Sustainable Seas - Better Businesses - Closer Communities

HOLDERNESS COAST FISHERY LOCAL ACTION GROUP DRAFT STRATEGY

May 2011

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Contents

1. Introduction Page 3

2. A Coastal Area with a Distinctive Identity Page 4

3. The Holderness Coast Fishery Page 11

4. SWOT Analysis Page 18

5. Key Issues Affecting the Fishing Industry and its Communities Page 20

6. The Role of the FLAG Page 22

7. Development of the Strategy Page 23

8. Strategic Objective Page 24

9. Priority Themes and Programmes Page 24

10. Delivery of the Strategy Page 36

11. Measuring Success Page 41

Appendix 1 Consultation List

Appendix 2 Summary of Key Projects

Appendix 3 FLAG Board Members

Appendix 4 Partnership Agreement

Appendix 5 FLAG Co-ordinator Job Description

Appendix 6 Expression of Interest Form

Appendix 7 Project Application Form

Appendix 8 Application Process

Appendix 9 Project Selection Criteria

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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

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

4 because of its significant cliff erosion rates that average between one and two metres a year 1 along parts of the coast.

2.1 Population

In 2009, the East Riding of Yorkshire had an estimated population of 337,045 2. 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 16-29 30-49 50-64 M 65+ M 50-59 F 60+ F Coastal FLAG Area 63,761 10,181 8,889 14,133 11,594 18,964 16.0% 13.9% 22.2% 18.2% 29.7% East Riding of 337,045 56,859 49,772 62,297 85,459 82,658 Yorkshire 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 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%).

1 Coastal Explorer Observatory , www.coastalexplorer.eastriding.gov.uk . Accessed February 2011 2 Office for National Statistics , 2009 Mid-Year Estimates, 2010 3 Office for National Statistics , 2007 Mid-Year Parish Estimates 5

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 economy 4 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% Insurance Property 312 1.7% 1,818 1.5% 38,328 1.6% 434,543 1.8% Professional, 583 3.3% 5,509 4.5% 122,043 5.2% 1,854,876 7.7% Scientific & Technical

6 Business 604 3.4% 5,154 4.2% 162,333 6.9% 1,841,805 7.6% Administration Public 680 3.8% 12,774 10.5% 133,072 5.7% 1,239,032 5.1% Administration & Defence Education 1,940 10.8% 12,917 10.6% 227,417 9.7% 2,186,163 9.0% Health 2,536 14.2% 16,109 13.2% 318,618 13.6% 2,924,938 12.1% Arts & 1,295 7.2% 5,639 4.6% 91,582 3.9% 1,120,369 4.6% Entertainment Total 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 £6,847,000 5. 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% 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 7

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 Semi- Bungalow 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.

2.7 Environment

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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

The 2008 Hull & East Riding Economic Impact of Tourism Dataset compiled by Visit Hull & East Yorkshire reported that the East Riding received:

9 • 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 Offshore 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 35km 2 and is located 8km from the coast.

• Westermost Rough (35 to 80 turbines) by DONG Energy which covers an area of 35km 2 and is located 9km from the coast.

• Dogger Bank (9,000 turbines) by the Forewind Consortium and covers an area of 6,598km 2 and is 198km from the coast, and

• Hornsea (4,000 turbines by SMartwind Limited) which covers an area of 4,075km 2 and is 99km from the coast.

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

10 (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 Priory and Meaux Abbey. The lost port of Ravenser Odd, washed away in the 1360s and

11 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

Bridlington 521,685 619,185 186,516 6,287 5,453

Flamborough 99,950 35,672 14,223 1,250 0

Easington 3,819 4,311 5,712 0 0

Hornsea 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

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 bycatch 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.

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Table 7 Inshore Effort for the Holderness Coast 2010

No. of boats No. of Men No. of Pots

Bridlington 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

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 Riding 3

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 bycatches 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

3 The Coastal Fisheries of England and Wales, Part 5: A Review of Their Status 2005 - 6 14

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, mini-keel-boats and fast-workers, set up to 800 pots each from spring onwards. In 2010 the fleet supported 97 fulltime fishermen 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 bycatch 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 subtidal 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

15 Boats Men Pots 2010 66 145 46,490 2008 59 144 49,680 2006 67 145 50,190 2005 82 160 44,100 2004 56 146 37,402 2003 58 149 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.

Windfarms Rounds 2 & 3 of the Crown Estates windfarm 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

16 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.

