HomeMy WebLinkAboutMINUTES - 09191995 - C43 C. 42 AND -C.43
THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on September 19, 1995, by the following vote:
AYES: Supervisors Rogers, Smith, DeSaulnier, Torlakson and Bishop
NOES: None
ABSENT: None
ABSTAIN: None
------------
SUBJECT: Correspondence
C.42 CLAIM from Christine C. Fitzgerald, Esq., 345 Lorton Avenue, Suite 302, Burlingame, CA
94010, dated September 1, 1995, on behalf of the City of Richmond, for refund of property
taxes for the 1994, and 1995 fiscal years.
***
* REFERRED TO AUDITOR-CONTROLLER, ASSESSOR, TREASURER-TAX COLLECTOR
AND COUNTY COUNSEL
C. 43 LETTER and report from Sandra J. Wolfe, Manager Special Projects, Department Of Fish
And Game, 1416 Ninth Street, Sacramento, CA 94244, dated August 31, 1995,
requesting the Board's participation in their strategic planning process.
**** REFERRED TO DIRECTOR OF COMMUNITY DEVELOPMENT
IT IS BY THE BOARD ORDERED that the recommendations as noted (*
are APPROVED.
cc: Correspondents I hereby certify that this Is a true and correct copy of
Auditor-Controller an action t and entered on the minutes of the
Assessor Board of Su i On Ve date
ATTESTE
Treasurer-Tax Collector PHIL AT HELD perk of the Board
m=
County Counsel otSupervisors and
Community Development, Director 8Y OeFt+t11
STATE OF`CALIFORNIA—THE RESOURCES AGENCY PETE WILSON, Governor
DEPARTMENT OF FISH AND GAME
1416 NINTH STREET ++
RECEIVE®
P.O. BOX 944209 ,.;
SACRAMENTO, CA 94244-2090
(916) 653-9388 SEP — 5 1995 r
CLERK BOARD OF SUPERVISORS
CONTRA COSTA CO.
August 31, 1995
Board of Supervisors Contra Costa County
651 Pine St
Martinez Ca 94553
Dear Supervisors:
As a public trust agency, the Department of Fish and Game is responsible for
managing the fish and wildlife resources of the State for use and enjoyment by its
citizens. That is not an easy task with our growing population and the various
demands that growth is placing on all public agencies. Of particular concern is the
loss of fish and wildlife habitat caused by subdivisions, roads, water diversions,
electricity conveyances, as well as increasing interactions'between the public and
wildlife such as mountain lions. Because of local land use planning responsibilities the
county government is an important partner as we try to manage the natural resources
for the future in the face of today's changing world.
The Department of Fish and Game is in the process of finalizing its Strategic
Plan; and beginning implementation of its themes. Enclosed for your information is a
copy of that plan. One of our tasks under that plan is to determine what activities we
and our partners have been doing to manage the resources. _
Each county receives one-half of all fine money from convictions of fish and
wildlife related law violations within its boundaries, and State law directs the county
use that money in certain ways. Some counties have a local Fish and Game
Commission to provide counsel on use of those funds; some counties do not.
Would you please send us, for the fiscal years 1993-94 and 1994-95: (1) the
total amount of money you received from the fish and wildlife fine money for each
year, (2) a list of projects and the costs of each that you funded with the fine money
for each year, and (3) your comments or ideas on ways we could better use those fine
monies in the future. Our hope is to discover areas where we may be able to allocate
funds to better manage the resources.
AGENDA DATE _ __ ITEM N0,
BACKGROUND NOT AVAILABLE AT
THE TIME AGENDA PACKET COMPILED
INFORMATION FOR THIS ITEM PREVIOUSLY
FURNISHED
ORAL REPORT TO BE GIVEN AT BOARD MEETING
ERROR IN NUMBERING AGENDA ITEM
DELETED
Y ; DOCUMENTS ON FILE WITH
CLERK
The California Department of Fish and Game
STRATEGIC PLAN
Where do we want to be?
State of California
The Resources Agency
IDepartment of Fish and Game
May 1, 1995
The Department of Fish and Game
Administrative Report No. 95-1
1995
Board of Supervisors
August 31, 1995
Page .Two
Because we are already in the process of preparing our budget for the 1996-97
fiscal year, we need the information as soon as possible, and hope you can provide it
by September 28, 1995.
We appreciate your taking the time to provide this information and in helping us
manage our fish and wildlife resources.
Thanks,
Sandra J. Wol , Manager
Special Projects
Enclosure
The California Department of Fish and Game
STRATEGIC PLAN
Where do we want to be?
State of California
Pete Wilson, Governor
The Resources Agency
Douglas P. Wheeler, Secretary
Department of Fish and Game
Boyd Gibbons, Director
May 1, 1995
The Department of Fish and Game
Administrative Report No. 95-1
1995
FOREWORD
California's wildlife diversity and stunning landscape began changing 150 years ago,
with the Gold Rush, and the change continues today. The State's population has already
eclipsed 32 million and in the coming years, rapid population growth will place increasing
pressures on the State's resources. These changes are already producing unprecedented
resource management challenges to the California Department of Fish and Game. These
challenges alone would be compelling, but there's more - e.g., the sometimes contradictory
desires of its numerous stakeholders, the huge stewardship responsibilities placed on it by the
Legislature, and the very scope of conservation issues within the State. All of the above are
occurring at a time when the Department has less fiscal and personnel resources to do the job
than ever before.
The nature of today's conservation demands requires a willingness to adopt new
perspectives and to define and approach the day-to-day business of resource stewardship in
new and creative ways. To make progress in this contemporary arena the Department
acknowledges that it must conserve wildlife within a broad responsibility of governing and
that the first aim of governing is to serve the citizens of this state. The public trust doctrine
is not just another legal article, it is the guiding principle that binds government to the people
it serves.
The Department also acknowledges that the will of the public, as expressed by laws,
regulations, and land use decisions, ultimately determines the quality and quantity of wildlife
habitat to be preserved for future generations.
These realities suggest that the Department adopt a model of action for conserving
wildlife habitat that inspires cooperation by placing greater emphasis on educating,
motivating, and rewarding the public, landowners, and local agencies. The more positive
approach should ultimately allow less emphasis to be placed on rigid regulations and forced
compliance.
Some may see this shift in direction as an erosion of the Department's authority;
others may claim this is a departure from relying on the scientific approach to making
resource management decisions. This should not be the case. We believe that offering
incentives for conservation can result in a more enlightened and involved populace - a
diverse group of partners with a stake in decision-making who will demand that good science
remain a vital part of the decision making process. By contrast, we believe that more
stringent regulations will likely engender more frustration, more divisiveness, and even
greater enforcement dilemmas.
