2. Cornwall Wildlife Trust - an overview

Cornwall Wildlife Trust
Strategic Plan
2012-2015
...working for a Cornwall rich in wildlife,
cared for and appreciated by one and all
Page 1
Protecting Cornwall’s wildlife for the future

Contents
1. Introduction 2
2. Cornwall Wildlife Trust - an overview 3
3. The challenge 5
4. Meeting the challenge – our delivery and operational objectives 8
4.1 Deliver a Living Landscape for Cornwall 9
4.2 Restore Cornwall’s Living Seas 13
4.3 Inspire people about Cornwall’s wildlife and environment 17
4.4 Grow our resources for delivery of our nature conservation goals 19
4.5 Be widely recognised in Cornwall and beyond for our role and work 21
4.6 Manage ourselves effectively 23
5. Monitoring and review 25
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1. Introduction
This Plan sets out Cornwall Wildlife Trust’s delivery and operational objectives for the four-year period from 2011.
It follows on from a series of plans which have successfully guided the Trust’s growth and delivery of its conservation
work and it aims to build on the robust and effective operation which has been put in place. As with previous plans,
it is designed to provide a framework with four-year targets while at the same time offering sufficient flexibility for
opportunities to be taken with maximum benefit to the Trust and the conservation of Cornwall’s natural environment.
The Plan has been produced following wide-ranging discussions between staff, Trustees, advisory committees and key
volunteers. These discussions reviewed past performance, including successes and failures alike, and considered the
challenges the Trust is likely to face in the coming years.
Working in partnership with other organisations, within and outside the environmental sector, will be key to our
success. This Plan will be provided to existing and potential external partners to highlight opportunities for joint action.
Four-year targets for each of the delivery and operational objectives are listed in this Plan along with actions that will
enable us to achieve them. This will be achieved through the delivery of annual work programmes with associated
budgets and fundraising plans, all set within three-year rolling budgets.
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2. Cornwall Wildlife Trust - an overview
Cornwall Wildlife Trust is a registered charity formed in 1962 by a group of enthusiastic volunteers who were
passionate about Cornwall’s natural environment and wanted to safeguard it for future generations. Since its
establishment, the Trust has grown substantially thanks to the dedicated efforts of Trustees, staff and volunteers. It is
now a highly effective force for wildlife conservation in Cornwall and is widely respected and listened to.
Our Vision is for Cornwall to be rich in wildlife, cared for and
appreciated by one and all.
Our mission is to rebuild Cornwall’s biodiversity and engage everyone
with the natural environment.
In 2011, the Trust:
• cares for 55 nature reserves, covering 2,145 ha that represent prime examples of Cornwall’s unique range of habitats;
Growth Growth of Trust of Trust nature reserves nature holdings reserves 1990-2011 holdings 1990-2011
2500
54
55
60
Area of nature reserves
2000
1500
1000
500
23
467
36
687
47
1384
1791
2145
50
40
30
20
10
Number of nature reserves
0
1990 1995 2000 2005 2010
0
area of nature reserves (hectares)
number of nature reserves
• hosts and manages the Environmental Records Centre for Cornwall and the Isles of Scilly (ERCCIS), one of the
most comprehensive Records Centres in the UK, which provides the necessary data and information to monitor
change and underpin effective conservation action;
• stands up for wildlife and the natural environment and where necessary campaigns to protect key sites and species
on land and at sea;
• engages local communities and visitors of all ages with their environment – inspiring people to cherish and care
for wild Cornwall;
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• has 10,760 adult members, 2,600 junior members and 85 Business Supporters;
• has many local and special interest groups working to promote conservation in their area of operation or interest;
• has 43 staff and several hundred regular, active volunteers;
• has effective and efficient administrative and management systems, and has achieved and retained its Investors in
People award;
• has a highly effective and well-regarded trading company, Cornwall Environmental Consultants (CEC), which
covenants all profits to the Trust to support wildlife conservation;
• has an annual turnover in the region of £1,800,000;
£2,500,000
£2,000,000
£1,500,000
£1,000,000
£500,000
£0
£40,919
£37,405
£306,959
£334,339
£790,892
£692,319
£1,211,151 £2,117,528
£1,301,166
£1,811,091
Membership growth
Income Cornwall Wildlife and Trust expenditure income & expenditure 1990 to 2010 Membership growth 1990 to 2010
16000
13779
14000
12000
10930
10000
8000
Income
7500
Expenditure
6000
5300
4000
2500
2000
63
0
1962 1990 1995 2000 2005 2010
1990 1995 2000 2005 2010
members
• is a key member of The Wildlife Trusts (a partnership of 47 Trusts nationwide) and of the South West Wildlife
Trusts, working to raise awareness and profile throughout the UK and across the south west;
• works in close partnership with many organisations including conservation agencies, local authorities and
neighbouring Trusts, including the Isles of Scilly Wildlife Trust.
In summary, the Trust has become a substantial and effective
organisation, undertaking a range of programmes and projects which
offer real and sustainable protection to Cornwall’s wildlife on land
and in the seas around us.
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3. The challenge
Although much has been achieved in recent years, Cornwall’s wildlife and wild places are still under pressure. Land
cover mapping studies indicate that, although the rate of loss of prime habitat, such as wetlands, has slowed down
in the past decade, Cornwall is still losing some key wildlife-rich areas and failing to meet Biodiversity Action Plan
(BAP) targets for the restoration and re-creation of important habitat. In addition, much agricultural land and many
associated Cornish hedges are being lost to built development, especially around our towns and villages.
