuals. The provisions will devolve
25
greater power and freedoms to councils and neighborhoods, establish powerful new rights
for communities, revolutionise the planning system, and give communities much more control
over housing decisions. The essence of the Big Society is to help local communities achieve
their own ambitions; this is the fundamental ethos behind the development and delivery of
the Holderness Coast FLAG strategy.
8. Development of the Strategy
The FLAG strategy has been developed through a ‘bottom up’ approach, which means
local stakeholders have been directly involved in and shaped its development. A number
of tools have been used to gather information and ideas from local people, including those
working in the fishing industry, those supporting the fishing industry in the public and
private sectors and local community or voluntary groups. These tools included a widely
distributed FLAG Newsletter containing a project ideas form which people could
complete and send in, a workshop event for stakeholders from various sectors and
organisations, a number of one to one interviews to capture various perspectives and
ideas at a detailed level (including visits to landing sites to talk directly to fishers and other
representatives of the fishing industry), and the FLAG meetings themselves which have
involved a number of invited guests to spark discussion within the group in order to
identify the key issues, themes and aims for the strategy. See Appendix 1 for a list of all
organisations and groups involved in the consultation process.
The Holderness Coast FLAG has benefited from the long term development of
Renaissance Partnerships in the three main towns along the coast, Bridlington, Hornsea
and Withernsea. These are locally based cross sector partnerships which aim to make
their towns and surrounding areas better places to live, work, visit and invest in.
Renaissance and regeneration strategies have been developed, or are currently in
development, in each town. Therefore a considerable amount of baseline research and
community consultation has already taken place to highlight the key social and economic
issues facing the towns, which has been fed into the FLAG Development Strategy.
Representatives from each Partnership have joined the FLAG to ensure that they are fully
engaged in the process.
By involving such a diverse range of individuals and organisations in the development of
the strategy the FLAG has already been able to engender a shared understanding of the
main issues and opportunities surrounding the Holderness Coast fishing communities.
This groundwork has meant the development strategy is based on realistic and deliverable
objectives.
26
9 Strategic Objective
Based on evidence gathered and the consultation process, the Strategic Objective of the
Holderness Coast FLAG programme has been agreed as:
To increase the contribution that the local fishing industry can make to the
sustainable social and economic regeneration of the East Riding’s coastal
communities.
10 Priority Themes and Programmes
In order to achieve the Strategic Objective, an Option Appraisal has been undertaken
to decide on the best approach to delivering the Strategy. Based on this and the SWOT
analysis, three main Priority Themes have been identified (for more detail see the
Outline Business Plan):
Priority Theme 1
Securing a sustainable fishing industry
Priority Theme 2
Developing the area’s tourism potential
Priority Theme 3
Creating stronger communities
Potential Programmes of Activity necessary to deliver these priorities have also been
identified, together with likely partners, milestones, resources and outcomes. Whether
the whole of this programme of activities can be delivered within the Axis 4 Programme
period will depend on a number of factors, including the level of Axis 4 resources made
available to implement the Strategy, the availability of match funding and the resources
required to support and facilitate project development and implementation.
The Programmes of Activity have been drawn from the extensive consultation which has
preceded the preparation of this Strategy and are considered realistic assuming an
increasing level of EFF resources over the Programme period and strong partner
involvement. Examples of potential projects are referred to; some of these already have
project sponsors while others will need to be facilitated/commissioned by the FLAG.
These projects may change and develop during the course of the Programme depending
on resources available and the continued work of the FLAG in identifying changing
priorities. Some others may be funded under other Axes of the European Fisheries Fund
and the FLAG envisages a major role for itself in signposting and helping to facilitate
applications under other Axes.
The Priority Programmes and Potential Projects, together with information about
costs, outputs and timescales are summarised in Appendix 2.
Priority Theme 1
Securing a sustainable fishing industry
The local industry faces a number of significant challenges if it is to be sustained over the
medium to long term. Many of the factors which will affect the industry will not be
determined locally but at National or European level. What is clear, however, is that the
local industry needs to adapt and develop if it is meet these challenges and the FLAG can
help to facilitate that change.
27
a) Sustainability Programme
The aim of this Programme is to sustain stock levels, reduce waste and improve the
quality and therefore the value of the catch.
Potential Projects include:
Development of a lobster centre/hatchery to ensure retention and improvement of stock
levels and provide a visitor attraction
Continuation and extension of the lobster V-notching programme
Scientific research related to the Holderness Coast Fishery
“Care of the catch” initiatives, including improvements to on-board working practices,
training, improved equipment, storage of product and means of transport
Eligible Measures:
1, 4, 5 and 6
Potential Partners include:
The industry*
NEIFCA
Bridlington Harbour Commissioners
ERYC
University of Hull
Energy Companies
YWT
VHEY
Timescales:
Lobster Centre/Hatchery: 2013/2014
Other: 2012/2014
* Note: “The industry” is used generically to refer to various sectors of the fishing
industry including catching, processing, retailing etc.
b) Diversification Programme
The aim of this programme is to encourage the exploitation of alternative species,
improve the profitability of businesses and develop new sources of income
Specialised business support to the industry, including assistance for EFF funding, advice
and support for business development and diversification
Start-up and small business finance – small grants scheme to assist catching and processing
sector to diversify and develop (linked to business support and planning)
Realising opportunities associated with development of wind farms (e.g. guard vessel
activities)
28
Introduction of new methods to fish alternative species (e.g. new equipment) including
mussels, prawns, shrimps, squid and bass, and improve first sale value (e.g. crab meat yield
sensors)
Pesca tourism
The industry
Off shore wind farm developers and operators
Sirius (business support)
ERYC (Inward Investment and Business Services)
Natural England
NEIFCA
Colleges
Hull University
Eligible Measures:
1, 2, 3 and 4
Timescales: 2012/2015
c) Promotion and Branding Programme
The aim of this programme is to add value to the catch through promoting the local
“brand” and raising awareness of the quality and availability of the local product
Press and media campaign
Development of a recognised local identity/brand for the fishery and its products
Provenance labelling
Quality Mark including development of criteria to judge quality of live crustacean shellfish
and improve selection procedures
Development of direct local retailing
Web marketing and information about the local product, its sustainability and provenance
Supply chain development including development of waterless distribution systems and
investigation of new markets
International marketing
Eligible Measures:
1and 4
The industry
Regional Food Group
Seafish
NEIFCA
Retailers
29
Hull & Humber Chamber of Commerce (Bridlington)
ERYC Business Services
Local Food Network
d) Secondary Processing Programme
The aim of this programme is to add value and increase local job opportunities through
new product development and local manufacture
Identifying market opportunities in retail, hospitality and food service sectors
Identifying production partners
Bench testing new products (e.g. crab cakes, pastes and terrines)
Market testing new products
Manufacture of speciality seafoods
Eligible Measure:
1
The industry
Regional Food Group
Seafish
Regional and national seafood processors
Local hotels and restaurants
East Riding College
ERYC (Inward Investment and Business Services)
Local Food Network
e) Training Programme
The aim of this programme is to provide the necessary skills to run the local industry
efficiently and develop new business opportunities
Development of accessible industry related training programmes (e.g. engine maintenance
and repair, GRP repair, 24v electrics, fork lift, watch keeping, skipper tickets)
Whitby Training School outreach –apprenticeship programme
“Taster” sessions to encourage up-take of training
Development of school and college based training relating to industry
30
Eligible Measures:
1 and 2
The industry
East Riding College
Bishop Burton College
Whitby Training School
ERYC Education
MCA, Fire Service, RAF Search & Rescue etc.
NFFO
Local Food Network
f) Infrastructure Programme
The aim of this programme is to improve the basic infrastructure of the ports and landings
to enable the industry to operate efficiently (likely to be primarily Axis 3)
Potential Projects include
Development of new fishing compound and dedicated slipway at Withernsea
Extension of Hornsea fishing compound
Provision of vivier tanks
Provision for bait and pot storage
Eligible Measure:
1
The industry
Withernsea Town Council
ERYC
Priority Theme 2
Developing the area’s tourism potential
The coastal towns and villages of the East Riding together with the varied landscape of
cliffs and beaches provide a positive attraction for day and staying visitors. This landscape
also forms the habitat for a wide range of fauna and flora which has an increasing tourism
value. The activities of the fishing industry, whether port or shore based, along with their
product have, for centuries, provided a draw to visitors. There is a need to maximise the
benefit of these assets through the development of information and interpretation
facilities, development of water based leisure activities, nature tourism and events and
festivals which celebrate the area’s heritage.
31
a) Nature Tourism Programme
The aim of this programme is to increase visitor spend and length of visit through the
development of improved information and interpretation facilities focussing on the natural
assets of the coast and seas
Development of coastal, seafood and maritime heritage themed information and
interpretation at key tourist locations including Flamborough Head, Bempton Cliffs, Spurn
Point, Bridlington, Withernsea and Hornsea
Development of cycling and pedestrian routes along the coast
School visits, workshops and guided walks focussing on fishing and maritime heritage
Extension of marine wildlife themed boat trips
Enabling access to sites
Eligible Measures:
1, 2 and 5
The industry
Yorkshire Wildlife Trust
RSPB
Flamborough Head Environmental Assets Group
ERYC
Withernsea Town Council and Renaissance Partnership
Hornsea Town Council and Renaissance Partnership
Bridlington Town Council and Renaissance Partnership
Visit Hull and East Yorkshire Tourism Partnership
b) Sailing, Leisure Boating and Angling programme
The aim of this programme is to maximise the economic potential of access to the sea to
promote sea and beach angling, sailing and private and commercial leisure boating
Development of additional floating pontoons in Bridlington Harbour for leisure boats
Development of beach and sea based angling competitions and associated facilities
Promotion of charter fishing boats
Development of facilities and training for dinghy sailing, water sports and sea kayaking
Development of competitive water sports activity including sailing events to national
standard
32
Eligible Measures:
1, 2 and 5
ERYC
Charter fishing boats
Hornsea Inshore Rescue
Sailing Clubs
Angling Trust
Visit Hull and East Yorkshire Tourism Partnership
Royal Yorkshire Yacht Club
Bridlington and Flamborough RNLI
c) Catering and Hospitality Programme
The aim of this programme is to raise the awareness of local, regional and national
businesses in the food and hospitality sector of the availability of quality shellfish from the
Holderness coast and provide training and incentives to encourage its use. The Bridlington
Regeneration Strategy has already highlighted the current low profile of the Bridlington
“catch” and the need to develop marketing and branding campaigns to raise awareness,
and increase consumption in the local area and visitor economy.