In keeping with these principles, two of the themes discussed in this Strategic Plan are
Public Service, Outreach, and Education and Cooperative Approaches to resource
Stewardship and Use. They are supplemented and supported by the other themes, Managing
Wildlife from a Broad Habitat Perspective and Organizational Vitality.
EXECUTIVE SUMMARY
Process Overview
"A plan is nothing; planning is everything," said Sir Winston Churchill. Since 1990
we have been involved in generating strategies to resolve the myriad issues facing the
Department in this decade. In January 1993 we published "A Vision for the Future". It
included statements of our mission, values, and goals and recommended that we develop a
formal planning system to provide long and short term direction for our employees.
In late 1993, the Director appointed the Strategic Planning Team (SPT) to develop this
strategic plan. The SPT reviewed the Department's existing Vision Statement, Mission
Statement, and Values, as well as material about priorities prepared previously by our
employees.
Because understanding the concerns of the public is crucial to building effective
support for the Department, the SPT also conducted focus group meetings statewide to
generate input and feedback from the Department's'"external stakeholders," (defined as any
group or individual who is affected by, or who can affect the future of, the Department).
Employee teams in regions and divisions reviewed the information from the stakeholder
meetings and provided their interpretations of the results.
Key Themes
Input from our employees and the results from our external stakeholder focus group
meetings have been organized in Chapter 2 into the following themes:
L Public Service, Outreach, and Education - The Department must work to
improve communication with the public to find out what people think and
want; inform them about the fish and wildlife and their values to the State; and
provide better service by streamlining permitting and licensing processes,
informing them of recreational opportunities, and making fishing and hunting
regulations easier to understand.
H. Cooperative Approaches to Resource Stewardship and Use - The
,Department cannot be effective in providing for the continued existence and use
of fish and wildlife resources without the help of the public and other agencies.
We must move away from a late-stage project-by-project review of'
development proposals to early consultation with project proponents and local
land use agencies. We must take advantage of volunteer assistance in
managing our lands, and we must work cooperatively with private landowners
to make it attractive for them to manage their lands with fish and wildlife in
mind. Further, we must collaborate with other agencies to share limited
resources and information
III. Manage Wildlife From a Broad Habitat Perspective - We must protect large
ecosystems to shift (where appropriate) the focus from a species-by-species
approach. Only in this way can we ensure the future existence of viable
habitats for a variety of species.
IV. Organizational Vitality - In an earlier document, "A Vision for the Future,"
we identified our employees as our most important asset. This theme includes
identified goals and strategies to support that conclusion. Specifically, we will
examine our organizational structure to determine the most effective way to
implement the strategic plan, improve understanding among employees about
how we operate and make decisions, and give employees the support and
freedom to meet challenges without stifling initiative.
The,themes, goals, and strategies in Chapter 2 are not in any order of priority.
Next Stens
To implement this plan we must: (1) align the structure of the Department's budget
and the strategic plan so that we can evaluate the cost implications of modifying efforts in
various areas; (2) formalize and implement the budgetary and planning cycles so that strategic
and operational decisions affect the budget, and not vice-versa; and, (3) begin the steps
leading to action plans (for the budget year) to implement identified strategies.
Since form follows function, it is also appropriate to examine the organizational
structure of the Department to determine the best way to be organized to effectively
implement the plan. Most importantly, we must begin to think strategically. This plan is
only the beginning of the journey.
iii
CONTENTS
Mission and Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Chapter 1: The Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Chapter 2: Goals and Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Chapter 3: Planning the Next Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
iv
MISSION and VISION
Our Mission
The mission of the Department of Fish and Game is to manage California's diverse
fish, wildlife, and plant resources, and the habitats upon which they depend,
for their ecological values and for their use and enjoyment by the public.
Our Vision
We seek to create a Department of Fish and Game that:
...acts to anticipate the future.
...approaches management of our wildlife resources on an ecosystem basis.
...bases its resource management decisions on sound biological information and a clear
understanding of the desires of the public.
...is based on teamwork and an open and honest internal communication.
...empowers its employees to make most of the "how" decisions.
...is committed to extensive external communication and education programs.
...creates and promotes partnerships; coalitions of agencies, groups, or individuals; and
any other collaborative efforts to meet the needs and management of wildlife resources.
v
INTRODUCTION
Content Issues
This is a strategic plan. In one sense, strategy has been defined as how one
maneuvers forces into the most advantageous position prior to engagement. In another sense
it has been characterized as an artful means to some end. Both apply in our case.
This is not an operational plan. Therefore, there is little emphasis on how we should
or will accomplish specific goals orlimplement strategies. These subjects will be addressed
when we plan at the next step. The dividing line between strategies and action items (which
would be expected in operational plans) is not always distinct, however. Where there was
doubt about including specific strategies in this plan (or leaving them out to be included at
the next step), we left them in.
We have begun to examine our organizational structure so that we become better able
to function operationally. This may require right-sizing field and headquarters staffs,
formally establishing geographical-area teams, and creating interdisciplinary project teams.
The plan emphasizes the directions we need to establish and follow to meet future
challenges. It does not describe all of the things the Department currently does. The fact
that this plan does not address some ongoing activities should not be viewed as diminishing
the importance of those activities. On the other hand, any current activities that do not
support the strategic plan need to be examined for possible termination.
There are many ways to organize ideas into themes, and some readers may not be
able to find specific references to their subjects of interest. For example, resource
assessment is an important issue mentioned by our employees and external stakeholders in
virtually all discussions regarding future plans for the Department. The SPT believes that
cooperative approaches to resource stewardship will provide the greatest potential for
successfully completing these tasks. Collaborative approaches and partnerships with the
scientific community will enable the Department to obtain valuable information without
increases in staff or expenditures. Working with the State's colleges and universities to
obtain resource information will free our own biologists to concentrate on key species when
information is required. The need for better resource assessment, therefore, is expressed
primarily in terms of better ways of getting it accomplished.
This plan also does not include a detailed discussion of the history of the Department,
the forces affecting it and the wildlife of California, or a list of our "mandates." These
subjects were included previously in "A Vision for the Future" published by the Department
in January 1993.
There was a conscious effort not to highlight in the plan the need for additional, long-
term stable funding for the Department. The need is real, but any discussion of the subject
inevitably leads to questions regarding who should pay or who should pay more (or less) or
to questions about priorities that require internal scrutiny. These discussions can be
worthwhile, but they are premature until future directions are clearly decided and described;
they also can miss the point that we don't have to do all the work alone. We can share the
work with others.