A substantial number of the remaining prime wildlife sites are also not in favourable management and populations of
many key species of flora and fauna are showing declines.
Wildlife still in decline
Loss of heathland between 1988 and 1995 – 60ha
Loss of heathland between 1995 and 2005 – 17ha 1
Loss of wetland between 1988 and 1995 – 237ha
Loss of wetland between 1995 and 2005 – 30ha 1
Decline of yellowhammer between 1995 and 2008 – 12% 2
Decline of corn bunting between 1995 and 2008 – 43% 2
Decline of starling between 1995 and 2008 – 62% 2
County Wildlife Sites not in favourable condition – 40% 3
There is growing recognition nationally and locally that we need to do much more to reconnect fragmented wildlife
habitat and restore functioning ecosystems on a landscape scale. This is highlighted in Making Space for Nature: a review
of England’s wildlife sites and ecological network 4 which concluded that we do not yet have a coherent resilient ecological
network in England and that establishing such a network would bring substantial benefits to wildlife and people. This
is vital if our countryside is to be robust enough to counter the potential impacts of climate change and withstand
more local development pressures. Possible legislation to assist with this task is emerging with the publication of the
White Paper on the Natural Environment called The Natural Choice: securing the value of nature, 5 so the coming years
may provide significant opportunities.
Locally, the development of Cornwall’s Green Infrastructure Strategic Plan provides an opportunity for Cornwall
Council to work in partnership with the Trust to deliver the priorities identified in the Making Space for Nature report.
1 Figures from ERCCIS and Cornwall Wildlife Trust (2010) Cornwall’s Land Cover 1995-2005. A study of Land cover change funded by Cornwall Council.
2 BTO and ERCCIS data analysis.
3 Figures from Cornwall Wildlife Trust’s analysis of County Wildlife Sites status. Funded by Cornwall Council through its National Indicator 197 (NI197) target.
4 Lawton JH, Brotherton PNM, Brown VK, Elphick C, Fitter AH, Forshaw J, Haddow RW, Hilborne S, Leafe RN, Mace GM, Southgate MP, Sutherland WA, Tew TE, Varley J & Wynne GR
(2010) Making Space for Nature: a review of England’s wildlife sites and ecological network. Report to Defra.
5 HM Government (June 2011) The Natural Choice: securing the value of nature.Government White Paper on the Natural Environment.
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Making Space for Nature
The Making Space for Nature report highlights the following steps
that are required to enhance England’s ecological network:
1. Improve the quality of current sites by better habitat
management.
2. Increase the size of current wildlife sites.
3. Enhance connections between, or join up sites, either through
physical corridors or through ‘stepping stones’.
4. Create new sites.
5. Reduce the pressures on wildlife by improving the wider
environment, including through buffering wildlife sites.
At sea, ecosystems are also damaged and many species are under pressure and in decline. For example the Cornwall
inshore population of bottlenose dolphins has declined from around 20 individuals in the early 1990s to around
eight individuals in 2011. However, measures in the Marine and Coastal Access Act 2009 provide a great opportunity
to take effective action to address this decline and much more. This Act is a huge legislative leap forward for marine
conservation.
The Marine and Coastal Access Act 2009 enables:
• The creation of the Marine Management Organisation (MMO)
to oversee all marine matters.
• The creation of a network of Marine Conservation Zones
(MCZs) that will protect marine species and habitats.
• The establishment of a strategic, comprehensive planning system
for all marine activities.
• Businesses and marine industries to benefit from a more
streamlined consenting and licensing system.
• Inshore fisheries to be managed by Inshore Fisheries and
Conservation Authorities (IFCAs). These IFCAs have a broader
environmental remit as well as stronger legislation to enable
better enforcement.
Without widespread support from local communities and individuals, delivering our conservation goals will not
be achievable or sustainable. There is an ongoing need to re-engage people with their environment and to inspire
them to cherish and safeguard it. Fortunately, there is a growing awareness and appreciation of the role the natural
environment plays, underpinning our quality of life and providing many services essential to our health and well-being.
Despite the many issues competing for people’s attention and support, there is another great opportunity to grow
and harness support for our objectives.
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It is imperative that the Trust plays a key part in meeting these challenges and takes advantage of these opportunities,
both in the terrestrial and marine environments.
To ensure we do this we must grow our resources, support and influence, working with traditional partners and, where
possible, new sectors and organisations. Further strengthening of our fundraising, awareness-raising and campaigning
functions will be essential to achieve this.
Given the harsh economic climate at the present time, and gloomy predictions over the period of this Plan, resource
growth is likely to be difficult. The Trust must be realistic in its planning and ensure the organisation is run efficiently,
enabling maximum deployment of funds towards conservation objectives.
Within the Plan period, the Trust will celebrate its 50 th Anniversary. This will give us the chance to significantly raise
our profile, and funds for our work. We will maximise this opportunity in a way which brings long-term benefit.
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4. Meeting the challenge – our delivery
and operational objectives
In the coming years our overall aim is to ensure the re-creation and restoration of sustainable, wildlife-rich
ecosystems on land and in the seas around us. To help us achieve this we will maintain our position as Cornwall’s
local wildlife champion by engaging people and communities with their local environment and inspiring them to
support us and our work. Raising profile and funds will be embedded throughout all delivery and operational
objectives.
