New Brunswick Finfish Aquaculture Development
New Brunswick FinfishAquaculture DevelopmentStrategy 2010 – 2014
New Brunswick Finfish Aquaculture Development Strategy 2010 – 20142010.07Province of New BrunswickPOB 6000Fredericton NB E3B 5H1CANADAwww.gnb.caISBN 978-1-55471-392-9CNB 7256
Table of ContentsPreface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51.Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62.Competitiveness and Business Financing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73.Business Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94.Fish Health and Biosecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105.Market Access and Consumer Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116.Strategic Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127.Species Diversification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
PrefaceAquaculture is an important industry in New Brunswickand has become the cornerstone of the economyin a number of communities. Fisheries and OceansCanada (DFO) and the New Brunswick Department ofAgriculture and Aquaculture (DAA) are the lead federaland provincial agencies for aquaculture development.The responsibilities of the two levels of governmentare identified in the 1989 Canada-New BrunswickMemorandum of Understanding on AquacultureDevelopment.As noted, the provincial and federal governmentsare committed to collaborating with a view to thecontinued sustainable development of the aquacultureindustry. While the New Brunswick Department ofAgriculture and Aquaculture and Fisheries and OceansCanada serve as the lead provincial and federaldepartments, a wide range of government departmentsand agencies are involved in the support, development,and regulation of the aquaculture industry. In NewBrunswick, these include:The finfish sector, while predominantly in the southwestregion, has a presence in all regions of the province. TheNew Brunswick Salmon Growers Association representsthe industry position on salmon aquaculture issues, andthe New Brunswick Trout Farmers Association bringsthe views of the freshwater trout industry to the table.While not represented by a specific association, growersof alternative species are recognized as importantcontributors to the sector. These development partnersare committed to working together to enhance thecompetitive position and overall sustainability of thefinfish aquaculture industry in New Brunswick.Atlantic Canada Opportunities Agency (ACOA)Transport Canada (TC)Environment Canada (EC)Health Canada (HC)Agriculture and Agri-Food Canada (AAFC)Canadian Food Inspection Agency (CFIA)Farm Credit Corporation (FCC)New Brunswick Department of Fisheries (DOF)New Brunswick Department of Natural Resources(DNR)New Brunswick Department of the Environment(DENV)Regional Development Corporation (RDC)Business New Brunswick (BNB)Community Business Development Corporation(CBDC)Community Economic Development Agencies(CEDAs)Indian and Northern Affairs Canada (INAC)Canada/New Brunswick Joint EconomicDevelopment Initiative (JEDI)This five-year strategy focuses on the developmentneeds of the finfish aquaculture industry in NewBrunswick, addressing regulatory issues only as theypertain to development and removal of barriers in thatregard. The strategy will provide guidance as to priorityareas for collaborative action and project funding andwill be reviewed on an annual basis by the developmentpartners to ensure that the overall elements remainstrategic and relevant. New Brunswick Finfish Aquaculture Development Strategy 3
IntroductionFrom a relatively new industry in the 1980s, aquaculturein New Brunswick has grown significantly over the last20 years. The most economically important sector isthat producing farmed Atlantic salmon in the southwestregion of the province.In 2008, the New Brunswick salmon sector producedapproximately 26,000 metric tonnes of salmon with anestimated farm gate value of more than 192 million.That is a decrease as compared to previous years andis the result of a combination of low stocking levels inthe 2006 year class owing to industry restructuring tobetter manage Infectious Salmon Anemia, in addition tolosses due to the disease. With increasing competitionand rationalization, significant consolidation ofoperations has occurred over the past seven years. Thatconsolidation has also been reflected in the processingand marketing operations. The structural changesthat have occurred in the salmon sector reflect thecombined effects of various challenges faced by theindustry primarily between 2002 and 2006. Several ofthose challenges have been addressed through jointindustry/government initiatives, and the industry hassince stabilized. It is anticipated that annual value willagain increase, particularly with further advances invalue-added products and the development of novelbio-products.With respect to fresh water finfish aquaculture, troutare grown commercially in New Brunswick. The existingtrout industry has been based on sales throughu‑fish operations, limited stocking for recreationalfisheries, and limited retail production. Studies suggestproduction units greater than 140 tonnes are requiredfor economic feasibility of facilities in New Brunswickproducing freshwater fish for the retail market.Diversification of the salmon industry into alternativespecies may reduce risks associated with diseaseand act as a hedge against changes in the market.Diversification of land-based culture facilities haspotential for high-value niche production. To date,however, little diversification has occurred owingto economic hardships within the salmon sectorand difficulty accessing financial assistance for precommercial development work.4 2010 – 2014The opportunities for growth of the finfish aquacultureindustry in New Brunswick remain substantial giventhe potential for innovation with respect to culturetechniques (i.e. Integrated Multi-trophic Aquaculture),technological advances (i.e. open ocean aquaculture),species and product diversification (i.e. sturgeon, Arcticchar, cod, Atlantic halibut and value-added food andnon-food products).The finfish aquaculture industry is an importantgenerator of employment and economic activitythroughout New Brunswick. Benefits to the provinceinclude the creation of year-round employment inrural and coastal communities, an increased tax base,and the ability to retain young persons in their homecommunities or repatriate young persons who have left.The development potential of the finfish aquacultureindustry and its prospective contribution towards theprovincial goal of economic self-sufficiency have beenrecognized; however, the industry must develop inharmony with the environment and users of the marineresource, including the fisheries, tourism and the localcommunity.
