Mote's 2020 Vision and Strategic Plan

Mote Marine Laboratory | 2020 Vision & Strategic Plan Today’s research • Tomorrow’s oceans

“For generations, we have been taking from the sea.

Now, it’s time to start giving back.”

—William R. Mote

Mote Marine Laboratory | 2020 Vision & Strategic Plan 2

Contents

Memorandum.............................................................................................................. p. 5

Foreword......................................................................................................................... p. 6

Mote Marine Laboratory: A Vision for 2020............................................. p. 9

Strategic Priorities Priority 1 ................................................................................................................ p. 12 Priority 2................................................................................................................. p. 14 Priority 3................................................................................................................. p. 16 Priority 4................................................................................................................. p. 18

Enabling Strategies: Attaining Our Vision..................................................... p. 20

Moving Forward.......................................................................................................... p. 22

Foundations: Highlights from Mote’s Past................................................... p. 24 Mote Marine Laboratory: Today....................................................................... p. 34

Appendix Documents Comparison of Peer Institutions.............................................................. p. A2 Vital Statistics........................................................................................................ p. A4

Today’s Research • Tomorrow’s Oceans 3

Mote Marine Laboratory | 2020 Vision & Strategic Plan 4

1600 Ken Thompson Parkway Sarasota, Florida 34236-1096 USA (941) 388-4441 • Fax: (941) 388-4312 info@mote.org • www.mote.org

Arthur Armitage Chairman, Board of Trustees Kumar Mahadevan, Ph.D. President & CEO

Mote Aquaculture Park • 12300 Fruitville Road • Sarasota, FL 34240-8988 • Phone: (941) 388-4541 • Fax: (941) 377-2905 Charlotte Harbor Field Station • P.O. Box 2197 • Pineland, FL 33945-2197 • Phone: (239) 283-1622 • Fax: (239) 283-2466 Tropical Research Laboratory • 24244 Overseas Highway • Summerland Key, FL 33042-4803 • Phone: (305) 745-2729 • Fax: (305) 745-2730 Mote Living Reef Exhibit at the NOAA Eco-Discovery Center • 35 East Quay Road • Key West, FL 33040-6624 • Phone: (305) 296-3551 • Fax: (305) 296-2325

Memorandum from: Chairman of the Board of Trustees and President & CEO

Jan. 1, 2011

Subject: 2020 Vision and Strategic Plan for Mote Marine Laboratory The 2020 Vision and Strategic Plan presented in this document charts a course for the future of Mote Marine Laboratory. This future builds upon a successful foundation of more than a half century of marine research, outreach and educational endeavors. It will place the Lab on the sound financial footing needed to advance marine and environmental sciences into the 21st century and lead to greater understanding and sustainability of our oceans.

By implementing this Strategic Plan and the 2020 Vision, Mote will continue to lead in promoting science-based marine resource conservation, maintain its trademark for creativity and collegiality and expand its collaboration and partnership with other organizations. As Mote serves the needs of its local, state, national and international communities, it will continue to conduct all of its endeavors ethically and with integrity, while being a responsible steward of natural resources and fiscal assets.

Full implementation of the Strategic Plan will be the fundamental catalyst for Mote to: • Significantly increase our ability to conduct world-class research with an emphasis on conservation and sustainable use; • Ensure the long-term prosperity of our research enterprise through focused staff recruitment and professional development; • Translate and transfer our science and technology for the betterment of society and the marine environment; • Provide continued public service to our communities.

A significant focus for achieving the 2020 Vision is renewed emphasis on conservation and sustainable use as it relates to our research mission while growing the next generation of scientists, community educators and policy advisors.

Today, hundreds of marine species are in danger of extinction, coral reefs are in peril, fish populations are collapsing worldwide and oceans face previously unforeseen threats. We must focus on addressing these unfortunate realities.

Mote Marine Laboratory is at a critical juncture in its history. The challenges facing the world’s oceans are enormous. The investment needed to continue our work to better understand, restore and conserve them is no less significant. We invite you to join us in our mission by embracing our 2020 Vision for the future and supporting this Strategic Plan.

