MAINE
DEPARTMENT OF
MARINE
RESOURCES
STRATEGIC
PLAN
Submitted
pursuant to 5 MRSA c. 151-C
Revised September 1, 2000
Contents
I.
Introduction...........................................................................................
1
II.
Department of Marine Resources
......................................................... 4
A. Vision and Values............................................................................
4
B. Statutory Basis.................................................................................
5
III.
Forces Shaping the Department of Marine Resources.......................... 6
A.
History and Organization..................................................................
6
B.
External Environment.......................................................................
9
C.
Internal Environment......................................................................
13
IV.
Issues and Goals
................................................................................
16
V.
Revised Strategic Plan – Performance Based Budget Measures ......
23
I.
Introduction
This
document is the Strategic Plan for the Department of Marine Resources (DMR)
developed under the direction of Public Law (P.L.) 1996, Chapter 705.
The Plan identifies the strategic issues that face the Department
over the next decade and how the office will respond to the challenges,
opportunities, and uncertainties in marine resource management.
Chapter
705 requires each agency to submit a draft strategic plan by August 1, 1996,
and a final plan by February 1, 1997. A
strategic plan, however, is constantly being revised and updated in response
to a changing environment. Since
the submittal of the Department’s final strategic plan, staff has worked
on developing specific action plans to address each strategy.
Through this process, the Department has revised its final strategic
plan to better reflect the results and benefits of the Department’s
services to Maine citizens.
Stakeholders
This
Plan incorporates information collected over the past two years from within
the Department of Marine Resources and among its stakeholders.
There is broad and increasing public interest in Maine’s marine
resources and the habitats that support them.
This interest is represented by the many public interest groups and
political representatives with whom the Department works.
The vehicle
for advice to the Department is through a variety of advisory councils and
committees. Five are embodied
in statute.
Department of Marine Resources Advisory Council consists
of multi-industry interests and has advice and consent authority of all
management regulations except those that come from the Lobster Policy
Management Councils or those that concern public health.
Lobster Advisory Council
(a different body than the seven
Lobster Policy Management Councils but comprised in part of representatives
from those councils) has specific statutory responsibilities related to
advice concerning the expenditure of funds derived from license fees and/or
setting of seasons.
Lobster Policy
Management Councils are chartered to
execute referenda on four specific fishing policies (e.g., trap limits) the
results of which are submitted to the Commissioner for promulgating as
regulations. The Commissioner
is obliged to promulgate successful referenda without alteration assuming
that the proposal meets a “reasonableness”
test.
Sea Urchin
Advisory Council is charged with
advising the Commissioner with regard to the expenditure of funds, the
nature of the research agenda and in particular with regard to the
distribution of statutorily limited fishing days.
Marine Recreation Fisheries Advisory Council.
The purpose of this advisory council
is to advise the Commissioner on issues pertaining to recreational
marine fisheries including, but not limited to, the needs and priorities of
the recreational sector, conservation measures, improvement of
communications between recreational and commercial fisheries interests and
programs to enhance the status of marine recreational species.
There are
other less formal advisory committees that are utilized by the Department as
a means of securing input from various fisheries with regard to issues that
are important to them, (e.g., elvers, soft-shell clams, aquaculture, etc.).
There are also industry based organizations which represent specific
industry interests on a species and geographic basis (e.g., Downeast
Lobstermen’s Association, Maine Lobstermen’s Association, Maine Seaweed
Council, Downeast Draggers Association, etc.).
Many of these groups played a role in describing the key issues the
Department will need to address in the coming years with this strategic
plan.
Employees
Employees
of the Department of Marine Resources are essential stakeholders in the
strategic planning process, providing knowledge, expertise, and insight into
Department operations. As such, they have been involved in the development of this
Plan at various levels. The
Department’s bureau directors and division heads were the core group of
people that helped shape the goals and objectives of the plan.
Staff at all levels were solicited for their input at various stages,
especially in defining the strategies and action steps.
In addition, the Total Quality Management Council was involved in the
process throughout.
The
Legislature - Joint Standing Committee on Marine Resources
The
Joint Standing Committee plays a critical role in management of Maine’s
marine resources. The
committee considers legislation with regard to management and allocation
issues of several fisheries. The
legislation adopted as law by the full legislature establishes the policy
for the state. In those areas
where the legislature establishes policy, the Department is very limited in
what actions it may take. It
becomes important for the strategic plan, then to reflect common interests
of the Legislature and the Department.