PurposeThis five-year strategy seeks to address thedevelopment needs of the New Brunswick finfishaquaculture industry while recognizing the importanceof environmental and socio-economic sustainability andcoexistence with other aquatic resource user groupsand interests. The following have been identified asstrategic areas for investment (financial and/or humanresources) in the New Brunswick marine and freshwaterfinfish aquaculture sectors:governance,competitiveness and business financing,business risk management,fish health and biosecurity,market access and consumer confidence,strategic infrastructure, andspecies diversification. Strategic actions are identified under each area ofinvestment and are intended for collaborative actionby industry and the two levels of government. That isto be accomplished utilizing the committee structureestablished under the Canada-New BrunswickMemorandum of Understanding on AquacultureDevelopment (MOU), which includes representativesfrom the aquaculture industry as well as federal andprovincial agencies involved in the development andregulation of the aquaculture industry. The MarineFinfish Development Committee, the FreshwaterDevelopment Committee, the Marine FinfishAquaculture Environmental Coordinating Committee,and the Aquaculture Health and Biosecurity Committee,reporting to the Management Committee responsiblefor the Canada-New Brunswick MOU, will be responsiblefor the annual review of this document and thesuggestion of priority actions and projects as pertains tothe scope of their respective mandates. Recommendedpriorities and a work plan to address priority areasare to be presented annually by each committee tothe MOU Management Committee for consideration.Where possible, potential projects, proponents, andfunding avenues are to be identified for priority areas.Government support for priority initiatives may comein the form of financial investment or programming,human resource effort, advocacy efforts, or other meansas identified during work planning.New Brunswick Finfish Aquaculture Development Strategy 5
1.GovernanceSustainable development is a cornerstone ofgovernment policy. The challenge for economicdevelopers, regulators, and the industry is todemonstrate the environmental, economic, andsocial sustainability of aquaculture to the public. Inorder to support the development of effective publicpolicy and regulatory tools, greater knowledge isrequired in the areas of aquatic ecosystems, near andfar field effects, potential impacts of therapeutantresidues, site remediation and mitigation methods, etc.Environmental sustainability is equally a concern ofthe industry as aquaculture requires a healthy aquaticenvironment for optimal productivity.To promote the orderly development of the aquacultureindustry, identification of areas where farms can bestbe located to ensure respect of the environment andother aquatic resource user groups, including Aboriginalfisheries, and to meet regulatory requirements is seen asessential. While challenging, this sort of initiative can beimportant with a view to improving communications,social acceptance of the aquaculture industry, andcoexistence with other aquatic resource users andcoastal populations. A negative perception or imageis seen as a significant challenge for the marine finfishaquaculture industry given the potential impacts oncommunity acceptance. As such, efforts to improvepublic acceptance at the local level are regarded asvery important when it comes to enabling growth inthe industry and increasing the potential for successfullease applications. When considering lease applications,the Department of Agriculture and Aquaculture willengage First Nations communities and the Aboriginalpeoples of New Brunswick and consult whenever thereis real or constructive knowledge that a lease may resultin infringement of a proven or asserted Aboriginal ortreaty right.The Traditional Fisheries/Aquaculture WorkingGroup (TFAWG), which has been established in theBay of Fundy region to support the coexistence andmutual sustainability of both the fisheries and salmonaquaculture industry, is an important tool in improvingsocial acceptance. As part of its mandated activities,this group seeks to identify and guide research relatingto interactions between aquaculture and the fisheries,6 2010 – 2014including the identification of any associated mitigation.It also provides a forum for consultation on use of themarine space in the Bay of Fundy, wharf usage, andoperational issues that may arise. Continuing work withwild salmon conservation groups is likewise important.Given limited geographical space in the Bay of Fundy,many New Brunswick-based salmon operations arelooking to neighbouring jurisdictions, such as NovaScotia and Newfoundland and Labrador, in orderto expand their production volumes. This growthis beneficial to the economies of all provinces. Inaddition, growth in multiple provinces can contributeto corporate stability via the geographic spread of risk.Strategic cooperation amongst the provinces, andharmonization of processes and regulatory frameworks,where possible, will be important in facilitating thegrowth of companies in this manner.A long-standing challenge for aquaculturists in generalis the lack of aquaculture-specific legislation and/or regulations at the federal level. In particular, theapplication of certain sections of the Fisheries Actand associated regulations can result in unintended