On a related issue,.the reader should not assume that we feel we have the financial
resources to do everything in the plan at once. Some strategies can be accomplished by
doing things differently - without spending additional money. Others involving additional
costs may be implemented only after funding mechanisms have been determined.
Department Overview
In 1870, the Legislature established the Board of Fish Commissioners (forerunner of
the Department and the Fish and Game Commission). Its mission was to provide for the
restoration and preservation of fish in California waters. It was one of the first wildlife
conservation agencies in the country. The same year, the first fish ladder was built on a
tributary of the Truckee River, and a state fish hatching house was established at the
University of California, Berkeley.
Ever since, the employees of the Department of Fish and.Game have worked
earnestly to conserve, restore, and enhance habitat.for wildlife in California. Today, almost
200 Department-owned wildlife areas and ecological reserves totalling nearly 700,000 acres
are protected and managed by dedicated wildlife specialists for wildlife and public use.
More than 1800 scientists, wardens, pilots, administrative staff, analysts, and other support
employees work to accomplish the Department's mission. The Department of Fish and Game
is an integral part of the Resources Agency which oversees the management of California's
natural resources.
The Department's nearly $170 million program budget is shown in the pie chart
below. The amount available to each program is significantly less than the amount shown,
since a portion from each is used to fund the Department-wide administrative and support
program.
INLAND FISHERIES
LAW ENFORCEMENT $48,426
$30,045
LEGAL
WILDLIFE $S09
MANAGEMENT MARINE RESOURCES
$10,585
$23,033
NATURAL HERITAGE
$12,313
ENVIRONMENTAL SERVICES $19,S24
$20,101 OIL SPILL PREVENTION
AND RESPONSE
DEPARTMENT OF FISH & GAME 199495 PROGRAM BUDGETS (x1,000)
2
The Fish and Game Preservation Fund (FGPF) includes revenue from the sale of
licenses and permits and from fish landing taxes; it generates nearly half (47 percent) of the
Department's income. Federal funds total about 17 percent, oil landings fees (OSPAF and
OSRTF) about 12 percent, nine percent from reimbursable contracts, six percent from
environmental license fees, and five percent from Proposition 99 (cigarette tax). About two
percent comes from state General Fund tax revenues, and there are several other small
sources that total another two percent. The pie chart below illustrates the relationship of
these revenue sources.
4
FGPF
295,578
GEN FUND
$3,143
ELPF
$10,648
FED FUNDS
$28,873 PROP 99
$6,914
OTHER OSPA
$623 REIMS OSRTF$17,364
$19,104 $2,289
1994.1995 EXPECTED REVENUE {x1,040}
The Department is organized by program and geographically. In its headquarters
office in Sacramento, Divisions provide technical expertise and coordinate policy statewide.
On-the-ground implementation is through staffs in five geographic regions.
3
CHAPTER 1: THE PLANNING PROCESS
We began the current planning process in late 1990 when the Director appointed a
committee of Department managers to begin developing and articulating the future direction
of the Department. The committee held more than 40 meetings with Department employees
to solicit suggestions on how to improve our operations and approach the future. Written
comments were also received from employees and some interested individuals and constituent
groups. The comments we received resulted in a number of recommendations.
In January 1991 the committee issued a draft Vision document containing a mission
statement, values, goals, and criteria for any proposed changes on organizational structure.
The major recommendation was that "The Department adopt a comprehensive, formal
planning system to include both strategic (long-range) planning and operational (short-range)
planning
Although the Vision document was not approved in final form until January 1993, it
was used as the foundation for the planning work completed in 1991 and 1992. In January
1991, the committee also issued a comprehensive management system proposal, and in July
1991 the Director appointed a team to develop a preliminary strategic plan. The preliminary
strategic plan was completed in March 1992 using the comments and concerns gleaned from
prior efforts, but it was not adopted.
In late 1993 the Department faced another in a series of budget reductions. The
preliminary strategic.plan provided some guidance in making those cuts, but management
recommended that a team be appointed to finalize the strategic plan. In December 1993 the
Director appointed the existing Strategic Planning Team (SPT); we began to meet in late
February 1994.
The SPT used the information developed in the previous three years (including the
preliminary strategic plan) as a basis for this plan. Some key issues had been identified and
some important goals established, and it was important to us not to overlook the value of
those efforts. However, in order to determine how to meet the current and future needs of
California's natural resources and the people who use and enjoy them, the SPT agreed that a
necessary ingredient was missing from the preliminary strategic plan: input from the public.
As a result, we set out to understand the perceptions, attitudes, values, and priorities of a
wide cross-section of that public that we call external stakeholders.
Stakeholders are individuals, groups, or organizations that have a recognized claim
for our attention, resources, or the results of our work, or are affected by our work. Internal
stakeholders include our employees; external stakeholders include the traditional hunting,
fishing, trapping, commercial fishing and fish buying, aquaculture, license agents, and
wildlife rehabilitation groups. They also include conservation groups, timber development
interests, agriculture, business/development, Chambers of Commerce, birdwatchers, the
judicial system, the livestock industry, local government, utilities, extractive users, hikers,
retail businesses, school/education, timber, tourism/recreation, photographers, the scientific
community, transportation, the media (paper, TV, radio), and water management agencies to
name more than a few.
4
We selected and invited a cross-section of external stakeholders to attend meetings in
each region to provide their comments on two key questions. We found that conducting the
meetings on a regional basis established a link between what the Department does and the
current and projected needs of each region.
Stakeholder participants were asked two questions:
1. "In your opinion, what are the most important issues facing the Department of
Fish and Game?"
2. "What should or shouldn't the Department do relative to the top five issues?
(From question 1)
Responses to these questions allowed participants to share views and helped us to
develop and identify the issues and possible strategies that would go into the strategic plan.
The meetings with stakeholders also functioned to improve communication between the
Department and its stakeholders, and to build support and understanding of Department
programs.
The Department's regional and headquarters employee teams processed the
information gleaned from stakeholder meetings and developed lists of the top five issues from
each meeting. The teams then generated lists that combined information from the
stakeholder meetings and previous work done by area and.headquarters teams. The results
of this effort and our prior work were extraordinary in their similarities. Funding, improved
resource assessment, and the need for better internal and external communications were but a
few of the common subjects that ran through all the information obtained. The SPT
organized the information into the four themes outlined in the Executive Summary and
detailed in Chapter 2.
Finally, a draft of this plan was circulated for review to our employees, to the
stakeholders invited to our focus group meetings, and to other interested groups and
individuals. To the extent possible, we have modified the draft to respond to their concerns
and suggestions.