The
Department worked with the Standing Committee on the development of the
strategic plan by soliciting their input during beginning
phases of the planning process.
There have been modifications to the plan presented to the
Legislature since that time.
EXECUTIVE
SUMMARY
II.
Department of Marine Resources
Vision
Statement
The
Department of Marine Resources provides leadership in marine policy, the
management of marine resources, the development of sustainable marine
resource based business and the protection of the marine environment.
Our vision is of a Department of Marine Resources that provides the
highest quality of public service where all people are treated as customers.
Values
To
achieve our vision, we in the Department of Marine Resources value:
-
A
work atmosphere where everyone is treated with mutual trust, respect,
honesty and integrity;
-
Open
communication to keep people informed and promote involvement with the
work force;
-
Teamwork
to improve the cooperative work atmosphere and quality of service that
we provide;
-
Continuous
improvement by promoting creativity, motivation, and cooperation; and
-
Professionalism
by our commitment to personal responsibility and accountability.
Statutory
Basis
Title
12, Maine Revised Statutes
§6021.
Purpose
The
Department of Marine Resources is established to conserve and develop marine
and estuarine resources; to conduct and sponsor scientific research; to
promote and develop the Maine coastal fishing industries; to advise and
cooperate with local, state and federal officials concerning activities in
coastal waters; and to implement, administer and enforce the laws and
regulations necessary for these enumerated purposes, as well as the exercise
of all authority conferred by this Part.
§6051.
General department activities
The
Department, under the direction of the Commissioner, may conduct or sponsor
programs for research and development of commercial, marine recreational and
anadromous fishery resources and other marine resources of the State which
may include biological, chemical, technological, hydrological, processing,
depuration, marketing, financial, economic and promotional research and
development. The Department may
carry out these programs within the Department, in cooperation with other
state agencies, and federal, regional and local governmental entities, or
with private institutions or persons.
The
Department of Marine Resources is empowered to conserve and develop the
marine resources of the State, and to enforce the laws relating to marine
resources. The Department has
the authority to enter into reciprocal enforcement agreements with other
states, interstate regional authorities and the Federal government; to
cooperate, consult and advise with other appropriate state agencies on all
interrelated matters involving the coast and its marine resources; to assist
the industry in the promotion and marketing of its products; to close
contaminated shores, waters and flats; to make regulations to assure the
conservation of renewable marine resources in any coastal waters or flats of
the State; and to hold hearings and to publish notices as may be required by
law.
The
Department may adopt fisheries management plans and regulations for
conservation purposes using any of the following factors: time, method,
number, weight, length, or location. It
may adopt regulations as emergency for purposes of resources protection in
the face of “unusual damage or imminent depletion”.
The
Department may adopt regulations to address problems concerning gear
conflict for purposes of, among other concerns, “optimum economic and
biological management...”. It
may do so as emergency regulations if “immediate action is needed to
prevent serious economic dislocation”.
III.
Forces Shaping the Department of Marine Resources
History and
Organization
The
Department of Marine Resources originated in 1867 with the establishment of
Commissioners of Fisheries. In
1895, the Commissioners were renamed Commissioner of Inland Fisheries and
Game and a new Commissioner of Sea and Shore Fisheries was authorized,
representing the first clear distinction between inland and coastal natural
resources. In 1917, the
Commissioner was replaced by a Commission of Sea and Shore Fisheries, and in
1931, the Commission became the Department of Sea and Shore Fisheries and
the post of Commissioner was reestablished.
Both the Advisory Council of the Department of Sea and Shore
Fisheries and the Atlantic Sea Run Salmon Commission were created in 1947.
In
state government reorganization legislation of 1973, the 106th Legislature
established the Department of Marine Resources, along with an expanded
Marine Resources Advisory Council. Additional
duties and responsibilities were assigned to the agency and its council,
along with those which were previously the Department of Sea and Shore
Fisheries and its Advisory Council. A
new eleven-member Lobster Advisory Council was established by the
Legislature to assist the Commissioner on matters related to the lobster
industry.
The
Department of Marine Resources is organized into three Bureaus:
Administration, Marine Patrol, and Resource Management and the division of
Community Resource Development.
The
Bureau of Administration was established to perform the administrative
functions of the Department and to advise government agencies concerned with
development or activity in coastal waters.
Duties also include coordination of public hearings for regulation
changes and aquaculture leases following APA procedures.
