NOAA Fisheries Strategic Plan 2019-2022 (Strategic Plan)

NOAA Fisheries
Strategic Plan
2019-2022

A Message from the Assistant Administrator
for NOAA Fisheries
Mission and Mandates
Strategic Goals
Organization
The Strategic Landscape
Meeting the Challenges

Goal 1:

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2
4
4
5
6

8

Amplify the economic value of commercial
and recreational fsheries while ensuring
their sustainability

Goal 2:

10

Conserve and recover protected species
while supporting responsible fshing and
resource development

Goal 3:
Improve organizational excellence and
regulatory effciency

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A Message from Chris Oliver
Assistant Administrator for NOAA Fisheries
Dear Friends and Colleagues:
I am pleased to introduce our Fisheries Strategic Plan for 2019–2022. This plan reflects a practical
approach to managing our fisheries and associated marine resources. I am proud to be part of
this Administration, which through a series of Executive Orders and other actions has initiated a
comprehensive approach to agency and regulatory reform. We will continue efforts to reduce the
regulatory burden on our customers and streamline our regulatory processes to execute our stewardship
mission efficiently and support a productive Blue Economy in a business-minded manner. We will focus
work to support our nation’s economic position by increasing our seafood production and exports,
thereby reducing our seafood trade deficit. While we operate under many long-standing statutes and
governmental processes, we will proactively seek and take advantage of opportunities to improve
our operational excellence. We will continue to address our high-priority activities, while minimizing or
eliminating efforts on low-priority activities, to provide the best value to the American public.
Our mission is to amplify the economic value of sustainable fisheries while recovering and conserving
protected marine species. We support the long-term sustainability of our fisheries to benefit commercial,
recreational, and subsistence fishermen as well as aquaculture producers, the seafood industry, and
coastal communities that depend on those fisheries and coastal resources. Our successes at ending
overfishing and rebuilding fisheries support a strong U.S. seafood economy. Supplementing U.S. wildcaught fisheries, a healthy marine aquaculture industry has the potential to greatly increase our overall
U.S. seafood production. Conserving and recovering federally protected species and their habitats
ensure a productive and diverse marine ecosystem.
NOAA Fisheries enjoys a world-class reputation for our robust science and research capabilities.
Successful management is dependent on building trust in our science in every region. We will maximize
efforts through close cooperation with the U.S. Regional Fishery Management Councils, and other
federal agencies, states, tribes, industry, and other partners to ensure shared data availability as we
modernize our data information systems, leverage new technology, and strengthen our partnerships that
support shared stewardship of the resources.
I believe there is room for flexibility and a greater role for common sense in our approach to fisheries
management. Wherever possible, I rely on effective strategies and collaborative opportunities to
strengthen the U.S. economic position. I look forward to achieving successes together.

U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service

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Mission and Mandates
NOAA Fisheries is responsible for the stewardship of the nation’s
ocean resources and their habitat. We provide vital services for
the nation, which ensure productive and sustainable fisheries, safe
sources of seafood, the recovery and conservation of protected
resources, and healthy ecosystems—all backed by sound science
and an ecosystem-based approach to management.
U.S. fisheries are among the largest and most sustainable in the
world. The U.S. science-based fishery management process, as
mandated by the Magnuson-Stevens Fishery Conservation and
Management Act (MSA) and other acts, is designed to provide
optimum yield while preventing overfishing and taking into account
the protection of habitat and marine ecosystems.
We partner to achieve our mission. Our partners include other NOAA
line offices, the eight regional fishery management councils, the three
interstate marine fisheries commissions, federal agencies, states,
tribes, commercial and recreational fishing stakeholders, national and
regional aquaculture associations, foundations, non-governmental
organizations, and academia.
We work closely with the regional fishery management councils and
state partners to develop and implement effective management
programs. Working with the councils, NOAA Fisheries has
significantly reduced the number of fish stocks subject to overfishing
and increased the number of rebuilt stocks through implementation
of annual catch limits, stock rebuilding plans, and conservation
and restoration of habitat. We also conduct extensive data
collection programs in collaboration with states, and provide stock
assessments and ecological and socioeconomic information required
for the federal management of fisheries and their essential habitats.
The NOAA Fisheries Office of Law Enforcement—in partnership with
states, territories, and other federal agencies—conducts compliance
assistance and enforcement activities to ensure success of our
regulatory efforts.
NOAA Fisheries also seeks to grow domestic marine aquaculture
production, supplementing U.S. wild-caught fisheries while
promoting business and employment opportunities. NOAA Fisheries
accomplishes this by working closely with federal and state partners

