Report on the Management of South Atlantic Red Snapper and its Alignment with Sustainable Development Goals

Executive Summary

A congressional task force has been established by U.S. Representatives from Florida, Georgia, South Carolina, and North Carolina to address contentious federal regulations governing the South Atlantic red snapper fishery. The primary objective is to reform management practices, currently administered by the National Oceanic and Atmospheric Administration (NOAA), which impose a severely restricted fishing season. This report analyzes the conflict and proposed solutions through the framework of the United Nations Sustainable Development Goals (SDGs), with a particular focus on SDG 14 (Life Below Water), SDG 8 (Decent Work and Economic Growth), and SDG 17 (Partnerships for the Goals).

Fishery Management Conflict: Federal vs. State Control

The central issue is a dispute over the management strategy for a red snapper population that has successfully recovered from a past state of overfishing. The current federal approach is viewed by stakeholders as misaligned with the stock’s present health, creating significant economic and conservation challenges.

• Federal Management (NOAA): Characterized by a highly restrictive recreational fishing season, recently limited to two days. This approach is a legacy of conservation measures implemented when the stock was considered overfished. Critics, including federal legislators and industry groups, contend that this policy is based on outdated or inaccurate data.
• Proposed State-Level Management: The newly formed House South Atlantic Red Snapper Task Force advocates for transferring management authority to the coastal states of Florida, Georgia, North Carolina, and South Carolina. This reform aims to create longer, more predictable fishing seasons that benefit local economies and anglers, mirroring the successful state-managed model on Florida’s Gulf Coast, which features a 126-day season.

Implications for SDG 14: Life Below Water

The debate over red snapper management directly engages several targets within SDG 14, which aims to conserve and sustainably use the oceans, seas, and marine resources.

1. Sustainable Management and Harvest Regulation (Targets 14.2 & 14.4): While historical federal closures were successful in rebuilding the red snapper population, the current management strategy is now questioned. A significant unintended consequence of the short season is high discard mortality. Anglers incidentally catching red snapper must release them, and fish from deep waters often die from barotrauma. This practice represents an inefficient use of a recovered resource and undermines the goal of ending wasteful fishing practices.
2. Increasing Scientific Knowledge (Target 14.a): A consensus exists among stakeholders on the need for improved data to inform science-based management plans. Efforts to address this include:
   • The proposed “South Atlantic Great Red Snapper Count,” an independent study to provide accurate population data.
   • Funding championed by legislators for enhanced data collection by the Florida Fish and Wildlife Conservation Commission (FWC).
   • EFP (Exempted Fishing Permits) issued by NOAA to the FWC to conduct studies aimed at reducing discards and improving data.

Implications for SDG 8: Decent Work and Economic Growth

The management of the red snapper fishery has profound effects on the economic well-being of coastal communities, aligning with the objectives of SDG 8.

• Economic Impact: The sportfishing industry is a vital part of the coastal economy, supporting numerous jobs and local businesses. Legislators and industry representatives state that the “draconian” federal season severely curtails economic activity and threatens livelihoods dependent on the fishery.
• Sustainable Economic Growth: Proponents of reform argue that a state-managed system with longer seasons would provide economic stability and foster growth. This would align with SDG 8 by supporting a sustainable industry that is integral to the regional economy and cultural heritage.

Collaborative Efforts and SDG 17: Partnerships for the Goals

The initiative to reform red snapper management exemplifies the multi-stakeholder collaboration essential to achieving the SDGs, as outlined in SDG 17.

• Policy Coherence and Partnerships (Targets 17.14 & 17.16): The formation of the bipartisan and bicameral House South Atlantic Red Snapper Task Force is a direct effort to enhance policy coherence between federal and state levels and represents a key multi-stakeholder partnership.
• Public and Private Collaboration (Target 17.17): The ongoing data collection efforts involve partnerships between federal agencies (NOAA), state bodies (FWC), and civil society (anglers and sportfishing associations). This collaboration is critical for building a foundation of trust and shared data to inform future management decisions.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

1. SDG 14: Life Below Water

   • The entire article focuses on the management of a marine fish stock, the South Atlantic red snapper. It discusses the history of overfishing, the successful recovery of the stock, and the ongoing debate about how to sustainably manage the fishery. This directly relates to the conservation and sustainable use of marine resources.

2. SDG 8: Decent Work and Economic Growth

   • The article repeatedly emphasizes the economic importance of the red snapper fishery. It is described as “crucial to coastal economies” and a “multibillion-dollar fishing industry” that “supports hundreds of thousands of jobs.” The short fishing season is presented as a measure that negatively affects the “livelihoods” of fishermen and related businesses.