Kumar Mahadevan, Ph.D. Arthur L. Armitage President and CEO Chairman, Board of Trustees

A nonprofit organization dedicated to advancing the science of the sea and a member of:

American Association of Museums • Association of Zoos & Aquariums • Association of Marine Laboratories of the Caribbean • Florida Ocean Alliance National Association of Marine Laboratories • Science and Environment Council of Sarasota County • Southern Association of Marine Laboratories

foreword Mote Marine Laboratory was founded in 1955 as an independent marine research institution.Through the years, Mote has distinguished itself through the seamless integration of its research enterprise with education, public outreach and public policy programs.

Mote’s range of services is a keystone attribute defining its uniqueness among its peers. While marine and coastal research has always been Mote’s core function, our endeavors emphasize the need for this research to have a positive impact on the conservation and sustainable use of marine resources to benefit our local, national and international communities. It is this global vision that gives Mote the ability to define its scientific mission as both local and worldwide in scope.

Many of today’s leading marine scientists, oceanographers and ecologists received their scientific spark at a marine laboratory. Since we opened our doors, Mote has invited, and supported, thousands of young researchers to investigate the marine world, exciting their passions for the oceans for the betterment of us all. Our unique public outreach and education programs have also inspired and educated thousands of minds — young and old alike — to become better stewards of the coastal environment.

A Rare Gem The overwhelming majority of marine laboratories around the world are either part of universities or owned by national or state governments. Few are like Mote — independent, nonprofit organizations able to

nimbly respond to rapidly evolving local and regional needs and threats related to marine resources.

This entrepreneurial spirit is strongly embedded in Mote’s culture. It is fuel for effectiveness and critical to attracting high quality staff and scientists. In this regard, Mote Marine Laboratory is indeed a rare gem.

According to the National Association of Marine Laboratories, there are an estimated 120 marine research laboratories in the United States. While Mote is not as large as Woods Hole Oceanographic Institution or the Scripps Institution of Oceanography, it is still considered one of the larger independent laboratories.

Historically, Mote’s strengths have included a close bond with the communities of Southwest Florida, along with a national and international reputation for excellence in scientific research unencumbered by politics or bureaucracies. Although this is a desirable quality to be preserved, it also requires focusing Mote’s entire enterprise on those strategic initiatives that advance its reputation in the scientific community and in the public sector. Unlike most of its peers that have an umbilical connection to university or government funding, Mote is solely responsible for securing financial resources for its operations. Given the changing landscape for government grants and the increasing cost for scientific research, it is imperative that Mote further leverage its unique and special qualities to expand and strengthen its fundraising position among individuals, foundations and corporations.

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Envisioning the Future Mote Marine Laboratory’s long history of success has been empowered by strong support from the local community. It is further supported by active trustees, advisory boards, visiting and adjunct scientists and volunteers.Throughout Mote’s history, generous donors have played a major role in providing muchneeded support, especially for infrastructure. We are now facing the significant — but not uncommon — challenge faced by all successful research institutions: succession planning for the next generation of scientists to continue and expand upon a highly productive and respected research enterprise.

As an independent, nonprofit, mission-based organization, Mote’s greatest strength has been its ability to define its own agenda and research based on our communities’ needs and our scientists’ expertise.

A main challenge is the necessity to raise funds for even basic operations. In a university or governmental setting, such funds would be available through legislative appropriations or educational revenue.

For Mote to remain a strong and independent nonprofit organization able to fulfill its mission, it is imperative to build a robust endowment of at least $30 million by 2020. Mote must also secure philanthropic funding for targeted programs, research and capital initiatives and aggressively pursue donations and grants from individuals, foundations and corporations.

The Mote Marine Laboratory 2020 Vision and Strategic Plan presented here is a road map for the future that identifies key priorities and goals for the institution. Strategies that are outlined here will be undertaken to achieve these goals and priorities.

Reaching these goals — which are integrated across the organization — will enable Mote to remain competitive and in a leadership position in the following areas: • Marine and coastal research, especially as it relates to conservation and sustainable use of resources; • Securing resources needed for financial stability; • Attracting, nurturing and retaining high-quality, professional staff members; • Adapting to a changing economic, scientific and legal environment in the 21st century; • Capitalizing on intellectual property products; • Positively impacting human society and the marine environment.

The Mote Marine Laboratory Board of Trustees unanimously believes that fully implementing this plan by 2020 will enable the comprehensive and integrated success of Mote.

By bringing together the best minds for inquiry, discovery, innovation, teaching and policy development, Mote Marine Laboratory in the 21st century will be among the most creative and fruitful research enterprises in the world.

