DAFF Service Delivery Plan 2009 - Isle of Man Government

DEPARTMENT OF AGRICULTURE, FISHERIES & FORESTRY 

SERVICE DELIVERY PLAN 2009

SERVICE DELIVERY PLAN 2009 

CONTENTS: 

PAGE 

• FOREWORD BY THE MINISTER 1 

• INTRODUCTION BY THE CHIEF EXECUTIVE 2 

• ABOUT US 3 

• WHAT WE DO 4 - 6 

• KEY CHALLENGES 7 

• WHAT WE WILL ACHIEVE 8 - 18 

• FINANCIAL INFORMATION 19 & 20


FOREWORD BY 

THE MINISTER 

Having last year developed a long term strategy for our food industry, radically reformed our agricultural support system 

and won support for our innovative, low impact, landmark headquarters building the Department could be forgiven for 

taking things a little easier this year. While this may be an attractive prospect, there is still a lot more to do and both the 

political membership and officers of the Department remain committed to delivering the significant reforms and new 

policy developments outlined in this year’s plan. 

I am pleased to acknowledge the continuing support of the Department’s political members. Brenda Cannell MHK 

retains responsibility for the Forestry Division and will be assisting with the implementation of an ambitious programme 

to refurbish and rejuvenate our glens and estate, making them more accessible to the public. 

David Quirk MHK will be assisting with the continuing reform of our fishing industry and the introduction of updated 

fisheries legislation. I am pleased to welcome David Callister MLC to the Department and he will head the Wildlife and 

Conservation Division in raising the profile of conservation issues, protecting more of our valuable habitats and revising 

and reforming our wildlife legislation. 

In Agriculture I will seek to continue the reform of the outdated structures which have been holding the industry back. 

Major initiatives to improve the efficiency and overall profitability for the meat, dairy and cereals sectors will be 

developed and implemented, working closely with farmers, processors and retailers. A significant effort will also be 

made in preparing and presenting our case for a continuation of the Red Meat Derogation. 

As the security and price of global fuel supplies continues to be volatile, and with the British Irish Council and the 

International Energy Agency predicting that supplies of oil and gas are expected to decline by 2020 or earlier, the 

Department will be encouraging the development of a home grown biomass energy industry. Woodchip fuel will be 

available this year and trials of short-term willow coppicing for woodchip will be established. 

The renegotiation of our Fisheries Management Agreement should allow for enhanced fisheries management of our 

territorial sea. This would not only deliver improved conditions for our own and visiting fishermen but could also result in 

greater protection for our marine environment. Our fishermen had a poor year last year and significant reform is required 

across the whole sector if profitability for our fishing sector is to be improved. 

Our natural environment and countryside are regularly cited amongst the most attractive features of living in the Isle of 

Man. The Department is keen to do more to protect and promote our natural heritage for the benefit of both the Manx 

people and visitors. A considerable effort will be made this year to ensure that the Isle of Man can become signed up to the 

Convention on Biological Diversity so bringing us inline with the overwhelming majority of mature and responsible nations. 

It would be remiss of me not to put on record my heartfelt thanks to the politicians and officers of the Department and 

the industry representatives with whom the Department has developed such a productive working relationship. It is my 

great privilege to work with such an energetic and committed team and I am sure that we will continue to deliver the 

substantial changes which the industries we serve require. 

I am pleased that the Department continues to play its part in delivering the central policy objectives developed by 

Council of Ministers. The contribution of the agriculture, fisheries and forestry industries to our economy has perhaps 

been overlooked in the past and the Department is keen to work with these industries to ensure that they play their 

fullest part in the economic, social and cultural life of the Isle of Man. 

Hon Phil Gawne MHK 

Minister 

1


INTRODUCTION BY THE 

CHIEF EXECUTIVE 

As the Department prepares for the new financial year and reflects upon its performance during the 2008-09 year, there 

is a little time to dwell upon the significant events of the past twelve months and to reflect upon how these achievements 

will set our agenda for the forthcoming year. 

In December 2008, Tynwald gave overwhelming support to the Department’s plans to commence the process of phasing 

out current systems of production based agricultural subsidies which, complemented by a protected home market, have 

shielded the Industry from many commercial pressures. 

I am aware that the Department now has a bigger job to undertake in ensuring that the administration systems necessary 

to underpin the new Countryside Care Scheme are robust, while also ensuring that the Agricultural Services Division, 

aided by Wildlife and Conservation staff, monitor the new arrangements, advise farmers as to how to maximise the 

returns available from the new regime and continue to communicate to the Manx public (and beyond) the virtues of 

buying local produce. 

The next twelve months sees the ongoing progression of the largest capital scheme in the Department’s history, namely 

the construction of “Thie Slieau Whallian”, the name given to the new headquarters building at St John’s. Following 

Tynwald’s support in November 2008, work started on site almost immediately but timescales are very tight if the 

planned move is to be undertaken on schedule in April 2010. The project team has worked extremely hard to keep to 

schedule thus far and I remain optimistic that by next Easter, we will be bidding farewell to Rose House, much to the 

relief of the majority of our customers. 

St John’s will continue to be the focus of a great deal of managerial time in 2009-10, as in addition to the new 

headquarters, the ongoing development of the Saw Mill will continue. In 2008-09, turnover rose by over 50% in 

comparison with the 2006-07 equivalent, despite delays in the delivery of new equipment. 

Simultaneously, the Department will commence the production of woodchips, not only to fuel its own district heating 

system at St John’s but also for use by other public sector buildings that are deemed appropriate by our colleagues at the 

DoLGE. Given the precarious position of our forestry operation some three years ago, it is pleasing to see how it has 

developed its role in the local economy by reducing imports of timber and providing a source of sustainable fuel. 