5
CHAPTER 2 - Goals and Strategies
THEME I: Public Service. Outreach and Education
Public service, outreach, and education are critical to the future of wildlife' resources
and the success of the Department. We succeed only if we serve the public by conserving
the State's wildlife for future generations, and we do so in a manner that involves broad
public understanding and support. An important factor for success is how we define the role
of each employee in this effort. This role must include improved communication with the
public to determine public perceptions and desires and the development of projects or
services that address those needs. Communication also means informing the public about the
services we provide and how to receive them. We can also do a better job of meeting the
needs of wildlife if we educate the public regarding the intrinsic, ecological, economic,
cultural, and social values of wildlife resources.
We must provide better public service by improving the efficiency of our permit and
license processing, providing timely information to the public on recreational opportunities,
making fishing and hunting regulations easier to understand and comply with, and
consistently applying our policies and procedures. We must take advantage of opportunities
to work with.the public and provide opportunities for recreation like the watchable wildlife ,
Urban Fishing, Junior Hunting, and Outdoor Women programs.
GOAL
1. The Department will provide excellent public service.
STRATEGIES
a. Streamline the permitting process and better explain how permit
requirements allow the Department to exercise conditions that protect
wildlife resources (e.g., eliminate discrepancies and inconsistencies in
permitting information, and clarify regulations or guidelines for
programs such as streambed alteration agreements, threatened and
endangered species take agreements, and suction dredge permits).
b. Provide the public with timely information about wildlife and
recreational opportunities (e.g., prepare newsletters for sport and
commercial users and develop a yearly calendar of recreational
opportunities).
C. Make it easier to purchase licenses. Consider alternatives used
successfully in other states such as a mail-in license renewal system and
an automated point of sale system.
' wildlife, when used alone, means all.plants and animals.
6
d. Critically analyze existing regulations and eliminate those that are not
necessary.
e. Make hunting and fishing regulations more consistent and easier to
understand and follow (e.g., use more graphics and maps).
f. Develop companion documents to regulations that explain the
biological, social, and/or legal rationale for the regulations.
9. Reduce the time used to pay bills (e.g., allow regions to process
routine fiscal transactions and establish a credit card purchase process
for minor purchases).
GOAL
2. The Department will involve external stakeholders in program development,
will keep them informed, and will develop programs to meet their needs
consistent with the maintenance of sustainable wildlife populations.
STRATEGIES
a. Meet regularly with members of the general public and with specific
constituent groups.
b. Develop an effective government (federal, state, and local) outreach
program. For example, continue to attend local government meetings
(board of supervisors, city council, etc.) and identify liaison positions
to work with local legislative staffs.
C. Encourage, establish, fund, and expand programs to inform and recruit
more people to become users and supporters of wildlife programs (e.g.,
Outdoor Women, Urban Fishing, Junior Hunting and Fishing, and
Watchable Wildlife programs).
d. Identify contemporary issues (such as living with mountain lions) and
establish community meetings inviting divergent points of view to
discuss and explain the Department's roles.
e. Provide the public with information on the process by which they can
influence wildlife conservation at the local, state, and federal level.
7
THEME I (cont'd)
GOAL
3. The Department will understand how the public perceives us and our
responsibilities in managing and protecting wildlife and the environment.
STRATEGIES
a. Survey the public to determine its perceptions and expectations of
Department.
b. Educate Department personnel regarding the public's perceptions of the
Department and its attitudes toward wildlife.
C. Commit the Department to hold local meetings to discuss the public's
expectations and the Department's success in meeting those
expectations.
d. Commit Department personnel to attending constituents' meetings on a
regular basis to receive suggestions and comments and to share timely
information about current activities.
e. Address problems where public perceptions and expectations of the
Department are not consistent with its authorities, responsibilities, or
legal mandates.
GOAL
4. The Department will increase the public awareness of the ecological,
economic, and aesthetic values of maintaining and enhancing wildlife
populations and habitats.
STRATEGIES
a. Promote the intrinsic values of wildlife and the economic contribution
that wildlife and their habitats make to state and local economies.
Distribute this information to the public (e.g., through service groups,
at meetings of chambers of commerce.)
b. Develop and encourage wildlife oriented recreational opportunities that
contribute to local economies. Increase information for tourism and
provide information about wildlife-oriented recreation.
C. Articulate the Departments position regarding the value of wildlife in
all Department publications and programs.
8
i
THEME I (cont'd)
GOAL
5. The Department will develop an integrated program that addresses identified
needs and opportunities in education and communication.
STRATEGY
a. Develop a plan to address communication and education opportunities
through (a) direct involvement by Department employees (or
volunteers) with the public, (b) the distribution of information
materials, and (c) the existing school systems. The plan should also
include how the Department's education program should be organized.
GOAL
6. The Department will increase communication with the public (and encourage
their participation in the decision-making process) when developing hunting
and sport and commercial fishing regulations. We must recognize that public
values, attitudes, and perceptions are critical to the effective implementation of
regulations. '
STRATEGIES
a. Share with the public information regarding objective population and
harvest levels for each key sport and commercial species. Circulate, as
appropriate, comprehensive management plans for key sport and
commercial species.
b. Continue to conduct, including opportunities for public comment,
environmental reviews on the effects of sport and commercial
management programs.
C. Conduct public surveys to determine the existing and future level of
demand for wildlife-associated activities.
GOAL
7. The Department will reduce losses of wildlife due to illegal activities.
STRATEGIES
a. Identify the locations of most significant wildlife loss from pollution
and loss of habitat and focus the Department's response in those areas.
Establish teams representing the various Department functions to
respond to reports of wildlife losses.
9
THEME I (cont'd)
b. Use the results of the Department's study of law enforcement needs
titled "Personnel Allocation Study and Technical Application of
Criteria" to increase the number of wardens.
C. Concentrate law enforcement efforts on catching wildlife criminals who
do the most damage to resources. Take strict enforcement action
against those who knowingly violate resource-related laws and
regulations for personal gain or profit; use education and other methods
short of court to solve non-resource or unintentional violations.
d. Develop enforcement priorities and deploy the necessary resources from
throughout the State to bring a halt to the illegal take of wildlife (e.g.,
use experts from each region to stop the illegal take of abalone on the
north coast). .
e. Train personnel in the identification of threatened and endangered
wildlife to improve enforcement of environmental laws and regulations.
f. Seek legislation to increase the maximum fine for Section 5650 Fish
and Game Code violations to make it a clear deterrent (civil and
criminal) to adverse impacts on wildlife from water pollution.
g. Make broader use of civil remedies and penalties to recover damages
from illegal loss of wildlife.
h. Train non-enforcement personnel in obtaining proper information for
prosecuting violations. Use all Department employees to develop civil
and criminal cases.
