Project Period 6/02/ /30/2015 Project Location Description (from Proposal) Project Summary (from Proposal)

Transcription

1 Easygrants ID: National Fish and Wildlife Foundation NFWF Project ID: Fisheries Innovation Fund Submit Final Programatic Report (New Metrics) Grantee Organization: Fishermen's Marketing Association of Bodega Bay Project Title: Regional Community Fishing Association and Sustainability Planning (CA) Project Period 6/02/ /30/2015 Project Location (from Proposal) Project Summary (from Proposal) This project focuses Bodega Bay and Bolinas, historic fishing communities on the Northern coast of California, located 67 and 28 miles north, respectively, of San Francisco. Create two new Community Fishing Associations in Bodega Bay and Bolinas, California. Project will develop business, sustainability, and legal entity plans to drive regional economic, social and environmental sustainability. Summary of Accomplishments This project proposed a regional approach to modernize governance and infrastructure of two of California s important fishing communities: Bodega Bay and Bolinas. Under the 2011 trawl rationalization program and its new catch share fisheries management regulations, small-boat commercial fleets must adapt to stay in business. Bodega Bay and Bolinas proposed to complete the underlying work required to form two new Community Fishing Associations: legal entities established by the Magnuson Act that support sustainable fishing and provide new opportunities for economic stability and job creation. While different in terms of existing infrastructure and fleet size, both ports have a history of reliance on fishing characterized by small, family-owned boats and diverse shoreside businesses. Despite increasing regulation, rising costs, and competition from imports, both communities retain a core fishing fleet. This project, through an innovative capacity building process that brings stakeholders together, provided strategic and business planning aimed at building economic, social, and environmental sustainability. In general, fishermen from both communities were engaged and involved throughout the whole process. In Bodega Bay, an average of 7-10 fishermen attended each meeting. In Bolinas, a far smaller port, 2-3 fishermen attended each meeting. Participants were enthusiastic and buzz was generated though both communities. In Bodega Bay, a new LLC was formed, compete with an operations agreement and membership standards. A lease was signed with Sonoma County to create a new working waterfront at a previously vacant and decaying dock space. Bodega Bay CFA members volunteered their time and labor to revive the space, and the Board is seeking an operations manager to run a new offloading business. In Bolinas, the newly formed CFA Board determined that fiscal sponsorship with a local Marin entity was preferable to managing their own separate legal entity. A CSP and strategic plan were both completed for Bolinas and Bodega Bay. Plans are designed to create working waterfronts, protect access to traditional fishing sectors, and encourage new entrants. This project resulted in a clear understanding of Bolinas and Bodega Bay as fishing communities, and created opportunities and strategies that empowered each community to successfully interact with the Pacific groundfish catch share program. When the project was first conceived, the regional approach was based on geography and a desire to get the commercial fleet organized to ultimately acquire groundfish quota. Now, at the conclusion of the yearlong project during which resources and ideas were shared, both CFA s feel empowered to work together to accomplish mutual goals. Additionally, their positive experience has inspired other ports, particularly Humboldt and Eureka, to seek business and sustainability planning to create their own CFA s. This is an exciting and positive outcome that has potential to keep local fishing fleets operating well into the future. Lessons Learned A few key lessons from this project are potentially applicable to other fishing associations aspiring to create CFA s. First, not all CFA s are created equally it is critical to communicate regularly with fishermen Board members about their goals and objectives on how they want their particular CFA to operate. Each may have differing ideas of membership standards, involvement of non-commercial fishermen members outside, the types of business ventures they feel capable of undertaking, for profit or nonprofit status, and much more. It is vital to think through the process carefully and methodically, with input from members throughout the whole process. For example, the Bodega Bay has an active Board, financial accounting practices in place, dues-paying membership, and a long history of community development. With that said, Bodega Bay had the social capital and structural foundations

2 to create new legal entity and a fishermen-run working waterfront. Conversely, the fishermen in Bolinas determined that they did not want the accountability of a new legal entity and preferred instead to use an existing umbrella organization as a fiscal sponsor. The second important lesson learned, is that varied consultant knowledge and teamwork is very important. So many issues arise when putting together a CFA, that diverse expertise on a variety of topics is required. During the course of this yearlong project, consultants had to address corporate, tax, real estate, business, financial, and economic questions, none of which would have been applicable to the project without an already competent grasp of fisheries policy, permitting, and biology issues. Finally, as expected, commercial fishermen are not always an easy group to organize. Fishing seasons make meeting difficult to schedule and many fishermen choose not to carry cell phones or use . Consultants learned that the best way to make progress on this project was to get the group together by traveling to the ports and literally rounding up fishermen. This was not at all for lack of their enthusiasm or interest in the project, it is just the way they operate and why they because self-employed commercial fishermen to begin with. This is likely not a project in which a typical conservation organization would find success. Working with fishermen takes experience, patience, and time invested to gain their trust.