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Vision

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Mote Marine Laboratory: A 2020 Vision for the 21st Century As a foundation for Mote Marine Laboratory’s growth and prosperity, enhanced quality of programs and profound respect for the marine environment, this Strategic Plan is built upon attaining the following vision by the year 2020:

Mote Marine Laborator y will be a leader in nationally and internationally respected research programs that are relevant to conser vation and the 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.

We envision a comprehensive and integrated enterprise with research, innovation and public education and outreach programs that are among the most creative and fruitful in the world.

Mote’s diversified 2020 enterprise must be supported by a technically capable workforce, yet be agile and resilient to the external forces of economic conditions. The core values of the Lab in 2020 will continue to be those it has maintained during its first half-century of significant accomplishments: • • • • •

Leadership in marine resource conservation and enhancement; Integrity and ethics in all endeavors; Creativity, collegiality, collaboration and partnerships as foundations for achieving goals; Responsible stewardship of both natural resources and fiscal assets; Service to our local, state, regional, national and international communities.

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Mission

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Mission of Mote Marine Laboratory The advancement of marine and environmental sciences through scientific research, education and public outreach, leading to new discoveries, revitalization and sustainability of our oceans and greater public understanding of our marine resources.

A holistic institutional focus on the strategic priorities, goals and enabling strategies articulated in the following sections of this document is essential for Mote to fulfill its mission with the unprecedented responsiveness and clarity of purpose required for success in the 21st century.

The Mote Marine Laboratory Board of Trustees fully endorses this strategic plan and believes that successfully implementing the following enabling strategies and achieving the specific goals presented herein will enable the Lab to achieve our shared 2020 Vision. .

“The status quo of collapsing fisheries, polluted estuaries, vanishing ocean and coastal habitats and the disruption it brings to coastal communities and economies is unacceptable. Future generations will judge us on whether we shoulder our responsibility toward our ocean trust.”

—Leon E. Panetta, Chair, Pew Oceans Commission

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S t r at e g i c P r i o r i t i e s

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Priority ONE Significantly increase Mote’s ability to conduct world-class research with an emphasis on conservation, sustainable use and the environmental health of marine and coastal biodiversity, habitats and resources.

Achieving Priority One: Near-Term Goals • Increase the level of annual research grants/contracts/cooperative agreements from approximately $7 million in 2010 to approximately $10 million in 2015 and approximately $15 million in 2020.

• Increase annual donations supporting research programs from approximately $1 million in 2010 to at least $3 million in 2015 and at least $5 million in 2020.

• Develop and implement at least five new institutional (i.e. university, agency, NGO, corporation) research partnership agreements by 2015 and 10 by 2020.

• Increase the endowment on an annual basis by adding an amount equal to at least five percent of the Lab’s total annual operational budget for each respective year, beginning in 2011.

• Develop and implement at least two new multi-institutional and multi-discipline national/international marine research initiatives by 2015 and five new initiatives by 2020.

“I wouldn’t take a thing away from what we’re doing with space exploration and I applaud it. But we should have an equal commitment to exploring this part of space — this aquatic planet that does happen to be the only place that we know in the universe that’s suitable for 6 billion people.”

—Sylvia Earle, Oceanographer, National Geographic Explorer-in-Residence, Mote Trustee

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S t r at e g i c P r i o r i t i e s

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Priority TWO Ensure the long-term prosperity of the research enterprise through focused staff recruitment and nur turing programs.

Achieving Priority Two: Near-Term Goals • Implement a focused recruitment and nurturing program to attract and retain the best and brightest researchers by:

n Establishing four new — and continuously rotating — two-year post-doctoral fellowship positions, with full salary/fringe/start-up costs, by 2015 and seven positions by 2020.

n Providing 25 percent salary support for the purpose of conducting scholarly and service activities to eight research staff positions by 2015 and 15 by 2020.

n Establishing a competitively awarded Eminent Scholar Program that will provide 50 percent salary support for three years for three research staff positions by 2015 and five research staff positions by 2020.

• Establish an internally competitive travel/ training/conference fund to suppor t professional development for multiple staff at an annual funding level of $25,000 by 2015 and $50,000 by 2020.

• Develop at least one full-time research staff sabbatical award (i.e. inter-governmental personnel agreement) from a federal or state agency by 2015 and two by 2020.

