Strategic Plan 2003-2007

C ARIBBEA N C O N S E RVATIO N C ORPORATION STRATEGIC PLAN 2003 - 2007 This page intentionally left blank. TABLE OF CONTENTS Introduction .............................................................................................. 2 Organizational Background .................................................................... 3 Major Accomplishments ......................................................................... 4 Results from 1998-2002 Strategic Plan ................................................. 6 Mission Statement .................................................................................... 7 Strategic Overview ................................................................................... 8 A Vision for CCC in 2007..................................................................... 10 Overview of CCC’s Core Programs .................................................... 12 Core Program Areas Tortuguero Research and Conservation Program ................... 13 Wider Caribbean Programs ......................................................... 16 Sea Turtle Survival League Program.......................................... 17 Organizational Design ........................................................................... 18 Organizational Chart.................................................................... 20 Development Strategy ........................................................................... 21 Action Plan .............................................................................................. 25 “If the world goes on the way it is going, it will one day be a world with no sea turtles. Some people accept this calmly, but I mistrust the prospect. Sea turtles are part of the old wilderness of the Earth -- the environment in which man developed the nerves and hormones that make him human. If we let sea turtles go, it is a sign we are willing to let all wilderness go. And when that happens, we shall no longer be exactly human.” --- Dr Archie Carr, Jr. 1 INTRODUCTION Caribbean Conservation Corporation for the period 2003-2007. As CCC continues fulfilling its mission, this plan shall serve as the principle guide for all of the organization’s programmatic, development and administrative endeavors. Preparation of this document is the result of collaborative planning by the Executive Director and the Board of Directors’ Strategic Planning Committee, with input from the Program, Finance, Membership & Economic Development and Scientific Advisory Committees, as well as the Board of Directors at large and individual staff members. To put the Strategic Plan into context, this document begins with a brief history of the organization and rationale for its focus on sea turtles. Next is presented a list of CCC’s major accomplishments over the past forty years, sorted by geographic region. This list of successes gives evidence to the role CCC has and continues to fill in the international conservation arena—especially where marine turtles are concerned—and it provides perspective as CCC seeks to strengthen itself as an organization and focus itself on the future. In preparing this plan, CCC’s overall mission statement has been sharpened to define more accurately the organization’s direction. A brief explanation of the unique importance of the organization’s geographic niche is presented next, along with an overview of the general techniques CCC will use to achieve its goals. With the mission statement in mind, each of CCC’s major program areas has been analyzed carefully, and clear goals and objectives for each have been defined. Next, to ensure that CCC has access to the human resources necessary to effectively and efficiently carry out all its activities, the organization’s structure has been examined, including the makeup of the Board, staff, Scientific Advisory Committee and research assistants. Recognizing that financial strength creates the stability required to make all future accomplishments possible, a bold development plan is presented. This plan sets clear goals for each of CCC’s major fundraising categories and provides a framework for developing innovative new approaches and forming financially beneficial partnerships. Finally, to set this Strategic Plan into motion, an aggressive Action Plan has been charted that lists the specific strategies which will be implemented to meet each of CCC’s programmatic, administrative and development goals. This document represents a strategic plan of action for the Tortuguero Beach, Costa Rica This plan builds upon CCC’s previous Strategic Plan, which covered the period of 1997-2002. During this time period, CCC made tremendous advancements in its programmatic, financial and administrative operations. A brief synopsis of CCC’s progress during the previous five years is presented on page 6. 2 ORGANIZATIONAL BACKGROUND During the early 1950s, University of Florida longtime friend and benefactor, the Brothergraduate research professor Dr. Archie Carr hood was incorporated as a nonprofit 501 (c) began studying an amazing group of species (3) organization under a new name— Caribabout which no one seemed to know even the bean Conservation Corporation (CCC). most basic life history Through his ground. Based in Gainesville, Florida, CCC breaking research in the Caribbean, Dr. Carr became the first organization in the world discovered much of what is now known about dedicated solely to the study and protection of sea turtles. Alarmingly however, he also ob, marine turtles and their habitats. served that marine ecosystems were being CCC focussed its early efforts on the destroyed at a rapid rate, causing sea turtles world’s largest remaining colony of green turtles around the world to slip toward extinction. (Chelonia mydas), which nests primarily on a 22Here was a group of species that had mile stretch of black-sand beach in Tortuguero, thrived since the time of Costa Rica. A combination dinosaurs, but because of of overharvesting, habitat Caribbean Conservation Corporation human actions was being degradation and egg was the first organization in the world wiped off the planet. poaching on the beach Dr. Carr was underwas driving the species formed specifically for the purpose of standably very conto extinction. CCC studying and protecting sea turtles. cerned about the impliresponded by establishcations for countless ing a permanent research, marine organisms, as well as our own species. education and beach monitoring station at He came to view sea turtles as the marine Tortuguero. Since the 1950s, CCC has continuequivalent to the “miner’s canary.” Research into ously monitored and protected the nesting the life cycle of sea turtles revealed that from colony CCC helped persuade the Costa Rican . the time they emerge as tiny hatchlings until government to establish its first national park at decades later when they return to land to Tortuguero, and it has advocated for stronger reproduce, sea turtles travel the globe. They are laws protecting sea turtles in Latin America and exposed to and rely upon the health of countCaribbean nations. less marine and coastal habitats for their surCCC’s work in Tortuguero continues to vival. The collapse of sea turtle populations was this day making it one of the longest successful , telling Dr. Carr that the world’s oceans and research and conservation projects in history . coastlines were in serious trouble. Over the decades, CCC has supported In 1957, Dr. Carr published an awardresearch projects throughout the wider Caribwinning book, The Windward Road, which first bean and has responded to numerous threats to alerted the world to the plight of sea turtles. the species. In 1993, CCC initiated the successInternational publishers representative Joshua B. ful Sea Turtle Survival League program to Powers was so moved by the book that he improve the survival outlook for sea turtles in convinced a group of friends to form the the United States through advocacy and the “Brotherhood of the Green Turtle” to support raising of public awareness. sea turtle conservation. A short time later, with the guidance of John H. Phipps, Archie’s 3 MAJOR ACCOMPLISHMENTS General Accomplishments l Caribbean Conservation Corporation (CCC), formed in 1959 to support the pioneering work of Dr. Archie Carr, is the world’s oldest sea turtle research and conservation group. CCC’s research programs over the past four decades have yielded much of what is now known about sea turtle biology and the important ecological roles filled by these ancient animals. CCC’s domestic and international conservation programs have directly prevented the collapse of numerous sea turtle populations— and are leading to the recovery of the most important turtle rookeries in the Western Hemisphere. Public awareness efforts begun by Dr. Carr in the 1950s—and carried on today by his successors at CCC—have spawned an international appreciation for sea turtles that has grown into a worldwide movement toward their protection. The Green Turtle Tagging and Monitoring Program, initiated by Dr. Archie Carr in 1955 and continued to this day by CCC, is the longest continuing study of its kind in the world. More than 130 scientific articles have been produced as a result of research based in Tortuguero. An analysis of CCC’s nesting data from Tortuguero documents a slow but steady increase in the number of nesting females—an encouraging trend that can be at least partially attributed to CCC’s ongoing conservation activities in the region. CCC helped establish Tortuguero as one of Costa Rica’s first national parks. Today, CCC serves on a technical oversight board that sets policies for managing and protecting Tortuguero National Park and its incredible biological diversity. By protecting Tortuguero’s turtles and promoting the development of sound natural resource-based tourism, CCC helps sustain a renewable source of income for Costa Ricans. In 1994, CCC opened the John H. Phipps Biological Field Station in Tortuguero. The facility is open year-round and offers scientists, university students and the public an array of research, education and adventure opportunities. Also in Tortuguero, CCC operates the H. Clay Frick Natural History Museum & Visitors Center, which offers exhibits and educational programs to the 50,000-plus tourists who visit