A unit of Lasting Forests
Sustained forests; sustained profits
evolving since March 30, 1999

Essentials
of an Alternative Wildlife Resource Management

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The Profitable Enterprise Paradigm

Lasting Forests is an hypothetical system (proposed and under design), that presents to the world a new paradigm in environmental and natural resource management. The paradigm is one of land being renewed and protected, held productive over the long run. Profits can only be sustained if the land is restored, protected, and managed. It includes, however, computer aids for decisions about many wildland and natural resource enterprises and attempts to provide resource management for many human opportunities and objectives related to all of the natural resources of the land and the region. The paradigm is that of a sophisticated, modern systems approach to profitable private wildland management for the future. Public lands may be similarly managed under contract but they are generally already under professional management, thus competition for Lasting Forests.

A premise of Lasting Forests is that everything in nature is related and that by working with things as a system, human benefits can be achieved, problems reduced, and functional systems can be sustained over the long run for the children and grandchildren of the present society. Lasting Forests may one day to produce maximum resource benefits for people at lowest costs. In doing so, money is "made." Many other benefits are obtained, by design, from the complex relations of many types of people with the land. Lasting Forests is like a large corporation with many divisions. Each has its name, some independence, and all work together for maximum profits and other quality of life, subject to many constraints. "Profits" means only net income and value enhancement that is used in diverse ways to achieve the stated objectives of the system. A newly created corporation operates the system. Many of the funds needed to start the corporation, the venture capital, are already in place in past investments of society in research, libraries, computer software, hardware, etc., and experience of staff. Much capital is still needed. As the system develops, more profit will be made and this will be used to enhance the operational capabilities of the greater enterprise.

Lasting Forests seems to be an anacronism. It is largely a forest-related system grounded in the premise that trees are almost irrelevant. It uses the analogy of football. Of course, the leather football on the playing field is important, but the total football enterprise is very large and diverse: uniforms, the stadium, food, drink, clothing, advertising, grounds, publications, fan clubs, and more. The ball is important but so is the greater football enterprise. The trees themselves are essential but in the context of the total forestry and land use system, they are almost irrelevant.

By a similar analogy, animals within a wildlife management system may be irrelevant. Perhaps biologists and wildlife resource workers have had their "eye of the ball" too long and that it is now time to concentrate on the greater wildlife enterprise (or more broadly, the wildland enterprise - land, food, lodging, equipment, organizations, guides, catering, etc.)

By the same analogy, the tourist is essential but almost irrelevant in the context of the work that is proposed for Ranging within the Lasting Forests. Throughout the short history of "ecotourism", thought and action has been on the tourist. A concept within Lasting Forests, believed to be new, is that it is feasible to manage the total wildland resource enterprise for the good of the people living in an area; for the education, entertainment, and recreation gained from visitors and sight-seers; for financial gains for landowners and their land and resource managers...and to do this into perpetuity.

A situation exists in which a comprehensive system may be designed and created that can provide a world-class demonstration of superior, unified wildland management.

Assignment

  1. Write an answer to:
  2. Can you think of another similar perhaps more relevant analogy (to that of the football enterprise)? Write an answer describing it or suggest why the football analogy fails.

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Last revision January 17, 2000.