Coastal Conservation Association (CCA)

A View From Outside In
By Ted Venker

In 1979, Lee Iacocca became CEO of Chrysler and took on what had to be one of the toughest jobs in corporate America. Chrysler cars were the butt of jokes and the company was drowning in red ink. In his book, Iacocca described a company that had gotten so far away from its core business that it was doing nothing well.

At some point, Chrysler even had a division that made washers and dryers.

Perhaps you could label it a form of “mission creep,” but it seems to be a natural tendency for companies to extend themselves beyond the things that they originally set out to do, and the results are usually not pretty (see Enron). In Chrysler’s case, it took a $1.5 billion federal loan to successfully get back on track. In Enron’s case, the tracks went over a cliff.

The danger of mission creep exists for groups like Coastal Conservation Association, too. CCA is, first and foremost, an organization dedicated to the conservation of marine resources. We draw our strength from tens of thousands of recreational anglers all over the country, and we depend upon the best science available to base decisions on how to manage those resources so that their health and existence are never threatened.

If the science indicates that recreational fishermen need to take a reduction in the bag limit in order for a certain fish stock to recover, for example, then CCA will support that position, even though the vast majority of our members are recreational anglers who will be directly impacted. How could we do otherwise?

Staying focused on the resource and any issues that may impact it is CCA’s core business, and it is critical that we stay on track. That sometimes means taking unpopular stands on difficult conservation problems or simply refusing to get involved with issues outside our conservation mission. CCA has earned its success by being true to its principles and keeping its resources aimed squarely at the fish.

There is no shortage of issues out there, however, and there are dozens of groups who would love to tap into CCA’s resources to pursue this goal or that. No matter how worthy those objectives might seem, we could easily find ourselves making washers and dryers.

In any complex, worthy cause there can be divisive issues and staying the course sometimes means moving into the crosshairs. It is difficult to hear critiques from the sidelines. It is even tougher when volunteers who have generously contributed their time, money and effort find reason to disagree strongly with a CCA position or decision. It is easy to begin to look inward and question what we are doing.

At those times, it would be helpful if we could see ourselves, not through our own critical eyes, but through the eyes of the state and federal decision-makers who work in partnership with CCA to restore and conserve coastal fisheries.

In New York, we were recently given that opportunity. Each year, CCA NY presents an award to a person or persons who have had a positive impact on the fisheries of the state. This year, it was awarded to four individuals from the New York Department of Environmental Conservation, who have a long history of dedicated service to the fish and fishermen of the state, but are virtually unknown and unheralded in the angling community.

The following is excerpted from one invitee’s response:

I have long been an admirer of the CCA for its advocacy on the part of marine fishery resources and for its consistent ethic in support of conservation causes. In particular I have a great deal of respect for an organization and its leadership that is willing to take the time necessary to understand the issues, and contribute to the thoughtful debate and discussion of marine fishery issues that is otherwise so often missing in public discourse today.

That response provides a very brief, but very clear perception of how CCA is viewed at the agency. Looking at those words, it becomes apparent that CCA has precisely the sort of credibility and respect that an organization like ours should be striving for. True to our mission. Informed. Thoughtful.

We should all take this to heart. If we build on the respect we have earned with the decision-makers, make no apology for assuming the mantle of leadership and concentrate single-mindedly on our goals, we will achieve what we set out to do. We will stay on the right track.