The Marine Resources Commission serves as stewards of Virginia's marine and aquatic resources, and protectors of its tidal waters and homelands, for present and future generations.
To ensure a healthy sustainable stock of marine and aquatic resources in the Commonwealth, while successfully balancing the competing needs of the commercial and recreational fishing industries, conserving and improving the habitat and environment of the Chesapeake Bay and its tributaries, and providing a secure and safe environment to all who enjoy the benefits of the Commonwealth's tidal waters.
As employees of the Marine Resources Commission we will exercise the highest degree of integrity and diligence in serving as stewards of Virginia's marine and aquatic resources and as protectors of its tidal waters and homelands for present and future generations.
Financial Overview The budget for the Marine Resources Commission (MRC) for the 2018 – 2020 biennium, as approved by the 2019 Session of the Virginia General Assembly, provided an appropriation in year one of $26,776,948 and $27,904,948 in year two. General Funds in year one ($14,237,535) comprise 53% of the agency’s budget and in year two ($15,365,535) comprise 55.06% of the agency’s budget. The remaining 44.94% of the agency’s budget in year two (FY2020) is comprised of a variety of non-general funds which constitute a vital part of the budget as follows: Special Funds – 26.25%, Commonwealth Transportation Funds – 1.12%, Dedicated Special Revenue – 5.27% and Federal Funding – 12.29% comprised of grants from the Department of Commerce – NOAA and the National Marine Fisheries Service (NMFS) and from the Department of the Interior.
Special fund revenues consist primarily of monies collected from the sale of commercial fishing licenses, the sale of recreational saltwater fishing licenses, the collection of an oyster resource user fee from those that work in the various facets of the Commonwealth’s oyster fishery, from the small portion of indirect costs taken on federally funded projects coming into the agency and from monies collected when the agency surpluses equipment that is no longer viably usable by the agency. The Commonwealth Transportation Funds come from un-refunded motor fuel taxes collected from the sale of gasoline used in motor vessels. Dedicated special revenues are derived from the assessment of various habitat permit fees for permitted activity within the MRC's jurisdiction and from the assessment of royalties for non-exempt encroachments and dredging operations. The Federal Fund appropriations represent the best estimates during biennial budget preparation of all the federal monies that the MRC could potentially receive from federal programs. The agency currently assumes it will continue to receive funding from the Department of Commerce, NOAA to continue support of its existing coastal zone management work, to reimburse the agency for a portion of its finfish enforcement efforts, to fund sturgeon/endangered species work, to fund through the ASMFC the Marine Recreational Intercept Survey (MRIP) program work now done by each Atlantic Coastal State and the funding that comes as a result of a joint enforcement agreement that exists between the MRC Law Enforcement Division and the Law Enforcement Program at the National Marine Fisheries Service. Monies are also received from the U. S. Fish and Wildlife Service, Department of the Interior and fund mandated research on various fisheries species (primarily those that are caught recreationally). These monies are "passed through" by the MRC to the Virginia Institute of Marine Science and to the Old Dominion University Research Foundation so they may conduct mandatory fisheries research to allow the State to stay in full compliance with all federal and interstate compact fisheries laws and regulations.
The 2019 Session of the General Assembly includes adjustments for the agency including the distribution of General Fund centrally funded costs in FY2019 ($291,947) and FY2020 ($932,530) for employer health insurance, retirement and post retirement, workers’ compensation, information technology, information technology auditors and security officers, LODA, Cardinal and Personnel Management Information Systems, and salary increases.
Action by the 2018 Special Session of the General Assembly resulted in a number of changes to the VMRC budget ($1,156,687).
- Additional Support for the oyster replenishment and restoration activities was provided ($750,000 in the first year and an additional $250,000 in the second year) that shall be used to provide support for oyster restoration.
- Virginia’s share of an Army Corps of Engineers project to construct a seawall (jetty) to preserve the harbor on Tangier Island (additional funding of $19,687 for the first year and $7,687 for the second year) was provided. This project was funded in the previous biennium but updated project costs of $245,687 for the first year and $233,637 for the second year necessitated an additional appropriation to fully fund the Commonwealths share of this project.
- $160,000 was designated in FY 2019 for the completion of the public boat ramp project RF16-11/RF16-11a1 (Clontz Park – Smithfield), which includes all necessary and reasonable improvements as may be required.
- $52,000 was provided for Information technology upgrades for the agency.