The
Bureau of Marine Patrol is one of the oldest law enforcement agencies in the
State and was established to protect, manage and conserve the renewable
marine resources within the territorial limits of the State of Maine.
Over the years the Legislature has expanded the areas of
responsibility to the enforcement of other laws and regulations of the
State. Personnel are authorized
to enforce all laws of the State with primary emphasis on marine resources,
the protection of life and
property, and to arrest and prosecute all
violators and serve all processes pertaining to those laws and regulations.
The Bureau enforces the State’s marine fisheries laws; boating
registration and safety laws; conducts search and rescue operations on
coastal waters; enforces all marine-related criminal laws; and serves as a
general service agency to coastal residents and visitors.
The
Bureau of Resource Management is engaged in marine education, shellfish
sanitation and public health, and scientific research and monitoring to
conserve, restore and manage the marine and estuarine resources of the
State. Primary responsibilities
are to conduct and sponsor scientific research which may include biological,
chemical, hydrological, and technological research and monitoring, provide
information on stock levels and environments of commercially and
recreationally valuable marine organisms, and provide technical and
scientific information, services and assistance to the public, industry and
governments. The Bureau
conducts monitoring of water quality for the classification of shellfish
growing areas, biotoxin monitoring, the Shellfish Sanitation Program,
monitoring of finfish aquaculture operations, oil spill response activities,
restoration of anadramous fish resources to Maine rivers, and marine
education programs including the operation of the public aquarium in West
Boothbay Harbor.
The
Division of Community Resource Development is responsible for other focused
programs including watershed development, primarily municipal soft-shelled
management. Two area managers
are concerned primarily with implementation of lobster policy management
councils but are also responsible for knowing what the coming issues are in
respective assignment areas. In
addition, marketing and aquaculture policy also fall within the Division of
Community Resource Development.
External
Environment
The
Department of Marine Resources is affected by five primary external forces
that impact its ability to carry out its mission.
These external forces include:
ü
Explosion of management activity at
the federal and interstate levels;
ü
Initiation
of co-management of state resources;
ü
Unpredictable
changes in the natural environment and global market system;
ü
Two
major developing constituencies; and
ü
Increasing
turnover in the State Legislature.
Explosion
of Management Activity at the Federal and Interstate Levels
Policy
making for Maine’s marine resources takes place at all government
levels and among many separate but interconnected arenas.
§
Atlantic
States Marine Fisheries Commission (ASMFC)
-- The ASMFC was formed among the fifteen Atlantic coastal states to
assist in managing and conserving their shared fishery resources.
As a member of the ASMFC, Maine is obliged to be in compliance
with regional fishery management plans by adoption of consistent
management measures under either statute or regulation. ASMFC is
responsible for development of fisheries management plans in 21
fisheries. Maine
participates in and is bound by 11 of those fisheries plans.
§
New
England Fisheries Management Council (NEFMC)
-- The NEFMC is responsible for the development of federal management
plans that address management needs beyond the state’s three mile
territorial limit.
The Commissioner of Marine Resources, as well as Maine industry
representatives, participates on the NEFMC.
§
National
Marine Fisheries Service (NMFS)
-- The NMFS is responsible for implementing the plans developed by the
NEFMC and other regional councils.
In addition, the NMFS develops management plans for high seas
species such as tuna and protects marine mammals under the federal
Marine Mammal Protection Act.
§
Interstate
Shellfish Sanitation Conference (ISSC)
-- The Department has the responsibility
to protect public health from contaminated shellfish based on water
quality and health standards for shellfish designed by the ISSC.
In order for Maine shellfish to be marketed outside of the
state, Maine must be in compliance with these standards.
Within each of these arenas,
the state plays a role in assessment, technical advice, and management
decision making. Department
staff must participate in the management process in order to be
effective marine resource managers and to ensure that Maine’s
interests are incorporated in critical management decisions that
affect the fishing community. These
management decisions are often complex and require considerable
expertise in both fishery science and policy development.
Management activity has increased dramatically in recent years
due to increased exploitation of traditional fisheries and the
emergence of new fisheries (e.g., sea urchins, elvers, whelks).
Some fisher resources in the Gulf of Maine are over harvested
(e.g., groundfish, scallops), while others are fully exploited at the
current level of fishing effort.
This decline in traditional fisheries threatens the structure
and function of the Gulf of Maine ecosystem and the economic vitality
of our coastal communities and makes management decisions even more
critical to the state.