the area each year. In addition, CCC’s Landon T. Clay Scientists Residence provides long-term housing for visiting researchers. l l l Tortuguero Accomplishments l l “Without any doubt, the CCC program has saved the Tortuguero green turtle colony — by far the most important population in the Caribbean— from the total destruction it faced in the 1950s.” — Dr. Archie Carr l l l l 4 MAJOR ACCOMPLISHMENTS Accomplishments in Central America l CCC, along with the Wildlife Conservation Society, coordinated the four-year-long Paseo Pantera (Path of the Panther) project to preserve biological diversity and enhance wildlands management on the Central American isthmus by linking a chain of protected areas from Guatemala to Panama. CCC led a successful campaign to get Nicaragua, Costa Rica and Panama to approve a regional agreement on the conservation of Caribbean green turtles. The precedent-setting “Tripartite Agreement” is an important model for the protection of other shared resources. Since the 1960s, CCC has funded and helped coordinate an inwater study of the juvenile sea turtles migrating to and from Bermuda from throughout the Caribbean. First initiated by CCC Board member Dr. H. Clay Frick, Jr., the study is the longest running of its kind in the world. CCC staff attended both the 2000 and 2002 United Nations Conferences for the Convention on International Trade in Endangered Species. In both instances, CCC experts led successful efforts to block the reopening of international trade in the shells of critically endangered hawksbill and green sea turtles. CCC’s staff led a major campaign in Costa Rica aimed at stopping a proposal by oil companies to begin offshore oil drilling just offshore from the important sea turtle nesting beach Tortuguero. The Costa Rican government accepted CCC’s arguments against the oil project and rejected the companies’ permit requests. In 1993, CCC established the Sea Turtle Survival League program (STSL), which is now one of the leading voices for sea turtle conservation in the United States, especially in Florida. STSL lobbied to create the Archie Carr National Wildlife Refuge in Florida. Named after CCC’s founding scientist, the Refuge is the most important nesting site in the U.S. STSL designed and marketed a popular Internet-based education program that allows school children to learn about sea turtles and the threats to their survival while “watching” the satellite-tracked migration of sea turtles from around the world. Over 500,000 children have used the program. STSL created the Sea Turtle License Plate in Florida. This specialty auto tag generates over $1 million annually to fund the state’s Marine Turtle Protection Program and to support an annual small-grants program benefitting turtles in Florida. l International l l l United States l l l l 5 Summary of Results from last Strategic Plan In 1997, when CCC’s last five-year Strategic Plan was under development, a key concern of the organization was the need to solidify CCC’s financial solvency by increasing and diversifying revenue sources. An additional priority was the need to reassess research protocols in Tortuguero and to develop continuity in the management of the research program. The Strategic Plan also established the goal of expanding the influence of the Sea Turtle Survival League outside of Florida. Additional goals were established for the expansion of CCC’s Board of Directors and the addition of several key staff positions. In late 1997, a new executive director, David Godfrey, was appointed to work with the Board and to lead staff in implementing this bold five-year plan. Looking back from the vantage of 2003, it is clear that CCC made phenomenal progress in implementing all facets of its Strategic Plan. findings. CCC added a full-time grant writer to the staff, which has helped increase and diversify the organization’s base of foundation support. Most importantly, staff loyalty has grown considerably during the last five years. As a result, the staff ’s collective professionalism and experience have become great assets to the organization. Programmatic Accomplishments CCC’s most substantial achievements have been in the area of programmatic success. In particular, CCC greatly expanded it international influence over sea turtle conservation. In Latin America, CCC negotiated a landmark international treaty between the nations of Panama, Costa Rica and Nicarague (the Tripartite Agreement), which provides for the protection of green turtle populations that regularly migrate between these three countries. CCC has also been a major influence on international policies regarding the trade of endangered species. In Tortuguero, CCC has documented clear increases in the number of green turtle nests—providing strong evidence that CCC’s conservation strategies are helping recover the species. And new programs have been initiated to study and protect leatherback populations in the Caribbean. In the United States, the Sea Turtle Survival League has matured into the most effective voice for the protection of critical nesting sites in Florida. In particular, the organization has led efforts to expand the Archie Carr National Wildlife Refuge and decrease the use of coastal armoring on important nesting beaches. The STSL’s educational programs, including the Sea Turtle Migration-Tracking Education Program, are now among the most effective and far-reaching programs in the world. An estimated 2 million school children have been reached with these programs, and visitation to the CCC website now averages several thousand per day. Each of the accomplishments described above offer evidence of CCC success in implementing its last five-year Strategic Plan. With equal resolve, CCC’s Board of Directors and Staff now set their sights on achieving the bold set of goals and objectives set forth in this new Strategic Plan. Financial Progress From a financial standpoint, CCC not only increased the quality and reliability of its financial controls, the organization achieved four consecutive years of operating with a surplus budget. During the five-year period of 1997 to 2002, CCC concluded each year with an average operating surplus of nearly $50,000. Revenues from memberships, corporate contributions, merchandise sales, program participation and foundation grants increased substantially during this time period. In short, nearly every facet of CCC’s development goals were realized during the last five years. Organizational Improvements Prior to 1997, turnover among CCC’s professional staff was too high, especially in the area of scientific expertise. In 1998, CCC employed a fulltime Scientific Director (Sebastian Troeng) to oversee the research programs at Tortuguero. Mr. Troeng is now in his fifth year of employment with CCC, and the organization is benefiting from his growing experience in the region. In particular, CCC has improved its management of the Tortuguero research database and is now regularly publishing and distributing important research 6 CARIBBEAN CONSERVATION CORPORATION MISSION STATEMENT It is the mission of the Caribbean Conservation Corporation to ensure the surv of sea turtles ival within the wider Caribbean and Atlantic through research, education, advocacy and protection of the natural habitats upon which they depend. 7 STRATEGIC OVERVIEW The nonprofit Caribbean Conservation Corporation (CCC) is the oldest sea turtle research and conservation group in the world. Its mission is to ensure the surv of sea turtles within the Wider Caribbean and ival Atlantic through research, education, advocacy and protection of the natural habitats upon which they depend. CCC’s research activities over the past four decades have yielded much of the world’s knowledge about marine turtles, and its conservation initiatives are improving the survival outlook for several sea turtle populations. A combination of factors, most of them human-caused, continue to threaten the long-term survival of marine turtles. To protect and recover the species, new and existing threats must continue to be eliminated, and critical habitats must receive long-term protection. Why Sea Turtles? CCC has chosen sea turtles as the focus of its conservation efforts in part because these ancient creatures are important indicators of the health of the world’s marine and coastal ecosystems. Each sea turtle species plays a unique and critical role in sustaining the health of different marine and coastal habitats. Whether sea turtles vanish from the planet, or whether they remain a wild and thriving part of the natural world, will speak volumes about both the general health of the planet and mankind’s ability to coexist in a sustainable manner with the diversity of life on Earth. Though CCC is primarily focused on sea turtles, the group’s initiatives benefit many forms of marine life and diverse coastal habitats. CCC’s Strategic Tools To achieve its mission, CCC uses research, habitat protection, public education, community outreach, networking and advocacy as its basic tools. These tools are applied in both international and domestic programs focussing on geographic areas that are globally important to sea turtle survival. Focus on the Wider Caribbean and Atlantic Since its founding, CCC’s primary geographic focus has been the Wider Caribbean because of the region’s unique importance to the world’s remaining populations of sea turtles. The colonies of green turtles, loggerheads and leatherbacks that nest at Tortuguero, Costa Rica, Migratory Distribution of Sea and Florida are the largest in the Turtles in the Caribbean Western Hemisphere. The populations of juvenile turtles around Bermuda and Florida are the most genetically diverse ever documented. In response, CCC has weighted its research and conservation efforts toward these critical nesting and developmental areas. Beginning in 2003, CCC will gradually expand its geographic scope to include important foraging and nesting 8 STRATEGIC OVERVIEW habitats in Western Atlantic, in particular along the eastern seaboard of the United States, and the Eastern Caribbean. Because of the highly migratory nature of sea turtles, it is impossible to protect entire populations of turtles unless habitat loss and incidental captures are reduced throughout the population’s range. Adult and juvenile sea turtles of a variety of species and