Pennsylvania Game Commission 2001 - 2014 Strategic Plan by Jim Minor

Values V Vision M Place wildlife first in all decision making • Respect the views of our various stakeholders • Be open, honest and forthright in all matters • Provide quality service both internally and externally • Carry out responsibilities in a polite, professional and considerate manner • Be ethical in the performance of all duties • Encourage the professional development of all employees • Have pride in our wildlife management heritage • Reflect on our success and lead for the future

sion To manage Pennsylvania’s wild birds, wild mammals, and their habitats for current and future generations

To be the leader among wildlife agencies, and champion of all wildlife resources and Pennsylvania’s hunting and trapping heritage

Ldr 10/09

Vision

Vision Values To be the leader among wildlife agencies, and champion of all wildlife 2009-2014 resources and Pennsylvania’s hunting and trapping heritage

Strategic Plan Values

Place wildlife first in all decision making • Respect the views of our various stakeholders • Be open, honest and forthright in all matters • Provide quality service both internally and externally • Carry out responsibilities in a polite, professional and considerate manner • Be ethical in the performance of all duties • Encourage the professional development of all employees • Have pride in our wildlife management heritage • Reflect on our success and lead for the future

Pennsylvania Game Commission

Mission

Mission To manage Pennsylvania’s wild birds, wild mammals, and their habitats for current and future generations

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Vision

Vision Values To be the leader among wildlife agencies, and champion of all wildlife resources and Pennsylvania’s hunting and trapping heritage

Values

Mission

To manage Pennsylvania’s wild birds, wild mammals, and their habitats for current and future generations 1

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A Letter from the Executive Director Fellow Conservationists, These are extremely challenging times for the Pennsylvania Game Commission. There are combinations of factors that are impacting the future of our wildlife resources. Our Strategic Plan 2009-2014 addresses many of those challenges and what we plan to do to meet them. Many objectives of the previous plan did not get accomplished due to a shortage of resources. You will see many of those repeated in this plan. They are still important, and we will strive to get them done under this strategic plan. Our ability to achieve the objectives is not a matter of will but is a matter of having the necessary resources. The primary effort of this plan will be to continue the improvement of habitat for all our stateâ&#x20AC;&#x2122;s wild birds and mammals. The integrated Game Lands planning process and our habitat manual will be the cornerstone of improving habitat on public and, more importantly, on private lands. The effort will be oriented on requirements defined in our species management plans. The species and habitats are primary focuses of this plan for the next five years. A new area of this strategic plan is the focus on making more members of the general public aware of the Game Commission and what we do for the citizens of the Commonwealth. We want them to understand our mission, how we are funded and the services we provide. We want them to appreciate our role in enhancing the quality of their lives by managing and protecting our wildlife resources. While we are one of the most efficient organizations in state government, we can always improve. We constantly strive to improve our programs and our workforce. We will continue to provide professional development opportunities for our entire workforce. We will focus on customer service and providing the necessary services for the conservation of our wildlife resources. Whether it is participation in hunting and trapping, habitat encroachment, climate change, or funding for our wildlife and habitat programs, these are serious times that will determine what quality of life Pennsylvanians have and will have when it comes to their wildlife and outdoor experiences. With the help of our partners and the interest of our stakeholders, we can beat these challenges. We want you to connect with wildlife. If you are in your backyard watching your bird feeders or on a mountaintop waiting for that first deer, bear or turkey to pass by, there are many ways to enjoy our tremendous wildlife resources. We want you to value and get involved with our wildlife resources. Get outside and connect with wildlife.

Values

Vision

Mission 3

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Table of Contents Goals

The seven goals of the 2009-14 Strategic Plan

Strategic Objectives

Strategic and operational objectives for each goal Strategic objectives are broadly defined targets that the Game Commission must reach to achieve each of its goals. Operational objectives are short-term targets to help achieve the longer-term strategic objectives.

GOAL GOAL GOAL GOAL GOAL GOAL GOAL

1: 2: 3: 4: 5: 6: 7:

...................................................... ...................................................... ...................................................... ...................................................... ...................................................... ...................................................... ......................................................

Measures

11 13 15 17 19 20 21

Outcome and output measures for each goal Outcome measures evaluate the result of an activity, plan, process, or program within a strategic objective and compares it with the intended result. Output measures are quantitative expressions of those results.

GOAL GOAL GOAL GOAL GOAL GOAL GOAL

1: 2: 3: 4: 5: 6: 7:

25 29 32 35 44 46 48

Values Vision Mission 5

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Introduction Managing the Commonwealth’s wildlife resources has been the charter of the Pennsylvania Game Commission for over 115 years. This is not an easy task. It is extremely complex and it encompasses many different professional fields and even more different stakeholder groups. Additionally, in these difficult economic times, we need to be more focused on the core elements of the Game Commission’s operations. In order to focus the efforts of many diverse fields there needs to be a guide that directs our efforts, and that guide is this Strategic Plan. The Strategic Plan provides direction and continuity of effort for the Pennsylvania Game Commission. The intent of the plan is to provide a framework and timeline for the achievement of goals and objectives that will support the mission. The Strategic Plan is not about producing a product. It is about getting results. The strategic planning process is a vehicle for the agency to examine itself with an eye towards improvement. The plan is the map on how the agency moves from where we are today to where we want to be in the future. Strategic planning is a collaborative process that invites participation. Once completed it becomes a flexible document that adjusts and adapts to changing circumstances, all while maintaining focus on the mission, goals and strategic objectives of the agency. The development of the Strategic Plan is the easy part of the process. The challenging part is implementing the plans and programs generated by the plan. Each program will be tied to a strategic objective. It cannot be assumed that all programs will be acted upon or accomplished immediately. Some programs may not receive the previous resource levels because of changing priorities as a result of the planning process. This does not preclude the accomplishment of programs. It does mean that some programs and objectives will be achieved by doing things differently. As was the case in the first strategic plan, some programs may not be achievable because of limited resources. However, these requirements do not disappear. They will go to an unfunded requirements document to display what programs and projects did not receive the required resources. The programmatic nature of the plan will help drive the budget process instead of the budget driving programs. Based on the vision for the agency, the values by which the agency will operate and our mission, there are seven major goal areas defined that drive the strategic objectives for the next five years.

Wildlife We will continue the species planning process by addressing individual species as well as species based on habitat types. While we continue to manage game species for optimum opportunities, we will also focus on our “heritage species” – all wild birds and mammals that aren’t hunted or trapped – that we all enjoy. We have had great success in revitalizing and reintroducing several species into the Commonwealth and we will continue in that effort. Our challenges are even greater to manage some species as human encroachment and climate change offer considerable obstacles to wildlife management. Research is the key to understanding these problems, and that effort will expand. Social and biological considerations are primary considerations in each species management program.

Communications Critical to the success of all the agency’s programs is the effort on information and education. This is a constant challenge to keep the public and our partners informed on our many new and exciting programs. We have taken advantage of new technology such as Nxtbook and webcasting. There will be even more opportunities in the future to reach out to our stakeholders and the general public. Whether it is hunter education, conservation education or our many public information programs on television and radio, we will continue to educate and inform the public of the agency’s wildlife programs in every possible way.

Hunting Trapping Heritage This is an exciting time to be a hunter and trapper in Pennsylvania. Bear and turkey populations are extraordinary. The deer population is healthier and the animals are larger than they have been in decades as a result of managing them to their habitat. With participation in hunting diminishing in recent years, a major challenge in the future is to recruit more hunters and retain the hunters we currently have. This should be a goal for all sportsmen, not just the Game Commission. Take advantage of the new mentored youth hunting program and our many youth hunting seasons. We and our partners need to ensure the future of our great hunting and trapping heritage of Pennsylvania.

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Habitat Management Habitat is the key to successful species management. Our integrated Game Lands planning program will continue until all plans are completed. More importantly, we have begun implementation of many of those plans. We will continue to work with other public land owners to get improved synergy of habitat programs. Because 80 percent of the lands in the Commonwealth are in private ownership, we need to place more effort on private lands habitat planning. If we are to affect a landscape for many species, we will need to have private landowners involved in the process. We will tackle additional challenges of invasive species and climate change effect on habitat. Habitat preservation and improvement is critical to improving the quality of life for every one of us.

Knowing the Game Commission One of our greatest challenges is getting the public to know who we are and what we do. We have to be recognized as the Commonwealthâ&#x20AC;&#x2122;s wildlife agency by more people. We will be the first place the public goes for wildlife and habitat information. Many of our citizens do not understand our mission or our funding structure. Although they themselves enjoy the outdoors and more importantly, wildlife, they need to understand who is responsible for those resources. Anytime they have connected with wildlife we want them to know that the Game Commission helped with that wildlife experience.

Funding The critical element in all programs in this plan is the availability of resources. This was certainly a significant challenge as our primary revenue stream is based on 1999 dollars. Although hunting licenses are probably the best recreational buy in todayâ&#x20AC;&#x2122;s market, there has always been a reluctance to raise license fees. We need to look at alternative ways to fund the Game Commission in the future. This plan addresses several of the ways that we will use to acquire the necessary resources to fulfill the requirements expected of us from our stakeholders and the public.