Campaign to raise awareness of availability and preparation of seafood using the web,
social media, film and print
“Buy local” and “meet the buyer” initiatives
Fishing trails/ tours / “meet the fishermen” events
Training of chefs in preparation and use of shellfish and other locally caught seafood
Best seafood restaurant award
Eligible Measures:
1, 2 and 4
The industry
East Riding College
Seafood restaurants
Seafish
ERYC
Local hoteliers, restaurants, food outlets, etc
VHEY
Local Food Network
33
d) Festival and Events Programme
The recently published East Riding Cultural Strategy 2011-2015 highlights the economic
potential of festival development. Themed festivals and events can be a powerful attraction
for visitors and can be used to promote local seafood and local businesses. The
“maritime” theme can also encompass heritage, wildlife, environmental sustainability,
cooking, music and the visual arts. The potential for maritime related cultural activity in
coastal towns has been highlighted in the East Yorkshire Coastal Product Development
Plan, which was produced by Visit Hull and East Yorkshire Tourism Partnership (2009), in
Bridlington Renaissance Town Charter, developed by residents of the Town in partnership
with Yorkshire Forward (2005), and also in Renaissance Town Plans for Hornsea and
Withernsea.
A co-ordinated programme of seafood and maritime themed festivals
Regional showcase events for buyers from shops, supermarkets, restaurant chains etc.
Arts related events and works celebrating the maritime heritage of the area
Temporary exhibitions of topical maritime related subjects e.g. wind farms
Attendance at local and regional shows (e.g. Driffield and Great Yorkshire Shows)
Eligible Measure:
5
The industry
Bridlington Town Council and Renaissance Partnership
Hornsea Town Council and Renaissance Partnership
Withernsea Town Council and Renaissance Partnership
Natural England
English Heritage
Regional Food Group
Seafish
Off shore wind farm developers and operators
Leader programme
East Riding Cultural Partnership Events and Festivals Action Group
Visit Hull and East Yorkshire
Energy Companies
Local Food Network
34
e) Maritime Heritage Programme
The aim of this Programme is to interpret, develop and improve the maritime heritage of
the area. The heritage of the coastal towns is intimately associated with the development
of them as both fishing ports and seaside resorts and both have left a legacy in the form of
harbours, landing sites and facilities, promenades, open spaces, parks and gardens, shelters
etc. Improvements to public realm, the development of new and improved tourist facilities
and “telling the story” of the towns’ fishing, maritime and seaside heritage will assist the
towns attract new visitors and help to create a new image for the resorts.
The potential for maritime related heritage activity in coastal towns has been highlighted in
has been highlighted in the East Yorkshire Coastal Product Development Plan, which was
produced by Visit Hull and East Yorkshire Tourism Partnership (2009), in the Bridlington
Renaissance Town Charter, developed by residents of the Town in partnership with
Yorkshire Forward (2005), and also in Renaissance Town Plans for Hornsea and
Withernsea.
Development of signage, information and interpretation facilities about the maritime
heritage of the area
Public realm improvements in key seaside locations e.g. promenades, parks and gardens,
harbour etc
Development and improvement of tourist facilities related to the sea and seashore
Eligible Measure:
5
ERYC
Town Councils
Private sector
English Heritage
Local Renaissance Partnerships
Visit Hull and East Yorkshire
Museums
Energy Companies
LEADER
University of Hull
Priority Theme 3
Creating stronger communities
A key aim of the Axis 4 Programme in the East Riding is to re-establish what was, at one
time, a very close relationship between the fishing industry and local communities. The
benefits of doing this are two-way; the industry would benefit from recruiting local young
people and highlighting the continued importance of the sector to the coastal area and the
communities would benefit from a renewed sense of identity and importance.
35
a) Education Programme
The aim of this programme is to develop a co-ordinated set of activities to be delivered
into primary and secondary schools and FE colleges to raise awareness of the fishing and
marine sector, to provide appropriate vocational training and facilitate career
opportunities. There is also potential to develop residential courses to capture regional
and even national interest, and generate additional income to support local delivery
activity.
Development of an educational resource pack for year groups 5-8 linked to various parts
of the curriculum
Specialised career advice
School and college based vocational courses, including catering and hospitality
Young person’s sea angling club
Adult Education courses in seafood
Seafood kitchen
Coastal Observatory/Education Centre as base for field trips (aimed at schools, colleges
and Universities)
University of Hull based research
Eligible Measures:
4 and 5
Local schools
ERYC
East Riding and Bishop Burton Colleges
Angling Trust
Hull University
Wind farm developers
b) Community Activity Programme
A more broadly based community programme than the education programme but with
similar aims – for the industry’s continued importance to be recognised and for the
community to have a greater sense of ownership and pride in it. To be delivered through
a small grants scheme.
Community events and festivals
Industry run local events – e.g. charity BBQs on the beach, Seafood Festival
Fishermen into schools
36
Fishing weeks
Information boards and exhibitions
Leaflets and information sheets
Local recipe cards/books
Sea shanties
Eligible Measure;
5
The industry
Local schools
ERYC
Natural England
RSPB
Bridlington & Flamborough RNLI
Parish and Town Councils
c) Media and PR programme
The aim of this programme is to provide a stream of information about local events,
activities and news about the FLAG and its programmes, the work of the industry and the
fishing communities.
Press releases
Social media including Facebook and Twitter
Web site
Newsletter
Street banners
Themed “welcome” signs
Eligible Measure:
5
The industry
ERYC
Town Councils
37
FLAG member organisations
Energy Companies
d) Delivery Programme
An integral part of Axis 4 Programme is the way in which it is seen as a “bottom up”
community based approach and this principle has underpinned development of the
Strategy. Equally, the delivery of the programme needs to follow the same principle to
ensure continued community engagement.
Employment of a FLAG co-ordinator
Capacity building for FLAG members, the industry and potential project sponsors
Community workshops
Local office premises providing a “shop front” for the FLAG
Other administrative costs e.g. room hire, printing, travel
Visits to other FLAG areas to benefit from their experience
Eligible Measure:
3, 5, 7, 8 and 9
The industry
Town and Parish Councils
ERYC
Project applicants
11 Delivery of the Strategy
11.1 Introduction and background
The need to assist the local fishing industry has been recognised for some years, firstly
with the establishment of the Yorkshire Coast Fishing Forum in 1998 and subsequently the
merger of the Forum with the Humber Seafood Group to form the Yorkshire and
Humber Seafood Group. This Group was largely funded through Yorkshire Forward and
with the withdrawal of funding from this agency, the Group is no longer active. The need,
however, to provide a forum for the industry, assist co-operation and co-ordination and
address issues around sustainability remains. The establishment of the FLAG provides a
timely focus for this work and Axis 4 funding a significant resource to implement some
key initiatives.
The Strategy provides a context for this work and will be used to assess the need for and
eligibility of specific projects.
38
11.2 FLAG membership
The FLAG in a “shadow” role has been meeting since May 2009 and has been directly
involved in bidding for FLAG status and in the development of the Strategy. Membership
of the FLAG Board now stands at 18 members and includes representatives from the
following;
The fishing industry, including the catching, processing and selling sectors
Other private sector
Business support
East Riding of Yorkshire Council
Town Councils
Bridlington Harbour Commission
North Eastern IFCA
University of Hull
Recreational angling
Seafish
Natural England
RNLI and Hornsea inshore rescue
Offshore wind energy companies
A full list of Board Members is included at Appendix 3
11.3 Partnership agreement
A Partnership Agreement has been developed covering the work of the Group including
such matters as the purpose and objectives of the Group, governance and accountability,
financial and risk management, review processes and dissolution procedures. A copy of
the draft Agreement is attached at Appendix 4. All members of the FLAG board will be
asked to sign up to and agree to abide by the terms of the Agreement.
11.4 FLAG board and sub-groups
The FLAG has a broad representation of interests and this is seen as necessary if it is to
be representative of the fishing sector, community interests and the wide range of
organisations having an interest in the coast and the fishing communities.
The FLAG Board is seen therefore as the principal body of the Group and will be the
body which makes key decisions on matters such as the Strategy and Project approvals.
It is seen as desirable however for the main Board to be supported by Sub Groups based
on the three Priority Themes, in order to provide specialist advice to the Board, to
facilitate project development in accordance with the Strategy, to assist the Co-ordinator
in their work and to provide additional links into the community and local business.
The three Sub Groups are;
•
Fishing Industry Sub Group
39
•
•
Tourism Sub Group
Community Sub Group
Representation on these Groups will include members of the Board but the opportunity
will be taken to include other specialist representation. The Sub Groups will only meet as
required and will be “task and finish” orientated.
An early role for the Sub Groups will be in expediting potential projects in their theme.
11.5 Role of the co-ordinator
The appointed FLAG Co-ordinator will play a pivotal role in the work of the FLAG.
The Co-ordinator will;
•
•
•
•
•
•
•
•
•
Administer the work of the FLAG Board and its Sub Groups
Assist in the implementation and review of the Strategy
Promote awareness of the Group and its activities
Assist in the integration of individual business activities and the actions of public
bodies
Assist the development of projects and programmes under Axis 4
Provide support and advice to local businesses and organisations with regard to
EFF and other Axes
Provide the main contact between the FLAG and project applicants
Monitor the progress of projects including outputs, outcomes and spend
Be the principal contact between the FLAG and the MMO
11.6 Facilitating projects
The FLAG aims to create new jobs and new economic opportunities within the fisheries
sector and within the fishing communities. Direct involvement of the private sector is
therefore crucial to the successful implementation of the programme. It is recognised
however that many of the actions which the Strategy seeks to develop are innovative, may
not be deliverable by a single individual, business or organisation and may not come
forward at all without the active intervention of the FLAG. Many of the potential projects
will require a partnership approach and this will take time and resources to develop. The
role of the Project Development Officer is seen as important in raising awareness of the
Programme, building engagement, facilitating joint working and encouraging project
applications.
It is also recognised however that, in order to generate confidence in the FLAG and
demonstrate its effectiveness, it is desirable to implement some key projects as soon as
possible.
In order to secure the development and implementation of projects which fit with the
Strategy and its aims Sub Groups have been established based on the three Priority
Themes to generate and guide project development.
It is proposed to consider projects on the basis of a continuing rolling process, without
prescribing set dates for submission and appraisal. Given the tight timescales set by the
EFF Programme this is considered to maximise flexibility and speed of project
40
development and delivery. It is anticipated that there will be an initial open call for
applications in August 2011.
The relevant Sub Group and Project Development Officer will help to facilitate initial
expressions of interest and provide advice to the applicant/s prior to submission of a
formal application to the MMO/FLAG The aim is to assist the development of proposals
which are closely aligned with the Strategy and are most likely to have a successful
outcome.
11.7 Decision making
The FLAG will have a role in assisting the development of projects, but will also formally
agree whether or not the project is in accordance with the Strategy and, following formal
technical appraisal by the MMO, whether the project should be supported financially. It is
envisaged that the full Board of the FLAG will make this decision based on advice from the
MMO and the FLAG Co-ordinator.
It is anticipated that the final decision of the Board will be made by consensus, though
provision is to be made for a formal vote if necessary. Any representative on the FLAG
Board having an interest in the project will be asked to leave the meeting while a decision
is made on the application. The terms of reference for Board Members code of conduct
will be included in the Partnership Agreement.
11.8 Project Application Process
The MMO and the six English FLAGs have agreed a process for considering project
applications under Axis 4.
The purpose of the Expression of Interest is to allow potential applicants a means to
establish whether, at an early stage, their proposal is likely to be eligible and, if so, to
provide support for its development.