In addition, the increase in competition for scarce resources
will result in more conflict among resource users.
|
Implications
for the Department:
x
Need for fisheries management
personnel.
x
Increased need for attention on
interstate and federal arena.
x
Federal/interstate process
minimizes focus on state fishery management planning.
x
Reduced effectiveness of state
management measures.
x
Increased capacity necessary in
conflict management and mediation of disputes.
Initiation
of Co-management of State Resources
The
Maine Department of Marine Resources, along with other fisheries
managers around the world, has recognized that marine resource
management has to involve the fishing community and other interested
parties in the decision-making process. The State has started to
create a new “co-management” approach in the lobster fishery that
meets this need. This new form of management actively involves
participants. It has been
well received by the industry and other fisheries who are interested
in more localized management.
The “co-management” approach is the beginning stage for
more comprehensive state management planning.
As offshore fisheries resources continue to decline, inshore
fishing effort is predicted to increase.
This increased pressure may threaten inshore fish stocks, other
marine organisms and near shore habitats.
New management approaches to resolve conflicts will be
required. Local
management by regions expands the Department’s responsibilities and
requires solid communication between the Department and local
management councils. This
new approach to management requires fisheries managers with skills in
developing fishery management plans in a participatory process.
The process is indeed creating “new government”
where those responsible, eg: Lobster Zone Councils, need time
to learn how to govern. Fisheries
management under the concept of co-management becomes less “we vs
they” and more “them and us”.
The transition is difficult and not always smooth.
|
Implications
for the Department:
x
Improved management decision
making for marine resources.
x
Greater local enforcement of
management decisions.
x
Movement toward goal of achieving
stewardship in marine fisheries.
x
Increased demands to participate
at local management level.
x
Need for strong group process and
conflict management skills.
x
Lots of data and information
required for shared decision making.
Unpredictable
Changes in the Natural Environment and Global Market Systems
Changes in
both the natural environment and global market systems occur
throughout the year. Disasters
such as the Julie N oil spill in Portland harbor provide good
examples of why preparation for natural and human impacts on the
marine environment is critical. Entangled
whales, toxic dinoflagellate blooms, and chemical spills are
potentially devastating to the marine resources and the coastal
communities that depend on them. However, these events are unpredictable and therefore are
difficult to plan for adequately.
Another unpredictable event that the Department must address on
an ad hoc basis is the emergence of
new fisheries, such as for whelks and sea cucumbers.
New fisheries will continue to emerge as new markets are
discovered and underutilized species are found to have a place in the
global marketplace. As new fisheries emerge, it will be necessary to
understand the resource and how to manage sustainable harvesting.
The Department has little capability to manage these emerging
fisheries.
|
Implications
for the Department:
x
Continued need for accident
preparedness training.
x
Attention on emerging issues
remains important.
x
Need to heighten awareness of
changes in global markets.
Two
Major Developing Constituencies
The
Department of Marine Resources is facing increasing responsibilities
as two activities -- recreational fishing and aquaculture -- continue
to grow and demand more constituent services.
There are two major
components in the aquaculture industry:
finfish and shellfish. The
finfish component is subject to very difficult domestic and
international pressures that challenge the business.
The shellfish component slowly is developing a base.
Recent changes to the leasing framework encourage further
development.
In the recreational sector, some fish populations have
rebounded to the extent that Maine is being seen more and more as a
premier saltwater fishing destination.
During the First session of the 199th Legislature the Marine
Recreation Fisheries Advisory Council was created within the
Department of Marine Resources. The
demands of this industry require progress in areas of public access,
resource enhancement, and education.
|
Implications for the
Department:
x
Expanding economic prospects in
aquaculture development.
x Additional
opportunities for recreational fishermen.
x
Increased demand on Department to fulfill additional management, assessment
and monitoring needs.
x Heightened
challenges to address conflicts among traditional and new resource users.
x
More participants means additional marine enforcement requirements.
Increasing
Turnover in the State Legislature
The
State Legislature is the major policy-maker in the management of
marine resources through legislative action.
Most of the authority for management measures and action in
State marine waters is retained by the Legislature.
Once the Legislature has established the State fisheries policy
by statute, the Department, even though it has general rule making
authority, is enjoined from action in the thus pre-empted area.