operational impediments or increased regulatoryburden. For marine finfish aquaculture, ambiguitysurrounding the application of sections 35 and 36 of theAct can create uncertainty with respect to the actionsrequired in order to maintain regulatory compliance.Differences between aquaculture and fisheries activitiesshould be formally recognized and clearly delineatedsince these types of regulatory issues can act asdisincentives to investment and future growth of theindustry.Strategic Actions:1.1Support the continued use and refinement of Codesof Practice and/or Standard Operating Proceduresrelating to marine and freshwater environmentalstewardship.1.2Proactively identify and prioritize research anddevelopment initiatives that address or minimizepotential interactions among aquaculture, theenvironment, wildlife, and other users of the aquaticresource, including knowledge gaps as identified bythe TFAWG.1.3Support initiatives aimed at promoting the social,economic, and biological benefits of finfish culture,with emphasis on communications, communityrelations, and minimizing conflict with other aquaticresource users.1.4Work towards harmonization of governmentprocesses in the Atlantic region as relates tofacilitating aquaculture development andproduction.1.5Advocate for the specific needs and realities of theNew Brunswick aquaculture industry to ensuresuitability and stability with respect to regulation ofthe industry.2.Competitiveness andBusiness FinancingFinancing: Farming, including aquatic farming, isrecognized as an inherently risky business. In addition,continued fluctuations in the value of the Canadiandollar puts pressure on many export-oriented Canadianindustries and drives home the need for New Brunswickaquaculture operations to lower costs to remaincompetitive. Access to capital and operating lines ofcredit appears to be a universal challenge since severalyears without sales or revenue (variable according tothe species cultured) are required for newly placedinventory to reach marketable size. In the absence ofsafety-net programming to assist with the managementof business risk, many traditional lenders are reluctantto finance established aquaculture operations. For newoperators or developing sectors where a history offinancial viability has not yet been established, findingprivate financing represents an even more significantchallenge. The credit crisis currently affecting the globaleconomy will likely complicate this issue.In this context, government programming hasbecome increasingly important. ACOA providesfinancial assistance for research and development,establishment, expansion and modernization ofaquaculture operations, as well as the developmentand marketing of value-added products. The provincialgovernment, through the Fisheries and AquacultureDevelopment Board, has the ability to provide loansand loan guarantees on operating lines of credit.Recognizing that the aquaculture industry has gonethrough significant changes over the past decade,government financial assistance programming isbeing reviewed in the context of its ability to supportcurrent needs such as alternate species development,replacement of equipment at existing operations, andinvestment of new technology to improve biosecurityand fish health management.New Brunswick Finfish Aquaculture Development Strategy 7
Continued innovation will be central to improvingindustry competitiveness by improving systemperformance, reducing production costs, andaddressing consumer concerns with respect tosustainability of industry practices. A number ofgovernment programs, such as DFO’s AquacultureInnovation and Market Access Program, DAA’s TotalDevelopment Fund, and others through ACOA andthe National Research Council’s Industrial ResearchAssistance Program, are available to support industryinitiatives that seek to improve overall competitiveness.Improvement through Technological Advances: Asthere is limited potential for additional near shore siteson the New Brunswick side of the Bay of Fundy, growthin the marine finfish industry will require a move tomore exposed or open ocean sites. Development ofsystems/technologies capable of withstanding higherenergy environments will be capital-intensive andconsidered high-risk during initial testing. Supportfor technology development in this area will not onlyassist the local industry but also has the potential togenerate export opportunities as demand for thesetechnologies grows worldwide. Technological advancesin land-based culture systems that minimize energyrequirements (i.e. recirculation) and capital costs willbenefit both freshwater species operations such astrout, Arctic char and sturgeon