The formal application for funding will be registered with the MMO, and the Business
Relations Team (BRT) at the MMO will be responsible for formally checking the eligibility
of the project, providing advice to the FLAG on the application and, following a decision
by the FLAG, issuing the terms of the decision letter. The BRT will also be responsible for
monitoring progress of the project and issuing the grant.
The FLAG’s principal roles, following submission of the application will be to consider,
firstly, whether the proposal accords with and supports the development of the Strategy
and, following eligibility checks by the BRT, whether it should be approved for grant aid. In
assessing applications the FLAG Board will use a system of scoring to assess impact of the
proposal. The decision letter will be issued in the name of the FLAG in accordance with
the conditions required by the MMO.
Where the FLAG Board decides that an application is not worthy of support a full
explanation will be provided to the applicant of the reasons for the decision and efforts
will be made to work with the applicant to improve the effectiveness/ impact of the
project.
41
11.9 Financial and programme management
The Priority Programmes and Potential Projects are summarised in Appendix 2. This
includes the potential costs of programme delivery, likely Axis under the EFF Programme,
recommended intervention rates, eligible measures (under Axis 4), outputs, outcomes and
timescales.
This indicates a total Holderness Coast FLAG Programme (inclusive of all EFF Axes and all
private and public sector funding) of £4.4m, with a total EFF contribution of £2.4m
Of this, £1.4m (or 32% of the total programme costs) is to be attributed to EFF Axis 4.
The remaining £1m is split between Axes 3 and 2 for infrastructure and secondary
processing programme activities. £775k of this has already been secured from Axis 3 for
the Withernsea Boat Compound and Slip way. More details can be seen in Appendix 2.
11.10 Financial Profile 2011-2015
The anticipated financial profile for total project costs is indicated in the table below:
Programme
Sustainability
Diversification
Secondary
Processing
Promotion and
Branding
Infrastructure
Training
Festivals &
Events
Catering &
Hospitality
0
0
20
40
135
47
400
40
45
23
Aprox.
Total Cost
£,000
600
150
0
30
70
150
50
300
0
400
0
20
1200
25
30
150
25
30
150
25
20
0
25
100
1,900
100
0
40
40
35
35
150
5
10
25
35
25
100
10
250
20
100
20
40
30
0
30
400
100
25
25
50
50
150
0
20
40
30
10
100
5
10
5
5
5
30
5
15
25
35
20
100
5
65
60
35
35
200
373
4,480
2011
£,000
Sailing, Leisure
Boating and
Angling
Nature tourism
Maritime
Heritage
Education
Programme
Media & PR
Programme
Community
Activity
Deliviery
Programme
2012
£,000
430
1,790
2013
£,000
797
11.11 Equal opportunities
42
2014
£,000
1,090
2015
£,000
There are very few women working in the fishing industry at any level and, increasingly,
there are very few young people seeking a career in the industry. The catching sector of
the industry is, of course, both physically demanding and dangerous; substantial investment
is required to start up and progression within the industry is difficult.
In terms of generating new job opportunities for both young people and women a focus
on land based employment related to the industry is seen as a key aim of the Strategy.
This could take many forms, from employment in the manufacture of speciality foods, to
retailing, promotion and marketing, through to catering and hospitality in the hotel, pub,
restaurant and corporate business sectors.
The delivery of the programme will operate within the established UK legal framework
covering equalities and the FLAG will ensure the pro-active promotion of equality at all
stages of programme implementation. Specifically, the FLAG will seek to prevent
discrimination on grounds of gender, race or ethnic origin, religion or beliefs, disability,
age or sexual orientation.
All applications for support will be equally judged on their merits by the FLAG and
unsuccessful applicants will be informed by letter as to why their application failed, to
ensure transparency in the assessment process. No conditions on approvals will be
required which a person of any particular gender would find it difficult to comply with.
11.12 Sustainability
The sustainability of the Holderness Coast fishery is at the heart of this Strategy, because
without this there is no future for the industry. Balancing the commercial needs of fishing
with an ecological approach which preserves natural habitats and sustains fish stocks is,
however, difficult and the Strategy takes as a premise the need to fish less (or not more)
while adding value to the fish which is landed.
Environmental benefits that could emerge from the Programme include;
•
•
•
•
•
•
Developing a long term infrastructure programme for the ports and landing sites
in the area which results in reduced waste and discards
Creating new opportunities for the study of marine bio-diversity, coastal erosion,
off-shore energy and marine conservation, including schemes that involve fishers in
conservation and monitoring
Improving public awareness of marine conservation and its impact on everday life
Improving seafront/port public realm and visitor interpretation facilities
Providing a forum for the discussion of issues around marine conservation,
environmental sustainability and local policy making
Improving the awareness of the fishing industry to the requirements of ensuring an
environmentally sustainable fishery
11.13 Innovation
Underpinning the whole of the Strategy is the recognition that the local fishing industry
and the coastal communities need to adapt and change if they are to survive and prosper.
This requires innovative thinking, a desire to adopt new ways of working and the
development of new business models.
43
The opportunities are there for the industry, but existing and potential new businesses
require help and support to adapt. A key element of the Programme is therefore business
support and every encouragement will be given to businesses to come forward with
innovative ideas and projects. With innovation comes risk and potential failure, but it is
seen as a role of the FLAG to back innovation, particularly where more conventional
methods of funding are not available.
Consideration will also be given to the ‘bankrolling’ of projects where the applicant is not
able to fund the grant element in advance. This might particularly apply to small
community organisations and small businesses.
44
12 Measuring Success
12.1 Monitoring and Evaluation
The FLAG Co-ordinator will ensure that project sponsors are familiar with the conditions
of any grant offer and associated reporting requirements including the need for progress
reports.
The FLAG Board will receive regular reports from the Co-ordinator on progress with
individual projects and the FLAG programme as a whole, in terms of commitments, spend
and physical progress. The information on individual projects will be based on claims and
progress reports submitted to the MMO from beneficiaries and from regular
communication with projects sponsors, including visits as appropriate.
Where issues are raised regarding lack of progress; by the MMO, by project sponsors or
by the FLAG Board, the Co-ordinator will undertake to investigate and report and be
available to assist project sponsors.
An Annual Review of the Programme will be undertaken and reported to the Board on
the anniversary of the start of the Programme.
12.2 Review of the strategy
Significant resources have been devoted to the development of this Strategy and the FLAG
acknowledges the help and support it has had from a number of agencies including the
East Riding of Yorkshire Council, the University of Hull, the North Eastern Inshore
Fisheries and Conservation Authority, a number of local businesses and agencies and the
MMO. Extensive consultation has taken place through workshops, interviews and
questionnaires to establish priorities for intervention and to engage key players in the
process.
Nonetheless, it is acknowledged that the Strategy can be no more than a snapshot of the
situation at this time and that circumstances and opportunities will change and the
Strategy may need to be adapted to meet these new requirements. It is also hoped that in
the course of the next twelve months additional resources may be brought into the Axis 4
Programme. It is proposed therefore to formally review the Strategy at the end of 2012
(following completion of the Annual Review) in order to consider progress and priorities
and to adjust, as necessary, procedures and the financial profile of the Programme.
It is also hoped and expected that the FLAG model will have a place in the development of
European financial support post 2013 and that success in the current Programme will
result in continued intervention potentially requiring further reviews in the future.
12.3 Legacy
The current Axis 4 Programme has a relatively limited duration with projects being able to
be committed until the end of 2013 and with spend until the end of 2015. It is however
hoped to put in place projects which have a lasting legacy.
45
At the end of the Programme the social, economic and environmental benefits of the
FLAG will be seen in terms of;
•
•
•
•
•
•
•
•
•
•
Improved working practices
A stimulus to investment in the local industry including new and diversified
businesses
Increased values for local fish products leading to a more sustainable industry
A raised profile for the industry in the local community
An improved visitor economy with longer stays and higher spend
Greater community awareness and engagement with the local industry
Improved training and career opportunities
Development of new markets
Improved infrastructure, and
Improved public awareness of marine conservation and environmental
sustainability
All projects will need to meet the requirements of EFF and the MMO in terms to
recognition of funding (through logos, publicity etc).
13 Cooperation & Networking
The Holderness Coast FLAG is mindful of the fact that we are one of a large number of
FLAGs across Europe tackling the same or very similar issues and is therefore keen to
learn from the experience of FLAGs across Europe and benefit from the support and
information provided through FARNET (the Fisheries Area Network).
Due to the limited time period and funding available, this strategy does not propose to
deliver any transnational projects through the FLAG, during the lifetime of the Axis 4
funding, but opportunities to benefit from peer support and mentoring programmes
promoted through FARNET, or across the UK FLAGs (supported by the MMO), will be
pursued.
It is expected that reciprocal visits to UK FLAGs to learn from their experience will be
arranged for both FLAG members and, where appropriate, project applicants.
46
Appendix 1 Consultation List
Organisations who were either interviewed, took part
received/responded to the newsletter and Project ideas form:
Local Fisherman (Withernsea)
Local Fisherman (Hornsea)
Chairman of Bridlington Harbour Commissioners
Bridlington Independent Shellfish Cooperative
Sirius Business Advice and Training
Seafish
Recreational Sea Angling
Smartwind
LEADER CWWW LAG & W&SEHRP
Withernsea RNLI
ERYC Cabinet Member for Environment and Planning
IFCA
Hull University, Marine Studies
Logistics Institute, Hull University Business School
Natural England
ERVAS
Pure Training Solutions
Health Trainers
Natural England
Hornsea Area Rural Transport
Humber & Wolds Rural Community Council
Hornsea Renaissance Partnership
Withernsea Renaissance Partnership
Bridlington Renaissance Partnership
NHS Public Health Lead (Older People)
Regional Food Group
Hull University
Team Humber Marine Alliance
Renewables Network
North Cliff Boating Club (Hornsea)
Town & Parish Councils
Aldbrough Parish Council
Atwick & Bewholme Parish Council
Mappleton Parish Council
Skipsea Parish Council
Hornsea Town Council
Easington Parish Council
Holmpton Parish Council
Hollym Parish Council
Rimswell Parish Council
Roos & East Garton Parish Council
Lissett and Ulrome Parish Council
Barmston and Fraisthorpe Parish Council
Carnaby Parish Council
Bridlington Town Council
47
in
workshops
or
Flamborough Parish Council
Bempton Parish Council
East Riding of Yorkshire Council Departments:
ERYC Tourism Department
East Riding Rural Partnership
Local Food Network Officer
Rural Communities (village halls etc)
LAT & Health & Wellbeing Group Secretariat
Regeneration & Funding
Rural Programmes
Economic Development
Business Development
Adult Education
Inward Investment
Coastal Facilities Manager
Tourism Unit Manager
Sports Development
Libraries
Planning
Development Control
Forward Planning
LSP
Member Support
Conservative Group
Chief Executive
Corporate Resources
Policy, Partnership and Improvement
Environment and Neighbourhood services
Children, Family and Adult services
Planning and Economic Regeneration
48
Appendix 2 Summary of Programmes and Potential Projects
47
48
49
Appendix 3 FLAG Board Members
Private Sector
Name
John White
Organisation
Andrew Faichney
George Traves
Joanna Ackers
Independent Shellfish Cooperative
Alan Gordon Freeman
Julie Snowden
Seafish
Phill Arnott
Zoe Crutchfield
Smartwind
Civic Sector
Name
Barbara Jefferson
Organisation
Hornsea Area Renaissance Partnership
Arthur Hodgson
Neil Watson
Withernsea & South East Holderness Renaissance
Partnership
Neville Metcalf
Malcolm Watkinson
Withernsea RNLI
Martin Batt
Public Sector
Name
Cllr Symon Fraser
Organisation
David McCandless
ERYC Cabinet Member for Environment and Planning
NEIFCA
Magnus Johnson/Richard Faint
Hull University, (Marine Studies/Business School)
Gordon Hodgson
Leanne Stockdale
Natural England
1
Appendix 4 Partnership Agreement
EAST RIDING OF YORKSHIRE
DRAFT
HOLDERNESS COAST
FISHERY LOCAL ACTION GROUP
PARTNERSHIP AGREEMENT
May 2011
2
CONTENTS
1.