As new fisheries come into being or old fisheries come under
stress, the tendency of the Legislature is to adopt management
structures in statute, not under regulatory format (e.g., lobsters,
sea urchins and elvers).
Term limits, enacted by referendum, are causing a high rate of
turnover in the State Legislature, starting with the 118th
Legislature. The
management responsibilities of the Legislature are vital components to
marine resource management in Maine.
A greater turnover in the Legislature will require additional
efforts in communication between the Department of Marine Resources
and the Marine Resources Committee
|
Implications
for the Department:
x
Continued need to communicate
the Department’s goals and objectives to the Legislature and assist in the
development of management options for marine
resources.
x Increased
responsibility to work on educating the Legislature about the Department and
marine resource issues of the state.
Internal Environment
In
addition to external factors, the Department of Marine Resources is faced
with internal pressures that impact the outcome of many of our activities.
Four principle forces that help to shape the Department of Marine
Resource’s ability to carry out its mission are:
ü
Addressing multiple resource management
needs;
ü
Adjusting to dramatic loss of
Department functions in previous budgetary cutbacks;
ü
Teaming across the Department; and
ü
Increased use of technology;
Addressing
Multiple Resource Management Needs
Marine
resources have always been a traditional part of Maine’s culture. From fishing for plentiful cod back in the 1800’s to
exploitation of new species such as urchins and sea cucumbers, many
generations of Mainers have derived their income from the sea.
There are numerous responsibilities that come with managing
these marine resources on behalf of the people of Maine.
An estimated 73 species of fish, 26 species of whales,
porpoises and seals, and 1,600 different bottom-dwelling organisms
reside in the Gulf of Maine. In
order to manage these species for current and future generations, the
Department of Marine Resources must conduct biological, chemical, and
technical research as well as assessing stock levels and habitat
requirements. There are
currently over 70 marine species being harvested commercially.
The Department of Marine Resources is required to manage these,
and emerging, fisheries.
Due to the magnitude of marine resource management needs, it is
impractical to address them all.
However, the management agenda for the Department is externally
driven. The
Department is constrained in its capacity to establish the management
agenda and therefore has little control over the management
priorities.
The Department maintains focus in certain management areas, but
is compelled to respond to the management agenda driven by the
constituents and politics.
This makes it extremely difficult for the Department to adhere
to proactive agency planning instead of reactive management.
|
Implications
for the Department:
x
Inability to satisfy all customers promptly.
x
Increased
demand for coordination with other resource agencies.
x
Need
to build an understanding of how these resources relate to the marine
ecosystem in order to manage them for a sustainable yield.
x
Need
to work with neighbor states and Canada on common resource protection needs.
x
Constant
struggle to allocate staff appropriately.
x
Flexible
and broadly skilled staff essential.
x
Dedicated
funding compromises capacity to respond.
Increased
Use of Technology
The Department of
Marine Resources has upgraded its office equipment in the last three
years to maximize the potential of its staff.
A local area network joins the staff in all locations and this
network is connected to the state wide area network.
All office staff can communicate with voice mail and electronic
mail and are connected to the World Wide Web for research purposes.
The Department also supports and has access to the State’s
geographic information system and administrative data bases. All field staff and several office staff are equipped with
pagers and cellular telephones to maximize efficiency and respond
quickly to emergencies.
|
Implications
for the Department:
x
Enhanced communication and
research capabilities
x
Increased staff productivity and
efficient use of time.
x
Improved coordination with Area
Headquarters and field staff.
x
Increased communications and
coordination with constituencies.
x
Need to provide for the training
and self-development necessary to allow staff to fully utilize technical
capabilities.
x
Need to find funding to maintain
and upgrade systems on an ongoing basis.
Maine
Department of Marine Resources
Statement
of Goals
GOAL
A
MAINE
WILL HAVE A HEALTHY AND PRODUCTIVE MARINE ECOSYSTEM WHERE MANAGEMENT OF THE
MARINE RESOURCES IS BASED ON AN INCREASED UNDERSTANDING OF THE GULF OF
MAINE.
GOAL
B
COASTAL
COMMUNITIES WILL HAVE A SUSTAINABLE FISHERIES AND AQUACULTURE ECONOMIC BASE.
GOAL
C
MAINE
WILL HAVE A MARINE RESOURCE-BASED INDUSTRY THAT IS SAFE
AND ENCOURAGES PERSONAL STEWARDSHIP TO SUPPORT SOUND FISHERIES
MANAGEMENT.