3 Activities and Outcomes Capacity, Outreach, Incentives FIF - Fishing season - # of days Enter the # of days open to fishing within the regular season # of days - Current # of days - Grant Completion Currently the 2 primary fisheries in Bodega Bay and Bolinas are crab and salmon, that combined with weather and productivity there are approximately 90 days of fishing. With implementation of a CFA these fleets will increase access to groundfish, halibut and blackcod. This will then increase fishing days approximately 30% for these fleets. Although this is not a short term goal, we still believe this will happen in the long-term. Capacity, Outreach, Incentives FIF - Change in economic performance - % profitability Enter the percent of revenue represented by profit (profit/total revenue) % profitability - Current 0.00 % profitability - Grant Completion 0.00 CFA s taking on new markets for greater profitability 10-15% increase in price per pound fishermen receive for harvest. Although we still believe this to be true, we have not sold product through the CFA yet. We were hoping on the crab season as our launch but due to the stalled season, we will have to wait until Jan 1st to find out. Planning, Research, Monitoring FIF - Tool development for decision-making - # tools developed Enter the number of tools developed # tools developed - Current 0.00 # tools developed - Grant Completion Bolinas CFA strategic plan; Bolinas Community Sustainability Plan; Bodega Bay CFA business plan; Bodega Bay Community Sustainability Plan; Bodega quota business plan summary; 2 RFP for waterfront property, Manage job description, MOU between CFA and FMA, Bodega Financial Analysis (2) unloading business, distribution business; Term sheet for Bodega CFA and McGowen trucking; Bodega Bay LLC Operating Agreement; CFA Membership agreements (2); Fiscal Sponsorship for Bolinas - all documents. Planning, Research, Monitoring FIF - Management or Governance Planning - # plans developed Enter the number of plans developed that had input from multiple

4 stakeholders # plans developed - Current 1.00 # plans developed - Grant Completion 9.00 Bolinas CFA - Fiscal sponsorship, by-laws, membership agreement, waterfront lease RFP Bodega Bay CFA - MOU, waterfront lease RFP, membership agreement, terms of operations with McGowen, LLC Operating Agreement Planning, Research, Monitoring FIF - Reduction in by-catch - # of individuals saved Enter the number of individuals saved through use of safer gear or practices # of individuals saved - Current 3.00 # of individuals saved - Grant Completion hook and line. little physical access, little quota. Salmon and crab - exceptionally low by-catch and even lower season success this year. number is 50 because the previous is true for all of the fishermen in the FMA in Bodega and Bolinas. We have instilled steps to address by-catch and scientific partnerships if quota acquisition and leasing occurs. Capacity, Outreach, Incentives FIF - Outreach/ Education/ Technical Assistance - # people with changed behavior Enter the number of individuals demonstrating a minimum threshold of behavior change # people with changed behavior - Current 4.00 # people with changed behavior - Grant Completion fishermen in Bolinas and 8 in Bodega. Capacity, Outreach, Incentives FIF - Outreach/ Education/ Technical Assistance - # people reached Enter the number of people reached by outreach, training, or technical assistance activities # people reached - Current 5.00 # people reached - Grant Completion Bodega and Bolinas fishing communities, district policy makers, PCFFA board members, College of Marin, Slow Food Sonoma, MarinLink, Ag Innovations, National Permit Banking Workshop, Farm-to-shelf - Sonoma Marketing Firm. Capacity, Outreach, Incentives

5 FIF - Economic benefits - # jobs created Enter the number of jobs created # jobs created - Current 0.00 # jobs created - Grant Completion FTE CFA Operations Manager..5 CFA Admin. Capacity, Outreach, Incentives FIF - Economic benefits - # jobs sustained Enter the number of jobs sustained # jobs sustained - Current # jobs sustained - Grant Completion bolinas. 30 bodega. fishing jobs. Capacity, Outreach, Incentives FIF - Building institutional capacity - # FTE with sufficient training Enter the number of staff or full-time equivalents with sufficient training and skills engaged in conservation activities # FTE with sufficient training - Current 0.00 # FTE with sufficient training - Grant Completion 1.50 CFA Operations Manager 1 FTE. CFA Admin.5 Species-specific Strategies FIF - Fishing effort - Catch per unit effort Enter the catch per unit effort Catch per unit effort - Current Catch per unit effort - Grant Completion Fishing effort was calculated by pounds over revenue. The estimated effort will stay consistent, but production will increase with the CFA models because this will increased the diversity of which they can catch. However, costs of catching those fish will still exist. Therefore, revenue and pounds will increase at a similar rate. With the introduction of new market and triple bottom line standards, ideally revenue will grow at a higher rate than harvest pounds. SAME from the beginning to the END Capacity, Outreach, Incentives FIF - Outreach/ Education/ Technical Assistance - # people with changed behavior Enter the number of individuals demonstrating a minimum threshold of behavior change

