This Strategic Plan outlines new strategies the Washington Department of Fish and Wildlife (WDFW) will employ in the 2013-15 biennium to meet its long-term goals.
Since 2007, state general fund support for the department has declined by 47 percent, requiring careful prioritization of a growing number of pressing needs. To be useful in guiding the department’s operations, our Strategic Plan must be pragmatic as well as visionary.
Many of the new initiatives included in this plan are based on the following principles:
- Support healthy ecosystems: Resource managers have increasingly recognized the value of management strategies that benefit whole ecosystems, not just a single species. While at-risk populations and game species always require special attention, the draft plan supports efforts to protect and restore critical habitats across a broad landscape.
- Maximize the impact of limited resources. Poor habitat conditions are a common condition for fish and wildlife populations listed for protection under state and federal endangered species laws. Projects that support healthy ecosystems can help to avoid the high cost of managing listed species by “keeping common species common.”
- Consider public values. Any successful approach to resource management requires the support of Washington’s growing human population, which plays a dominant role in ecosystems throughout the state. This plan includes a variety of initiatives to increase public involvement in decisions affecting the management and stewardship of our state’s fish and wildlife resources.
- Anticipate uncertainty, respond to change. This principle is critical to an agency like WDFW, which must plan for climate change, fluctuating salmon runs and other highly variable issues. Using adaptive management, the department plans to make significant changes in several areas, including its process for correcting salmon-blocking culverts.
- Improve internal processes. Cross-program collaboration will become increasingly important as WDFW takes on more projects designed to benefit multiple species and entire ecosystems. The Conservation Initiative, a collaborative effort by department managers, is working to meet that challenge.
The job of managing Washington’s fish and wildlife is changing, and WDFW is changing with it. This Strategic Plan lays the groundwork for those changes in the years ahead.
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.