MASGP-06-028 |
Revised October
2006 |
2006-2008
Implementation Plan
The
Mississippi-Alabama Sea Grant Consortium (MASGC) is one of only two bi-state
programs in the National Sea Grant Network. The Consortium members include
The implementation process
allows for adaptive learning and management as new information and resources
become available and circumstances change. The strategies realized are a blend
of what was intended with what emerges in practice. The 2006-2008 MASGC
Implementation Plan is flexible and adaptive. The implementation plan was
developed from the input of internal and external stakeholder groups, current
and anticipated staffing, priorities of local, regional, and national partners,
current and anticipated funding, and current and anticipated priorities of the
NOAA National Sea Grant College Program.
The plan includes the
following sections:
The 2006-2008
Implementation Plan describes the actions required for the MASGC to accomplish
the goals outlined for each priority area in our 2006-2010 Strategic Plan.
The
five priority theme areas for MASGC include
Through an integrated
approach with research, MASGC utilizes its core education and outreach
(communications, extension, and legal) programs in cross-cutting strategies to
address each priority theme area. Priority theme areas are organized
around three general categories including what is to be accomplished (goals),
what needs to be done to get there (objectives and milestones), and how to
measure progress (outcomes and performance measures).
Review of the 2006-2010 Strategic Plan
The MASGC
2006-2010 Strategic Plan was developed using emerging trends to shape new
opportunities and strengthens the distinctive MASGC competencies that set it
apart from its peers. The strategic priorities were developed using input from
a broad group of constituents vested in solving the complex coastal issues in
The
MASGC obtained extensive input from internal and external stakeholders.
Internal stakeholders are defined as the Board of Directors, Management Team,
and Administrative Staff. External stakeholders include the MASGC Advisory
Council (Appendix 1) and stakeholders who participated in our Web-based
strategic planning survey. External stakeholders included scientists, resource
managers, elected officials, commercial fishers, seafood processors, educators,
charter boat captains, marina owners, private businesses, planners, librarians,
federal employees, realtors, and non-profit agencies.
Relationship with
The
MASGC 2006-2010 Strategic Plan was developed using the goals and priorities
listed in the National Sea Grant College Program’s (NSGCP) 2003-2008 Strategic
Plan, themes and objectives, the 2000-2005 MASGC Strategic Plan, and priorities
outlined by local and regional plans, and newly identified issues obtained from
stakeholder input.
Eleven
theme areas and the 50 priorities from the NSGO Plan were used as an anchor to
select and rank MASGC priorities.
The
planning process began in 2003 with an internal assessment by members of the
MASGC Management Team (Appendix 2) of programmatic strengths, weaknesses,
opportunities, and threats (SWOT) and an external SWOT with the MASGC Advisory
Committee. In 2005, a Web-based stakeholder survey was conducted using Survey
Monkey (surveymonkey.com). The planning survey and responses may be reviewed
at: http://www.surveymonkey.com/Report.asp?U=61798933458.
Demographic and other value-based information was also obtained.
Geographically,
the MASGC is located in the north central Gulf of Mexico and consists of the
The
MASGC administrative office is located at the
Constituent Involvement
More
than 350 constituents participated in external and internal stakeholder
planning activities. This included utilizing an online survey. The response (level
of importance) average was sorted and ranked to assist in identifying trends in
levels of importance among priority areas. The management team’s role in the
assessment of the results of the survey was to identify priority themes and
then develop a single priority from among the elements of the overlapping
priorities. The 24-person MASGC Advisory Council participates in review and
revisions of the strategic and implementation plans.
Development of the Implementation Plan
Implementation
of the MASGC strategic plan occurs through biennial plans utilizing
competitively funded research, education, and outreach programs. Two biennial
implementation plans are developed during each strategic planning period. Each
implementation plan provides details though the addition of milestones for each
strategic plan objective. Each objective contains research, education and/or
outreach milestones that will lead to fulfilling the stated objectives.
Tracking the progress toward objectives is achieved by benchmarking anticipated
outcomes and performance measures with a post-implementation plan evaluation of
program outcomes and performance measures.
Education
and outreach are mandated to integrate research by focusing on youth and adult
audiences who are provided with learning opportunities through education,
communications, extension, and legal programs. Each core area cuts across
priority theme areas to address the goals and objectives by translating
research discovery into issue-based education and outreach programs. MASGC
education and outreach use numerous delivery methods including one-on-one and
group meetings, distance education, print media, and the Internet, among
others. MASGC outreach produces a variety of print media including
publications, newsletters, Web sites, and radio. MASGC Education focuses on
formal and informal programs for teachers, students and adult audiences.