Another industry that has faced uncertain times in the recent past is the shellfish industry. 2008 saw very poor returns in 

respect of queenie and scallop catches and processors were hard pressed to maintain continuity of production. It was 

recognised that the Fisheries Management Agreement required a fundamental review in the light of changing 

circumstances and this process of re-negotiation of the regulation of the Isle of Man’s Territorial Waters has commenced. 

This is likely to be a protracted process involving representatives from all the U.K. fishing industries as the significant 

numbers of shellfish found in the sea around the Island have made our waters particularly attractive to fishing vessels 

from around the Irish Sea. 

This year will also see the development of plans for Marine Nature Reserves, led by the marine staff from the Wildlife 

and Conservation Division in conjunction with the Fisheries Division. The Department has learnt the lessons of the past 

and a fulsome consultation process is being devised to ensure all stakeholders have an opportunity to participate. 

During 2008-09, my frequent absences from the Department, while tending to the needs of the Department of Tourism 

and Leisure, placed an extended reliance upon senior colleagues. Their professionalism in accepting a greater degree of 

responsibility is gratefully acknowledged. 

In particular, I would wish to place on record my appreciation of the dedication and leadership exhibited over the past 

decade and beyond by Eamon O’Donnell, the Chief Veterinary officer, who will retire in June. Eamon had led the 

Department and the Government through two outbreaks of Foot and Mouth Disease, in addition to facing many other 

challenges. His wise counsel will be greatly missed. 

Colin Kniveton, Chief Executive 

2


ABOUT US 

Organisation Chart 

Minister 

Hon Phil Gawne MHK 

Agriculture and Animal Health 

David Quirk MHK 

Fisheries 

Brenda Cannell MHK 

Forestry, Amenity & Lands 

David Callister MLC 

Wildlife & Conservation 

Chief Executive 

Agricultural 

Services 

Animal 

Health 

Finance & 

Corporate 

Services 

Fisheries 

Forestry, 

Amenity 

& Lands 

Wildlife & 

Conservation 

The Department has a staffing budget of 132.25 full time equivalents including a significant number of professionals and 

specialists and a net financial budget of £15,969,000 for the financial year 2009/10. 

3


WHAT WE DO 

Agricultural Services Division 

The Division works in partnership with the agricultural 

industry to develop thriving farming and food 

businesses. It provides advice, guidance and support to 

the industry and is the primary source of agricultural 

advice to the Minister and Political Members. It manages 

and develops support schemes and offers technical 

advice, training, education and non-commercial services 

to help evolve the agricultural industry. 

Financial Budget 09/10: £9,715,000 

Staffing: 21.65 FTE 

We aim to: 

• Deliver our agreed long term strategy for the future 

of agriculture which encourages the development of 

an innovative, diverse and sustainable agriculture 

and primary processing industry which sells 

distinctive, top quality products into high value 

markets. We aim to maintain the Island’s capability to 

supply locally produced food through the creation of 

a trading environment which enhances the 

entrepreneurial and competitive position of the 

industry, whilst protecting the Island’s natural habitat 

and enhancing the role of farmers as countryside 

custodians. 

• Assist in securing a trading environment in which 

Manx agriculture and the associated food chain has 

the most competitive opportunity to trade. This also 

involves business advisory work to optimise 

individual technical and financial performance. 

• Review and evolve the agricultural support tools to 

better match the vision for diversified agricultural 

businesses and to stimulate and facilitate an orderly 

evolution of the industry, combined with sustainable 

management of the countryside. 

• Work with the industry to improve communications, 

efficiency and market messages throughout the food 

chain in order to improve profits at each stage. 

Animal Health Division 

The Division strives to achieve high standards of animal 

health and welfare balancing the needs of the animal 

with the promotion and facilitation of trade in agricultural 

produce. This includes the prevention and control of 

animal diseases, enhancement of animal welfare, 

livestock protection, animal tracing and identification, 

regulation of meat imports and provision of a Veterinary 

Officer to supervise the Department of Local 

Government and the Environment’s meat hygiene team 

at the Meat Plant. 

Financial Budget 09/10: £670,000 

Staffing: 9 FTE 

We aim to: 

• Attain and maintain high standards of animal health, 

including aquaculture, in order to protect and 

enhance the trading position of the Manx food 

industry. 

• Promote high standards of welfare within modern 

husbandry systems, balancing the needs of the 

animal with the development of a progressive, 

sustainable and diverse agricultural industry. 

• Provide lead professional services to DoLGE for the 

Meat Hygiene Team, safeguarding public health and 

validating standards for the entire food chain from 

farm to fork. 

Finance and Corporate Services 

The Division delivers core services such as the finance 

and payroll functions, the provision of management 

information and health and safety advice, policy 

development and co-ordination, management of the 

planning processes, drafting of legislation, compliance 

with Government policies, procedures and legislation 

together with political advice and support. 


Staffing: 8.6 FTE 

4


We aim to: 

• Lead, guide and monitor the Department in relation 

to all Corporate initiatives. 

• Promote continuous improvement in the 

management of the Department’s services and 

resources, including its property portfolio, focusing 

on maximising value for money and compliance with 

policy, procedure and legislation. 

• Provide comprehensive financial and personnel 

support to the Department. 

• Provide quality legislative support and 

comprehensive, well researched advice to the 

Minister, Political Members and other Divisions. 

• Provide comprehensive health and safety advice to 

the Department. 

Fisheries Division 

The Division is responsible for the management of 

fisheries within the Island and the Territorial Sea. 

Working with the Manx fishing industry, anglers and 

other stakeholders, the Division will develop innovative 

and dynamic management and marketing measures that 

reflect the social, environmental and economic needs of 

the Isle of Man. 



We aim to: 

• Protect, manage and improve Manx fisheries, and 

native fish populations and to establish an 

international reputation for innovative and 

sustainable fisheries management. 

• Effectively control our fisheries through use of the 

fpv Barrule and rigorous land based enforcement 

measures. 