INTRODUCTION AND DEFINITIONS....................................................................................1
1.1
Introduction ............................................................................................................................1
1.2
Definitions ...............................................................................................................................1
2.
PARTNERSHIP PURPOSE, OBJECTIVES AND FUNCTIONS...........................................4
2.1
Purpose ....................................................................................................................................4
2.2
Objectives ................................................................................................................................4
2.3
Functions .................................................................................................................................4
3.
GOVERNANCE AND ACCOUNTABILITY .............................................................................6
3.1
Lead Partner ............................................................................................................................6
3.2
Membership.............................................................................................................................6
3.3
Representation ........................................................................................................................6
3.4
Accountability .........................................................................................................................7
3.5
Structure...................................................................................................................................8
3.6
Chair, Deputy Chair .............................................................................................................11
3.7
Partnership Executive Officer and Coordinator Roles...................................................11
3.8
Meetings .................................................................................................................................12
3.9
Decision making ...................................................................................................................13
3.10 Declaration of Interests .......................................................................................................13
3.11 Confidentiality.......................................................................................................................13
3.12 Communications Strategy and Media Relations...............................................................14
4.
MEASURING AND MONITORING PERFORMANCE .......................................................14
5.
FINANCIAL MATTERS .................................................................................................................15
5.2
Funding Awarded to the Partnership ................................................................................15
5.3
Funding Awarded to Individual Partners..........................................................................15
5.4
Partnership Administration and Promotion Account.....................................................16
6.
RISK MANAGMENT......................................................................................................................16
6.1
Liability and Risk Management ..........................................................................................16
6.2
Conflict and complaints.......................................................................................................17
6.3
Conflicts of Interest/Loyalty ..............................................................................................17
6.4
Breaches of this Agreement ................................................................................................18
7.
REVIEW PROCESSES ....................................................................................................................18
7.1
Annual Review ......................................................................................................................18
7.2
Formal Assessments.............................................................................................................18
8.
DISSOLUTION PROCEDURES ..................................................................................................19
8.1
Closing the Partnership........................................................................................................19
8.2
Withdrawing from the Partnership ....................................................................................19
9.
SIGN-UP TO THIS PARTNERSHIP AGREEMENT ...............................................................1
9.1
Member Declaration ..............................................................................................................1
10.
ANNEX A - ROLES AND RESPONSIBILITIES..................................................................2
10.1 Sectors and Organisations .....................................................................................................2
10.2 Accountable Body ..................................................................................................................2
3
10.3
11.
Individual Positions................................................................................................................3
ANNEX B – MEMBERS (AS AT MAY 2011) .........................................................................6
11.1 Partnership Board...................................................................................................................6
ANNEX C – LOCAL STRATEGIC PARTNERSHIP COMPACT PRINCIPLES AND
CODES OF PRACTICE.............................................................................................................................7
4
1.
1.1
INTRODUCTION AND DEFINITIONS
Introduction
1.1.1 This Partnership Agreement sets out the basis on which the Fisheries Local Action
Group (FLAG) will operate. The FLAG is a partnership of stakeholders from the public,
private and voluntary sectors along the Holderness coast. The FLAG will be referred to
as the ‘Partnership’ throughout this document. The Partnership Agreement follows
guidance issued by the Audit Commission, particularly ‘Governing Partnerships –
Bridging the Accountability Gap’ (October 2005), and best practice examples.
1.1.2 The Agreement incorporates the Partnership’s constitution, but also sets out in
detail the purpose of the Partnership and the roles and responsibilities of its members. It
reflects the community leadership role of local government, which was enshrined in the
Local Government Act 2000. This Act requires local authorities to promote the
economic, social, and environmental ‘wellbeing’ of their communities and to set out their
strategy for achieving this in a Community Plan. Government policy requires this plan to
be developed through a Local Strategic Partnership, which in our case is the East Riding
Local Strategic Partnership.
1.1.3 The FLAG Partnership was set up to access development support through the
European Fisheries Fund, under Axis 4, to create a local fisheries area strategy for the
Holderness Coast.
1.1.4 The East Riding of Yorkshire Council has taken a lead role in developing the
Partnership. As such, the Council plans to commit significant resources to the
Partnership in terms of Member and Officer time, funding, capital assets, etc, but needs
other organisations to commit their resources and expertise too. To support this level of
commitment, the Partnership needs to have a basis for measuring how effective it is in
adding value. The Council’s Head of Finance has approved the arrangements for funding,
accounting and financial administration, governance and risk management set out in this
document.
1.2
Definitions
1.2.1 The Partnership - brings together the public, private voluntary and community
sectors to jointly develop a strategy and deliver programmes and projects that optimise the
area’s economic potential in a way that is socially inclusive and environmentally
sustainable.
It is founded on the principle that the sectors have distinctive,
complementary and equally valued roles.
1.2.2 This Partnership is currently not a legal entity and is governed by this voluntary
Agreement, which commits independent bodies to work together under a recognised
framework; sharing risks, resources, skills and expertise as appropriate. The outcomes of
the Partnership will be measurable and add value with a shared accountability for the
results (as explained in Section 4), which could not be reached by working separately.
1.2.3 The Area – the Partnership covers all of the coastal parishes, and their residents,
from Bempton and Flamborough in the north to Easington (including Spurn Point) in the
south.
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1.2.4 Lead Partner – the Lead Partner’s role is to equip the Partnership to develop and
deliver clear and deliverable aims and objectives. This includes making sure that the
Partnership is constitutionally and financially sound and that this Partnership Agreement
is complied with.
1.2.5 Local Strategic Partnership (LSP) - is the umbrella partnership, led by East
Riding of Yorkshire Council, which brings together organisations from all sectors across
the East Riding area to develop the Community Plan, which sets out how they will work
together to improve the area’s quality of life. The strategy developed and promoted by
this Partnership will be part of the Community Plan. The current Community Plan can be
accessed through the East Riding Local Strategic Partnership Website,
http://lsp.eastriding.gov.uk/.
1.2.6 Local Development Framework (LDF) – the new system of spatial (formerly
land use) Planning, which will set policies to help achieve the Community Plan – details
can be accessed through East Riding of Yorkshire Council’s website,
http://eastriding.gov.uk/planning/ldf. Local Regeneration and Renaissance strategies will
be taken into account in determining Planning policies.
1.2.7 Regeneration/Renaissance Strategy – a published long-term plan which is
based on a structured and objective analysis of the area’s economic strengths, weaknesses,
threats and opportunities and the social and environmental impacts of these (the evidence
base). The strategy will contain clear objectives and targets and have a master plan for
those areas where piecemeal development could undermine them. This master plan will
be consistent with, and will inform the Local Development Framework.
1.2.8 The strategy sits above individual funding streams and will be used by the
Partnership to identify the most appropriate projects and funding mechanisms to achieve
its objectives. The strategy will need to be reviewed at least every three years to take
account of developments. The full range of issues that may need to be covered in the
strategy is set out in Section 2.
1.2.9 Fisheries Area Strategy – Defined through the European Fisheries Fund as
highlighting the entire scope of what the FLAG proposes. This will include the main
actors, the area covered, the challenges and opportunities that the group will address the
resources available and the expected outcomes.
1.2.10 Funding streams – Funding specifically allocated to achieve an element of the
strategy. It may be funding allocated by Partners from their own resources or secured
from external funding bodies. It may also be Partners’ mainstream funding – that which
supports day-to-day services in the area. ‘Bending’ of this funding, so that it is used in
ways that reflect the specific circumstances of an area, is often the best and most
sustainable way of achieving a target.
1.2.11 Accountable Body – An Accountable Body is responsible for putting in place
systems and procedures to ensure that the Partnership complies fully with the conditions
of any grant funding it is awarded. Where the Partnership is not a separate legal entity, or
does not meet the criteria for being Accountable Body, one of the Partners shall take on
this role.
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1.2.12 Compact - the national Compact is an agreement between the voluntary and
community sector and government to improve their relationship for mutual advantage.
Local Compacts aim to do this locally between the sector, councils and other local public
bodies. The East Riding of Yorkshire Compact is on the East Riding Local Strategic
Partnership Website, http://lsp.eastriding.gov.uk/.
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2. PARTNERSHIP PURPOSE, OBJECTIVES AND FUNCTIONS
2.1
Purpose
2.1.1 The purpose of the Partnership is to promote the sustainable development of the
East Riding of Yorkshire Fisheries Communities based on an agreed strategy through
cross-organisation/cross-sector collaboration.
2.2
Objectives
2.2.1 The objectives of the Partnership are to:
•
Develop a fisheries area strategy for the Holderness Coast (as defined in Section 1.2),
which will include clear targets for achieving some or all of the following:
1) Assisting the development and diversification of the local fishing industry by
improving the quality and adding value to existing fish products, developing a local
brand, improving marketing and assisting the development of secondary
processing.
2) Developing the tourism potential of the fishing industry and communities by
encouraging and facilitating the development of themed events and activities to
promote locally caught seafood e.g. Shellfish festivals, local retailing, interpretation,
diversifying the tourism offer through business development, including community
enterprises, based on leisure angling, nature tourism, education
3) Strengthening links between the fishing industry and their local communities by
raising local awareness of the economic and employment opportunities presented
by marine related activities and encouraging active involvement e.g. through
educational programmes, information and interpretation, business support and
training and skills development
•
Promote the strategy so that it is widely owned by the fisheries communities;
•
•
Coordinate the resources needed to deliver the strategy in a coherent way;
Influence sub-regional/regional strategies and funding priorities and to develop a
shared understanding of how national and regional policies and programmes will
influence the strategy;
•
Build the capacity of partners to work together and to build trust and
understanding between sectors.