GOAL
8. The Department will deal effectively with emergencies that threaten wildlife.
STRATEGIES
a. Train Department employees in the Incident Command System.
Develop action plans for typical incidents and use them to respond to
unanticipated incidents.
b. Develop and formalize cooperative rapid response teams to respond to
and assess impacts on wildlife caused by unanticipated events.
C. Establish expertise in restoration of native plant communities to work
with Oil Spill Prevention and Response staff on spills or incidents.
10
THEME I (cont'd)
d. Seek legislation to fund oil and hazardous spill prevention and response
capabilities for inland habitats.
e. Coordinate with CDF on wildfire response to minimize damage to
important ecosystems.
GOAL
9. The Department will seek recovery of natural resource damage from parties
responsible for accidental or purposeful acts.
STRATEGIES
a. Develop and maintain a damage assessment core team comprised of
legal, biological, toxicological, economic, and law enforcement
components with expertise in natural resource injury determination and
damage assessment.
b. Develop damage assessment procedures and protocols for Department
personnel to use in response to acts or activities harmful to wildlife
resources.
C. Develop a training program for Department personnel in resource
damage assessment.
d. Evaluate development of a statutory resource damage assessment
penalty schedule.
GOAL
10. The Department will respond to public safety issues and conflicts involving
wildlife in accordance with the best interest of the public. We will invite
public participation in determining how to balance our response considering
the ecological and aesthetic value of wildlife, the value of crops damaged by
some wildlife, and threats to public safety.
STRATEGIES
a. Develop contingency plans, policies, and guidelines for resolving public
safety problems with wildlife such as mountain lions, bears, diseases
that may be harmful to the public, and fish that may not be suitable for
consumption. Develop the plans with the input of the public and other
agencies. Train Department employees in implementing the plans and
require their consistent use.
b. Cooperate with the California Department of Health Services in the
collection of shellfish to monitor for paralytic shellfish poisoning and
contamination.
11
THEME U: Cooperative Approaches to Resource Stewardship and Use
To achieve its mission, the Department must adopt cooperative approaches to the
conservation of resources for their intrinsic values and for their existing and future use and
enjoyment by people (Resource Stewardship). These approaches should include federal
agencies, other State agencies, local agencies, members of resource user groups, and the
general public.
In developing cooperative approaches with local land use authorities we must take
advantage of, and complement, public policy objectives in areas such as agricultural
preservation, open space, recreation, flood control, water management, mitigation banking
and permit streamlining. We must strive to provide early consultation on projects with the
objective of promoting and transitioning to broad ecosystem solutions adopted in General
Plans, Habitat Conservation Plans, and/or mitigation banks. Adversarial positions by the
Department should be preceded by clear, effective opportunities to resolve conflicts with
project proponents and/or land use authorities.
Private lands include a major portion of wildlife habitat in the state and represent a
tremendous opportunity to build upon existing cooperative programs to benefit wildlife. We
must create strong partnerships with private landowners by sharing resource and wildlife
management information and providing incentives for private land owners to conserve and
enhance wildlife. Voluntary development and enhancement of wildlife resources cannot be
perceived as a liability which will place the landowner under threat of unreasonable
regulation in the event a threatened or endangered species colonizes a previously non existing
habitat. Accordingly, the Department must offer regulatory assurance that this voluntary
stewardship does not create a landowner liability.
GOAL
1. The Department will develop collaborative approaches and create partnerships
to restore, enhance, manage, and protect wildlife and their habitats.
STRATEGIES
a. Increase the number of cooperative projects with private landowners,
governmental agencies , and businesses.
b. Conduct local stakeholder meetings to receive input on desired
management activities and to encourage local support for management
of Department land.
C. Emphasize projects that have measurable results and include ongoing
multi-species habitat conservation planning and implementation efforts.
d. Develop additional volunteer programs to aid the Department in
meeting stewardship responsibilities and opportunities.
12
THEME H (cont'd)
e. When appropriate, use local, state and private organizations and
individuals to provide assistance in maintaining Department lands.
f. Participate in cooperative efforts to promote conservation of biological
'diversity (e.g., the California Biodiversity Executive Council, the
Coordinated Resources.Management and Planning Council).
GOAL
2. The Department will concentrate its efforts reviewing development and other
land and water use changes that pose the greatest threat to wildlife resources
or that provide the best opportunity to conserve important habitats.
STRATEGIES
a. Work cooperatively with local agencies,to develop General Plans and
other large-scale planning efforts such as the Natural Communities
Conservation Planning, Habitat Conservation Planning, and mitigation
banks to better protect wildlife and habitat.
b. Increase consulting efforts with project proponents early in the planning
process. Strive for a better understanding of wildlife needs and have
protective measures built into projects.
C. Continue to develop working relationships with aquacultural interests to
take advantage of opportunities to enhance wildlife habitat.
d. Establish Department liaisons with land use planning and permitting
agencies to present and explain Department strategies and represent the
Department's position.
e. Continue ongoing efforts to improve the California Environmental
Quality Act, the California Endangered Species Act, and other
environmental laws to more adequately protect the environment while
making the permit process more consistent and workable.
f. Work with federal, state, and local lead agencies to monitor the
implementation and effectiveness of large-scale planning efforts,
wildlife status and trends, pollution enforcement efforts, and the
implementation and success of mitigation measures.
g. Develop a policy to set priorities for project reviews recognizing that
the Department does not have the resources to adequately review all
projects.
. 13
THEME II (cont'd)
GOAL
3. The Department will seek incentives for private landowners and non-
governmental organizations to conserve and enhance wildlife.
STRATEGIES
a. Meet with landowners to identify meaningful incentives.
b. Seek authority for tax incentives or other benefits for conserving and
enhancing wildlife. Promote expansion of the Private Lands
Management program.
GOAL
. 4. The Department will promote coordinated gathering and sharing of natural
resource information to avoid duplication of effort and take advantage of
common goals.
STRATEGIES
a. Establish policy and a process for data gathering and exchange with
other state, federal, and local agencies; local college and universities;
and parties using or affecting natural resources. Make maximum use of
existing Geographical Information Systems and databases (e.g., the
California Environmental Resources and Evaluation System, the Natural
Diversity Data Base).
b. Establish partnerships with local colleges and universities to encourage
applied research which provides answers to unresolved wildlife
conservation issues.