• Support the economic development and 

diversification of the Isle of Man catching and 

processing sectors. 

• Assist the Manx fish and shellfish industry to 

increase demand for Manx seafoods, based on 

quality, traceability and sustainability. 

• Continue with the implementation of the Migratory 

Salmonid Enhancement Strategy for the effective 

management and development of the native 

migratory salmonid fisheries in the Isle of Man. 

• Develop opportunities for diverse recreational 

angling on the Island to contribute to an enhanced 

quality of life and to promote the Island’s natural 

environment for the enjoyment of family and 

community. 

Forestry, Amenity and Lands Division 

The Division sensitively manages and encourages 

recreational and commercial activity across the estate for 

the benefit of the public whilst ensuring that the 

plantations, National Glens and hill land are not 

detrimentally affected. 

The Division also monitors and protects arboricultural 

health and maintains the silvicultural environment and 

character of the countryside by rigorously enforcing Tree 

Preservation legislation. 



We aim to: 

• Promote and enhance the Island’s unique heritage 

and landscape for future generations and to enhance 

the role played by the Department in developing a 

co-ordinated approach with other Departments and 

bodies to achieve this aim Island wide. 

• Develop and maintain an economically viable timber 

industry and processing sector and achieve self 

sufficiency in agricultural timber products. 

• Utilise the Island’s natural resources to offer healthy 

and invigorating outdoor activities by expanding 

existing uses and developing new and alternative 

uses. 

• Positively and proactively manage the estate in a 

professional and prioritised manner to safeguard its 

fabric and to ensure effective and timely investment 

is made. 

• Promote the use of timber as an alternative and 

sustainable fuel source. 

5


WHAT WE DO cont’d 

Wildlife and Conservation Division 

The Division aims to ensure the Island’s most scarce and 

important species of wild plants, animals and their 

habitats are conserved effectively for future generations, 

for example through site designation (ASSI’s), 

conservation advice and management agreements, in 

recognition of the high value of the Island’s natural 

heritage. The Division works with others, such as 

voluntary groups, the public, government departments 

and specialists to maintain and enhance the ecological 

health and biological diversity of the countryside and 

marine environment. We offer conservation and 

research grants, management agreements and funding 

for Agri-Environment Schemes on farms. 

We operate a licencing system to ensure that the trade 

in globally endangered species to and from the Island is 

controlled. The Island also has habitats and species 

which have international significance and we aim to 

ensure these are recognised in decision making and are 

effectively conserved. The Island has a number of 

special birds (eg chough, hen harrier and corncrakes), 

sea creatures (eg basking sharks and Risso’s dolphins) 

and habitats of European importance (eg heathlands and 

upland moorland). Their conservation is prioritised. 

Financial Budget 09/10: £615,000 


We aim to: 

• Maintain and enhance the wildlife value and natural 

beauty of our rural and maritime environments by 

encouraging sustainable use, giving appropriate 

protection, providing effective management 

incentives and monitoring change. 

• Protect and promote the Island’s international 

relations by ensuring the Island meets its obligations 

under international conservation conventions to 

which it is a signatory. 

• Communicate our aims and enter dialogues with 

stakeholders, the public and policy makers about the 

significance of the natural world and its 

management. In particular we wish to discuss and 

promote best practice guidelines for users of the 

land and sea. 

6


KEY CHALLENGES 

Changing Role of the Department 

In this section two years ago, the need to evolve internal 

systems and cultures within the Department to meet 

potential changes to support schemes was identified. 

Culturally, the focus within the Department has changed 

significantly and events such as the Woodland Fayre and 

support for “I Love Manx” and “Pure Produce of the Isle 

of Man” has raised the awareness of the quality of Manx 

produce. 

The advent of the move away from production based 

subsidies now provides a larger and more tangible 

challenge to the Department. After a period of significant 

uncertainty, the agricultural industry now has a much 

clearer vision of the future. The time for debate has 

ended and the need for united and positive action has 

commenced. The Department must work with the 

industry to enable it to adapt to the new landscape, while 

ensuring that the administration of the new support 

mechanism is efficient and generates confidence within 

the industry. 

The need to work with all elements of the industry to 

help it identify and capitalise on opportunities available to 

it whilst ensuring that production of livestock and crops 

are maintained at the highest possible levels, represents 

the single most crucial challenge to have faced the 

Department since its inception. 

Property Issues 

The need to progress the new headquarters in the light 

of the very demanding schedule will constitute the major 

property based challenge for 2009-10. 

However, the delays created by the frequent absences of 

the Chief Executive due to his additional responsibilities 

at the Department of Tourism and Leisure during the 

latter part of last year did have a negative impact upon 

another property project, namely the development and 

restoration of units at Mill Road Yard, Peel. 

The need to bring this project back on schedule, in 

addition to the requirement to refurbish properties at 

Silverdale, Laxey Glen Gardens and the property and 

lands at the newly acquired Bradda Estate are challenges 

that will require a much greater emphasis from within the 

Department. 

Given that the Department is a relative stranger to capital 

schemes, the ambitions in respect of the major property 

works now scheduled for 2009-10 will require the 

re-allocation of resources in terms of both personnel and 

finance if the objectives are to be achieved in a timely 

manner. 

Within the Forestry, Amenity and Lands Division, the 

ongoing investment at the Saw Mill will continue, with 

the extension of the main cutting shed to accommodate 

the new cutting equipment and the construction of a new 

workshop and stores building. 

The commencement of the production of wood chips as 

an alternative to non-sustainable fuels is set to commence 

in 2009-10 and will require further development of the St 

John’s site. 

Combined with the requirement to commence the Glens 

refurbishment plan, the property and lands projects for 

2009-10 represent the most ambitious ever contemplated 

by the Department in its history. 