People The essential element to our successes is our great team of employees. They are a dedicated, professional and knowledgeable team that always focuses on mission accomplishment. We are looking at ways to improve the recruitment process and enhance the professional development of all employees. Additionally, the Game Commission depends on a myriad of volunteers who provide hundreds of thousand of hours because of their interest in wildlife. We will look at ways of improving the recognition of all our employees and volunteers.

Introdu

As you read the plan, you will see two major sections. The first section lists the goals, strategic objectives and the operational or bureau objectives that support the strategic objectives. This provides the framework for the second section, which includes the measurements needed to determine if we have achieved what we set out to achieve. As you will see, the strategic objectives have outcome measures and output measures. This allows a clear evaluation of success of the programs. Each year these measures are reported in our annual report to the Assembly. The achievement of the objectives in this plan will require the assistance of our many partners. The Game Commission cannot achieve its successes without the support and assistance of thousands of citizens who care about wildlife, hunting and the environment. Through contributions of time, money and expertise, individuals and many conservation organizations have helped make the Game Commission a leader in wildlife management. We believe this plan will help guide that extraordinary effort of our workforce, and our partners and stakeholders who assist the Game Commission achieve its vision and its mission over the next five years.

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Goals GOAL 1: Conserve, protect and restore wildlife populations for their many public values GOAL 2: Improve the public’s appreciation of wildlife, and their awareness and understanding of wildlife resource management GOAL 3: Promote and perpetuate our hunting and trapping heritage GOAL 4: Manage and protect a network of public and private lands and waters to provide habitat for wildlife GOAL 5: Enhance the public’s understanding of the Pennsylvania Game Commission’s mission and its responsibilities GOAL 6: Develop sustainable funding sources that support the agency’s mission and identity GOAL 7: Promote a diverse, professional and efficient organization

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Strategic and Operational Objectives Strategic objectives are broadly defined targets that the Game Commission must reach to achieve each of its goals. Operational objectives are short-term targets to help achieve the longer-term strategic objectives.

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GOAL 1: Conserve, protect and restore wildlife populations for their many public values Strategic Objective 1.1 Manage sustainable wildlife populations Operational Objective 1.1.1: Monitor the distribution, population and demographic trends and management responses of wildlife species Operational Objective 1.1.2: Set hunting and trapping seasons and bag limits to achieve goals and objectives stated in species management plans Operational Objective 1.1.3: Establish protocols to evaluate the impact of climate change Operational Objective 1.1.4: Update and develop wildlife species management plans Operational Objective 1.1.5: Identify and assess risks posed by invasive and exotic species Operational Objective 1.1.6: Monitor wildlife populations for prevalence and trends of transmissible wildlife diseases Operational Objective 1.1.7: Monitor wildlife impacts on other species and habitats Operational Objective 1.1.8: Identify existing and emerging threats to wildlife populations and implement appropriate solutions

Strategic Objective 1.2 Develop and enforce laws and regulations to protect wildlife populations and habitat Operational Objective 1.2.1: Seek legislation to clarify and improve the Game and Wildlife Code Operational Objective 1.2.2: Seek legislation to increase penalties for serious violations Operational Objective 1.2.3: Develop regulations to eliminate existing contradictions, misunderstandings and inconsistencies with the Game and Wildlife Code Operational Objective 1.2.4: Ensure Wildlife Conservation Officers (WCO) and Deputy WCOs have the training, supplies and equipment to proficiently perform their duties Operational Objective 1.2.5: Focus enforcement efforts on violations with the most negative impact to the resource Operational Objective 1.2.6: Expand the Special Investigations Unit capabilities Operational Objective 1.2.7: Continue to develop and market the â&#x20AC;&#x153;TIP Hotlineâ&#x20AC;? by allowing the public to contact the agency by various methods Operational Objective 1.2.8: Ensure state-level protection of species that are endangered, threatened and of greatest conservation need

Strategic Objective 1.3 Assess public values and uses of wildlife Operational Objective 1.3.1: Create a Human Dimensions Division within the Bureau of Information and Education Operational Objective 1.3.2: Conduct relevant and timely studies, surveys and focus groups Operational Objective 1.3.3: Review, monitor and evaluate existing research and studies Since 2000, the Game Commission has trapped and tagged more than 3,000 whitetailed deer for research. The goals of the deer management plan are to manage deer for a healthy herd, a healthy forest and acceptable levels of deer-human conflict, to provide recreational opportunities and to increase public knowledge. 11

S TRATEGIC P LAN 2009-2014 In the mid-1970s, only a few dozen elk remained in Pennsylvania but, after reintroduction efforts, the population began to rebound in the late 1980s. Thanks to concerted research, habitat management and public outreach efforts, today there are more elk in more areas of the state than there have been in more than 100 years.

Strategic Objective 1.4 Improve the population trends of endangered, threatened and wildlife species of greatest conservation need Operational Objective 1.4.1: Identify critical management issues from species management plans for all threatened, endangered and wildlife species of greatest conservation need Operational Objective 1.4.2: Periodically assess population status and threats to threatened, endangered and wildlife species of greatest conservation need Operational Objective 1.4.3: Build recovery plans that are synergistic with other species Operational Objective 1.4.4: Identify, preserve and protect critical and unique habitats

Strategic Objective 1.5 Restore extirpated wildlife species where landscape attributes and public values are favorable Operational Objective 1.5.1: Identify potential species for reintroduction Operational Objective 1.5.2: Develop comprehensive recovery plans for identified species Operational Objective 1.5.3: Conduct long term monitoring of restored populations

Strategic Objective 1.6 Manage nuisance wildlife impacts professionally, effectively and economically Operational Objective 1.6.1: Provide information and guidance to the public on wildlife damage and nuisance problems Operational Objective 1.6.2: Manage populations in consideration of human conflict issues Operational Objective 1.6.3: Expand public knowledge and awareness of nuisance wildlife issues Operational Objective 1.6.4: Improve opportunities for commercial Nuisance Wildlife Control Operators 12

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GOAL 2: Improve the public’s appreciation of wildlife, and their awareness and understanding of wildlife resource management Strategic Objective 2.1 Determine the public’s awareness, attitudes, values and knowledge of wildlife and support for wildlife resource management Operational Objective 2.1.1: Establish baseline information on the public’s current understanding of wildlife issues Operational Objective 2.1.2: Develop and implement resources and programs to enhance public awareness and understanding of wildlife and wildlife resource management

Strategic Objective 2.2 Enhance the public’s knowledge and understanding of the role of hunting and trapping in wildlife management Operational Objective 2.2.1: Establish baseline information that defines the public’s current perception of the roles of hunters and trappers Operational Objective 2.2.2: Acquire/develop materials and programs that promote hunting and trapping as wildlife management tools and as legitimate recreational pursuits Operational Objective 2.2.3: Develop/utilize effective ways to communicate information to a wide variety of wildlife recreationists Operational Objective 2.2.4: Inform urban leadership and residents about wildlife management opportunities in developed areas

Strategic Objective 2.3 Expand the availability of wildlife resource information to the public Operational Objective 2.3.1: Maximize use of electronic media (website, e-mail, video conferencing, webcasts, etc.) Operational Objective 2.3.2: Establish and maintain a network relationship with state and national conservation information organizations Operational Objective 2.3.3: Capture and disseminate newsworthy agency events in a timely fashion Operational Objective 2.3.4: Develop and disseminate information on wildlife and agency projects and programs Operational Objective 2.3.5: Promote the agency as the resource for wild birds and mammals and their conservation and management Operational Objective 2.3.6: Showcase wildlife diversity information and programs The agency reaches out to preK-12 educators through a variety of curriculum supplements that address state education standards. 13

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Strategic Objective 2.4 Promote wildlife conservation education throughout Pennsylvania Operational Objective 2.4.1: Establish baseline information about the people currently reached and missed by existing programs Operational Objective 2.4.2: Sustain educational programs and services for pre-K to 12th grade students, while addressing state educational standards Operational Objective 2.4.3: Sustain pre-service and teaching training programs for conservation education in compliance with Department of Education teacher training policies Operational Objective 2.4.4: Maintain educational programs, services and resources for all constituents consistent with Association of Fish and Wildlife Agency’s standards Operational Objective 2.4.5: Expand educational programs, services and resources for current and new audiences Operational Objective 2.4.6: Explore the viability of developing and implementing a volunteer education specialist program Operational Objective 2.4.7: Continue and expand Pennsylvania Game Commission exhibits and programs into similar programs at state parks, museums, nature centers and environmental education facilities Operational Objective 2.4.8: Construct, staff and maintain wildlife learning centers at strategic population centers, including a new education and technical service center in central Pennsylvania