C. Encourage and support conferences and workshops to exchange data
and information.
14
THEME III: Manage Wildlife From a Broad Habitat Perspective
The Department must adopt a more comprehensive approach to fish and wildlife
management, while recognizing that individual project review and single species management
are statutory obligations that can assist us in doing so. Although we recognize that
sometimes conservation of small critical habitat areas may be necessary to provide protection
for certain species, we must concentrate on the protection of large aquatic and terrestrial
areas that provide essential habitat for a variety of wildlife in California. Habitat diversity
and wildlife communities must be emphasized in long-term plans with local land use decision
makers and local, state, and federal interests developing major infrastructures such as roads,
flood control, water delivery and storage. We need to concentrate our efforts on lands and
waters that have high wildlife values or the potential to ensure the continued existence of
self-sustaining populations.
GOAL
1. The Department will emphasize multi-species planning, analysis, and
management for large aquatic and terrestrial ecosystems.
STRATEGIES
a. Identify habitats at risk and set priorities for conservation planning and
implementation.
b. Establish a Department conservation strategy to coordinate local agency
and public participation in the creation of Habitat Conservation Plans
and train Department staff in managing ecosystems and in methods for
accomplishing and implementing this strategy.
C. Develop adequate databases on wildlife communities to support
conservation planning and ecosystem management.
d. Develop statewide policies such as the current "no net loss of wetlands"
policy to underscore the need to protect high priority habitats.
e. Integrate existing Department plans for managing species and habitat.
f. Strengthen our partnerships with other federal agencies having existing
ecosystem management strategies.
15
THEME III (cont'd)
GOAL
2. The Department will direct activities toward maintaining, enhancing, and
restoring wildlife communities on lands managed by the Department for
wildlife benefit.
STRATEGIES
a. Conduct a systematic evaluation of Department-managed lands
(excluding public access or use areas) to determine where wildlife
sustainability can be maintained for the foreseeable future. Dispose of
lands where long-term viability cannot be assured.
b. Use Department cross-functional teams to determine priority work on
Department lands that meet wildlife community conservation goals.
GOAL
3. The Department will work to ensure that there is sufficient water (quantity and
quality) for wildlife.
STRATEGIES
a. Purchase or otherwise secure water rights to sustain and/or improve
wildlife habitat.
b. Develop a more specific definition of a stream for consistent application
and enforcement of environmental laws.
C., Monitor water diversions to insure compliance with water rights where
the remaining water is important to wildlife resources.
d. Participate in water rights and Federal Energy Regulatory Commission
hearings to ensure adequate water for wildlife; advocate for wildlife
with the state water boards and the Bureau of Reclamation.
e. Continue and complete in-stream flow studies to determine how much
water is needed to establish suitable habitat types and water quality.
f. Establish a water quality program in each Department region. (a)
Provide centralized laboratory support facilities to ensure adequate
analysis capability to monitor the protection of aquatic ecosystems and
wildlife communities from pollution and (b) Provide technical and
analytical support, including testimony, to support compliance with
water quality standards and statutes.
16
THEME III (cont'd)
g. Continue to work with appropriate agencies to minimize negative
effects on fisheries, wildlife, or habitat by the operation of managed
lakes, reservoirs, and diversions.
h. Evaluate the take-of anadromous fish-by water diversions and develop a
screening priority list based upon impact.
GOAL
4. The Department will focus inventories, research, and resource assessment
efforts on high priority habitats, species at risk, and key recreational and
commercial species.
STRATEGIES
a. Identify key species and wildlife communities and increase efforts to
collect baseline biological information on them. Coordinate this
activity with our conservation planning efforts.
b. Develop a ranking system for species and habitat research based on the
amount of current information, the status as a listed species or sensitive
habitat, and the immediate need for the research for planning and
management application. Use the ranking to determine where to put
our efforts.
C. Improve expertise in population dynamics (how various populations
interact, depend on, and compete with each other).
d. Develop Department capabilities for conducting rapid bioassessment
surveys of aquatic ecosystems to detect and correct pollution problems.
Develop baseline information in areas with high potential for wildlife
damage from pollution.
GOAL
5. The Department will manage and control the impacts of prohibited/detrimental
species on natural ecosystems in California.
STRATEGIES
a. Expand Department's role in prohibiting the introduction and spread of
non-native pest species in terrestrial and aquatic natural communities
(e.g., expand our role in dealing with accidental introduction). Lead
efforts to eradicate detrimental animal and plant species from wildlife
17
ENfE III (cont'd)
communities; where appropriate establish and promote opportunities to
harvest detrimental species.
b. Train Department employees in prohibited species identification.
Increase awareness and enforcement of prohibited species laws.
c. Seek legislation to reduce the number of exceptions in the law that
allow prohibited species to be imported and to increase fines and
penalties for the introduction of illegal species into the wild.
3
18
THEME IV: Organizational Vitality
Form follows function, therefore we must critically examine the function(s) of the
Department established in the strategic plan and implement an organizational structure that
fosters efficiency, clear designation of responsibility with attendant authority, clarity of
purpose, adaptability, and leadership. An organizational structure which emphasizes
ecosystems over species must by design incorporate multi-disciplinary teams who are
informed of emerging issues and provided with a.clear understanding of opportunities, policy
direction, and how the Department makes and implements decisions. The organizational
structure and leadership must foster timely communication, recognize and support initiative,
recognize individual and team contributions, foster a safe working environment, and provide
opportunity for professional advancement and diversity. Performance expectations must be
clearly stated and employees must be provided the tools, training, and budget to perform
their assigned tasks. Supervision must exhibit leadership and consistency in reviewing
employee performance and recognizing quality performance as well as addressing
substandard performance.
We must continue to implement a Comprehensive Management System to state clearly
our expectations and to link strategic planning to the budget cycle. The Department will also
operate more efficiently if we improve administrative support and services to regions and
divisions and strengthen our leadership, management, and supervision through employee
training programs aimed at developing future leaders.
GOAL
1. The Department will align its organizational structure and resources with the
priorities of the strategic plan and will use the Comprehensive Management
System to plan, conduct, and evaluate its actions.
STRATEGIES
a. Evaluate the current organizational structure and make
recommendations necessary to implement the strategic plan efficiently
and effectively.
Y
b. Link the Department's budget structure to the strategic plan, and
determine annual budgets through a sound operational planning process.
C. State clearly to internal and external stakeholders what existing
activities can and cannot be done when additional duties are assigned or
budget reductions are made.
d. Through the evaluation process of annual work planning, review the
Department's activities for consistency with the strategic plan.
