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crabs & lobsters on average, a crab only yields a quarter of its weight in flesh. The vast majority of lobsters caught each year are male |
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investing in our people
The Agency has a strong commitment to ensuring that staff receive training in the skills needed to perform their tasks effectively. In 1997 it was recognised as an achiever of the Investors in People standard and has continued to concentrate on developing a training programme linking the management of staff to business benefits.
During the period of the report staff were involved in 2853 days of developmental learning (approximately 10 days per member of staff), of which some 1045 days were spent on "off-the-job training". The Agency's enforcement rule has specific training requirements. On-going developments include the preparation of a prospectus of tailored training solutions by the Agency's in-house training team. This approach has attracted interest from other Agencies and Government Departments with an enforcement remit. The Agency's reputation as a non police reporting agency in Scotland has led to its senior managers and trainers being asked frequently to speak at outside seminars.
The staff of SFPA are the most important element in delivering organisational aims and objectives. They are able to fulfil their enforcement and managerial roles effectively through appropriately tailored training and development. In recognition of the value to be gained from our investment in training, the Agency appointed a Training Manager in March 1999 to provide focus to the training strategy, to prepare and develop an enforcement training programme and to co-ordinate and deliver quality training courses.
Following participation in a benchmarking exercise sponsored by the Cabinet Office, in which performance was assessed against the European Business Excellence Model, an independent staff survey was commissioned to define more precisely some particular shortcomings identified in internal communications. The results were very positive; over 80% of staff participated, the results of the survey were disseminated throughout the organisation, better dialogue established between management and staff and a number of initiatives in the Agency's training strategy, human resources policy and communications systems put in train. These outcomes will be kept under review.
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Fishery Officer Craig Ireland
boarding a nephrop trawler in Oban |
Captain Iain Campbell
on board the Westra |
investing in technology
Effective information technology is central to all aspects of the Agency's work and is a major feature of both internal and external communications systems. Internal electronic communications and Internet addressing facilities are now available throughout the organisation. A small internal IT support unit oversees the operation of the Fisheries Information Network (FIN), whose primary function is to provide for easy transmission of data from fishery offices for quota management purposes. It also provides for the rapid collection and dissemination of intelligence to all parts of the Agency for enforcement.
The first stage of a satellite monitoring system became operational in 1998 and is now well established. Its capability is intended to complement existing enforcement resources by providing real time information on the whereabouts of the larger fishing vessels and thereby enabling more effective deployment of vessels and aircraft for surveillance purposes. The system becomes fully operational in January 2000.
Plans have been drawn up to ensure that the IT infrastructure is able to provide a seamless service in support of the objectives and operational priorities of the Agency through to the next millennium. Major changes have been made to the hardware and software both at HQ and at fishery offices, and plans are well ahead for FIN software to be upgraded in the coming year to meet compliance criteria.
improving our effectiveness and value for money
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While tAs a public sector organisation, the Agency has a responsibility to operate as efficiently and effectively as possible. The Finance, Human Resources and Procurement Teams lead the drive for greater efficiency and value for money. Significant advances have included the introduction of shift working at Fraserburgh and a "round the clock" routine in the Operations Room, initially to accommodate the requirements of the Designated Ports Scheme but also, in due course, to exploit the capabilities of satellite monitoring. While the year's cash releasing efficiency saving of 1.4% (fig. 18) was below the target figure of 2%, it should be viewed against a background of the considerable achievements of previous years which have now made it increasingly difficult to realise comparable year on year efficiencies. However, a number of specific purchasing initiatives, a reduction in HQ support staff and rationalisation of office accommodation have produced worthwhile savings. |
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