Take Me To Your Leader

 Embattled SF Zoo chief Tanya Peterson to step down

There had been long-standing, often bitter, simmering discontent at the San Francisco Zoo over the past several years, much of it aimed at the CEO, Tanya Peterson.  Peterson has been critiqued by many over the zoo's seeming stagnation, employee safety issues, and management of funds, so her announced departure after over 15 years at the helm has been welcome news to many.  But it does raise a question among many friends and supports of the city institution - who's next at the helm?

Traditionally, as in, before the 2000s, the leadership of most zoos was a director, one who either rose up through the curatorial ranks, or perhaps someone from academia - or, what was considered ideal, both.  That person often had intimate, specialized knowledge of the inner workings of the zoo, knew its facilities and animals closely, and had a deep, longstanding connection with the zoo's mission.  From about the 2000s one, directors began to be replaced by CEO/Presidents.  These were folks who often had business backgrounds - lawyers, bankers, etc.  It was thought that these folks who be able to use their business acumen and connections to strengthen zoos and aquariums, which are often on shaky financial footing.  To an extent, they've been successful.

This comes, however, with various costs.  It sometimes results in zoos where the emphasis shifts away towards community engagement and driving the gate over conservation and research efforts - the space that could go to a breeding pair of endangered macaws could instead be repurposed as a revenue-generating budgie aviary.  More of a focus on event space and rides than off-exhibit breeding and holding.  Greater focus on the ABC species (the animals everyone knows and recognizes) as opposed to animals that might be more cryptic, less well-known, but more endangered and with more of an impact on conservation programs.  And yes, as these new leaders tend to be very well compensated, more of a financial, professional, and philosophical divide between the folks at the top and the folks who make the zoo run at its most basic level.

Ideally, you can find someone who is knowledgeable about business and animals, someone who is deeply committed to the mission of the facility and is willing to make that a priority, a leader who promotes a culture and safety and welfare, who can raise funds like a pro and use the money wisely, rather than on ill-thought out schemes.  But such a leader might be the most endangered of all animals in the zoo.  Good luck to San Francisco on their search for such a unicorn...