19
THEME IV (cont'd)
e. Create,a calendar and agenda for future management team meetings
based on the legislative, budgetary, and regulatory cycles. Include
dates in the calendar for operational planning, periodic monitoring of
high priority projects, information technology (computer) planning,
annual evaluation of progress toward meeting strategic goals, and
updating the strategic plan.
f. Conduct periodic reviews of all Department policies and procedures to
ensure that they are consistent with our mission and the strategic plan.
GOAL
2. The Department will increase employee understanding of and participation in
the resource decision-making process.
STRATEGIES
a. Involve employees in the policy and decision-making processes. Before
major decisions are made public, inform involved employees of the
issues, considerations, and factors leading to the final decision by
providing feedback on how and why their recommendations were
modified.
b. Communicate events, accomplishments, new policies, procedures; and
laws (e.g., use the Wildlife Protection Division's training bulletin as a
model, use electronic bulletin boards).
C. Hold regular briefings for all employees where projects and
accomplishments of all functions are reviewed and discussed.
d. Soon after each Joint Executive/Management Team meeting, write a
summary and distribute to appropriate offices/employees.
e. Regional Managers and Division Chiefs should (1) regularly visit
outlying offices and facilities, (2) conduct regularly scheduled staff
meetings,and communicate the results, and (3) establish discussion
forums.
f. Conduct Directorate (the Director and Deputies) visits at least annually
to field offices.
g. Circulate Department-wide monthly updates of active legislation,
including the Department's recommended position.
20
THEME IV (cont'd)
GOAL
3. The Department will make the best use of available funds.
STRATEGIES
a. Identify possible cost saving measures (e.g., set up a reinvestment
process to recognize units that reduce cost and meet performance
objectives. Create a working group to explore the feasibility of
privatizing some elements of Department programs).
b. Comprehensively evaluate and improve the current Department budget
and financial systems (e.g., make better use of information technology
and recognize and reward employees who meet performance objectives
and stay within their budgets).
C. Leverage existing funds through public/private and public/public
partnerships (e.g., find sponsors to cover publication costs of the
regulations booklets).
GOAL
4. The Department will strive to secure adequate funding from appropriate
sources to achieve its mission.
STRATEGIES
a. Gain the support of stakeholders to obtain adequate funding (e.g., form
a "stakeholders group" to develop and support legislation that broadens
the Department's financial base; inform the general public of funding
needs, availability and sources, and of consequences of not funding
programs).
b. Develop new revenue sources (e.g., solicit and receive contracts and
grants from private corporations, foundations, and other governmental
agencies and seek funds to manage existing and new land acquisitions).
21
THEME IV (cont'd)
GOAL
5. The Department will recognize the value and reward the contributions of
employees and teams.
STRATEGIES
a. Expand or make better use of recognition programs (e.g., expand
Officer of the Year Award to other functions in the Department and
include additional training opportunities and temporary outside
assignments as awards).
b. Recognize significant accomplishments and outstanding performance of
employees or teams through citations in the Department's newsletter.
GOAL
6. The Department will provide employees with the knowledge, skills,
equipment, and information to be consistent, safe, and effective in their jobs,
and also provide them effective leadership and guidance.
STRATEGIES
a. Implement an orientation program for new employees and conduct
interdisciplinary training annually for all staff.
b. Fully implement the Field Training Biologist program.
C. Develop a training program for all Department employees similar to the
Field Training Biologist and Field Training Officer programs and
provide Department employees with temporary training assignments
that will expose them to different Department functions.
d. Make technical training available to staff and provide for attendance by
appropriate staff at scientific conferences and symposia.
e. Require that work plans and other appropriate tools/techniques be used
by all supervisors to ensure that clear expectations exist and that
objective information is available to evaluate employee performance.
f. Develop a comprehensive program to train supervisors and middle
managers to prepare them for increased responsibility. Explore the
feasibility of developing a "Management Academy."
22
THEME IV (cont'd)
g. Expand the current evaluation process for supervisors beyond the
practice of an annual review by their supervisor to include an
evaluation by their subordinates.
h. Dedicate a portion of each employee's work-time for continuing
education and specific training.
L Improve managerial knowledge and skills by encouraging managers to
rotate to different programs on a short-term (six months or less) basis.
j. Recognize safe behavior by discussing safety on performance reports,
and in exceptional cases, with safety incentive awards.
GOAL
7. . The Department will provide problem solving and administrative support and
services to its employees.
STRATEGIES
a. We will improve all customer-oriented services using Total Quality
Management or similar methods to improve our responsiveness to both
Department staff and the public.
b. Delegate more administrative authority to regions and divisions to
process routine transactions.
C. Link regions/divisions/administration with a wide area computer
network to make all applicable data readily accessible.
GOAL
8. The Department will develop short, mid, and long-term recruitment programs
to maintain a diverse, high quality work force.
STRATEGIES
a. Project current and future needs for job skills and broaden the academic
disciplines (planning, economics, geology, etc.) utilized by the
Department to meet the objectives of the strategic plan.
b. Emphasize employment opportunities to.urban/changing ethnic
populations with the intent to make all segments of the public aware of
Department employment opportunities (e.g., make public presentations
23
THEME IV (cont'd)
in urban settings.about the Department and employment opportunities
and develop a program to financially assist potential candidates through
college in exchange for a work commitment).
C. Conduct more open examinations; simplify and speed up the exam
process with spot exams and continuous testing.
d. Participate in job fairs throughout the State.
e. Develop and implement role model/mentor and internship programs.
f. Work with the Department of Personnel Administration to develop and
implement strategies to bring pay and benefits to competitive levels
with other state agencies and the private sector.
g. -Provide opportunities for career advancement to specialists who do not
want to manage or supervise.
h. Provide incentives for promotions and lateral (new but generally
equivalent position) transfers. Work with the Department of Personnel
Administration to eliminate salary range overlap and ensure that
salaries reflect promotional status.
24
CHAPTER 3: PLANNING THE NEXT STEPS
The Comprehensive Management System (CMS)
The CMS cycle generally includes the following four steps:
Inventory - Where are.we?
Inventory is an assessment of the current status of the Department to identify
issues and opportunities. This phase includes identification of existing department
assets, mandates, efforts, and constituents. Systematic gathering of input from
employees and constituents is vital. This step was accomplished primarily through the
efforts leading to the Vision Document, published in January 1993, and through the
products resulting from area, region, and division team meetings that occurred prior
to beginning work on the strategic plan.
Strategic Planning - Where do we want to be
Strategic planning is statewide, department-wide, and general; it leads to a
mission statement, department values, identified goals and issues, and strategies to
address issues and accomplish goals. A strategic plan is dynamic, usually with a
three to five year life. Periodically, a strategic plan is reviewed and revised. No part
of the plan is static.