Conservation 

The consultation exercise in respect of the potential 

introduction of Marine Nature Reserves is ongoing and 

could lead to significant long term changes to the manner 

in which the Department interacts with the marine 

environment. 

Furthermore, the need to reduce current rates of biodiversity 

loss has been recognised and a key challenge 

for the Wildlife and Conservation team will be to 

generate the levels of public support necessary to effect 

change to traditional thinking. This may take many years 

to achieve but the long journey must commence with a 

single step. 

Fisheries Policies 

The Inland Fisheries section of the Fisheries Division does 

not often feature in the “key challenges” section, but 

2009-10 will see potential changes to the activities of this 

area of the Department being considered. Opportunities 

to review the manner in which trout for the Island’s 

reservoirs are produced are being considered along with 

the options to develop a policy in respect of coarse fish, 

following a study of a number of ponds and dubs around 

the Island. 

As mentioned in the introduction, the re-negotiation of 

the Fisheries Management Agreement and the ability to 

market locally caught and processed shellfish, represent 

considerable challenges to the Department in 2009-10. 

7


WHAT WE WILL ACHIEVE 

Government 

Strategic 

Policy: 

Purpose: 


Strategic Aim: 

Income, Employment and 

the Economy 

To raise the standard of living of all 

the people of the Island through 

the ongoing development of a 

successful economy and the 

sharing of its benefits with all in 

our community. 

Economic Growth and 

Diversification – to facilitate a 

dynamic, modern and diverse 

economy. 

Department aim to provide leadership in facilitating 

economic development within the 

agricultural, fisheries and local 

food production sectors 

We will: 

• Ensure that the Island has innovative and sustainable 

agriculture, fisheries and primary processing 

industries which sell top quality, nutritional and 

distinctive products into high value markets 

maintaining our producers’ capability to feed the 

Island’s population by creating a trading environment 

which enhances the entrepreneurial and competitive 

position of the industry. 

• In partnership with the industry, implement the 

strategy for Manx agriculture and the associated 

food chain contained in “Developing a Reliable, 

Sustainable, Self Reliant Manx Agriculture”, as 

supported by Tynwald in April 2008. This will involve 

the introduction of marketing related support 

initiatives and the de-coupling of production related 

support in order to improve producer and 

processors’ focus on and response to market 

demands. 

• Improve communications between all levels of the 

food chain and work with the industry to develop a 

Manx food brand with an associated marketing 

strategy for each sector combined with a positive 

approach and a “can do” culture. This will include 

working across government to ensure a sustainable 

food procurement policy is adopted. 

• Work with DEFRA and the EU Agriculture 

Commission to seek an extension to the EU Redmeat 

Derogation. 

• Introduce support for industry diversification and 

continue to develop support for marketing. 

• Implement the Local Food Marketing Strategy, 

including a Local Food Marketing team and the 

Organic Action Plan. 

• Work with the whole food chain to increase the 

range and availability of organic products. 

• In partnership with the food chain, establish and 

oversee the introduction of a Local Food Quality label 

underpinned by an independent and rigorous 

assessment of top quality standards. 

• In partnership with other government and industry 

bodies, explore the need for increased rigour in 

monitoring and enforcing existing labelling 

legislation. 

• Support the development of an Agricultural Show 

site and Livestock Market at Knockaloe. 

• Work closely with the processing sector to ensure 

that fisheries management measures and Schemes 

adequately reflect the changing nature of the market. 

• Further develop and broaden the scallop assessment 

programme that has provided the Isle of Man with a 

uniquely detailed dataset on the Manx scallop beds, 

and ensure that this information is incorporated into 

future management advice. 

• Develop, in partnership with the industry, a distinct 

brand for Manx seafoods, including independent 

assurance schemes relating to the catching, 

processing and management of Manx fisheries. 

• Control and, where feasible, eradicate all notifiable 

diseases. 

• Prevent, through statutory measures, the importation 

of animal diseases. 

• Improve the health status of our livestock by 

statutory eradication and surveillance schemes and 

by encouraging membership of voluntary disease 

control schemes. 

• Arrange a series meetings, seminars and other 

8


publicity to promote a greater awareness of bio 

security and its role in safeguarding individual farms 

from exotic and endemic diseases. 

• Encourage high standards of animal welfare on 

farms, during transport, at markets, in the Meat Plant 

and, as far as possible, on export. 

• Ensure the statutory health status of the national 

flock and herd. 

Key Performance Indicators 

• Ensure that the animal and public health 

requirements of our export customers are met. 

• Implement and control the licensing regime 

introduced to give effect to the Island’s Meat 

Derogation. 

• Work with DoLGE, DTI and DOT to develop the 

marine spatial planning process based on sound 

knowledge of the marine environment to facilitate 

sustainable development of our seabed. 

Indicator Current Performance Benchmark Target 

Maintain consumption of 

home produced beef 

through improved 

marketing and control of 

imports to maximum of 

20%. 

Introduce a government 

wide sustainable food 

procurement policy. 

Implement existing 

Tynwald policy statement 

on the future of 

agriculture. 

Implement the new 

Countryside Care Scheme. 

Support IOM Meat to 

establish a lamb marketing 

strategy. 

Introduce a Diversification 

Support Scheme. 

Develop a local food 

quality label. 

Statutory Disease Testing 

to maintain the health 

status that underpins all 

trade in agricultural 

produce. 

2008 - 1,023,137kg locally 

produced beef consumed 

on Island (88.6% of total). 

Up 13,031kg. 

Inter-Department working 

party finalising. 

Policy agreed by Tynwald 

in April 2008. 

Scheme approved by 

Tynwald in December 

2008. 

Nothing in place at 

present. 


present. 


present. 

No comparable 

benchmark. 

Maintain consumption of 

local beef to at least 2008 

levels. 

UK policy in place. Introduce during 2009. 

No comparable 

benchmark. 

Similar EU schemes 

introduced in 2005. 

