public relations issue summary report sea shephard

NM 2219 GROUP REPORT

Organisation Represented: SEA SHEPHERD CONSERVATION SOCIETY

Contributing members

Samuel Lee U080186W

Lim Jie U082071H

Muhd Khairul Azmi Suhaimi U071772M

Heng Cindy U0725110L

Lai Pei Wen U072611W

Melissa Tan U087635A

Content Page

1.0 The Issue Summary

1.1 IWC & Japanese Whaling Controversy

1.2 Sea Shepherd Conservation Society (SSCS)

1.3 Issues faced

2.0 SWOT Analysis

2.1 Strengths

2.2 Weaknesses

2.3 Opportunities

2.4 Threats

3.0 Discussion

3.1 Goals

3.2 Key Publics

3.3 Objective 1: Increase positive opinions regarding SSCS

3.3.1 Strategy & Tactics

3.3.2 Evaluation

3.4 Objective 2: Increase public support


3.4.2 Evaluation

3.5 Objective 3: Increase frequency of meetings with the Japanese Government

4.0 References

1.0 ISSUE SUMMARY

1.1 IWC & Japanese Whaling Controversy

The International Whaling Commission (IWC), established in 1946, is the governing

body that oversees whaling globally. According to Article VIII (refer to Figure 2 in

Appendix C) by the IWC, whales caught for research purposes do not fall under the

quotas proposed by the IWC (IWC, 1946). The Japanese government has been

exploiting this loophole by using “research” as an excuse to hunt beyond its given

quota (Le, 2009).

1.2 Sea Shepherd Conservation Society (SSCS)

SSCS is an international non-profit, marine wildlife conservation organisation. From

its incorporation in 1981, (Sea Shepherd, 1977) SSCS has been heavily involved in

marine conservation throughout the world. However, the direct tactics employed by

SSCS has stirred up much controversy, for they are perceived to be „violent‟

(Telegraph UK, 2009). This report will focus on whaling conducted by the Japanese

and SSCS‟s efforts in trying to disrupt Japanese whaling operations.

1.3 Issues faced

The first issue concerns the negative public opinion that SSCS has received following

its violent tactics used in disrupting Japanese whaling operations (Ibid.). Our second

issue concerns the controversy discussed in 1.1, which exacerbates the issue of

unsustainable whaling that the Japanese are involved in (Makino, 2009). Tackling this

issue would be an uphill task with the current negative public opinion SSCS is facing.

2.0 SWOT ANALYSIS

2.1 Strengths

Prominent international organisation

Passionate staffs

Analysis: Extensive media coverage provides a platform for SSCS to reach out to its desired publics.

2.2 Weaknesses

Limited funding

Aggressive behaviours/tactics

Analysis: Both are detrimental to our lobbying efforts

(3rd

objective), as lack of funds restrict campaigning

efforts, while aggressive tactics reduces SSCS‟s

legitimacy.

2.3 Opportunities

Other NGOs are involved in the same

cause (although it might create

competition obtaining donations)

Latch on media attention to increase

awareness for our cause.

Celebrity power

Analysis: Media attention and celebrity support

will increase public visibility of SSCS, which

can potentially translate to increased public

support.

2.4 Threats

International governments clamp down on

NGO activities e.g. Ban from harbor ports

Negative public opinion

Analysis: This can severely impede SSCS operations and its efforts in garnering support.

3.0 DISCUSSIONS

3.1 Goals

The goals at the end of the campaign would be to convince the Japanese government

to decrease the annual quota of whales caught and address the loophole that allows

the hunting of whales under the guise of “research”.

3.2 Key publics

For the campaign, we plan to target three groups of audiences: internal, aware and

active publics. Firstly, we define internal publics as SSCS members. Next, we define

aware publics as those who are concerned about marine conservation. Lastly, active

publics will be those who are taking actions in marine conservation.

3.3 Objective 1: Increase positive opinions regarding SSCS

We plan to increase the amount of positive opinion of SSCS among active publics by

20% over a period of two years. The figure of increase is based on a poll conducted

by Treehugger.com, an environmental activism website (refer to appendix Figure 1).


Our strategy is to engage in direct and non-violent approaches in marine conservation

through internal relations and publicity. This will be done by educating all SSCS

members on the necessity of espousing our values through non-violent means. This

can be inculcated through in-house training programs. Members who continue to

engage in violent acts will be suspended. Changing our approach also signals a

change in SSCS‟s organisational culture from a closed system to an open one (Open

Systems Theory), as we are basing our change from public feedback.