2.3
Functions
2.3.1 In working towards the delivery of the strategy, the Partnership will undertake the
following functions:
•
Devise the strategy and keep it upto date;
•
Coordinate research and expert advice (the evidence-base) to underpin and
measure the effectiveness of the strategy;
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•
Develop, commission and/or deliver programmes, projects and activities to
achieve the strategy; ensuring these meet European and Government policy
objectives in respect of rural development, sustainability, equalities, etc;
•
Coordinate funding applications to achieve these programmes, projects and
activities;
•
Appraise funding applications and approve the allocation of funds where this is a
specific requirement of that funding;
•
Ensure that the strategy is consistent with Planning policies and influence major
development proposals (on land or seabed) so that they contribute to the
objectives of the strategy;
•
Identify where mainstream service delivery is hampering achievement of the
strategy. Coordinate activity to deliver more appropriate/ higher quality service
standards in relation to the strategy targets;
•
Develop, implement and monitor agreed consultation processes, with each other
and with the wider community;
•
•
Contribute to the Local Strategic Partnership’s Community Plan and Action
Groups, through representation on the Sustainable Communities, Healthy
Economy Task Group and/or the Rural Partnership;
Network with other FLAGs to achieve best practise in this area; LEADER?
•
Effectively promote the Partnership, its vision, strategy and locality.
2.3.2 It is important to distinguish between the things the Partnership itself is
responsible for and where its role is to influence the decision-making processes of
member organisations and the relevant regional/sub-regional bodies.
2.3.3 The formal responsibilities and decision-making powers held by the Partnership
itself are as follows:
Developing, adopting, monitoring and reviewing its fisheries area strategy;
Managing funding awarded specifically to the Partnership, by appointing an
Accountable Body and prioritising, appraising, approving, monitoring, and
evaluating projects and activities;
2.3.4 Once the strategy is adopted by Partners, the Partnership’s
recommendations/endorsements will be expected to carry weight in the decision-making
processes of member organisations on the following:
•
•
•
Endorsing funding applications by individual partners/groups of partners which
relate directly to the strategy;
•
Commenting on the development and delivery of East Riding and Humber-wide
strategies and policies which affect the Partnership’s strategy.
•
Contributing to the East Riding’s Local Development Framework (LDF) as a nonstatutory consultee on fishery related issues;
•
Contributing to Development Briefs where the resultant planning applications or
Town and Country Planning Act 1990, Section 106 Agreements will be relevant to
the strategy;
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•
Commenting on Special Interest planning applications that are relevant to the
strategy. These are applications that are designated of particular interest to the
public, as defined in the LDF’s Statement of Community Involvement;
Making recommendations on service delivery targets and mainstream resource
allocations where these have a direct impact on the strategy;
2.3.5 A statement of the way and extent to which the Partnership’s
recommendations/endorsements influence decision-making and the allocation of
resources will be sought from each partner (see Section 3.3).
•
3. GOVERNANCE AND ACCOUNTABILITY
3.1
Lead Partner
3.1.1 As Lead Partner, East Riding of Yorkshire Council (ERYC) will strive to make
available all opportunities to make the Partnership sustainable, providing the clear vision
and drive needed to make things happen and ensuring inclusive partnership arrangements
which enable all sectors/partners to feel equal.
3.1.2 East Riding of Yorkshire Council will make sure that the Partnership is ‘fit for
purpose’, and will take action if it is falling significantly short in any aspect of this
Agreement. If the Council identifies that the Partnership arrangements as they stand are
not delivering its ‘wellbeing’ objectives (see 1.1.2), it would identify and implement
alternative arrangements through the Review process described in Section 7.
3.1.3 As Lead Partner, ERYC will nominate a senior officer to act as Partnership
Executive Officer (see Section 3.7) who will be responsible for ensuring that the
Partnership has put in place the processes needed to achieve the accountabilities set out in
Section 3.4 and the risk management arrangements in Section 6.
3.1.4 The list of Lead Partner responsibilities will be expanded and reviewed in Annex A
- Roles and Responsibilities, as further Government guidance on the functions and
responsibilities of local government and Local Strategic Partnerships is developed.
3.2
Membership
3.2.1 The membership and structure of the Partnership flow from its purpose, objective
and functions. This is likely to evolve and change over time as the strategy is
implemented. The Partnership will actively seek representation from the key public,
private, voluntary and community sectors within its locality which, by working together,
can achieve the strategy. A list of Members is updated annually and forms Annex B to
this Agreement
3.3
Representation
3.3.1 All Partnership members will agree to focus on, and commit to, the purpose of the
Partnership whilst also expressing the views, priorities and interests of those sectors and
organisations that they represent. As the Partnership currently does not have an
independent legal status, individual partner organisations remain responsible and
accountable for decisions on their own services and the use of their own resources.
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3.3.2 Partner representatives are responsible for ensuring the commitments they make to
the Partnership on behalf of their organisation can be fulfilled. They will provide
systematic feedback to their organisation on the business of the Partnership as it affects
their organisation. They will provide other Partnership members with the opportunity to
comment and participate in the development and delivery of activities by their
organisation, which contribute to achieving the Fisheries Area Strategy.
3.3.3 All Partnership members need to be clear about their remit when acting or
speaking on behalf of a community. They must guard against portraying their own views
as being representative of a whole community. It is therefore essential that any proposal is
supported by details of the nature and extent of consultation that has taken place, or will
take place as part of developing the proposal.
3.3.4 The Partnership will have representation on the East Riding Local Strategic
Partnership’s Sustainable Communities, Healthy Economy Task Group [and the Rural
Partnership].
3.3.5 The Partnership will work towards applying the eight principles and supporting
codes of practice as in the Local Strategic Partnership’s Compact, which is the approved
framework for local partnership working (see Annex C).
3.3.6 The Compact Codes in respect of Equality and Diversity are particularly important.
Actions or comments that could be interpreted as being on behalf of the Partnership,
which discriminate against people on the grounds of colour, culture or ethnic origin,
nationality, religious belief, gender, disability, age, sexuality, geographical location or any
other status will not be tolerated. Any breach of this principle will be treated as a breach
of the Agreement and will be dealt with in accordance with Section 6.4.
3.4
Accountability
3.4.1 It is vital that Partnership members respect the decision-making processes of the
individual partner organisations and accept that it will not be possible to reach agreement
on every issue. Where a decision by one (or more) partners made through their proper
procedures results in a setback to the strategy, efforts will focus on finding an alternative
route.
3.4.2 There are different types of accountabilities, and the Partnership will recognise and
deal with any potential or actual conflicts between these. The main accountabilities are:
•
•
Financial;
Professional;
•
•
Legal and Procedural;
Political;
•
Community/users.
3.4.3 As Lead Partner, [East Riding of Yorkshire Council] exercises overall financial
accountability on behalf of the Partnership. The relationship between the Lead Partner
and the Partnership’s Accountable Body for a specific funding stream is set out in Section
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5 – Financial Matters, and the Accountable Body Role and Responsibilities are at Annex
A, Section 10.2.
3.4.4 Professional - The Partnership draws on the professional expertise and resources
of its individual members. Effective consultation and the views of ‘lay’ individuals and
communities will influence the work of these professionals. However, partners need to
avoid setting themselves up as experts or challenging the professional competence of
organisations or individuals working on behalf of the Partnership, unless there are clearly
evidenced grounds for doing so. Agreement will be reached at the outset on which
organisation is ultimately taking professional responsibility for an outcome.
3.4.5 Legal and procedural accountability is as described in ‘Representation’ above.
The Partnership’s Executive Officer (see Section 3.7) will advise on any issue that falls
outside the scope of this Agreement.
3.4.6 Political accountability – As democratically elected representatives, Ward, Town
and Parish Councillors’ community leadership role within this Partnership will be vital for
gaining commitment, building trust and developing shared purpose and understanding
across sectors and within the community. Councillor representatives on the Partnership
are representing their Council as a whole, not just their Ward or their political party.
3.4.7 The development and delivery of the Partnership’s strategy will require cross-party
support, and formal adoption of the strategy by each Council will greatly assist in joint
decision-making. However, the Partnership’s strategy cannot override the decisionmaking processes within local government (eg setting of Council budgets and approval of
Planning Applications), where Councillors vote as individual Members.
3.4.8 Community and user accountability is achieved by making sure that the
Partnership involves the community in the development and delivery of the strategy and
by being open in how it exercises the other accountabilities. The Partnership’s
communications strategy (Section 3.12) will be designed to achieve effective and
responsible two-way communications. In particular, any activity carried out on behalf of
the Partnership will be properly evaluated in terms of its impact on the community both
now and for future generations.
3.5
Structure
3.5.1 The Partnership is designed to enable organisations that have common objectives
to work together, and to enable the process of taking decisions and making
recommendations to be streamlined. The Partnership therefore may consist of various
working groups and project groups coordinated by a central Board, if required.
3.5.2 The Partnership Board is responsible for:
•
Developing a fisheries area strategy.
•
Developing and coordinating public engagement/consultation on the strategy as a
whole and any significant changes to it;
•
Securing formal commitments to the strategy and specific measures and initiatives
within it from Partner organisations (including the use of their mainstream
resources);
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•
Improving networking and co-ordination within the fishing industry and between
the industry and the local community.
•
Improving cross-boundary working, particularly with the coastal fishery in North
Yorkshire.
•
Initiating project development.
•
•
Taking decisions where it has the powers to do so (see – section 2.3.3);
Making recommendations/endorsing proposals brought to the Board by
Partnership members/project applicants;
•
Coordinating and monitoring the work of the sub-groups, especially in terms of
funding applications;
•
Monitoring and evaluating the Partnership’s performance as a whole in accordance
with Section 4, (Measuring and Monitoring Performance);
•
•
Reviewing decisions made by the Partnership and ensuring that decisions are acted
upon;
Implementing variations to this Partnership Agreement after confirming with the
Lead Partner that the proposed changes would not adversely affect the
Partnership’s governance arrangements;
•
•
Agreeing changes to the number and remit of the sub-groups;
Agreeing the Partnership’s communications and consultation strategies.
3.5.3 The Partnership Board will consist of a maximum of [20] members, including the
Chair, and will be made up of representatives from all sectors in proportions that reflect
the Partnership’s strategic priorities and the membership of the sub-groups. The current
balance as at [May 2011] is as follows:
•
[Independent Chair]
•
[8] public sector, including one place for ERYC, is an elected Member
•
•
[6] private sector
[5] voluntary/community sector.
3.5.4 The criteria and options for the process for making appointments to the Board will
be drawn up by the Partnership Coordinator for approval, initially by a Steering Group
assembled by the Lead Partner and subsequently by the Board through its Annual Review
process (Section 7). Where voting is considered the most appropriate, the Partnership’s
Executive Officer will ensure that the process is fair and transparent and in accordance
with the Partnership’s objectives and purpose.
3.5.5 Board positions (including Chair, Deputy Chair) are held for [1 year] and are
renewable [without limit] [for [ ] terms]. The FLAG Coordinator will arrange for
nominations to be sought one month prior to the Annual General Meeting.
3.5.6 Non-voting members can be co-opted temporarily onto the Board to contribute
their specific knowledge on a certain subject, area or project. Any member of the Board
can propose a co-option by submitting a nomination in writing, explaining the benefits to
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the Partnership, which will be considered by the next Board meeting.
appointments will be reviewed as part of the Annual Review process (Section 7).