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 windfarm 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

17 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 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 windfarm 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 windfarms, 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:

4.1 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

18 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 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.

4.2 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 the distance to market. Historically there has also 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. These 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.

4.3 Opportunities:

These strengths and weaknesses open a number of potential opportunities for the development and sustainability of the fishing industry and coastal communities of the East Riding of Yorkshire. 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. This may also create an opportunity to increase the popularity of less popular species in order to safeguard current traditional species.

19

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.

4.4 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.

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 subject to quota restrictions, the only control on the fishery being the size of lobster which can be landed. The lobster fishery is currently the subject of an MSC accreditation process and in the longer term the fishery may be subject to additional management controls. 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

20 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.

• Threat from Wind Farms

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.

• 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

21 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.

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.

22 A European initiative which is complementary to the European Fisheries Fund is the Coast, Wolds, Wetlands and Waterways Leader Programme. The Leader area covers most of the rural parts of the East Riding of Yorkshire, the southern parts of Ryedale District and the Scarborough Borough in North Yorkshire. The Programme has a budget of £2.8m for the period of 2009-13 funded from the Rural Development Programme for England and its central aim is to utilise the unrealised potential of the area’s heritage and culture to stimulate the local economy. 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. Because of the FLAG’s key role in assisting the sustainability of coastal communities and the fishing industry, its focus is largely distinct from Leader but the two programmes can and should complement each other and offer benefits through 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.

7 Development of the Strategy

The FLAG strategy has been developed through a ‘bottom up’ approach, which means local stakeholders have been directly involved in 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 in particular the fishing industry), and the FLAG meetings themselves which 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

23 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.

8 Strategic Objective

The Strategic Objective of the Holderness Coast FLAG programme is:

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.

9 Priority Themes and Programmes

In order to achieve the Strategic Objective , three main Priority Themes have been identified:

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 role for itself in signposting and helping to facilitate applications under other Axes.

24 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. 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 Marine Stewardship Council certification of species 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.

25 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

Potential Projects include:

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) 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

Potential Partners include:

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

Potential Projects include:

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

26 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

Potential Partners include:

The industry Regional Food Group Seafish NEIFCA Retailers Hull & Humber Chamber of Commerce (Bridlington) ERYC Business Services

Timescales: 2013/2014

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

Potential Projects include:

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

Potential Partners include:

The industry Regional Food Group Seafish Regional and national seafood processors Local hotels and restaurants East Riding College ERYC (Inward Investment and Business Services)

27

Timescales: 2012/2015

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

Potential Projects include:

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

Eligible Measures:

1 and 2

Potential Partners include:

The industry East Riding College Bishop Burton College Whitby Training School ERYC Education MCA, Fire Service, RAF Search & Rescue etc. NFFO

Timescales: 2012/2015

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

28

Potential Partners include:

The industry Withernsea Town Council ERYC

Timescales: 2011/2015

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. 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

Potential Projects include:

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

Potential Partners include:

The industry Yorkshire Wildlife Trust RSPB Flamborough Head Environmental Assets Group ERYC Withernsea Town Council and Renaissance Partnership

29 Hornsea Town Council and Renaissance Partnership Bridlington Town Council and Renaissance Partnership Visit Hull and East Yorkshire Tourism Partnership

Timescales: 2011/2014

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

Potential Projects include:

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, watersports and sea kayaking Development of competitive watersports activity including sailing events to national standard

Eligible Measures:

1, 2 and 5

Potential Partners include:

Bridlington Harbour Commissioners 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

Timescales: 2012/2014

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.

30 Potential Projects include:

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

Potential Partners include:

The industry East Riding College Seafood restaurants Seafish ERYC Local hoteliers, restaurants, food outlets, etc VHEY

Timescales: 2012/2015

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.

Potential Projects include:

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:

31 5

Potential Partners include:

The industry Bridlington Harbour Commissioners Bridlington Town Council and Renaissance Partnership Hornsea Town Council and Renaissance Partnership Withernsea Town Council and Renaissance Partnership Yorkshire Wildlife Trust 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

Timescales: 2012/2015

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.

Potential Projects include:

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:

32 5

Potential Partners include:

ERYC Town Councils Private sector English Heritage Local Renaissance Partnerships Visit Hull and East Yorkshire Museums Energy Companies LEADER University of Hull

Timescales: 2012/2015

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.

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.

Potential Projects include:

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

33

Potential Partners include:

Local schools ERYC East Riding and Bishop Burton Colleges Angling Trust Hull University Wind farm developers Hornsea Inshore Rescue

Timescales: 2012/2014

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.

