WHO WE ARE
We are the directorate of Scottish Government ( SG) responsible for the integrated management of Scotland's seas. We were established on 1 April 2009 bringing together the functions and resources of the previous SG Marine Directorate, Fisheries Research Services and the Scottish Fisheries Protection Agency.
Our role is to encourage all concerned with the marine environment to work together towards agreed priorities and outcomes: and to ensure complementary approaches so that the impact of marine management activity across Scotland exceeds the sum of its constituent parts.
While many of our activities are focused on marine issues, we continue also to play an important role in the research and management of freshwater fisheries.
We have around 700 staff, most located in our main buildings in Edinburgh and our Marine Laboratory in Aberdeen, and with others based at the Freshwater Fisheries Laboratory in Pitlochry, in our network of offices around Scotland or operating on board our marine vessels. They cover a range of skills and professions including scientists, sea fishery officers, policy, administrative and professional/ technical staff.
Our senior management/organisational structure ( see our web pages) reflects our key functions and is subject to review as our plans and approaches develop.
Our gross budget for 2010/11 is around £79m, including around £11m for industry support measures. A further £6m has been made available to complete our new Fish Veterinary Aquaria ( FVA) in Aberdeen.
We also have substantial support assets - including 4 ocean-going protection vessels, 2 research vessels, 2 surveillance aircraft and a satellite monitoring system capable of tracking the movement of individual vessels.
E-mail: firstname.lastname@example.orgMarine Scotland
Telephone: 0131 244 3378
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You can also visit our web pages.
This Plan sets out how we will contribute over the plan period to the Scottish Government's overall purpose of sustainable economic growth, working towards an agreed vision and framework for Making the Most of Scotland's Seas.
Responsibility for achieving that vision is shared with numerous organisations with a role to play in marine and freshwater management. Progress depends on a complex range of relationships and interactions. A key part of our task is to bring interested parties together: to work towards a clear view of how we can align priorities and actions to achieve desired outcomes. We need to forge improved, and in some cases new, relationships with delivery partners and interested stakeholders.
We also need to develop our own approach and organisational capabilities to ensure we can deliver efficiently and effectively - including on new functions (notably those set out in the Marine (Scotland) Act 2010) and in other new areas of work.
Critically, we are seeking to develop marine management in Scotland - to take a more holistic approach, addressing new and emerging issues whilst continuing to manage more traditional industry sectors and issues - at a time of significant public sector funding constraint. We need to prioritise and to take tough decisions about the balance of our activities and resource commitments. We need to consider critically historic patterns of expenditure as against new demands and opportunities. We need to do more with less.
This Plan reflects those aspirations and funding constraints. It sets out key aims, activities and 'deliverables' for the operating years 2010-13 which we believe are critical to set the foundations for change and to help us achieve our key outcomes for Scotland. It reflects progress made during 2009/10 on integrating the resources and functions of our predecessor bodies, further work needed to integrate and streamline marine management in Scotland, and our expectations of the implications, effects and opportunities arising from both new developments and new (Scottish and UK) marine legislation.
It also reflects our international commitments. That includes, most notably, the Marine Strategy Framework Directive and its underlying aim of ensuring good environmental status for our waters. This is crucial in helping us to achieve our wider environmental and socio-economic objectives based on sustainable use of our marine and freshwater assets and resources.
The Plan has been prepared in a context of a changing climate: adapting to the impacts of current and future changes will become increasingly important. Practices which were right in the past may not be right for the future.
Marine renewables will make a critical contribution to both our climate change and socio-economic aims.
OUR PURPOSE, VISION, CONTRIBUTION AND CORPORATE VALUES
Our mission is to manage Scotland's seas for prosperity and environmental sustainability.
This contributes to the Scottish Government's overall purpose of sustainable economic growth and achievement of our Marine Vision of 'clean, healthy, safe, productive, biologically diverse marine and coastal environments, managed to meet the long term needs of people and nature'.
