CaboLead 2010-2011

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CaboLead 2010-2011

  1. 1. Table of Contents Preview Pages 1. Contact Information 1 2. History of the Program 2 3. Learning Outcomes 3 4. Guiding Principles 4 5. Social Change Model of Leadership 5 6. CaboLead Participant’s Agreement 6 Coursework Pages 1. Course Syllabus 7-11 2. Weekly Themes 12-16 3. Rand Report-Issues in Cabo Article 17-31 4. CaboLead Guest Speaker Biographies 32-33 5. CaboLead Participant List 34 6. Notes 35
  2. 2. Contact Information 1
  3. 3. CaboLead History of the Program The history of CaboLead goes back to a chance meeting many years ago. While working at The University of Texas at Austin, Brian Perry was attending a national conference for student affairs administrators. At that conference, he met Tom Pennington, who was a staff member for Phi Kappa Psi fraternity’s national foundation. Tom was an alumnus of The University of Texas at Austin and the two struck up a conversation about fraternities, football, fundraising, and leadership. A few years later, while working with the student leaders of Phi Kappa Psi, Brian was invited to be a keynote speaker in Cabo San Lucas, Mexico for a leadership conference for members of Phi Kappa Psi from Texas. Unfortunately, Brian could not attend the program, but thought at the time it was a great idea. Take students to a place they want to be and engage them around meaningful discussion about leadership. In 2006, Brian was hired by St. Edward’s University to develop a campus wide leadership program. After writing budget proposals for LeaderShape, and Hilltop Leaders, Brian’s focus turned to developing a leadership program that took students out of the country and into an area that was experiencing globalization first hand. He remembered the program in Cabo San Lucas and began doing some research on the internet to find more information. It turned out that Tom Pennington was now running a leadership program in Cabo San Lucas through a newly formed non-profit organization called The American Leadership Academy. The American Leadership Academy had expanded its program to be available for members of Phi Kappa Psi from around the nation. The program was supported by Jerry Nelson, co-founder of Ticketmaster, and alumnus of Phi Kappa Psi. Brian reached out to Tom Pennington to find out about the American Leadership Academy and asked if St. Edward’s University could develop a similar program with their support. Tom thought that it could be possible but there were concerns about the cost of traveling outside of the country as well as costs for housing. Tom recommended that Brian speak with Jerry Nelson about allowing St. Edward’s University to receive a reduced rate for the resort that he owned near his home. So, Brian sent an e-mail to Jerry, who he had never met before or spoken with, asking him to support the concept of CaboLead. Within a few days, an e-mail was returned stating that Jerry Nelson would be willing to work with St. Edward’s University to develop the new CaboLead program. Brian developed a funding proposal that outlined the beginnings of CaboLead. The budget was approved, and steps began to implement the program. In March of 2007, Jerry Nelson opened his home to Brian Perry and Abbie Schneider, to spend five days observing the leadership program being hosted by The American Leadership Association. It was an amazing opportunity to meet with outstanding alumni members of Phi Kappa Psi fraternity, as well as local leaders in the Baja Peninsula. Upon returning, the notes taken and relationships built became the foundation for the initial CaboLea Late in 2007, Courtney Riegler was chosen as the St. Edward’s University student to help coordinate the inaugural CaboLead trip to take place in January 2008. The members of the Student Leadership Team were invited to participate in CaboLead, along with Tom Sullivan, Brian, Abbie, and Courtney. A lot was learned from the inaugural trip as far as what things were impactful and what things should be adapted or changed for the future. The planning team got a better sense of how long things took, and the challenges presented by the language barrier. In 2008, Leslie Sans joined Brian Perry as a co-coordinator of the program. A partnership was established with the School of Management and Business to offer academic credit for CaboLead. Erica Zamora was chosen as the student coordinator for the 2009 program. CaboLead was also opened for applications from anyone on campus. Ten students were selected from fifty applicants to participate in the 2nd CaboLead. 2
  4. 4. Learning Outcomes From the beginning in 2006, CaboLead was developed with the idea of providing a co-curricular experience with curricular components. The original learning outcomes identified in the initial budget proposal were the following: •Students will discover the political issues associated with leadership in Cabo San Lucas, Mexico. •Students will evaluate the local economic structure of Cabo San Lucas, Mexico. •Students will compare leadership in Cabo San Lucas, Mexico with roles in The United States. •Students will organize leadership development activities using community resources. Over time, the program has evolved into an academic credit-based partnership with The School of Management and Business. As a part of that evolution, new outcomes for the participants of Cabo Lead that better reflect the current purpose of program have been developed: Students will: •Recognize the long-term infrastructure, political, economic, and social issues of the region. •Compare and contrast leadership in the Baja Peninsula with The United States. •Critically evaluate the positive and negative consequences of globalization. •Be prepared to explore cultures outside of the United States. •Enhance their global leadership potential through critical thinking and self-awareness. As the program continues to grow and evolve, the CaboLead Planning staff review these outcomes and adjust as new opportunities present themselves. Students take a pre and post test measuring these outcomes, as well as an overall assessment at the completion of the program. CaboLead has been recognized by NASPA, as an outstanding leadership program, by demonstrating theory to practice, and was a finalist for the NASPA leadership development program of the year in 2010. 3
  5. 5. Guiding Principles CaboLead was designed to be, primarily, an experiential program. However, those experiences are organized around a curriculum that is framed by a number of critical guiding principles that we believe help college students to focus their potential to become global leaders. Self-Awareness Understanding your personal strengths and areas for growth is a foundational element of leadership Ethics An individual’s moral principles defined through the lens of experience, situation, and culture Knowledge To purposefully lead, knowledge must be acquired to help guide the decision-making process Globalization The impact nations have on each other’s economies, cultures, and way of living when they intersect through expansion Cultural Competency The ability to effectively navigate a culture other than your own through experience and education Commitment The willingness to engage in a highly motivated, purposeful, and passionate way Coalitions The ability to bring together related, but different entities to collaborate is a hallmark of leadership Critical Thinking The ability to analyze, synthesize, and consider all sides of a situation against each other to generate an opinion Politics Using local laws, governance structures, and customs, as well as who has power to your strategic advantage Vision An alternate reality developed to achieve a set of purposeful goals Taking Action When an individual, group, or coalition take steps to enact their vision Taking Risks The willingness to put aside fears and concerns about potential difficulties to reach for a bold outcome Potential The result of an individual applying their strengths and minimizing their weaknesses to their maximum extent 4
  6. 6. Social Change Model of Leadership Development Hilltop Leadership Development was founded on the Social Change Model of student leadership development. The model espouses to provoke social change through the development of individual, group, and community leadership skills. 5