No comparable 

benchmark. 

No comparable 

benchmark. 

UK Red Tractor broadly 

similar. 

Implement during 2009. 

Implement Scheme with 

effect from 1 April 2009. 

Implementation started by 

August 2009. 

Implement by April 2010. 

Stakeholder agreement on 

strategy during 2009. 

Target met. EU Directive. Standards laid down in EU 

Directive 64/432 as 

amended. 

9


WHAT WE WILL ACHIEVE cont’d 

Key Performance Indicators (continued) 


Testing of Imports to 

protect the health of the 

national herd. 

On-farm inspections to 

ensure the integrity of the 

Bovine Identification and 

Traceability system. 

Recognisable quality 

assured brand for Manx 

Seafoods. 

Target met. 

Accepted scientific 

standard. 

Appropriate tests 

completed within 90 days. 

Target exceeded. 

Target laid down in EU 

Regulation. 

At least 10% of holdings 

inspected annually. 

Manx Queenies and 

Langoustine’s identified as 

suitable candidates for 

PDO status. Business plan 

for Seafood Branding 

initiative in place. 

Initiatives established in 

Northern Ireland, 

Scotland, The Humber and 

Cornwall. PDO 

applications for 4 Welsh 

fishery products 

underway. 

PDO status to be achieved 

for at least one Manx 

fishery product by 2011. 

Three year seafood 

branding initiative to 

commence 2009/10. 

Further enhancement of 

the scallop fishery. 

Closure and re-seeding of 

Douglas Bay took place in 

2008. 

No comparable 

benchmark. 

Develop, in conjunction 

with industry, a plan for 

scallop ranching by March 

2010. 

Lead on the development 

of the marine spatial 

planning process together 

with DTI, DOT and DoLGE 

by employing a project 

officer to implement a 

project plan. 

Level of cross government 

co-operation on 

development of the marine 

environment. 

Currently a piecemeal ad 

hoc system operating 

through the Territorial Sea 

Committee. 

Marine Bill development 

and similar processes in 

the UK. 



International Relationships – to 

protect and promote the Island’s 

international relations. 

Department aim to protect and promote the Island’s 

international relations by ensuring 

the Island meets its obligations 

under its relationship with the 

European Union and the 

international conventions to which 

it is a signatory and to develop its 

links with neighbouring 

jurisdictions 

We will: 

• Cultivate and develop our relationship with the 

European Commission, UK Representative and 

DEFRA so as to enhance and utilise the opportunities 

afforded by Protocol 3. 

• Renegotiate the Fisheries Management Agreement 

to better reflect the new Irish Sea fisheries 

management regime which has resulted from the UK 

devolution settlements. 

• Foster positive relationships with equivalent 

departments in neighbouring jurisdictions. 

10


• Continue to safeguard movement of wildlife items 

and specimens covered by the Convention on 

International Trade in Endangered Species through 

operating under revised legislation. 

• Propose becoming signatory to the Convention on 

Biological Diversity. 

• Work with others, especially within government, to 

ensure we meet the agreements to which we are a 

signatory, for example the Ramsar and OSPAR 

conventions. 

• Maintain and develop contact with appropriate 

organisations and individuals in Europe to promote 

an effective working relationship with the European 

Commission and develop a greater recognition and 

profile for the Island. 



Level of Manx participation 

in International Nature 

Conservation Agreements. 

The Island is party to the 

following; Convention on 

International Trade in 

Endangered Species 

(CITES) together with the 

Ramsar, Bonn, Bern and 

OSPAR Conventions. 

Other Island’s who are 

party to the Convention on 

Biological Diversity include 

Jersey, Gibraltar, St 

Helena, British Virgin 

Islands and Cayman 

Islands. 

Isle of Man to become 

party to the Convention on 

Biological Diversity. 

Development and 

agreement of a revised 

Fisheries Management 

Agreement (FMA). 

Current FMA was signed 

in 1991, prior to UK 

devolution. 

Guernsey currently has no 

FMA with the UK. 

To have agreed the main 

principles of a revised 

Fisheries Management 

Agreement with all 4 UK 

administrations by March 

2010. 


Strategic 

Policy: 

Purpose: 



Government Spendings 

and Revenues 

To raise revenues and allocate 

resources for the provision of 

services in a way that: 

• meets the needs of the 

community 

• ensures that people are healthy 

and secure 

• assists the most in need 

• distributes the benefits of 

economic growth 

Public Service – to provide high 

quality public services at maximum 

efficiency, whilst having regard to 

the cost to the community. 

Department aim to harness opportunities to 

improve the efficiency of service 

delivery and adopt, where 

appropriate, realistic pricing 

structures for services provided 

We will: 

• Balance a responsible pricing structure against the 

provision of essential services and amenity 

provisions, so as to allow the Department to fund key 

priorities. 

• Maintain scheme compliance, speed of delivery and 

value for money throughout the agricultural and 

fisheries support processes and the introduction of 

the new Countryside Care Scheme. 

• Seek to capitalise on the efficiency opportunities 

which are expected from the new Countryside Care 

Scheme. 

11



• Provide reasonably priced and efficient services to 

the sector where these can not be provided by the 

commercial sector. Monitor and maintain these 

services so as to ensure continuity during the 

transition to the new support schemes. 

• Review opportunities for the commercial sector to 

undertake such services, where appropriate. 

• Launch and deliver the revised national advisory 

programme to raise the industry’s business efficiency 

and innovation and develop a “can do” culture. 

• Monitor and maintain the Island’s plant health through 

inspections of local and imported plant material for the 

presence of quarantine pests and diseases. 

• Provide the necessary certification and documentation 

to enable trade in livestock and fish to take place with 

the UK, other Member states and Third Countries. 



Provision of export 

certification for all livestock 

and fish to protect trade. 

Target exceeded with 

normal provision within 24 

hours. 