This approach incorporates the five principles of sustainable development which are key to maintaining the health of our marine and coastal environments and, in turn, of the communities and industries which depend upon them.
Achieving the Vision - What Success Will Look Like
We set out what success will look like in the vision document 'Making the Most of Scotland's Seas'. For ease of reference, the key points are:
- Building the success of the sectors for which we have direct responsibility to ensure sustainable economic growth, which means:
- Growing the overall economic value of the marine environment in a sustainable way;
- Making a big contribution to Scotland's renewable energy targets;
- Growing the value of the aquaculture sector, within Scotland's marine 'carrying capacity';
- Ensuring a viable and sustainable fishing industry;
- Recognising the needs of, and opportunities presented by, Scotland's sea ports;
- Providing the framework within which marine-based recreational activities like wildlife tourism and angling can flourish;
- Promoting thriving and safe coastal communities.
- Maintaining or improving the environmental quality and diversity of Scotland's seas through:
- Introducing new measures to conserve important marine sites and species;
- Ensuring that marine planning and licensing take account of environmental capacity and sensitive locations;
- Working to achieve good environmental status and to meet our other objectives and commitments under the EU Marine Strategy Framework Directive ( MSFD), Water Framework Directive ( WFD) and Natura 2000.
- Protecting and enhancing our most important marine heritage assets in such a way that they can be valued, understood and enjoyed.
- Ensuring marine planning recognises and supports other activity, such as shipping, and oil and gas, for which we do not have direct responsibility.
Underpinning all of this is the need to understand, mitigate and adapt to the effects of climate change on the marine environment. The seas also have a crucial role to play in reducing greenhouse gas emissions, ensuring food security and contributing to wider strategic aims and outcomes (for example related to health and well-being).
Our contribution towards achieving these aims, in carrying out our own functions and working with others, will be to:
- work towards achieving good environmental status, through our marine planning, licensing and other functions, to help ensure a healthy and sustainable environment;
- promote sustainable, profitable and well managed fisheries and aquaculture industries in Scotland;
- ensure sustainably managed freshwater fish and fisheries resources;
- promote the marine renewables industry in Scotland through streamlined planning and regulatory frameworks;
- ensure a sound evidence base to inform the development and delivery of marine policy, planning and services;
- ensure effective compliance and enforcement arrangements;
- continue to integrate our functions and resources, and to develop our organisational skills, competencies and capacity, to ensure effective and efficient marine management arrangements in Scotland.
In doing so, we will have regard to our EU and international obligations - for example, under the Marine Strategy Framework Directive (for which Scottish Ministers are the competent authority in Scotland), the Water Framework Directive, the Common Fisheries Policy, Natura 2000 and OSPAR.
We are working with the UK Government to ensure coherence of approach, where needed, across UK waters and clarity on reserved/ devolved issues.
We will work in a complementary way with a range of other bodies with marine and freshwater management roles and responsibilities - notably SEPA (which leads on implementation in Scotland of the EU Water Framework Directive), and SNH (Scottish Ministers' statutory advisors on natural heritage).
Our Corporate Values
As part of Scottish Government, we are party to its overall aim, vision and values. In addition, reflecting the specific role, of Marine Scotland, we aim to ensure that:
- we are an integrated, efficient, respected and 'can do' delivery organisation;
- we operate openly and transparently - consulting and taking account of the views of our stakeholders;
- we assess and address both socio-economic and environmental considerations - rather than 'either/or';
- our science and evidence base reflects that approach, and is integrated, robust, responsive and respected;
- our compliance and enforcement functions are proportionate (risk-based), effective and impartial, and delivered efficiently - making appropriate use of technology and best use of available assets;
- we value and develop our staff - taking account of existing, new and anticipated functions and responsibilities.
WORKING TOWARDS KEY OUTCOMES
The marine environment can contribute, in a wide variety of ways, to all of Scottish Government's strategic objectives and many of the desired national outcomes.