Potential Projects include:

Community events and festivals Industry run local events – e.g. charity BBQs on the beach, Seafood Festival Fishermen into schools Fishing weeks Information boards and exhibitions Leaflets and information sheets Local recipe cards/books Sea shanties

Eligible Measure;

5

Potential Partners include:

The industry Bridlington Harbour Commissioners Local schools ERYC Yorkshire Wildlife Trust Natural England RSPB Hornsea Inshore Rescue Bridlington & Flamborough RNLI Parish and Town Councils Local Renaissance Partnerships

34

Timescales: 2013/2015

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.

Potential Projects include:

Press releases Social media including Facebook and Twitter Web site Newsletter Street banners Themed “welcome” signs

Eligible Measure:

5

Potential Partners include:

The industry ERYC Town Councils Local Renaissance Partnerships FLAG member organisations Energy Companies

Timescales: 2011/2015

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.

Potential Projects include:

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

35 Visits to other FLAG areas to benefit from their experience

Eligible Measure:

3, 5, 7, 8 and 9

Potential Partners include:

The industry Town and Parish Councils Local Renaissance Partnerships ERYC Project applicants

Timescales: 2011/2015

10 Delivery of the Strategy

10.1 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.

10.2 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 Recreational angling Other private sector Business support Local Renaissance Partnerships East Riding of Yorkshire Council Town Councils Bridlington Harbour Commission North Eastern IFCA

36 University of Hull Seafish Yorkshire Wildlife Trust Natural England RNLI and Hornsea inshore rescue Offshore wind energy companies

A full list of Board Members is included at Appendix 3

10.3 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 Agreement is attached at Appendix 4. All members of the FLAG board have signed up to and agree to abide by the terms of the Agreement.

10.4 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 • 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.

10.5 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

37 • 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

A full job description is included at Appendix 5

10.6 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.

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 it is intended to establish Working Groups 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 development and delivery.

The FLAG Co-ordinator and the relevant Working Group will both facilitate and comment upon initial Expressions of Interest and provide advice to the applicant/s prior to submission of a formal application to the MMO. 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.

10.7 Decision making

The FLAG will have the role of 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.

Given the potential level of involvement by the FLAG and its Working Groups, the Co- ordinator and the MMO in the process of project development it is expected that the final decision of the Board will be made by consensus, though provision is to be made for a

38 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.

10.8 Project Application Process

The MMO and the six English FLAGs have agreed a process for considering project applications under Axis 4. A copy of the Expression of Interest Form is attached at Appendix 6, a Project Application Form is attached at Appendix 7 and a diagram indicating the application process is attached at Appendix 8.

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. Project selection criteria at the Expression of Interest stage and for the Full Application stage is indicated at Appendix 9. 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.

10.9 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 £6.2m, with a total EFF contribution of £3.7m Of this, £1.9m (or 30% of the total programme costs) is to be attributed to EFF Axis 4.

10.10 Financial Profile 2011-2015

The anticipated financial profile is indicated in the table below:

2011 2012 2013 2014 2015 Aprox. Total Programme £,000 £,000 £,000 £,000 £,000 Cost £

39 Sustainability 0 30 300 300 90 720,000 Diversification 0 40 70 70 70 250,000 Secondary Processing 0 50 200 200 50 500,000 Promotion and Branding 10 150 20 20 0 200,000 Infrastructure 400 1200 150 150 0 1,900,000 Training 0 25 25 25 25 100,000 Festivals & Events 0 50 100 100 50 300,000 Catering & Hospitality 0 50 50 50 50 200,000 Sailing, Leisure Boating and Angling 0 300 150 150 0 600,000 Nature tourism 50 100 100 150 0 400,000 Maritime Heritage 0 100 200 200 0 500,000 Education Programme 0 20 40 40 0 100,000 Media & PR Programme 5 10 5 5 5 30,000 Community Activity 0 25 25 25 25 100,000 Deliviery Programme 10 75 75 75 75 310,000

475 2,225 1,510 1,560 440 6,210,000

10.11 Equal opportunities

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.

40

10.12 Environmental 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

10.13 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.

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.

11 Measuring Success

11.1 Monitoring and evaluation

11.2 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

41 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 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.

11.3 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.

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).

12 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 42 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.