Strategic Objective 2.5 Promote the “Connect with Wildlife” program Operational Objective 2.5.1: Develop and implement marketing strategies to promote the Connect with Wildlife program Operational Objective 2.5.2: Develop and promote wildlife viewing programs and other recreational opportunities Operational Objective 2.5.3: Identify and promote opportunities for citizen science projects, such as eBird and Breeding Bird Atlas Operational Objective 2.5.4: Acquire and market wildlife viewing and identification products Operational Objective 2.5.5: Develop a variety of programs and resources to be used in wildlife programming Operational Objective 2.5.6: Identify, cultivate and expand partnering opportunities with Non Governmental Organizations Operational Objective 2.5.7: Identify, develop and promote resources to maintain the Pennsylvania Game Commission as the primary source of information for wild birds and mammals of Pennsylvania

Strategic Objective 2.6 Increase the public’s understanding of wildlife and their habitat needs Operational Objective 2.6.1: Develop public demonstration areas for habitat management techniques Operational Objective 2.6.2: Increase the amount and availability of web-based habitat management information for landowners Operational Objective 2.6.3: Increase the number of articles in Game News on wildlife habitat management and projects Operational Objective 2.6.4: Improve public awareness, focused on youth, of wildlife habitat through interactive learning programs 14

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GOAL 3: Promote and perpetuate our hunting and trapping heritage Strategic Objective 3.1 Increase hunter and trapper recruitment Operational Objective 3.1.1: Identify the perceptions, motivations, expectations, knowledge and attitudes in regard to hunting and trapping participation Operational Objective 3.1.2: Increase and improve materials and programs promoting hunting and trapping Operational Objective 3.1.3: Provide sufficient opportunities at convenient times and locations to meet the needs of those wishing to complete Hunter Trapper Education courses Operational Objective 3.1.4: Expand and improve special hunting and trapping programs for target audiences Operational Objective 3.1.5: Adopt nationally recognized best practices for hunter and trapper recruitment and retention Operational Objective 3.1.6: Develop and implement a recruitment and retention plan Operational Objective 3.1.7: Actively participate in outreach programs, such as National Archery in the Schools, Women in the Outdoors and Step Outside Operational Objective 3.1.8: Establish hunter and trapper education programs in public and private schools

Strategic Objective 3.2 Promote the safe, responsible and ethical behavior of hunters and trappers Operational Objective 3.2.1: Emphasize hunter safety and responsible hunter behavior in all contact with the public Operational Objective 3.2.2: Continually improve hunter and trapper education programs by developing and implementing effective, user-friendly delivery mechanisms for student training Operational Objective 3.2.3: Expand hunter education programs to include species-specific courses on turkey, waterfowl and big game hunting, and disciplinespecific courses on archery, muzzleloading and furtaking Operational Objective 3.2.4: Periodically review hunter education curriculums to ensure compliance with national standards

Strategic Objective 3.3 Increase the retention rate of hunters and trappers Operational Objective 3.3.1: Develop a database of hunters and trappers and their activities Operational Objective 3.3.2: Identify reasons for discontinuing hunting and trapping participation Operational Objective 3.3.3: Develop programs to promote hunting and trapping as recreational activities that increase current levels of involvement

Successful Bowhunter Education is one of several new advanced educational opportunities from the Hunter-Trapper Education Division. 15

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Strategic Objective 3.4 Provide sustained opportunities for hunters and trappers to take wildlife Operational Objective 3.4.1: Manage game species to meet species population objectives Operational Objective 3.4.2: Evaluate and expand harvest opportunities for species that have increased in abundance

Strategic Objective 3.5 Promote and expand hunting and trapping access on public and private lands Operational Objective 3.5.1: Update the Public Access Program ensuring it is current with participating landowners Operational Objective 3.5.2: Increase the public’s knowledge of the Public Access Program

Strategic Objective 3.6 Improve hunter and trapper understanding of their role in wildlife management Operational Objective 3.6.1: Establish baseline information that defines hunters’ and trappers’ current understanding of their roles in wildlife management Operational Objective 3.6.2: Acquire/develop materials and programs to improve the understanding of their role in wildlife management

Strategic Objective 3.7 Provide enhanced pheasant hunting opportunity through a put-and-take operation and a reintroduction program Operational Objective 3.7.1: Annually release up to 250,000 pheasants on public lands and land open to public hunting Operational Objective 3.7.2: Annually release at least 15,000 pheasants for junior hunting opportunities Operational Objective 3.7.3: Improve and modernize the infrastructure on Game Farms Operational Objective 3.7.4: Initiate six Wild Pheasant Recovery Areas

Pennsylvania’s wild turkey management plan focuses on acquiring more detailed harvest data and survival rates, determining habitat and social carrying capacities, minimizing and abating human-turkey conflicts, quantifying, enhancing, and acquiring turkey habitat, assisting and educating land owners, and improving hunter safety.

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GOAL 4: Manage and protect a network of public and private lands and waters to provide habitat for wildlife Strategic Objective 4.1 Provide planning and technical habitat management guidance to landowners Operational Objective 4.1.1: Ensure permanent outreach and management planning programs on private lands Operational Objective 4.1.2: Provide technical habitat management information with particular emphasis on species of greatest conservation need Operational Objective 4.1.3: Increase the number of private acres available for wildlife habitat Operational Objective 4.1.4: Continually update the Habitat Management Manual to reflect current best management practices

Strategic Objective 4.2 Increase State Game Lands acreage with an emphasis on access, indentures, in-holdings and critical or unique habitats Operational Objective 4.2.1: Identify and prioritize key lands for acquisition, with emphasis on indentures, enclosures and rights of way Operational Objective 4.2.2: Utilize the Wildlife Action Plan to evaluate lands for acquisition Operational Objective 4.2.3: Increase State Game Lands acreage by 3,000 acres annually Operational Objective 4.2.4: Maintain boundary lines and resolve encroachments and other title land issues

Strategic Objective 4.3 Complete all comprehensive State Game Lands plans Operational Objective 4.3.1: Ensure annual State Game Lands planning goals are met Operational Objective 4.3.2: Develop detailed habitat cover information from the Continuous Forest Inventory and Analysis Program Operational Objective 4.3.3: Update the State Game Lands Record Database

Strategic Objective 4.4 Promote wildlife habitat planning and management on nonGame Commission public lands Operational Objective 4.4.1: Promote habitat improvement projects with public lands contiguous to State Game Lands Operational Objective 4.4.2: Develop habitat management training for other public land managers Operational Objective 4.4.3: Define and identify core habitats, connecting habitats, as well as source and sink habitats

Strategic Objective 4.5 Avoid, minimize and mitigate adverse impacts on wildlife habitats Operational Objective 4.5.1: Maintain and intensively manage secondary uses of State Game Lands Operational Objective 4.5.2: Monitor activities that are a threat to wildlife and their habitat Operational Objective 4.5.3: Build mitigation partnerships through cooperative agreements, contracts and memorandums of understanding Operational Objective 4.5.4: Evaluate and provide guidance on potential impacts on wildlife for all public and private lands 17

S TRATEGIC P LAN 2009-2014 Geneva Marsh, on State Game Lands 213 in the Northwest, provides critical waterfowl habitat. Many waterfowl and wetlands management research projects have been conducted in this important wetlands complex.

Strategic Objective 4.6 Provide and maintain adequate infrastructure to support wildlife habitat management and hunting Operational Objective 4.6.1: Develop requirements for repair, replacement and maintenance of buildings infrastructure Operational Objective 4.6.2: Create, maintain and improve roads and related infrastructure on State Game Lands Operational Objective 4.6.3: Ensure public and administrative ranges meet operational and safety requirements

Strategic Objective 4.7 Enhance wildlife habitat on State Game Lands through the recovery of natural resources Operational Objective 4.7.1: Utilize a full spectrum forest habitat management program to diversify forest structure and composition Operational Objective 4.7.2: Plan and execute natural resource recovery for habitat improvement and land acquisition Operational Objective 4.7.3: Improve habitat by re-mining and reclaiming abandoned mine sites Operational Objective 4.7.4: Coordinate and manage natural resource recovery activities of privately-held rights on State Game Lands

Strategic Objective 4.8 Identify and manage critical habitats identified in the Wildlife Action Plan Operational Objective 4.8.1: Incorporate species of greatest conservation need in comprehensive State Game Lands plans Operational Objective 4.8.2: Document locations and current management of key habitats identified in the Wildlife Action Plan Operational Objective 4.8.3: Increase prescribed fire as a tool for habitat management Operational Objective 4.8.4: Initiate restoration and recovery programs for high-priority habitats Operational Objective 4.8.5: Develop and adopt a standard classification system for ecosystems, communities and critical habitats 18

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GOAL 5: Enhance the public’s understanding of the Pennsylvania Game Commission’s mission and its responsibilities Strategic Objective 5.1 Determine the public’s knowledge and understanding of the Pennsylvania Game Commission, its legal mandates, responsibilities and funding Operational Objective 5.1.1: Establish the public’s level of understanding of the Pennsylvania Game Commission Operational Objective 5.1.2: Conduct relevant and timely studies, surveys and focus groups Operational Objective 5.1.3: Develop programs and materials to improve the public knowledge and understanding of the Pennsylvania Game Commission’s mission and its responsibilities