“We love the oceans for their beauty and majesty, and for their intrinsic power to relax, rejuvenate, and inspire. Unfor tunately, we are starting to love our oceans to death.”

—Admiral James D. Watkins (Ret.), Chair, U.S. Commission on Ocean Policy

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S t r at e g i c P r i o r i t i e s

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Priority THREE Translate and transfer science and technology development to positively impact human society and the marine environment.

Achieving Priority Three: Near-Term Goals • Increase the number of marine and coastal ecosystem public policy-oriented forums organized by Mote from one in 2010 to three in 2015 and four in 2020.

• Increase the number of marine and coastal ecosystem public policy-oriented publications by Mote from 11 in 2010 to 13 in 2015 and 16 in 2020.

• Increase public experiences for marine conservation connections and impressions to maintain Mote Aquarium’s position as the No. 1-visited attraction in Southwest Florida by increasing the number of visitors from ~350,000 in 2010 to ~385,000 in 2015 and ~420,000 in 2020.

• Increase the number of advanced technology, interactive informal science stations for public use at Mote Aquarium from three in 2010 to 10 in 2015 and 20 in 2020.

• Develop 10 new science and technology intellectual property products (i.e. patents, patent submissions, commercial enterprise spin-offs) that benefit society and provide potential sources of revenue by 2015 and 20 by 2020.

“I urge you to consider some form of a legacy gift to this outstanding marine research organization and its dedicated staff. Whatever you give to suppor t Mote today will live on long after you — and do the world a power of good.”

—Dwight Davis, Mote Legacy Donor and Volunteer

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S t r at e g i c P r i o r i t i e s

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Priority FOUR Deliver responsible marine conservation and sustainable-use focused public service to local, regional, state, national and international communities.

Achieving Priority Four : Near-Term Goals • Increase the number of Mote-organized presentations by scientists, educators and policy advisors to local, regional, national or international community groups from eight in 2010 to 10 in 2015 and 15 in 2020.

• Increase the percentage of Mote’s nonformal education programs that have specific mechanisms to identify and facilitate access for underserved and underrepresented audiences from eight percent in 2010 to 50 percent in 2015 and 100 percent in 2020.

• Increase the total number of participants served by Mote’s structured, non-formal education programs (i.e., distance learning, field trips, campus programs) from ~28,000 in 2010 to ~30,000 in 2015 and ~35,000 in 2020.

• Increase the number of testimonials and briefings provided by the Lab’s scientists to elected officials and government representatives from eight in 2010 to 10 in 2015 and 12 in 2020.

“I will never forget my internship at Mote Marine Laboratory. It helped me begin achieving my dreams by gaining the knowledge and skills to continue my career in shark research. I will always be grateful to Mote — I will strive to go on to graduate school and a career in shark research.”

—Danielle Knip, 2007 Mote Intern, current graduate student in Australia

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E n a b l i n g S t r at e g i es : At ta in i n g Our 2020 V ision These Enabling Strategies — designed to build upon and reinforce Mote’s existing strengths — are concrete actions that will position the Laboratory to achieve the near-term measurable goals that support one or more Strategic Priorities.

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Strategy One Conduct a comprehensive review and improvement of the current Mote Marine Laboratory organizational structure and its operations with a goal of identifying any modifications required for optimal efficiency and effectiveness in achieving the 2020 Vision and Strategic Priorities.

Strategy Two Take a national and global leadership role in implementing a new paradigm for improved interactions between and among the often-disparate communities of science, public policy and education/outreach.

Strategy Three Lead the development and implementation of innovative, multi-discipline and multiinstitutional research partnerships and initiatives in order to address grand challenges in marine and coastal science at regional, national and international scales.

Strategy Four Establish career pathways for Lab staff that attract, nurture and retain a highly skilled and diverse workforce through the provision of professional development opportunities, a robust culture of individual creativity, collaboration and mentorship and the incorporation of strategic “next generation” succession planning.

Strategy Five Design and implement a 2020 Endowment Campaign that will utilize a diverse mix of philanthropic strategies to triple the current endowment from approximately $10 million to $30 million by 2020.

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M o v i n g F o rwa r d

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For more than a half-century, Mote Marine Laboratory has been working to explore, understand and unlock the mysteries of the sea to ensure that our ocean resources are available for generations to come.