These
3.5.7 Board appointments are ‘ex officio’, not personal appointments, so if a Board
member ceases to be associated with the organisation that nominated them, they will need
to resign. Where individual Board members have official positions in more than one
Partner organisation, they will only be able to speak on behalf of the organisation that
formally nominated them. However, with the agreement of the Board Meeting and the
organisations involved, they may speak for more than one organisation where there is no
conflict of interest (as explained in Section 6.3) or compromise to the sector balance of
the Board. In the case of a formal decision, the individual will carry only the vote of their
nominating organisation (see Meetings at 3.8 below).
3.5.8 All members of the Board will be asked to name a substitute to attend meetings in
their absence. A replacement representative will be sought from an organisation if their
representative:
•
Is absent from three consecutive meetings without genuine reason;
•
If they no longer qualify to be a member of the Partnership because they cease to
be associated with the organisation they represent;
•
If the Board removes them from office for acting against the purpose, principles or
codes of practice of the Partnership, as long as that member is given the right to
address the meeting where the decision is to be made (see Section 6 - Risk
Management).
3.5.9 The role of the working groups/project groups is to support the Board in
achieving its aims by:
•
•
•
Engendering partnership working to achieve specific elements of the strategy;
Devising action plans in respect of each element;
Identifying and implementing new methods of delivering mainstream services.
Where this cannot be achieved through the working group, it will be referred to the
Board, which will invite the organisation(s) involved to explain what can and
cannot be achieved;
•
Reviewing their membership at least annually to ensure that all organisations which
have a major role in delivering these action plans are included directly or indirectly;
•
•
Coordinating funding applications;
Developing and coordinating public engagement/consultation on specific elements
of the strategy/action plans;
•
Providing an informal sounding board for the development of emerging policy
proposals;
•
Keeping the Board informed of achievements against the plans and any major
issues that are impeding progress.
3.5.10 The full Partnership, i.e. Board and Sub Groups, will meet together [twice] each
year. One of these meetings will be in the form of an Annual General Meeting and
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provide a formal review of progress (see Section 4 – Measuring and Monitoring
Performance) and the election of [the Board, Chair and Deputy Chair.
3.6
Chair, Deputy Chair
3.6.1 A Chair will be appointed [annually from within the Board through an election],
whose role will be to ensure the Partnership maintains its strategic focus. The Chair must
have presence and visibility, and be able to exercise objectivity and independence. They
must be an effective communicator and able to manage meetings inclusively and
efficiently. The Chair will seek solutions to achieve a shared consensus about the way
forward and be able to create an atmosphere where values are understood and owned and
where non-compliance with the Partnership’s purpose, principles and the Compact Codes
of Practice is challenged.
3.6.2 The Chair may act on behalf of the Partnership within the remit of the role and
within the powers delegated by the Partnership Board. A full job profile is included in
Annex A, Section 10.3.
3.6.3 A Deputy Chair will also be elected from within the Partnership, who will stand in
for the Chair as necessary. Arrangements to share responsibilities between the two roles
will be set down in Annex A.
3.6.4 All Partnership sub groups will appoint a Chair and Deputy Chair and a minutetaker for meetings.
3.7
Partnership Executive Officer and Coordinator Roles
3.7.1 As Lead Partner, East Riding of Yorkshire Council will appoint a senior officer to
act as the Partnership’s Executive Officer. This role involves:
•
•
•
•
•
Advising the Chair and partners on any matters that affect the legal or financial
duties of the Partnership;
Advising and supporting the Chair and partners on strategic and policy issues
where they affect the Partnership as a whole;
Liaising with partner members on matters of policy and strategy;
Advising on any constitutional element of this Agreement that affects the
composition, conduct and decision-making duties of the Board;
Facilitating opportunities for Partnership members to develop their knowledge,
skills and abilities for successful partnership working.
3.7.2 As an officer of the Council, the Partnership’s Executive Officer may be involved
in briefing the elected Member representative on the Board and local Ward Councillors on
the Partnership’s business. The principles at Section 3.3 will be strictly adhered to. If any
other member of the Partnership considers this has presented a conflict of interest, and
can provide evidence of this, they should raise it with the Chair. If the Chair considers it
appropriate, the Complaints Procedure (Section 6) will be used to resolve the issue.
3.7.3 [East Riding of Yorkshire Council] will provide/host the Partnership Coordination.
The Coordinator will:
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•
Provide the Chair with the advice and support necessary to ensure that the
business of the Partnership conforms to this Agreement (in consultation with the
Executive Officer as necessary);
•
Maintain circulations lists, the website, etc to ensure that all Partners and the wider
community are properly informed and engaged in the Partnership’s business;
•
Provide details of Special Interest planning applications that are relevant to the
Partnership’s strategy and ensure that the Partnership’s comments are submitted
electronically within the consultation timescales to the appropriate Planning case
officer;
•
Regularly review the membership of the Partnership to ensure organisations that
have a major role in the delivery of the strategy are directly, or indirectly, included
in the Partnership and notify the Partnership Board of any gaps.
3.7.4 A full list of Partnership Coordinator responsibilities is included in Annex A. [East
Riding of Yorkshire Council] will set up a Service Level Agreement where a Partner
organisation is providing this role.
3.7.5 The Partnership Executive Officer and Partnership Coordinator will attend Board
Meetings, but they will not have voting rights.
3.8
Meetings
3.8.1 Regular meetings of the Board and sub-groups are important for keeping to the
agreed programme, debating key issues, building personal relationships, etc. However,
they are only one communication mechanism within the Partnership and careful
management is needed to ensure they are effective.
3.8.2 The Board will normally meet every [6] weeks. The Chair and Coordinator will
prepare a schedule of Board meetings following each Annual General Meeting and this
will be circulated to all Partnership members and posted on the Partnership Website. This
schedule can be amended, in order to take account of deadlines for funding applications
and other factors that directly impact on the strategy, by submitting a request to the Chair
and the Partnership Coordinator as far in advance as possible.
3.8.3 A minimum of [7] voting members must be present at any meeting to enable it to
conduct business or take a vote. If less is present, the meeting must be re-arranged.
3.8.4 The Partnership’s Chair or Deputy Chair will lead Board meetings and full
Partnership meetings. Nominated Partnership members will lead sub group meetings.
The Partnership Coordinator will ensure that meeting venues and times are fully accessible
to Partnership members.
3.8.5 All documents relating to the Partnership’s business will be public, unless covered
by the Confidentiality provisions at Section 3.11. Papers for meetings will be written in
Plain English, free from jargon and with acronyms explained, and circulated to
Board/sub-group members at least one week in advance of the meeting. The Partnership
Coordinator will arrange for accurate meeting notes to be taken, circulated to relevant
Partnership members and posted on the Partnership’s website. Alternative formats such
as large print, Braille, other languages can be provided on request.
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3.8.6 [Partnership meetings are currently not open to the general public, but this will be
reviewed in due course as part of the Partnerships communication strategy.] [Meetings are
open to the public to observe by prior arrangement with the Chair, which can be made via
the Partnership Coordinator.]
3.9
Decision making
3.9.1 Any decision, formal recommendation or endorsement by the Board must be
presented in a written report, with a clear recommendation, and tabled at a Board meeting.
The Partnership Coordinator will supply the appropriate report template.
3.9.2 In exceptional circumstances the Chair can agree on behalf of the Board to a verbal
report being tabled. In the case of a deadline for a decision, formal recommendation or
endorsement that cannot be accommodated by rearranging Board Meetings, the
Partnership Coordinator will seek the Chair’s agreement to using written procedures.
3.9.3 The moving of motions can only be used in respect of a proposal to amend a
Partnership recommendation or decision. The use of formal motions in other
circumstances is not appropriate, given the relationships described in Section 3.3 Representation.
3.9.4 Where a vote is required, each representative will have one vote.
3.9.5 Where a verbal or written report is tabled for information, or to seek Partners’
views, the Chair may, after open discussion, call for a show of hands to reflect the view of
the meeting. This will be recorded in the Minutes, but it will be for the proposer(s) of the
report to gauge the extent of support for the proposal.
3.10 Declaration of Interests
3.10.1 The Agenda will include a standing item for the Declaration of Interests in respect
of any agenda item where a decision is sought (see Section 6 - Risk Management). The
Board will decide whether the member with a potential financial or non-financial interest
is allowed to participate in the discussion, observe the discussion, or whether it would be
appropriate for them to play no part by leaving the room. It is for the Board meeting to
determine the most appropriate action, dependent on the extent of the conflict and the
scale of the financial implications to the organisation/individual involved.
3.11 Confidentiality
3.11.1 Members must feel that they can be honest in Partnership meetings without being
directly quoted. It follows that members can use information or opinions disclosed at
meetings, but they must not attribute these to a specific meeting, speaker or any other
participant at the meeting.
3.11.2 Where an agenda item is confidential (eg relating to the award of contracts), it will
be made clear so that everyone is aware. Non-voting attendees could be asked to leave
while confidential topics are discussed.
3.11.3 Outside of meetings, any issue of confidentiality should be raised with the
Partnership’s Executive Officer.
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3.12 Communications Strategy and Media Relations
3.12.1 The Board will adopt a communications strategy. This will cover the adoption of a
Partnership ‘logo’, use of Partners’ and funders’ logos, stationery, etc, Website,
Newsletters, relations with the media, etc. It is important that letterheads, etc avoid
confusion regarding the identity and legal status of the Partnership.
3.12.2 The Partnership will identify itself as one of the ‘family’ of Regeneration and
Renaissance Partnerships within the East Riding Local Strategic Partnership’s Sustainable
Communities Action Group. As Lead Partner of the East Riding LSP, East Riding of
Yorkshire Council will promote the role of the Partnership in delivering the East Riding
Community Plan.
3.12.3 No Partnership member will consult with any media, at any time, to represent the
Partnership itself without first referring it to the Partnership Board [Chair]. This does not
fetter the individual media relations of Partner organisations, but all must take steps (in
accordance with Sections 3.3 and 6.3) to ensure that these do not call into question or
undermine the Partnership’s agreed strategy, objectives and action plans.
3.12.4 Following meetings, the Chair and Partnership Coordinator will decide whether it
is appropriate to produce a press release as part of the Partnership’s communication
strategy (see 3.12 below). They will prepare the Press Release and arrange for it to be
issued [through East Riding of Yorkshire Council’s Communications Team].
4. MEASURING AND MONITORING PERFORMANCE
4.1.1 The Partnership’s strategy documents, action plans and performance reports are
public documents and will be publicised through newsletters, the website and press
releases. Paper copies and alternative formats such as large print, Braille, other languages
will be provided on request.
4.1.2 The Partnership’s strategic objectives are, wherever possible, expressed as targets
that are specific, measurable, achievable, realistic and time-based (SMART). Everyone
involved in the Partnership should be involved in setting these objectives and targets and
be committed to achieving them. Partner representatives are responsible for securing the
policy and resource commitments needed to meet these targets from their organisation.