To achieve this, we will work towards the following delivery objectives:
4.1. Deliver a living landscape for Cornwall.
4.2. Restore Cornwall’s living seas.
4.3. Inspire people about Cornwall’s wildlife and environment.
underpinned by the following operational objectives:
4.4. Grow our resources for delivery of our nature conservation goals.
4.5. Be widely recognised in Cornwall and beyond for our role and work.
4.6. Manage ourselves effectively.
In pursuing these objectives, the Trust will adhere to a number of key principles:
• We will work with a mix of paid staff and volunteers and value and reward their efforts.
• We will inspire and engage in partnership working to ensure we maximise resources available for conservation.
• We will use our local knowledge and expertise to set and achieve high standards in all that we do.
• We will deliver our activities with passion and be imaginative and innovative within our resources.
The following sections provide four-year targets, actions and key performance indicators for our delivery and
operational objectives.
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4.1 Deliver a Living Landscape for Cornwall
There is growing recognition that, although Cornwall has a rich and diverse natural environment, this is actually
a shadow of its former self. Wildlife habitat is more fragmented, species populations less robust, and ecosystems
are unable to function as they should. Cornwall’s wildlife is currently not resilient enough to cope with the effects
of climate change and more local development pressure. Opportunities are being missed to ensure the natural
environment underpins our social and economic health and well-being.
A Living Landscape is:
• an ambitious plan to secure a better future for wildlife
and people where nature is embedded into the heart of
all our lives.
A Living Landscape consists of:
• a healthy suite of wildlife-rich core areas such as nature
reserves and County Wildlife Sites from which wildlife can
spread out into the wider landscape;
• a vibrant network of rivers and streams, Cornish hedges,
waysides and stepping stones of new or restored habitat
that link wildlife-rich areas together – from moor to coast,
through towns and villages;
• a working wider countryside that is managed so that plants
and animals will be able to move through this permeable
landscape, enabling them to adapt to changes in climate.
A Living Landscape is key to our quality of life; it contributes to the physical and mental well-being of Cornwall’s
residents and numerous visitors through the provision of ‘Ecosystem Services’, including healthy food, clean air, clean
water, healthy soils and flood control. The UK National Ecosystem Assessment 6 provides a national analysis of the
value that the UK’s natural environment provides to society.
Securing a better future for wildlife is at the core of our Living Landscape vision, but the key to its delivery is
recognising the wider social, economic and environmental drivers and benefits.
6 UK National Ecosystem Assessment (2011) The UK National Ecosystem Assessment: Synthesis of the Key Findings. UNEP-WCMC, Cambridge
http://uknea.unep-wcmc.org
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Case Study - Wild Penwith
The aim of Wild Penwith is to work with local farmers,
landowners, businesses and communities to restore and
reconnect a coast-to-coast Living Landscape across the
Penwith peninsula, West Cornwall.
The main drivers for Wild Penwith are:
• The end of the Environmentally Sensitive Area (ESA)
scheme which paid landowners to manage their land in an
environmentally sensitive way. Once current ESA agreements
end there will no longer be a financial incentive to maintain
important wildlife habitats.
• Water quality issues – the project area covers Drift Reservoir,
St Loy and Lamorna catchments.
• Connectivity – working to reconnect fragmented habitats.
Wild Penwith staff carry out farm visits that include an ecological
survey and soil and nutrient tests resulting in the production
of a Whole Farm Plan. Advice is provided to farmers about
securing agri-environment scheme funding and training events and
workshops are also delivered.
Other landowner services include a capital grant scheme and
help with practical conservation tasks from the Wild Penwith
Volunteers Group.
In the first two years of the project over 50 landowner visits
have been carried out and over 900 hectares of land have been
surveyed.
A series of community events have also been delivered including a
roughland memories day and a community hedge survey.
Wild Penwith is funded by the Tubney Charitable Trust, Defra
Countdown 2010, West Cornwall Local Action Group and South
West Water through its Upstream Thinking initiative.
Delivering a Living Landscape for Cornwall is a major challenge
and will take many years, even decades. It will involve effective
working with our existing partners but also requires us to establish
links with new sectors such as agriculture, water companies and
health organisations.
The Natural Choice: securing the value of nature sets out a new vision for the future of the natural environment. It is very
positive that it recognises the need for restoration and recovery of the natural environment at a landscape scale, the
sentiments within the paper closely relate to the Trust’s Living Landscape objective as set out in this Plan. However, the
extent to which this ambitious and positive vision for nature’s recovery will be embedded in new policy and legislation
is currently unclear, so lobbying and campaigning work may be required.
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Between 2012 and 2015 our Living Landscape targets are:
1. Maintain, develop and facilitate landscape-scale conservation programmes in areas defined
as a priority in Cornwall’s Biodiversity Action Plan Volume 4: Priority Projects 7 .
Actions:
• Work in partnership to deliver the habitat restoration, community engagement and resource protection goals of the
Wild Penwith programme.
• Maintain our involvement in the Linking the Lizard partnership to deliver coordinated land management and
community engagement on the Lizard peninsula.
• Develop an involvement in up to two further landscape-scale conservation programmes to be selected from the
following Biodiversity Action Plan 7 (BAP) priorities: Bodmin Moor Mires and Headwaters, Camborne, Pool, Illogan,
Redruth and Coast to Coast.