Consistent with our primary purpose, we will prioritise effort and resources around the following two key national outcomes:
- we realise our full economic potential with more and better employment opportunities for our people;
- we value and enjoy our built and natural environment and protect and enhance it for future generations.
We also aim to contribute significantly towards the Scottish Government's commitment and targets to mitigate the effects of climate change, through:
- encouraging and facilitating developments in renewable energy, including wave, tidal, wind energy generation and carbon capture;
- (in addition to seeking to ensure sustainable fishing and aquaculture activity) encouraging and assisting an environmentally sustainable fishing fleet and fish processing activity;
- managing our own activity and assets so as to minimise our carbon footprint, whilst maintaining operational effectiveness.
In working towards these key outcomes and climate change mitigation measures, we will also contribute towards other national outcomes. Specifically, we will work according to the principles that:
- we reduce the local and global impact of our consumption and production;
- we live in a Scotland that is the most attractive place for doing business in Europe;
- we have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others;
- we are better educated, more skilled and more successful, renowned for our research and innovation;
- our public services are high quality, continually improving, efficient and responsive to local people's needs.
AN INTEGRATED APPROACH
Reflecting the overall aims, priorities and financial constraints set out earlier in this document, a major task for us over the plan period will be to put in place an integrated and streamlined approach to managing the marine environment through:
- developing marine and, where appropriate, freshwater management roles and relationships;
- developing marine planning systems and arrangements.
Marine and Freshwater Management Roles and Relationships
If we are to achieve more with less available funding, we need to develop clear roles and responsibilities and agreed, complementary actions and priorities.
We will lead in establishing and implementing a framework to support the achievement of the marine vision and key outcomes, working with others to agree shared priorities, respective roles and, where possible, alignment of approach and activity. The marine vision and framework document reflects this approach.
We will develop further our relationships with regulatory, management and advisory bodies with marine interests and responsibilities (including across national, international and administrative boundaries). We will try to ensure, wherever possible, coherent and complementary approaches so that regulatory burdens on industry are minimised, and we explore scope for reducing management costs, whilst still providing appropriate protection for our marine and freshwater environments.
We will continue directly to consult and liaise with the range of interested stakeholders, including through our Marine Strategy Forum and various sectoral and other liaison groups, building on these arrangements where necessary/appropriate. We will seek to develop new and extended relationships with bodies and industries beyond those with whom we have previously been primarily and directly engaged - including, for example, those involved in shipping, recreational boating, sea angling and marine wildlife tourism, so that their contributions to Scotland's well-being are understood and reflected (for example, in marine plans).
While we do not have the leading role on freshwater issues, we do also have substantial responsibilities for freshwater fisheries, working with others including statutory bodies and local managers and through the provision of scientific advice and understanding from our Freshwater Fisheries Laboratory in Pitlochry. This links closely to our own wider marine management responsibilities, in particular related to acquaculture. We will also co-operate closely with SNH and with SEPA, which leads on implementation of the EU Water Framework Directive, to ensure complementarity of approach and to help ensure the aims of that Directive are achieved.
New marine planning powers and functions, set out in the Marine (Scotland) Act 2010 and the UK Marine and Coastal Access Act 2009, are central to our role and strategy.
Marine plans will set the context for marine management and key decision-making related to marine developments and activities. They will help us minimise and manage potential conflicts in use of marine space. They will provide a framework within which all marine activities - including recreational activities like wildlife tourism and angling - can flourish. They will need to reflect the full range of existing and anticipated marine interests and activities (whether devolved or reserved) and their respective contributions to the wealth and wellbeing of Scotland.
Plans will also need to take into account and take forward EU and international requirements and obligations.
We will develop, consult on and put in place the overall marine planning framework, a Scotland-level marine plan and arrangements for Scottish Marine Regions - followed by the establishment of Regions, preparation of guidelines for regional planning and the development and implementation of regional plans. We will develop effective tools and resources for developing marine plans and, in particular, for making choices between different uses of marine space (including judging the environmental impacts). These and other developments will also help ensure we engage effectively with marine and coastal community interests and that local views and priorities are taken into account.