Strategic Objective 5.2 Use a stakeholder process to gather public input in developing programs and plans Operational Objective 5.2.1: Identify key stakeholder groups and their relationship with the Pennsylvania Game Commission Operational Objective 5.2.2: Implement processes for public involvement in implementing wildlife diversity programs and projects Operational Objective 5.2.3: Encourage public input and participation in the wildlife management decision process

Strategic Objective 5.3 Promote a league of partnerships to achieve mutual goals for wildlife and habitat Operational Objective 5.3.1: Ensure partners participate in species and habitat planning process Operational Objective 5.3.2: Maximize the synchronization of resource utilization for programs and projects eliminating duplication of effort

Open houses are used by the agency as an interactive public outreach tool that employs multimedia presentations, exhibits and one-on-one exchange with wildlife managers to bring both the nuts-and-bolts and finer details of deer management to hunters, farmers and others whose lives are influenced by deer. The effort is designed to further people’s understanding of deer and deer management. 19

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GOAL 6: Develop sustainable funding sources that support the agencyâ&#x20AC;&#x2122;s mission and identity Strategic Objective 6.1 Partner with the Wildlife For Everyone Endowment Foundation, other foundations and non-governmental organizations to financially support wildlife conservation programs and projects Operational Objective 6.1.1: Enhance food plot seed program through Non-Governmental Conservation Organizations and foundations Operational Objective 6.1.2: Identify projects that can be funded and implemented by partners

Strategic Objective 6.2 Increase the use of grants, mitigation and reimbursements Operational Objective 6.2.1: Develop grant proposals for relevant federal, state and private foundations Operational Objective 6.2.2: Establish mitigation and compensation requirements and values for wildlife habitat losses

Strategic Objective 6.3 Seek legislative action to provide alternative funding sources Operational Objective 6.3.1: Support legislation for a percentage of the sales tax to be returned to support wildlife programs Operational Objective 6.3.2: Seek legislation that allows for an annual inflation adjustment to license fees Operational Objective 6.3.3: Actively support Congressional legislation that enhances wildlife programs

Strategic Objective 6.4 Create a Friends of Wildlife donation program Operational Objective 6.4.1: Provide and advertise opportunities to donate directly to wildlife programs

A $1.3 million Growing Greener II grant is changing the face of Game Lands 321. A total of 111 acres of heavily mined land is being reclaimed as wildlife habitat in a partnership with the Rocky Mountain Elk Foundation and several other organizations. 20

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GOAL 7: Promote a diverse, professional and efficient organization Strategic Objective 7.1 Ensure that agency employment and volunteer recruitment information is widely distributed to the public Operational Objective 7.1.1: Ensure the general public understands wildlife volunteer programs and opportunities to participate

Strategic Objective 7.2 Promote and increase professional development opportunities for employees Operational Objective 7.2.1: Ensure enrollment in management and supervisor training programs Operational Objective 7.2.2: Increase the opportunity for training in skills and knowledge for all employees Operational Objective 7.2.3: Promote the health of employees through a wellness program Operational Objective 7.2.4: Evaluate new technologies for potential enhancement of programs Operational Objective 7.2.5: Provide counseling to assist employees in dealing with crisis/stress situations

Strategic Objective 7.3 Increase employee knowledge and understanding of the Pennsylvania Game Commission Operational Objective 7.3.1: Revise and conduct an employee orientation program Operational Objective 7.3.2: Encourage the workforce to access information through the agency internet and intranet Operational Objective 7.3.3: Update when necessary the video that is shown at employee orientation, which shows how each employee helps the Pennsylvania Game Commission accomplish the mission Operational Objective 7.3.4: Keep employees updated on timely agency position statements, policies and information Operational Objective 7.3.5: Provide in-service and mentoring opportunities for all employees

Strategic Objective 7.4 Analyze workloads to determine organizational structure and requirements Operational Objective 7.4.1: Evaluate workloads to ensure proper staffing levels in program areas Operational Objective 7.4.2: Evaluate workloads in Habitat Management to ensure appropriate staffing levels

Strategic Objective 7.5 Promote recognition for employees and volunteers Operational Objective 7.5.1: Ensure standards are maintained for the merit based awards program Operational Objective 7.5.2: Recognize volunteers and partners in an appropriate manner

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Strategic Objective 7.6 Modernize the administrative infrastructure Operational Objective 7.6.1: Increase the efficiency of administrative systems through automation and systems coordination

Strategic Objective 7.7 Analyze processes to insure continued improvement of programs Operational Objective 7.7.1: Build an organizational philosophy of constant improvement of programs Operational Objective 7.7.2: Train staff in evaluation and process improvement techniques and programs

School, scout and other community groups regularly volunteer and assist the Game Commission. Members of the Saint Maryâ&#x20AC;&#x2122;s School District Forestry Program installed boundary, parking, and informational signs at State Game Lands 44. 22

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As part of the point-of-sale process implemented in 2009 to handle hunting and furtaking license sales and permit applications, hunters swipe their Pennsylvania driverâ&#x20AC;&#x2122;s license through a magnetic reader and their personal information is recorded automatically. Hunters then select the licenses and stamps they wish to purchase. After the first time a hunter purchases a license this way, he or she will be assigned a permanent customer identification (CID) number so in subsequent years they will need only to enter changes in personal information and the types of licenses or stamps they want. The process removes worries about identity theft since, once a license is purchased through point-of-sale, a customer will no longer be asked to supply their Social Security Number. Hunters will no longer need to carry their Hunter Education certification or senior lifetime license ID card with them; that information is stored in the database. The weather-resistant harvest tags have perforated holes to make them easier to attach to harvested game and all personal information is printed on the tag, so the hunter need only enter the time, date and place of harvest. POS speeds up the license buying process for customers, automatically audits the books for issuing agents, prevents the sale of hunting and furtaking licenses to persons whose privileges have been revoked, and â&#x20AC;&#x201C; for the first time in history â&#x20AC;&#x201C; provides the Game Commission with a database of license buyers that will enable the agency to better communicate with them.

S TRATEGIC P LAN 2009-2014

Outcome and Output Measures Outcome measures evaluate the results of an activity, plan, process, or program within a strategic objective and compares it with the intended results. Output measures are quantitative expressions of those results.

P ENNSYLVANIA G AME C OMMISSION

GOAL 1: Conserve, protect and restore wildlife populations for their many public values Strategic Objective 1.1: Maintain sustainable wildlife populations Outcome Measures

• • • • • •

Species that have viable, well distributed populations consistent with management plan goals Annual seasons and bag limits established for game and furbearer species that are consistent with management plan goals Invasive species impacting wildlife species/populations detected and addressed No extant wildlife species become extirpated Risks to wildlife populations identified and eliminated or mitigated Wildlife disease issues detected and addressed

Output Measures

• • • • • • • • • • • • • • • •

Number of surveys completed to determine wildlife population levels/trends Number of surveys completed to determine wildlife harvest levels/trends Number of management plans prepared/updated for game and furbearer species Percentage of management plan strategies being implemented Number of wildlife health issue response plans developed Number of potential wildlife disease issues investigated Number of significant wildlife mortality events reported and/or investigated Number of animal necropsies performed to assess wildlife health issues Number of agency personnel and others trained in wildlife disease surveillance Hunting & trapping seasons and bag limits recommendations provided by prescribed deadlines to Board of Commissioners and, as appropriate, the U.S. Fish and Wildlife Service Number of population models developed and/or updated Number of research studies initiated Amount (number or acres) of invasive species treated Number of wildlife permits (collection, use, etc.) approved Number of wildlife taken under permit Number of protocols written to address climate change

These endangered great egrets are colony nesters. The largest nesting colony in Pennsylvania is on Wade Island in the Susquehanna River near Harrisburg. 25

S TRATEGIC P LAN 2009-2014

Strategic Objective 1.2: Develop and enforce laws and regulations to protect wildlife populations and habitat Outcome Measures

• •

• • • •

Wildlife and habitat are protected on public and private lands Legislation is enacted to improve the Game and Wildlife Code and increase penalties Special Investigations Unit capabilities expanded Law enforcement officers are properly equipped and trained The “TIP Hotline” allows the public to contact the agency by various methods Title 58 is streamlined and consolidated

Wildlife conservation officers who graduate from the Game Commission’s Ross Leffler School of Conservation have spent a year training for the job before they are assigned a district in the field.