- As part of the Commonwealth’s plan to utilize the publically owned lands at Fort Monroe, the headquarters of the agency moved to that location in January of 2019. It is the intent of the General Assembly that all operational assets of the Commission, including but not limited to communications, dispatch, and marine equipment storage be co-located as a part of the relocation project. The General Assembly provided $175,000 in FY 2019 and $225,000 in FY 2020 in support for relocation costs of the current operations facility located at 30 Jefferson Avenue in Newport News.
- The 2018 session of the General assembly included central appropriations of $145,997 in the first year and $350,394 in the second year from the general fund to support the cost for entry-level salary adjustments and one-year service adjustments for all members of the Virginia Marine Police effective January 10, 2019.
The 2019 session of the General Assembly resulted in an additional $1,000,000 in FY2020 support of oyster replenishment and oyster restoration activities. From this amount an additional $500,000 (a total of $1,500,000) shall be used to provide support for oyster restoration.
Biennial Budget | 2019 General Fund | 2019 Nongeneral Fund | 2020 General Fund | 2020 Nongeneral Fund | | Initial Appropriation for the Biennium | 14,237,535 | 12,539,413 | 14,365,535 | 12,539,413 | | Changes to Initial Appropriation | 0 | 0 | 1,000,000 | 0 | (Changes to Initial Appropriation will be 0 when the plan is created. They will change when the plan is updated mid-biennium.) Anticipated Changes to Customer Base Agency statistics below are mostly for calendar year 2018. Most agency customer levels are considered stable, with some moderate increases in shellfish lease and habitat permit applications. Commercial fisheries customer levels show some slight decline but are still considered stable (e.g. number of licensed commercial watermen, seafood buyers, and shucking houses).
Current Customer List | Predefined Group | User Defined Group | Number Served Annually | Potential Number of Annual Customers | Projected Customer Trend |
|---|
| Agriculture and Food | Licensed or Registered Recreational Tidal Anglers | 218,785 | 250,000 | Stable |
| Agriculture and Food | Recreational Users of Commercial Gear | 2,195 | 2,500 | Stable |
| Agriculture and Food | Licensed Commercial Fishermen in Virginia | 2,689 | 3,000 | Stable |
| Agriculture and Food | Licensed Offshore Commercial Fishermen | 224 | 250 | Stable |
| Agriculture and Food | Licensed Charterboat Fishing Vessels | 295 | 300 | Stable |
| Agriculture and Food | Commercial Fishing Piers | 43 | 45 | Stable |
| Agriculture and Food | Licensed Boat Rental Facilities | 8 | 8 | Stable |
| Agriculture and Food | Oyster Shucking Houses | 41 | 45 | Stable |
| Agriculture and Food | Seafood Buyers and Processors | 258 | 300 | Stable |
| Agriculture and Food | Shellfish Leaseholders | 2,643 | 2,500 | Increase |
| Natural Resources and Earth Science | Shellfish Leases | 5,729 | 5,400 | Increase |
| Agriculture and Food | Those Employed in the Commercial Tidal Fisheries in Virginia | 10,200 | 10,200 | Stable |
| Agriculture and Food | Those Employed in the Recreational Tidal Fisheries in Virginia | 20,977 | 20,977 | Stable |
| Consumer | Applicants for Habitat Permits | 2,011 | 3,000 | Increase |
| Federal Agency | Federal and State agencies | 20 | 20 | Stable |
| Interstate Entity | Interstate Compact Organizations | 2 | 2 | Stable |
| Local or Regional Government Authorities | Number of Tidewater Localities | 46 | 46 | Stable |
| Natural Resources and Earth Science | Acres of Submerged Aquatic Vegetation Managed | 77,500 | 77,500 | Stable |
| Natural Resources and Earth Science | Acres of Virginia's Tidal Wetlands Managed | 213,686 | 213,686 | Stable |
| Natural Resources and Earth Science | Miles of Tidal Shoreline in Virginia | 10,120 | 10,120 | Stable |
| Natural Resources and Earth Science | Square Miles of the Commonwealth's Water Surface Area | 2,300 | 2,300 | Stable |
| State Agency(s), | Commission Board Members | 9 | 9 | Stable |
| State Agency(s), | Employees of the Marine Resources Commission | 163 | 163 | Stable |
| Name | Description |
|---|
| Federal agencies | Compliance with National Shellfish Sanitation Requirements, Data Sharing |
| Federal Agencies - National Oceanic and Atmospheric Administration ( NOAA), the Army Corps of Engineers, etc. | Partners in Restoration Efforts |
| Federal Agencies - National Oceanic Atmospheric Administration (NOAA), National Marine Fisheries Service, Department of the Interior, etc. | Data Sharing |
| Federal Agencies, National Marine Fisheries Service(NMFS), United States Coast Guard, etc. | Law Enforcement |
| Other Natural Resource Agencies - Department of Environmental Quality, Department of Game and Inland Fisheries, Department of Conservation and Recreation, Office of the Secretary of Natural Resources, etc. | Data Sharing |