Delivery of these education programs is achieved through teacher in-service
training, student workshops and camps, and exhibits.
The
final priority theme areas from the 2006-2010 Strategic Plan were used to
develop the MASGC 2006-07 Omnibus request for proposals (RFP) and will be used
again for the 2008-09 Omnibus RFP. The 2006-2008 MASGC Implementation Plan is implemented during
years one and two of the four-year omnibus cycle. A second biennial
implementation plan for 2009-2010 will address years three and four of the
2006-2010 MASGC Strategic Plan and will be submitted with the 2008-2009 MASGC
Omnibus proposal.
Selection of Priorities
Final
priorities for the MASGC strategic and implementation plans were identified
using the results of the online survey, input from the MASGC management team,
and input from the MASGC Advisory Council. Survey priorities were compared to
the MASGC mission, other agencies’ missions, available funding, staffing,
expertise within Consortium member institutions and future management goals.
The 25 highest-ranked survey priorities from the 88 total were compared with
priorities from the 2000-2005 Strategic Plan. If there were obvious
connections, then the priorities were included in the 2006-2010 plan. Reviews
of the Gulf of Mexico Alliance Action Plan, the EPA Gulf of Mexico Program
plan, and other Gulf Sea Grant program plans were valuable in understanding how
MASGC’s priorities fit into a regional context. Plans of local agencies were
also used in the final priority selection process. Recurring research
priorities identified by local, state, and regional partners provided a means
of validating ranked priorities and identifying potential opportunities for
collaboration. Final priorities for MASGC were determined with the intent of
matching highest ranked priorities with MASGC’s management and the scientific
expertise found within consortium member institutions. The final priorities
selected also involved, at a minimum, two of the three MASGC core areas
(research, education, and outreach). Goals, objectives, milestones, outcomes,
and performance measures were written based on the final priorities. MASGC
priority theme areas were formulated by grouping objectives into a priority
area corresponding to a theme area of the NOAA Sea Grant national plan.
NOAA has
adopted three performance measures for the Ecosystem-Based Management Matrix.
These measures provide categories where MASGC can report the impacts from each
of its five strategic areas. The performance measures are:
The
MASGC conducts formative, summative, and confirmative evaluations of research,
education, and outreach programs to determine progress toward achieving stated
objectives and progress toward longer term impacts identified as performance
measures. Long-term programs chosen to undergo a confirmative evaluation are
identified by education and outreach management team members. Education and
outreach staff will complete confirmative evaluations with assistance from the
MASGC administrative staff.
During
the 2006-2008 implementation period the MASGC will conduct a summative and
confirmative evaluation of the following programs.
The
MASGC research technical review panel (TRP) coordinates the research review
process, which includes the review of preproposals and proposals. This research
review process also includes 2-3 external peer reviews per proposal and input
from MASGC Advisory Council and Management Team. The Research TRP with support
from the MASGC management team conducts a relevancy review of supported
research to determine how well supported projects meet the goals and objectives
of the MASGC strategic plan.
The
management team reviews the plan each year to determine the progress toward
accomplishing objectives (referred to as benchmarks in the 2003-2005
Implementation Plan). The management team will also review annual progress
reports to determine the effectiveness in meeting the expected outcomes and
performance measures specified in the current plan and the penultimate
implementation plans. The results of internal assessments are then discussed
with the MASGC advisory council to determine the effectiveness of meeting
stated goals and objectives and used to revise the Strategic and Implementation
Plan if necessary.
The objectives and
milestones listed in this document will be addressed during the 2006-2008
implementation period. Objectives and milestones are presented for
MASGC-supported research projects under way during the 2006-2008 implementation
timeframe. Each research project is required to implement an outreach
objective, which integrates research with one or both of MASGC’s core areas of
education and outreach. MASGC’s education and outreach programs work across
priority areas through collaborative efforts involving scientists, educators,
students, and extension specialists, who partner with local communities to
integrate research discovery into issue-based outreach programs. Additional
outreach objectives and associated milestones are included for each priority
theme area not directly associated with a funded research project. Milestones
beginning with R/ or ED/ provide a means to identify the currently funded
research biennial Omnibus, program development, or National Strategic
Investment grants.
Health
and Restoration of Coastal Habitats
1.
Improvements in water quality and health of coastal
watersheds will be achieved through a better understanding of ecosystem system
components and by adopting new technologies derived through MASGC-supported
research and outreach.
a.
R/CEH-22-PD:
Test of Foraminifer Hypoxia in the
b.
R/CEH-21-PD:
Examining the effects of Hurricane Ivan in Coastal Alabama and
c.
MASGC will
co-sponsor the 2006
d.