Output Measures

• • • • • • • • • • • • • • •

Amount of legislation passed that affects Title 34 Number of CLEAN/JNET trained operators and users Number of grants applied for Amount of funding received through grants Number of special investigations completed Number of violations successfully prosecuted by the Special Investigation Unit Number of investigations conducted through new methods Number of overt investigations assigned to and completed by overt Investigators. Number of uniform pieces and equipment issued Number of TIPS received in various mediums Number of special permits issued Number of agreements entered to insure radio system operations Number of delivery contract requirements complied with and number of service delivery failures Number of law enforcement and non-law enforcement vehicle lighting and radio installations completed Sections of Title 58 that have been revised

Strategic Objective 1.3: Assess public values and uses of wildlife Outcome Measures

• •

Increased awareness and knowledge of public values and uses of wildlife Programs integrating public values to enhance the services provided by the agency

Output Measures

• •

Number of surveys to assess public values and uses of wildlife Number of programs that incorporate new information

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 1.4: Improve the population trends of endangered, threatened and wildlife species of greatest conservation need Outcome Measures

• • • •

Population status, trends and distribution of all endangered and threatened wildlife and priority species of greatest conservation need assessed Species management/recovery plans implemented to achieve improved population trends of endangered, threatened and species of greatest conservation need Species removed from endangered or threatened species classification lists No endangered, threatened or species of greatest conservation need become extirpated in the commonwealth

Output Measures

• • • • • • •

Number of species management/recovery plans prepared Percentage of management plan strategies being implemented Number of species recovery/restoration projects initiated Number of species recovery/restoration projects completed Number of population surveys of endangered, threatened and species of greatest conservation need Number of incident reports received and evaluated and mortalities involving endangered, threatened and species of greatest conservation need Number of records and locations of endangered, threatened and species of greatest conservation need provided by the public

Strategic Objective 1.5: Restore extirpated wildlife species where landscape attributes and public values are favorable Outcome Measures

•

Positive population responses of reintroduced species

Output Measures

• • • • •

Number of studies conducted to identify where favorable landscapes exist and public values favor reintroduction attempts Number of reintroduction feasibility studies completed for extirpated species Number of wildlife species reintroduction plans prepared Number of species reintroductions conducted Number of surveys conducted of reintroduced wildlife

As recently as 1980, the state’s known nesting population of eagles numbered three pairs. Fueled by the Game Commission’s 1983-89 reintroduction program, today there are more than 150 active nests within the commonwealth.

S TRATEGIC P LAN 2009-2014

Strategic Objective 1.6: Manage nuisance wildlife impacts professionally, effectively, and economically Outcome Measures

• • •

The public has an understanding of nuisance wildlife issues associated with various species The public is satisfied with agency responsiveness to nuisance wildlife issues Agency resources allocated to nuisance wildlife issues

Output Measures

• • • • • • • • • • •

Number of nuisance wildlife calls by species received by Pennsylvania Game Commission staff Number of nuisance wildlife calls by species resolved by providing direct technical assistance information (by phone, mail or via the internet) Number of nuisance wildlife calls by species provided a referral to a nuisance wildlife control operator permittee (USDA, NWCO) Number of nuisance wildlife calls by species provided direct on-site response by a PGC employee Time and resources expended in response to nuisance wildlife complaints and nuisance wildlife issues Number of nuisance wildlife control operator permits approved Number of new nuisance wildlife management techniques developed and approved Number of nuisance wildlife publications created and accessible on or through the PGC’s website Number of applications for deer and elk deterrent fencing processed and approved, and total expenditures Number of bear damage complaints received by type and total expenditures for damages and bear deterrent fencing Number of special hunting and/or trapping seasons to address wildlife-human conflicts

Trapping nuisance bears and transferring them to more appropriate locations is one of the duties of Game Commission officers and other staff. 28

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GOAL 2: Improve the public’s appreciation of wildlife, and their awareness and understanding of wildlife resource management Strategic Objective 2.1: Determine the public’s awareness, attitudes, values and knowledge of wildlife and support for wildlife resource management Outcome Measures

• • • •

A Human Dimensions Division is staffed A better understanding of the public’s understanding of wildlife issues Level of public funding for wildlife management activities Educational program offerings are expanded and increased

Output Measures

• • • • • • • • • • •

Strategic Objective 2.2: Enhance the public’s knowledge and understanding of the role of hunting and trapping in wildlife management Outcome Measures

• • •

A baseline data on current knowledge and understanding of hunting and trapping in wildlife management Support for hunting and trapping among general public increases Acceptance of hunting and trapping to manage wildlife populations is increased, especially those in urban settings

Output Measures

• • • • • • •

Number of surveys to develop baseline data on current knowledge and understanding of hunting and trapping in wildlife management Number of new opportunities for hunting and trapping on publicly-owned lands, as well as private lands Number of improvements to agency’s website content related to the importance of hunting and trapping in wildlife management Number of agency-produced products (including, but not limited to, news releases, audio, video, brochures, Game News articles, power-point programs, displays) emphasizing the importance of hunting and trapping in wildlife management Number of hunter and trapper education students taught about the importance of hunting and trapping in wildlife management Number of Project WILD educators taught about the importance of hunting and trapping in wildlife management Number of students reached through Project WILD educators taught about the importance of hunting and trapping in wildlife management 29

S TRATEGIC P LAN 2009-2014

Strategic Objective 2.3: Expand the availability of wildlife resource information to the public Outcome Measures

• • • •

Baseline data on current knowledge and understanding of Commonwealth wildlife resources and agency’s role in wildlife management is developed More and improved information about wildlife resources, especially to those in urban areas Agency’s outreach efforts to promote agency’s wildlife management mission and Commonwealth’s wildlife resources are improved Website is current and outdated information removed

Output Measures

• • • • • • • •

Number of surveys to develop baseline data on current knowledge and understanding of Commonwealth’s wildlife resources and agency’s wildlife management mission Number of improvements to the agency’s website content related to the wildlife resources and agency’s management Number of agency-produced products (including, but not limited to, news releases, audio, video, brochures, Game News articles, power-point programs, displays) emphasizing the Commonwealth’s wildlife resources and agency’s management mission Number of hunter and trapper education students taught about Commonwealth’s wildlife resources and agency’s management mission Number of Project WILD educators taught about Commonwealth’s wildlife resources and agency’s management mission Number of students reached through Project WILD educators taught about Commonwealth’s wildlife resources and agency’s management mission Number of hits on the agency website and other media Number of people reached via seminars, workshops, and presentations and informed about the Commonwealth’s resources

Strategic Objective 2.4: Promote wildlife conservation education throughout Pennsylvania Outcome Measures

• • • • • • •

Uniform method to collect baseline information about currently served audience Standards-based conservation education programs for K-12 students that address state education standards and AFWA national conservation education standards Standards-based training programs for teachers and pre-service teachers that address state education standards, AFWA national conservation education standards and State Department of Education teacher training policies Expanded programs, services and resources to new and current resources that address standards for AFWA and the Department of Education Method to determine feasibility of volunteer education program(s) Continued partnerships with state parks, museums, nature centers and environmental education centers and other organizations in offering programs and exhibits Establishment and improvement of wildlife learning centers

Output Measures

• • • • •

Number of methods used to obtain baseline information about currently service audience Number of standards-based programs, services and resources for K-12 students Number of standards based programs, services and resources for teachers and pre-service teachers Number of methods to provide services, programs and resources to constituents Number of volunteer education specialist programs

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 2.5: Promote the “Connect with Wildlife” program Outcome Measures

• • • •

Incorporated “Connect with Wildlife” messaging into appropriate agency outreach products Wildlife viewing programs are developed Citizen science projects and programs are developed and expanded Citizens understand the importance of wildlife and who is responsible for it

Output Measures

• • • • •

Number of agency-produced products that use “Connect with Wildlife” message Improve the public’s appreciation and interaction for/with Commonwealth wildlife resources Number of citizen science programs established Number of wildlife viewing projects and programs Amount of the citizenry that understands the wildlife programs and agency

Strategic Objective 2.6: Increase the public’s understanding of wildlife and their habitat needs Outcome Measures

• • • • •

Baseline information on public understanding is established Private Landowner Assistance Program is fully integrated for species of greatest conservation need Public visits habitat demonstration areas Public recognizes wildlife habitat management techniques on State Game Lands Student knowledge of wildlife habitat conservation increases

Output Measures

• • • • • • • • • • • • • • •

Number of landowner contacts for planning and technical assistance Number of acres covered under plans Number of habitat demonstration areas established Number of workshops conducted to educate the public about wildlife habitat needs and number of people reached Number of surveys and evaluations to assess public understanding of wildlife and their needs Number of active volunteer programs and volunteers involved in wildlife assessments and habitat projects Number of wildlife viewing areas established and maintained Number of signs used for identifying to the general public wildlife habitat management techniques accomplished on State Game Lands Number of public visits to the demonstration areas Number of web-based “visits” to the grounds cameras and web habitat related content Amount of related literature taken or downloaded Number of Schools in the Seedling for Schools Program Number of students receiving seedlings Number of wildlife habitat articles written and published Number of public briefings and presentations on wildlife habitat The Private Landowner Assistance Program helped an enthusiastic and passionate partnership of individuals, agencies and organizations transform an old York County landfill into important grassland habitat. 31

S TRATEGIC P LAN 2009-2014

GOAL 3: Promote and perpetuate our hunting and trapping heritage Strategic Objective 3.1: Increase hunter and trapper recruitment Outcome Measures

• • •

Increased recruitment of hunters and trappers More and improved special hunting and trapping programs A recruitment and retention plan is developed

In 2009 basic hunter education became available in sign language through home study.