2. Work closely with partners to ensure Local Sites (County Wildlife Sites and County
Geology Sites) are appreciated, well-managed and safeguarded.
Actions:
• Define and implement a prioritised programme to safeguard the most threatened and vulnerable Local Sites.
• Undertake Local Site surveys on a reactive basis with advice from the Local Sites Partnership and Cornwall
Geoconservation Group.
• Maintain robust Local Sites data management systems.
• Stand up for Local Sites through the local planning system and through input to the Local Authority’s strategic planning
documents such as the Core Strategy and Green Infrastructure Strategy.
3. Host and manage the Environmental Records Centre for Cornwall and the Isles of Scilly
(ERCCIS) in partnership with Cornwall Council, Natural England, the Environment Agency,
biological recorders and other agencies.
Actions:
• Strengthen the ERCCIS partnership base to ensure robust funding and support for ERCCIS core activities.
• Update data dissemination methods to ensure accessibility of data to partners through: uploading data to the National
Biodiversity Network (NBN) gateway, enhancing desk study packages and producing summary reports where
appropriate eg ‘State of Cornwall’s Natural Environment’, constituency narratives and Councillor narratives.
• Fill data gaps through working with recorders and providing workshops focussing on species and habitats where limited
data exist.
4. Manage, enhance and strategically expand the Trust’s suite of nature reserves and ensure
they maximise their role in delivering landscape-scale conservation programmes and our
inspiring people ambitions.
Actions:
• Maintain and review the Trust’s acquisition strategy every two years. Ensure that capacity is in place to take forward
new acquisition projects.
7 Cornwall Biodiversity Initiative (CBI) (2011) Cornwall Biodiversity Action Plan Volume 4: Priority Projects www.cornwallwildlifetrust.org.uk/BAP
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• Maintain an up-to-date set of management plans and review these in the light of any new research or publications, for
example: BAP Volume 4, Conserving Biodiversity in a Changing Climate: Guidance and Building Capacity to Adapt (Defra 2007).
Set realistic monitoring targets for key species in relevant plans.
• Maintain Sites of Special Scientific Interest (SSSI) nature reserves in favourable / favourable recovering condition and
apply the same principles of site condition assessments to County Wildlife Site (CWS) nature reserves. Monitor the
delivery of BAP targets across the Trust’s nature reserves.
• Review the definition of flagship nature reserves and their function. Identify six flagship nature reserves across the county.
5. Strengthen our partnership working with key sectors such as the agricultural community,
Defra agencies and Cornwall Council and develop links with new sectors, for example: the
health community, tourism sector and local academic institutions where this enables or
adds value to our Living Landscapes objectives.
Actions:
• Demonstrate the broader benefits, including ecosystem services, of our conservation programmes to existing and
potential partners.
• Determine the research needs that are relevant to our conservation programmes and work with partners to meet our
needs.
• Identify potential new partners that can help us deliver our Living Landscape objectives. Establish links and hold
dialogue to help us understand how our aspirations fit with those of our partners.
6. Stand up and lobby widely for Cornwall’s wildlife and wild places and the need to safeguard
and restore our natural environment.
Actions:
• Ensure that wildlife and geological conservation and the Trust’s Living Landscape objectives are taken into account in
local plans and strategies by responding to relevant consultations.
• Input into planning applications where there is potential for significant negative impacts on wildlife habitats or
geoconservation, particularly within County Wildlife Sites and County Geology Sites.
7. Provide a diverse range of opportunities for people to learn about, experience and get
involved in Living Landscapes.
Actions for this target are shown under our Inspiring People objective on page 18, target 1.
Key performance indicators:
• Active involvement in at least four Living
Landscape programmes by 2015.
• Active involvement in designating at least 20
new Local Sites by 2015.
• Expanded Trust nature reserve network.
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4.2 Restore Cornwall’s Living Seas
The Trust has run a series of very successful marine programmes in the last decade, raising knowledge and awareness
about this key part of our environment and seeking solutions to issues such as cetacean bycatch. For example since
2000, the Trust has worked with over 100 volunteers to gather information about the causes of death of over 1,500
stranded cetaceans around our coast. This has helped to influence new European and national legislation to help
reduce accidental bycatch in fishing nets. Our recent trials of acoustic deterrent devices may provide further solutions
to reduce this major threat to these beautiful animals in Cornish waters.
However, despite our local successes, UK-wide marine conservation has been difficult to achieve in comparison to that
on land. In part, this has been due to lack of data about the natural resources of the marine environment and inherent
difficulties encountered in gathering such information. In addition, an ‘out of sight, out of mind’ attitude to damaging
activities in the marine environment means that people often don’t associate the outcomes of their actions with the
impact they may have on the wealth of wildlife beneath the waves and around our shores. Our marine education and
awareness work has gone some way towards changing this attitude to the seas, but there is still much to be done.
The Trust has also been a prime mover in pushing for the establishment of new marine conservation legislation. We
have campaigned over the last decade to make sure an effective and radical Marine Act was put in place which has the
potential to make significant changes in relation to the management of our seas.
Living Seas are seas in which wildlife thrives, from
the top to the bottom of the ocean food-web.