  7. 7. CaboLead Participant’s Agreement CaboLead is an experience that is unique to St. Edward’s University. No other campus in the country provides this type of program. Years of hard work and dedication have been put into making CaboLead a memorable and hopefully life-changing experience. However, these aspirations cannot be achieved without an understanding of the expectations of all participants in the program. All participants of CaboLead must agree to… •No consumption of alcohol or use of illegal drugs in all situations. No exceptions. • Attend each educational session preceding the trip. • Arrive on time for all scheduled educational sessions. • Arrive on time for all meetings and departures during the trip. • Make sure members of the CaboLead Planning Team are aware of their location at all times. • Always travel in groups. • Engage in conversations with guest speakers and panelists. • Treat each other with respect. • Represent St. Edward’s University with dignity and respect. Mexico and the Baja Peninsula in particular have a reputation for being places Americans go to relax, unwind, and have a good time. There is certainly nothing wrong with this characterization. However, we will be showing you another side of the Baja Peninsula. By making these choices, our group stands out to the leaders we interact with and helps establish the potential for other Americans to travel in the region without the expectation that we are there simply to consume the region and be nothing more than tourists. Most importantly, it has given CaboLead a good reputation amongst the locals and allows us to continue to grow our program. By signing this agreement, you are making a commitment to The CaboLead Planning Team, CaboLead participants, and to St. Edward’s University that you understand that these are the expectations of a leader and that you are willing and able to uphold these expectations. Additionally, you understand that if you violate any of these agreements, you may be subject to removal from activities, reimbursement of costs, or removal from the program and return to Texas at your own cost. The CaboLead Planning Team has designed these expectations to maximize the CaboLead experience. They are designed to help respect the process, as well as everyone involved in the process. We believe that these are small concessions to make when weighed against the opportunity provided. Participant Signature _______________________________________________________ CaboLead Planning Team Member Signature _______________________________________________________ 6
  8. 8. CaboLead 2010-2011 Syllabus BUSI 2199: Exploring Global Leadership in the Baja Peninsula Spring 2011 Brian Perry, Associate Director, Student Life Wednesdays 7-9 p.m. Lucas Room Office: Ragsdale Center 304 M-F 8:00-5:00 512-637-5647 brianp2@stedwards.edu Required Readings: RAND Report on Challenges and Opportunities facing the Baja Peninsula (2005) Introduction: Welcome to BUSI 2199: Exploring Global Leadership in the Baja Peninsula, the academic companion to the CaboLead program. Marbella Suites en la Playa in Cabo San Lucas, Mexico has opened its doors to St. Edward’s University to encourage global understanding by offering to partner with Hilltop Leadership Development, the Student Leadership Team, and Student Life to implement CaboLead. CaboLead is a St. Edward’s University designed global leadership exploration program intended to expose up to 15 St. Edward’s University students, who have demonstrated an interest in having an experiential learning opportunity related to global understanding and ethical leadership, to the leadership issues facing a rapidly growing area of the world, the Baja Peninsula. Purpose: CaboLead is a leadership initiative that supports the University’s commitment to developing globally prepared undergraduate students. Over a six day period, students will be introduced to local leaders, and business men and women, participate in hands-on community service, and learn about the economic, social, political and ethical leadership issues in Cabo San Lucas, Mexico. Learning Outcomes: •Students will recognize the long-term infrastructure, political, economic, and social issues of the region. •Students will compare and contrast leadership in the Baja Peninsula with The United States. •Students will critically evaluate the positive and negative consequences of globalization. •Students will be prepared to explore cultures outside of the United States. •Students will enhance their global leadership potential through critical thinking and self-awareness. 7
  9. 9. CaboLead 2010-2011 Syllabus Class Policies: Attendance/Participation: The unique nature of this program demands attendance and in-depth participation. Absences can only be approved due to medical illness or family or personal emergencies. The participants who were selected agreed in advance to their ability to attend all of the scheduled events related to CaboLead. Any absences will need to be approved in advance when possible via the CaboLead Planning Team. The CaboLead Planning Team reserves the right to withdraw academic credit if more than two sessions are missed. The CaboLead Planning Team consists of Associate Director, Student Life, Brian Perry, Assistant Director, Student Life, Leslie Sans, and CaboLead student coordinator, Laura Sandoval. Students with Disabilities: If you have a disability that might affect your performance in class, please let us know so that we can accommodate your needs. For more information on disabilities, contact the Student Disability Services Office (448-8660) or visit the Academic Planning and Support Services area at Moody Hall room 155. Call their office for an appointment. Academic Integrity: In all aspects of this experience, you should conduct yourself with academic integrity and high ethical standards. Plagiarism is not acceptable! Be accountable for your work and behavior, treat others with respect, value and practice what you learn. St. Edward’s University expects academic honesty from all members of the community, and it is our policy that academic integrity be fostered to the highest degree possible. Consequently, all work submitted for grading in a course must be created as a result of your own thought and effort. Representing work as your own when it is not a result of such thought and effort is a violation of our code of academic integrity. The maximum penalty for a first offense is failure in the course, and if that penalty is imposed, the student does not have the option of withdrawing from the course. In cases of mitigating circumstance, the instructor has the option of assigning a lesser penalty. Visit http://www.stedwards.edu/cte/resources/AcadInteg.htm to view the complete St. Edward’s Academic Integrity policy, which applies here. Risk Management: Due to the nature of this experience, students will be expected to follow St. Edward’s University risk management policies in relation to international travel. A valid passport is required to participate, and the appropriate liability, insurance, and emergency forms will need to be filled out before leaving for the Baja Peninsula. 8
  10. 10. CaboLead 2010-2011 Syllabus Evaluation of Course Work: Journal Response to Challenges and Opportunities Article (15 points) Students will read and respond to the issues facing the Baja Peninsula that were identified in a 2005 report commissioned to help address the population explosion and increased global economic interest in the Baja Peninsula. The students will write a two page typed response identifying their reactions to the report and potential questions that they would want to ask once they are in Mexico. This journal should be two fully typed pages. Group Presentation (25 points) Each weekly session will begin with a presentation about the topic listed. The students will be broken into groups and provided questions that they will need to seek answers to and incorporate into a presentation for the group. The presentation should be digital (preferably PowerPoint) and last one and a half hours. Final Group Presentation (30 points) All students who participate in the Cabo Trip will be expected to put together a presentation that outlines their experience and identifies the major growth areas from the CaboLead experience. This presentation will be public and open to interested SEU community members. This presentation should be at least one hour. Cabo Trip Daily Journals (20 total points) While on the Cabo Trip, students will be expected to journal at the end of each day to reflect on their experience and how it connects with the studies that took place before the trip. There will be five journals that should be two handwritten pages. These will be collected each morning at breakfast. Attendance and Participation (10 total points) Total points will be allocated at the end of the experience based on attendance, weekly participation, and contributions to the learning community and includes the trip to Cabo San Lucas. Late Assignments: Any late assignments will receive a point deduction depending on how late you turn them in. If you anticipate being absent please turn your work in early. Assignment Points Journal Response to Challenges and Opportunities 15 Pre-Trip Group Presentation 25 Final Group Presentation 30 Daily Cabo Journals 5 journals x 4 points 20 Attendance and Participation 10 Total 100 Grade Breakdown A=93-100 B=85-92 C=77-84 D=69-76 F=68-below Please note that this syllabus is a contract between you, the students, and me the instructor. By staying in and finishing this experience, you are accepting the terms and policies specified in this syllabus. 9
