California Department of Fish and Wildlife

Strategic Initiative 4: Develop / Enhance Partnerships

Purpose

  • Strategy 1: Establish criteria and guidance for identifying, developing, and sustaining partnerships
  • Strategy 2: Form mutually beneficial partnerships that compliment and support essential department functions and programs
  • Strategy 3: Seek out and extending partnership opportunities to non-traditional partners

Recent times have clearly demonstrated that even during periods of significant economic downturn, demands from California’s large population base and the resultant pressures placed on the state’s natural resources continue to expand. These pressures are not expected to decrease anytime in the foreseeable future. With limited staff and fiscal resources, DFG is, and will remain, challenged in its ability to fulfill its priority stewardship and public use opportunity responsibilities. Looking ahead, partnerships must play a critical role in providing stability for program implementation, stretching human and fiscal resources, and injecting fresh and creative ideas for more effectively meeting our mandates.

Partnerships are nothing new to DFG. We have been, and currently are engaged in many such relationships, some small and others large, with a host of partners from DFG volunteers to major federal funding partners, and virtually everything in between. The long-term benefits of many of these efforts point to a critical need to further develop and foster these positive working relationships. Yet, because of the commitment involved, as we move forward, we must honestly evaluate existing partnerships and be creative in considering and developing new ones.

Future Implementation

It is easy to conclude that our greatest opportunity for success in addressing the many issues that we face will depend strongly on our ability to build on existing relationships with a broad cross-section of stakeholders and to forge new, productive partnerships as we move forward. To this end, we are embarking on a process to achieve the following:

  1. Identify and articulate the nature of our existing partnerships statewide. DFG relies on partners for a variety of important efforts including land management and stewardship, identifying priorities for strategic investments in fish and wildlife resources, delivering conservation and management programs, and developing sound and durable policies.
  2. Re-think the value and potential of partnerships to aid in effectively carrying out our mission. Effective partnerships require a significant investment of time and resources to fully develop. DFG must honestly and objectively evaluate each existing partnership to look for areas of improvement or, in some cases, examine the underlying need for the continued partnership.
  3. Engage with existing partners to solicit their ideas on how to make current and future partnerships more efficient and beneficial to all parties.
  4. Identify and document program areas and functions where new partnerships would significantly enhance our ability to carry out our mission.
  5. Develop a partnership strategy that will accomplish the goals identified above and lead to broader and more functional partnerships.
  6. Create liaison positions that bridge between DFG and key partners.