In Living Seas:
• threatened habitats and wildlife are recovering from past
decline;
• the natural environment is adapting well to climate change, and
ocean processes are helping to slow down climate change;
• use of the sea’s resources is environmentally sustainable;
• people appreciate, understand and value the sea for the many
ways in which it supports our quality of life.
In planning our work for the coming years, it is important that we prioritise our actions and deploy existing resources
to best effect, tackling key current issues whilst at the same time underpinning future needs. Achieving our vision will
take many years.
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With the establishment of the Marine and Coastal Access Act 2009,
growing awareness of the importance of our seas and the excellent
platform provided by our recent programmes, we are well placed
to shift our marine work to a new level and to take forward the
process of delivering our vision of Living Seas.
At present, our knowledge of the marine environment, both in terms of biodiversity and activities which impact upon
it, is incomplete. Likewise our working relationship with, and understanding of, industries and individuals operating
in the marine environment are much less well developed than with those on land, but we are making good progress
and are becoming a respected source of information and expertise within the county as well as in the national arena.
Case Study - Dolphin Pinger Trial
• The pinger trial set out to test the practicalities and
effectiveness of using ‘pingers’ on fishing vessels to prevent
accidental entanglement of dolphins and porpoises in nets.
• A pinger is an acoustic deterrent device fitted onto a fishing
net. It works by emitting a regular sonic noise which can be
heard by cetaceans and scares them away from nets, preventing
accidental entanglement (bycatch).
• With the assistance of four volunteer fishermen the Trust
collected information both on the practicalities and the
effectiveness of using pingers on small inshore fishing vessels.
• Each vessel was equipped with two acoustic monitoring
devices (CPODs) to record the cetacean echolocation activity
around nets both with and without pingers. By using acoustic
monitoring the Trust was able to study the effect of pingers in a
short time frame in a fishery with a low bycatch rate.
• Results of the trial were extremely positive with a 48%
reduction in harbour porpoise activity around nets equipped
with pingers, and data strongly suggest that harbour porpoises
would not habituate to the pinger signal and that the deterrent
would remain effective. Results for common and bottlenose
dolphins were inconclusive due to the very low levels of
activity recorded throughout the trial.
• Very few practical difficulties associated with using the pingers
were recorded, though some concerns were raised about the
cost and life span of pingers. A new type of pinger has been
made available which has the potential to solve these problems
and the Trust is involved in trials of these new pingers.
• The involvement of fishermen in the trial was invaluable.
Funding was provided by the Esmée Fairbairn Foundation,
Defra Fisheries Challenge Fund and Trust members, the public
and local businesses through the Pinger Appeal.
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There is uncertainty with regard to the future operation of Marine Conservation Zones and the bodies charged with
overseeing their management. The recent Marine and Coastal Access Act has provided many opportunities, but putting
effective organisations and processes in place will be key to achieving sustainable management of our seas.
Widespread public support will be essential and whilst understanding and knowledge has increased in recent years,
much of what is present in, or happens at sea, goes unnoticed, and the awareness of the impacts of our actions is
often poor.
Between 2012 and 2015 our Living Seas targets are:
1. Significantly advance our knowledge of the extent and state of marine habitats and species
and factors impacting upon them.
Actions:
• Produce a marine biotope map for the north coast of Cornwall from mean high water to six nautical miles offshore.
• Engage recreational divers in carrying out Seasearch dives at each of the five Voluntary Marine Conservation Areas
(VMCAs) and establish a regular group of divers who can carry out Seasearch surveys focussing on key conservation
areas and/or habitats and species.
• Work with universities and research institutes to determine impacts and management of marine invasive species.
• Carry out cetacean monitoring and surveys alongside our strandings research to increase our knowledge of the
cetacean populations around the coast of Cornwall and produce reports on our findings.
• Work with ERCCIS (Section 4.1 Target 3) and in partnership to establish a robust data set for marine habitats
(intertidal and subtidal) for Cornwall.
2. Forge close working relationships with key sectors such as the fishing industry to influence
decisions and provide adequate protection of the marine environment.
Actions:
• Influence the designation, monitoring and management of Marine Conservation Zones (MCZs) and ensure that
management strategies proposed for MCZs provide adequate protection of the marine environment. Liaise with key
organisations to achieve this including the Maritime Management Organisation (MMO) and Cornwall Inshore Fisheries
and Conservation Authorities (IFCA).
• Provide input to the MMO’s south west marine spatial plan and the Cornwall Maritime Strategy ensuring
acknowledgement of the many and cumulative impacts on the marine environment.
• Input to consultations and work with decision makers to ensure minimal impact of development on the coast or at sea.
3. Maintain our high profile work to raise awareness of the importance of the marine
environment and to inspire people to take action to safeguard its future.
(Actions for this target are shown under our Inspiring People objective on page 18, target 1.)
4. Stand up for our marine wildlife through targeted campaigning to address key local and
national issues.
Actions:
• Deliver a sustainable seafood campaign through liaison with consumers, restaurants and the fishing industry.
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• Support other organisations in campaigning at a national level about the problems associated with marine litter.
• Provide input to the Common Fisheries Policy reform to try to overcome the structural failings of this policy and
improve the management of EU fisheries.
• Campaign for a review and reform of the Conservation of Seals Act 1970 to ensure loopholes are closed and seals are
better protected in UK waters.
5. Find common ground with partners, key stakeholders and marine sectors to find shared
solutions.