Today, the challenges and threats facing our oceans are enormous and the investment needed to address urgent needs for the conservation and sustainable use of marine resources is no less significant. Mote stands at a critical juncture in its history.

Mote is poised to lead new and transformative efforts in marine research, education, outreach and policy advice designed to meet the critical needs facing our oceans in this century and beyond. This 2020 Vision and Strategic Plan will provide the guiding framework for the Lab’s future.

The critical next step will be development of a comprehensive Year-One Implementation Plan, along with more general Five- and 10-year Plans based upon enabling strategies that will help Mote meet its priorities and goals. We envision that future annual budgets will address the achievement of the specific milestones presented here.

Implementation Plans will include annual progress reviews by management and the Board of Trustees. While the development of these Plans is the responsibility of Mote management, it must be guided, endorsed and supported by trustees, with a significant opportunity for comment and input from staff, partners and stakeholder groups.

Protecting the future of the world’s interconnected marine environment is a shared and vitally important responsibility. Mote stands at a moment of unprecedented need. We must expand marine research that generates new knowledge to serve as a foundation for informing the public and policy makers on the importance of protecting and sustainably utilizing the vast — but finite — pool of ocean resources, biodiversity and habitats.

After more than 50 years of marine and coastal research, education and outreach, Mote has become one of the largest impactful independent marine laboratories in the world, producing ground-breaking results in studies of sharks, dolphins, manatees, fish, sea turtles, aquaculture, red tide, fisheries and coral reefs. Today, hundreds of thousands of children and adults visit Mote Aquarium each year and attend special programs that help them discover the beauty of the underwater world and the importance of conserving our aquatic treasures.

More than a half century of marine research clearly indicates that Mote Marine Laboratory does make a difference. But it is also clear that the Lab cannot fulfill its mission and achieve its 2020 Vision alone. Protecting the world’s shared natural marine resources will take a shared commitment of support for living in sustainable ways and making an investment for the future of succeeding generations.

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F o u n d at i o n s

Two circumstances led to the creation of Mote Marine Laboratory after World War II: A growing interest from philanthropists in creating new research centers and the availability of post-war funding from government for scientific research — especially defense-related research.

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1955 Philanthropist Anne Vanderbilt becomes fascinated with the idea of starting a small marine lab after reading Dr. Eugenie Clark’s book, Lady with a Spear, and Clark’s description of a small laboratory where she had worked in Egypt. In 1954, William Vanderbilt approaches Dr. Clark about starting a similar lab in Placida. In 1955, the Cape Haze Marine Laboratory is born. The Lab moves to Siesta Key in 1967.

1967 Many changes occur — including a change in leadership as Dr. Clark takes a professorship in Maryland. William R. Mote becomes Chairman of the Board and recruits internationally acclaimed shark scientist Dr. Perry Gilbert to lead the Lab. Genie Clark

1978 Erosion at Midnight Pass, Siesta Key, leads the Lab to consider a move back to Placida. Instead, the City of Sarasota and the Arvida Corporation offer seven acres on City Island. Mote Trustees embark on a fundraising campaign and the new campus is dedicated in October.

Perry Gilbert, Sylvia Earle, Genie Clark and Bill Mote

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1980 Mote dedicates the Marine Science Center — its first major public outreach facility. It officially establishes a volunteer training program and advisory board. Today, Mote volunteers donate 200,000 hours of support annually to Lab operations.

1981 Mote makes crucial scientific investments. Among them: a renewed commitment to studies of red tide and marine biomedicine, especially research on the immunity of sharks, skates and rays to cancer.

1983 An external committee of distinguished scientists convenes at Mote to create a blueprint for growth that is later endorsed by the Board of Trustees and serves to guide activities. The committee recommends future research directions and strengthening public support. With its strong foundation, Mote is poised for extraordinary growth and the change from total dependency on grants to being supported by a variety of sources, including donors, members and Mote Aquarium, in addition to grants from governmental agencies and private foundations.

Carl Luer and Genie Clark

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Bob Hueter and Jayne Gardiner

1988 The Marine Science Center is rechristened Mote Aquarium. It continues to showcase the Lab’s scientific research.

1989 Mote expands programs for K-12 students and the JASON Project helps Mote raise the level of our educational activities.