R/CEH-23-PD
Current Status and Controlling Factors of Submersed Aquatic Vegetation (SAV)
Beds in
e. Two Continuing Legal Education seminars on wetlands
law and regulation will be provided to educate attorneys, engineers,
developers, and other interested parties on federal and state developments.
2.
Fifty acres of estuarine habitat will be created, restored,
or enhanced using techniques developed through MASGC sponsored research or
outreach.
a.
R/CEH-24:
Evaluating the Role of Restored Black Needlerush Marsh (Juncus roemerianus)
as a Buffer of Anthropogenic Eutrophication of Coastal Systems: An Isotope
Enrichment Approach. Just Cebrian,
b.
R/CEH-25: The
Diversity and Role of Root-Associated Fungi in Salt Marsh and Seagrass Plants
and Implications for Restoration Success. Jinx
c.
R/CCD-9-PD:
Habitat Protection and Restoration Website and Database. George F. Crozier,
d.
Four new community-based restoration grants will be funded
in
3.
Increase the number of new and provide support to existing
volunteers participating in volunteer programs.
a.
Two outreach workshops in partnership with the Mobile Bay
National Estuary Program, and the Auburn University Shellfish Lab will support
the Mobile Bay Oyster Gardening Program.
b.
Outreach
specialists will partner with
c.
One hundred crab
fishermen will be educated about the issues surrounding derelict crab traps,
and three fishing/conservation groups will assist in derelict crab trap
removal.
4.
Five new marinas will join the
a.
Boater education materials will be disseminated to marinas
in
b.
Workshops and informal meetings with marina personnel will
be held for Clean Marina Program participants to teach best practices that will
minimize pollution in marina basins.
c.
Certification programs will be completed for new clean
marinas.
d.
Three displays, a radio public service announcement, and
other outreach materials will be developed to educate boaters and fishermen on
the negative impacts of marine debris.
5.
Two shoreline protection alternatives will be implemented in
coastal
a.
Alabama
Department of Conservation and Natural Resources State Lands Division will
implement living shorelines modeled after a MASGC demonstration located on
b.
In partnership with other agencies, one outreach program in
each state will be provided to restoration practitioners on engineering
alternatives to vertical bulkheads including shoreline alternatives at the
6. Over 3,000 members of special interest groups such as
Realtors and educators, as well as, schoolchildren and the general public, will
gain a better understanding of issues pertaining to habitats and water quality
in the coastal region.
a. Implement education classes on wetlands
identification, distribution of printed material and workshops on land use
planning and landscaping with native species.
b. Distribution of printed information related to
environmentally friendly alternative to common household and landscape
chemicals.
c. Water Log, published quarterly, will provide an
analysis of state and federal court decisions and legislation that affects
health and restoration of coastal habitats.
d. Five organizations will receive timely research and
outreach information on legal questions related to ocean and coastal resources,
submitted to the Legal Program through its Advisory Service.
7. 2,000 coastal residents will increase their knowledge
about the ecological and economic dangers posed by aquatic nuisance species
(ANS).
a. Educational materials (displays and fact sheets)
regarding introduction pathways and prevention will be disseminated through:
visits to schools, presentations to groups, and organizations, newspaper
columns, direct mailings to businesses and meetings with agencies and shipping
interests.
b. Legal staff will provide reviews of state statutes
during the development of ANS plans in
1.
Return on
investment from the discovery and application of new sustainable coastal and ocean
products.
a.
Improved restoration strategies achieved through improved
technologies for use by managers, non-profit organizations, and environmental
consulting firms.
b.
Increased resiliency of estuarine habitats through adoption
of improved restoration technologies.
c.
Cumulative number of coastal, marine, and Great Lakes
issue-based forecast capabilities developed and used for management.
d.
Number of tools developed to achieve a better understanding
of interactions between estuarine habitats and nonpoint source pollution.
e.
Number of tools developed to predict the effects of land-use
planning on estuarine habitats.
f.
Number of tools developed to evaluate effectiveness of
restoration strategies.
g.
Number of predictors of environmental stress on coastal
ecosystems.
2, Percentage/number of tools, technologies, and
information services that are used by NOAA Sea Grant partners/customers to
improve ecosystem-based management.
a.
Graduation, placement and recognition of undergraduate and
graduate students and their contribution of theses and dissertations.
b.
Number of top-ranked publications and citation frequency.
c.
Patents and licensed technologies.
d.
Number of needs-based outreach events/publications.
e.
Partnerships developed in support of priority areas.
f.
Number of print articles and television segments that
mention MASGC or discuss MASGC-supported research, education, or outreach.