| Other State Agencies and other Divisions within VMRC | Data Sharing |
| Federal, State and Local agencies | Joint Permit Application Process |
| Interstate Compact Organizations - Atlantic States Marine Fisheries Comm, & Potomac River Fisheries Comm. | Data Sharing/Regulatory Information |
| Interstate Compact Organizations, the Atlantic States Marine Fisheries Commission (ASMFC), as well as with Federal agencies such as National Oceanic and Atmospheric Administration (NOAA). | Research, Learning about Artificial Reef Activities in other States |
| Private Groups, (The Nature Conservancy, Chesapeake Bay Foundation, etc.) and Localities | Partners in Restoration Efforts |
| Recreational Fishermen, Recreational Fishing Clubs | Participants in the Annual Tournament, Data Exchange |
| State Agencies - Department of State Police, Department of Game and Inland Fisheries, Department of Conservation and Recreation, Department of Emergency Services, Department of Criminal Justice Services | Law Enforcement |
| State Agencies and Institutions | Research and Partners in Restoration Efforts |
| State Agencies and Institutions such as the Virginia Institute of Marine Science | Research, Marking of Reef Areas |
| State and Federal Agencies | Reports, Data Submission, Grants, Information Submission, etc. |
| Atlantic States Marine Fisheries Commission and the Potomac River Fisheries Commission, Interstate Compact Organizations | Data Sharing and Species Management |
| Companies, Transit Authorities, Private Manufacturing Firms, Marine Construction Firms,etc. | Donations of Materials, Structures, etc. for Placement on Permitted Reef Sites. The program is very dependent on these materials of opportunity for reef construction and augmentation. |
| Educational Institutions - Virginia Institute of Marine Science (VIMS), Old Dominion University (ODU), Virginia Tech | Research and Information for Fisheries Management |
| Tidewater Local Governments | Law Enforcement |
| Tourist Agencies in the Commonwealth | Promotion of Saltwater Fishing Opportunities in Virginia |
| Virginia Institute of Marine Science (VIMS) and Old Dominion University (ODU) | Data Exchange |
|
|---|
|
| • | Enable a sustainable and financially viable commercial fishery in the Commonwealth By managing the commercial fisheries of Virginia waters and select fisheries from federal waters on a long-term sustainable basis, the economic output of the fisheries is improved. Compliance with interstate and federal fishery management plans will ensure the availability of sustainable resources for Virginia’s citizens. This aligns with two of the Commonwealth’s objectives – to be a national leader in the preservation and enhancement of our economy and to protect, conserve and wisely develop our natural, historical and cultural resources. Natural Resources: Protect, conserve and wisely develop our natural, historical and cultural resources. | |
|---|
|
|---|
| » | Collect and analyze information on fisheries stocks, harvest, landings, and amount of fishing effort, to manage quotas and allocations for harvests and landings, and to prepare fisheries conservation plans and regulations. To ensure that conservation and management measures promote a sustainable yield from the fisheries, by efficient utilization of fishery resources, without overfishing, and promote fair and equitable allocation of harvestable resources among user groups. • Continue to develop fishery management and conservation plans for marine and estuarine species, continue to comply with federal and interstate fishing plan mandates, and continue to develop and promulgate regulations for fish sizes, gear restrictions, season and area closures, and quota management. On a yearly basis, continue to monitor and review the amount of key finfish, crabs and clams landed in Virginia in millions of pounds as taken from state and federal landings data.
Measures | |
|---|
|
|---|
| ♦ | Percentage of 8 key migratory species that are not overfished in Virginia each calendar year based on yearly quota targets and landings data
|
|
| » | Conservation and management of sustainable commercial and recreational fisheries in Virginia To ensure that conservation and management measures promote a sustainable yield from the fisheries, by efficient utilization of fishery resources without over fishing, and promote fair and equitable allocation of resources that may be harvested. • Continue to develop fishery management and conservation plans for marine and estuarine species, continue to comply with federal and interstate fishing plan mandates, and continue to develop and promulgate regulations for fish sizes, gear restrictions, season and area closures, quota management, and limited entry.