Mote leads the way in nominating Sarasota Bay for inclusion in the Environmental Protection Agency’s National Estuary Program and hosts it on campus.

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1991

1995

The Martin-Selby Science Education Center opens with seating for more than 400 people.

This facility allows Mote to host numerous scientific conferences.

The Charlotte Harbor National Estuary Program is established, largely due to the strong nomination case for inclusion made by Mote scientists.

1993

1996

The City of Sarasota provides an additional 3.5 acres to Mote’s City Island leasehold, which allows for new facilities to be built to expand marine mammal research and rehabilitation efforts.

Priscilla Breder and Bill Mote establish the Charles M. Breder Chair to support the study of the biology, behavior and conservation of fishes.

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1997

1998

Sylvia and Mel Levi establish the Endowed Chair for Ecotoxicology.

Donna Steigerwaldt and Jockey International support a new 200,000-gallon lagoon for marine mammal rehabilitation efforts.

Jane and David Allen support a new habitat for resident manatees Hugh and Buffett in the Ann and Alfred Goldstein Marine Mammal Research and Rehabilitation Center.

Bill Mote and Sanford Reis establish the Perry W. Gilbert Chair in Shark Research to support a resident scientist in the field of shark biology.

1999 Mote dedicates the new threestory building connecting Mote Aquarium and the Laboratory research building.

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2000

2004

Through the guidance of its Keys Advisory Board, Mote acquires property on Summerland Key for new research efforts that expand Keys-based operations from a small field station opened in 1993 to a full-fledged Tropical Research Laboratory.

A new strategic plan serves as a blueprint for Mote growth through 2010. Distinguished scientists and educators review the plan in 2005 and recommend the recruitment of an executive vice president for research and establishment of a Marine Policy Institute. Both have taken place.

2003 Mote develops the capability to file for patents to protect discoveries developed by staff.

Mote strengthens its coral reef research programs through the new Florida “Protect Our Reefs� specialty license plate.

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2006 Mote Aquaculture Park, now fully evolved into a state-of-theart commercial demonstration project innovating filtration and animal husbandry techniques to grow marine and freshwater species, produces and sells caviar for the first time.

2007 Mote’s Marine Policy Institute, created in 2006 to improve the connection between scientific research and policy especially for

decision makers and stakeholders, releases its first report, “An Assessment of Florida Red Tide.”

2008 Mote Aquarium is again accredited by the AZA. The “Sudakoff Shark Zone” opens, highlighting shark research and ground is broken for the Barry J. Kingman exhibit, “Sea Turtles: Ancient Survivors.” The Deep Sea Diner celebrates its first full year, adding value for visitors and generating new revenue for Mote.

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Kumar Mahadevan, Mote President & CEO; Judy Genshaft, USF President; Arthur Armitage, Chairman, Mote Board of Trustees; Karen Holbrook, USF Senior Vice President for Research, Innovation and Global Affairs and President USF Research Foundation; and Ralph Wilcox, USF Provost and Executive Vice President

2009

2010

Mote and the University of South Florida sign a landmark affiliation agreement, allowing two of the state’s leading research institutions to join forces in new science ventures, provide expanded learning opportunities and create new economic development opportunities for the region and state.

A meeting of U.S., Mexican and Cuban scientists convenes at Mote to create a formal plan of action designed to improve the health of the Gulf of Mexico and western Caribbean through a collaborative approach to management and conservation issues.

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2010 Mote hosts a public forum to discuss the Deepwater Horizon oil disaster in the Gulf of Mexico and help provide answers to the community’s questions about the spill. It also convenes a national scientific symposium on the spill that ends with recommendations for long-term responses, including a unified research and monitoring effort.

2011 President and CEO Dr. Kumar Mahadevan celebrates his 25th year at the helm of Mote Marine Laboratory.

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T O D AY Mote Marine Laboratory and Aquarium now operates with annual budgets in excess of $18 million, garnered through public grants, contracts and private donations. The institution carries approximately $32 million in total assets and has a professional workforce of nearly 200, including 95 researchers (34 with doctorates), 32 Aquarium staff members and 17 educators. Mote annually hosts 150 undergraduate and graduate interns from around the world.

Mote enjoys the crucial support of more than 1,300 dedicated volunteers who contribute 200,000 hours annually to Lab and Aquarium operations. Mote has more than 10,500 individual members, more than 130 corporate partners and enjoys the patronage of more than 300,000 Aquarium visitors annually.