populations are known to forage in coastal waters as far north as Nova Scotia and as far east as the Leeward Islands. Due to increasing threats to sea turtle survival caused by commercial fishing activities, coastal development and pollution, CCC will carry out new education and conservation programs to address threats in these areas. Threats to Sea Turtle Survival Sea turtles are ancient creatures that evolved to fill very important ecological roles throughout the world’s coastal and marine ecosystems. Once abundant throughout tropical and sub-tropical seas, all seven species are now in serious peril. Faced with unprecedented mortality levels and habitat destruction, primarily due to the actions of humans, over the last century sea turtle numbers have plummeted around the world by as much as 80% or more (depending on the species) To give these keystone creatures any chance of recovering, critical nesting beaches and other important marine habitats must be protected from further disturbance. Human threats to sea turtles within the Caribbean and Western Atlantic are numerous. In the last 500 years, many Caribbean sea turtle populations have been eradicated, mainly due to their slaughter by humans for food, while those that remain may exist at less than 1% of their original levels. In Central America and on many Caribbean islands, sea turtle eggs of all species are still prized as aphrodisiacs. Green turtles are widely hunted for their flesh and shells in many parts of the Caribbean, as not all countries enact and enforce regulations to protect sea turtles. Hawksbills are hunted throughout the Caribbean primarily for their shell, which is used to make tortoiseshell jewelry. Leatherback adults are being killed in large numbers by long-line commercial fishing operations, and throughout the Caribbean and Atlantic thousands of turtles annually become entangled and drown in shrimp trawls. In addition, sea turtles regularly ingest or become coated by oil and tar, and are mutilated by dredge and drilling operations. Solid waste, particularly plastic bags, often become deadly meals for sea turtles. Polluted runoff from the land degrades important marine habitats and has been implicated in the spread of fibropapillomatosis, an often-fatal, tumor-causing disease that is now afflicting large numbers of juvenile turtles in Florida and elsewhere in the Caribbean. CCC’s effective implementation of research, education and advocacy on behalf of sea turtles is helping eliminate and reduce these threats. Organizational Goals It is CCC’s goal to be the most effective sea turtle research and conservation organization in the world. The organization is already one of, if not the, most active and influential sea turtle advocates in the Caribbean and Florida. Building on CCC’s reputation as a sea turtle group that is grounded in sound scientific research, CCC aims to expand its sphere of influence on international issues affecting marine turtles and their habitats. Within the U.S., it is CCC’s intent to be the national leader in using education programs and materials to raise awareness and support for turtle conservation. CCC also strives to be a major political force for the enactment and enforcement of laws protecting sea turtles. In the countries that make up the Caribbean coast of Central America, it is CCC’s goal to play a lead role in establishing enforceable environmental policies and regional agreements that protect sea turtles and their habitats in the Caribbean. CCC also aims to increase its effectiveness in addressing sea turtle threats throughout the Western Atlantic and the eastern islands of the Caribbean. 9 A Vision for CCC in 2007 organization’s progress from the vantage of 2007. From this perspective, it is CCC’s intent that each of the organization’s three core programs will have been carried out efficiently during each of the previous five years. In addition to the most basic elements of the programs, new research endeavors and partnerships will have been developed for each of the two research projects. Regional and international laws protecting the turtles of Tortuguero and Bermuda will have been improved. And the STSL program will have led successful campaigns to strengthen the policies protecting sea turtles and their habitats in Florida and other important geographic areas. In addition, CCC will have carried out an orderly expansion of programs to address sea turtle issues in the Western Atlantic and the Eastern Caribbean. Specifically, the STSL program will have grown to address advocacy issues up and down the East Coast, and an STSL-like program will begin a networking, advocacy and education program throughout the Eastern Caribbean. A useful exercise in establishing the five-year vision for CCC is to look back at the Below are specific advancements that will have been made in various programmatic and financial areas: · In Costa Rica, CCC will have helped solidified that country’s stance against offshore oil exploration that could threaten the Tortuguero nesting colony Regional cooperation on sea turtle . conservation will be in effect after Costa Rica, Panama and Nicaragua formally sign the Tripartite Agreement. The Inter-American Convention for the Protection of Sea Turtles will have its Secretariat located in San Jose, Costa Rica, with CCC providing direct staff and infrastructure support to the Secretariat. Researchers from the La Selva Research Station and the University of Costa Rica will regularly pay to utilize CCC’s Tortuguero station for conducting biological research. CCC will have developed a method for successfully tracking leatherback sea turtles that nest at Tortuguero. At least 80% of all tourists to Tortuguero will pass through CCC’s Visitor Center, with a substantial number becoming members. The CCC Welcome Center built at the Tortuguero runway will inform visitors about CCC’s history in the region and direct them to the Visitor Center. The Bermuda Turtle Research Project will be fully endowed so that the basic funding needs of the project are provided for in perpetuity. CCC and BAMZ will be conducting a Research Participant Program that generates funding and volunteer support for the project. New experiments and monitoring projects will be underway by 2007, which produce publishable papers by CCC and BAMZ. A joint membership program will encourage people visiting the Bermuda Aquarium to join both CCC and BAMZ at the same time. · 10 Through The Sea Turtle Survival League, CCC maintains a year-round presence in the Archie Carr National Wildlife Refuge at the Barrier Island Ecosystem Center. Exhibits at the Center tell the story about sea turtle, Archie Carr and the CCC, and people are encouraged to become members. A permanent CCC staff member carries out education programs and conducts nightly sea turtle walks in the Refuge. CCC is now widely recognized in the region as the most active non-profit addressing sea turtles. · In the Eastern Caribbean, CCC will have researched the main issues affecting sea turtles and their habitats and developed a new, funded program of education, advocacy and networking that capitalizes on CCC’s expertise to address key issues in the region. · CCC now administers the Sea Turtle License Plate Grants Program. Each year, CCC receives approximately $300,000 in revenue from the Florida turtle tag. Seventy-five percent of the annual revenue is redistributed by CCC to worthy grant applicants in Florida. The remaining 25% pays for a full-time staff member to administer the program and promote sales of the turtle tag. · CCC’s membership has reached the 10,000 level and is steadily increasing. The demographics include both scientific members and turtle enthusiasts. Membership is international, with 80% of members located in the United States. · All of CCC’s major publications, including the Velador and various education materials, are all produced in color and are published in both Spanish and English. · The annual Founders Circle Gala now raises nearly $100,000 each year in support of CCC’s programs. Prominent speakers and celebrities now headline the event, and it has become one of the major social events of the season. · A growing endowment provides 25% of annual operating funds for the core programs, enabling CCC to raise additional funds for special projects. · 11 Overview of CCC’s Core Programs CCC’s core programs can be divided into three major areas: two related Research Programs, an Education and Advocacy Program in the United States, and an International Policy Program. The research programs are centered on collecting sound scientific data about key sea turtle populations — the Sea Turtle Research Program at Tortuguero, Costa Rica, and the Bermuda Turtle Research Project. CCC’s education and advocacy initiatives are carried out under the Sea Turtle Survival League, which uses sound science to advocate and raise awareness on behalf of sea turtles in the United States, especially in Florida and the Western Atlantic. International policy initiatives address key issues affecting turtles worldwide, especially within the Wider Caribbean and Atlantic. Research · Tortuguero— The turtle tagging and research program at Tortuguero has been conducted annually since 1955; it is the longest continuous study of its kind in the world. The resulting database offers the most complete and reliable long-term information about green turtle, hawksbill and leatherback populations in the world. The continuation of this core data-collecting program is essential to maintaining a barometer on size, health and threats affecting these globally important turtle populations. · Bermuda— The juvenile turtle tagging and research program in Bermuda has been conducted annually since 1968. This joint program of CCC and the Bermuda Aquarium, Museum and Zoo (BAMZ) is the longest continuous in-water study of sea turtles in the world. The Bermuda turtle database provides one of the most complete and reliable sources for information on sea turtle growth rates, developmental behavior and migration. Continuation of this program is essential to monitoring changes in the health, size and behavior of juvenile turtle populations in the Western Hemisphere. Education and Advocacy Sea Turtle Survival League (Florida and United States)— The Sea Turtle Survival League (STSL) is CCC’s U.S.