  11. 11. CaboLead 2010-2011 Syllabus Pre-Trip Schedule Wednesday October 6-Welcome Meeting/Facilitation Rice Room 7-9 p.m. (Self Awareness) Wednesday October 13–Introduction/StrengthsQuest Lucas Room 7-9p.m. Assignment: Read Report on Challenges and Opportunities facing the Baja Peninsula (Self Awareness, Coalitions, Potential) Wednesday October 20–Introduction to the Baja Peninsula (Korey Riggs) Lucas Room 7-9 p.m. Due: Journal on Challenges and Opportunities facing the Baja Peninsula Assignment: Mexican Government Presentation (Coalitions, Critical Thinking, Vision) Wednesday October 27-Mexican Government Lucas Room 7-9 p.m. Assignment: Baja and Cabo History Presentation (Ethics , Knowledge, Politics) Wednesday November 3–Baja and Cabo History Lucas Room 7-9 p.m. (Knowledge, Globalization, Cultural Competency) Wednesday November 10–Innovative Leadership (Jerry Nelson) Jones Auditorium 7-9 p.m. Assignment: Baja Society and Culture Presentation (Self-Awareness, Vision, Potential) Wednesday November 17-Baja Society and Culture Lucas Room 7-9 p.m. Assignment: The Economy of the Baja Peninsula Presentation (Knowledge, Cultural Competence, Globalization) Wednesday December 1-Baja Economy (Helena Escalante) Bain Boardroom 7-9 p.m. Assignment: Environment and Vegetation of the Baja Peninsula Presentation (Globalization, Critical Thinking, Taking Risks) Wednesday January 19 Baja Environment(Mike McGettigan) Fleck 306 7-9 p.m. (Ethics, Coalitions, Vision) Tuesday January 25-Trip Preparation Meeting Bain Boardroom 7-8 p.m. 10
  12. 12. CaboLead 2010-2011 Syllabus CaboLead and Post Trip Schedule Wednesday January 26- Monday January 31 Cabo Trip Assignment: Daily Journals (Self-Awareness, Critical Thinking, Potential) Wednesday February 2 - Reflection and Overview Meeting Bain Boardroom 7-9 p.m. (Self-Awareness) Wednesday February 9 – Presentation Prep Lucas Room 7-9 p.m. Assignment: Final Group University Presentation about CaboLead (Knowledge, Commitment, Coalitions) Wednesday February 23- Group Presentation Mabee Ballroom 7-9 p.m. (Self-Awareness, Ethics, Knowledge, Globalization, Cultural Competency, Commitment, Coalitions, Critical Thinking, Politics, Vision, Taking Action) 11
  13. 13. CaboLead Weekly Themes Mexican Government (Ethics, Knowledge, Politics) Presentation Questions 1. Explain the governance structure that is used in Mexico at all levels. 2. How many states are there in Mexico? Please name them. 3. How are each of these states governed? What are municipalities? 4. How is the Baja Peninsula divided? 5. Describe the political parties in Mexico. 6. Who is the governor of the state we will visit? What should we know about him? 7. Who is the current President of Mexico? What was interesting about his election? 8. How has the political structure of Mexico changed since the 1920’s? 9. What was the Doctrina Estrada? 10. Describe the current election process and how citizens become eligible to vote. 11. What are some of the major issues facing the Mexican government? 12. Please explain the Merida Initiative. 13. What is the role of the U.S. Consular Office? 14. When was the state of Baja California Sur established? 15. When was the Los Cabos municipality established? 16. When are the next elections occurring in Baja California Sur? 17. Discuss the role of labor unions in Mexico. Principle Questions 1. What advantages does a global leader have when they understand how the local government works? 2. Do you think ethical principles are applied differently in different cultures? Why? 3. What are the perceived challenges of being a political leader with global influence? Can you provide examples? 12
  14. 14. CaboLead Weekly Themes Baja and Cabo History (Knowledge, Cultural Competency, Globalization) Presentation Questions 1. What should we know about the Amerindian groups who inhabited this region? 2. Discuss the role of Hernan Cortes in relation to the Baja Peninsula. 3. What is the significance of Captain Diego Becerra of the Concepcion? 4. Who is credited with naming the Sea of Cortez and what was his fate? 5. What were the “Manila Galleons? 6. What was the Kaigai Ibun? 7. What was the precious commodity that was discovered along the coast during the early 1600’s? 8. Who was Sebastian Vizcaino? How were his opinions about the region received in Spain? 9. Who finally established a permanent Spanish settlement on the Baja peninsula? 10. What was the period of time from 1697-1767 known as in Baja? Why was it significant? 11. What was the story of Padre Tamaral? 12. What was the impact of Dia de la Independencia? 13. What role did the Transpeninsular Highway play in this region? 14. What was the impact of Lazaro Cardenas and his Presidency? 15. What major industry began to be discovered in the region during the 1930s and 1940s? 16. When was the airport in San Jose Del Cabo built? What was its impact? 17. Provide a picture of the state flag of Baja California Sur. 18. What is the significance of Campania de Productos Marinos, S.A.? Principle Questions 1. How does knowing a region’s history prepare a global leader? 2. How does understanding Cabo’s cultural history prepare you to understand its present reality? 3. What historical achievements paved the way for globalization in the Baja Peninsula? 13
  15. 15. Cabo Weekly Themes Baja Society and Culture (Knowledge, Cultural Competency, Globalization) Presentation Questions 1. What are some of the well-known restaurants and clubs in Cabo San Lucas? 2. What are some of the food and drink that are customary in the region? 3. What is a “mordida?” 4. How safe is the water in the Baja Peninsula for travelers? 5. How does tequila play an economic role in the Baja Peninsula? 6. What is the San Juan Diego Center in Cabo San Lucas? 7. Is it possible for foreigners to own coastal property in Mexico? Why or why not? 8. What are some social issues facing the Cabo and San Jose area? 9. Identify three museums or art galleries in the region and their specialties. 10. What is the festival of Benito Juarez? 11. What is the position on homosexuality in Mexico from a legal perspective? 12. What is La Candelaria? Why does it get so much attention? 13. What is Plaza de Toros La Sanluquena Bullring? What takes place there? 14. What are the prevalent religious/spiritual practices in the region? 15. What holidays are traditionally celebrated in Mexico? 16. What are some of the possible explanations for the high teen pregnancy rate? 17. What is the cultural significance of a siesta? 18. Provide information about the Cultural Center that is currently being built. 19. Describe the educational system in Mexico and specifically in Baja California Sur. Principle Questions 1. Based on what you learned today and from the Rand report, how have you changed and how has it shaped your perception of the Baja? 2. What part of today’s presentation spoke to you? 3. What Mexican cultural norms have found their way into American society? 14
  16. 16. Cabo Weekly Themes Baja Economy (Globalization, Critical Thinking, Politics) Presentation Questions 1. How many people live in Mexico? 2. How many people live in the Baja Peninsula? 3. What is the most recent approximation of population below the poverty line? 4. How many Americans are believed to live in Mexico? 5. What Mexican state hosts the most American transplants? 6. What American corporations can be found in Cabo and San Jose? 7. What are the industries that are driving Baja’s economy? 8. Explain in depth the importance of fishing in the Baja region. 9. Talk about tourism and its importance in the Baja region. 10. What factory still exists that was once a main economic driver for the region? 11. Talk about real estate and the current developments and trends in Cabo. 12. Who are some of the American actors/actresses/musicians who have helped raise the region’s profile? 13. What are some of the more interesting jobs in the region? 14. How is the oil/gas industry controlled in Mexico? 15. Outline the tax structure at the federal/state/and municipal levels as best as possible. 16. What % of the GDP of Mexico is spent on education? 17. What is the most recent unemployment rate for Mexico? 18. What % of Mexican products are exported to the United States? Principle Questions 1. What are some of the ways the United States has impacted the Mexican economy? 2. How would you address the challenges presented by Mexico’s poverty and underemployment? 3. What role do politicians play in impacting the Mexican economy? 15
