The Washington Department of Fish and Wildlife is the state's principal steward of fish and wildlife resources.
State law directs the Department to conserve native fish and wildlife and their habitat, while also supporting
sustainable fishing, hunting and other outdoor opportunities for millions of Washington residents and visitors.
Hunting, fishing and wildlife-watching opportunities managed by the Department contribute to the State's outdoor
recreation culture, which generates $22 billion in economic activity each year and almost 200,000 jobs across the
In July of 2015, the Department began an initiative called "Washington's Wild Future: A Partnership for Fish and
Wildlife", to listen to the public about where the Department should focus its efforts. The results will likely reveal
necessary adjustments to the objectives and initiatives within the Strategic Plan, and the Department will update the plan
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.
1 "Economic Analysis of Outdoor Recreation in Washington State." January 2015, by Earth Economics for
Washington Recreation and Conservation Office.
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.