Measures | |
|---|
|
|---|
| ♦ | Percentage of healthy stocks of 10 selected economically important saltwater species in a calendar year - to include 7 distinct different finfish, clams, oysters and blue crabs
|
|
| » | Conservation, management, regulation and restoration of shellfish stocks in the Commonwealth.Continued efforts to develop conservation measures for shellfish and continued efforts to conduct replenishment activities on public oyster grounds. • Create and rehabilitate public oyster grounds and develop regulations to aid continued shellfish harvest.
Measures | |
|---|
|
|---|
| ♦ | Acres of oyster reef construction, oyster bar reconstruction and maintenance done in a calendar year
|
|
| » | Ensure Marine Commercial and Recreational Fisheries Enforcement at the highest level, while maintaining the agency's ability to respond to Homeland Defense and codified Search and Rescue responsibilities.Conservation and protection of fishery and habitat resources is vital, and necessary for their sustainability. Proper enforcement ensures availability of the resources on a fair and equitable basis to all user groups. Ability to respond to Homeland Defense and Search and Rescue responsibilities protects Virginia's citizens who live near, work on, or enjoy the State's marine resources and waterways, and ensures a fair and effective system of justice and provides a prepared response to emergencies and disasters of all kinds. • Issue legally justifiable summons, done in full compliance with applicable state laws and regulations.
• Keep agency expenditures, per Marine Police Officer at a reasonable level, and to monitor continuously the cost of operations for the Marine Police.
• Perform Marine Commercial and Recreational Fisheries Enforcement at the highest level, while maintaining the agency's ability to respond to Homeland Defense and Search and Rescue responsibilities.
Measures | |
|---|
|
|---|
| ♦ | Average cost per inspection by Marine Police Officers each fiscal year
|
| ♦ | Average number of inspections (seafood, licenses, safety, etc.) by Marine Police Officers per fiscal year
|
|
|
|
| • | Promote a sustainable and financially viable recreational fishery in the Commonwealth Promotion of a sustainable recreational fishery assists citizens in achieving a higher level of well being and improves economic outputs based on increased tourism and travel. Compliance with fishery management plans ensures the availability of abundant recreational fishery resources. This aligns with two of the Commonwealth's objectives - to be a national leader in the preservation and enhancement of our economy and to protect, conserve and wisely develop our natural, historical and cultural resources. Natural Resources: Protect, conserve and wisely develop our natural, historical and cultural resources. | |
|---|
|
|---|
| » | Creation and promotion of increased saltwater recreational fishing opportunities in the CommonwealthContinued creation and promotion of saltwater recreational fishing opportunities in the Commonwealth through continued construction of new reef sites, and augmentation of existing artificial fishing reef sites. • Add materials to existing reef sites by purchasing reef materials, and seeking donations of materials of opportunity to place on reef sites.
Measures | |
|---|
|
|---|
| ♦ | Tonnage of all material placed on permitted saltwater fishing artificial reef sites per year
|
|
| » | Conservation and management of sustainable commercial and recreational fisheries in Virginia To ensure that conservation and management measures promote a sustainable yield from the fisheries, by efficient utilization of fishery resources without over fishing, and promote fair and equitable allocation of resources that may be harvested. • Continue to develop fishery management and conservation plans for marine and estuarine species, continue to comply with federal and interstate fishing plan mandates, and continue to develop and promulgate regulations for fish sizes, gear restrictions, season and area closures, quota management, and limited entry.
Measures | |
|---|
|
|---|
| ♦ | Percentage of healthy stocks of 10 selected economically important saltwater species in a calendar year - to include 7 distinct different finfish, clams, oysters and blue crabs
|
|
| » | Promote increased saltwater recreational fishing opportunities in the CommonwealthContinued promotion of saltwater recreational fishing opportunities in the Commonwealth through an award program recognizing exceptional catches, conservation of recreational fisheries by promotion of a catch and release program and continued promotion of tourism and travel in Tidewater Virginia. • Continuation of promotional activities of saltwater recreational fishing in Virginia by activities with sportswriters, tourist agencies, recreational angling clubs and continuation of the annual Saltwater Fishing Tournament program. Continuation of promotion, through same mediums, of catch and release fisheries in the Commonwealth.