6 # people with changed behavior - Current 3.00 # people with changed behavior - Grant Completion bolinas. 8 bodega. Capacity, Outreach, Incentives FIF - # participants complying with their incentive agreement - # participants in compliance Enter the number of participants complying with their incentive agreement # participants in compliance - Current 0.00 # participants in compliance - Grant Completion fishermen bolinas. 8 fishermen bodega. 1 McGowen Trucking. 1 Sonoma Parks and Recreation Waterfront CFA Lesser. Planning, Research, Monitoring FIF - Monitoring - # monitoring programs Enter the number of monitoring programs established or underway # monitoring programs - Current 0.00 # monitoring programs - Grant Completion Bolinas: Fiscal Sponsorship Quarterly Reporting. - Bodega: Monthly Financial Obligational Reporting to Sonoma County (pounds landed * x-vessel) Planning, Research, Monitoring FIF - Monitoring - # vessels in monitoring program Enter the number of vessels engaged in monitoring programs. # vessels in monitoring program - Current 0.00 # vessels in monitoring program - Grant Completion Bolinas. 8 Bodega. 10 McGowen Trucking and Distribution (term agreement and waterfront real-estate fishing business unloader: must comply with Bodega CFA terms and agreements) Planning, Research, Monitoring FIF - Monitoring - tons traced through supply chain Enter the number of tons that are traced through the supply chain. tons traced through supply chain - Current 0.00 tons traced through supply chain - Grant Completio is a mid-term metric. Once CFA's are established and product is being moved through the CFA, we will be able to trace their product. Ideally, traceability will begin after incorporation. However, due to logistics and a poor salmon season, pounds of

7 fish have not moved over our dock space. We are hoping this will change once the delayed crab season opens. Hence the contract with McGowen Trucking and Distribution. Species Outcome reduction in discards 10% Optional Other Metric Other Metric - percentage of members who reduce discards of underutilized species because the CFA can find niche markets for under-used and under-valued species. TBD after pound start moving over the new CFA owed lease. Other Metric - Habitat Conservation Develop higher value markets for low, impact gear (hook and line, jig and traps) Optional Other Metric Through the planning and capacity building provided by this grant, relationships were established with several buying markets: real good fish, ocean to table, two x sea, noyo fish company. All are based and serve north central California. Other Metric - Capacity, Outreach, Incentives Creation of Regional/Community Fishing Associations Optional Other Metric # of fisherman directly participating in/contributing to project baseline 3 completion 14 # of CFAs - baseline 0; completion 2. TRUE.

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9 The following pages contain the uploaded documents, in the order shown below, as provided by the grantee: Upload Type File Name Uploaded By Uploaded Date Final Report NFWF Programmatic Report Hirschbein, Kalla 02/29/2016 Narrative - Standard Revised.doc Photos - Jpeg consultant on forklift.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg Consultant working at new hoist.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg Entity planning 1.JPG Hirschbein, Kalla 11/24/2015 Photos - Jpeg Kickoff meeting agenda.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg Kickoff meeting biz planning 1.JPG Hirschbein, Kalla 11/24/2015 Photos - Jpeg Kickoff meeting planning 2.JPG Hirschbein, Kalla 11/24/2015 Photos - Jpeg marketing planning.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg New BBCFA hoist 1.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg New masons marina hoist.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg New Masons Marina storage yard.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg org planning.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg Vacant Masons Marina slips.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg Vacant Masons Marina slips 2.jpg Hirschbein, Kalla 11/24/2015 Photos - Jpeg vacant masons marina slips 3.jpg Hirschbein, Kalla 11/24/2015 Other Documents Rep. Huffman Announces $220,000 in Hirschbein, Kalla 12/25/2015 Federal Grants to Promote Local, Northern California Agriculture.pdf Other Documents McGowan term sheet.docx Hirschbein, Kalla 12/25/2015 Other Documents Potential Pricing McGowan.xlsx Hirschbein, Kalla 12/25/2015 Other Documents BBQF Biz Plan v2.docx Hirschbein, Kalla 12/30/2015 Other Documents BBCFA Operating Agreement FINAL.docx Hirschbein, Kalla 01/05/2016 Other Documents Bodega Bay CSP FINAL.docx Hirschbein, Kalla 01/05/2016

