Mote Aquacultrure Park
Submitted By divagirl1998
PADM 7336 –Introduction to Nonprofit Management
Mote Aquaculture Park-Sturgeon Project Mote Aquaculture Park (MAP) was developed in 1998. This project was designed to grow and sell sturgeon meat and caviar in the United States and European markets. Importing seafood in these markets became the only means of keeping up with the demand which resulted in a seafood trade deficit worth more than $7 billion dollars. The (MAP) facility was designed to ameliorate the wastewater discharge, with an infiltration pond that served as a repository for any aquaculture waste. This organization was founded to meet the demands of a growing market which could be seen as an NPO someone had a vision as to how to get sturgeon growth without doing harm to the environment. Many factors would determine the success of (MAP) such as coming up with strategic ways of protecting the environment of the sturgeon’s. This project focused on a way to keep from putting stress on the environment. Their use of innovative technology such filtration/production systems to limit the effects on the environment. They also used technology to expand breeding and growth of the sturgeons, in there MAP facilities. In the case of the sturgeon’s and their accessibility the MAP organization as a NPO found a way with the uses of technology, to alleviate the growing problem of the lack of seafood in a global market. The MAP organizations mission does fall under the purposes for an eligible exempt organizations.
OHNO Swim Club: Organizational Governance and Mission
The primary mission of the OHNO Swim Club was to introduce children to competitive swimming from three different suburbs before they reached junior and senior high level. This helped the children develop their skills, stamina and love for the sport without burning them out before their time came to compete. The OHNO Swim Club was giving its services to children that would not have been able to learn at this level without this club, due to the fact that the other clubs were not targeting this market. OHNO’s mission also was to eventually support the swimming programs at the two high schools that allowed them to use their pools. The vision or the big idea the OHNO had in mind was to prepare and empower the children with the skills needed for future competitions.
The primary stakeholders within OHNO were the parents, students, and collaborative staff, along with state and local school districts. The parents in expectation of having positive outcomes in the development of the children becoming well rounded competitive swimmers. Adequate training from the instructors would also play a very important and valuable role in the children becoming great swimmers and the program’s success. As well as the schools that allowed them to use their facility were all very viable stake holders in the efforts of the OHNO program.
Brain Welliver was the as hired employee of the OHNO Swim Club, as head coach of the swim team. He covered many roles in the OHNO organization, such as coaching, registration, scheduling competitive meets, negotiating fees and hiring certified coaches.
One of the problems that occurred in the OHNO Swim Club was that it allowed a volunteer without any accounting experience to take over the treasury position in order to lighten the load on Mr. Welliver. This proved to be a problem because the books became temporary out of balance by $20,000. The next problem that occurred was the hiring of an illegal immigrant as a beginner swim coach, who was a two time member of a Eastern European country’s Olympic team.
Many factors hindered the organizations mission: factors such as * Inexperienced staff (volunteers) * Inexperienced and easily influenced board members * A lack of funding and other resources * They lost their original identity
All of these problems happened as a result of letting a wealthy board member sway OHNO from the original mission of the club by using his power to influence other board members to make bad finical decisions. These issues that OHNO faced could have been avoided by: * sticking to its original mission * by monitoring financial accounts * hiring experienced staff member and further educating their volunteers * getting board member that share the vision of the organization * not allowing anyone person to establish rules and change program procedures
In moving forward I would tell Welliver, to do a complete reorganizing and restructuring of the OHNO Program. Reestablish the Bylaws, I would then tell him to revisit the mission and vision plan that was put into place in order to give them the desire to even form such a program. Then I would remind him what it was that brought the need for the program. Look at his Board of directors make sure that the board are people that share the mission and heart of the program. Establish policies and procedures that would ensure and enable accountability. I would also tell him to get experienced people when it comes to handling and distributing funding.