GOAL
D
THE
DEPARTMENT OF MARINE RESOURCES WILL BE RECOGNIZED AS AN AGENCY THAT
MAXIMIZES EFFICIENCY,
PRODUCTIVITY AND FULFILLS ITS STATUTORY RESPONSIBILITIES.
IV.
Issues and Goals
External
and Internal Survey of Top Issues
Goals
lay out the future direction for the Department of Marine Resources. Although they will never be fully achievable, they provide a
beacon toward which to strive. In
determining the four goals for the Department, we asked the marine patrol to
conduct a survey of fishermen along the docks to determine what DMR is doing
right, what we are doing wrong, and what we should be doing to protect our
fisheries. The results of this
survey were discussed at the Maine Fishermen’s Forum in 1995.
In addition, the Marine Advisory Council and DMR staff were asked to
identify the top three most pressing issues regarding resource management
and fisheries that DMR must address in the near future and the three most
important factors facing their bureau or division.
The results of these discussions and comments laid the foundation for
the Department’s goals.
UNDERSTANDING THE
MARINE ECOSYSTEM
The Gulf of
Maine supports a significant commercial fishery.
Maine’s annual fish catch is valued at over $200 million and ranked
first in volume and second in value in the Northeast in 1996. Atlantic
herring, lobsters, groundfish, and shrimp are the largest catches by weight.
Lobsters, sea urchins, groundfish, shrimp and scallops have the
highest landed value.
However,
many of the fishery resources in the Gulf of Maine that Maine fishermen
depend on are considered over harvested, while others are fully exploited at
current levels of fishing effort. For
example, landings of groundfish and sea urchins have declined dramatically
in recent years and there is ample evidence that a number of groundfish
stocks are seriously depleted. Lobster
landings have been increasing in recent years, partly in response to
increased recruitment, but also because of increasing numbers of more
efficient traps. Thus, the
lobster resource is vulnerable to any future decline in recruitment. Even Atlantic herring, which is an underutilized resource
throughout its entire range, may be over harvested on individual spawning
grounds in the Gulf of Maine in the summer and fall. At the same time, the development of new markets has led to
the emergence of a number of new fisheries in the last few years (e.g., sea
urchins, sea cucumbers, whelks).
The
management of Maine’s marine resources requires consideration of the
health and safety of consumers and participants in the fisheries.
As part of an agreement Maine has with the Interstate Shellfish
Sanitation Conference (ISSC) and the Food and Drug Administration, the areas
from which shellfish are harvested are classified according to standards
recognized internationally. Compliance
with the standards is essential to assure public health concerns are met for
the consumer and is required to allow interstate transportation of
shellfish. Public attention has
been focused on the health of coastal water quality and increasing interest
by coastal residents to clean up contaminated shores and open their clam
flats. The Department of Marine
Resources plays a pivotal role in maintaining high water quality standards
and assuring public safety when consuming seafood.
With
over 3,500 miles of coastline and approximately 2,800 square miles of state
waters, the commercial and recreational boaters in Maine waters are
numerous. During the summer
months, the coastal bays and estuaries are alive with thousands of boaters
that are required to have standard safety measures aboard.
The Department of Marine Resources marine patrol work with the US
Coast Guard to assure safe boating practices in the congested summer season
and the cold winter months.
As
the pressure on Maine’s marine resources continues to increase, it is even
more essential to carry out the necessary research to determine how to
maintain a sustainable resource base. Well
planned fishery management measures require a solid knowledge of the
resource. In order to maintain
a healthy fishery, the Department of Marine Resources needs to fulfill its
statutory mandate to “sponsor programs for research and development of
commercial, marine recreational and anadromous fishery resources and other
marine resources of the state.” Therefore,
consistent with our statutory core duties, the Department of Marine
Resources adopts the following goal:
Goal A: Maine will have a healthy and productive marine
ecosystem where management of the marine resources is based on an increased
understanding of the Gulf of Maine.
SUSTAINING ECONOMIC
VITALITY
Maine’s
commercial fisheries are the backbone of many of our coastal communities.
These coastal communities rely on fishing not only as a major
component of their economy but also as an
important part of their culture. In
1996, the Maine Department of Marine Resources issued 17,642 commercial
fishing licenses to either individuals (self-employed fishermen) or to boats
with crews. As important
as it is to understand the biological systems in the Gulf of Maine, it is
equally important to understand the human systems when designing management
plans.