Output Measures

• • • • • • •

Amount of increase in new hunters and new trappers Number of youth, women and minorities as new hunters Amount of materials produced and distributed promoting hunting and trapping Number of programs developed and conducted promoting hunting and trapping Number of outreach programs conducted Number of HTE classes conducted in schools and overall Number of recruitment and retention “best practices” adopted and followed

Strategic Objective 3.2: Promote the safe, responsible and ethical behavior of hunters and trappers Outcome Measures

• • • •

Improved hunting safety Improved hunter and trapper behavior Improved public perception of hunting and trapping Improved training and education programs

Output Measures

• • • • •

Number of hunting-related shooting incidents Number of hunter education program improvements Number of advanced hunter education programs developed Number of peer reviews conducted of programs and curriculums Number of classes conducted and students trained in each curriculum

Strategic Objective 3.3: Increase the retention rate of hunters and trappers Outcome Measures

• •

A hunter database is established Begin and expand data mining of information within the database

Output Measures

• • • •

Amount of Human Dimensions work focused on recruitment and retention is completed Number of programs developed to increase recruitment and retention efforts Number of Programs that are evaluated, monitored and changes made to insure effectiveness Number of surveys for hunters and trappers

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 3.4: Provide sustained opportunities for hunters and trappers to take wildlife Outcome Measures

• • •

Seasons and bag limits for game and furbearer species approved annually that are consistent with management plan goals Species populations, harvests, hunter/trapper participation, and effort assessed annually and trends evaluated New hunting and trapping opportunities provided

Output Measures

• • • • •

Seasons and bag limits recommendations developed and proposed annually Number of surveys to document hunting and trapping participation and effort for each species Number of population and harvest monitoring surveys completed annually Number of seasons created or modified to increase hunting or trapping opportunities Numbers and types of licenses offered

Strategic Objective 3.5: Promote and expand hunting and trapping access on public and private lands • • • • • • • • County maps identifying properties that allow public hunting can be downloaded on the agency website.

• •

Outcome Measures Programs are developed and delivered to establish habitat and improve hunter access on private lands Improved public access opportunities for the general public via roads and trails on State Game Lands

Output Measures Number of Farm Game, Safety Zone and Forest Game cooperators Updated GIS maps of cooperators available to sportsmen on web Number of signs distributed to Regions for cooperators Number of seedlings distributed to cooperators New native wildlife seed program established at nursery Miles of roads opened to the general public on game lands during hunting seasons Miles of trails opened to the general public on State Game Lands during hunting seasons Acreage added to State Game Lands

Strategic Objective 3.6: Improve hunter and trapper understanding of their role in wildlife management Outcome Measures

•

Increased appreciation and understanding of hunter and trapper perceptions of their role in wildlife management

Output Measures

• •

Number of programs developed, presentations and meetings held with hunting and/or trapping groups to improved hunter and trapper understanding, and number of people reached Number of surveys to assess hunter and trapper understanding

S TRATEGIC P LAN 2009-2014

Strategic Objective 3.7: Provide enhanced pheasant hunting opportunity through a put-and-take operation and a reintroduction program Outcome Measures

• • •

Pheasants raised and released by the agency for public hunting Pheasant populations established on Wild Pheasant Recovery Areas Pheasant hunting recreation days in the state

Output Measures

• • • •

Number of pheasants produced and released on areas open to public hunting Number of wild pheasant restoration area projects established Number of surveys conducted to evaluate pheasant population levels on wild pheasant restoration areas Number of surveys to document participation and effort in pheasant hunting

The Game Commission aims to provide a high quality pheasant for sport hunting. Each year about 200,000 pheasants are hatched and reared at four agency game farms, and released during fall and winter for hunting. The Game Commission’s rearing techniques are designed to produce a wilder, hardier bird. Rearing pens covered with netting are used to raise free-flying birds. A diversified habitat with cover crops of corn, sorghum and oats is planted in these pens to provide a natural environment, and direct contact with humans is minimized with the expectation that pheasants will retain their natural wariness.

P ENNSYLVANIA G AME C OMMISSION

A demonstration site with examples of how landowners can provide wildlife habitat on their property and in their backyards is evolving on the grounds of PGC Headquarters in Harrisburg. The walking trail is open to the public.

GOAL 4: Manage and protect a network of public and private lands and waters to provide habitat for wildlife Strategic Objective 4.1: Provide planning and technical habitat management guidance to landowners Outcome Measures

• • • • • •

Wildlife habitat is improved on private lands Farm Bill technical assistance is provided to private landowners Private Landowner Assistance Program is expanded and technical guidance is provided to landowners to improve and create habitat for species of greatest conservation need Local and regional wildlife populations are increased due to wildlife habitat best management practices being implemented on private and public lands Information on current best management practices for habitat will be available to public agency and private land managers Habitat manual completed

Output Measures

• • • • • • • • • • • • • •

Number of habitat/conservation plans written Percent of plans implemented Number of acres created or enhanced which benefit species of greatest conservation need Number of habitat information programs presented Number of habitat information papers distributed Number of visits to conservation partners to discuss habitat projects planned or initiated Number of habitat programs maintained or created Number of best management wildlife habitat information programs presented Acres of private lands wildlife habitat improvements projects using best management practices featured in the Habitat Manual Number of updated or completed technical guidance documents on best habitat management practices Number of individuals trained at demonstration sites Number of Habitat Manual related information downloads from the web site Number of demonstration practices described in the manual which are completed on State Game Lands 35

S TRATEGIC P LAN 2009-2014

Strategic Objective 4.2: Increase game lands acreage with an emphasis on access, interiors, indentures, and critical or unique habitats Outcome Measures

• • • • • • • • •

More State Game Land acreage that can be managed to support viable wildlife populations and provide wildlife-related recreation Increased and improved ease of access by staff and the public to State Game Lands Increased opportunities for sustainable natural resource recovery revenues generated from game lands to support wildlife conservation programs Acquired lands directly that support and benefit those state species having the greatest conservation need Land acquisition funds are prioritized for use to purchase those lands that have the greatest values to wildlife species in greatest conservation need The Wildlife Action Plan is implemented and critical and unique wildlife habitats are conserved Improved relations with adjoining landowners as questions about boundaries and titles are resolved Blazed boundary lines readily identify State Game Lands Updated mapping of State Game Lands, roads and parking lots to improve ease of access for sportsmen and women

Output Measures

• • • • • • • • • • • • • • •

Number of acres interiors acquired Number of acres indentures acquired Number of acres of critical and unique habitat acquired Number of increased public accesses points acquired to existing game lands complexes Number of acres of land caused to be transferred or funded for acquisition by private party commitments to replace or compensate game lands habitats and recreational values derived from natural resource recovery programs occurring on State Game Lands Amount of funding dedicated to land acquisition through natural resource recovery programs private party commitments to replace or compensate for habitat or recreational losses occurring on State Game Lands Acres of land acquired for State Game Lands which provide habitat conducive to one of more species of conservation need as identified in the Wildlife Action Plan Number of acres acquired annually for state game lands Number of acres of State Game Lands protected from lost boundary and deeded acreage disputes Number of new access routes established Quantity of acreage from completed surveys Lineal distance of boundary lines surveyed Number of State Game Lands boundary lines maintained Hours spent researching, investing, and handling questions concerning titles, surveys, boundaries, rights-of-ways and land litigation Number of State Game Lands maps updated

High resolution maps of State Game Lands can be downloaded from the agency website www.pgc.state.pa.us.

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 4.3: Complete all comprehensive State Game Lands plans Outcome Measures

• • • • • • •

Sustainable habitat management practices implemented and work effort streamlined Use an adaptive resource management approach to guide public lands habitat planning and development Increased accuracy in identifying habitat types Habitats are scheduled for timely management Increased efficiency in State Game Lands management programs from easily accessible relevant parcel information applicable to specific deeded tracts of land comprising State Game Lands Deliver Payment in-lieu-of tax payment in an accurate and timely manner Research conducted on existing lands issues supports inclusion into GIS format improving comprehensive State Game Lands management goals

Output Measures

• • • • • •

• • • •

Number of State Game Lands plans completed Number of State Game Lands plans updated Number of Forest Inventory plots established Number of Forest Inventory plots assessed each year Number of records updated or entered annually Number of records accessed by Pennsylvania Forest inventory plots are cataloging forest Game Commission employees to gather habitat types on game lands statewide. Data information to develop and implement will be used for long-range forest management. management programs Hours compiling and developing records information and GIS data for entry and updates Hours responding to questions, including litigation participation relevant to agency deeded ownership Number of oil, gas and mineral abstracts updated Number of State Game Lands maps updated

Strategic Objective 4.4: Promote wildlife habitat planning and management on nonGame Commission public lands Outcome Measure

• •

Increased coordination for habitat on public lands Increased coordination for habitat on public lands and private resulting in improved efficiency on statewide habitat enhancement and development projects

