IFG Stock Take (Aegir Consultancy Report) Refresh of the IFG Structure IFG September Meetings 2015

IFG Stock Take Key Points (Aegir Consultancy Report) –Achieving Sustainable Management? Building the evidence base is vital Management must be inclusive for all stakeholders –Geographical Cohesion / Local Decision Making Mainland boundaries failed to instil local ownership Local identity required to ensure focus on common aims –Leadership and Delivery of Management Measures Clearer definition of roles and “vision” for all stakeholders Local engagement and ownership required to progress

IFG Stock Take Key Points (Aegir Consultancy Report) –Structure and Functions of IFGs Expectation management wrt power to act / change Technical support required to deliver at a local level –Membership and Industry Engagement Disproportionate cost to independent fishermen and associations Timescale to realise the economic value of improved management? –Securing Public Benefit Key coastal / local economic activity recognised in NMP IFG potential to deliver on both local and national initiatives

Scottish Marine Regions National Marine Plan –SMRs (11) statutory boundaries (<12 nm) –MPPs marine spatial planning function Clyde and Shetland formed –IFGs input inshore fisheries evidence –One sector one voice? –How can the wide ranging views of the fishing industry be represented? –Access to the marine resource Important that fishing industry engaged

Public Benefits of Managing Inshore Fisheries? Stakeholder Engagement (what are we trying to achieve)? –Need for clearer understanding of roles and responsibilities (Aegir) –Expectation management (Aegir) Applies to all levels of management structure – Individual / Industry / Government. MS Key Objective for Inshore Fisheries Management. –“To deliver sustainable use of the natural resource recognising national and international obligations, and safeguarding fish stocks while optimising the economic return for inshore fisheries and dependent communities”

MS Delivery of the Key Objective through Support of an IFG Structure IFGs recognised within the NMP –What is the MS “vision” for how IFGs will develop and deliver to achieve the wider public benefit and meet the desired objective? Wide range of issues (Identified Annex A & B) –General Principles Fishing industry key stakeholders Support structure in place to allow MP engagement Partnership approach to fisheries management Evidence based decisions Support structure based on network of IFGs

The IFG Network “Vision” General Principles –Open for engagement by all commercial fishermen –Voluntary – Not all will want to be involved –Agenda set by fishermen with a stake in the fishery –Evidence base generated by both fishermen and “science” –Expert advice available from all government bodies and other stakeholders –Resourced to deliver a Fisheries Management Plan (FMP) recognising local fisheries and the dependent community –The FMP should be the principal way of representing fishing interests within a Scottish Marine Region MPP

The IFG Network – Development Over Time Short term –MS Supported Chair and Outreach Officers –Management issues identified in a plan (FMP) –Plan is the evidence base for marine planning Medium term –Capabilities progressively develop Evidence base of both industry and “science” linked to local and national priorities (MSFD / WFD / MPAs etc.) Progress management measures in partnership with MS and outside bodies through joint working

The IFG Network – Development Over Time Medium to Long term –Seek to consider an internal governance structure (Executive Board) Allow joint working with outside funding partners Commissioning research Co-funding projects through grants (EMFF?) Long term –Delivering improved economic benefits Sustaining dependent communities Maximising fishing opportunities –Develop the governance management structure

What are the options to deliver the vision? Aegir Report identifies 3 options: –Maintain the current IFG structure? –Find an alternative way to deliver inshore management? –Improve the structure and functions of the current IFG network? The need to engage with the Marine Planning Partnership (MPP) process at a local level indicated that refreshing the current IFG structure should prove the most productive approach

Renewal of the IFG Structure The renewed IFG structure will seek to: –Improve engagement with local fishing interests –Implement a regional IFG (rIFG) system –Provide a clear link to SMR Marine Planning Partnerships (MPPs) –Inform national inshore management decisions (IFMAC and Marine Scotland) –Advice on proposals will be submitted to Ministers shortly.

Regional Inshore Fisheries Group (rIFG) Structure? Regional IFGs –Outer Hebrides –West Coast –East & North Coast Associated Groupings –Orkney –Shetland Regional IFG Network Meeting Objective and Key Aims of Marine Scotland (Annex B)

Regional IFG Operational Structure Each rIFG supported by a Chair –Chair represents FMP issues within MPPs Executive Committee –All fisheries management and MP issues –(Executive Board) (Governance and partnership working / funding) Local Subgroups –Local engagement and development projects / fisheries management issues Supported by Outreach Officers

Regional Executive Committee Operation Meetings (4 / Year?) –Administrative support (Actions / FMP ) –Engagement of MS (S / C / P), SNH, and Agencies etc. All fishing industry members represented –Associations, independents, processors All relevant advisory stakeholders –Wildlife LINK, RSPB, Sea angling etc. Any project delivery partners –Seafish, Coastal Partnerships, FLAGs etc. Establish a FMP for the Region (Sub-divided on SMRs) and Represent to MPP / Implement

Local Subgroup Formation Ad hoc. Recognise local need Local engagement with the fishing industry –Chair to host meetings (if required) Outreach Officers work directly with the sector. Projects conceived / delivered locally. – Fisheries management issues defined and if necessary considered by Executive Committee Process for informing the rIFG FMP