Under
the “Jobs from the Sea” initiative, the State has as a goal to maintain
the 22,000 jobs directly and indirectly related to the marine environment. One of the strategies used to maintain the commercial fishing
industry is to develop new markets. In
the age of the global marketplace, new markets are continuously emerging.
A component of sustaining Maine’s fisheries is to take advantage of
these new opportunities. Another important aspect of sustaining economic vitality is
to maintain an infrastructure that supports commercial fisheries.
Through administering grant programs and other collaborative efforts
with agencies and the fishing industry the infrastructure can be maintained.
The
traditional system of top-down management of fisheries has not resulted in a
sustainable industry. Therefore,
it is important to begin planning for the future of Maine’s fisheries with
those who are invested in them. The
new Lobster Zone Law has made an initial step at beginning a formal sharing
of authority for management of the lobster resource.
Through this cooperative management approach, we are learning how to
create management tools that are sensible both biologically and socially. As a result of these kind of arrangements, fishermen have are
better able to maintain their historic stewardship of their resources.
New programs such as the apprenticeship license are working to
maintain the “stewardship ethic” in Maine’s fisheries.
In
addition to commercial fisheries, there are an estimated 200,000
recreational marine fishermen that contribute to the economic base of
coastal communities. As this
industry continues to grow, it will become an even greater component of the
coastal economy.
Aquaculture
continues to grow in Maine and is a significant component of the fisheries
contribution to the state’s economy.
Most of the finfish development is concentrated in the eastern
portion of the state in the Cobscook Bay area.
Nori, which is a variety of seaweed, is being grown in the Cobscook
Bay area as well. Shellfish
aquaculture operations are more widely distributed with significant
concentration in the Damariscotta river
area. As the industry develops
new techniques, opportunities for economic growth will continue.
The
economic vitality of the seafood industry is a critical factor in
maintaining the fabric of Maine’s coastal communities.
Therefore, consistent with our statutory core duties, the Department
of Marine Resources adopts the following goal:
Goal B: Coastal
Communities will have a sustainable fisheries and aquaculture economic base.
PROTECTING PUBLIC
SAFETY AND ENCOURAGING STEWARDSHIP
Maine’s
fisheries use both mobile and fixed gear -- lobstermen use lobster pots,
shrimpers use draggers, and urchin harvesters use SCUBA gear to dive.
Due to the intensive use of coastal waters for fishing and
recreation, gear conflicts arise which the state must mediate.
In addition, as federal offshore fish stocks are limited to Maine
fishermen, more and more commercial fishermen will turn to inshore stocks to
maintain a living. The growing
number of commercial fishermen in coastal waters will escalate the need for
conflict resolution.
Fisheries
law enforcement is predicated in large part on management plans that have
the support of the fishing community. Marine
Law enforcement is accomplished at sea and on shore.
Fishing occurs on a year round basis, sometimes under difficult
conditions. The rules under
which fishing occurs are evolutionary in nature but in general becoming more
restrictive. Marine enforcement
personnel encourage compliance by working closely with the fishing
community. The fishing
community is encouraged to work with managers and enforcement to develop
needed management plans.
Consistent
with our statutory duties to protect public health and safety, the
Department of Marine Resources adopts the following goal:
Goal C: Maine will have a marine resource-based industry
that is safe and encourages personal stewardship to support sound fisheries
management.
IMPROVING DEPARTMENT SERVICE
An
important issue in all public agencies is the need to continually review and
upgrade customer service. A key
component of this administrative goal is to enhance the communication
between the customer and the agency and between staff people within the
agency. The Department of
Marine Resources has financial and legislative responsibilities to the
people of the State of Maine. Employees
interact with the public in many ways -- from marine patrol officers
carrying out enforcement to researchers
working with the industry to better manage
the fisheries. The efficient operation of the agency using the best
available technology will facilitate the delivery of services. In order to continue with internal improvements and to
fulfill our statutory mandate, the Department of Marine Resources adopts the
following goal:
Goal
D: The Department of Marine Resources will be recognized as an agency that
maximizes efficiency and productivity and fulfills its statutory
responsibilities.
Performance
Based Budgeting Measures
Bureau
of Resource Management
GOAL
A:
Maine will have a healthy and productive marine ecosystem where management
of the marine resources is based on an increased understanding of the Gulf
of Maine.
OBJECTIVE:
Maintain the number of people in Maine who understand that commercial and
recreational fishing will continue to be an important and viable industry.