43

Appendix 1 Consultation List

Organisations who were either interviewed, took part in the workshop or received 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 Hornsea Inshore Rescue 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 Yorkshire Wildlife Trust 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 Withernsea Town Council Rimswell Parish Council Roos & East Garton Parish Council Lissett and Ulrome Parish Council Barmston and Fraisthorpe Parish Council

44 Carnaby Parish Council Bridlington Town Council 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

45 Appendix 2 Summary of Programmes and Potential Projects

1 2 3

Appendix 3 FLAG Board Members

Private Sector Name Organisation John White Local Fisherman (Withernsea)

Andrew Faichney Local Fisherman (Hornsea)

George Traves Chairman of Bridlington Harbour Commissioners

Joanna Ackers Independent Shellfish Cooperative

Alan Gordon Freeman Sirius Business Advice and Training

Julie Snowden Seafish

Phill Arnott Recreational Sea Angling

Zoe Crutchfield Smartwind

Civic Sector Name Organisation Barbara Jefferson Hornsea Area Renaissance Partnership

Arthur Hodgson Withernsea & South East Holderness Renaissance Partnership Neil Watson Bridlington Renaissance Partnership

Neville Metcalf Hornsea Inshore Rescue

Malcolm Watkinson Withernsea RNLI

Martin Batt Yorkshire Wildlife Trust

Public Sector Name Organisation Cllr Symon Fraser ERYC Cabinet Member for Environment and Planning David McCandless NEIFCA

Magnus Johnson/Richard Faint Hull University, (Marine Studies/Business School)

Gordon Hodgson Withernsea Town Council

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 ...... 3 2.1 Purpose...... 3 2.2 Objectives...... 3 2.3 Functions...... 3 3. GOVERNANCE AND ACCOUNTABILITY...... 5 3.1 Lead Partner...... 5 3.2 Membership ...... 5 3.3 Representation...... 5 3.4 Accountability...... 6 3.5 Structure ...... 7 3.6 Chair, Deputy Chair...... 9 3.7 Partnership Executive Officer and Coordinator Roles ...... 10 3.8 Meetings ...... 11 3.9 Decision making...... 11 3.10 Declaration of Interests...... 12 3.11 Confidentiality ...... 12 3.12 Communications Strategy and Media Relations ...... 12 4. MEASURING AND MONITORING PERFORMANCE...... 13 5. FINANCIAL MATTERS...... 14 5.2 Funding Awarded to the Partnership...... 14 5.3 Funding Awarded to Individual Partners ...... 14 5.4 Partnership Administration and Promotion Account ...... 14 6. RISK MANAGMENT ...... 15 6.1 Liability and Risk Management...... 15 6.2 Conflict and complaints ...... 15 6.3 Conflicts of Interest/Loyalty...... 16 6.4 Breaches of this Agreement...... 16 7. REVIEW PROCESSES...... 16 7.1 Annual Review...... 16 7.2 Formal Assessments ...... 17 8. DISSOLUTION PROCEDURES...... 17 8.1 Closing the Partnership...... 17 8.2 Withdrawing from the Partnership...... 18 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 Individual Positions ...... 3 11. ANNEX B – MEMBERS (AS AT [ ])...... 6 11.1 Partnership Board ...... 6 11.2 Subgroups...... 6 12. ANNEX C – LOCAL STRATEGIC PARTNERSHIP COMPACT PRINCIPLES AND CODES OF PRACTICE...... 7

4 1. INTRODUCTION AND DEFINITIONS

1.1 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.

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.

Version 16/6/06 1 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.

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/ .

Version 16/6/06 2 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;

Version 16/6/06 3 • 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 non- statutory 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;

Version 16/6/06 4 • 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.

Version 16/6/06 5 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 5 – Financial Matters, and the Accountable Body Role and Responsibilities are at Annex A, Section 10.2.

Version 16/6/06 6 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 decision-making 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); • 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.

Version 16/6/06 7 • 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 the Partnership, which will be considered by the next Board meeting. These appointments will be reviewed as part of the Annual Review process (Section 7).

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.

Version 16/6/06 8 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 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.

Version 16/6/06 9 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 minute-taker 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: • 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.

Version 16/6/06 10 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.

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

Version 16/6/06 11 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.

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

Version 16/6/06 12 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.

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)

Version 16/6/06 13 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 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.

Version 16/6/06 14 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.

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.

Version 16/6/06 15 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.

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 [two-thirds] 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.

Version 16/6/06 16 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 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.

Version 16/6/06 17 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 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.

