BUTTERFLY CONSERVATION SUSSEX BRANCH
2020 VISION*
CONSERVATION
- Halt and reverse the decline of threatened species of butterflies and moths in the UK.
- Increase the numbers of butterflies and moths across the wider landscape.
- Continue the successful management of the Park Corner Heath and Rowland Wood Reserve for conservation purposes.
- Initiate and support other projects across Sussex of benefit to butterflies and moths, in co-ordination with landowners and conservation partners.
- Support appeals for funds from other bodies for projects promoting the interests of butterflies and moths in Sussex, following the principles set out in the Financial Strategy.
- Appoint and coordinate active and knowledgeable species champions for priority species.
DEVELOPING EVIDENCE BASE AND ADVOCACY
- Maintain efficient, scientifically robust recording and monitoring schemes making the best use of modern technology...
- Be the official recorder of butterflies in Sussex. Review and adjudicate on records of rare and difficult-to-identify species.
- Maintain a computerised database of Sussex butterfly records.
- Share our records with the Sussex Biodiversity Records Centre, who are often the first “port of call” for developers requesting records, so that our records are used to help conserve butterflies.
- Publish annually the Sussex Butterfly Report and periodically (about every 20 years an atlas of Sussex butterflies showing changes in species distribution and abundance
- Continually encourage members and non-members to submit records, and provide training to make their records more accurate.
- Support nationally organised butterfly surveys, and carry out targeted recording or Sussex-only surveys if there is felt to be a specific gap in our records.
- Encourage the expansion of our network of Transect and Wider Countryside Butterfly Survey walkers.
- (contd.)... and continuing to influence Government and wider decision-making on the environment for the benefit of all species.
- Use our influence to support wider initiatives to conserve a healthy environment and ensure a secure future for both wildlife and people.
- Continue to be represented on, or have links with, wildlife bodies whose decisions affect butterflies.
- Work with and lobby local authorities and South Downs National Park Authority in support of butterfly conservation.
- Raise widespread awareness amongst the public and especially young people, about the role of butterflies and moths in contributing to a healthy environment and the need to conserve them now and in the future.
- Aim to devise, and lead on, campaigns which educate the public on butterfly protection issues.
- Take advantage of speaking invitations to promote BC objectives.
- Significantly expand our member and supporter base to generate sustainable funds and give Butterfly Conservation a stronger voice at national and local levels. (Sussex Branch aspiration: 2000 members.
- Identify target groups for recruitment, particularly active butterfliers who contribute records, and consider ways to attract them.
- Recruit team of volunteers to man stands at appropriate local events, possibly in collaboration with other organisations, and encourage people to become members or ask what would attract them to become members.
- Find media opportunities to advertise the Sussex Branch’s work and achievements and the benefits of membership.
- Ensure that BC Sussex Branch receives appropriate credit for events, conservation work and other activities which it leads or sponsors.
- Use website, and associated social media, to attract new members.
- Encourage members to distribute membership leaflets in their local libraries, nearby information and visitor centres.
- Develop our volunteer, branch and external networks so that they contribute significantly to all the above outcomes as well as addressing local needs.
- Organise two meetings a year, primarily for Branch members, with presentations on butterflies and information stands.
- Encourage members to take part in conservation work parties.
- Organise an annual programme of outings, primarily for Branch members, covering the main butterfly sites in Sussex.
- Publish annually an Autumn Newsletter, in advance of the Annual General Meeting, informing members about the Branch’s work and encouraging them to become involved.
- Maintain website for recording sightings and communicating with members and the public.
- Consider developing an E-newsletter and other digital communication with members, according to their wishes.
- Secure the substantial increase in funding and other resources needed to sustain our work in the long term.
Financial Strategy
The Branch will use its funds in support of its objectives and in compliance with BC Anti-Corruption and Bribery policy. It will seek to retain adequate reserves to enable it to give support to projects and appeals as they arise and will raise additional funds to replenish reserves or to support specific projects if necessary. The Branch will give priority to those projects likely to fail, in whole or in part, without its support.
Financial Reserves Policy
The Committee has established a Financial Reserves Policy whereby the unrestricted funds not committed or invested for the long term should be at least six months of resources expended. At this level the Committee feels it would be able to continue the current activities of the Branch in the event of a significant drop in funding. The Committee will review the actual reserves level annually and limit commitments so that this level is maintained.
- Continue efficient financial administration of the Society and implement our Financial Strategy.
- Pursue an active fund-raising campaign, to raise funds both for general conservation purposes and for specific projects.
NB: National Strategic Aim 5: Play a major role in establishing sustainable resourcing for Butterfly Conservation Europe to fulfil a long-term role of conserving butterflies and moths across Europe, has not been included as it does not apply at Branch level.
*The headings in bold are taken from the Strategic Aims of Butterfly Conservation’s 2020 Vision, set out in the Annual Review for 2010/11 and follow BC practice.
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