  17. 17. Cabo Weekly Themes Baja Environment (Ethics, Commitment, Vision) Presentation Questions 1. Describe the overall geography of the Baja Peninsula including information about: Mountains, Deserts, Tropical Forests, The Sea, and The Ocean 2. What are the “Pinturas Rupestres?” 3. How many varieties of plants are estimated to be found in the region? 4. Is there anywhere in the world that hosts more types of cacti? 5. What is the significance of the “tree yucca?” 6. What is a cirio plant? What is a damiana plant? 7. Please provide a map and explain the key areas in the region including: San Jose Del Cabo, Cabo San Lucas, The Corridor 8. What is “El Arco” and how was it formed? 9. Explain the climate of the region including average temperatures, rainfall, threat of hurricanes, etc. 10. What are some of the more common fauna of the region? 11. Why are sea turtles an important focus in Los Cabos? 12. Explain the reason why whale watching is possible in Los Cabos. 13. Please provide information about the San Jose del Cabo bird estuary. 14. Where is the sea lion colony located in Los Cabos? What can you tell us about them? 15. Please provide information about Lover’s Beach and Divorce Beach. 16. Who are the Pistoleros that threaten the Sea of Cortez? 17. What fishing techniques are threatening the wildlife in the Sea of Cortez? 18. What organizations are working to help protect the Ocean and the Sea in the Baja? Principle Questions 1. What do you think causes illegal fishing practices to still continue in the Sea of Cortez? 2. What kind of commitment is necessary to be a successful global leader? 3. How can one person’s vision create change related to major global issues? 16
  18. 18. RAND Report Community Development in Los Cabos, Mexico: Challenges and Opportunities Reviewed and Prepared by Brian Perry from the 2005 Rand Corporation Report Commissioned by The Koll Company 17
  19. 19. RAND Report Preface Los Cabos, in Baja California Sur, Mexico have had an enormous population and land development increase over the past 15 years as a popular international tourist destination. This has caused the business and community leaders of the Baja Peninsula to focus on the sustainability of the high standard of life, natural beauty, and level of public services for Cabo residents, and Mexican and foreign visitors. The RAND Corporation discussions were chosen and organized by the Office of the Governor of Baja California Sur and the Office of the President of the Municipality of Cabo in collaboration with RAND. The group consisted of over 50 community members in October of 2005 and focused on challenges and opportunities that were facing the region. The project was a large scale effort and it could not have been carried out without a great number of people. Marco Ehrenberg Stiles, Director of International Relations, State of South Baja California, was the point person for RAND and was responsible for organizing the discussions. C. Luis Armando Diaz, President Municipal, Municipality of Los Cabos, provided the facilities for the meetings and access to equipment. Also, thanks to C. Adriana Rivera, Director of Public Relations, Municipality of Los Cabos, who coordinated and directed the RAND discussions. Challenges A wide range of challenges were identified during the RAND discussions, including the following key issues: Public security Several members of the community were worried that the image of Los Cabos as a safe and relaxing destination was at risk if the public security forces were not increased. Rising issues include rising crime levels in the working class, vandalism, drug use, and crimes against tourists. Natural infrastructure, resources, and planning and administration of use of the Earth The rapid growth of the population and the territorial expansion of urban development are generally seen as dangerous to the regions ability to provide critical services such as potable water, sanitary services, paving of roads. The group also considered the risk to natural resources, especially the marine habitats. Health services, education and recreation The community members agreed that the general health of the population of Los Cabos is better than the other communities of Mexico. However, two major goals were identified: to improve the quality of the services provided, and to normalize the services provided across the Mexican resident population and the foreign visitors and residents. The main problem identified in the realm of education is the inability to handle the increased population. In some areas, enrollment increased 35% in 2005. Finally, the absence of parks, the decreasing number of public beaches and the lack of programs and recreational facilities demonstrates acontrast for local families compared to all the recreational options that are available to tourists. Public administration and public policies The growth of Los Cabos has led to a general feeling that the government has not been able to respond to the demands and expectations of the community due to the fast development and growth of Los Cabos. Most of the locally collected taxes do not end up back into the local budget, due to federal law. Additionally, the government in Los Cabos and Baja California South has experienced a relatively recent change in the level of autonomy of the administration, which is changing the ability to outline public policies. 18
  20. 20. RAND Report Many members of Los Cabos community watch with a critical eye the changes that are taking place and have concerns related to other tourist destinations of Mexico and around the world that has had similar difficulties. There is a deep desire to take advantage of the current opportunities that are presenting themselves and to avoid errors that have been made in other places in the past. Opportunities While Los Cabos face these challenges, an argument can be made that the conditions are still generally favorable and that an opportunity exists to take stock of these challenges and provide a proactive, strategic solution. The new state and municipal authorities elected in May 2005 have promised to improve the yield, and transparency of accounts held by the government. It is an effort to provide a government that is more accessible to the people and can be held more accountable. New personnel have been hired to implement this vision. In order to get better support for these objectives, the state and municipal leaders are trying to consult and to more actively involve the community, including the Mexican citizens, as well as the foreign residents. Public and private collaboration have been cited as a way to help develop community. An example that was cited by the group was the financing and joint implementation of a campaign to pave a new highway. Business leaders and the local government, working with an external consultant, have begun to examine the tendencies of long-term economic development as a part of the Cabo 2025 effort. This project has stimulated interest in contemplating the development objectives of the community. Approximately 80% of the residents come from Mexico and around the world in search of new economic opportunities, as well as recreation and tourism. Many long-term foreign residents have become actively involved in projects of community development. This allows Los Cabos to bring forward a variety of points of view, knowledge and financial resources to help solve the community development challenges. These factors lead to a strong feeling that Los Cabos has an opportunity to find novel solutions that are “outside the box” as well as to create a different model of development. 19