-based education and advocacy program. Since its formation in 1993, the STSL has grown into one of the most effective advocates for sea turtles and their habitats in the U.S. In Florida, where over 90% of all sea turtle nesting in the continental U.S. takes place, the STSL has become an umbrella organization to a broad collection of local turtle monitoring groups. The STSL’s educational programs and materials are some of the most widely used and respected in the world. Continuation of the STSL’s basic education and advocacy initiatives is essential to protecting the globally important nesting sites along Florida’s East Coast, especially the Archie Carr National Wildlife Refuge. · International Policies · As a core function of its operations, CCC monitors and engages in policy debates and decision-making in association with a variety of international agreements and treaties. In particular, CCC is directly involved in issues pertaining to the Convention on the International Trade in Endangered Species (CITES). CCC also participates in the development and implementation of new treaties, such as the Inter-America Convention on Sea Turtles and the proposed Tripartite Agreement. 12 CORE PROGRAMS The following sections describe each of CCC’s Major Program areas and establishes primary goals and objectives for the five-year period from 2003-2007. The strategies CCC will use to achieve each goal and objective are presented in the “Action Plan” at the back of this document. This Strategic Plan shall serve as a checklist of activities that will enable CCC and its Board of Directors to improve the way CCC achieves its mission. Although the Strategic Plan includes all of the planned activities that will be undertaken during the next five years, sea turtles and their habitats are frequently presented with immediate threats and opportunities. As one of the primary organizations that can respond to such immediate threats, CCC shall remain sufficiently flexible in its plan to respond to urgent needs and opportunities. That said, this Strategic Plan will be the chief measure of CCC’s programmatic, organizational and financial effectiveness over the next five years. · · · · TORTUGUERO RESEARCH & CONSERVATON PROGRAM Since the 1950s, CCC has been dedicated to protecting the sea turtle rookery at Tortuguero, the largest remaining green turtle nesting colony in the Western Hemisphere. This effort has entailed extensive research and monitoring of the turtles of Tortuguero, as well as projects that address the human presence and impacts on this remote Caribbean area. Ensuring that development and management of Tortuguero proceeds in a manner that is both environmentally and economically sound is CCC’s greatest challenge—one that will need constant attention as the forces of tourism, development, agriculture and resource exploitation grow with time. When Dr. Carr discovered the place over 40 years ago, it appeared the Tortuguero colony was destined for extinction. However, CCC’s long-term commitment to the protection of Tortuguero sea turtles is paying off. Recent analysis of CCC’s extensive data set for Tortuguero shows the number of nests deposited each year is actually growing. The annual number of nests has approximately doubled from 1971 through 2002. Yet even with this encouraging news, CCC recognizes that this population still faces considerable threats. To ensure the long-term survival of Caribbean sea turtles, CCC must remain committed to its monitoring and conservation programs in Tortuguero. CCC’s origins can be traced back to Tortuguero, Costa Rica. 13 CORE PROGRAMS Overall Mission in Tortuguero It is the mission of CCC to ensure the long-term protection of Tortuguero and its associated biological diversity. It is CCC’s goal to ensure that Tortuguero and its associated biological diversity remain intact. CCC recognizes that Tortuguero consists of geographic, biological and sociological components, and that all efforts to conserve sea turtles there will require an integrated set of Objectives that involve all three. CCC will base all of its strategies to conserve Tortuguero sea turtles on sound scientific information and will utilize research as a tool for guiding conservation, advocacy and educational programs. CCC’s scientific activities in Tortuguero will include the collection of data, analysis and dissemination of findings. CCC shall consult with its Scientific Advisory Committee in the periodic review of its monitoring protocol for the Tortuguero nesting beach. In 1994, CCC completed construction of the John H. Phipps Biological Field Station, which replaced the 30-year-old “Casa Verde” Green Turtle Research Station. The improved station is an important asset which enhances the ability of CCC to fulfill its goals in the region. The new station is sited on a narrow strip of the coastal strand between the Atlantic Ocean and Tortuguero River. From this location, CCC has direct access to the beach, the river, connecting canals and Tortuguero National Park. The compound is comprised of four primary buildings, which house the main dorm facilities, classroom and library, cafeteria, staff housing, office and interpretive visitor center. The facility shall be managed to provide a long-term base of operations for all of CCC’s activities in the region and to maximize opportunities to generate revenue in support of those activities. The station will remain open year-round and will offer scientists, students and the public a wide array of research and field opportunities. From March to October, the station shall be occupied by research assistants and paying volunteers who assist CCC scientists with turtle tagging and monitoring programs. The H. Clay Frick Natural History Museum & Visitors Center is an environmental interpretation and extension center, which shall be managed to provide visitors with information on the area’s sea turtle populations, tropical rainforests and the wetland ecosystems. Through the center, CCC shall provide a central location for tourists to find information about local nature guides, community establishments and other services offered by the Tortuguero community. 14 CORE PROGRAMS CCC’s Infrastructure in Tortuguero The center’s gift shop shall be stocked and managed to provide CCC with a reliable source of revenue, and visitors will be encouraged to support the organization’s efforts through membership donations. · · · · The primary objectives for the period of 2003-2007 are as follows: Objective 1: Continue CCC’s core sea turtle monitoring activities and distribute data to serve as a base for making conservation decisions and strategies. Objective 2: Initiate special research projects and collaborations that help CCC achieve its goals in Tortuguero. Objective 3: Improve CCC’s core networking, education and advocacy activities in the region. Objective 4: To eliminate direct and indirect threats to Tortuguero sea turtle nesting colonies both at the nesting beach and regionally. Objective 5: To establish CCC’s field station as a long-term base for scientific research on sea turtles and other flora and fauna of the region. (Note: The strategies that will be used to achieve these objectives are described in detail within the Action Plan located at the back of this document.) 15 CORE PROGRAMS WIDER resources to programs directed at Tortuguero and U.S. sea turtle nesting colonies. Additionally, because marine turtles are highly migratory throughout their lives, effectively conserving both the Tortuguero and Florida nesting colonies requires that CCC address threats encountered by turtles throughout their range. Toward this end, CCC has supported in-water studies of the juvenile green turtles occurring in Bermuda since the early 1960s. These studies of young turtles in the marine environment are among the longest continuous studies of their kind in the world and have uncovered important information about green turtle growth rates and migratory habits. Equally important findings have been produced from research CCC has supported in The Bahamas. Unfortunately, there are numerous nesting colonies throughout the Eastern Caribbean that will likely vanish without more organized conservation efforts. Many of these colonies are being poorly monitored and protected. The list of threats facing sea turtles in this area includes disturbance of nesting habitat from coastal development, overharvesting, impacts from pollution and incidental capture by commercial fishing operation. Clearly, CCC must direct greater attention to programs focused on these regions. CCC has traditionally dedicated the bulk of its attention and CARIBBEAN PROGRAMS Mission Statement for Caribbean Programs It is CCC’s mission to protect sea turtles throughout the Wider Caribbean by expanding research, conservation and education activities in the region. · · · · CCC shall explore new research and conservation opportunities as resources permit. Below are CCC’s primary Objectives for the Wider Caribbean during the period 2003-2007 (Specific Strategies are addressed in the Action Plan.) Wider Caribbean Program Objectives Objective 1: Continue the core research and education activities associated with the Bermuda Turtle Project. Objective 2: Participate in deliberations of CITES and the IUCN whenever policy decisions have the potential to affect sea turtle populations in the Caribbean and Atlantic. Objective 3: Establish an STSL-like program to conduct networking, education and advocacy on behalf of sea turtles and their habitats in the Wider Caribbean, especially the Leeward Islands. 