Measures | |
|---|
|
|---|
| ♦ | Number of citations issued for recorded catch of selected saltwater species as a percentage of saltwater recreational fishing trips taken in a year
|
|
|
|
| • | Maintain a leasing and permit review process based on public interest review process consistent with the Public Trust doctrine to fairly and timely balance private uses of State-owned submerged lands with other public uses while preserving habitat for sustainable fisheries This goal is designed to balance the public and private benefits of a particular lease or permit application to ensure that the Commonwealth's Public Trust responsibilities are adequately considered while protecting, and accommodating, use of our invaluable marine and aquatic resources for and by future generations. This also aligns with two of the Commonwealth's objectives - to be a national leader in the preservation and enhancement of our economy and to protect, conserve and wisely develop our natural, historical and cultural resources. Natural Resources: Protect, conserve and wisely develop our natural, historical and cultural resources. | |
|---|
|
|---|
| » | Maintain a permit review process based on public interest review procedures consistent with the public trust doctrine that fairly and timely balances private use of state owned submerged lands and the need to preserve habitat for sustainable fisheries.Manage a permit review process which is designed to balance the public and private benefits of a particular permit application to ensure that the Commonwealth's Public Trust responsibilities are adequately considered while protecting, and accommodating, use of the States' marine and aquatic resources for present and future generations. • Continue to have a permit processing system that balances the public and private benefits of a particular permit application to ensure that the Commonwealth's Public Trust responsibilities are adequately considered while protecting, and accommodating, use of the States' marine and aquatic resources for present and future generations.
Measures | |
|---|
|
|---|
| ♦ | Average number of days required to process a joint permit application
|
|
| » | Maintain a lease application review process based on public interest review procedures consistent with private use of State-owned subaqueous bottomland for shellfish production and pursuant to the requirements of the Code of VirginiaDesigned to balance the use of State-owned subaqueous bottomland for shellfish leasing while protecting and accommodating the use of the State's marine and aquatic resources for present and future generations. • Manage an application processing system that balances the public and private benefits of a particular lease application to ensure that the Commonwealth's Public Trust responsibilities are adequately considered while protecting, and accommodating, use of the State's marine and aquatic resources for and by future generations.
Measures | |
|---|
|
|---|
| ♦ | Average number of days required to fully process a shellfish lease application
|
|
| » | Promote increased saltwater recreational fishing opportunities in the CommonwealthContinued promotion of saltwater recreational fishing opportunities in the Commonwealth through an award program recognizing exceptional catches, conservation of recreational fisheries by promotion of a catch and release program and continued promotion of tourism and travel in Tidewater Virginia. • Continuation of promotional activities of saltwater recreational fishing in Virginia by activities with sportswriters, tourist agencies, recreational angling clubs and continuation of the annual Saltwater Fishing Tournament program. Continuation of promotion, through same mediums, of catch and release fisheries in the Commonwealth.
Measures | |
|---|
|
|---|
| ♦ | Number of citations issued for recorded catch of selected saltwater species as a percentage of saltwater recreational fishing trips taken in a year
|
|
| » | Ensure Marine Commercial and Recreational Fisheries Enforcement at the highest level, while maintaining the agency's ability to respond to Homeland Defense and codified Search and Rescue responsibilities.Conservation and protection of fishery and habitat resources is vital, and necessary for their sustainability. Proper enforcement ensures availability of the resources on a fair and equitable basis to all user groups. Ability to respond to Homeland Defense and Search and Rescue responsibilities protects Virginia's citizens who live near, work on, or enjoy the State's marine resources and waterways, and ensures a fair and effective system of justice and provides a prepared response to emergencies and disasters of all kinds. • Issue legally justifiable summons, done in full compliance with applicable state laws and regulations.
• Keep agency expenditures, per Marine Police Officer at a reasonable level, and to monitor continuously the cost of operations for the Marine Police.
• Perform Marine Commercial and Recreational Fisheries Enforcement at the highest level, while maintaining the agency's ability to respond to Homeland Defense and Search and Rescue responsibilities.