Corresponding UK 

provision times at least 10 

working days. 

Provision of livestock 

certificates within 72 hours 

(48 if submitted 

electronically). 



Asset Management - to ensure that 

Government’s assets are bought, 

sold and used in a way which gives 

value for money. 

Department aim to ensure that the Department’s 

property portfolio is effective, fit 

for purpose and delivers value for 

money 

We will: 

• Continue to review the Department’s property 

infrastructure with a view to improving the condition 

and management of the same. 

• Develop the estate management position with a view 

to increasing public enjoyment and benefit from the 

estate. 

• Prepare design plans for the development of Bradda 

Headland, Glen and Café. 

• Develop a long term plan for the future of Knockaloe 

Farm and in the interim, to optimise the commercial, 

demonstration, educational and amenity value it can 

provide. 



Commence full review of 

and plan prioritised 

maintenance of two key 

properties. 

Identify a feasible and cost 

effective solution to the car 

park problems at 

Silverdale. 

Business and renovation 

proposal in place for public 

consultation for Bradda 

Head project. 

Ongoing maintenance. 

No complete 

refurbishment planned. 

No comparable 

benchmark. 

2 property refurbishments 

fully planned and tendered 

for and funding secured by 

March 2010. 

Costed option report 

available to seek funding 

by August 2009. 

Current option does not 

tackle all issues. 

No comparable 

benchmark. 

Conveyance commenced. 

No comparable 

benchmark. 

Plan available on site by 

August 2009. 

12




Optimise the value 

achieved from Knockaloe. 

Farm trading at small 

profit, with growing 

demonstration activity. 

Target profit is 10% of 

turnover. 

Develop strategy for future 

use of Knockaloe by 

March 2010. 

The continued 

redevelopment of Mill 

Road Yard. 

Management plan in place 

2008/09. 

No comparable 

benchmark. 

Existing properties up to 

an acceptable standard 

and one new building 

complete by March 2010. 

The development of the 

wider St John’s site. 

Planning permission 

granted for new Workshop 

& Stores. Riverbank 

stabilisation project 

complete. 

No comparable 

benchmark. 

Workshop & Stores, 

District Heating System 

and Sawmill building 

alterations complete by 

March 2010. 


Strategic 

Policy: 

Purpose: 



Legislation and Regulation 

To introduce and enforce 

legislation and regulations which 

provide for the care, protection, 

safety and personal development 

of the individual whilst minimising 

the burden of compliance to 

employers and the community. 

Legislation and Regulation – to 

provide a legislative and regulatory 

framework that strikes a balance 

between the interests of all 

stakeholders within the 

community. 

Department aim to ensure that legislation is 

updated and amended as required 

in order to meet the Department’s 

policies 

We will: 

• Ensure that there is an adequate and resilient supply 

of agricultural land available for local food production 

needs with a balanced public access policy for 

amenity purposes. 

• Introduce changes to the Agricultural Marketing Act 

which, combined with efforts to optimise our trading 

relationship with the European Union for all sectors, 

will deliver a platform for effective restructuring and 

profitable business development. 

• Undertake a review of the Plant Health Order 1999 

and introduce an updated Order. 

• Promote and, where necessary, enforce Department 

policies on animal welfare. 

• Seek, through consultation and co-operation with 

colleagues in the police and Attorney General’s 

Chambers, to improve and streamline enforcement 

procedures to ensure timely prosecutions where 

necessary for their punitive and deterrent effect. 

• Review and update fisheries legislation to reflect the 

changing focus of the Isle of Man’s needs, and to 

allow the Isle of Man to meet the obligations and 

responsibilities it has to both the UK and EU. 

• Increase enforcement ability, through partnership 

with other Departments or Agencies, to ensure that 

fisheries enforcement at sea is adaptable, 

unpredictable, and is focussed on areas of highest 

risk to our fisheries. 

• Progress with the review of Fisheries primary 

legislation with the submission of a consolidated 

Fisheries Bill by March 2010. 

13



• Ensure our rarest and most significant wildlife is 

given strong legal protection, through legislation 

revision and enforcement, while invasive and nonindigenous 

plants and animals are controlled or 

excluded. To do this we will work with Manx 

National Heritage and all our partners to ensure upto-date 

and comprehensive biological information is 

made available in a readily understandable form. 



Effective wildlife 

legislation. 

Relatively few changes 

have been made since 

1990. 

Legislation revisions have 

been undertaken in 

England and Wales (2000), 

Scotland (2004). 

No comparable 

benchmark. 

Have a draft Wildlife Act 

amendment Bill drawn up 

by end March 2010. 

Propose further reform of 

the Agricultural Marketing 

Act and the Island’s 

marketing structure. 

Introduce a revised Plant 

Health Order. 

Current Marketing Acts of 

1934 and 1955 amended 

from 1st January 2008. 

Proposals agreed by 

December 2009. 

Current Plant Health Order 

introduced in 1999. 

No comparable 

benchmark. 

Order introduced during 

2009. 

Promotion of high welfare 

standards, balancing the 

needs of the animal with 

the development of a 

progressive, sustainable 

and diverse agricultural 

industry. 

Target met. EU Regulation. Welfare complaints 

responded to 

appropriately within one 

day. 

Introduction of legislation 

to reflect EU requirements 

for Registration of Buyers 

and Sellers, and Electronic 

Submission of Data. 

Registration of Fish Buyers 

legislation yet to be 

introduced. 

EU requirement for 

submission of electronic 

data by certain fishing 

vessels by 2009. 

To undertake trials of 

electronic sales notes 

within the industry by 

March 2009. 

Legislation for Registration 

of Buyers and Submission 

of Electronic Data to be 

drafted by April 2009. 

Commission of 

replacement RIB capable 

of operating as a stand 

alone unit and to deploy 

on enforcement duties at 

different locations 

simultaneously with the 

Barrule. 