16 CORE PROGRAMS the SEA TURTLE In 1993, CCC establishedthat Sea Turtle Survival League to begin directly engaging in issues affect U.S. sea turtle populations, especially in Florida, where over 90% of all sea turtle nesting in the SURVIVAL continental United States takes place. Human activities are directly survival turtle populations and there LEAGUE threatening thethe effortsof U.S. sealocal sea turtle groups and to is a need to unify of small, advocacy on national level. PROGRAM coordinate sea turtle education and program thatacomplements CCC’s The STSL is now a permanent ongoing research and conservation projects and capitalizes on over three decades of experience in marine conservation. It is the mission of the Sea Turtle Survival League to eliminate threats facing sea turtles in the U.S. and to preserve nesting and feeding habitats through a program of networking, education and advocacy. · · · · Below are the STSL’s key Objectives for the period 2003-2007. Program Mission Objective 1: Increase support for sea turtle conservation by providing reliable information and guidance on sea turtle issues to U.S. decision-makers, the media, NGOs and the public. Objective 2: To see that state and national laws protecting sea turtles and their habitats are properly enforced. Objective 3: To ensure the completion and sound management of the Archie Carr National Wildlife Refuge. Objective 4: To continue raising the level of national awareness about sea turtles and the threats to their survival through quality education programs. Objective 5: Facilitate improvements in Florida’s coastal management policies that better protect nesting habitat. Objective 6: Improve the administration of Florida’s Sea Turtle License Plate Grants Program, which distributes approximately $300,000 each year through competitive grants to support sea turtle research and education in Florida. Objective 7: Increase the STSL’s activities in Florida to include periodic research activities. STSL Program Objectives 17 ORGANIZATIONAL DESIGN each play specific roles in helping the organization identify, plan, conduct and evaluate all of its activities. The current organizational design consists of (1) the Board of Directors, who oversee major policy and financial decisions and participate in fundraising; (2) the Staff, who conduct all administrative, programmatic and operational activities; (3) the Scientific Advisory Committee, who provide the Board and Staff with technical advice related to CCC’s program activities; and (4) Research Assistants, who seasonally volunteer to help conduct turtle monitoring activities in Tortuguero. CCC recognizes the importance of recruiting and maintaining qualified people within each of these organizational categories. Successful implementation of the Strategic Plan depends upon an efficiently-designed organizational structure, as well as a full and competent core of human resources. This section includes brief descriptions, goals and objectives for increasing the effectiveness and efficiency of each CCC human resource category. CCC is made up of highly dedicated and skilled individuals who Board of Directors The Board of Directors is currently comprised of twenty individuals from around the United States and Costa Rica (see list inside front cover). The Board has been very effective as a whole and has become particularly efficient since it began to conduct much of its activities through committees. Current Board committees include, the Executive Committee, Program Committee, Finance Committee, Membership and Economic Development Committee, Investment Committee and Nominating Committee. · · · · Board It is CCC’s goal to have a Board of Directors that helps CCC carry out its mission by meeting programmatic and financial goals and objectives. This goal will be met by achieving the following objectives. Board Objectives Objective 1: To recruit new Board members who offer CCC a diversity of professional backgrounds, geographic spheres of influence and relevant contacts that will benefit the organization. Objective 2: To maintain the Board a level of 25 members, the maximum allowed under CCC by-laws. Objective 3: To improve the efficiency of the Board through the use of specialized committees. 18 ORGANIZATIONAL DESIGN Staff CCC’s staff is currently comprised of 12 professional-level staff members who are employed in two locations. CCC’s headquarters is located in Gainesville, Florida, and houses seven full-time administrative and programmatic personnel, including the Executive Director, Program Directors, Controller, Development Coordinator, Membership Coordinator and Office Manager. CCC’s office in San Jose, Costa Rica houses the In-Country Director and an assistant. The field station houses the Station Director, Scientific Director and Museum/ Gift Shop Manager. Additional support staff are employed seasonally at the Tortuguero station. · · · · Staffing Goal It is CCC’s goal to maintain executive and administrative staff at sufficient levels and qualifications to meet the demands of implementing all facets of the organization’s strategic plan. Specific Objectives for 2003-2007 are as follows: Staffing Objectives Objective 1: To augment existing staff in the area of marketing and promotions, subject to financial availability. Objective 2: To secure a full-time Grants Administrator, who will oversee the Sea Turtle License Plate Grants Program, should CCC be successful in taking over management of the program. Objective 3: To hire a Public Outreach Specialist to represent CCC at the soon-to-be-built Barrier Island Ecosystem Center located in the Archie Carr National Wildlife Refuge, subject to financial availability. Objective 4: Augment staff as needed to meet new programmatic or financial activities, subject to financial availability. · · · · Research Assistants RA Goal Though not officially staff members, CCC also depends greatly upon volunteer Research Assistants. The goal with respect to RAs is to gather nest monitoring and tagging data in Tortuguero, Costa Rica, with the help of qualified volunteers who gain valuable field experience. The following Objective relates to the use of RAs. RA Objective Objective: To annually contract a sufficient number of qualified Research Assistants from a diversity of backgrounds. 19 ORGANIZATIONAL DESIGN Scientific Advisory Committee The Scientific Advisory Committee is a nonvoting, advisory body made up of eleven internationally renowned marine turtle biologists (see list inside front cover). Members are appointed by and serve at the discretion of the Executive Director and the Executive Committee. The SAC is consulted for advice relative to CCC’s research protocol and for guidance on conservation strategies. · · · · SAC Goal CCC’s goal with respect to the SAC is to maintain the high caliber of current membership and to fully utilize the Committee’s expertise. Objective 1: To fully utilize the expertise of the SAC on matters related to scientific research or monitoring and conservation strategy. Objective 2: To maintain the SAC as a qualified, active and integral part of CCC. SAC Objectives ORGANIZATIONAL CHART Executive Committee BOARD OF DIRECTORS EXECUTIVE DIRECTOR SCIENTIFIC ADVISORY COMMITTEE Controller Scientific Director Costa Rica Country Director Education Coordinator Advocacy Coordinator Membership Coordinator NOTE: Chart only includes senior level staff members. 20 DEVELOPMENT STRATEGY major donations from individuals, private foundation and government grants, corporate support and memberships. Income has also been generated to a lesser degree from interest on a restricted endowment, merchandise sales and from paying participants in CCC’s Tortuguero research programs. While CCC has remained in operation for almost four decades and has steadily increased its level of activities and infrastructure, CCC’s financial foundation has never been entirely secure. An aggressive development strategy must be implemented for the organization to fully implement its Strategic Plan. In this section, CCC presents its development goals and lists the specific funding objectives for each of the organization’s major development areas. CCC has traditionally received income from four key sources: Overall Development Goal Major Development Objectives To establish a strong financial foundation and to develop the resources necessary to carry out CCC’s mission. Primary Objective 1: Use existing revenue streams to secure sufficient funding for CCC’s core operations. As of January 2003, CCC’s core operating budget is approximately $900,000. Due to inflation and programmatic advancements, this figure is expected to increase by 5% each year for the next five years. The core operating budget includes the following functions: l Core research and monitoring program at Tortuguero; l Upkeep of the Tortuguero station; l Core research program in Bermuda; l Core U.S. education and advocacy program (STSL); l General administration; and l Core development and membership program costs. Primary Objective 2: Develop new funding sources or secure restricted grants to fund special research and conservation activities that go beyond CCC’s existing core programs. In particular, to expand efforts into the Eastern Caribbean and Western Atlantic, the annual operating budget will need to grow by 20-50%, depending upon the specific programs initiated. Primary Objective 3: Carry out a campaign to build the Founders Circle Endowment, which will eventually provide a stable source of investment earnings to help cover CCC’s core operating budget. The goal is to secure an endowment of $5 million in the next five years. 