10 Other Documents Other Documents CFA and Sustainabilty Planning FINAL.docx Bolinas membership agreement FINAL.docx Hirschbein, Kalla 01/08/2016 Hirschbein, Kalla 11/24/2015 Other Documents Bolinas Bylaws Final.doc Hirschbein, Kalla 11/24/2015 Other Documents Bolinas IRS EIN letter.pdf Hirschbein, Kalla 11/24/2015 Other Documents MarinLink Application FINAL.docx Hirschbein, Kalla 11/24/2015 Other Documents Other Documents Dock license term sheet - Bolinas V3.docx MarinLink consent letter Community Fishing Association.pdf Hirschbein, Kalla 11/24/2015 Hirschbein, Kalla 11/24/2015 Other Documents Fiscal Sponsorship Agreement the Hirschbein, Kalla 11/24/2015 Community Fishing Association of Bolinas pdf Other Documents MarinLink IRS 501(c)(3).pdf Hirschbein, Kalla 11/24/2015 Other Documents Bodega membership agreement.docx Hirschbein, Kalla 11/24/2015 Other Documents Director of Operations & Marketing.docx Hirschbein, Kalla 11/24/2015 Other Documents Bodega RFP Final.pdf Hirschbein, Kalla 11/24/2015 Other Documents Bus Plan Presentation 1.pdf Hirschbein, Kalla 11/24/2015 Other Documents MOU CFA FMA V1.doc Hirschbein, Kalla 11/24/2015 The following uploads do not have the same headers and footers as the previous sections of this document in order to preserve the integrity of the actual files uploaded.

11 Final Programmatic Report Narrative Instructions: Save this document on your computer and complete the narrative in the format provided. The final narrative should not exceed ten (10) pages; do not delete the text provided below. Once complete, upload this document into the on-line final programmatic report task as instructed. 1. Summary of Accomplishments In four to five sentences, provide a brief summary of the project s key accomplishments and outcomes that were observed or measured. The fishermen in Bodega Bay and Bolinas each created and modernized their entity infrastructures. Now, Bodega Bay Fishermen s Marketing Association wholly owns and operated a new limited liability corporation, the Bodega Bay Community Fishing Association (BBCFA), which owns and operates a hoist out of Masons Marina. Similarly, Bolinas, who before this project had no formal fishing organization, has the necessary documentation and fiscal sponsorship to maintain the Bolinas Community Fishing Association (BCFA). As expected, this project s key accomplishments to innovate a regional approach in accordance with the Magnuson-Stevens Fishery Conservation and Management Act (Magnuson Act) were achieved. Three main document types were completed: 1. business or strategic planning; 2. community sustainability planning; and 3. legal entity formation but to our findings, these documents were not the priorities of establishing the CFA, but rather the on-going legal documents, negotiations with and among stakeholders and developing new phases of CFA responsibly and opportunities were leading factors in executing a successful project. The applicants engaged both a business and legal consultant who completed the underlying work necessary to form two separate CFA s. This project identified critical issues and solutions to the rapidly changing regulatory, economic, and environmental conditions in the fishing industry. By working together in this regional approach, both communities optimized resources and built capacity through innovative fishery association management. 2. Project Activities & Outcomes Activities Describe and quantify (using the approved metrics referenced in your grant agreement) the primary activities conducted during this grant. Briefly explain discrepancies between the activities conducted during the grant and the activities agreed upon in your grant agreement. Outcomes Describe and quantify progress towards achieving the project outcomes described in your grant agreement. (Quantify using the approved metrics referenced in your grant agreement or by using more relevant metrics not included in the application.) Briefly explain discrepancies between what actually happened compared to what was anticipated to happen. Provide any further information (such as unexpected outcomes) important for understanding project activities and outcome results. In general, fishermen from both communities were engaged and involved throughout the whole process. In Bodega Bay, an average of 7-10 fishermen attended each meeting. In Bolinas, a far smaller port, 2-3 fishermen attended each meeting. Participants were enthusiastic and buzz was generated though both communities. The fisheries landscape has continued to evolve, yet not to the benefit of the small boat fleet, particularly in the groundfish fishery. When the project was first conceived, the regional approach was based on geography and a desire to get the commercial fleet organized to ultimately acquire groundfish quota. Now, at NFWF Final Programmatic Report

