Conservation is a $25 billion-a-year business
Think about this. You are handed the keys to a $25 billion-a-year industry. Your customers are passionate, generous and committed, but their numbers are dwindling.
Billions are wasted.
There is little oversight and accountability. Departments duplicate efforts. In some cases, they work at cross purposes.
How well are you doing? Your managers and directors have no idea, because they have no matrix for measuring results. Nor can they define their goals. Ask them for solutions, and they have a stock answer: Give us more money, and make the shareholders pay more.
You know what needs to be done. When it comes to conservation, so do we.
EFFICIENCY, ENTREPRENEURIAL THOUGHT, INNOVATION
The guiding principles of the McGraw Center for Conservation Leadership are economic efficiency, entrepreneurial thought and innovation. We believe that the future of hunting, fishing and land management in America is keyed to fiscal reality, responsibility and accountability. At a time when governments are under increasing pressure, it is highly unlikely that more taxpayer dollars will be forthcoming, making it all the more important that we maximize the return on investment on the money that is available.
We hold ourselves to the same standard. We pride ourselves on being a lean, efficient organization that makes the most of its time and money. Our permanent staff is very small. We do not engage scholars who study issues for years, with little or no sense of urgency.
We assemble the very best teams possible to tackle each of our projects. Each team is composed of professionals with deep experience in their fields. Program by program, we redesign and put into place best management practices. We drive economic efficiency.
Once projects are completed, teams are disbanded and new ones recruited to answer new challenges.
There are many advantages to this approach. We can attract the very best minds in conservation and economic policy to work on issues of particular importance. Our projects are highly targeted, with specific end dates and goals. Because our teams work only for a finite length of time, our overhead is low. And because we set ambitious goals and deadlines, we work with resolve and urgency.
Above all we ensure that the dollars invested in conservation, the future of hunting and fishing, and land management are wisely spent, with concrete, measurable returns and accountability.
This is the model under which we operate, and it is the model we bring to natural-resource management in North America.