  21. 21. RAND Report Introduction The community of Los Cabos has experienced fast development and growth as an international, high-level tourist destination, stimulated by the opportunities to sport fish, golf, and retirement. According to the official data, Los Cabos received more than 800,000 visitors during 2003 and were second only to Cancun in all of Mexico. During the 10 previous years, the annual growth rate for tourism was 7.6%. From 2000 to 2003 the rate exploded to 12%. The total population in 2003 was approximately 148,000 which was a huge increase in relation to the 2000 population of 105,000. Part of this population growth is attributed to the retirement of “Baby Boomers” from the United States. Another large portion of the growth comes from the immigration of workers from other Mexican communities that look for employment in the hotel, sales, and construction industries. A general perception exists that the growth has exceeded the ability to plan and meet the expectations of the community. This is most evident when it comes to: paving roads, providing safe water, waste management, health services, and education. Many residents worry about the ability of Los Cabos to maintain its appearance and feel of a small town, as well as the relaxed way of life. The local business community, with the support of the municipal, state, and federal governments, has undertaken an ambitious community planning enterprise to implement a long-term vision called Cabo 2025. As mentioned before, the leadership has expressed a greater attention toward the transparency, responsibility, and effectiveness in the decision-making process as it relates to public policies and services. The governor and the municipal president are also trying new ways to associate with the lower socio-economic population, community groups, and foreign residents to resolve the urgent challenges and to take advantage of the community development opportunities. 20
  22. 22. RAND Report Public Security Challenges and Opportunities Crime in Los Cabos has two aspects: crime that is directed at the districts of the working-class and other crimes that affect foreign visitors and residents. The crimes directed at the working–class were identified to be related to the fact that these people work long hours and leave their automobiles and homes unattended for long periods of time. The same situation leads to a high rate of neglected children which was also stressed by the group. The houses in the poorest districts are highly vulnerable to leveling given their light construction. Another relevant issue is the reported limited presence of the police in poorer and newer districts. The crimes toward foreign visitors and residents are viewed as more important to the community, although they are perceived as less frequent and less violent. These crimes generally occur when a criminal takes advantage of the lack of knowledge of the visitors, their visibility and naiveté, and when tourists are seeking drugs or prostitution. The group identified marijuana, cocaine, and methamphetamines as the most commonly used substances. In the tourist zones, the preoccupation is small-scale drug trafficking and the impact it has on tourists. In the residential districts, preoccupation focuses more in the risks to the young people and the families and the growth of the drugs in the schools. It is not believed that Los Cabos has a major drug trafficking problem, but it has become more attractive to dealers for selling and transportation. This has raised a concern given the problems faced in Puerto Vallarta, Acapulco, and Mazatlan, and the risk could grow if the security forces are not improved. Graffiti was also identified as a recent problem that may be a symptom of greater problems. Individuals that have been living in Los Cabos for two years or less commit 90% of the crimes, affirms a public prosecutor. Additionally, most of the demand for drugs comes from the visiting population. A substantial investment in new equipment and facilities, including district police substations, a center for centralized command and communications, as well as vehicle parking. The municipality has asked for the federal authorities to contract 250 additional police to supplement the present force of 480. In 2002, a police academy was instituted to provide better training and in order to improve the interaction with the tourists and to teach the officers English. The municipality has resorted to community monitoring and has used data and maps to indicate the zones most in conflict with law enforcement and also to measure the effectiveness of the monitoring. Business leaders spoke of the need to finance the installation of video cameras in public spaces. In spite of this suggestion, civil security employees still site numerous challenges. The security forces do not have sufficient funding. The public prosecutor indicated that in 2005 he still had cases from 2000 that had yet to be completed and that his employees sometimes pay for the gasoline of their patrol vehicles out of their own pocket. He also cited that official patrols officers do not have bullet-proof vests. Programs to avoid and to deal with the abuse of drugs and alcohol, stop and prevent domestic violence, and to discourage children out of wedlock is very limited or nonexistent. Asylums and safe houses for abused women and children and the homeless are also not readily available to the community. The personnel of the security forces could see themselves benefiting from greater training in basic abilities including crime scene management, and conduction of investigations. They have few opportunities to obtain additional qualifications or to get to conferences outside of Los Cabos, or to share ideas and knowledge with their colleagues in other communities. 21
  23. 23. RAND Report Public Security State and federal policies fix the wages for police officials at around 5,000 pesos monthly, which is considered modest given the high cost of living in Los Cabos. Wages do not increase with experience, ability, or promotion. Private security for hotels averages 7,000-8,000 monthly which makes recruiting and retaining police personnel especially difficult. It was concluded that two approaches would help begin to attack the security problem: better training and higher wages. Looking Forward There seems to be ample interest within the government, business community, and the residents, to pursue effective techniques to improve the public security issue. The new leaders and the personnel of the state and municipal governments have expressed to involve more people in the process of making decisions and resolving problems. The next step is to implement a number of public forums that will allow community members to openly speak their minds and concerns about crime in Los Cabos. Additionally, to evaluate priorities and identify new ways to fight crime. These forums could then be institutionalized to monitor the progress and to assure responsibility. It was identified that it is important to address problems from the root and not just the symptoms. An example was provided in relation to youthful delinquency. It was argued that there will need to be a greater investment in education, to improve the paternal supervision of the young people and to provide opportunities with constructive recreation, rather than just increase the police force and the number of youths that are arrested. The service of firemen was held up as beneficiary and could be used to serve as model for other associations. An overall theme was a desire to strengthen communication and relationships with other communities and to explore obtaining knowledge about “the best practices” that have been developed in other places. 22
  24. 24. RAND Report Infrastructure Challenges and Opportunities Sanitary Water Services The sanitary water services were raised by civil employees, government officials, residence, and business representatives as an urgent subject. Los Cabos has historically obtained all of its potable water from underground streams (a lack of rain and the lack of resources make the construction of dams a poor economical solution or option.) Many of the poorest and newer districts do not have connection to the water systems and municipal drainage. Most of the communities receive water that is delivered by truck. This method is very costly and a hardship for marginalized families. With an average of an additional residential neighborhood per year, tourist developments, and increasing tourist facilities moving further away from downtown, the extending of services of water, toilets, and other public services is a major issue. This challenge will require great investments to cover the expanding geographical size of Los Cabos that will also have to cover maintenance, as well as development. The municipal President has set a goal of having 95% of houses with access to running water. Golf courses use recycled water for their irrigation. Some of the courses and tourist properties have extended their infrastructure of services of water and toilets to neighboring areas. The municipality is moving toward constructing its own desalinization plant, but if growth continues at the current rate, the plant will not be able to meet the