12 the conclusion of the yearlong project during which resources and ideas were shared, both CFA s feel empowered to work together to accomplish mutual goals. Both Bodega Bay and Bolinas CFA Boards are currently working together with other CFA s, such as San Francisco and Half Moon Bay, to support small boat needs. Additionally, their positive experience has inspired other ports, particularly Humboldt and Eureka, to seek funding opportunities to create their own CFA s. This is an exciting and positive outcome that has potential to keep local fishing fleets operating well into the future. This plan s methodology was based on the rational planning process and strategic planning model. The contractors worked with the BBFMA and fishermen in Bolinas and their respective counties, Sonoma and Marin, to identify community partners in government and other civic groups to assemble advisory groups. A regional approach to facilitation techniques and stakeholder input guided decisions regarding the individual CFA goals and objectives, membership guidelines, governance structures, operational activities, and other analyses needed to effectively implement each individual CFA. Data collected from these processes was used to inform and complement triple bottom-line metrics (economic, social, ecological). First, advisory groups were created through a community introduction to the project goals and deliverables. Secondly, the consultants facilitated training for the advisory groups to explore other CFA models to assess how they could be applied to promote the unique qualities of Bodega and Bolinas. Subjects such as organizational infrastructure, governance, optimal legal entity incorporation, and management and personnel requirements were discussed through monthly in-person meetings with the advisory groups and partners. Next, the groups developed operational plans based on community priorities, which differed for each community as indicated in the membership standards, business plans for BBFMA, and a strategic plan for Bolinas. Finally, consultant assisted with financial projections of cash flows and income statements for Bodega s fish unloading and wholesale and retail operations. Rather than putting together a recommendation list at the end of the project, funding sources and partnerships needed for CFA implementation for both communities were identified and seized throughout the duration of the project. For example, MarinLink as a fiscal sponsor for Bolinas CFA and United States Department of Agriculture for Bodega fish unloading and wholesale/retail business operations of the Bodega CFA. This project entailed three main work components: business and strategic planning, community sustainability planning, and legal planning: NFWF Final Programmatic Report

13 In this area or project work, there were no discrepancies between the activities conducted and the activities proposed by the grant proposal. However, throughout the project, it was determined that other actives became more of a priority such as conducting meetings with property owners and completing necessary paperwork for waterfront property acquisition rather than creating planning documents. Also, it was learned that Bodega CFA actually considered 2-3 business plans as we made progress through defining goals and objectives; for example, (1) a business plan for quota leasing, (2) a business plan for a fish unloading business, and (3) business plan for a wholesale and/or retail seafood business. Although the consultants attempted to address concerns and fundamental action steps needed for each of these structures and business operations, such activities were not anticipated, nor with in the scope of the project. This refocus of the project resulted in less focused tangible deliverables, but was more appropriate for successful implementation and improved the opportunity for harnessing long-term sustainability metrics for the CFAs. Metrics categorized as capacity, outreach and incentives were measured in number of fishermen participants, number of meetings, number of advisory group attendants and participants, and outreach events and policy forums. Bodega had 7-10 participating fishermen in each meeting, conducted meetings as a groups and several one-on-one meetings with one another, political figure heads, and the consultants with regular phone calls and s in between (No lobbying was done using NFWF funds meetings with policymakers were done to educate and inform decision makers about on-the-ground issues facing the fleet). Consultants attended two outreach and networking events: National Permit Banking Workshop hosted by Cape Cod Fisheries Trust and Community Fisheries Network conference hosted by Ecotrust and the Island Institute. Representative Jared Huffman also referenced the Bodega Bay CFA is a press release on October Several governance and planning documents and presentations have been created for both Bolinas and Bodega CFAs such as by-laws, fiscal sponsorship agreements and quarterly reports, membership agreements, two CSPs, one waterfront property lease, one waterfront property legal term agreement, one operating agreement, one MOU (between Bodega Bay FMA and CFA), distraction between three businesses and associated operations (for Bodega Bay), staff descriptions, marketing contact lists and partnerships, CFA banking accounts, EIN paperwork, etc. The activities of this project have not only created tools for success but have accomplished the establishment of two active community-based fishing organizations defined by goals of their program, consists of residents who conduct commercial fishing, and the development of community and sustainability plan. They are legal entities, whose structures complement each communities human and financial capital, support participatory management and embrace the current policies and regulations defined by section 303A of the MSA outlining the guidelines for a CFA. Furthermore, the Bolinas CFA has undergone a shared receiver s license from the State of California, which allows the CFA to collectively wholesale unprocessed seafood and directly provided economic incentive for them to work together. Additionally, the two groups have reached out to PCFFA, SFCFA and leaders in the fishing community of Humboldt County to create a unified ground fish policy committee that collectively supports a liaison to the PFMC, who represents and researches the interests of the small-boat fleet identified in the community sustainability plans. NFWF funds supported the technical capacity provided by the consultants, not the actual capital to acquire property, purchase the hoist, or other equipment. COMMUNITY SUSTAINABILITY PLANNING This project s methodology consisted of three prongs: 1. Research was conducted on existing community sustainability plans and thresholds associated with a sustainable fishing community for CFA s along the West Coast (i.e. Port Orford, Morro Bay, and Monterey Bay); 2. The Magnuson Act was reviewed to ensure that the plans satisfied the law s essential requirements; and 3. Triple bottom-line metrics - ecological, social equity, and economic NFWF Final Programmatic Report

