1. 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

2. 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
3.4.1 Strategy & Tactics
3.4.2 Evaluation
3.5 Objective 3: Increase frequency of meetings with the Japanese Government
4.0 References

3. 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.

4. 2.0 SWOT ANALYSIS
2.1 Strengths 2.2 Weaknesses
 Prominent international organisation  Limited funding
 Passionate staffs  Aggressive behaviours/tactics
Analysis: Extensive media coverage provides Analysis: Both are detrimental to our lobbying efforts
a platform for SSCS to reach out to its (3rd objective), as lack of funds restrict campaigning
desired publics. efforts, while aggressive tactics reduces SSCS‟s
legitimacy.
2.3 Opportunities 2.4 Threats
 Other NGOs are involved in the same  International governments clamp down on
cause (although it might create NGO activities e.g. Ban from harbor ports
competition obtaining donations)  Negative public opinion
 Latch on media attention to increase
awareness for our cause. Analysis: This can severely impede SSCS
 Celebrity power operations and its efforts in garnering support.
Analysis: Media attention and celebrity support
will increase public visibility of SSCS, which
can potentially translate to increased public
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

5. 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).
3.3.1 Strategy & Tactics
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

6. 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.
3.4.1 Strategy & Tactics
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

7. 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.
3.5.1 Strategy & Tactics
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.

8. 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

9. 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