demand by the end of 2007. Roads The paving of roads was identified by most of the Mexican participants as a very important priority. The state and municipal governments have begun to respond to this by making it a higher priority despite funding challenges. At the end of the 1990’s, an association was developed between the government and the business community to increase the available finances to the government to overcome this lack of resources to pave roads. The businesses imposed a tariff on themselves equal to 1% of their total income, which was turned over to an independent trust administered by the business community, not the state or municipal governments. According to federal law, a formal tax was not allowable, which is why the tariff was voluntary. Approximately 40% of the known businesses participated and contributed approximately $12 million. Waste Removal A civil municipal employee stated that we (Los Cabos) have a first world hotel infrastructure and a third world community infrastructure. Los Cabos has not had a rigorous, long-term strategy when it comes to the removal of solid waste. It is currently collected by two contractors, and the present practices are the same as were followed in 1990. The waste is deposited in streams that may or may not have appropriate barriers for containment. This practice is potentially dangerous to the contamination of the underground water supply. On a related note, it was noted that it was necessary to have public education campaigns to discourage the practice of dumping trash in the streets, particularly for new residents. It is also hoped that by providing trash and waste receptacles, the indiscriminate disposal of waste can be minimized. 23
  25. 25. RAND Report Infrastructure Marine Ecosystems A real estate agent in the committee stated that “I have absolutely seen the impact of the industrial fishing boats on our capacity to sell sport fishing and to attract people here…it is a main reason why we took to creating a tourist destination for golfers. Sport fishing is what brought the initial tourists to Los Cabos and sparked the development of the local economy until the end of the 1970’s. The fishing industry has faced two great challenges: international commercial fishing boats in the Sea of Cortes with technologically advanced boats, and a weak application of the fishing regulations, due to a lack of boats to oversee the waters, low wages, and corruption in the federal protection of the marine life. Several members of the committee argued very energetically that more drastic measures must be taken to protect the marine life by limiting the amount of commercial fishing by international boats in the Sea of Cortes. Fortunately, the quality of the water in the region remains relatively unharmed. Another significant threat to the marine ecosystems in the long-term is urbanization and expansion, which increase the probabilities of erosion of fragile grounds and pollution of the water. The Los Cabos Association of Hotels has supported initiatives of its members to protect marine turtles. Efforts are also being made to encourage catch and release fishing in relation to marlins, swordfish, and others. In San Ignacio the environmental organization Pronatura has trained local fishermen in communication skills during fishing trips or observation of whales with tourists. This training provides an alternative to fishing and also supports awareness about the region. This training is being considered in San Jose del Cabo. Earth Planning and Use The existing rules and federal guidelines of planning and development are good enough, according to the participants. The community has zoning laws, limits of height and density and requirements with the respect of the consumption of water in relation to the environment. The participants identified a lack of fulfillment and application of these rules as the bigger problem. In the past, real estate agents have found ways to work around the rules in order to receive incentives and trade-offs from financiers, like constructing a soccer field. A high-priority subject for many of the people is the loss of public access to the beach around private developments. This loss of public beach is against federal laws. Although all the current beaches are not used actively by the local residents, symbolic value is important. The public beaches are not maintained and they need parking, restrooms, and trashcans. The fishermen and their boats are being bought and forced away from the region as a way to increase the value of the property and the promotion of real estate development. Although the images of fishermen, fish of the sea and open beaches are central to the promotion of Los Cabos, these real resources are disappearing. 24
  26. 26. RAND Report Infrastructure To Manage the Development All of the above mentioned challenges are being catalyzed by growth and regional development. The group generally felt that “growth without development” described the current situation in Los Cabos. Two participants raised the necessity to have more compact strategies of development, to alleviate the demand of new infrastructure and to diminish the effects on the environment, the flora and the fauna. Many in the tourism sector that the development of hotels must continue to focus on high level experiences, and that it is required to work hard to maintain this status. The expansion of the airport in Cabo San Lucas was identified as a good effort, whereas all inclusive hotels were seen as negative to the overall development. It was mentioned that San Jose del Cabo demonstrates the effective efforts to limit and give structure to the scale of the development taking place. It was again suggested that involving more people in the process of decision making in questions of development would be a positive change. Additionally, that greater voice needed to be given to the existing bodies such as the Council of Citizens. It was also recommended to require studies of the social and environmental impact of development projects. Moving Forward A rising fear exists between the participants that the degradation of the physical surroundings of Los Cabos will generate social tensions and problems as well as it will diminish the economic potential of the region as a tourist or retirement destination. Nobody seems to have a clear idea of where to be going or where the community will be in the future. The majority of the thoughts and creation of public policies under these conditions are therefore reactive. Los Cabos is growing quickly, but a vision does not exist and needs to be developed by the community. Some identified a need to slow down the development or more make it more manageable in the short term. However, the federal laws limit how much control Los Cabos has, but could try and establish moratoriums or to slow down the issuing of construction permits or permits for Earth use. A number of these regulatory mechanisms already exist in the present laws for urban development for Los Cabos, but they are not respected. A strategic plan would have little value if it is not implemented. Therefore, all new strategic plans for Los Cabos must include a realistic plan to create the institutional capacity in the government and in the community groups to implement, monitor, and fulfill the rules and laws. Many tourist destinations around the world have tried to solve the problems described here and they can serve as case studies for the decision makers of Los Cabos to debate and explore. 25