14 issues - and/or performance-based standards that ensure sustainable fishing practices, were evaluated and applied to each community s priorities and desired outcomes. Community Ecological Social Equity Economic Bodega Bay - Increased and/or continued participation of fishing stakeholders in fishing policy; - Experimentation and implementation of shared VMS; - Sea level change preparation at the new hoist at Masons Marina; - Continued use of existing lowimpact gear types; Maintain and increase local stocks; - Less waste due to better ice and storage facilities; - Reduction in miles traveled/fuel used created focusing on local market development; Increase consumption of locally caught seafood; - Minimize bycatch and habitat impacts; - Support and advocate the use of less destructive/more selective fishing gear for use by fisheries managers in conducting fish stock surveys. - Increase demand for diversity of fishing jobs; - Increase accessibility to new entrants; - Strengthen fishing association infrastructure; - Increase level of local and regional food consciousness; - Maintain small-boat commercial fishing fleet; - Develop and implement community education programs; - Leverage relationship between BBCFA and Bodega Bay community; - Build relationships between BBCFA and conservation community; - Build relationships between BBCFA and other fishing associations; - Leverage relationships between BBCFA and local buyers, restaurants, processers; - Encourage and support women in fishing and fishing support roles; - Increase community support of local fishermen; - Provide public access to locally harvested seafood; - Preserve the owner/operator community-based commercial fishing model at the Bodega Bay Harbor. - Access to diverse species/portfolio fishing; - Maintain community access to fisheries by positioning CFA as qualified either to receive initial allocations in catch share-based management programs or to acquire quota; - Increased waterfront tourism, including opportunity for off-theboat sales directly to visitors; - Increased demand for product; Increased price per pound for landings; - Recruitment of additional vessels for offloading; Increased local food security; - Higher return based on awareness of higher quality; - Cultivate opportunities for local processing; Encourage wholesale markets to buy Bodega Bay seafood; - Access to financing for fishermen seeking to lease quota shares; - Seafood branding and marketing strategy developed and implemented; - Establish funding to provide affordable access for *qualifying* fishermen and new entrants Bolinas - Increased and/or continued participation of fishing stakeholders in fishing policy; - Experimentation and implementation of shared VMS; - Continued use of existing lowimpact gear types; - Maintain and increase local stocks; - Reduction in miles traveled/fuel used created focusing on local market development; - Increase consumption of locally caught seafood; - Minimize bycatch and habitat impacts; - Support and advocate the use of less destructive/more selective fishing gear for use by fisheries managers in conducting fish stock surveys. - Support and advocate for adoption of full retention of al fish caught. NFWF Final Programmatic Report Increase demand for diversity of fishing related jobs; - Increase accessibility to new entrants; - Strengthen fishing association infrastructure; - Increase level of local and regional food consciousness; - Maintain small-boat commercial fishing fleet; - Develop and implement community education programs; - Leverage relationship between BCFA and community of Bolinas; - Build relationships between BCFA and conservation community; - Build relationships between BCFA and other fishing associations; - Leverage relationships between BCFA and local buyers, restaurants, processers; - Increase community support of local fishermen; - Provide public access to locally harvested seafood; - Access to diverse species/portfolio fishing; - Maintain community access to fisheries by positioning CFA as qualified to receive initial allocations in catch share-based management programs or acquire quota; - Increased demand for product; - Increased price per pound for landings; - Increased local food security; - Higher return based on awareness of higher quality; - Cultivate opportunities for local processing; - Access to financing for fishermen seeking to lease quota shares; - Seafood branding and marketing strategy developed and implemented; - Establish funding to provide affordable access for *qualifying* fishermen and new entrants to the fishery. 4

