The California Fisheries Fund is definitely still a start-up. The rapid changes of direction; the nebulous defined roles and responsibilities and the need for self-starters to go through their days doing just that.
Even over the short seven weeks I have been with the CFF, I have experienced the turmoil that goes with working in this kind of fast-paced environment. Right now I feel as if I could throw out half of the draft fund operations manual I was given when I started and in fact, have been trying to do just that with my work on defining, refining and updating our mission performance metrics. Read more
One of the first tasks I was asked to tackle for the California Fisheries Fund was the challenge of measuring the performance of the fund and its mission impact. Not in strictly financial terms, either. The goals of the CFF are three-fold:
Increase conservation measures supporting commercial fish stocks and their natural habitats.
Help revitalise California’s coastal fishing communities after decades of economic decline.
Assist fishery related businesses to make the transition from open-access to a catch-share based management regime.
Capitalised currently at $5M, you’ll notice something missing from those goals: nothing about earning the investors a financial return. While the goal of the fund is to remain solvent and self-supporting, this is a mission-driven, financial instrument, providing low-cost capital to higher risk businesses in need. Read more