3. SDG 16: Peace, Justice and Strong Institutions

   • A central theme is the conflict over governance between federal and state authorities. The article details efforts to create new legislation (“Red Snapper Act”) and establish a “House South Atlantic Red Snapper Task Force” to improve management. This highlights the need for effective, accountable, and participatory institutions to resolve disputes and create fair regulations. The call for “reliable and accurate data” from an “independent study” points to a demand for transparency and evidence-based policymaking.

4. SDG 17: Partnerships for the Goals

   • The article showcases various partnerships aimed at resolving the issue. This includes a “bipartisan, bicameral group of Florida legislators,” the creation of a multi-state task force, and collaboration between the Florida Fish and Wildlife Conservation Commission (a state agency), NOAA (a federal agency), and anglers for data collection. These multi-stakeholder efforts are crucial for achieving sustainable development.

2. What specific targets under those SDGs can be identified based on the article’s content?

1. SDG 14: Life Below Water

   • Target 14.4: By 2020, effectively regulate harvesting and end overfishing… and implement science-based management plans, in order to restore fish stocks… The article is a case study of this target. It discusses the initial overfishing, the successful restoration of the red snapper stock (“the closure worked”), and the current struggle to “effectively regulate harvesting” through “science-based management plans” that reflect the stock’s recovery.
   • Target 14.b: Provide access for small-scale artisanal fishers to marine resources and markets. The push to lengthen the “measly two-day recreational fishing season” is an effort to provide greater access to the resource for anglers and “hardworking fishermen who depend on them,” who can be considered small-scale fishers in this context.

2. SDG 8: Decent Work and Economic Growth

   • Target 8.9: By 2030, devise and implement policies that promote sustainable tourism that creates jobs… The article frames sportfishing as a form of tourism that is “an integral part of our economy, heritage, and way of life” and attracts visitors. The debate is about creating policies (fishing season length, state vs. federal control) that can sustain this industry and the jobs it supports.

3. SDG 16: Peace, Justice and Strong Institutions

   • Target 16.6: Develop effective, accountable and transparent institutions at all levels. The conflict between NOAA’s federal management and the call for state control is a debate about which institutional level is more effective and accountable. The demand for an independent study (“South Atlantic Great Red Snapper Count”) to gather “reliable and accurate data” is a push for more transparent, evidence-based decision-making.
   • Target 16.7: Ensure responsive, inclusive, participatory and representative decision-making at all levels. The formation of the “House South Atlantic Red Snapper Task Force” by representatives from four states is a direct attempt to create a more inclusive and representative process that responds to the needs of local anglers and businesses who feel ignored by the current federal regulations.

4. SDG 17: Partnerships for the Goals

   • Target 17.17: Encourage and promote effective public, public-private and civil society partnerships… The article mentions that the Florida Fish and Wildlife Conservation Commission received permits from NOAA “to collaborate with anglers” on studies. This is a clear example of a public-civil society partnership to gather data and improve management.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

1. Indicators for SDG 14 (Life Below Water)

   • Proportion of fish stocks within biologically sustainable levels (Indicator 14.4.1): The article explicitly states the stock has recovered. Statements like “NOAA doesn’t deny that red snapper is no longer threatened by being overfished” and “we have more red snappers in the Atlantic now than any living person has seen in their lifetime” serve as qualitative measures of this indicator.
   • Length of the fishing season: The contrast between the two-day Atlantic season and the 126-day Gulf season is used as a key indicator of management effectiveness and access to the fishery.
   • Discard mortality rate: The article mentions that red snappers caught and released can die from “barotrauma,” implying a rate of wasteful deaths that is a negative indicator of current management practices.

2. Indicators for SDG 8 (Decent Work and Economic Growth)

   • Economic value of the fishery: The article refers to “Florida’s multibillion-dollar fishing industry” as a direct economic indicator.
   • Number of jobs supported: The statement that the industry “supports hundreds of thousands of jobs” is a direct socio-economic indicator.

3. Indicators for SDG 16 (Peace, Justice and Strong Institutions)

   • Stakeholder satisfaction: The article notes that “many anglers have lost their faith in the management process,” which serves as a key indicator of the perceived legitimacy and responsiveness of the governing institutions.
   • Accuracy and source of data: The call to stop NOAA from acting until “reliable and accurate data is gathered” from an independent study indicates that the source and perceived quality of data are used to measure the transparency and accountability of the management process.

4. Summary Table of SDGs, Targets, and Indicators

Source: staugustine.com