as well as the land‑basedsegment of the existing salmon industry. Developmentof new means of reducing the environmental impactand/or improving environmental performance of theindustry, so-called “green technology,” will contributeto improving perceptions regarding sustainability ofindustry practices.Broodstock Improvement: Growth performance,carcass composition and quality, rate of sexualmaturation, and disease resistance of cultured stockhave an important impact on the economics of anyfarm operation. Continued selection of top-performingfamilies via a well-managed broodstock program willcontribute to improving overall farm efficiencies andcompetitiveness of commercial operations.8 2010 – 2014Improvement in Feed: Canadian producers willcontinue to pay prices for feed on par with theircompetitors as feed inputs are sourced on the worldmarket. Savings must come from improved feedformulation, better feeding regimes, and feed deliverytechnology. Genetically superior fish stocks can alsolower feed costs by their improved feed conversion.Rising environmental concerns over the ecologicalimpact of increased fishmeal consumption and a desireto find lower-cost inputs have stimulated a searchfor alternative plant-based protein. At the same time,breeding and production of oilseeds with a view toextraction of biofuels is likely to result in a glut ofprotein meal available for use in feed production,potentially reducing the cost of this component ifsuitable for aquaculture.Labour and Training: The New Brunswick industryis experiencing shortages of skilled and semi‑skilledworkers, and this is recognized as a particular challengefor the salmon industry. Given the technical natureof work in specific areas of the industry, for example,hatcheries and fish health, higher levels of educationare often sought in new employees. There is alsoa need to evaluate the education and skill base ofexisting employees to accommodate the increasingsophistication of expanding local companies.Strategic Actions:2.1Review financial programming available to thefinfish aquaculture
Finfish Development Committee, the Freshwater Development Committee, the Marine Finfish Aquaculture Environmental Coordinating Committee, and the Aquaculture Health and Biosecurity Committee, reporting to the Management Committee responsible for the Canada-New Brunswick MOU, will be responsible for the annual review of this document and the
Aquaculture Without Frontiers Aquaculture education (including minority institutions) Market driven aquaculture: developing and sustaining an industry Aquaculture Economics Ecology & Environment Policy & regulations Organic Aquaculture: Future Opportunities Certification Endangered species Frogs Water Quality & Effluents Extension/Technology .
Tom Loughlin . City of New Brunswick . Eric Morrell . Attorney at Law . Christopher Paladino . New Brunswick Development Corporation . C. Rasujimma Paris . New Brunswick Resident . George Barrood . George W. Barrood, PA . Vinnie Brand . The Stress Factory . Chris Butler . Office of the Mayor . Anthony Caputo . New Brunswick Police Department .
Marine Finfish Aquaculture in the U.S. and California: A . the species best suited for culture in places like California may be species managed by state instead of federal agencies. In this . the science, best management practices, 6 and technologies used in modern marine
and the need for sustainable alternative sources of marine finfish increases, it is critical to develop best management practices for marine finfish producers. In addition, the success rate for rearing high-value marine finfish species such as California halibut, California yellowtail, and sablefish is highly variable.
Lower Cook Inlet Finfish Seward Dale R. Lindsey Railroad Facility and Cruise Ship Terminal Nov. 25, 2019 January 11-14, 2020 [4 days] Kodiak Finfish Kodiak Kodiak Convention Center Dec. 27, 2019 February 7-20, 2020 [14 days] Upper Cook Inlet Finfish Anchorage Egan Convention Center J
5. World aquaculture production of food fish and aquatic plants, 1990–2016 17 6. Average annual growth rate of aquaculture production by volume (excluding aquatic plants) 18 7. Aquaculture contribution to total fish production (excluding aquatic plants) 19 8. Fed and non-fed food fish aquaculture production, 2001–2016 22 9. Aquaculture .
Aquaculture Without Frontiers Aquaculture education (including minority institutions) Market driven aquaculture: developing and sustaining an industry Aquaculture Economics Ecology & Environment Policy & regulations Organic Aquaculture: Future Opportunities Certification Endangered species Frogs Water Quality & Effluents Extension/Technology .
Archaeological Research & Consultancy at the University of Sheffield Research School of Archaeology West Court 2 Mappin Street Sheffield S1 4DT Phone 0114 2225106 Fax 0114 2797158 Project Report 413h.1 Archaeological Evaluation of the Upper Loading Bay, Castle Market, Sheffield April 2002 By Glyn Davies and James Symonds With Contributions by Chris Cumberpatch, Jennie Stopford, Hugh Willmott .