Simultaneous patrols at sea 

to take place independent 

of fpv Barrule. 

Customs & Excise RIB has 

been deployed by 

Fisheries Officers, 

independent of the fpv 

Barrule. 

No comparable 

benchmark. 

14



Strategic 

Policy: 

Purpose: 





Quality of Life 

To continue to give people the 

freedom and opportunity to live 

and prosper in a safe and caring 

community, whilst protecting the 

Island’s unique natural and cultural 

heritage and way of life. 

Energy – to provide for the 

growing energy needs, which 

allows economic growth whist 

minimising environmental impacts. 

Climate Change and Sustainability 

– to ensure the Island can respond 

to the impact of climate change and 

plan its services and infrastructure 

to safeguard the Island. 

Department aim to ensure best practices are 

adopted to address the 

implications of climate change and 

the development of renewable 

energy sources 


We will: 

• Encourage the use of timber and Short Rotation Willow 

Coppice as a sustainable energy source and an 

alternative to non sustainable fossil fuels. Make 

available a fuel source for the first timber fuelled 

Government district heating system which can be used 

to demonstrate its effectiveness across Government. 

• Manage the forestry plantations to achieve 

sustainable timber yield for the future and develop a 

harvesting programme to match demand. 

• Progress the construction of a new, environmentally 

sensitive, low impact Corporate Headquarters. 

• Plan for the smooth relocation of staff and equipment 

from existing locations to the new Corporate 

Headquarters. 

• Work with the agricultural and fishing industries to 

develop more sustainable production strategies. 

• Continue to monitor our progress towards 

sustainable land and marine use, by commissioning a 

wild bird survey to create a sustainability index. 

• Assess the opportunities which would ensue from 

the Isle of Man being designated as a UNESCO 

Biosphere Reserve and apply for such designation if 

considered appropriate. 


The construction of a 

sustainable, low impact 

Corporate Headquarters. 

Relocation of staff and 

equipment into the new 

Corporate Headquarters. 

Develop a trial for Short 

Rotation Coppice Willow 

as a fuel source. 

Commence woodchip 

production. 

Prepare and develop a 

strategy for inland shore 

and charter vessel angling. 

Planning permission 

granted in June 2008. 

Tynwald approval obtained 

in November 2008. 

Project commenced 

2008/09. 

No comparable 

benchmark. 

No comparable 

benchmark. 

Building ready for 

occupancy by April 2010. 

Relocation of staff and 

equipment during April 

and May 2010. 

None. UK trials and production. 7 acres planted by March 

2010. 

Business plan and funding 

being developed. 

Angler’s Forum in place. 

Agreement with DTL to 

promote charter angling 

and marine tourism in 

2009/10. 

No comparable 

benchmark. 

No comparable 

benchmark. 

Fuel produced by October 

2009. 

Accreditation scheme for 

charter vessels in place by 

March 2010. 

15




Strategic 

Policy: 

Rural and Marine Management 

– to maintain the quality and 

natural beauty of our rural and 

marine environment. 

Department aim to develop, and clearly 

communicate, its role in providing 

strategic leadership with regard to 

our natural environment, 

countryside access & amenity, 

commercial food production, 

marine and rural affairs 

We will: 

• Adopt a policy for rural areas which delivers effective 

and sustainable social, environmental and economic 

utilisation of land, freshwater and marine resources. 

• Embrace our responsibility for our natural 

environment and rural land management in order to 

be seen as the instinctive source of advice and 

leadership. 

• Ensure that the Island maintains an attractive and biodiverse 

land and seascape, with all important areas 

given suitable protection and appropriately 

managed. 

• Develop a formal relationship with DoLGE Planning 

and Building Control with the aim of becoming a 

statutory consultee on appropriate planning issues. 

• Work with the agricultural and fishing industries to 

promote and enhance their roles as guardians of the 

countryside and marine environment. 

• Continue Dutch Elm Disease control to minimise the 

loss of trees through the disease. 

• Roll out the new “Trees for Life” scheme and provide 

technical and financial help to landowners for the 

development of small tree planting schemes to 

improve the attractiveness of the Islands landscape. 

• Establish new areas of semi-natural broad-leaf/native 

woodlands to enhance the beauty and biodiversity of 

the Island’s countryside and improve the 

management of semi-natural woodland and create 

further such areas whilst also increasing the diversity 

of structure within plantations. 

• Provide leadership in the promotion and 

establishment of National Heritage Areas. 

• Develop a sea angling strategy that reflects the 

opportunities this has to encourage tourism, 

economic and leisure activity. 

• Develop, in conjunction with Bangor University, a 

fisheries research programme that will underpin the 

management and protection of Manx sea fisheries. 

• Develop the ability of the fpv Barrule to undertake 

other tasks such as scientific sampling. 

• In partnership with relevant Government 

Departments and other interested parties, progress 

with habitat enhancement initiatives to improve 

environmental conditions for resident fish stocks. 

• Prepare a strategy for the active promotion and 

enhancement of recreational angling opportunities in 

rivers and reservoirs in close collaboration with our 

customers and stakeholders. 

• Continue to provide disease free rainbow trout of 

high quality for angling in the Island’s reservoirs. 

• Develop and implement a robust strategic salmon 

stock enhancement programme for Manx rivers to 

clearly establish how the Laxey Salmon Hatchery will 

be used to augment native stocks. 

• Continue with implementation and expansion of the 

salmonid monitoring programme to establish a sound 

baseline dataset of fish stocks in order to plan future 

management strategies. 

• Develop and implement a strategy for conserving 

our diverse and unique natural heritage, in 

partnership with all stakeholders. 

• Work with the agriculture and fishing industries to 

promote and enhance their roles as the guardians of 

the countryside and marine environment. 

• Continue to protect the most important and 

representative areas of habitat through site 

designation and provision of incentives for positive 

conservation management. 