1. Two coastal
communities will develop long-range plans for community resiliency.
a. R/CCD-10-PD: Facilitation of a Long Term Strategic
Plan for the Town of Dauphin Island, Mayor Jeff Collier, Town of Dauphin
Island.
b. Outreach
specialist will work with the
c. Water Log, published quarterly, will provide an
analysis of state and federal court decisions and legislation that affects
coastal communities and resource management.
2. Support
formative and economic assessments of two nature-based tourism programs in
a.
Program development funds will be used to support a
formative evaluation and an economic assessment of the Winged Migration
Festival in
b.
Program development funds will be used to support an economic
assessment of the
3. Working
waterfronts will be preserved in two coastal communities.
a.
Outreach specialists will work with the Bayou La Batre,
b.
MASGC will support and coordinate an inventory and economic
analysis of water-dependent businesses in Bayou La Batre, Coden,
c.
MASGC will support and coordinate a review of local, state
and federal tax codes to identify existing or potential codes to benefit
working waterfronts.
d.
Coastal management officials in
e.
The local zoning boards of two coastal counties (one in
f.
The MASGC Communications Program will develop web pages to
highlight working waterfronts issues and track efforts made by the Alabama
Working Waterfront Coalition.
g.
Five communities
will receive timely legal research and information on legal questions related
to working waterfronts, submitted to the Legal Program through its Advisory
Service.
4. Annual
workshops in coastal counties targeting coastal city officials, safety workers
and hotel/condominium managers will inform key people about rip currents.
Topics will include education on what rip currents are, why and how they form,
how to recognize and avoid them, and the legalities and responsibilities of
posting rip current information.
a.
Bulk educational material will be made available to
participants to pass out at their respective businesses including signage,
brochures, and refrigerator magnets.
b.
Newspaper articles will be written during peak swimming
seasons to inform the general public of potential swimming dangers and how to
avoid them.
1. Return on
investment from the discovery and application of new sustainable coastal and ocean
products.
a.
Number of community partnerships developed with county and
city governments to plan and implement resilient community technologies.
b.
Number of environmentally sustainable low-impact tourism
businesses.
2. Cumulative
number of coastal, marine, and Great Lakes issue-based forecast capabilities
developed and used for management.
a.
Number of predictors of gentrification on working waterfront
communities.
b.
Number of tools developed to estimate the value of coastal
resources.
3. Percentage/number
of tools, technologies, and information services that are used by NOAA Sea
Grant partners/customers to improve ecosystem-based management.
a. Graduation,
placement and recognition of undergraduate and graduate students and their
contribution of theses and dissertations.
b. Number of
top-ranked publications and citation frequency.
c. Patents and
licensed technologies.
d.
Number of needs-based outreach events/publications.
g.
Partnerships developed in support of priority areas.
h.
Number of print articles and television segments that mention
MASGC or discuss MASGC-supported research, education, or outreach.
Seafood Safety
and Processing Technology
The
goal of the seafood safety and processing technology is to assist the seafood
processing industries in providing safe and reliable supplies of products while
minimizing the environmental impacts from processing facilities.
a.
R/SP-13-GOIP:
Gulf Oyster Industry Initiative: Rapid
Chill Depuration as Post Harvest Treatment for the Reproduction of Virbrio vulnificus in Live Oysters.
Linda Andrews, David Veal, and Ben Posadas,
b.
R/SP-10:
Patterns of Seafood Consumption among Recreational Fishers of the Coastal
Regions of
c.
R/AT-6-GOIP: Analysis if Molecular Indicators of Oyster’s
Responses to Dermo Infection Using Microarray Technology. John Liu and Richard
Wallace,
d.
Seafood specialists will conduct two formal workshops and 12
informal meetings with processors in
e.
Sea Harvest News and Gulf Coast Fisherman,
quarterly newsletters, will include articles on the results of seafood safety
and processing technology.
c. Water Log, published quarterly, will provide an
analysis of state and federal court decisions and legislation that affect
seafood processing and best management practices.
1. Return on
investment from the discovery and application of new sustainable coastal and
ocean products.
a. Improvements
in safety and efficiencies of processing facilities through adoption of new
techniques and technologies.
b. Decrease in
fines and other regulatory actions imposed on processing facilities.
c. Development of
value-added products derived from seafood-processing wastes.
2. Cumulative
number of coastal, marine, and Great Lakes issue-based forecast capabilities
developed and used for management.
a.
Extent of use of rapid detection methods for shellfish by health
agencies and industry.
b.
Number of tools identified to predict oyster safety and
potential for disease outbreak.
3. Percentage/number
of tools, technologies, and information services that are used by NOAA Sea Grant partners/customers to improve
ecosystem-based management.
a. Graduation, placement and recognition of
undergraduate and graduate students and their contribution of theses and
dissertations.