Our- mission, vision, and values were developed previously as part of the
Vision Document. The strategic plan includes the goals and strategies aimed at
moving the Department in a direction consistent with the preferences of our
employees and other stakeholders. This is-where we are now in the cycle.
Operational Planning - How do we get where we want to be?
Operational planning is more detailed and focused. Operational plans include
projects or objectives that are short-range, specific and measurable. Operational plans
differ from year to year and may not address all of the strategic goals in any given
year. The Executive Team, with recommendations from the Management Team,
makes a decision annually regarding which goals to pursue based on the resources
available to achieve them. The Executive Team then requests that operational plans
be developed to meet their stated focuses.
This will be our next step in the CMS process. Plans will be created by
project teams in the next year to address specific issues (focuses). In future years we
expect to develop operational plans with more of a "bottom up" approach.
Operational plans will ultimately include work plans for each employee and for each
organizational unit. Once operational plans have been approved, management will
provide the necessary resources, monitor and record actions and progress, and suggest
adjustments to the plans as necessary.
25
Evaluation - How did we do?
Evaluation determines whether operational plans were successful, on time, and
within budget. It involves diagnosing the reasons why some objectives may not have
been met and determining what needs to be changed. Once the evaluation phase is
complete the process begins anew.
Approach
The long-range goal of Departmental planning is to have the "program drive: the
budget." At present, the budget is approved as a block and program managers divide the
budget to see what can be funded which, in a very real sense, allows the budget to drive the
program. Utilizing the Comprehensive Management System process and teams as described
herein; our goal is to develop a plan that shows what ought to be done, develop prOjects to
accomplish that work, and propose a budget to get the work done.
How we approach the planning cycle is of vital importance to the future of the
Department. The Department's roles have changed dramatically in the past 20 yea!s. Even
greater changes are anticipated during the next 20 years. We have evolved into an
organization with a wide variety of environmental responsibilities that are interrelated and
demand a more comprehensive approach. CMS institutionalizes the ability to resp6nd to
change and embrace a variety of issues and concerns simultaneously through an annual cycle
of implementation, evaluation, and adaptation.
To make this happen will require a concentrated effort to move from a reacrive to a
proactive mode, a change in how workloads are assigned and monitored, and a change in the
way the Department communicates, both internally and externally. 'It will also require that
we set achievable goals with an emphasis on wildlife communities. To be successful
stewards of California's fish, wildlife, and plant resources, we must embrace these changes.
Teams
The full, ongoing implementation of CMS will probably make use of functioning
teams within the Department. Those teams are envisioned as follows:
Executive Team
The executive team determines annually which strategic goals to pursue; it also
reviews and approves the annual Department operational plan and any revisions to the
strategic plan. It is made up of members of the Directorate.
Management Team
The Management Team recommends to the Executive Team the Department
strategic plan, annual strategic goals to emphasize, and the annual operational plan.
This team brings a Department-wide perspective to the planning and management
system; it is where differences are resolved. This team is composed primarily of
Regional Managers and Division Chiefs.
26
Division Teams
Division teams will provide coordination and technical expertise on statewide
issues. They: 1) provide the directorate with advice and support on programmatic
issues; 2) develop and oversee statewide policies, goals, plans, and objectives; 3)
identify important statewide needs and issues and make recommendations for change;
4) convene and facilitate some project teams; 5) facilitate the flow of products and
information from other teams; 6) assist all other teams by providing: key technical
expertise, applied research, study and sampling design and standardized
methodologies, design of information systems and computer applications; 7) form
partnerships with other public agencies and private interests, the scientific community,
and the general public; and 8) develop and review statewide legislation and
regulations.
Division teams include all employees of a division, except those who work
outside of the division headquarters and are on area teams.
Administration Teams
Administration teams provide support for implementation of the Department's
strategic and organizational plans. Each office and branch within administration has a
team which develops an annual operational plan, meets as necessary to coordinate
administrative programs, and makes recommendations for improving services.
Regional Teams
Regional teams will coordinate efforts among the area teams, review and
compile area plans into region plans, and recommend prioritized region plans to the
Management Team.
The regional team provides planning and coordination to ensure that all
projects within areas meet the needs of the entire region.
Area Teams
Area team members are all the employees who work within area boundaries or
who have some of their workload within (or adjacent in the case of marine positions)
the boundaries. There are now four to seven area teams in each of the existing
regions.
Most of the time area team members of various functional specialties (e.g.,
fisheries, wildlife, plant ecology, law enforcement, etc.) would probably continue to
work within their specialties. Projects requiring cross-functional representation are
expected to occur; however, assembling all the members of an area team to work
together briefly on a specific issue or task would probably occur only on rare
occasions.
27
Area teams will facilitate better communication within the Department and
with our customers in local government and the general public. They should establish
a personal point of contact for service issues. They can foster partnerships by
developing better working relationships with local land use planning agencies, and
they are intended to allow issue resolution at the earliest stage and at the lowest
possible level.
Area teams identify important local needs, assist in projects to develop
watershed or landscape conservation plans, and then help implement them. They
contribute to regional and statewide conservation goals, providing the Department's
primary on-the-ground implementation.
Project Teams
Project teams are temporary teams, designed to work across functional,
organizational, or geographic boundaries on specific issues. They: 1) are sized and
prescribed for a specific period of time to produce a specific product; 2) operate at
the state, regional, or area level, including members of other agencies and the public
as necessary or appropriate; 3) provide expertise on certain species/habitats,
programs, or project types; 4) compile and analyze issue-specific information;
5) recommend priorities and policy changes to resolve issues; or 6) develop
conservation plans.
Like area teams, project teams will build partnerships with other agencies and
the public. The will also ensure Department accountability across the organization
and break down "turf" problems that can develop geographically. They facilitate
ecosystem planning by their design. They can respond to our customers concerning,
complex problems over large areas and multiple jurisdictions.
Responsibility
Many of our strategic goals identify work we are already doing; others give our work
new emphasis. Two new emphases are to improve communications and to focus on service
to all of our customers. Another new emphasis is to be more consistent in our actions, such
as in how we implement laws, regulations, and policies, and in the conservation guidelines
we recommend. We are committed to meeting these challenges in all that we do throughout
the Department.
Our collective challenge is to pursue our vision with as much honesty, courage, and
intensity as we can generate. How successful we are in meeting this challenge will require a
commitment of the Department's leadership, but ultimately it is each employee's
responsibility.
28