Output Measure

• • • • • • •

Number of people attending training Number of agencies attending training Number of plans developed for public lands partners Number of state land habitat projects implemented Number of federal land habitat projects implemented Number of State Game Lands comprehensive plans completed Number of Commission real estate land exams completed identifying core and connecting wildlife habitats having high values worthy recommended for acquisition 37

S TRATEGIC P LAN 2009-2014

Strategic Objective 4.5: Avoid, protect, minimize and mitigate adverse impacts on wildlife habitats Outcome Measures

• • • • • • • • • •

No net loss of habitat in the Commonwealth Minimize and mitigate impacts from utility corridors, private roads and other rights and easements granted across State Game Lands Invasive species are monitored and controlled Minimize and mitigate impacts of climate control Wildlife habitat improved, protected, maintained and/or managed on State Game Lands Identify potential adverse impacts to wildlife prior to impact occurring Assure that planned minimization and protection measures approved through formal permit reviews are implemented and successful Reduce potential adverse impacts to wildlife resources by employing sound scientifically based protection, conservation, minimization and mitigation measures Improve and implement regulations and Standard Operating Procedures to better manage, protect and enhance wildlife habitat on State Game Lands and private lands Reduce potential adverse impacts to wildlife resources by employing sound scientifically based protection, conservation, minimization and mitigation measures

Output Measures

• • • • •

Number of right-of-way licenses issued across SGL with provisions protecting Commission interests Number of state and federal permit reviews conducted which resulted in protection, minimization, and/or mitigation measures incorporated into the permit issuance Number of project reviews conducted which resulted in Commission formal reviews denoting protection, minimization, and/or mitigation recommendations Linear feet of riparian habitat, acres of wetlands, or number of terrestrial acres improved, protected, maintained and/or managed Number of sharecropped acres converted to wildlife habitat

Road maintenance such as the repair of the severe storm damage caused to this culvert (as seen on the right) is important in providing public access to State Game Lands.

P ENNSYLVANIA G AME C OMMISSION

• • • • • • • • • • • • • • • • • • • • •

Number of Right of Way agreements revised to current market rates Acres of wildlife habitat improved, protected or mitigated for from approved Right of Way and secondary use agreements Acres of State Game Lands acquisition resulting from habitat replacement obligations from approved Right of Ways and secondary use agreements. Secondary use agreement requests denied due to potential unacceptable adverse impacts to wildlife resources existing on State Game Lands Number of monitoring plans in place and actively being monitored Number of monitoring plans developed and/or reviewed Number of monitoring plans revised Number of compliance actions taken due to permitted activities inability to meet monitoring plan requirements Number of species surveys conducted Number of cooperative agreements executed Number of Memorandums of Understanding executed Number of draft cooperative agreements developed in support of wildlife resource protection, conservation, and/or mitigation partnerships Number of wildlife resources mitigation projects completed Number of acres of key habitat protected, enhanced, or created Amount of Howard Nursery seedlings distributed to companies that have industry commitments to planting and reclamation of impacted surface acres from approved state and federal permit authorizations Number of existing regulations or Standard Operating Procedures improved Number of new regulations or Standard Operating Procedures developed Number of draft regulations or Standard Operating Procedures reviewed and commented on Number of meetings attended for the development of new or revised regulations or Standard Operating Procedures Number of project reviews conducted which resulted in Game Commission formal reviews denoting protection, minimization, and/or mitigation recommendations Wind energy voluntary agreements in effect and compliant

S TRATEGIC P LAN 2009-2014

Strategic Objective 4.6: Provide and maintain adequate infrastructure to support wildlife habitat management and hunting/trapping Outcome Measures

• • • • • • • •

Infrastructure supports habitat objectives Infrastructure supports access objectives Ensure safe facilities on State Game Lands Public Use Roads are opened to public travel during hunting/trapping season Roads which are not needed are closed/abandoned to ensure efficiency of Pennsylvania Game Commission resources State Game Lands complexes public use and hunting/trapping opportunities are maximized Oil, gas, mineral and timber recovery operations are maximized to allow for secondary objectives of State Game Lands infrastructure improvements Safer facilities on State Game Lands

Output Measures

• • • • • • • • • • • •

Number of projects completed Amount of funds expended to complete projects Number of emergency action management plans for high hazard dams on Game Lands completed Number of State Game Lands buildings and infrastructure inventoried and GIS location determined Miles of road opened to public hunting on State Game Lands Overhead road maintenance costs reduced on State Game Lands Oil, gas, mineral and timber recovery values credited to operator for road/parking lot development Expenditures to purchase or maintain earth moving equipment which directly supports road maintenance or development Expenditures to purchase materials (culverts, bridges, stone, etc.) which directly supports road and related infrastructure maintenance or development Number of lead remediation projects completed Number of safety upgrades completed Staff time spent maintaining shooting range facilities

Acid mine drainage (AMD) is the most common form of water pollution in Pennsylvania. When water that has come in contact with pyrite in old coal mines and coal refuse surfaces, sulfuric acid and iron hydroxide form, lowering stream pH and coating stream bottoms with orange deposits. The acidic water supports little, if any, life and damages infrastructure. The Game Commission works with many partners to clean up AMD sources on State Game Lands and reclaim devastated habitat for wildlife. 40

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 4.7: Enhance and increase wildlife habitat on state game lands through the recovery of natural resources Outcome Measures

• • • • • • • • •

Forest habitats are improved using a Commercial Timber Sale program, noncommercial silviculture and a Competing Vegetation Control program Forest habitats are improved by utilizing tree and shrub seedling planting to increase species diversity Wildlife habitat enhancement projects and related habitat surface damage revenues generated directly benefit the Game Commission, sportsmen, wildlife and their habitat The wildlife resource, recreational uses, and hunters all benefit from natural resource recovery programs by increased acreage of State Game Lands and/or existing State Game Lands habitat improvements Natural resource recovery on game lands directly supports wildlife resources and wildlife habitat management programs Wildlife habitat is improved on public and private lands by reclamation of mine sites Awareness of locations in which Game Commission may desire to initiate oil, gas or mineral leasing actions Awareness of locations in which Commission owned natural resources are susceptible or vulnerable to drainage from private operation both on and adjacent to State Game Land holdings Awareness of locations in which the Commission may capitalize on private oil, gas and mineral operations adjacent to State Game Lands

S TRATEGIC P LAN 2009-2014 Output Measures

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Number of acres treated through Commercial Timber Sale program Number of acres treated through noncommercial silviculture Number of acres treated with herbicides to control non-desirable competing vegetation Number of acres protected by forest pest suppression activities Number of seedlings planted on State Game Land Number of approved lease actions involving abandoned mine reclamation Number of acres in early successional stage Acres abandoned mine land reclaimed Linear feet of high-wall reclaimed Amount of deep mine day lighted Number of Environmental Growing Greener/AML projects reviewed Number of Environmental Growing Greener/AML projects implemented Number of water quality enhancement projects improved or abated and pollution loading reduced Acres of wetlands created and restored Acres of land acquired through leases, contracts, and/or secondary uses of State Game lands per habitat replacement obligations and anticipated game lands surface impacts Amount of revenue dedicated to land acquisition Number of meetings conducted with prospective operators Number of approved lease actions involving abandoned mine reclamation Acres abandoned mine land reclaimed Linear feet of high-wall reclaimed Amount of deep mine day lighted Number of Environmental Growing Greener/AML projects reviewed Number of Environmental Growing Greener/AML projects implemented Number of water quality enhancement projects improved or abated and pollution Number of new oil/gas well locations reviewed/approved Number of seismic reviews Number of pipelines, compressor stations, access roads and power lines reviewed. Number of wells unitized with State Game Lands which were drilled on privately held oil/gas rights Number of leases approved on State Game Lands that encumber privately held rights on State Game Lands and the operators obligation to adhere to higher standards of reclamation and use on those privately owned rights on game lands Number of reviews and meetings with private parties regarding oil, gas and mineral ownership beneath State Game Lands and Agency coordination requirements to exercise those rights Number of mineral ownership reviews conducted Number of records updated in the oil, gas, and mineral database Number of mineral parcel updates in the GIS system Number of oil, gas, mineral recovery assessment reviews and reports generated

Prescribed burning is a useful and economical habitat management tool, particularly for grassland areas but also for forests and other habitats. Burns can reduce invasive plants, promote the growth of native plants and recycle valuable nutrients back into the soil. Burns also reduce the fuel load — dead and dry materials — that increases the chance of a catastrophic wildfire being ignited by a lightning strike or by a carelessly tossed cigarette. By using prescribed fire the agency can control when and where fire occurs rather than react to an emergency situation. 42

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 4.8: Identify and manage key habitats identified in the Wildlife Action Plan Outcome Measures

• • • • •

Increased number of documented key habitats on public and private lands Game Lands plans developed to promote habitat development for species in most need of conservation Appropriate habitats are managed using prescribed fire Increased acres of habitat available for use for species of greatest conservation need as per the Wildlife Action Plan Increased efficiency for determining and applying successful habitat restoration and enhancement processes based on existing ecosystems and habitat conditions