21 DEVELOPMENT STRATEGY Overall development goal will be met through the achievement of the following objectives for each revenue generating activity. Foundation & Government Grants CCC has been successful in soliciting substantial grants from both private foundations and government agencies. Although the amount of annual grant funding has varied heavily from year to year, CCC’s research, education and advocacy programs are clearly attractive to a large number of grant providers. Grants typically come in two forms—unrestricted grants supporting general operation and restricted grants designated for expenses related to specific projects. Objective 1: To generate at least $350,000 in annual grants from private foundations and public agencies to support CCC’s core program and administration budget. Objective 2: To generate restricted grant funding to support special projects or new program endeavors. · · · · Objective Corporate Support & Cause-Related Marketing CCC has traditionally received small annual donations of under $5,000 from a variety of corporations. In recent years, CCC has also benefitted from a few highly successful cause-related marketing agreements with private companies. By increasing appeals to corporations for annual donations, CCC should be able to double income from this source. Cause-related marketing offers the most promising hope for generating significant revenue from corporate sources. The following Objective will be pursued during the period 2003-2007. Objective 1: To raise $100,000 annually from corporate donations and cause-related marketing agreements. · · · · Since its founding, CCC has received a substantial portion of its annual revenue from private individuals. Donations generally fall into two categories—major gifts from individuals and general membership contributions. Objectives for 2003-2007 are: Objective 1: Continue generating at least $150,000 annually from large private donations during the next five years. Objective 2: Increase CCC memberships by 10% per year for the next five years to 6,500, so that $250,000 is generated annually from this source. As of 12/2002, CCC had 4,300 individual members. Objective Donations from Private Individuals Objectives 22 DEVELOPMENT STRATEGY Research Participant Programs To generate revenue in support of sea turtle research and monitoring programs in Tortuguero, CCC conducts several Earthwatchstyle volunteer programs. Paying participants are given the opportunity to work directly with CCC’s Research Coordinator and Research Assistants on the nesting beach during a one or two week program. These programs have the potential to generate considerable revenue for CCC. Current participation rates are approximately 20-30% of capacity during the long-running Green Turtle Program and less than 10% capacity for the Leatherback and Bird Programs, which have only existed for a few years. Efforts to professionally promote the programs to an international market are underway and should be increased. Objective 1: To increase participation rates in all research programs by 10% per year each year for the next five years so that at least $100,000 is generated annually from participant programs. · · · · Objective Field Station Rentals & Visitor Center Revenue Aside from the research participant programs described above, CCC generates revenue at the Tortuguero Field Station from two additional sources: (1) from fees charged to visiting groups and scientists who rent the accommodations during short- and long-term visits to Tortuguero; and (2) from gift shop sales, turtle adoptions and donations generated at the Museum and Visitors Center. Annual revenue from both of these sources can and will be substantially increased. In addition, Visitor Center staff and volunteers should be able to greatly increase the number of turtle adoptions at the station by giving personal presentations and answering questions for guests. Objective 1: To increase revenue generated from standard room rentals by 5% each year over the next five years. Objective 2: To generate at least $20,000 per year from rentals of the Landon T. Clay Scientists Residence, and increase revenue from this facility by 5% each year over the next five years. Objective 3: To increase revenue from the Visitors Center by 10% each year over the next two years and by 5% per year over the following three years. · · · · Objectives 23 DEVELOPMENT STRATEGY Founders Circle Gala and other Fundraising Events CCC has sporadically participated in fundraising events, the most successful of which has been the Founders Circle Gala. With the help of Board members and a Gala Steering Committee, CCC should conduct the Gala annually by alternating the location between New York and Vero Beach. Smaller events, such as golf tournaments and auctions, could also produce revenue for CCC. The following Objectives have been established for 2003-2007. Objective 1: To initiate an annual fundraising event in Florida/New York which will generate increasing amounts of annual revenue for CCC. Objective 2: To plan and carry out numerous small-scale special events that produce additional revenue for CCC · · · · Objectives Founders Circle Endowment CCC currently has an unrestricted endowment of approximately $300,000, from which a portion of annual interest is dedicated to sea turtle tagging and monitoring programs in Tortuguero. This level of endowment is insufficient to assure continued operation of the Tortuguero facility and to meet the goals established for the Tortuguero program. In addition, the restricted nature of the endowment limits its ability to help cover CCC’s annual operating expenses. A large unrestricted endowment would provide a stable source of annual revenue upon which CCC could rely for administrative expenses. With CCC’s programmatic missions, goals and objectives now clearly defined in this Strategic Plan, the organization should use the document to present CCC to potential capital campaign donors. Objective 1: To develop an unrestricted endowment which will provide a stable source of annual income sufficient to ensure that CCC can meet its core programmatic and administrative expenses. · · · · CCC should more aggressively solicit planned gifts and bequests from Board members, members and other supporters. While this source of funding is not immediate, the level of support can be substantial. CCC has already developed a Planned Giving Program, and it should be more widely promoted. The Objective for 2003-2007 is as follows: Objective 1: To increase the number of Board members and general members who establish planned gifts to the CCC. Objective Planned Giving Objective 24 ACTION PLAN - MAJOR PROGRAMS Tortuguero Research & Conservation Program GOAL - To ensure the long-term protection of Tortuguero and its associated biological diversity. Objective 1 Continue CCC’s core sea turtle monitoring activities and distribute data to serve as a base for making conservation decisions and strategies. Strategies a) Continue implementing the monitoring protocol developed in association with CCC’s Scientific Advisory Committee.The following are the core monitoring activities in Tortuguero: • • • • • • • Conducting 22-mile track surveys; Tagging nesting sea turtles; Accumulating biometric data including the clutch size of a turtle nest and the minimum and maximum carapace length of nesting turtles; Assessing fibropapilloma on nesting sea turtles; Determining nest survivorship and hatching success; Collecting physical data including precipitation trends, ground water levels and beach sand temperature; and Collecting human impact data including tourism trends, economic development and lighting impacts. b) Maintain Tortuguero data in a usable database, which is regularly analyzed and shared with key stakeholders and researchers. Objective 2 Initiate special research projects and collaborations that help CCC achieve its goals in Tortuguero. Strategy a) Design and implement new research activities that address potential ecological threats to Tortuguero sea turtles or which take advantage of new technological opportunities. Solicit input from Program Committee and Scientific Advisory Committee on new project ideas. Examples follow: • Young Turtles/Sargasso Seaweed Lines: CCC will undertake a program of basic research on the activities of young sea turtles in the Sargasso Sea Weed Lines. This information is necessary because of the incomplete data available and the possibility of offshore oil drilling and other developing projects impacting sea turtles in the Tortuguero area. The project should be undertaken by CCC staff, preferably in cooperation with either the Coast Guard or the Limón fishermen, by 2004. Temperature as a Factor in Gender Determination: CCC will undertake a program to determine the pivotal temperature affecting the gender determination of green and leatherback turtles at Tortuguero. CCC staff should identify and recruit a qualified graduate student or experienced researcher to assist in this study by 2004. Satellite Telemetry of leatherback turtles: CCC will undertake a research project to track the migration patterns of leatherback turtles nesting at Tortuguero by means of satellite telemetry. CCC staff should identify the most appropriate transmitter attachment methodology for leatherback turtles and undertake this study by 2004. • • 25 ACTION PLAN - MAJOR PROGRAMS Tortuguero Research & Conservation Program (Continued) Objective 3 Improve CCC’s core networking, education and advocacy activities in the region. Strategies a) Widely distribute Spanish versions of the Velador and the Tortuguero newsletter. b) Increase programs involving Tortuguero schools. c) Utilize Board contacts to coordinate efforts with government officials. d) Periodically include a qualified member of the Tortuguero Community to participate as a Research Assistant during the nesting season. e) Disseminate results from research programs to park guards, community leaders and hotels. f) Conduct annual tour guide training g) Coordinate monitoring activities with the Tortuguero Conservation Area. h) Build/operate a welcome center and education kiosk at Tortuguero runway. Objective 4 To eliminate direct and indirect threats to Tortuguero sea turtle nesting colonies both at the nesting beach and regionally. Strategies a) Help implement the Tripartite Agreement to coordinate green turtle conservation efforts in Costa Rica, Nicaragua and Panama. b) Participate in organizing Conferences of the Parties of the Inter-American Convention for Sea Turtle Protection and Conservation. Provide direct support to the Convention Secretariat. c) Coordinate with the community and government agencies on solving Tortuguero’s solid waste problems. d) Work with other NGOs in the region to monitor issues that may affect Tortuguero sea turtles and develop casespecific strategies for resolving or minimizing threats. Objective 5 To establish CCC’s field station as a long-term base for scientific research on sea turtles and other flora and fauna of the region. Strategies a) Recruit foreign and Costa Rican scientists and students to conduct biological and anthropological research at CCC’s Tortuguero field station. • Recruit one or more Board members who represent institutions or agencies that can help direct research toward the Tortuguero station • Advertise the availability of the station and the quality of the facilities to university faculty and international research institutions. b) Maintain and improve the physical plant at Tortuguero by implementing CCC’s Capital Needs Plan for the John H. Phipps Biological Field Station. 