• Aim to complete a network of well-managed 

terrestrial protected areas by 2020 and designate 

one Marine Nature Reserve and identify a potential 

network of marine protected areas by 2012. 

• Undertake or commission appropriate surveys and 

16


monitoring of wildlife and habitats to enable the 

Department to advise on effective conservation and 

sustainable use of land and sea. 

• Improve awareness of the Island’s wildlife and 

promote best practice standards for all users in both 

the marine and terrestrial environments. 

• Continue to advise on sustainable land management 

and development practices to enable sensitive and 

appropriate regeneration of the countryside. This will 

include further development of the 

Agri-Environment Scheme to enable more farmers to 

be rewarded for environmentally responsible farming. 

• Assist other Government departments by providing 

ecological advice and information, and by advising 

on scoping, providing data for and evaluating 

Environmental Impact Assessments. 

• Work with the newly formed Manx Conservation 

Forum, a stakeholder forum for non government 

organisations, to more effectively deliver nature 

conservation policies. 



Area of most important 

habitat under statutory 

conservation designation. 

15 sites designated as 

ASSIs covering 939 ha or 

2,325 acres (Jan 2009). 

3.55% of land area 

designated. 

UK average more than 

10% of land in designation 

for nature conservation 

(20% in Scotland in 2007). 

A minimum of an 

additional 4 sites or 500 

acres designated as Areas 

of Special Scientific 

Interest (ASSI) by end of 

March 2010. 

Awareness of importance 

of marine environment and 

species which inhabit it. 

Moderate to low level of 

awareness of conservation 

agreements. 

No comparable 

benchmark. 

Consult on Marine Nature 

Reserve site selection 

criteria and identify sites 

meeting the criteria by end 

of March 2010. 

Significant incentives for 

conservation in the wider 

countryside. 

30 farms in Agri- 

Environment Scheme - 

budget £200,000. Rates 

based on 1999/00 UK 

rates. 

UK Agri-Environment rates 

revised approximately 

every 5 years. 

Introduce a revised Agri- 

Environment Scheme 

including revised rates by 

end of March 2010. 

Level of understanding of 

protection of areas for 

wildlife. 

Little publicly available 

information. 

No comparable 

benchmark. 

Raise awareness of ASSI’s 

and other protected sites 

by erecting signs at 5 sites, 

producing 2 leaflets and 

writing a newsletter. 

Forest design plans 

produced for 6 plantations. 

None. 

No comparable 

benchmark. 

Complete by April 2009. 

Deliver planting under the 

“Trees for Life” scheme in 

conjunction with 

Department of Education. 

None. 

No comparable 

benchmark. 

Year 1 planting delivered 

by May 2009 and 2 further 

schools introduced to the 

scheme. 

17





Identify sites where 

amenity and landscape 

planting will be 

undertaken rather than 

commercial re-planting. 

Develop a management 

plan format for all new 

agricultural tenancy 

agreements. 

Expand the winter 

reservoir fishing 

opportunities in 

collaboration with the IOM 

Water Authority. 

Broadleaf planting is 

currently undertaken in 

some areas. 

None. 

No comparable 

benchmark. 

No comparable 

benchmark. 

4 open in 2008. No comparable 

benchmark. 

One amenity planting area 

identified for the 2010 

planting season. 

Format produced and 

approved by March 2010. 

Seek IOM Water Authority 

approval for more 

reservoirs to be open for 

angling in winter 2009. 

18


FINANCIAL INFORMATION 

Revenue Estimates 2009-10 2010-11 2011-12 

£ £ £ 

Agricultural Services Division 

Employee & Contract Staff Costs 925,500 904,200 905,300 

Administration Costs 191,400 191,400 191,400 

Support Schemes & Grants 8,929,700 8,929,700 8,929,700 

Loan Charges 42,000 61,200 54,200 

Farm Costs 116,000 116,000 116,000 

Income (489,600) (489,600) (489,600) 

Divisional Total 9,715,000 9,712,900 9,707,000 

Animal Health Division 

Employee Costs 472,200 472,200 472,200 


Industry Services 174,000 174,000 174,000 

Income (18,700) (18,700) (18,700) 

Divisional Total 670,000 670,000 670,000 

Finance & Corporate Services Division 


Administration and Centralised Costs 407,000 207,100 207,500 

Loan Charges 467,300 765,600 819,400 

Income (39,000) (39,000) (39,000) 


Fisheries Division 



Loan Charges 38,300 59,900 62,700 

Support Schemes & Grants 721,000 721,000 721,000 

Income (132,000) (132,000) (132,000) 


19


FINANCIAL INFORMATION cont’d 

Revenue Estimates 2009-10 2010-11 2011-12 

£ £ £ 

Forestry, Amenity & Lands Division 

Employee Costs 2,106,900 2,087,500 2,090,600 


Estate Maintenance Costs 333,700 333,700 333,700 

Contract Harvesting 135,000 135,000 135,000 

Operational Costs 276,150 276,150 276,150 

Income (637,500) (637,500) (637,500) 


Wildlife & Conservation Division 



Research, Survey & Consultancy 95,500 95,500 95,500 

Support Schemes, Agreements & Grants 271,000 271,000 271,000 

Income (500) (500) (500) 

Divisional Total 615,000 616,300 616,500 

DEPARTMENT TOTAL 15,969,000 16,081,000 16,141,000 

20


Issued by the 

Department of Agriculture, Fisheries & Forestry 

Rose House 

51-59 Circular Road 

Douglas 

Isle of Man 

IM1 1AZ 

British Isles 

Telephone: +44 (0) 1624 685835 

Fax: +44 (0) 1624 685851 

Website: www.gov.im/daff 

This document can be provided in large print or audio tape on request.

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DAFF Service Delivery Plan 2009 - Isle of Man Government

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