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A 2020 Vision

A 2020 Vision. Mote Marine Laboratory will be a leader in nationally and internationally respected research programs that are relevant to conservation and sustainable use of marine biodiversity, healthy habitats and natural resources.

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A 2020 Vision

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  1. A 2020 Vision Mote Marine Laboratory will be a leader in nationally and internationally respected research programs that are relevant to conservation and sustainable use of marine biodiversity, healthy habitats and natural resources. Mote research programs will positively impact a diversity of public policy challenges through strong linkages to public outreach and education.

  2. 2020 Strategic Priorities Significantly increase Mote’s ability to conduct world-class research with an emphasis on conservation, sustainable use, and environmental health of marine and coastal biodiversity, habitats and resources. Ensure long-term prosperity of the research enterprise through focused staff recruitment and nurturing programs. Translate and transfer science and technology development to positively impact human society and the marine environment. Deliver responsible marine conservation and sustainable use focused public service to local, regional, state, national, and international communities.

  3. Priority #1 Measurable Goals Significantly increase ability to conduct world-class research focused on conservation, sustainable use, and environmental health of marine and coastal biodiversity, habitats and resources. Increase level of annual MML research revenue from ~$7M in 2010 to ~ $10 M in 2015 & ~ $15 M in 2020. Increase level of annual donations to support MML research programs from ~$1 M in 2010 to ~ $3 M in 2015 & ~ $5 M in 2020. Develop & implement at least 2 new multi-institutional & multi-discipline national/international marine research initiatives by 2015 & 5 new initiatives by 2020. Develop & implement at least 5 new institution-level (i.e., university, agency, NGO, corporation) research partnership agreements by 2015 & 10 by 2020. Increase endowment on an annual basis by adding at least 5% of annual operating budget.

  4. Priority #2 Measurable Goals Ensure long-term prosperity of research enterprise through focused research staff recruitment and nurturing programs. Establish 4 new 2-year MML Post-Doctoral Fellowship positions, with full salary/fringe/start-up costs, by 2015 & 7 by 2020, Provide 25% salary support for scholarly & service activities to 8 Research Staff by 2015 & 15 by 2020. Establish competitively awarded Eminent Scholar program providing 50% salary support for 3 years for 3 Research Staff by 2015 & 5 Research Staff by 2020. Establish competitive travel/training fund for professional development to multiple Staff each year through annual program funding level of $25K by 2015 & $50K by 2020 . Develop 1 fulltime Research Staff sabbatical award (IPA) from federal or state agency by 2015 & 2 by 2020.

  5. Priority #3 Measurable Goals Translate & transfer science & technology development to positively impact human society & the marine environment. Increase # of marine & coastal ecosystem public policy-oriented forums organized by MML from 1 in 2010 to 3 by 2015 & 4 by 2020. Increase # of marine & coastal ecosystem public policy-oriented publications by MML from 11 in 2010 to 13 by 2015 & 16 by 2020. Increase # of visitors to Mote Aquarium from ~350,000 in 2010 to ~385,000 in 2015 and 420,000 in 2020. Increase # of advanced technology interactive informal science stations for public use at the MML Aquarium from 3 in 2010 to 10 by 2015 & 20 by 2020. Develop 10 new science & technology intellectual property products by 2015 & 20 by 2020.

  6. Priority #4 Measurable Goals Deliver responsible marine conservation & sustainable use focused public service to local, regional, state, national & international communities. Increase MML organized presentations by scientists, educators & policy advisors to local, regional, national or international community groups from 8 in 2010 to 10 by 2015 & 15 by 2020. Increase total # of participants served by Mote’s education programs from ~28,000 in 2010 to ~30,000 in 2015 & ~35,000 in 2020. Increase MML education programs that identify & facilitate access to underserved & underrepresented audiences from 8% in 2010 to 50% in 2015 & 100% in 2020. Increase testimony & briefings provided by MML scientists to elected officials & government representatives from 8 in 2010 to 10 by 2015 & 12 by 2020.

  7. 2011 Implementation Strategy Increase public experiences for marine conservation connections and impressions at MML Aquarium: Goal for 2011 – MML Aquarium visitor level ~357,000 Increase visitor numbers and income from Penguin Island temporary exhibit. Future exhibits will also increase gate. Grants and sponsorships will cover costs of hosting exhibits. Increase advanced technology interactive informal science stations at MML Aquarium: Goal for 2011 – Implement 1 new advanced technology interactive station Funding for addition of more advanced technology exhibits and LCD signage currently being sought. New proposal to Wal-Mart for $86K.

  8. 2011 Implementation Strategy Increase participants served by MML structured, non-formal education programs: Goal for 2011 – Serve ~28,400 participants Serve 15,000 in the Center for Digital Learning through a combination of classroom videoconference (SeaTrek) programming, digital media camp (DigiKnow) programming, and traveling exhibits . Serve 13,000 in the Center for School and public Programs through a combination of school field trips, public programs, and summer camp. Serve 500 participants through opportunistic programming.

  9. 2011 Implementation Strategy Increase MML endowment on an annual basis: Goal for 2011 – Add at least 5% of MML 2011 annual budget Implement policy that will transfer 5% of all restricted and unrestricted gifts to the Mote Marine Foundation endowment fund. (Policy to be vetted and approved by CFO and CEO). Implement policy that all unrestricted bequests will be deposited into the Mote Marine Foundation endowment fund. Implement strategies outlined in Feasibility Study of June 15, 2011.

  10. 2011 Implementation Strategy Deliver Increase annual donations to support MML Research: Goal for 2011 - $1.6 M Cultivate “new donors” resulting from the oil spill solicitation with the goal of increasing major gift donations to research by $100,000. Increase requests to private and family foundations by $100,000. Meet 2010 income levels from major gifts, planned gifts and foundation gifts totaling $1,000,000. Bequest of $500,000 (to be received in 2011) already confirmed.

  11. 2011 Implementation Strategy Implement new multi-institutional and multi-discipline national, international marine research initiatives: Goal for 2011 – Add at least 1 new initiative Implement new MOU with University of Jordan. Implement new MOU with King Abdullah University. Implement new MOU with University of the West Indies. Implement new institution-level research partnership agreements: Goal for 2011 – Add at least 1 new initiative Implement new MOU with National Wildlife Federation. Implement new MOU with Mystic Aquarium.

  12. 2011 Implementation Strategy Implement new 2-year MML Post-doc Fellowship positions: Goal for 2011 – Add 2 new Post-docs Advertise for 2 Post-doc positions to begin in September 2011. Any field of marine science will be considered. Consider any current Mote field of inquiry, melding current fields of inquiry, or completely new research directions. Focus on research program that are relevant to conservation and sustainable uses of marine biodiversity, healthy habitats, and natural resources. Propose new multi-investigator/institutional collaborations and be cognizant of global issues.

  13. Critical Next Steps 2011 is transition to our new Strategic Plan. Future annual implementation plans will be developed in sync with development of annual budgets. Annual progress reviews of implementation plans will conducted by Board of Trustees. 2020 Vision and Strategic Plan provides priorities for the future to be built upon. Mote staff ingenuity, teamwork, camaraderie, and entrepreneurship will support us well for achieving our 2020 Vision.

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