The Laboratory has experienced phenomenal growth since it moved to Sarasota’s City Island in 1978 and now has a visible presence along the entire Southwest Florida coast and in the Florida Keys. In Sarasota County alone, Mote generates an estimated annual direct economic impact of $71 million (2008 figure).

During its history, the research accomplishments made at Mote have been tremendous.

Visiting investigators played the primary role in the early years (1955-1978) but today our own resident scientists take the lead.

Scientific successes are clearly articulated in more than 2,500 publications that are today gathered in the series the Collected Papers from Mote Marine Laboratory (Vols. 1-16) and the Mote Technical Reports (Nos. 1-1,518).

Mote’s research programs include aquatic toxicology,

benthic ecology, chemical ecology, chemical fate & effects, coastal resources, coral reef restoration, science & monitoring, dolphin & whale hospital, dolphin research, environmental health, fisheries assessment & ecosystem management, fisheries habitat ecology, sturgeon aquaculture, manatee research, marine aquaculture, marine biomedical & immunology, marine microbiology, phytoplankton ecology, sea turtle conservation & research, sea turtle hospital, sensory biology & behavior, shark biology, stock enhancement and stranding investigations.

The hallmark of Mote Marine Laboratory has been the staff’s longevity of service, ingenuity, teamwork, camaraderie, entrepreneurship and emphasis on quality — traits that will support us well in the coming decades.

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ApPendiX

Today’s Research • Tomorrow’s Oceans A1

Comparison of Peer institutions Institution

ANNUAL OPERATING BUDGET

GRANTS / CONTRACTS INCOME

ENDOWMENT

TOTAL STAFF

TOTAL SCIENTIFIC STAFF / PHD STAFF

Woods Hole Oceanographic Institution

$176,775,100

$47,200,000

$317,845,815

1,043

301/192

* Monterey Bay Aquarium Research Institute

$50,189,000

$7,200,000

$35,300,000

208

130/27

** New England Aquarium

$33,686,100

$3,717,154

$6,193,544

431

20/8

** Mystic Aquarium (Sea Research Foundation)

$22,250,612

$6,225,060

$1,080,837

110

12/4

Mote Marine Laboratory

$18,482,517

$8,246,739

$9,600,000

195

95/34

Bermuda Institute of Ocean Sciences

$12,875,190

$6,723,011

$9,754,417

131

46/18

** Alaska Sea Life Center

$10,549,322

$6,705,310

n/a

87

17/6

Bigelow Laboratory for Ocean Sciences

$6,397,471

$4,889,104

$2,533,757

54

26/17

*** Hubbs-SeaWorld Research Institute

$5,821,837

$5,252,473

$2,749,801

80

43/12

$2,921,317

$1,046,550

$15,452,747

34

11/5

Sanibel-Captiva Conservation Foundation

* The David and Lucille Packard Foundation supports 75 percent of the institution’s annual budget, represented in the Endowment column, as well as providing funds for new facilities. ** Predominantly public outreach / education institutions *** HSWRI and SeaWorld Parks & Entertainment represent a corporate and non-profit alliance.While a separate entity with its own operating budget, HSWRI is housed in a SeaWorld Parks & Entertainment facility.

Mote Marine Laboratory | 2020 Vision & Strategic Plan A2

Institution

Publications

Operating Budget $ per PHD

Grants Income $ per PHD

Endowment $ per PHD

Publications per PHD

Woods Hole Oceanographic Institution

474

$920,704

$245,833

$1,655,447

2.47

* Monterey Bay Aquarium Research Institute

92

$1,858,852

$266,667

$1,307,407

3.41

** New England Aquarium

6

$4,210,763

$464,644

$744,193

0.75

** Mystic Aquarium (Sea Research Foundation)

15

$5,562,653

$1,556,265

$270,209

3.75

Mote Marine Laboratory

100

$543,603

$242,551

$282,353

2.94

Bermuda Institute of Ocean Sciences

40

$715,288

$373,501

$541,912

2.22

** Alaska Sea Life Center

26

$1,758,220

$1,117,552

n/a

4.33

Bigelow Laboratory for Ocean Sciences

36

$376,322

$287,594

$149,045

2.12

*** Hubbs-SeaWorld Research Institute

34

$485,153

$437,706

$229,150

2.83

5

$584,263

$209,310

$3,090,549

1.00

Sanibel-Captiva Conservation Foundation

Please note that the 2008-2009 data displayed in this comparison chart was collected from public documents or web sites published by the individual institutions represented and is intended only as general information of relative comparison for Mote’s strategic planning purposes.