26 ACTION PLAN - MAJOR PROGRAMS Wider Caribbean Programs GOAL - To protect sea turtles throughout the Wider Caribbean by expanding research, conservation and education activities in the region. . Objective 1 Continue the core research and education activities associated with the Bermuda Turtle Project. Strategies a) Continue partnership with the Bermuda Aquarium to carry out annual tagging and monitoring program on juvenile sea turtles around Bermuda. • Provide scientific oversight of the project through CCC research associates Drs. Anne and Peter Meylan. • Maintain master database and make available to researchers in Bermuda and elsewhere. b) Maintain an updated website dedicated to the Bermuda Turtle Project and issues affecting turtles in Bermuda. c) Continue the use of DNA analysis and satellite telemetry to learn about the population makeup and migratory movements of Bermuda turtles. Objective 2 Participate in deliberations of CITES and the IUCN whenever policy decisions have the potential to affect sea turtle populations in the Caribbean and Atlantic. Strategies a) Participate as an “observer” in each CITES Conference of the Parties, whenever proposals would affect sea turtles. • Maintain CCC as a member of the Species Survival Network, which specializes in monitoring and influencing CITES policies. b) Network with other NGOs and scientists who participate in CITES or are active members of the IUCN Sea Turtle Specialist Group. Objective 3 Establish an STSL-like program to conduct networking, education and advocacy on behalf of sea turtles and their habitats in the Wider Caribbean, especially the Leeward Islands. Strategies a) b) c) d) Compile contact information for the numerous small conservation groups in the Caribbean who are involved or interested in sea turtle issues. Through the Internet and other channels, offer assistance to these groups on the development of conservation or educational programs. When appropriate, follow through by sharing CCC’s informational resources and experience. Hire additional staff, as needed, to conduct this program. 27 ACTION PLAN - MAJOR PROGRAMS Sea Turtle Survival League GOAL - To eliminate threats facing sea turtles in the U.S. and to preserve nesting and feeding habitats through a program of networking, education and advocacy . Objective 1 Increase support for sea turtle conservation by providing reliable information and guidance on sea turtle issues to U.S. decision-makers, the media, NGOs and the public. Strategies a) Gradually expand the STSL’s national network of sea turtle groups and advocates to whom information and action alerts are provided. Distribute national press releases and kits on sea turtle issues to appropriate media outlets. Maintain website as a major conduit for communicating and sharing information with the public. Correspond with national, state and local decision-makers on issues relevant to sea turtles. Thoughtfully expand the STSL’s advocacy initiatives to address issues involving coastal development and commercial fishing along the U.S. east coast and in coastal waters of the Western Atlantic; f) Expand the STSL’s role as an umbrella group for smaller sea turtle groups • produce and share educational materials; • steer lobbying and advocacy initiatives; • cross-promote memberships; and • direct research and education grant funds through the Sea Turtle License Plate Grant Program. b) c) d) e) Objective 2 To see that state and national laws protecting sea turtles and their habitats are properly enforced. Strategies a) Monitor the enforcement of fisheries, coastal construction, beach lighting and other regulations affecting sea turtles and their habitats. • Review permit applications and approvals at the national, state and local level. • Consult with local groups, contacts and agency personnel to determine the effectiveness of various enforcement programs. • Review press coverage for leads on policy or enforcement problems. Host regular meetings with agency officials in Florida to identify enforcement problem areas. If needed, work to strengthen regulations and laws. When problems arise, utilize various advocacy techniques, including strategic lawsuits, to see that laws are enforced. b) c) 28 ACTION PLAN - MAJOR PROGRAMS Sea Turtle Survival League (Continued) Objective 3 To ensure the completion and sound management of the Archie Carr National Wildlife Refuge. Strategies a) Work to keep the ad-hoc Archie Carr Working Group, and its independent members, actively involved in the planning and protection of the Carr Refuge. b) Lobby for additional state and national funding for land acquisition. c) Work with federal, state and county agencies to develop a comprehensive Refuge management plan. d) Help develop an effective predator/raccoon control program in the Refuge. Objective 4 To continue raising the level of national awareness about sea turtles and the threats to their survival through quality education programs. Strategies a) Expand distribution of the Sea Turtle Migration-Tracking Education Program. b) Continually expand the STSL’s web page and its collection of high quality educational materials. c) Become a central clearinghouse for educational materials on sea turtles in a variety of media formats. Objective 5 Facilitate improvements in Florida’s coastal management policies that better protect nesting habitat. Strategies a) Compile and distribute a sound economic, environmental and social “case” for improving coastal management policies • Collect data on the rate of sea wall construction • Document the increasing importance of pocket beaches to sea turtles • Document problems associated with renourishment • Propose alternatives to the current coastal management policies • Publish the information as a Coastal Status Report. Use the media to publicize the need for new policies. Build a grassroots network that will actively support new policies. Lobby for change within the legislature and within Florida agencies. Use Strategic Lawsuits as necessary. b) c) d) e) 29 ACTION PLAN - MAJOR PROGRAMS Sea Turtle Survival League (Continued) Objective 6 Improve the administration of Florida’s Sea Turtle License Plate Grants Program, which distributes approximately $300,000 each year through competitive grants to support sea turtle research and education in Florida. Strategies a) Build public and legislative support for a change in Florida Statutes that will turn the program over to the CCC. b) Articulate how privatization of the program will be more efficient and less burdensome on grant recipients. c) Develop guidelines for the grants program that make it more efficient for applicants and grant recipients d) Use the program to promote sales of the sea turtle license plate in Florida. e) Lobby changes through the legislature. Objective 7 Increase the STSL’s activities in Florida to include periodic research activities. Strategies a) b) c) d) Use existing CCC staff to collect baseline data on the spread of sea walls in Florida and their impacts on sea turtles. Partner with other research entities carrying out satellite telemetry on Florida turtles. Solicit input from Program Committee and Scientific Advisory Committee before starting any new research initiatives. Use the Barrier Island Ecosystem Center as a base of operations for special research projects. • • • • Collect data on raccoon predation in the Carr Refuge and the effectiveness of predator control programs. Collect data on the impact of educational sea turtle walks on nesting and hatching success. Continually monitor sea wall expansion in the vicinity of the refuge. Collect data on the impacts of beach nourishment on turtle nesting and nearshore developmental habitat. 30 ACTION PLAN - ORGANIZATIONAL DESIGN CCC Board of Directors GOAL - - To have a Board of Directors that helps CCC carry out its mission by meeting programmatic and financial goals and objectives. Objective 1 To recruit new Board members who offer CCC a diversity of professional backgrounds, geographic spheres of influence and relevant contacts that will benefit the organization. Strategies a) Solicit the Board for recommendations on new members experienced in such fields as development, finance, marketing, science and law . b) Gradually recruit Board members from diverse areas in the Wider Caribbean. c) Provide nominees with background information on CCC, and conduct personal visits. d) Bring appropriate candidates to the attention of the Nominating Committee. e) Expand the geographic range of CCC’s Board members by recruiting candidates in various parts of the U.S. and the Caribbean. Objective 2 To maintain the Board at level of 25 members, the maximum allowed under CCC by-laws. Strategy a) Add three Board members before the end of 2003 and replace any departing Board members. Objective 3 To improve the efficiency of the Board through the use of specialized committees. Strategy a) The Board will conduct more business through special committees—so leadership on such matters as programs, finance and development is provided regularly by key groups of Board members. b) Establish permanent and ad-hoc committees as needed, permitting all Board members to be involved actively in CCC while maintaining the current practice of three annual Board meetings. CCC Staff GOAL - To maintain executive and administrative staff at sufficient levels and qualifications to meet the demands of implementing all facets of the organization’s strategic plan. Objective 1 To augment existing staff in the area of marketing and promotions, subject to funding availability. NOT E: Objectives and Strategies for CCC Staff continue on the next page. Strategies a) Hire employee whose primary responsibility will be to carry out marketing activities for CCC. • This will include raising awareness about the membership and participant programs. b) This job will include regular performance reviews. • This person will also focus on marketing CCC’s organization through various media outlets. 