Measures | |
|---|
|
|---|
| ♦ | Average cost per inspection by Marine Police Officers each fiscal year
|
| ♦ | Average number of inspections (seafood, licenses, safety, etc.) by Marine Police Officers per fiscal year
|
|
|
|
| • | Ensure marine Commercial and Recreational Fisheries Enforcement at the highest level while maintaining the agency's ability to respond to Homeland Defense and Search and Rescue responsibilities Conservation and protection of fishery and habitat resources is a vital element, necessary for their sustainability. Proper enforcement ensures availability of the resources on a fair and equitable basis to all user groups. Ability to respond to Homeland Defense and Search and Rescue responsibilities protects Virginia's citizens who live near, work on, or enjoy the State's marine resources and waterways. This aligns with two of the Commonwealth's goals - to protect, conserve and wisely develop our natural , historical and cultural resources, and to protect the public safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds. Natural Resources: Protect, conserve and wisely develop our natural, historical and cultural resources. | |
|---|
|
|---|
| » | Ensure Marine Commercial and Recreational Fisheries Enforcement at the highest level, while maintaining the agency's ability to respond to Homeland Defense and codified Search and Rescue responsibilities.Conservation and protection of fishery and habitat resources is vital, and necessary for their sustainability. Proper enforcement ensures availability of the resources on a fair and equitable basis to all user groups. Ability to respond to Homeland Defense and Search and Rescue responsibilities protects Virginia's citizens who live near, work on, or enjoy the State's marine resources and waterways, and ensures a fair and effective system of justice and provides a prepared response to emergencies and disasters of all kinds. • Issue legally justifiable summons, done in full compliance with applicable state laws and regulations.
• Keep agency expenditures, per Marine Police Officer at a reasonable level, and to monitor continuously the cost of operations for the Marine Police.
• Perform Marine Commercial and Recreational Fisheries Enforcement at the highest level, while maintaining the agency's ability to respond to Homeland Defense and Search and Rescue responsibilities.
Measures | |
|---|
|
|---|
| ♦ | Average cost per inspection by Marine Police Officers each fiscal year
|
| ♦ | Average number of inspections (seafood, licenses, safety, etc.) by Marine Police Officers per fiscal year
|
|
|
|
| • | Maintain a high level of financial and business excellence for the agency Maintaining the existing high level of financial and business excellence for the Marine Resources Commission will allow for the best allocation of agency resources and will ensure that full support is given to the achievement of the goals for Fisheries Management, Habitat Management and Law Enforcement. This will align with the economic long-term objectives of the Commonwealth, and with the objective to be the best-managed state in the nation. Government and Citizens: Be recognized as the best-managed state in the nation. Government Operations | |
|---|
|
|---|
| » | Ensure that resources are used efficiently and programs are managed effectively, and in a manner consistent with applicable state and federal requirementsTo ensure that the Marine Resources Commission uses resources efficiently and manages programs effectively, and in a manner consistent with all applicable state and federal requirements. • To manage agency resources well and effectively in the areas of Human Resource Management, Government Procurement, Financial Management, Technology, Performance Management, Business Management and Internal Auditing.
Measures | |
|---|
|
|---|
| ♦ | Percentage of compliance with State and Federal mandates relative to finance, budgeting, grants management, accounting and other fiscal and business applications
|
|
|
|
Development of management and regulatory measures to enable both a sustainable and financially viable commercial and recreational marine fishery in the Commonwealth and to work to ensure that there is a fair and equitable allocation of all harvestable marine resources
Protection and regulation of the private use and development of the Commonwealth’s coastal lands, including submerged lands, tidal wetlands and coastal primary sand dunes/beaches by maintaining a permit review process based on public interest reviews consistent with the Public Trust doctrine to fairly and timely balance private uses of State-owned submerged lands and the need to preserve habitat
Administration of a private shellfish ground leasing program
Replenishment and restoration through construction and maintenance of public oyster beds, transplanting of seed oysters, management of the public oyster grounds, and promotion of hatchery-based shellfish aquaculture
Maintenance of the surveys and maps required for public oyster grounds, the Virginia-Maryland border, leased shellfish grounds, condemned shellfish areas and seed/shell plant areas, tidal waterways and shorelines, and the 28,000 acres of un-granted marshes and meadowlands
Search, rescue and public safety, including marine radio communications and dispatch services and performance of homeland security responsibilities at the ports of Hampton Roads
Enforcement of commercial and recreational fisheries regulations in the Commonwealth by ensuring compliance with state, interstate, and federal fishery management plans for marine fisheries, providing cooperative enforcement of federal programs on offshore fisheries and enforcing state and federal health and safety laws for marine species
Promotion of marine recreational fishing in the Commonwealth by administering an awards program recognizing trophy catches, public access improvement and other activities, and by the construction and maintenance of artificial fishing reefs
| Authorized Maximum Employment Level (MEL) | | 163 | | Salaried Employees | | 150 | | Wage Employees | | 0 | | Contracted Employees | | 7 |
Agency efforts to streamline and remove regulatory hurdles coupled with technological advances in shellfish aquaculture techniques have led to a very rapid expansion of the shellfish aquaculture industry resulting in a growing number of conflicts between the shellfish growers and the public who share in common the waters and submerged lands.