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Fisheries Strategic Plan: 2019-2022

to develop effective and streamlined aquaculture permitting systems,
and by providing science and services to support the expansion and
sustainability of U.S. marine aquaculture.
The health of species like marine mammals, sea turtles, coral, and
salmon is important for maintaining balanced and thriving ocean
ecosystems and supporting a thriving ocean and coastal recreation
sector. We work to conserve marine species and their habitats,
protect them from detrimental human activities, and monitor
activities that might impact them, as mandated by the Endangered
Species Act (ESA) and the Marine Mammal Protection Act (MMPA).
NOAA Fisheries promotes international cooperation to ensure
sustainability of fisheries and species conservation globally. In
partnership with industry and consumer groups, we work to increase
consumer confidence in seafood by ensuring safe, wholesome,
and properly labeled seafood through inspection, law enforcement,
and international cooperation. Our international efforts prevent
unfair seafood import practices or seafood labeling fraud from
disadvantaging our domestic fisheries.

U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service

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Fisheries Economics of the U.S.
The benefts provided by our oceans
promote trade, jobs, and industry
growth in commercial and recreational
fsheries, aquaculture, tourism, and
resource use while supporting various
marine species facing extinction. In
2016, commercial and recreational
fsheries generated approximately
1.7 million jobs, $212.2 billion in
sales impacts, $64.2 billion in income
impacts, and $99.5 billion in valueadded impacts to the U.S. economy.

U.S. Regional Fishery
Management Councils
Prior to 1976, waters beyond 12 nautical
miles were international waters and were
fshed by feets from other countries.
In 1976, the Magnuson-Stevens Act
extended U.S. jurisdiction to 200 nautical
miles and established eight U.S.
regional fshery management councils
with representation from the coastal
states, fshery stakeholders, and NOAA.
The councils’ primary responsibility is
development of fshery management
plans (FMPs), which must comply
with a number of conservation and
management requirements, including
the 10 National Standards—principles
that promote sustainable fsheries
management.
Under the MSA, most recently
reauthorized in 2007, U.S. fsheries
management is set up to be a
transparent and robust process of
science, management, innovation, and
collaboration with the fshing industry.
Using the best available scientifc data,
the councils set annual catch limits
to prevent overfshing and rebuild
overfshed stocks.
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Fisheries Strategic Plan: 2019-2022

Strategic Goals
Reflecting the vision of the Department of Commerce and NOAA
to help the American economy grow, our three Strategic Goals for
2019–2022 are to:
• Amplify the economic value of commercial and recreational
fisheries while ensuring their sustainability.
• Conserve and recover protected species while supporting
responsible fishing and resource development.
• Improve organizational excellence and regulatory efficiency.

Organization
Our organization of 2,900 employees is aligned toward the
achievement of our three strategic goals. We have:
• Five regional offices focusing on living marine resource
management and habitat conservation.
• Six science centers, with more than 20 laboratories around the
United States and U.S. territories, providing science-based advice
and current stock status information to fishery managers.
• Headquarters, comprised of the following 13 offices, providing
nationwide oversight and coordination:
• Sustainable Fisheries
• Protected Resources
• Habitat Conservation
• Aquaculture
• Science and Technology
• Law Enforcement
• International Affairs and Seafood Inspection
• Management and Budget
• Chief Information Officer
• Policy
• Communications
• Equal Employment Opportunity and Diversity
• Human Capital Management

The Strategic Landscape
It is critical that we are strategic about prioritizing activities to
achieve optimal performance. We must be prepared to take
advantage of new technologies, seize opportunities to modernize
our infrastructure, increase efficiencies, and streamline business
processes. We must be strategic with a willingness to move in new
directions, while choosing what must be phased out. This plan is
tightly focused on addressing our highest priorities and is informed
by the strategic landscape. Many of these issues, challenges, and
risks will be considered in our regional strategic plans and annual
priorities.