Any targets that cannot be specified will be subject to a timescale for the completion of
further feasibility work.
4.1.3 The Board will review progress on its strategic plan and action plans [four] times a
year to identify if activities are complete, on or behind target. The Board will make sure
that all activities reflect the agreed purpose, objectives and functions of the Partnership
outlined in Section 2. The subgroups will produce regular performance reports to the
Board.
4.1.4 The Annual Review (see Section 7) will include updates of the relevant statistics,
commissioned via the East Riding Data Observatory, to ensure that the strategy remains
relevant. Partners’ individual or joint research into the Partnership Area will also be fed
into the review cycle.
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4.1.5 Funders may require formal, independent evaluations and Audits. Where this
involves funding awarded to the Partnership itself, the Accountable Body will arrange
these and set up a Steering Group of not less than 4 members drawn from the Board and
the relevant Working Group(s). These evaluations will be presented to the Board and/or
the full Partnership and an action plan agreed and monitored through the progress
reporting system.
4.1.6 The positive and open culture within the Partnership should allow partners to raise
performance issues within meetings without attaching blame. It is important that all
partners are realistic when proposing targets and that allowance is made for the internal
processes and wider responsibilities that most partner organisations hold. Where a
mismatch of resources becomes apparent, the Board will request that the Partners
involved consider alternative delivery options.
4.1.7 The Partnership Board takes shared responsibility for achieving its published
targets. A partner(s) who become(s) aware that an important target (eg one that has
knock-on implications for other partners, or is related to a grant condition) is not being
met should inform the Partnership Coordinator as soon as possible and not wait for the
quarterly/annual review. The Coordinator and, where appropriate the Accountable Body,
will identify with the Partners(s) concerned what recovery actions need to be taken and
how these should be reported to the relevant sub-group and the Board.
5. FINANCIAL MATTERS
5.1.1 The sharing of resources, both in kind and cash, requires a very clear
understanding of financial responsibilities and liabilities.
5.2
Funding Awarded to the Partnership
5.2.1 Where a funding application is to be submitted and awarded in the name of the
Partnership, the Lead Partner will ensure that a suitable Partner has agreed to act as
Accountable Body. The normal Accountable Body functions are set out in Annex A, but
these may vary between funders and the Accountable Body will make the Partnership
Board aware of any specific requirements above those listed in Annex A.
5.2.2 Where funding is awarded to the Partnership itself, the Board is responsible for
deciding spending priorities and for approving projects activities in accordance with
delegations set out by the funder. The Accountable Body is responsible for ensuring
those decisions are carried out in full accordance with the grant conditions and accepts
liability on behalf of the Partnership in the event of the funder being entitled to claw back
grant payments. The Accountable Body will provide the Partnership with [quarterly]
financial monitoring reports.
5.3
Funding Awarded to Individual Partners
5.3.1 Where an individual partner or group of partners bid for internal or external
funding to meet an element of the strategy, on the basis that it has been endorsed by the
Partnership Board, the programme/project activity will be managed through these
partners’ own financial approval processes and accounting procedures. They are
responsible for ensuring the programme/project meets the funder’s financial conditions
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and audit requirements. They will report progress on the outputs and impact of the
activity to the Partnership, but there is no requirement for financial reports. The
Partnership Board is not liable in the event of the funder being entitled to claw back grant
payments.
5.4
Partnership Administration and Promotion Account
5.4.1 The Partnership does not have a bank account. East Riding of Yorkshire Council
manages funds (including European Fisheries Fund contributions) on behalf of the
Partnership for the following purposes only
•
Sundry running costs associated with the Partnership, eg hire of meeting rooms,
stationery, website maintenance;
•
Attendance at conferences and training events by Partnership representatives
where the organisation they represent is not in a position to fund this activity;
Promotional material on behalf of the whole Partnership. This has to be approved
by the Board, which must be satisfied that this represents good value for money.
•
•
The FLAG Coordinator post and on costs
•
Any research, baseline analysis required for the preparation of the strategy.
5.4.2 The FLAG Coordinator will present a Statement of Income and Expenditure at
every Board and full Partnership meeting.
5.4.3 Partners will normally contribute the cost of attending Partnership meetings and
conducting the day-to-day business of the Partnership from their own resources. Where a
Partnership member attends an external event on behalf of the Partnership, and their
organisation is not in a position to reimburse them travelling and subsistence costs it will
be reimbursed [from the Partnership’s Administration and Promotion funds on the same
basis as that applying to Council employees.
5.4.4 [Claims must be made on an ERYC Subsistence Claim Form and accompanied by
receipted expenditure via the FLAG Coordinator. Where the cheapest, most appropriate
means of transport is the member’s own vehicle, the appropriate ERYC mileage rate for
casual car users will be paid. Any claim expected to exceed £50 must be agreed in
advance by the Board.]
6. RISK MANAGMENT
6.1
Liability and Risk Management
6.1.1 Where the Partnership is not a legal entity, it cannot be directly held liable or sued
by a third party. It is therefore necessary to identify how partners will apportion risk for
Partnership activities, such as events and publications. As Lead Partner, [East Riding of
Yorkshire Council] will coordinate risk assessments and submit proposals for risk sharing
to the appropriate partners. This may include taking out Third Party Liability and other
insurances in the name of the Partnership, where these are available. However, it is for
each Partner to identify what budgetary, insurance and indemnity cover may be needed to
deal with any potential liabilities or costs arising from its involvement in the Partnership.
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6.2
Conflict and complaints
6.2.1 The Partnership is committed to avoiding conflict and complaint by positive and
open relationships and by acting diligently at all times.
6.2.2 Where an internal conflict and complaint cannot be resolved informally, it should
be put in writing to the Chair (or the Deputy Chair/another member of the Board if the
complaint is against the Chair). If the complaint remains unresolved, a second letter
should be sent to East Riding of Yorkshire Council’s, Director of Planning and Economic
Regeneration, County Hall, Beverley HU17 9BA. The complaint will then be
independently investigated under the Council’s ‘Feedback’, compliments, comments and
complaints procedure. If the complaint is against the Council, a Partner member that has
its own written complaints procedure will be invited by the Chair to investigate and report
back to the Board on the complaint.
6.2.3 The process for handling external complaints or comments about the Partnership
will be published on the Partnership’s website. Comments/complaints should be sent in
writing to the Chair, who will seek advice from the Partnership Executive Officer (or
Partnership Coordinator if it involves feedback on promotion material such as
Newsletters). If the complaint remains unresolved, a second letter should be sent to East
Riding of Yorkshire Council’s Director of Planning and Economic Regeneration, County
Hall, Beverley HU17 9BA. The complaint will then be independently investigated under
the Council’s Feedback, compliments, comments and complaints procedure.
6.3
Conflicts of Interest/Loyalty
6.3.1 The Partnership will hold a register of members’ declaration of financial and
personal interests to make sure that all decisions reached are open and fair.
6.3.2 Representatives will ensure they declare to the Partnership where they, or any
member of their family, have a personal, financial or otherwise prejudicial interest in an
issue under discussion at Partnership meetings. Where a conflict of interest is declared,
the Board will decide what steps to take in accordance with Section 3.10 – Declaration of
Interests.
The principle to be followed is that any decision or formal
recommendation/endorsement will not be influenced by the member involved.
6.3.3 It follows that no member with a conflict of interests will lobby the Chair or other
members of the Board outside of the meeting. It is for member organisations and
individuals to judge for themselves when their legitimate efforts to garner support for a
project/activity that directly contributes to the strategy becomes lobbying.
6.3.4 The partners understand and accept each other’s priorities and constraints and
recognise that it may not always be possible to achieve a consensus
decision/recommendation. Where it becomes clear that a partner organisation cannot
support a decision or recommendation of the Board, the representative needs to declare
this conflict of loyalty openly. Where a conflict of loyalty is declared, the Board will
decide what steps to take in accordance with Section 3.10 – Declaration of Interests. If
the partner concerned needs to state its position publicly, it will do so on the basis that it
remains committed to the Partnership and its decision-making processes.
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6.4
Breaches of this Agreement
6.4.1 If an individual representative or a partner organisation acts in a way that is
contrary to this Agreement, they will be given an opportunity to present the reasons to the
Partnership Board with a view to resolving any conflict in line with 6.2 and 6.3 above. If
the representative or partner organisation involved is a Board member, their voting rights
may be suspended until the outcome is resolved.
6.4.2 If the issues cannot be resolved, the Board will seek either the replacement of the
representative or the withdrawal of the organisation, depending on the circumstances. In
this event, the Chair will propose a withdrawal motion and the vote will require a [twothirds] majority of the Partnership Board members present at the meeting.
The
individual/representative of the organisation concerned should not be present when the
vote takes place. The Chair will convey the results of the motion in writing to the
organisation/individual involved.
This action will not normally preclude the
organisation/individual from being a member of the Partnership in the future.
7. REVIEW PROCESSES
7.1
Annual Review
7.1.1 The Partnership and its strategy are dynamic and need to be responsive to new
circumstances. The Partnership must have some way of measuring the impact of its
actions and to identify how weaker areas can be strengthened in order to improve its
effectiveness.
7.1.2 The Partnership Board will therefore review annually the continuing
appropriateness and effectiveness of the Partnership’s organisational structure and way of
working as the means of delivering its agreed strategy and action plans. This will be on
the basis of an Annual Review and Forward Action Plan, coordinated by the Partnership
Coordinator. This will identify, for example, if a subgroup has failed to agree on an action
plan, why this is and what steps need to be taken to reach agreement or amend the action
plan.
7.1.3 The Board will ensure that the findings and recommendations from the
Partnership’s annual review are acted upon. Where this involves the purpose, governance
or principles of the Partnership, the Board will ask the Partnership executive to provide
the necessary advice and reports for its consideration.
7.1.4 Any changes to this Agreement that arise from this process will be drafted by the
Partnership Executive Officer for agreement by the Board and amendments issued to all
Partnership members.
7.2
Formal Assessments
7.2.1 East Riding of Yorkshire Council wishes to achieve the highest standards in its
partnership arrangements and so will periodically undertake a formal ‘Governance of
Partnerships’ self-assessment in accordance with Audit Commission and other best
practice. Any issues arising from this will be fed back to the Partnership and a course of
action agreed. Where there are significant concerns about the value the Partnership is
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achieving in its existing form, ERYC will take appropriate action to ensure that the
Partnership is ‘fit for purpose’, as described in Section 3.1 - Lead Partner.
7.2.2 – The East Riding of Yorkshire Council’s Scrutiny system may, from time to time,
examine the effectiveness of individual Partnerships or groups of Partnerships where they
play a direct role in delivering the Council’s objectives. At least [2] month’s notice will be
given of any Scrutiny Panel and the Partnership will be invited to nominate a
representative to address the Panel via the Partnership Executive.
8. DISSOLUTION PROCEDURES
8.1
Closing the Partnership
8.1.1 The Partnership will at some stage reach the end of its useful life. This can be a
positive measure of success, because its strategy has been achieved and targets have been
met. This will be established through the review and assessment processes described in
Section 7.
