WDFW’s strategic plan was developed by Department leaders, with guidance from the Washington Fish and Wildlife Commission and feedback and suggestions from customers, stakeholders and WDFW employees. In accordance with this guidance, the Department applied the following principles in pursuing its strategic goals and managing toward long-term results:
- Conserve and restore biodiversity - Conservation of species and effective stewardship of public lands are essential in managing Washington’s fish, wildlife and habitat resources. Enforcing rules and increasing voluntary compliance are critical core functions.
- Ensure the health of our ecosystems - Manage at the ecosystem level, integrating multiple factors into management plans to reflect the interconnectedness and interactions within and among systems. Strengthen the scientific basis for decisions.
- Ensure sustainable social and economic utilization of Washington’s fish, wildlife and habitat natural resources - When allowing use for current public benefit and enhancing recreational opportunities, ensure consistency with our primary conservation focus. Emphasize collaboration with landowners.
- Earn public and staff trust and confidence - Improve and maintain sound business systems, management practices and effective communications. In allocating services, rank resource importance and revenue impacts to the Department. Strengthen and modernize communications and public education efforts. Build relationships with non-traditional Department constituents.
Progress in implementing this strategic plan will be reviewed regularly during executive management meetings and specially scheduled internal performance reviews. Progress on projects and priorities will be communicated through staff messages and the Department’s website.
Big challenges for wild salmon and steelhead require that management and recovery efforts be more strategic than ever. WDFW must: support the work of our partners to restore and protect habitat; ensure fisheries protect wild populations; and reform hatchery programs.
There wasn’t a blueprint for how to accomplish this all at once- so we made one.
WDFW formed a planning team-with expertise in science, habitat protection and recovery, hatchery management, fisheries, enforcement, and outreach-to build a new framework for 21st century salmon and steelhead management. The framework is a matrix of measurable outcomes critical for healthy salmon and healthy fisheries, against which salmon-related strategies can be judged.
This document, the 2011 Information Technology Portfolio, represents the current state of Information Technology (IT) for the Washington Department of Fish and Wildlife (WDFW) through the state fiscal year ending June 30, 2011. Adjustments to the agency IT investment portfolio occur throughout the course of the fiscal year in the areas of hardware, software, network infrastructure, maintenance, and staffing.
The Department of Information Services (DIS) defines an IT Portfolio as a "compilation of information about an agency’s investments in its IT infrastructure. The information is organized to show how these investments support the agency’s mission and programs and to demonstrate the relationships among current and planned investments. The portfolio enhances the ability of key decision-makers to assess the probable impact of investments on an agency’s programs and infrastructure, as well as on the overall state IT infrastructure."
Accordingly, the purpose of this document is to allow the WDFW to manage its IT investments in the same manner as one would manage other investments, like financial instruments such as stocks or bonds, and real estate. The department recognizes the business value of IT in allowing it to meet its mandated mission of providing sound stewardship of fish and wildlife.
This Portfolio demonstrates the value of IT investments to senior managers in order to prepare them and other stakeholders to make important IT investment decisions. Those stakeholders include Division and Regional managers, the Executive Management Team, the Director/Deputy Directors, the Fish and Wildlife Commission, DIS management and staff, the Information Services Board, the Office of Financial Management, and members of the Legislature.