15 - Preserve the owner/operator community-based fishing model The final CSP s combine key social and economic needs with environmental performance indicators and strategies for future harbor operations and fisheries support. Strategies will empower both Bodega Bay and Bolinas to engage in and take advantage of opportunities in today s rapidly changing fisheries policy landscape. The most telling example of this project s successful activity is BBCFA s new hoist and unloading operation and the formerly vacant Masons Marina. BBCFA is also exploring additional options for diversifying their economic development, such as quota acquisition and leasing programs, community supported fisheries projects, and building direct to consumer markets. This is a very significant outcome given the evolving trend of poor salmon and crab seasons. Using NFWF support, fishermen were able to think through possibilities for new markets and creative ways to sustain the Bodega fleet. Consultants negotiated a favorable lease deal with the County of Sonoma that will enable to Bodega fishermen to land locally caught fish and market directly to consumers, rather than use a middle-man offering lower prices. The hope is that the Bodega fishermen will be able to make more money for the same or less fishing effort. The process engaged local commercial fishing business and community leaders in the planning effort through meetings and regular exchanges of ideas based on information gained through the above-described advisory group activities. Consultants developed economic and social indicators and summarized regulatory and stock status of key fisheries in the two regions. Consultants also brainstormed future opportunities in these fisheries and considered environmental, economic, and social requirements for fishing community sustainability. Consultants met several times in each community with groups of local fishermen. Local restaurants and buyers were also contacted to develop additional markets in each community. It was critical that the CSP s reflect the region s on-the-ground realities and be useful in quantifying social needs, economic needs, and environmental performance in the communities specific fisheries. Then, each new CFA would have the tools to assimilate regulatory and market changes/projections into their future strategies. In this area or project work, there were no discrepancies between the activities conducted and the activities proposed by the grant proposal. There was one main unexpected outcome. Project consultants were aware of the differences between Bolinas and Bodega as fishing communities, and expected the final CSP documentation to reflect those differences. However, one main difference was not anticipated. BBCFA was very interested in its potential to build a new business and pursued a lease agreement with Sonoma County to build a new fishermen owned working waterfront. Their plans for this space are very ambitious and include building local markets for direct to consumer sales. Through their CSP process, the value of their product inspired them to think above and beyond the usual fishing business and they took a lot if inspiration from other CFA s. They applied for and received a USDA Local Food Promotion Program grant that will enable them to continue this project and build up their product value in Sonoma County and beyond. Interestingly, though Bolinas went through the same process and discussion with consultants, the local fleet in Bolinas determined that their value was staying small and very local. Most of their catch is sold within 60 miles and they want to keep it that way. They find the most value in their relationships with the handful of restaurants and markets that they currently sell to, and want to keep their operation very small. For them, maintaining access to their dock and regaining access to groundfish is the most important. They do not have ambitious plans to expand beyond Marin, and highly value their small community nature. LEGAL Each port had unique infrastructure, association policies and priorities, and differing visions about CFA operations. The legal consultant began by researching existing legal structures of CFA s and similar community-based fishing organizations (e.g., community development quotas) throughout the country, including those on the Pacific Coast and Alaska. Research also entailed an examination of options for corporate entity formation. Business and legal consultants worked together to determine the best legal entities for each fishing association, based on the business NFWF Final Programmatic Report

16 and strategic planning process, as well as criteria such as maintaining grant eligibility, tax status, projected operations, and protecting association assets. The legal consultant worked closely with the fishing association boards to draft all required legal documents to complete the CFA entity structure. Regulators have yet to adopt a comprehensive set of CFA guidelines for creation of CFA s, so all efforts were made to ensure existing and future entities are similarly formed. The legal consultant approached each community individually to devise the best CFA governance strategy. Originally, Bodega Bay thought that a three-entity approach maintain their existing 501(c)(5) agricultural organization, creating a new corporation (either an LLC or C corp), and new 501(c)(3) nonprofit corporation - best fit their plan to build and manage a fishermen-owned working waterfront. However, this structure was determined to be more than they needed, and the (c)3 nonprofit entity was not created. Instead, BBFMA decided the best legal structure for their new CFA was a limited liability company. The legal consultant drafted a single-member operating agreement (the BBFMA wholly owns the BBCFA LLC), and membership agreement, but new bylaws were not required. Their final governance structure, their existing fishermen s marketing association and the new LLC, perfectly fit their desired outcome: protect FMA assets, maintain grant eligibility, enable them to operate a hoist, participate in sales and direct marketing, hold quota, and participate in educational or other traditional nonprofit programs. For Bolinas, the legal consultant drafted new by-laws, and researched the best type of legal entity for their new CFA. Bolinas also had an unexpected outcome. The newly formed board of directors determined that they did not have the social capital required for maintaining an independent legal entity. They valued their lack or structure and did not have the capacity or long-term resources needed to maintain administration records and other such necessities required by owning a legal entity. Instead, they opted to work with MarinLink as a legal sponsor. They obtained nonprofit status though this sponsorship agreement, and are now grant eligible without having to formally comply with nonprofit status requirements. Both the legal and business consultants did a lot of technical work beyond the expected scope of the project proposal, all related to the forming of the new CFA s. First, membership agreements were created for each new CFA. This entailed discussions at port meetings and a lot of extra legal research and work with fishermen. Second, consultants did not anticipate answering a request for proposal from Sonoma County for the Masons Marina lease space. For this, the legal consultant worked closely with pro bono counsel to develop license terms and negotiated with the County for a two-year license agreement that gave BBCFA exclusive access to their new waterfront. Third, a request for proposal was also prepared for Bolinas to access their dock space owned by the College of Marin, but it has not yet come to fruition do the lessor s pending sale status. Fourth, both the legal and business consultants prepared a term sheet and are engaged in ongoing negotiations for a local seafood offloading company to operate its business out of Masons Marina. This has entailed a great deal of communication with the board of directors, as well as researching various legal issues, and honing the business plan to best suit the BBCFA s intended outcomes. Finally, the legal consultant was invited to attend a National Permit Banking Workshop hosted by the Cape Cod Fishermen s Alliance in Boston, MA. Attendance was highly beneficial for both Bodega Bay and Bolinas, as their interests were represented, and the consultant came back with many new ideas on how to implement future quota acquisitions. 3. Lessons Learned Describe the key lessons learned from this project, such as the least and most effective conservation practices or notable aspects of the project s methods, monitoring, or results. How could other conservation organizations adapt their projects to build upon some of these key lessons about what worked best and what did not? A few key lessons from this project are potentially applicable to other fishing associations aspiring to create CFA s. First, not all CFA s are created equally it is critical to communicate regularly with fishermen Board members about their goals and objectives on how they want their particular CFA to operate. Each may have differing ideas of membership standards, involvement of non-commercial fishermen members outside, the types of business ventures NFWF Final Programmatic Report