We would expect a short-term fall in volunteers within the first six months of

implementation. This is a necessary evil in order to disengage SSCS from hard-line

volunteers. However, beneficial long-term gains can be reaped because the usage of

non-aggressive tactics will appease those publics who support SSCS‟s conservation

efforts but not its tactics. New volunteers and donors may be gained as well. In

addition, SCSS can partake in community service projects. One example will be

collaborating with grassroots organisations in organizing a beach cleanup event. Press

coverage of such events can simultaneously improve the image of SSCS and elevate

the importance of marine conservation in the public agenda (Agenda Setting).

Subsequent media coverage of such events can also frame how SSCS is viewed in

future. (Media Framing) These actions will reflect a positive image of SCSS being

genuinely concerned about the community and environment.

3.3.2 Evaluation

We will measure this objective through content analysis and in-house research.

Evaluation will be conducted throughout the campaign so as to ensure we are on

track. Both qualitative (such as focus groups) and quantitative (such as written

surveys) researches will be conducted.

3.4 Objective 2: Increase public support

We aim to increase public support from aware publics by 15% over a span of two

years. The percentage increase for public support is less than positive public opinion

as not all of our target audiences will follow the “learn-feel-do” causal sequence.


We intend to raise the active public‟s awareness regarding the campaign‟s goals as

part of our strategy through publicity campaigns. In order to achieve this, we plan to

start petitions using both new and traditional media. We also intend to release a

documentary on “Animal Planet” to highlight the harmful effects dealt upon the

marine ecosystems due to over-whaling. This television channel is chosen because

there is a higher probability of the viewers falling within our target publics.

3.4.2 Evaluation

We plan to measure this objective via SSCS‟ annual public donations. In view of the

current recession period, on top of financial donations, we would also take into

account the number of non-financial donations (such as metals for ship building).

These annual figures will be compared with previous years and be monitored for

increment or declining trends.

3.5 Objective 3: Increase frequency of meetings with the Japanese Government

Finally, we plan to increase the number of annual meetings with relevant Japanese

government officials from zero to four so as to lobby for a change in whaling laws. At

the end of the campaign, we aim to convince the Japanese government to gradually

take actions in ensuring sustainable whaling, and ultimately, cease all whaling

activities in the long run.


As part of our strategy, we plan to draft out a proposal to persuade the Japanese

government to impose stricter whaling laws. To do so, we need to garner collective

power by collaborating with other NGOs. Additionally, relevant research materials

will be gathered and presented during the meetings so as justify the proposal.

Research materials will be based on two points: the viability of non-lethal scientific

research methods and the need for sustainable whaling. In doing so, we want to

convince the Japanese government in decreasing the annual quota of whales caught

for both commercial and “research” purposes. We will also point out the decreasing

demand of whale meat in Japan.

3.5.2 Evaluation

Evaluation will be conducted throughout the campaign. Tracking and monitoring of

meetings with the relevant Japanese government officials, will serve as a

measurement of the lobbying efforts. Correspondingly, the best measure of the

success of the campaign would be the implementation of stricter whaling laws by the

Japanese government.

Appendix C

Figure 1: Poll on “Is Paul Watson a Hero or an extremist?”

Figure 2: Excerpt from Article VIII, International Convention for the Regulation of

Whaling

Bibliography

IWC. (1946, December 2). http://www.iwcoffice.org/commission/convention.htm. Retrieved April 2, 2009, from www.iwcoffice.org.

Le, A. (2009, March 20). Greenpeace pair in Japan Court Charged With Stealing Whale Meat. Retrieved April 13, 2009, from www.bloomberg.com: www.bloomberg.com/apps/news?pid=20601081&sid=aCXLmBeWxfVE

Makino, C. (2009, February 24). Jail for nailing scientific whaling lies? Retrieved April 2, 2009, from IPS: ipsnews.net/news.asp?idnews=45870

Sea Shepherd. (1977). Sea Shepherd's Mission Statement. Retrieved April 13, 2009, from http://www.seashepherd.org/: http://www.seashepherd.org/who-we-are/

Telegraph UK. (2009, Arpil 16). Paul Watson: Sea Shepherd eco-warrior fighting to stop whaling and seal hunts. Retrieved April 17, 2009, from Telegraph UK: http://www.telegraph.co.uk/earth/5166346/Paul-Watson-Sea-Shepherd-eco-warrior-fighting-to-stop-whaling-and-seal-hunts.html

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