Some of the Issues we face:

• Illegal, unreported, and unregulated (IUU) fishing effects on the
management of transboundary and highly migratory stocks, and its
effects on U.S. fisheries and food security.
• Changing oceanic and coastal conditions affecting distribution,
productivity, and sustainability of fish and other marine species.
• Loss of sea ice effects on protected resources, marine ecosystems,
and Arctic communities
• Marine and estuarine habitat loss
• Increasing demands (e.g., agriculture, hydropower, municipal
needs) on available freshwater supplies impacting anadromous
species
• Ocean acidification as a growing concern affecting fisheries,
aquaculture, and marine ecosystem (e.g., oyster spat and larval
crab survival, fish sensory abilities, shallow and deep-sea coral reef
survival)
• The effect of marine toxins (e.g., endocrine disruptors, growth
inhibitors, and carcinogens) on marine species
• The effect of non-point source nutrient loading in contributing to
seasonal hypoxia and harmful algal bloom events.

U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service

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Some of the Challenges we must address:

• Maintaining an adequate level of surveys and population
assessments for marine resource management.
• Meeting the increased needs for assessment data and modeling
capabilities to support optimal catch levels.
• Reducing regulatory burdens while ensuring sustainable fisheries
and protecting marine species.
• Increasing U.S. seafood production and reducing the seafood trade
deficit.
• Improving stability and opportunity in U.S. recreational fisheries.
• Reducing bycatch of non-target species while supporting
commercial and recreational fisheries.

Some of the Risks we foresee:

• NOAA’s aging infrastructure and availability/dependability of
vessels for data collection is affecting safety, efficiency, and
productivity.
• A greater workload than the available resources can address
requires a priority-based approach (i.e., some work will not be
addressed).

Meeting the Challenges
To address the identified challenges, we must invest in the people,
programs, and technology platforms that most advance our highest
priorities. This requires that we strategically sunset low-priority
activities, products, or services. Among our high-priority areas of
focus highlighted in this plan are to:
Maximize the economic yield of U.S. fsheries, enhancing the value of our
fisheries to local fishing communities and the U.S. economy.
Reduce bycatch and entanglement through new gear technologies that
enable fishing with minimal impacts on marine mammals, sea turtles,
seabirds, and other species of marine wildlife.
Foster U.S. marine aquaculture to increase production of seafood, add
American jobs, and reduce the seafood trade deficit (see sidebar and
graph).
Focus species recovery on the most at-risk ESA-listed species.
Focus science and improve stock assessments on priority stocks/species
without reallocating resources away from successfully managed
ones.
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Fisheries Strategic Plan: 2019-2022

Aquaculture

Evaluate the levels and frequency of stock assessments to ensure
investments are determined by need.
Integrate ecosystem considerations into stock assessments, fishery
management, and aquaculture.
Partner with federal and state agencies to address factors and
management strategies under other agencies’ authorities that are
adversely affecting fisheries.
Partner with industry and academia to increase our data collection
capacity through use of additional platforms of opportunity.
Leverage emerging technologies, such as aerial-, underwater- and
sail-drones, video and advanced sensor technologies, and electronic
catch reporting to expand the collection and accessibility of data for
improved science, management, and law enforcement.
Engage internationally to level the playing field in seafood trade,
combat IUU fishing to ensure sustainable fisheries for stocks that
migrate beyond our EEZ, and ensure U.S. fishing access to highly
migratory species.

The fastest growing form of
food production in the world
Worldwide, aquaculture is the fastest
growing form of food production, at
6 percent per year. With capture
fshery production approaching
biological limits, major increases in
seafood production will come from
aquaculture. Aquaculture is well
placed to help address the demand
for nutrition and food security. Despite
possessing the largest Exclusive
Economic Zone (EEZ), the United States
imports approximately 90 percent of
the seafood consumed domestically,
by value. A recent study by the Food
and Agriculture Organization of the
United Nations (FAO) concluded that
the United States is the country with
the greatest potential for offshore
aquaculture when considering
environmental and economic factors.

Use non-regulatory tools to protect and restore priority habitats
supporting long-term sustainability of our fisheries and protected
resources.