Shell cultch, the basic building material for public oyster bed restoration and for private aquaculture production is becoming increasingly scarce and much more expensive. Trials to use alternate cultch for oyster spat attachment have found this to be financially viable, but the materials used are much denser, more difficult to harvest and not suitable for all of the oyster grounds where shell could be used.
New fisheries management plan addendums with potential for new regulation are expected in 2019-2020 from the Atlantic States Marine Fisheries Commission (ASMFC) for popular recreational species like cobia, and important commercial and recreational species such as spot and croaker. Climate change models based on increase in temperature alone, are projecting lower abundances of many mid-Atlantic fish stocks as it is expected these stocks will move northerly. At the same time climate change effects on reproduction and survival of early stage life history of fish stocks is unknown.
In the last 12 plus years a Joint Enforcement Agreement (JEA) between MRC and the National Marine Fisheries Service has provided the only stable source of funding for the agency Law Enforcement Division to purchase equipment, primarily boats, trailers, motors, and vehicles. Funding reductions are expected. Other budget reductions and steadily rising support costs for Marine Police Officers greatly impact how the agency provides and maintains core management, regulatory and enforcement services and supplies the variety of equipment needed to support the Law Enforcement Division.
Recent and expected continued increases in sea level present challenges for the management of tidal wetland resources. Tidal wetland vegetation exists within specific tidal elevation ranges and has the ability to trap sediments and rise and keep pace with moderate increases in sea level, but rapid increases in sea level greatly stress these valuable resources.
General Information About Ongoing Status of AgencyThe agency will continue to focus on minimizing regulatory burden that inhibits normal business operations and promote efficiency in the utilization of fishery resources.
The Marine Resources Commission (MRC) expects increased involvement of federal and interstate organizations in the resource management process, with a trend toward increased fishery regulations and resource data collection and monitoring in a multispecies ecosystem context, requiring substantially more science and information than is currently available. New interstate and regional management policies on the taking of menhaden, which may pose significant personnel and financial hardship for the Commonwealth, as well as federal mandates that could affect management of sturgeon, summer flounder, striped bass, sea turtles and sea mammals.
The Commission is committed in its efforts to replenish Virginia's oyster resources and to support increasing shellfish aquaculture activities.
The ASMFC imposed a requirement to monitor a 2013 menhaden quota resulting in a 20 percent reduction in menhaden landings for Virginia. When stock assessments showed an increasingly healthy menhaden stock, quotas were relaxed but still resulted in an economic loss for the industry over landings levels prior to 2013. Virginia is now allocated 78.66 percent of the coast wide landings quota for menhaden, following a recent allocation decision in late 2017 by the ASMFC. Previously Virginia enjoyed an almost 86 percent share of the coast wide allowable landings of menhaden.
The agency continues its efforts to establish a take reduction plan for the endangered sturgeon and endangered or threatened sea turtles and expects substantial economic impacts to Virginia’s gill net fishery once the plan is accepted by the National Marine Fisheries Service (NMFS).
A longer term risk for Virginia’s fishery stocks is environmental change caused by climate shifts. Many of the fish species targeted by Virginia fishermen are migratory, with some stocks having a center of abundance further south or north of the Chesapeake Bay. Climate change is expected to substantially affect abundance and distribution of migratory species, for popular species like summer flounder, black sea bass and croaker. This will mean less fish available for harvest in the Bay. Temperature and sea level rise will impact habitat vital to juvenile fish, and water acidification will affect shellfish stocks.
The Marine Police expect an increased responsibility for homeland defense at the Ports of Hampton Roads, as well as continued search and rescue work and 24 hour, 7 day a week coverage of the waterways served by MRC. As the Virginia’s oyster resource continues to improve, there will be a growing need for the protection of that resource from poaching from public waters and condemned shellfish areas. The Virginia Marine Police placed, and will continue to place, a priority on enforcement in these areas.
With the huge success now occurring with Virginia’s oyster industry, the agency expects to see an increased emphasis on regulation and enforcement to comply with federal National Shellfish Sanitation Program mandates and to ensure that the State’s oyster stock is safeguarded.
