(a)

the council wanted to be able to help this sector take advantage of the new Fishing Bill and the negotiations following the UK’s departure from the European Union;

(b)

the council’s ambition was to make Plymouth the new epicentre of English fishing; it was already a sub-regional fishing centre, servicing Cornwall and Devon (between 50 and 60% of the fish sold in Plymouth came from the wider hinterland); this could be taken to a national level of importance with the right support and infrastructure;

(c)

the following organisations were located in Plymouth -

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fisheries management: Marine Management Organisation;

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fisheries science: Centre for Environment, Fisheries and Aquaculture Science;

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marine sciences: Maritime and Coastguard Agency;

(d)

Plymouth City Council’s draft Plan for Sustainable Fishing sets out how to revitalise the industry in the city; fishing had always been a part of the city’s history and the council’s recent research had shown that the industry had been growing steadily over the last 20 years;

(e)

the report had been funded from the European Fisheries Funding and developed by the consultants Arcadis;

(f)

the themes in the plan included -

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the right facilities: regeneration of the Fish Market and the Fish Quay; this could form a key element of the city’s National Marine Park plans and celebrated the rich maritime and fishing culture;

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supporting people with a career in fishing: the average age of a skipper was 54 and a crew member 38; the plan put forward ideas to encourage more women, former military personnel and school leavers into the industry, as well as improving training;

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sustainability: Plymouth could be a test facility for greener buildings and cleaner propulsion systems for the fleet;

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policy support and lobbying: lobbying to ensure the best deal for Plymouth fisheries, in the trade negotiations with the EU, to ensure the mixed fleet grew and prospered, as well as lobbying to be an administrative capital of fishing in the UK;

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the right business support for growth: raising finance to support growth could be an issue, help could be in the form of a new legal body or fishing co-op to help with easier access to finance.

(g)

the peak in Plymouth Trawler Agent’s turnover in 2016, had been as a result of a significant amount of cuttlefish being sold (which were a high value product); this had not been replicated in later years due to the movement of the cuttlefish;

(h)

in order to draft the strategy, the council needed to identify what the sector required today and in the future; this would enable the council to discuss issues such as wash facilities for boats with Sutton Harbour Holdings (the Company was part of the stakeholder group and had publically stated its commitment to this sector);

(i)

there was capacity for more growth within this sector; it was the council’s desire to build on the current infrastructure, whilst also looking at the physical infrastructure to ascertain where larger trawlers could land their catches;

(j)

some fish quota modelling had been undertaken; any additions to the fleet would obviously increase employment and turnover;

(k)

a Fishing Industry Development Manager (Sean McSeveney) had been appointed, as a result of the recommendations arising from the  Fishing and Fisheries Select Committee Review which had been held in 2018 (he had been in post for over 12 months); the role was vital in ensuring that both the council and the sector were ready for opportunities that arose from the Brexit negotiations;

(l)

the council would continue to support and expand the Seafood Festival which would help to connect the public to where its food came from;

(m)

Plymouth had a unique opportunity to use the National Marine Park, to bring the city to the forefront in recreational sea angling; holding fishing competition would also increase tourist revenue, as well as promoting the fishing the area had to offer.