Today’s Research • Tomorrow’s Oceans A3

V i tal S ta t i s t i c s Organization: 501(c)(3) nonprofit; incorporated in 1955 Total Staff: 195 Staff Volunteers: 1,300 Volunteers contributing ~ 200,000 hrs/year Membership: 10,500+ (Individual); 130+ (Corporate) Visitors to Aquarium: 350,000 Annually Operating Budget: Overall: $18.3 Million; Research $11.6 Million Net Assets-Lab: $21 Million Net Assets-Foundation: $9.6 Million (Endowment) Research Library 26,000 volumes Research Staff/Major Programs: 95 (34 Doctoral Level) / Aquatic Toxicology, Benthic Ecology, Chemical Ecology, Chemical Fate & Effects, Coastal Resources, Coral Reef Restoration, Coral Reef Science & Monitoring, Dolphin and Whale Hospital, Dolphin Research, Environmental Health, Fisheries Assessment & Ecosystem Management, Fisheries Habitat Ecology, Fresh Water/Sturgeon Aquaculture, Manatee Research, Marine Aquaculture Research, Marine Biomedical Research, Marine Immunology, Marine Microbiology, Phytoplankton Ecology, Sea Turtle Conservation & Research, Sea Turtle Hospital, Sensory Biology & Behavior, Shark Biology, Stock Enhancement, Stranding Investigations.

Aquarium Staff/Programs: 32/Research Exhibits; Manatee, Dolphin and Sea Turtle Exhibits; Immersion Cinema; Shark Interactive Exhibit and Theater.

Education Staff/Programs: 17; K-12 Summer Programs; Residential and Day Programs; Sea Trek & Other Distance Learning Programs; Adult Programs; Family Programs; College/Secondary Internships, and Volunteering.

Students Served: 28, 000 (Grades K-12):

17, 000 Distance Learning/Field Trips

13, 000 On Campus Programs 126 College Level Facilities/Buildings:

Total Buildings/Structures: 31 Total Square Footage: 297,247 Air Conditioned Square Footage: 135,382 Covered, Non-Air Conditioned Square Footage: 161,865

Seawater Systems: Research: 1,224,152 gallons • Exhibits: 614,680 gallons

Florida Specialty License Plate: Protect Our Reefs, Established 2004 Raised $5.8 Million to date to support coral reef research, education and conservation.

Field Stations: Mote Aquaculture Research Park, Sarasota, FL Charlotte Harbor Field Station, Pineland, FL

Mote’s Living Reef Exhibit, Florida Keys Eco-Discovery Center, Key West, FL

Mote Tropical Research Laboratory, Summerland Key, FL

Mote Marine Laboratory | 2020 Vision & Strategic Plan A4

The gradual metamorphosis of Mote from a small field station to a major research center is more than I ever dreamed — thanks to our great team of scientists, administrators, volunteers and suppor ters who share the joys, excitement and challenges of working at a place seeking knowledge of the sea.

— Dr. Eugenie Clark, Mote Founder and Eminent Scientist

Today’s Research • Tomorrow’s Oceans

Mote Marine Laboratory and Mote Aquarium 1600 Ken Thompson Parkway Sarasota, FL 34236 Phone: 941.388.4441 Fax: 941.388.4312 Internet: www.mote.org e-mail: info@mote.org Field Stations

Mote Aquaculture Park 12300 Fruitville Road Sarasota, FL 34240 Phone: 941.388.4541 Fax: 941.377.2905

Charlotte Harbor P.O. Box 2197 Pineland, FL 33945 Phone: 239.283.1622 Fax: 239.283.2466

Tropical Research Laboratory 24244 Overseas Highway Summerland Key, FL 33042 Phone: 305.745.2729 Fax: 305.745.2730 Public Outreach

Mote’s Living Reef Exhibit Florida Keys Eco-Discovery Center Dr. Nancy Foster Florida Keys Environmental Complex 33 East Quay Road Key West, FL 33040 Phone: 305.296.3551 Fax: 305.296.2325