17 they feel capable of undertaking, for profit or nonprofit status, and much more. It is vital to think through the process carefully and methodically, with input from members throughout the whole process. For example, the Bodega Bay has an active Board, financial accounting practices in place, dues-paying membership, and a long history of fisheries activism, so were ready to take on a new legal entity and a fishermen-run working waterfront. Conversely, the fishermen in Bolinas determined that they did not want the accountability of a new legal entity and preferred instead to use an existing umbrella organization as a fiscal sponsor. The second important lesson learned, is that varied consultant knowledge and teamwork is very important. So many issues arise when putting together a CFA, that diverse expertise on a variety of topics is required. During the course of this yearlong project, consultants had to address corporate, tax, real estate, business, financial, and economic questions, none of which would have been applicable to the project without an already competent grasp of fisheries policy, permitting, and biology issues. Finally, as expected, commercial fishermen are not always an easy group to organize. Fishing seasons make meeting difficult to schedule and many fishermen choose not to carry cell phones or use . Consultants learned that the best way to make progress on this project was to get the group together by traveling to the ports and literally rounding up fishermen. This was not at all for lack of their enthusiasm or interest in the project, it is just the way they operate and why they chose to become self-employed commercial fishermen to begin with. This is likely not a project in which a typical conservation organization would find success. Working with fishermen takes experience, patience, and time invested to gain their trust. 4. Dissemination Briefly identify any dissemination of lessons learned or other project results to external audiences, such as the public or other conservation organizations. Information from this project was disseminated through a number of venues. Attendance at Pacific Coast Federation of Fishermen s Associations was highly beneficial both to the PCFFA Board and members of the Bodega Bay and Bolinas fleet. Bolinas is not currently a PCFFA member, but has plans to join. Information about this project disseminated at these meeting has piqued interest among other fishing associations to develop their own CFA s. Humboldt is currently laying the groundwork to apply for a NFWF grant in As mentioned above, the legal consultant was invited to represent Bodega Bay and Bolinas at a National Permit Banking Workshop in Boston. During this meeting, information about issues facing the fleet came as a surprise to many fellow fishing associations, and alliances were built among other CFA s and fishing associations nationwide. Also, the business consultant attended the Community Fisheries Network conference hosted by Ecotrust and the Island Institute. During this meeting the business consultant was able to discuss and gain perspective on working with a third party to manage the fish unloading business for Bodega. Coupling this feedback with stakeholder meetings, the consultants developed a legal business contract that protects the BBCFA and incentives economic security for the Bodega fleet. In the interest of moving from a fish unloading business into a wholesale and retail seafood establishment, Bodega Bay CFA members have been invited to participate in the upcoming Community Supported Fisheries Summit in 2016 hosted by Localcatch.org. They were also introduced to the Slow Food community of California at the statewide planning meeting in Russian River in August of Their local chapters in Sonoma County are great supporters of the CFAs initiatives to restore local seafood access. Finally, also mentioned above, Representative Jared Huffman also referenced the Bodega Bay CFA is a press release on October POSTING OF FINAL REPORT: This report and attached project documents may be shared by the Foundation and any Funding Source for the Project via their respective websites. In the event that the Recipient intends to claim that its final NFWF Final Programmatic Report

18 report or project documents contains material that does not have to be posted on such websites because it is protected from disclosure by statutory or regulatory provisions, the Recipient shall clearly mark all such potentially protected materials as PROTECTED and provide an explanation and complete citation to the statutory or regulatory source for such protection. NFWF Final Programmatic Report