Version 16/6/06 18 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-for-profit 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 3.8- Meetings; • 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; • 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;

3 • 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; • 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;

4 • 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 Organisation John White Local Fisherman (Withernsea)

Andrew Faichney Local Fisherman (Hornsea)

George Traves Chairman of Bridlington Harbour Commissioners

Joanna Ackers Independent Shellfish Cooperative

Alan Gordon Freeman Sirius Business Advice and Training

Julie Snowden Seafish

Phill Arnott Recreational Sea Angling

Zoe Crutchfield Smartwind

Civic Sector Name Organisation Barbara Jefferson Hornsea Area Renaissance Partnership

Arthur Hodgson LEADER CWWW LAG & W&SEHRP

Neil Watson Bridlington Renaissance Partnership

Neville Metcalf Hornsea Inshore Rescue

Malcolm Watkinson Withernsea RNLI

Martin Batt Yorkshire Wildlife Trust

Public Sector Name Organisation Cllr Symon Fraser ERYC Cabinet Member for Environment and Planning David McCandless NEIFCA

Magnus Johnson/Richard Faint Hull University, (Marine Studies/Business School)

Gordon Hodgson Withernsea Town Council

Leanne Stockdale Natural England

11.2 Subgroups - TBC

6 ANNEX C – LOCAL STRATEGIC PARTNERSHIP COMPACT PRINCIPLES AND CODES OF PRACTICE

11.2.1 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 FLAG Co-ordinator Job Description

To follow

8

Appendix 6 Expression of Interest Form

To follow

9

Appendix 7 Project Application Form

To follow

10

Appendix 8 Application Process

1 Appendix 9 Project Selection Criteria

Stage 1 Expression of Interest

The Programme Co-ordinator will use the following criteria to assess whether the project is potentially eligible for funding: Yes No 1. Is the project’s match funding from non-EU sources?

2. Is the project located within the FLAG area, or benefit the FLAG area?

3. Does the project contribute to the Strategy’s objectives and priority themes?

4. Does the project contribute to the Strategy’s target outcomes and outputs?

5. Does the project contribute to the sustainability of the local fishery and fishing communities?

Specifically, does the project contribute to any of the following?

• Create measurable economic benefit • Reduce operating costs • Improve supply chain and operating efficiency • Increase quality and value from new markets or products • Develop or exploit new technology • Develop local brand/niche markets • Exploit by-products for profit • Reduce wastes and discards • Address market/product information deficiencies • Support diversification into new activities • Promote long term prosperity in fishing-dependent communities • Create new employment opportunities • Improve skills and training opportunities • Sustain existing employment • Promote access to employment • Promote equal opportunities • Promote sustainability of environments • Improve quality of environments • Reduce adverse impact on environment and habitats • Promote sustainability of stocks/species • Promote quality and health of stocks/species • Reduce adverse impacts on resources • Develop awareness of environmental issues and impacts • Improve access to environmental information If the project fulfils all of these requirements, the applicant will be invited to complete a full application form and project proposal. The Co-ordinator will advise the applicant on the application and the way in which the proposal needs to be presented.

1 Stage 2 Project Application Quality Evaluation

The Co-ordinator will evaluate the project application in accordance with the following factors and rank the quality of the application and in terms of High, Medium or Low Quality. The results of this evaluation will be reported to the FLAG at the time the application is considered for funding.

1. Need for the Project

The project has been identified by the FLAG as a key project contributing to the implementation of the Strategy

2. Project Objectives, Indicators and Milestones

There is a clear and logical description of the project’s objectives, outputs and milestones. The objectives match those of the Strategy and are realistic, measurable and achievable

3. Match Funding

Non–EU match funding has been secured, preferably levering in private sector funds

4. Sustainability

There is evidence that the proposal has given consideration to environmental sustainability. The project is self sustaining or there are substantial elements of sustainability in the legacy of the proposed activity, including economic, social and environmental.

5. Key Policy Themes and Innovation

Thee nature of the proposed activity takes into account the wider FLAG strategy, shows innovation and integrates and complements other proposed FLAG projects.

6. Financial Viability

Financial proposals are clearly stated and robust. There is a high likelihood that the proposal will be viable in the longer term.

7. Additionality and displacement

The proposed activity is additional to the status quo and does not displace or substitue existing activity and seeks to ensure this by engaging with partners. It has been clearly evidenced that FLAG funding is a vital element of the delivery of this activity.

8. Project Management and Delivery

The proposal includes a clear statement of the project will be managed and monitored. There is evidence of appropriate skills and track record. Procurement has been considered.

9. Risk Assessment

The proposal contains a thorough risk assessment.

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