Actions:
• Propose management strategies to protect cetaceans and their ecosystems, including ongoing research in partnership
with the fishing industry to produce robust scientific evidence as to the effectiveness and practicalities of using pingers
and assessing bycatch evidence from stranded animals on the beach.
• Work with key sectors to develop codes of conduct for activities that may impact on the marine environment, such as
kayaking, coasteering and ecotourism operators.
• Work with IFCA officers to develop suitable management strategies such as byelaws where required to adequately
protect the marine environment.
• Seek to develop a shared marine strategy and work programme with The Isles of Scilly Wildlife Trust.
Key performance indicators:
• A completed biotope map for the north
coast of Cornwall by 2015.
• A network of Marine Conservation
Zones that provide adequate protection
of the marine environment with effective
MCZ management strategies.
• Effective management strategy in place
to protect inshore bottlenose dolphin
populations.
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4.3 Inspire people about Cornwall’s wildlife
and environment
The Trust recognises that widespread public support is essential if we are to deliver our Living Landscape and Living
Seas objectives. The engagement of local people and those visiting Cornwall is therefore fundamental to our work if
we are to inspire them to support and take action for wildlife and the natural environment.
Cornwall Wildlife Trust has considerable experience engaging people of all ages both in formal and informal settings.
Programmes have been diverse including education work with schools, events for members and the general public,
volunteer projects and focused training schemes. A variety of venues have been used, including Trust nature reserves.
Cornwall Wildlife Trust does not have any dedicated visitor centres.
Case study - Your Shore
Between March and December 2010, the Trust’s
Your Shore project achieved:
• Delivery of 34 public events involving 806 adults and 515
children, providing significant opportunities for people to visit
their local marine environment.
• Involvement of 232 volunteers across the five Cornwall Voluntary
Marine Conservation Areas (VMCAs) at Helford, Looe, Fowey,
Polzeath and St Agnes thus providing opportunities for people
to get involved in the conservation of their local marine
environment.
• Delivery of Seashore Safaris for 17 school groups involving
386 children and 221 adults/teachers, providing opportunities
for adults and children to learn about Cornwall’s marine
environment.
Your Shore is funded by the Heritage Lottery Fund, South West Water and
GE Money.
Many programmes have been successful, but the Trust recognises that it now needs to take a more strategic approach
and expand this area of work to underpin its Living Landscape and Living Seas ambitions. Our work to inspire people
will be firmly embedded within our Living Landscape and Living Seas programmes.
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Between 2012 and 2015 our inspiring people targets are:
1. Provide a diverse range of opportunities for people to learn about, experience and get
involved in Living Seas and Living Landscapes.
Actions:
General:
• Include opportunities for volunteers in all programmes.
• Establish a volunteer training/apprenticeship scheme.
• Keep members and supporters informed of local and national campaigns and issues, and empower them to make their
voices heard.
• Run a wide-ranging programme of events and activities for members and the general public.
• Increase the targeted use of key nature reserves to underpin our inspiring people work.
• Increasingly use, where appropriate, third party, high profile venues for our awareness raising and public engagement work.
Living Landscapes:
• Develop a people engagement project focussing on wildlife gardening and green spaces in the Camborne/Pool/Redruth area.
Living Seas:
• Develop an innovative programme of marine awareness raising using a variety of media and methods aimed at different
audiences.
• Deliver targeted activities to strengthen the Voluntary Marine Conservation Area network.
2. Expand and strengthen our junior branch, Fox Club, building on its existing strengths.
Actions:
• Deliver at least 50 Fox Club events per year and ensure wide geographical coverage of the events, linking where
possible to areas in which Fox Club members live.
• Consider branding all Trust events that are aimed at families with primary school-aged children as Fox Club events to
maximise family membership recruitment opportunities.
3. Develop our Five Acres / Two Burrows site to maximise opportunities which will underpin
our inspiring people work plans.
Actions:
• Finalise the Five Acres / Two Burrows development plan and implement its recommendations ensuring it includes
opportunities for the development of on-site inspiring people work.
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Key performance indicators:
• Volunteer training programme in place.
• Robust, self-sustaining network of VMCAs in
place by 2015.
• Wildlife Gardening programme established in
Camborne/Pool/Redruth area.
• Five Acres/Two Burrows developed for use
as key element in Trust’s awareness-raising
programmes.

4.4 Grow our resources for delivery of our
nature conservation goals
The speed and extent of delivery of our strategic objectives will depend on resources available. In the previous and
preceding Plan periods, the Trust has established and effectively implemented a fundraising strategy and programme which
has increased the funds available annually. It has had particular success with the acquisition of project and restricted
funding in recent times but, although unrestricted core funding has grown, this has presented more of a challenge.
Case study – Business Supporters’
scheme
Frugi is an organic children’s clothing company based in
Helston, and has supported the Trust since 2005. The
company donate a share of 1% of their annual turnover
through the global 1% for the Planet scheme. As long
standing Business Supporters of the Trust, their donations
have helped to fund important marine work such as the
Bycatch Evidence Evaluation Project (BEEP) project and
Pinger trial, and now support the ‘Living Seas’ marine
conservation programme. To date, the company has
donated over £20,000.
“We support Cornwall Wildlife Trust’s Living Seas programme,
as the cutting edge research work they do is amazing. We
want to help the Trust raise as much money as possible to
continue their research, and we encourage other businesses to
join their Business Supporters’ scheme. It not only feels great
knowing you’re giving something back, it makes business sense
too. Our customers support our ethical values, which is why
they come back again and again.”