In the wider policy and planning context, we are already working with the UK Government and will continue to participate in the development of a UK Marine Policy Statement, to ensure coherence, where necessary, across administrative boundaries.
We will work with the UK Government, other devolved administrations within the UK and other EC member states to implement the EU Marine Strategy Framework Directive. This requires the achievement of Good Environmental Status at the regional sea scale, but means we need to develop arrangements and means to assess our own waters' current status, related targets and indicators, a monitoring programme and a programme of measures.
Whilst there are some parallels with terrestrial planning, implementation of marine planning arrangements will require the development and application of new skills, knowledge and approaches. We will encourage the development of appropriate capabilities (including within Marine Scotland) to deliver.
Development of marine planning arrangements over the plan period is a key responsibility for us, to which we will devote priority and resources.
SUPPORT FOR KEY INDUSTRIES
While developing a new, more integrated and plan-led approach to marine management, we need to ensure continuing contributions to the wellbeing of Scotland from sustainable management of new and traditional key industries operating in the marine environment including:
- marine renewables and offshore wind energy
- sea fisheries
- freshwater fisheries.
We also need to ensure plans support activities like shipping, and oil and gas, for which we do not have direct responsibility.
Marine Renewables and Offshore Wind Energy
With around 25% of Europe's tidal stream, 10% of its wave and 25% of its offshore wind energy potential, Scotland stands to gain enormously from developments in these green energy sectors. Their successful development will:
- contribute significantly towards EU requirements for renewable energy generation and the Scottish Government's ambitious targets to produce energy from renewable sources, reduce greenhouse gas emissions and help tackle climate change;
- bring very substantial socio-economic benefits - employment and income opportunities, and transferrable technology and skills development;
- through this, help sustain coastal and islands communities.
We are already engaged and have been working within Scottish Government, with other public sector colleagues and with external stakeholder partners to help set the foundations for, and encourage, developments in the sector and the seas around Scotland. For example, a joint working group (the Marine Energy Spatial Planning Group - MESPG) has worked under a remit to deliver:
- marine planning/locational guidance;
- simplified consenting arrangements;
- environmental research and data;
- regional initiatives.
Given the potential of these sectors, growing demands and the clear fit with our wider marine management objectives and responsibilities, they are a key priority area for attention and additional resources over the plan period.
We will ensure fisheries management issues are considered and integrated across the range of our functions and responsibilities - notably in developing marine plans and in particular inshore, where most developments and activities take place and there is greatest need to manage use of marine space.
We currently devote substantial resources to managing and monitoring sea fisheries. We have an explicit objective to increase to 70% key commercial fish stocks at full reproductive capacity and harvested sustainably by 2015.
Our key role and aims in relation to sea fisheries are to:
- ensure sea fisheries are managed sustainably, and promote value-added activity, to achieve maximum sustainable economic returns to Scotland;
- support and sustain Scottish fisheries-dependent communities;
- manage the use of marine space, ensuring an appropriate balance between the interests of fisheries and other marine industries/uses and the marine environment.
We will continue to manage sea fisheries within Scotland through fisheries policy, quota and effort management, fishing vessel licensing and other management measures; and to work at the UK, EU and wider international level to promote a Scottish perspective and interests.
Again, we need to ensure that the needs and interests of this industry sector are considered and integrated alongside others in planning and managing (where possible on a complementary basis) use of marine space. The sector should benefit from increased clarity on planned use of marine space; and from more efficient, streamlined marine licensing and consent arrangements.
We will continue to work with aquaculture industry and other partners towards an aquaculture industry in Scotland that is sustainable, ambitious, thriving, competitive, profitable, diverse and growing - providing sustainable benefits for the people of Scotland, including in fragile coastal and islands communities. The basis for our approach is set out in 'A Fresh Start - the renewed Strategic Framework for Scottish Aquaculture' published in 2009. http://www.scotland.gov.uk/Publications/2009/05/14160104/0.