The number of requests for habitat permits is expected to grow commensurate with population increases and development in Tidewater, generating an increased need to balance both the public and the private interests of the marine resources of the state.
A marked increase in the number of applications for oyster ground leases is expected and this will result in all associated issues being handled by small existing staff.
There are several agency responsibilities that continue to require existing employees to continue to absorb additional duties for: State-owned bottomlands above the Fall Line, Eastern Shore marshes, aquaculture, finance and contracting, search and rescue, patrol work, homeland defense, emergency preparedness, interstate and quota based fisheries management, and complex conservation efforts for an ever-increasing number of finfish species. This additional workload will become more problematic as many long-term employees with much institutional knowledge are expected to retire within the next five years or less. More complex review of shellfish aquaculture leasing and permitting issues continue to strain the current management team tasked with these issues.
Over the last decade, the use of non-general fund (NGF) revenue from the sale of a variety of licenses, permit and dredge fees has increasingly replaced use of General Fund (GF) dollars. Many key management and regulatory functions are now dependent on these less stable sources of funding. This reduces the agency’s ability to use these NGF for: fishery research, surveys, monitoring and stock assessments that provide the information to support MRC management and regulatory work that ensure Virginia’s full compliance with fishery plans from the interstate regional fisheries management organizations, and for projects to remove waterways obstructions from Virginia’s tidal waters.
Information TechnologyMajor IT investments underway include:
Commission staff manage fifteen custom business applications providing automation for most agency business processes including licensing, permitting, mapping, and many data collection and reporting features. Up through 2012 the Commission rebuilt its suite of business applications in a web based development environment. Completion of application renovation tasks has provided the agency with more opportunity to offer additional citizen web access to agency data and business applications. Agency staff also help maintain infrastructure that includes over 100 Virginia Information Technology Agency (VITA) assigned computers and 70 Virginia State Police (VSP) assigned computers for the Marine Police, three data servers, the agency public web site at mrc.virginia.gov, and the hundreds of associated devices.
Information Technology Plans/Needs:
All agency IT activities are very modest out of financial necessity, and are always directly aligned with the agency mission, goals, and objectives. We believe our low cost approach to application development has business value primarily in operational efficiency and attainment of strategic goals of the Agency, but in doing so they also contribute to improving and maintaining constituent service levels in an era of increasing demands and relatively limited personnel.
The IT changes planned for the next biennium are enhancements or desired functionality that will be added using primarily in-house staff. In particular agency staff hope to continue efforts to offer application features better suited for mobile devices.
The agency does not anticipate any IT investments beyond in-house staff and VITA Service Fees during the 2018-2020 budget biennium.
Estimate of Technology Funding Needs Workforce DevelopmentThe average age of an agency employee is 47 years old. The Marine Resources Commission has a number of tenured staff members with an impressive amount of institutional knowledge and understanding of the agency’s policies, practices, and history. Nearly 43 percent of the MRC staff is 50 years or older and 19 percent of the agency staff has 20 years or more of State service. About 10 percent of current staff is eligible for an unreduced retirement and six of these staff are Department Managers to Executive level management. Over the next five years, 15 percent of the agency current workforce will be eligible for an unreduced retirement. This percentage includes all of the top administrators of the agency’s programs.
The agency continues to have the most turnover in the Fishery Management and Law Enforcement Divisions. More competitive salaries and opportunities for upward mobility offered by other local, other state, federal, and private sector employers contribute to this turnover. Budget is a continuing issue in addressing the agency’s compensation issues and we continue to work to find creative ways to deal with this dilemma.
The Marine Resources Commission continues to work diligently to ensure that succession planning is in place so that there is continuity in the delivery of services to clients as the key management positions and longtime employees exit our employ. Loss of highly competent workforce will be significant, but in most divisions and departments there currently is knowledgeable and experienced staff that could, with some additional training and experience, make a smooth transition into positions of those leaving.
Physical PlantThe Virginia Marine Resources Commission headquarters moved from the Newport News location to a newly renovated facility on Fort Monroe in late January 2019.
It is the intent of the General Assembly that all operational assets of the Commission, including but not limited to communications, dispatch, and marine equipment storage be co-located as part of the current relocation project. Funding has been appropriated that would assist with the initial costs involved in the evaluation of potential available facilities on Fort Monroe that would be appropriate for the re-location of the agency-owned Operations Station that is located in the Newport News Small Boat Harbor. To date, a suitable location has not been found and the Operations Station remains in the Newport News Small Boat Harbor.
|
|
|