Lucy and Kurt Jewson, co-founders of Frugi organic children’s
clothing.
Members of staff at Frugi have gone the extra mile and
cemented their passionate support by training as muchvalued
volunteers for the Trust’s Marine Strandings
Network.
The global recession and slow predicted economic growth, coupled with anticipated substantial cuts in public
expenditure are likely to mean that maintaining and expanding both unrestricted and restricted funding will be difficult
for the Trust. However, as with all challenging situations, opportunities may well arise and the Trust will maintain a
positive and forward-looking approach, tempered by an appropriate level of caution. Within the coming Plan period,
the Trust will celebrate its 50 th Anniversary and plans to use this opportunity to raise both profile and funds for our
work, but in a way which is sustainable in the long-term.
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Between 2012 and 2015 our growing our resources for delivery
target is:
1. Strengthen the Trust’s fundraising effort giving priority to the generation of unrestricted
core funds.
Actions:
• Continue to diversify, monitor and review our fundraising strategy and monitor the success of its implementation.
• Expand membership through a more diverse range of recruitment programmes and enhanced retention of existing
members.
• Enhance and develop our trading company, Cornwall Environmental Consultants.
• Provide greater opportunities for volunteer engagement with our fundraising operation.
• Maximise fundraising opportunities that the 50 th Anniversary generates.
• Ensure rigorous costing and fundraising for all new projects where restricted funds are secured to ensure that full
overheads costs are budgeted and secured.
Key performance indicators:
• Increase membership income to £400,000
a year by the end of 2015.
• Recruit and manage 30 Team Gold
volunteers to help run 50 th events
during 2012
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4.5 Be widely recognised in Cornwall and
beyond for our role and work
To achieve our vision, the Trust needs widespread influence and support.
We have already recognised the need to inspire people to help meet our objectives, but it is also important that we
raise the profile of our organisation and communicate the need for support.
Over recent years our marketing strategy, including work with the press and the use of digital media, has helped
us gain better recognition. There is no doubt that as we approach our 50 th Anniversary we are better known than
ever before. However, we wish to increase our profile further and be in a position to better judge the effectiveness
of this work.
The Trust strives to raise its profile to a
variety of different audiences including
residents, visitors, businesses and
funders across Cornwall and beyond.
During 2010 we:
• Improved our digital media presence by creating
Facebook pages attracting over 1,000 followers by
the end of the year.
• Received coverage with over 100 press releases,
showcasing the Trust’s work in the press, online, on
radio and on TV.
• Held the Trust’s first annual Wildlife Celebration event
in July at The Lost Gardens of Heligan which received
over 1,000 visitors.
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Between 2012 and 2015 our be widely recognised targets are:
1. Increase profile and public awareness of the Trust and our work.
Actions:
• Review and revise our marketing strategy and advocacy plans.
• Define key messages that the Trust needs to communicate.
2. Seek support for the Trust’s activities from new audiences.
Actions:
• Engage with potential wildlife ambassadors.
• Use social networking media to reach new audiences to convert them to Trust supporters and also to retain existing
Trust supporters.
• Run series of 50 th Anniversary activities to engage and gain the support from the general public.
• Develop working relationships with businesses encouraging them to become Trust ambassadors.
3. Continue to enhance cross-Trust staff and volunteer input into our marketing work with
appropriate training and support.
Actions:
• Engage staff and volunteers with 50 th Anniversary planning and implementation.
• All Trust projects and programmes to have their own marketing plans.
4. Put in place meaningful measures so we can monitor and review the effectiveness of our
marketing work.
Actions:
• Conduct market research to establish a benchmark of our profile.
• Analyse member statistics in 2011 to understand where to target our efforts during the next five years.
Key performance indicators:
• New marketing strategy in place and
implemented across the Trust by the end
of 2012.
• Demonstrate an increase in profile by 2015
to provide an understanding of the success
of marketing activity.
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4.6 Manage ourselves effectively
The Trust has always aimed to maximise the deployment of its resources to enable delivery of its conservation
objectives. Ensuring the efficient and effective running of the organisation is key to this.
We have strengthened our working with The Wildlife Trusts, both nationally and regionally, and with the Isles of Scilly
Wildlife Trust.
Over many years the Trust has developed, reviewed and modified its administrative procedures, including financial, staff
and volunteer management, governance systems and health and safety procedures. We have achieved and retained the
Investors in People standard and, when subject to external independent audit, our systems have been found to be
robust and fit for purpose.
Within this plan period we are committed to ongoing review to ensure this remains the case and will ensure we
provide sufficient resources of people, money and equipment to do so.
Within the last plan period we developed and implemented our own in-house environmental action plan which
reviewed the environmental impacts of our organisation. We still need to do more and will seek to improve our
performance in coming years.
Since April 2005, Cornwall Wildlife Trust has been
accredited as an Investors in People organisation. The
Trust believes that the staff are our greatest asset – an
opinion supported by the IiP Assessor in his latest review:
“I was impressed by the enthusiasm and commitment of all the staff I
met in making the Trust a success.”
“Staff love their work, like working for the Trust and enjoy the company
of their work colleagues. There’s also responsibility and flexible working
arrangements. For most, this combination makes for a worthwhile
package indeed.”