The European Commission's "Strategy for the Sustainable Development of European Aquaculture" suggests that around half of the world's fish supply for human consumption already comes from aquaculture, with significant scope for further growth. Scotland is well placed to benefit from that growth, as the largest supplier of farmed salmon within the EU and a significant producer of trout and shellfish. However in managing and developing aquaculture sustainably, there are challenges to protect both farmed and wild fish and the wider marine environment and biodiversity - including notably to reduce the incidence of fish farm escapes and to improve disease and parasite controls.
We will continue to lead on the development of the legislative, policy, science and strategy frameworks and measures to develop and manage aquaculture in Scotland; and to ensure aquaculture development and activity controls are monitored and enforced where necessary.
Our overall aim remains for Scotland to have sustainably managed freshwater fish and fisheries resources that provide significant economic and social benefits for its people. The approach for taking that forward, with our partners, is set out in 'A Strategic Framework for Scottish Freshwater Fisheries.' (2008). http://www.scotland.gov.uk/Publications/2008/06/26110733/0
Key challenges are to maintain and enhance our world renowned game and coarse fisheries, recognising the risk of over-exploitation of stocks.
We will continue to support major stakeholder groups and others to develop and promote the implementation of the national policy framework. This will include working with others such as fish farming interests and as part of the UK team involved in EU and international aspects of salmon conservation and management. We will also contribute to the implementation of the EU Water Framework and Habitats Directives through the provision of advice and scientific understanding.
IMPROVING EXISTING FUNCTIONS
To support a more holistic and efficient approach to marine management delivery, we need to build on and develop existing functions and capabilities to:
- enhance the science and evidence base;
- integrate and streamline licensing and consenting arrangements;
- develop our cross-cutting approach to marine nature conservation;
- develop more integrated compliance monitoring and enforcement arrangements.
Enhancing the Science and Evidence Base
Impartial, high quality, respected and responsive science and evidence is crucial to policy development, planning, delivery and decision-making.
We have established a Science Advisory Board, made up of independent members, to help assure the quality and integrity of Marine Scotland science.
We are developing a new Marine Science Strategy for Scotland, reflecting our wider policy aims and needs for science and evidence. We will, in that context and with stakeholder input, build on our own existing arrangements and relationships to link science and evidence more clearly with our wider marine and freshwater fisheries management strategy. We will direct scientific effort to help underpin understanding and decision-making in key areas - including new areas of activity such as marine renewables and climate change, consideration of Marine Protected Areas and to help ensure we meet our obligations under the Marine Strategy Framework Directive. We will improve the means and responsibilities for data capture, storage and use.
We will increase effort on socio-economic issues, on which we have had to date relatively limited focus and expertise and have devoted relatively limited resources. This will help inform our understanding of the socio-economic alongside the environmental impacts of developments and activities; and judgements about options and approaches for achieving key outcomes.
We will develop further marine Geographic Information System ( GIS) data and arrangements, including projects to assist in the central task of marine planning. We will also make science and data available at regional level, amongst other things to inform the development of regional plans.
It will take time to develop expertise and capabilities in these new areas and to gather robust data to help inform policy development and marine and freshwater management decision-making. This implies a need to take some decisions and develop some approaches on the basis of existing and/or incomplete knowledge, subject to review as our knowledge and evidence base increase.
At the same time, we will need to continue to gather appropriate evidence and provide advice related to our existing tasks of managing, and/ or helping stakeholders to manage, the marine environment and traditional industries such as marine and freshwater fisheries and aquaculture.
Overall, our ambitious plans for more holistic management arrangements based on sound evidence, competing demands for science and analytical resources and financial constraints will mean a need for careful development of our strategy for Marine Scotland Science and prioritisation of resource commitment.