World Capture Fisheries and Aquaculture Production

FAO. 2018. The State of World Fisheries and Aquaculture 2018 - Meeting the sustainable
development goals. Rome.
180,000,000
160,000,000
140,000,000
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000

 Capture Fishery (tonnes) 

2016

2013

2010

2007

2004

2001

1998

1995

1992

1989

1986

1983

1980

1977

1974

1971

1968

1965

1962

1959

1956

1953

0

1950

20,000,000

Aquaculture (tonnes)

U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service

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Goal 1

Amplify the economic value of commercial
and recreational fsheries while ensuring
their sustainability
Key Indicators
• Fish Stock Sustainability Index
(FSSI)
• Number of domestic stocks
for which annual catch does
not exceed the annual catch
limit
• Number of adequate assessments for fish stocks
• U.S. commercial and recreational fisheries economic
impact trends
• Trend in U.S. marine aquaculture production (percent
increase in pounds over
previous year)
• Compliance rate of Seafood
Import Monitoring Program
entries reviewed through audit
and inspection

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Fisheries Strategic Plan: 2019-2022

NOAA Fisheries expects to amplify the economic value of U.S.
seafood production by optimizing commercial harvest, ensuring
recreational opportunities, promoting marine aquaculture, and
restoring habitat. Effective science-based management is essential
to reaching optimum yield while preventing overfishing. U.S. fisheries
are among the largest and most sustainable in the world, yet we
maintain a $14 billion seafood trade deficit. Reducing this deficit
requires strong science in fisheries and aquaculture management,
close partnership coordination with the regional fishery management
councils, interstate marine fisheries commissions, states and
tribal co-managers, and local organizations and stakeholders.
Realizing the economic value of U.S. fisheries requires international
engagement to ensure fair and legal trade practices.

Key Strategies for 2019-2022
1. Manage stocks for Optimum Yield

Rebuild overfished stocks, prevent overfishing, and find ways to
increase the use of legally caught fish. Support the regional fishery
management councils in developing management measures to
achieve conservation objectives, improve economic performance,
and provide recreational opportunities. Explore opportunities
for alternative management strategies for recreational fisheries.
Protect essential fish habitat and invest in non-regulatory habitat
restoration to help maintain productive fisheries.
2. Increase U.S. marine aquaculture production
Lead the federal government in coordinating authorizations
for growth of marine aquaculture. Provide advanced marine
aquaculture science and technology for ready adoption by the
U.S. aquaculture industry, and provide industry incentives.
3. Adequately assess all prioritized stocks and maintain information
for currently assessed stocks
Establish target stock assessment levels and strive to meet targets
for priority stocks without compromising sustainable management
of other stocks. Incorporate ecosystem considerations into
management advice. Develop incentives for industry-based
(commercial and recreational) data collection and reporting.

4. Modernize fshery information collection, management, and
dissemination systems, and enhance cooperative data collection
and sharing
Support and coordinate with states to advance user-centered
fishery information networks and data platforms, with greater
efficiency and lower cost, to improve the ability to effectively
manage stocks. Partner with industry to supplement the collection
of additional valuable data and share fishery data (as appropriate)
with the public and other industry partners.
5. Combat illegal, unreported, and unregulated (IUU) fshing and seafood
fraud, and advance fair trade
Continue U.S. leadership in international engagement to support
fair trade, market access, and competitiveness for U.S. seafood
products. Strengthen the capacity to monitor the foreign seafood
supply chain, detect seafood fraud and mislabeling, and enforce
import regulations.
6. Increase consumer confdence in the quality and safety of U.S. seafood
Promote consumer confidence in the quality of domestic seafood
products by providing timely information on the sustainability,
quality, and safety of U.S. seafood. Advance seafood safety
and quality management practices, and improved processing
techniques and delivery to market by U.S. seafood producers.

U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service

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Goal 2

Conserve and recover protected species while
supporting responsible fshing and resource
development
Key Indicators
• Number of protected species
designated as threatened,
endangered, or depleted with
stable or increasing population
levels
• Number and percentage of
recovery actions ongoing or
completed
• Percentage of protected
species with adequate
assessments
• Average number of days
to complete consultations,
permits, and authorizations

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Fisheries Strategic Plan: 2019-2022

NOAA Fisheries is responsible for recovering threatened or

endangered marine species, and conserving and protecting marine
mammals. Many of these species are key components of their
ecosystems and have particular social and cultural importance.
The focus is on recovery while using our understanding of limiting
factors and threats to minimize conflict with infrastructure projects
or other forms of economic growth. We will continue to improve the
timeliness of our regulatory decisions and conservation outcomes
when fishing and resource development projects interact with
protected resources. Recovery of protected species would relieve
restraints on development or other economically important projects.