“The investment being made in … skills development is creating
a positive working environment where individuals are skilled and
committed to delivering the Trust’s objectives. Staff look upon the senior
team as steering the right course, professionally and with determination,
and taking them with them.”
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Between 2012 and 2015 our managing ourselves effectively targets are:
1. Ensure governance, staff and volunteer management support systems are effective.
Actions:
• Fully review and revise, as needed the structure, functions and operation of Council and its advisory committees.
• Maintain ongoing review and revision where necessary of personnel procedures, including health and safety.
• Continue to enhance volunteer support, communication and coordination systems. Consider and, if appropriate, budget
for implementation of the Investors in Volunteers standard during the plan period.
2. Ensure our operational sites and structures effectively underpin our work and objectives.
Actions:
• Define and agree future use of the Five Acres / Two Burrows site to aid delivery of our objectives; complete and begin
to implement the master plan.
• Seek opportunities to outpost staff across the county to give better geographical coverage, including the establishment
of a south east Cornwall base at West Muchlarnick Farm.
3. Maintain a sound and stable financial position.
Actions:
• Maintain efforts to rebuild as soon as possible unrestricted cash reserves to the desired level.
• Increase and further diversify the generation of unrestricted core income.
4. Work effectively with The Wildlife Trusts, collectively and individually.
Actions:
• Maintain and enhance where needed strong working links with The Wildlife Trusts and the South West Wildlife Trusts.
• Review how we work with the Isles of Scilly Wildlife Trust to ensure an effective relationship beneficial to both Trusts.
5. Minimise our environmental impact
Actions:
• Review our environmental action plan in 2012 and seek to further reduce our impacts.
Key performance indicators:
• Revised committee structure in place.
• Fully revised Health and Safety reporting
processes in place.
• Unrestricted cash reserves of £300,000 by
the end of 2015.
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5. Monitoring and review
Actions will be reviewed and monitored annually alongside associated budgets and fundraising plans. Key performance
indicators are identified as a measure of our achievement of our four-year targets. There will be a mid-term review of
this Plan early in the 2013-2014 financial year.
Cornwall Wildlife Trust Strategic Plan 2012-15 Summary of Key Performance
Indicators
Between 2012 and 2015 our key Living Landscape targets are:
Active involvement in at least four Living Landscape programmes by 2015.
Active involvement in designating at least 20 new Local Sites by 2015.
Expanded Trust nature reserve network.
Between 2012 and 2015 our key Living Seas targets are:
A completed biotope map for the north coast of Cornwall by 2015.
A network of Marine Conservation Zones that provide adequate protection of the marine
environment with effective MCZ management strategies.
Effective management strategy protecting inshore bottlenose dolphin populations in place.
Between 2012 and 2015 our key inspiring people targets are:
Volunteer training programme in place.
Robust, self-sustaining network of VMCAs in place by 2015
Wildlife Gardening programme established in Camborne/Pool/Redruth area.
Five Acres/Two Burrows developed for use as key element in Trust’s awareness-raising
programmes.
Between 2012 and 2015 our key growing our resources for delivery
targets are:
Increase membership income to £400,000 a year by the end of 2015.
Recruit and manage 30 Team Gold volunteers to help organise 50 th events during 2012.
Between 2012 and 2015 our be widely recognised targets are:
New marketing strategy in place and implemented across the Trust by the end of 2012.
Demonstrate an increase in profile by 2015 to provide an understanding of the success of
marketing activity.
Between 2012 and 2015 our managing ourselves effectively targets are:
Revised committee structure in place.
Fully revised Health and Safety reporting processes in place.
Unrestricted cash reserves of £300,000 by the end of 2015.
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Key staff contacts
Deliver a living landscape for Cornwall
Cheryl Marriott Conservation Manager ext 210
cheryl.marriott@cornwallwildlifetrust.org.uk
Restore Cornwall’s living seas
Ruth Williams Marine conservation manager ext 207
ruth.williams@cornwallwildlifetrust.org.uk
Inspire people about Cornwall’s wildlife and environment
Cheryl Marriott Conservation Manager ext 210
cheryl.marriott@cornwallwildlifetrust.org.uk
Grow our resources for delivery of our nature conservation goals
Marie Preece Head of Marketing and Fundraising ext 252
marie.preece@cornwallwildlifetrust.org.uk
Be widely recognised in Cornwall and beyond for our role and work
Marie Preece Head of Marketing and Fundraising ext 252
marie.preece@cornwallwildlifetrust.org.uk
Manage ourselves effectively
Ba Whitehead Central Services Manager ext 278
ba.whitehead@cornwallwildlifetrust.org.uk
Other strategic or partnership working enquiries
Victoria Whitehouse Head of Conservation ext 211
victoria.whitehouse@cornwallwildlifetrust.org.uk
Photography by Cornwall Wildlife Trust, Liz Cox, Abby Crosby, Joan Edwards, Adrian Langdon, Annabelle Lowe, Cheryl Marriott,
Sheila McCann-Downes, Dan Murphy, Malcolm Nimmo, Colin Speedie Shark Foundation, Chris Whitworth.
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Cornwall Wildlife Trust, Five Acres, Allet, Truro, Cornwall TR4 9DJ
Tel: (01872) 273939
Email: info@cornwallwildlifetrust.org.uk
www.cornwallwildlifetrust.org.uk
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Registered charity number 214929