Marine Licensing and Consents
Licences and consents are a principal means by which developments and activities can be managed and their impacts mitigated. They ensure appropriate developments and activities are undertaken in appropriate places, providing socio-economic benefits whilst ensuring protection for our marine environment, assets and other legitimate use and users of the seas.
Our aims are to ensure that marine licensing and consent arrangements support delivery of our strategic priorities, are efficient and streamlined and afford appropriate environmental and other safeguards.
We will ensure that marine licensing and consent decisions are linked to strategic and policy aims and priorities - including as reflected in the national and regional marine plans, which will provide a context for those considering marine developments and activities.
Some steps have already been taken to streamline marine licensing and consenting arrangements, but it is recognised that existing arrangements can be complex and disjointed. Utilising new powers in the Marine (Scotland) Act 2010 we will develop and implement better integrated, streamlined and user-friendly arrangements, covering our own licensing and consenting responsibilities and including arrangements with other bodies (notably SEPA) also with marine regulatory responsibilities.
We will look at the scope for further streamlining - for example to combine application, assessment and monitoring requirements and processes, to help contain the management costs of marine licences and consents for both regulators and operators. We will aim to provide, where possible, a single point of entry/contact for applicants and consolidated, readily understood and efficient licensing and consent requirements and conditions.
Some additional costs will be incurred for the development of improved marine licensing and consent arrangements. However, we believe that overall better focused, integrated and streamlined arrangements will benefit regulators, industry and the environment more generally.
Marine Nature Conservation
We will continue to ensure protection and, where appropriate, enhancement of our marine nature (species and habitats and other features), to meet EU and international obligations and commitments and to reflect the economic, social and cultural contribution it makes to Scotland. Marine nature conservation is embedded across our policies and in our overarching aim of sustainable economic growth.
We are developing and will implement a strategy based around a 3-pillar approach to marine nature conservation, covering marine species, sites and wider seas measures. Reflecting this approach we will, during the plan period, aim to complete our network of marine Natura sites and will implement new, extended powers set out in the Marine (Scotland) Act 2010 for:
- designation, management and monitoring/ enforcement of Marine Protected Areas ( MPAs);
- seal conservation - licensing requirements for killing seals and powers to create seal conservation areas.
In developing management and monitoring arrangements, we will seek to ensure they can be undertaken alongside other ( e.g. fisheries) monitoring and enforcement activity, so as to ensure best use of available assets and value for money.
We will take stock, during the plan period, of the effectiveness of our approach to marine nature site protection and consider the need for any changes to our policy and approach.
Compliance Monitoring and Enforcement
Compliance monitoring and, where necessary, enforcement action underpins management approaches by deterring and detecting illegitimate activities.
We will develop our compliance monitoring and enforcement approach and capabilities to reflect the overall more holistic and integrated approach to marine management set out in this document; to address relative risks; and to ensure value for money from the use of available resources, assets and technology. Our surveillance capabilities, and our network of local offices and people, represent substantial resources and opportunities both for our own expanded range of responsibilities and for working with others.
We will integrate and rationalise our own compliance monitoring and enforcement activity, in light of our expanding range of direct responsibilities (including as a consequence of new marine legislation). This will include consideration, development and use of existing and new technology; and supporting our staff to raise their awareness and skills for utilisation across that broader range of compliance responsibilities.
We will also pursue with other regulatory bodies the scope for complementary approaches and activity. We will work with the Marine Management Organisation, and others, to help ensure cohesive and complementary approaches across administrative, geographical and responsibility boundaries.
At the same time, we will need to continue to devote sufficient resources to fisheries compliance activity to protect important fish stocks and ensure we meet EU regulatory requirements.
All of this implies a need for very careful prioritisation and management of our compliance and enforcement assets and resources.
DEVELOPING OUR ORGANISATIONAL CAPABILITIES
While we have made progress, since our establishment, in developing the 'culture' and management arrangements for Marine Scotland to deliver on this substantial programme of change, we recognise that the organisation and its people need to develop further so that we can deliver effectively and efficiently.
