Two years ago, the California General Assembly passed a bill that required development of a new strategic vision for the California Fish and Game Commission and the California Department of Fish and Game. Assembly Bill (AB) 2376 called for improving and enhancing the capacity of the department and commission to fulfill their public trust responsibilities to protect and manage the state's fish and wildlife for their ecological values and for the use and benefit of the people of California. One important reason cited for the bill was expansion of the department's responsibilities since its formation in 1927, coupled with a chronic shortage of funding to fulfill the expanded mandates placed on the agency. Agency leaders in California, like those in many states, have been forced to juggle increasingly complex demands with limited or declining resources. One of the goals of AB 2376 was to provide improved direction for making those tough choices.

AB 2376 established an Executive Committee of the Secretary of the Natural Resources Agency, the Director of Fish and Game, the President of the Fish and Game Commission, the Chair of the State Energy Resources Conservation and Development Commission, a representative from the University of California and representatives from the U.S. Fish and Wildlife Service and National Marine Fisheries Service to oversee development of the strategy. The Executive Committee appointed a 7-member "Blue Ribbon" citizen commission to assist with analysis of issues and a 49-member stakeholder advisory group representing 17 different interest areas to provide input. Dozens of public meetings, online resources and direct mail were also used to engage the broadest range of citizens possible in the process.

In April 2012, the Executive Committee submitted its final strategic vision to the Governor and General Assembly. The strategic vision builds on the existing vision and mission statements of the department and commission and recommends applying the core values of stewardship, integrity, excellence, teamwork, partnership and innovation as the basis for decision-making. The vision provides foundational strategies, overarching goals and objectives, and recommendations to help achieve the goals and objectives. Rather than being prescriptive, the strategic vision provides a framework for agency leaders and the commission to adapt to the fiscal limits they face and the rapidly changing social context for wildlife management in California.

California Deputy Director Kevin Hunting said, "The process was an important one to go through and received the full support of leadership at both the Department and the Commission." Although the stakeholders, the Blue Ribbon citizens committee and Executive Committee members did not come to full agreement on all of the issues, they did chart a path forward. The vision lays the groundwork for the Department and the Commission to replace strategic plans that will be an important part of the process of improving the way both the Department and the Commission function. In addition, Hunting said, "The inclusive, broad-based approach taken to develop the vision was a necessity given the wide and passionate interest in wildlife issues throughout California." Such a big-tent approach is likely to be part of future planning efforts in other states.

Assembly Member Jared Huffman, sponsor of AB 2376 in 2010, introduced follow-up legislation this year, AB 2402, to amend existing law in response to recommendations in the strategic vision and to require the department and commission to develop a strategic plan to implement the vision. Among other changes, the bill calls for the use of ecosystem-based, adaptive management and credible science. It directs the department and commission to emphasize partnerships, collaboration and coordination with others. The bill gives the commission greater authority in setting fees for some licenses and permits so the department can recoup all its administrative and operational costs associated with some programs. It also calls for consolidation of several dedicated accounts within the Fish and Game Preservation Fund to give the department greater fiscal flexibility. These changes are intended to enhance credibility with the general public and help the department and commission address the challenges of the 21^st century.

AB 2402, which was signed into law by Governor Brown on September 25, 2012, also changed the name of the department from "Fish and Game" to "Fish and Wildlife." Although many states' agencies now use the term "wildlife" in place of "game" to reflect the broader range of conservation duties they face, some people voiced concern that the name change implied their department was abandoning its traditional constituents ? hunters and anglers.

Despite the name change, Hunting said, "The Department's mission remains 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.' The word 'and' ensures the department will continue to manage resources both for ecological values and for hunting, fishing and all forms of wildlife-related recreation."

View additional information about California's Fish and Wildlife Strategic Vision. (cs)