The
Development Planning Unit
Government of the British Virgin Islands

NATIONAL INTEGRATED DEVELOPMENT STRATEGY

Fisheries Development in the BVI
Emerging Issues
(continued)

4.0    INSTITUTIONAL SET – UP AND INFRASTRUCTURES

The Fisheries Unit was set up in the early eighties as part of the Department of Agriculture, with a staff of three; a fisheries officer, a fisheries assistant and a secretary. It was merged with the Conservation and Fisheries Department in 1989. Responsibilities carried out by the unit include

• Data management
• Fisheries extension
• Protected area management
• Mapping of fishing grounds
• Surveillance and enforcement
• Research and development

Tables 4.1 and 4.2 show the CFD organizational chart and departmental structure. The present staff strength is seven; 1 Asst. fisheries officer, 3 fisheries trainee, I fisheries inspector and 2 data collectors. The position of a fisheries officer has been vacant since 1995. The unit has two boats, one of which is mostly used for surveillance duties. It is 26ft. by 7ft. in length and 450Hp. The second is a training vessel, 30ft. by 8ft. 450 Hp. which is being refurbished. The unit presently lacks a training workshop / field station and appropriate training gears.

 Infrastructures :

There are presently eight landing sites in the BVI. These are located on three Islands namely, Tortola, Virgin Gorda and Anegada. Three more sites are being proposed at Sea Cows Bay (Tortola), Great Harbor (Jost Van Dyke), Gun Creek / The Valley ( Virgin Gorda ) and Anegada.

The existing sites serve over 150 artisanal Fishermen; they have minimal facilities, and most do not have spillways, water and electricity. Dock spaces are also inadequate. Table 4.3 gives an overview of the condition of these landing sites.

4.1 The BVI Fishing Company:

The fishing company was established in 1980 by the government with the aim of

• Improving the incomes of commercial fishermen and their families by providing a reliable outlet market for their catch.
• supplying the processed fish to local and foreign markets

To secure the fishermen’s cooperation, certain incentives and services were to be given by the company such as:

1. providing a reliable market for fish caught ,
2. increasing fishing time by eliminating the need for fishermen to clean and sell their own catch,
3. providing fuel, ice and materials for making fishing gear at concession prices,
4. assisting fishermen to obtain loans from the Development Bank of the Virgin Islands (DBVI) and collecting repayments for the bank.

A comprehensive report on the activities of the fishing company since its inception and its proposed future plans is attached as addendum to this report.

TABLE 4.3
EXISTING FISHERIES LANDING SITES AND THEIR INFRASTRUCTURES 

4.2   Fish Marketing:

The main marketing outlets are the BVI Fishing Company, local fishermen, wholesalers and retailers. The Fishing Company was intended to play a more visible role in fish marketing in the territory in terms of standardizing the quality and regulating the price of fish available to consumers. One of its operational problems was a shortage in the supply of fish particularly the kind and quantity demanded by the tourism industry. Fishermen are not obliged by law to land their catches at the company and

it was observed that only about 11% of the fishermen use the facility. There is thus a substantial demand for quality fish by the local tourist and hotel industry hence an increasing importation of fish products to meet the demand.

The sustainable operation of the Fishing Company depends to a large extent on the availability of the large pelagic species. The need for fishermen to be given incentives for supplying those species cannot be over emphasized. Training for those fishermen who do not have the required skills should also be a priority. As these fishermen become involved in pelagic fishing the level of exploitation of reef fisheries would inadvertently be reduced, thus allowing a replenishment of new stock.

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