We have begun to integrate existing functions and resources (including, where appropriate, into Scottish Government shared services), to provide efficiencies, develop new approaches and pave the way for further, future developments. We will build on that over the plan period, in particular so that we:
- develop relationships and engage constructively and knowledgeably with strategic partners and an appropriate range of external stakeholders - including in key, emerging sectors such as renewables;
- prioritise the availability of resources, systems and skills to integrate and deliver new functions and responsibilities under the Marine (Scotland) Act 2010, the EU Marine Strategy Framework Directive and (under devolved arrangements) the Marine and Coastal Access Act 2009 - including, specifically, marine planning, enhanced marine nature conservation arrangements and better integrated licensing, consenting and compliance activity, out to 200 mile limits;
- have the knowledge and capabilities to take holistic, integrated and well informed views and decisions on marine management issues - including information and expertise to understand and assess socio-economic and environmental issues and implications;
- develop the skills, knowledge and experience of our staff in light of business and personal development needs;
- develop appropriate IT and other integrated business support systems;
- put in place a performance management framework, to identify and report on progress towards key targets and objectives.
A continuing, over-arching aim will be to consider critically the scope to integrate and streamline our own functions, and to work in a complementary way with others, to deliver efficiency savings to re-invest in our organisational priorities.
WHAT WE WILL DELIVER
Our activities and actions over the plan period will set the foundations for improved marine management arrangements in Scotland, and help us achieve key outcomes, in the future. There is a long list of 'outputs', but key developments you can expect to see over the next three years are set out (illustratively, rather than definitively) in the timelines below.
MEASURING PROGRESS AND SUCCESS
These 'deliverables' are short to medium term steps we plan to help ensure we can deliver key benefits and outcomes. They represent largely outputs or, at best, intermediate outcomes.
We also need to be able to measure progress towards key outcomes: the 'marine' contribution to Scotland's sustainable economic growth.
We will report periodically on progress - including through publication of 'Charting Progress', 'State of Scotland's Seas' and OSPAR Quality Status reports.
Measurement of performance/progress will encompass both environmental and socioeconomic aims and will incorporate (at least key elements of):
- income and employment from (traditional and non-traditional) marine industries and resources;
- progress towards meeting EU and international obligations and commitments - notably achievement of good environmental status for Scotland's seas;
- renewable energy generation from marine sources - balancing, where appropriate, conservation of marine and freshwater resources;
- improved delivery of marine management ( e.g. licensing and consenting) 'services', with improved customer satisfaction.
Marine developments will contribute towards ambitious climate change targets for Scotland, which include:
- 31% of electricity generated from renewables by 2011, 50% by 2020;
- a reduction of at least 42% in greenhouse gas emissions by 2020;
- a reduction of at least 80% in greenhouse gas emissions by 2050.
We will need to take account of wider economic impacts on the public sector generally, and resources available to Marine Scotland in particular, as we develop the organisation to deliver key priorities and outcomes.
We will seek efficiencies where possible, including through integrating and streamlining our own activities, and through collaborative approaches with other organisations. That will include a need to look carefully at the scope for reducing, or stopping altogether, some of our current activities.
The table below sets out our budget allocations, by function, for financial year 2009/10: and provisional planned budget allocation for 2010/11. Allocations for 2010/11 and beyond, like other issues and approaches set out in this document, are subject to review and revision in light of developments and circumstances over the plan period.
Gross Expenditure 1 less Retained Income
Marine Planning & Policy
Aquaculture, Freshwater Fisheries & Licensing Policy
Sea Fisheries Policy
European Fisheries Fund
1 Figures exclude capital investment totalling £15m made available to complete the new Fish Veterinary Aquaria in Aberdeen.
2 The Performance budget includes the Marine Scotland capital expenditure budget and notional charges for cost of capital and depreciation.
This document is available on the Scottish Government website: www.scotland.gov.uk/marinescotland