31 ACTION PLAN - ORGANIZATIONAL DESIGN CCC Staff (continued) Objective 2 To secure a full-time Grants Administrator, who will oversee the Sea Turtle License Plate Grants Program, should CCC be successful in taking over management of the program. Strategy a) Use a portion of license plate revenue to secure a full-time grants administrator. The individual must understand sea turtle research and education principles and should have excellent contacts within the sea turtle community in Florida. Objective 3 To hire a full-time Public Outreach Specialist to represent CCC at the soon-to-be-built Barrier Island Ecosystem Center located in the Archie Carr National Wildlife Refuge, subject to financial availability. Strategy a) This person will conduct educational programs, sea turtle walks and recruit members in the region. b) Assist with research in Carr Refuge as necessary . Objective 4 To augment staff as needed to meet any new programmatic or financial activities, subject to financial availability. • • Strategy a) Hire highly qualified staff to carry out activities related to any new funded programs. , May need a staff member to address advocacy and education issues in the Western Atlantic A staff member will be needed to coordinate STSL activities in the Eastern Caribbean. Scientific Advisory Committee GOAL - CCC’s goal with respect to the SAC is to maintain the high caliber of current membership and to fully utilize the Committee’s expertise. Objective 1 To fully utilize the expertise of the SAC on matters related to scientific research or monitoring and conservation strategy. a) b) Convene one meeting of the SAC each year to review research protocol and discuss strategies; most likely at the annual Sea Turtle Symposium. Utilize the Internet and E-mail to maintain contact and gather input from members on various issues. Strategies Objective 2 To maintain the SAC as a qualified, active and integral part of CCC. Strategies a) Ensure that one active SAC member also serves on the Board of Directors. (currently Dr. Ehrenfeld) b) Regularly review the membership and replace or add members as needed; develop SAC policies. Research Assistants GOAL - To gather nest monitoring and tagging data in Tortuguero, Costa Rica, with the help of qualified volunteers who gain valuable field experience. Objective To annually contract a sufficient number of qualified Research Assistants from a diversity of backgrounds. Strategies a) Ensure that CCC contracts qualified RAs. b) Emphasis on selecting applicants from Costa Rica, Latin America and Caribbean countries. c) Recruit some RAs from Tortuguero community. 32 ACTION PLAN - DEVELOPMENT Overall Development Goal - To establish a strong financial foundation and to develop the resources necessary to carry out CCC’s mission. * The overall development goal shall be met through execution of the following objectives and strategies for each of CCC’s major revenue generating activities. Foundation and Government Grants Objective 1 To generate at least $350,000 in annual grants from private foundations and public agencies to support CCC’s core program and administration budget. Strategies a) Develop timely and compelling proposals for each of CCC’s core programs, and incorporate many of CCC’s general education and conservation activities. b) Develop new proposals to fund the expansion of programmatic activities, as described in the Program section of this Strategic Plan. c) Organize personal visits with Program Officers at each foundation. Invite foundation representatives to visit Tortuguero or to participate in turtle walks in the Archie Carr Refuge. d) Keep foundations informed of CCC’s programmatic successes through newsletter mailings, phone communications and update letters. e) Diversify sources of grant funding by developing proposals for a variety of private, corporate and government grantmakers. Objective 2 To generate restricted grant funding to support special projects or new program endeavors. Strategies a) Develop grant proposals for each new or potential program initiative. Examples include: • • • • • • • • • Satellite telemetry of leatherbacks in Tortuguero Sargassum weedline studies in Tortuguero Implementation of Tripartite Agreement Full-time education/research position at Barrier Island Ecosystem Ctr. Exhibits for Barrier Island Center Coastal armoring survey on the Florida coastline Caribbean-wide education and networking initiative Expansion of STSL program throughout Western Atlantic Raccoon predation study in Carr Refuge 33 ACTION PLAN - DEVELOPMENT Corporate Support and Cause-Related Marketing Objective 1 To raise at least $100,000 annually from a combination of corporate donations and cause-related marketing agreements. Strategies a) Solicit Board and other supporters for referrals to companies in which they have good contacts. b) Prepare targeted appeals to companies with any sort of connection to sea turtles or coastal issues. c) Prepare a mailing to large national advertising agencies who represent companies that would be appropriate for cause-related marketing agreements. Pitch the bottom line benefits of such a relationship with CCC and invite agency staff to learn more about our work. d) Initiate a campaign to establish a “Corporate Council” made up of large business contributors. e) Maximize revenue opportunities derived from existing and new marketing agreements. Donations from Private Individuals Objective 1 To gradually increase revenue derived from large private donations to at least $200,000 annually within the next five years. a) Decrease CCC’s reliance on one or more large donors by diversifying the number of individuals who contribute at least $5,000 annually to CCC. Strategies • • • • With Board input, cultivate a list of individuals to be approached about making large, annual contributions in support of CCC’s efforts. Cultivate relationships with potential donors; invite to Tortuguero or to visit the Carr Refuge. Identify existing CCC members who have the potential to make larger annual donations. Maintain personal contact with donors who give at least $200 annually. Objective 2 Increase CCC memberships by 10% per year for the next five years to 6,500, so that $250,000 is generated annually from this source. As of 7/2002, CCC had 4,300 individual members. Strategies a) Improve services to existing members: improve look of the Velador, get people attached to their adopted turtles with more updates. b) Add members through partnerships with various NGOs, businesses and aquariums. c) Convert individuals reached through cause-related marketing agreements into full members. d) Use personal presentations to solicit membership donations at the Tortuguero Visitors Center and Barrier Island Ecosystem Center. 34 ACTION PLAN - DEVELOPMENT Research Participant Programs Objective 1 To increase participation rates in all research programs by 10% per year each year for the next five years so that at least $100,000 is generated annually from participant programs. Strategies a) Promote the programs through the media, internet and travel agencies. b) Offer special incentives to CCC members, previous participants and other supporters. c) Working with a professional travel agency to market a variety of travel packages that incorporate CCC’s research programs. d) Develop creative partnerships with zoos, aquariums, and other nonprofits to jointly market CCC’s participant programs. e) Evaluate participant opinions regarding the experience and adapt as necessary. Field Station Rentals and Visitor Center Revenue Objective 1 To increase revenue generated from standard room rentals by 5% each year over the next five years. Strategies a) Distribute brochure about the station and its availability for group rentals. Target eco-tour operators, universities and field study programs. b) Market the station to teachers and school groups during the “off season.” To begin generating at least $10,000 per year from rentals of the Landon T. Clay Scientists Residence, and increase revenue from this facility by 5% each year over the next five years. Objective 2 Strategies a) Promote the availability of the facility the science community and other likely tenants. Establish competitive pricing packages. Objective 3 To increase revenue from the Visitors Center by 10% each year over the next two years and by 5% per year over the following three years. Strategies a) Remodel the gift shop area of the Visitor Center to make better use of space. b) Improve product displays and diversify inventory. c) Install A/C & restrooms; enlarge gift shop area. d) Have two staff members or volunteers run the facility — one to man the store, the other to answer questions and promote CCC. e) Build Visitor Welcome Center at the Tortuguero airport to educate tourists and promote CCC. • Facility will include modest interpretive exhibits • Restrooms will be provided • Small selection of merchandise, including refreshments, will be sold • Small office/lodging space will be made available to Park Guards. 35 ACTION PLAN - DEVELOPMENT Fundraising Events Objective 1 To initiate an annual fundraising event in Florida/ New York that will generate increasing amounts of annual revenue for CCC. Strategies a) Work with Board members and other supporters to organize an annual Gala event located near a sea turtle nesting beach or at an appropriate site in New York City. b) Organize an event utilizing the new Barrier Island Ecosystem Center in Brevard County, Florida. Founders Circle Endowment Objective 1 To develop an unrestricted endowment which will provide a stable source of annual income sufficient to ensure that CCC can meet its core programmatic and administrative expenses. Strategies a) Prepare an attractive version of the Strategic Plan and an endowment introduction piece, which can be used to approach potential donors. b) With help from the Board, cultivate a list of individuals, corporations and foundations to be approached about making an endowment gift. c) Conduct a capital campaign over the next five years with the aim of raising $2.5 million. d) CCC staff and Board members will conduct personal visits with each candidate donor, and grant proposals will be prepared for foundations. Planned Giving Objective 1 To increase the number of Board members and general members who establish planned gifts to the CCC. Strategies a) Specifically encourage each CCC Board member to consider a bequest to CCC. b) Place tactful reminders of the availability of this option in the newsletter. c) With the help of a law prepare sample language yer, that can be used to provide individuals who request more information. Also inform people that they can bequeath a dollar amount or real property, and that it can be designated for a particular use by CCC. 36 This page intentionally left blank. Caribbean Conservation Corporation 4424 NW 13th Street, Suite A-1 Gainesville, Florida 32609 (352) 373-6441 Fax: (352) 375-2449 E-mail: ccc@cccturtle.org Web Page: www.cccturtle.org