Key Strategies for 2019-2022
1. Stabilize highest priority protected species

Focus science and recovery actions, and recruit partners to
collaborate on actions to stabilize declining populations. Protect
and restore habitat where it limits species recovery.
2. Review and streamline permitting and authorization processes
for energy development and national defense, while maximizing
conservation outcomes
Promote energy independence and economic growth by creating
efficiencies in our environmental review processes, including
implementing guidance and policies that support conservation
and effectively address major infrastructure and energy projects
important to our nation’s energy independence, economy, and
defense.
3. Minimize bycatch and entanglement of protected species while
supporting fsheries
Support continued fishing opportunities and aquaculture by
understanding and minimizing protected species interactions and

mortality. Work with the fishing industry, scientists, environmental
organizations, academia, and other stakeholders to develop
bycatch and entanglement prevention measures domestically and
internationally.
4. Address the challenge of balancing water management for protected
species with other uses
Collaborate with federal, state, and tribal partners to improve
predictive water management and accommodate protected
species’ needs among those of agriculture and municipalities.

U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service

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Goal 3

Improve organizational excellence and
regulatory effciency
Key Indicators
• Scores on the Federal
Employee Viewpoint Survey
Key Indices
• Percentage of agency performance measures met
• Percentage of priority planned
accomplishments completed
• Percentage of facility condition assessments completed

To realize the first two strategic goals, NOAA Fisheries must be
an effective and efficient organization with the agility to adapt and
evolve to meet emerging challenges. Promoting organizational
excellence is a continuous process to improve our ability to fulfill our
mission, support our people, and support the organization. The key
factors that determine organizational excellence include our people,
our business and management processes, and our technology and
infrastructure. Improving business processes and implementing best
practices conducted in a priority-based environment, along with
continuous regulatory reform, will ensure our operations best support
our customers and partners.

Key Strategies for 2019-2022
1. Match a diverse workforce to mission needs

Plan and deploy the workforce strategically to ensure flexibility
and agility in support of evolving mission functions and
continuity of operations. Emphasize prioritized workforce
composition and succession planning (i.e., the right people in
the right place), diversity, competency-based management, and
cross-collaborative approaches in a sexual assault- and sexual
harassment-free environment, promoting an inclusive and safe
workplace.
2. Recapitalize infrastructure and facilities
Conduct facility condition assessments to evaluate properties,
and prioritize and address critical maintenance needs. Evaluate
the infrastructure needs for workspace in light of an evolving
workforce, and propose cost-effective strategies to modernize
facilities to NOAA and the Department of Commerce.
3. Institutionalize prioritization and performance management practices
Use priority-based methodologies to optimize investments for
maximum economic return while meeting conservation mandates.
Analyze performance, risk and opportunities to ensure the best
value to the American public.

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Fisheries Strategic Plan: 2019-2022

4. Review agency regulations and remove or modify rules that
unnecessarily burden businesses and economic growth
Implement Executive Order 13771 by reviewing regulations to
identify and modify or repeal rules that are outdated, unnecessary,
or ineffective. Continue to work with the regional fishery
management councils to identify additional potential flexibilities
for regulated entities that maximize fishing opportunities, while
continuing to meet conservation objectives.
5. Institutionalize the use of innovative technologies
Support the development, leveraging, and use of powerful
technologies (e.g., artificial intelligence and machine learning,
AUV/UAS platforms, advanced sensors, molecular genetics, digital
platforms, electronic reporting/monitoring, mobile applications,
and cloud computing) for conducting surveys, enhancing and
improving the accuracy of observing systems, and collecting
and sharing data in cost-effective, transparent, and real-time
approaches. Work with industry, academia, and other partners to
test, deploy, and use these technologies.

U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service

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U.S. Secretary of Commerce

Wilbur Ross
Assistant Secretary of Commerce for Environmental
Observation and Prediction
Performing the duties of Under Secretary of Commerce
for Oceans and Atmosphere

Neil Jacobs, Ph.D.
Assistant Administrator for NOAA Fisheries

Chris Oliver
April 2019
www.fsheries.noaa.gov
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