  27. 27. RAND Report Social Services Challenges and Opportunities Health Services The group identified that the medical facilities and services are insufficient for the quickly increasing population, especially for men of lower socioeconomic status. Federal health financing in 2005 was based on the Census of 200 and was not adjusted to take into account the huge population growth during these years. There are many citizens that do not have access to health services. All the workers do not have coverage from the health system of the state. Los Cabos does not have a blood donation point, and those that need transfusions must travel two hours to La Paz. Access to medicine has also been identified as a problem. Mental healthcare is a serious problem that is almost never handled by health services. The acute cases are handled in the local prison facilities. There are limited efforts to educate the public on the subjects of drug abuse, sexually transmitted diseases, and birth control. Due to its young population, Los Cabos has an “alarming proportion” of pregnancies to young, unmarried women. Los Cabos has the highest rate in this category in Mexico. Another concern is that local medical capacity does not fulfill the expectations of the visitors and foreign residents. The Mexican health services generally focus more on the necessities of the Mexican population, particularly maternity care and pediatrics. Foreign visitors and residents generally need medical care for traumas, like broken bones, but the available care is very limited. The typical solution is to transport the patient to the United States. One person states that “if people knew the quality of the medical care here they would not come.” Education The number of pre-school, primary, and post-secondary students has increased 30% in the last year. This has forced the schools and their teachers to work double-time, with 40 or 50 students in a classroom. There are few educational materials supplied because, once again, funding is based on the 2000 Census. Teachers are paid a very low wage. There are also concerns about the quality of the teachers and a need to modernize methods. Many positions remain empty and several local initiatives are in process to fill these spaces. Other private proposals have been centered on improving the primary education and to clean and paint the school facilities. Los Cabos has six institutions of education and post-secondary training, several of them new. The quality and extension of the programs offered through those facilities, though, are still limited. Recreation and Culture Los Cabos is a popular international destination to a great extent due to its supply of rich and varied recreation. However, throughout the RAND conversations it was brought up repeatedly that the Mexican residents, specifically young people, have few recreational options. Some identified necessities include: 1. Baseball and Soccer fields 2. Recreational facilities and meeting space 3. Art centers, libraries, and bookstores In Los Cabos, it is common that both parents work many hours, because many families are new to the region and do not have family to count on. The options for professional day-care centers are limited and very expensive. Consequently, many young people remain without supervision during many hours of the day. 26
  28. 28. RAND Report Social Services Despite its image, Los Cabos lacks a culture of sport. It also does not have a local tradition of arts and crafts like other Mexican communities. The education in arts and crafts through centers, programs, or public centers is practically nonexistent. A recent survey also showed that the amount of books read per capita in Baja California Sur is very low. These conditions aim at a necessity of better education, and to establish places for arts and culture to thrive. Moving Forward Although significant investment has been made in service facilities that have led to more doctors, and education and recreation centers, several participants said that additional facilities are still needed and that existing ones can be better used to improve access and services. Any new facilities would be limited if its operations are not suitable financed, equipped properly or provided with suitable professional personnel. A rigorous evaluation of necessities and priorities needs to take place, as well as to have an exhaustive accounting of the operational and maintenance costs, and to seek investments. The medical services, education, and recreational and cultural priorities of the visitors and foreign residents and Mexican wealthy differ noticeably from those of the working-class Mexican residents. The group agreed that the local efforts to improve services must consider the diversity of interests in a sensible and equitable way. The medical and educational services in Los Cabos are primarily funded through the federal government. The group agreed that it was highly unlikely given Los Cabos limited political influence to obtain support for these priorities. To obtain even short-term improvements will require local solutions and mobilization of local resources. It was recommended that Los Cabos develop a two pronged approach: a long-term approach focused on addressing federal and state policies, and a short term approach focused on implementing local community development projects. 27
  29. 29. RAND Report Government and Public Policies Challenges and Opportunities The municipal government does not have the financial resources in order to satisfy many necessities within the community, like infrastructure, education and clean water services. A mentioned reason is that the federal law indicates that most of the locally collected taxes are sent to Mexico City to be redistributed nationally. Los Cabos receives 70 million of the 2 trillion pesos in taxes or 3.5%. The federal government sees Los Cabos as a wealthy community and it has not arranged to treat the community favorably, given the necessities in other parts of Mexico. Officially, the growth of the population for 2004 has been considered to be around 11%, but civil employees have affirmed the real growth at closer to 17%. It has been calculated that Los Cabos would need around $800 million dollars for the modernization and repair of infrastructure. Capacity and Reformation of the Public Sector The state of Baja California Sur was created in 1974 and the Municipality of Los Cabos was created in 1981. The civil employees do not have strong connections to the federal government and do not understand their programs to take advantage of them completely. Good government, including the fight against corruption, was not priority one of the previous governmental leaders. In Mexico, civil employees can only serve a 3 year maximum term. This makes it difficult to develop skills and maintain programs across several administrations. “It is almost like starting from ground zero every three years.” Los Cabos does not have the attention or support of politicians in Mexico City. The community is geographically remote and most of the elite groups do not visit or take vacations there. Its population and number of voters is relatively small and their political influence is limited. The participants of the group described the local government in Los Cabos as less competent and more informal than the rest of the country. Civil employees described the demarcation of responsibilities as poor and that many do not have specific job descriptions. Therefore, it is difficult to convince local politicians to take responsibility. The newly elected officials have been working to try and change these beliefs by trying to remove non-performing personnel, expedite the criminal cases, make the bureaucracy more efficient, and look to the business sector and private citizens to engage in the process of solving problems. In a very short time, these first steps have created a big wave of support from those outside of the government. 28
  30. 30. RAND Report Government and Public Policies Moving Forward An opportunity exists for the municipality to advance its position by taking advantage of the enthusiasm and support to the changes in the public sector. They have undertaken manageable tasks in order to obtain tangible results to generate momentum and support for more difficult change initiatives in the future. The priorities that were identified that could be addressed quickly were: 1. Increasing police presence in the new and poorer residential areas 2. To extend the program of paving roads 3. To reach out to consultants and the public to identify general priorities for future community development In summary, the short term objective is to mobilize the ideas, resources and energy for future efforts. The midterm goal is to fulfill the plans identified in the short term and the long term approach is to consolidate priorities. It was also discussed that the political calendar should be used as a guide to laying out priorities. The present municipal administration will leave office in May of 2008. The following goals were identified as reachable in this timeframe: 1. Provide training to police officials 2. Complete a water desalinization plant 3. Update the waste collection process 4. Create a vision and strategy for long term community development Additional goals that extend beyond the timeframe: 1. Fight corruption 2. Work to fight drug related crimes and trafficking 3. To educate the federal government on the special needs of Los Cabos in relation to taxation 29