8.1.2 Other circumstances under which it may be appropriate to wind up/dissolve the
Partnership are, for example:
•
A proposal to merge with another Partnership(s);
•
•
A proposal to form an independent, legally constituted organisation;
There is insufficient interest or funding available to warrant a formal Partnership;
•
Partner members are unable to agree on/commit resources to developing a strategy
with agreed, shared objectives and targets.
8.1.3 The Partnership can only be formally wound-up at the Annual General Meeting by
a majority of those present voting on a formal proposal in writing.
8.1.4 Where the Partnership is unable to secure adequate funding to develop or deliver a
strategy, the Board may choose to go into a period of abeyance without formally winding
up. In this event, the Partnership Executive Officer will make arrangements to determine
how the Partnership should be reinstated.
8.1.5 The Accountable Body will arrange any necessary audits or evaluations and for the
claiming/repayment of grants as appropriate. [Where the Partnership owns assets,
including a Bank Account, the Partnership Executive and Coordinator will arrange for the
inventory to be subject to an independent audit and for the assets to be distributed in a
way that is consistent with the objectives of the Partnership and achieves the greatest
prospect of sustainable benefits to the community.]
8.2
Withdrawing from the Partnership
8.2.1 The Annual Review will identify where membership changes are appropriate, for
example, because member organisations have achieved their element of the strategy.
Where an organisation decides outside this process that it wishes to withdraw from the
Partnership, they must give at least [3] months notice, stating their reasons and give notice
of how any funding they have committed through the Partnership beyond the period of
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notice will be maintained. The Board will review why the organisation has withdrawn and
if appropriate identify and act upon any lessons to be learnt on how to maintain
involvement in the future.
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9. SIGN-UP TO THIS PARTNERSHIP AGREEMENT
9.1
Member Declaration
9.1.1 All current representatives of Members of the Partnership must sign to confirm
that they have read, understood and agree to abide by the terms of this Partnership
Agreement. They are signing on behalf of the organisation/group they represent.
9.1.2 The Partnership Coordinator will explain the Agreement to any new partner
organisation or new representative and arrange for them to sign the agreement within one
month of them being selected.
I have read, understood and agree with this Partnership Agreement for
[
Partnership]:
Signed: ………………………..………………………………………..
Name: ……………………….…………………………………………
Representing: ………………………………………………………….
Date: ……………………………………………………………………..
Address for correspondence (post and e-mail):………………………..
……………………………………………………………………………
……………………………………………………………………………
……………………………………………………………………………
1
10.
ANNEX A - ROLES AND RESPONSIBILITIES
10.1 Sectors and Organisations
10.1.1 The Public Sector partners will ensure that wherever possible their ‘core’
resources, and services delivered in the area, support the strategy objectives and targets.
They will aim to ensure that their respective plans for the area are complementary and that
they provide adequate resources to support effective and efficient partnership working.
They will engage with and consult businesses, communities and volunteers and the
organisations that represent them prior to making decision that affect them.
10.1.2 As the Planning Authority, East Riding of Yorkshire Council carries particular
responsibility for the quality of the area’s built environment and for ensuring that the
Partnership’s strategy is consistent with the East Riding Local Development Framework.
10.1.3 The Private/Business Sector brings particular skills to the Partnership and
includes employer representatives as well as local businesses themselves. These partners
will contribute the Partnership by maintaining and creating employment opportunities,
developing the skills of their workforces, identifying and investing in regeneration
opportunities with the fishing communities, promoting high quality and innovative use of
land and property and working with other sectors to ensure development is
environmentally sustainable.
10.1.4 The Community/Voluntary sector embraces non-governmental and not-forprofit organisations as well as local community groups. These partners play a critical role
in accurately conveying and reporting the views of local communities and interest groups,
promoting community development and delivering services that improve the quality of life
of local people, particularly those that can only be reached by specialist services.
10.1.5 Community and voluntary organisations will use their particular skills, networks
and knowledge of local conditions to assist the sustainable development of fishing
communities. They will support local groups and communities in formulating and
articulating their needs, aspirations and priorities, and will help them to contribute actively
to decisions on how public sector and other resources are used and to monitor and
evaluate how well improvements are delivered on the ground.
10.2 Accountable Body
10.2.1 An Accountable Body’s role is to carry out the Partnership’s decisions in respect of
a specific funding stream. Once decisions within the Partnership have been agreed upon,
and the Board has awarded funding or resources to a project or activity, it is the job of the
Accountable Body to issue legal delivery contracts and administer the direct payments of
funds and claim grant monies from the funder(s).
10.2.2 Other roles of the Accountable Body include:
•
Administering and taking responsibility for the funding (e.g. ensuring structured
financial procedures);
•
Ensuring that the grant allocated is spent according to the agreed plan;
2
•
Establish and maintain effective systems for auditing and monitoring spend.
10.2.3 Most funding issued to an Accountable Body on behalf of a voluntary Partnership
requires that the Accountable Body is liable for any claw-back of grant in the event of a
breach of the grant conditions. Issuing funds and ensuring that they are delivered is a job
reserved for the Accountable Body and this will be done as a formal Project Funding
Agreement with each project sponsor. This agreement will include arrangements for
recovery of grant from the project sponsor.
10.2.4 In order to qualify as or be appointed an Accountable Body, the organisation must
be:
•
Nominated to act on behalf of the Partnership;
•
A legal entity;
•
Capable of meeting the expected obligations.
10.2.5 The Board may identify that the strategy can best be delivered by the Partnership
becoming a legal entity and therefore able to be an Accountable Body in its own right. If
this were to be considered, East Riding of Yorkshire Council would lead examination of
the options and if necessary, independent legal advice would be sought on the most
appropriate legal structure.
10.2.6 Before taking on an Accountable Body role, the nominated Partner will undertake
a detailed risk assessment of the responsibilities, liabilities and cost implications and carry
out an in depth evaluation of the Partnership’s systems and procedures to ensure that it is
meeting the requirements as laid down by the funding bodies.
10.2.7 The Cabinet of ERYC must approve each instance where the Council acts as the
Partnership’s Accountable Body – ie for each funding package. Without such approval
and without the appropriate agreement between the Council and the Partnership, the
Council will not be able to accept the role and status of Accountable Body.
10.3 Individual Positions
Chair
•
With the Coordinator, prepare the Agenda and sign the Board meeting minutes
once the Board has agreed them;
•
Chair Board and Full Partnership meetings in accordance with Section 3.8Meetings;
•
Represent the Partnership at events;
•
Represent the Partnership in dialogue with senior representatives of partner
organisations;
•
Promote the Partnership and its values;
•
•
Ensure Partnership members adhere to this Agreement;
Exercise Board business on its behalf as agreed through written procedures;
3
•
Provide an independent and balanced viewpoint, identifying how conflicting
demands on the Partnership (internal and external) can be reconciled;
•
Agree press releases and provide quotes for press releases, attending official
openings and other representational duties;
•
Deal with complaints in accordance with this Agreement;
•
Seek advice from the Partnership Executive on sensitive issues/matters not
covered by this Agreement;
•
Brief new Board members in conjunction with the Partnership Coordinator;
•
Represent the Partnership at the East Riding LSP Healthy Economy Action Group
or nominate a deputy who will feed back to Board Meetings.
Deputy Chair
•
Chair Board and Full Partnership meetings in the absence of the Chair by prior
arrangement
•
Undertake any of the Chair’s duties arising in the period of the Chair’s absence that
cannot be deferred.
•
Take the lead on specific elements of the above Chair’s duties, as agreed by the
Board.
Partnership Executive
•
Attend Partnership Board and Full Partnership Meetings
•
Advise the Chair/Board as specified in Section 3.7.
Partnership Coordinator
•
Maintain membership register and contact details for Board and sub-groups;
•
Set meetings schedule in consultation with the Chair;
•
•
Draw up and circulate agendas at least 7 days before each Board meeting;
Arrange for minutes of meetings to be taken and circulated, and to ensure their
accuracy;
Arrange appointment of sub-group Chairs and minute takers and ensure that
agendas and minutes are circulated as appropriate;
•
•
Arrange, in conjunction with the Chair, for vacancies on the Board/groups to be
filled as quickly as possible;
•
Ensure any decision-making responsibilities in respect of programmes/ projects
adhere to the funder’s conditions;
Maintain the Partnership’s website, ensuring it contains all material relating to the
strategy and the Partnership’s business (eg meeting minutes);
•
•
Ensure the Partnership’s activities comply with the Equalities Standards for Local
Government and bring any specific requirements to the attention of the
Board/sub-groups;
4
•
Bring any breaches of the Partnership Agreement to the attention of the Chair and,
if necessary, the Partnership Executive;
•
Arrange a full Partnership annual meeting to review progress and set out the Plan
for the forthcoming year/plan period;
•
Coordinate the Preparation of the Partnership’s Annual Review and Forward
Action Plan;
•
Liaise with Council Departments and external organisations to provide training and
advice for Partnership members;
•
Facilitate learning opportunities and networking with external organisations and
other Partnerships;
•
Develop communications strategy for approval by Board and action.
5
11. ANNEX B – MEMBERS (AS AT MAY 2011)
11.1 Partnership Board
Private Sector
Name
John White
Organisation
Andrew Faichney
George Traves
Joanna Ackers
Independent Shellfish Cooperative
Alan Gordon Freeman
Julie Snowden
Seafish
Phill Arnott
Zoe Crutchfield
Smartwind
Civic Sector
Name
Barbara Jefferson
Organisation
Hornsea Area Renaissance Partnership
Arthur Hodgson
LEADER CWWW LAG & W&SEHRP
Neil Watson
Neville Metcalf
Malcolm Watkinson
Withernsea RNLI
Martin Batt
Public Sector
Name
Cllr Symon Fraser
David McCandless
Organisation
ERYC Cabinet Member for Environment and
Planning
NEIFCA
Magnus Johnson/Richard Faint
Hull University, (Marine Studies/Business School)
Gordon Hodgson
Leanne Stockdale
Natural England
6
ANNEX C – LOCAL STRATEGIC PARTNERSHIP COMPACT PRINCIPLES
AND CODES OF PRACTICE
11.1.1 The Partnership will work towards applying the eight principles and supporting
Codes of Practice as in the Local Strategic Partnership’s Compact, which is the approved
framework for local partnership working (see Section 0):
PRINCIPLES
•
Principle One - Equal Partnership Working
•
•
Principle Two – Equalities
Principle Three – Improving Communications
•
Principle Four – Consultation, Participation and Policy Appraisal
•
•
Principle Five – Funding, Commissioning and Resources
Principle Six – Volunteering and Capacity Building
•
Principle Seven – Community Groups
•
Principle Eight – Diverse Communities
CODES OF PRACTICE
•
Funding, Commissioning and Resources
•
•
Volunteering and Capacity Building
Community Groups
•
•
Consultation, Participation and Policy Appraisal – consultation until 16 June 2006
Diverse Communities – Black & Minority Ethnic – due for completion 2006.
7
Appendix 5 Application Process
1
1

Holderness Coast FLAG strategy - East Riding of Yorkshire Council

Transcription

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