PROGRAM
STRATEGY:
The Department of Marine Resources will administer programs to conserve and
develop marine and estuarine resources; to conduct and sponsor scientific
research; and to protect public health.
PERFORMANCE
MEASURES:
|
Current
Services Targets
|
Current
Performance Measures
|
Baseline
|
1999-00
|
2000-01
|
|
1
|
Number of
fisheries-dependent samples collected
|
1,993
|
2,092
|
2,196
|
|
|
DMR monitors the status of the fisheries for American lobster, northern
shrimp, green sea urchin, and Atlantic herring by sampling commercial
catches for number, size, sex, and other biological parameters of animals
in the catch, and information on fishing effort including gear, time spent
fishing, and area fished. This measure provides information used to
calculate the stock size of each species, rates of removal by fishing, and
serves as the basis for management decisions. The number of samples collected is increasing in order to
improve estimates of stock sizes, provide improved data for management
decisions that will maintain healthy commercial fisheries. |
|
|
|
|
2
|
Number of volunteers
assisting in DMR programs
Volunteers throughout
Maine’s coastal communities assist
DMR with the collection of water samples from shellfish growing areas,
conducting shoreline surveys, phytoplankton monitoring and shellfish
sampling. This measure provides information used to:
increase open shellfish harvesting areas; develop a better
understanding of harmful algal blooms that result in shellfish closures;
and increase the level of community participation in shellfish management.
The increase in numbers of volunteers is the result of the DMR
volunteer coordinator who works directly with volunteer groups, the
efforts of DMR staff to engage the interest of local communities in
shellfish management, and the development of the cooperative phytoplankton
monitoring program that includes the DMR, Maine Cooperative Extension, the
Bigelow Laboratory for Ocean Sciences, and the phytoplankton monitoring
volunteers.
|
75
|
85 |
105
|
|
3
|
Number of Recreational
fishermen
Number of marine
recreational fishermen
The DMR conducts dockside
interviews with saltwater recreational fishermen as a part of the national
Marine Recreational Fisheries Statistics Survey and conducts a logbook
sampling program with marine recreational fishermen.
This measure provides information on the number of fishermen
fishing, locations where fish are caught, species that are caught, and the
size of fish caught. The
information is used to assess changes in abundance and size structure of
species such as striped bass, the number of in-state and out-of-state
fishermen fishing, and economic information.
The number of marine recreational fishermen is increasing as a
result of increases in population size of striped bass, and DMR’s
efforts to provide information on saltwater fishing and involvement with
the marine recreational fishing community.
|
336,000
|
352,800
|
370,900
|
|
4
5
|
Acres
of Shellfish habitat closed for harvesting
The DMR conducts a
Shellfish Growing Area Program that includes water quality monitoring of
shellfish growing areas and shoreline surveys to identify sources of
pollution. Since 1993 the
state has cleaned up and reopened more than 100,000 acres of shellfish
flats. This provides additional harvesting opportunities for both
commercial and recreational shellfish harvesters. The number of acres of
shellfish habitat closed for harvesting is decreasing each year as a
result of the increased water quality monitoring by DMR and volunteers,
and focused team efforts of DMR and DEP in removing illegal discharges.
Number of red tide and pathology samples processed
The
DMR conducts a biotoxin monitoring program to determine shellfish toxin
levels caused by red tides, and conducts monitoring of the health of
marine resources such as lobster. This
measure provides information for closing and re-opening shellfish harvest
areas due to red tides, and information on diseases of marine organisms.
Biotoxin monitoring is essential to protect the public from
potentially lethal effects of eating contaminated shellfish. The measure
is increasing as the result of new surveillance programs for biotoxins and
lobster health issues.
|
168,680
3,750 |
145,160
3,830 |
120,130
4,003 |
|
6
|
Number of individuals
attending the DMR aquarium
The
DMR operates a public aquarium at the West Boothbay Harbor laboratory that
provides marine educational opportunities to Maine school children in May
and visitors from Memorial Day through September. This measure provides information on the number people
attending the aquarium who learn about marine resources in the Gulf of
Maine through live exhibits and educational presentations.
The number of visitors to the aquarium is increasing due to
increased interest in the marine environment by the public and the efforts
of DMR’s marine education program to
provide a quality experience.
The result is increased awareness and understanding of marine
resources, and stewardship of the marine environment.
|
|