  31. 31. RAND Report People of the Community Challenges and Opportunities The evidence presented in the RAND discussions suggest that Los Cabos has a good foundation of organizations, societies and successes on which to grow. The Hotel Association has cooperated in public security and other subjects. A representative said that even though the organization has only been established for two years, it has been transformed into a model for the rest of Mexico to follow. The business community and the various governments have sponsored the 2025 initiative. Real estate agents and individual businesses have helped to pave roads, to extend services, and to construct sports fields. The business community has also discussed donating cameras for monitoring the central zones. A leader of the business community remarked that many of his peers are deeply interested in taking steps to help solve problems-including the creation of new taxes and restrictions-for assuring a favorable result for all. But it was also emphasized that these two points are not characteristic of the majority of the private sector. Los Cabos has a great number of active community groups that are interested in helping build the community. The Lions Club has distributed 12,000 pairs of eyeglasses in Baja California Sur, they have also lobbied the government to make it required to wear seatbelts, as well as education on drugs and how to safely handle automobiles. The Green Foundation has been constructing baseball fields and organizing clinics, in which hundreds of young people and their parents have participated. According to a representative of the state approximately 9,000 to 12,000 foreign residents have registered themselves with the local immigration authorities, and many more exist that have not followed this procedure. These individuals have not been involved in civic initiatives. Many are wealthy, retired individuals with important knowledge that they could share in helping develop organizations. Some organization shave American ties, however, the bureaucracy is frustrating. Organizations in the United States and other places have an excess of materials, such as medical equipment, bullet-proof vests that they wanted to donate to Mexico. Due to complex regulations that are often possible to fulfill, it becomes incredibly difficult to get the items through customs. It was identified that Los Cabos needs a civic identity. The education and promotion of issues such as keeping beaches clean, and the value of philanthropy were identified as a way to reinforce the sense of commitment to Los Cabos to construct a civic culture. 30
  32. 32. RAND Report Final Observations The key concept that we take away from the RAND discussions is that Los Cabos finds itself in a critical stage of community development. The generalized opinion exists that, in several aspects, Los Cabos has been a very lucky community and has enjoyed prosperity and growth. Nevertheless, many challenges present themselves. In its early years, Los Cabos was a small, isolated town of fishermen by vast waters with a slow and stable growth. Now, Los Cabos has become a desired international tourist destination of vast popularity. Member leaders of the business community and local residents of all backgrounds have approached and offered new ideas and resources to take Los Cabos toward a growth and development that is more balanced and equitable. 31
  33. 33. CaboLead Guest Speakers Cecelia Avalos serves as the Director of the Green Scholarship Program, which strives to help young adults with financial needs build a better tomorrow for themselves, their families, their communities and Mexico through higher education scholarship. She studied Social Anthropology at Universidad Iberoamericana in Mexico City. She served as coordinator of the Community Development Center in Tulyehualco, worked in a project to bring culture to public parks. Her teaching experience includes over 30 years in private, public and religious institutions in Mexico and the United States. She is certified in the Second Step Program, a violence prevention curriculum designed to help children reduce impulsive and aggressive behavior. She speaks Spanish, English, French and Italian. Jacinto Avalos is a master architect with an extensive career in architecture, design, planning, teaching and construction that has been highly decorated and praised over the past 40 years. Early on in his career, Jacinto entrenched himself in urban planning and has been responsible for more than 70 city/regional development plans. Avalos and his team have been responsible for some of the most talked-about structures in Mexico. Jacinto is the founding member of the Architects Association of Los Cabos. His teaching experiences include The Iberoamericana University in Mexico City , the National University of Mexico in Mexico City and El Camino School in Cabo San Lucas. Marco Ehrenberg was born in Mexico City. He has served as the Director of International Relations for Baja California Sur for the past four years. Marco is finishing up his term after being encouraged to run for office after many years as a very successful businessman. Marco and his wife Tracy are the founders of Pisces Real Estate, where Marco developed Rancho Paraiso Estates, as well as a very successful private, chartered fishing company called Pisces Sportsfishing. Marco is also the founder or partner of a number of bars and restaurants in Cabo San Lucas including: the legendary El Squid Roe, Carlos N’ Charlies, Captain Tony’s, El Patio, and Billigan’s Island. Helena Escalante is the President and CEO of All Things Mexico, a company that assists American and international businesses with their investment or expansion into Mexico as well as Mexican businesses with their expansion into the United States. She has served as Director of the Office of International Business for the Texas Department of Economic Development and was appointed by the Texas Governor to serve on the Advisory Boards of the Centers for International Business and Education Research at the two largest state universities in Texas. As Director of the Texas Border and Mexican Affairs Division at the Office of the Secretary of State, she served as the official Spanish-media spokesperson for the Governor of Texas. 32
  34. 34. CaboLead Guest Speakers Mike McGettigan is the founder of the non-profit organization Sea Watch, an organization dedicated to exposing the destructive and often illegal fishing practices in Mexico’s Sea of Cortez. Sea Watch brings together like-minded people to patrol and report the illegal fishing practices that are endangering the living species of the Sea of Cortez. Mike is one of the few activists in the Baja who has been able to provoke change through building coalitions, and continually raising awareness and pushing the political agenda to outlaw dangerous fishing practices. Jerry Nelson has been a general contractor with construction projects in Michigan, California, Arizona and Mexico. He is president and founder of Pinnacle Peak Land Compa-ny and of Pinnacle Paradise, Inc. of Scottsdale, Arizona. As a serial entrepreneur, Jerry has funded the creation and startup of numer-ous companies, including Simulnet, Video Electronics, TicketMaster, An-tenna Technology Corporation, Technology Control Services, and Troon Golf Management. He was appointed by Arizona Governor Bruce Babbitt to the Urban Lands Advisory Commission and, in 1997, was inducted into Scottsdale’s “History Maker Hall of Fame.” Korey Riggs is President and CEO of Los Cabos Children’s Foundation (LCCF). An expert in international partnerships, global development and humanitarian efforts, he has an extensive background in leadership, training, production and operations management. At LCCF, he heads one of the world’s premier children’s’ foundations, that develops programs addressing the critical services and medical needs of children in the Southern Baja. Riggs also demonstrated his leadership abilities at top Fortune companies such as Johnson & Johnson, General Motors, MGM Mirage, and the U.S. Department of Commerce. He is passionate about helping others realize their full potential and understand their role as a global citizen. 33
  35. 35. CaboLead Participants 2008 Courtney Riegler-Student Coordinator Jorge Almeida Samantha Cruz Adam DeVos Casey Espinosa Alex Hammond Austin Lytle Vincent Powell 2009 Erica Zamora-Student Coordinator Samantha Bruckner Katie Droen Taylor Langhamer Andres Madrid Marian Navarro Carlos Saldivar Laura Sandoval Lauren Stilz Andre Vincenty Willis Yehl 2010 Laura Sandoval-Student Coordinator Fernando Dominguez Fran Eighme Sara Hoover Lauren Kelly Vu Nguyen Beverly Pappas Zac Peal Roxanne Rodriguez Julio Vazquez Melissa Villarreal 2011 Matt Wolski-Student Coordinator Celso Baez Jami Bula Angela Diaz Zachary Domingue Irina Gomez Brent Johnson Carlos Mendoza Jessica Nortman Luiz Trillo J.R. Zambrano 34
  36. 36. Notes 35

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