Output Measures

• • • • • • • • • • • • • • • • • • •

Number of State Game Lands plans completed listing habitat conducive to species of conservation need as per the WAP Acres of State Game Lands planned for habitat enhancement projects which support species of conservation need as per the WAP Documentation process created Number of key habitats newly identified Number of key habitats currently conserved Number of key habitats with improved management Prescribed fire policy updated to comply with legal changes Membership maintained/expanded on the PA Prescribed Fire Council Number of Non-Governmental Organizations and partners using prescribed fire Number of Prescribed Fire plans submitted by Pennsylvania Game Commission staff Number of personnel trained in 130/190 Number of personnel trained at higher levels Amount of acres and projects identified which are in need of restoration or enhancement that could support species of greatest conservation need as per the Wildlife Action Plan Amount of acres planned for habitat restoration or recovery which supports species of greatest conservation need as per the Wildlife Action Plan Amount of acres treated or enhanced that supports species of greatest conservation need as per the Wildlife Action Plan Number and acres of Important Mammal Areas identified and mapped Number and acres of Important Bird Areas identified and mapped Number of habitat based polygons delineated and mapped for each element of occurrence of a species of greatest conservation need Wildlife Resource partnership meetings attended which directly support habitat based cover typing and mapping of ecosystems of species of greatest conservation need

S TRATEGIC P LAN 2009-2014

GOAL 5: Enhance the public’s understanding of the Pennsylvania Game Commission’s mission and its responsibilities Strategic Objective 5.1: Determine the public’s knowledge and understanding of the Pennsylvania Game Commission, its legal mandates, responsibilities and funding Outcome Measures

• • • • •

A better understanding of the public’s understanding of wildlife issues Increased and expanded programs and materials Improved understanding and support of wildlife management programs, goal, and initiatives Better data for adaptive decision-making Increase opportunities for partnerships to achieve wildlife habitat based program goals

Output Measures

• • • • • • • • • • • • • • • •

Quantity of relevant research reviewed and evaluated Number of Human Dimensions issues identified Number of methodologies identified and used, and/or studies/surveys conducted Number of focus groups and surveys conducted Number of analyses produced, reports created and results interpreted Number of new programs created, implemented and evaluated Number of new materials, pamphlets, brochures, videos, web sites and documents produced Wildlife Habitat based programs, seminars, and presentations conducted Wildlife Habitat based conferences attended Wildlife Habitat based correspondence sent regarding program inquiries Number of surveys conducted Number of stakeholders and stakeholder groups surveyed Number of programs or plans adapted using the new data Number of Working Together for Wildlife public cooperators signed Number of Game News articles submitted for publication enhancing wildlife habitat management programs Number of conferences, information briefs, and presentations conducted by Game Commission Staff

Game Commission staff conduct instructional and educational programs for kids, teachers, community groups, land owners, wildlife enthusiasts and others with an interest in wildlife and wildlife habitat in the commonwealth. 44

P ENNSYLVANIA G AME C OMMISSION

Educators constructed an area of wildlife habitat as part of a schoolyard habitat workshop offered by the Game Commission and Nolde Forest Environmental Education Center. Participants received information and resources to help them construct habitats at their schools and then use the habitat to help address state education standards.

Strategic Objective 5.2: Use a stakeholder process to gather public input in developing programs and plans Outcome Measures

• • •

Increased citizen participation in planning and developing agency programs Incorporation of stakeholder input in agency programs and plans Positive trend in stakeholder satisfaction with the agency

Output Measures

• • • • •

Number of stakeholder meetings completed Number of citizens involved in stakeholder meetings Number of stakeholders contacted to provide input to programs and plans Number of news releases issued soliciting stakeholder input Number of surveys to assess stakeholder satisfaction levels associated with the process of providing input

Strategic Objective 5.3: Promote a league of partnerships to achieve mutual goals for wildlife and habitat Outcome Measures

• •

Combines efforts and resources to maximize habitat development and accomplishing related program goals Expanded cooperative relationships with organizations and individuals committed to wildlife conservation

Output Measures

• • • • •

Number of partner meetings attended Number of projects planned for with committed resources from partners Number of projects completed jointly with partners Number of new partnerships formed Amount of resources (money, equipment, manpower) leveraged through partnerships for agency affiliated wildlife conservation programs 45

S TRATEGIC P LAN 2009-2014

GOAL 6: Develop sustainable funding sources that support the agency’s mission and identity Strategic Objective 6.1: Partner with the Wildlife For Everyone Endowment Foundation, other foundations and non-governmental organizations to financially support wildlife conservation programs and projects Outcome Measures

•

Increased funding from foundations and non-governmental organizations

Output Measures

• • • • •

Amount of funds received from foundations and non-governmental organizations Number of projects partnered Number of acres of habitat created/improved through third parties Additional funds generated by partnering Number or amount of materials funded by partners

Strategic Objective 6.2: Increase the use of grants, mitigation and reimbursements Outcome Measures

• • • • • • • •

Increased funding from US Fish and Wildlife Service and other government sources Acquire grants from non-traditional federal, sate and private funding Expanded grant opportunities through private funding sources Build new and strengthen existing partnerships with non-governmental organization conservation groups Expanded grant opportunities through private funding sources Research, apply for, and receive all applicable grant funding opportunities More conservation program funds and projects delivered by the Bureau/Agency Increase Farm Bill Conservation, Forestry, Research and Energy title program funds for use of wildlife habitat development

Output Measures

• • • • • • • •

Number of grants received from US Fish and Wildlife Service and other government sources Amount of funding received from government grants Number of grants received from non-governmental organizations Amount of funding received from non-governmental organizations Number of grants applied for and funding received Dollar amount of funding received through grants Number of employees receiving in-service training and out-service professional development training Number of programs/projects funded

Plans for a wildlife education and research center in State College have been developed by the Widlife For Everyone Endowment Foundation. Money is being raised to put the plans on the ground. The new facility will be a state of the art educational center and will house the offices and work space of Game Commission biologists 46

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 6.3: Seek legislative action to provide alternative funding sources Outcome Measures

•

Legislation enacted to benefit funding for wildlife management programs

Output Measures

• • •

Number of laws passed to increase funding for wildlife programs and operations Amount of proposed legislation reviewed and commented on that relates to wildlife management programs Number of briefings, hearings, and meetings conducted or participated in that involves proposed legislation which would impact wildlife management programs

Strategic Objective 6.4: Create a Friends of Wildlife donation program Outcome Measures

•

Increased funding from small donors for wildlife

Output Measures

• •

Number of people donating to the wildlife effort Amount of money donated

In 2009 the Game Commission’s Howard Nursery processed and shipped 100,000 seedlings to public and private schools and daycare facilities with its Seedlings for Schools program. The program, which nearly doubled since its inception in 2008, has been very well received by educators, school administrators, students and parents. Nearly 750 teachers’ guides and 45,000 student activity pages were distributed with the seedlings. Shipping and handling expenses to deliver the seedlings were picked up by the Wildlife For Everyone Endowment Foundation. 47

S TRATEGIC P LAN 2009-2014

GOAL 7: Promote a diverse, professional and efficient organization Strategic Objective 7.1: Ensure that agency employment and volunteer recruitment information is widely distributed to the public Outcome Measures

• • • • • •

E-mail postings for employment positions to all agency employees Employment opportunities on agency website Employment opportunities on Civil Service Commission website Improved employee and volunteer morale Improved rapport with partners Uniform method for recognizing and rewarding valued work and service

Output Measures

• • • • • • • • •

Number of e-mails sent to employees about employment postings Number of employment postings on agency website Number of news releases issued to solicit applications for specific agency employment opportunities Number of news releases issued to solicit volunteer services for specific agency projects or programs Number of merit awards established Number of recognition and service awards established Number of employees receiving merit awards Number of partners recognized Number of volunteers recognized

Agency employees regularly receive professional training to increase their knowledge and skills and help them preform their duties to the best of their abilities. Wildlife Conservation Officers in this photo are participating in training on the capture and use of DNA evidence. 48

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 7.2: Promote and increase professional development opportunities for employees Outcome Measures:

• • • • • •

Support programs for employee professional development and career progression Training provided to staff based on related job duties and responsibilities which directly support wildlife habitat programs Wellness becomes part of every employee’s life style Employees who are professionally engaged and contributing to their profession and agency mission Health of Commissioned Officers is promoted through the Conservation Officers Assistance Program Commissioned Officers seek and receive counseling in dealing with crisis/stress situations through the Conservation Officers Assistance Program

Output Measures

• • • • • • • • • • • • • • •

Number of classes enrolled Number of supervisors trained Amount of employees that utilized counseling services Number of employees holding leadership (officer) positions in affiliated professional organizations Number of employees representing the agency on technical and professional committees and organizations Number and names of organizations to which agency staff belong Number of professional presentations given by employees Number of published articles by employees Number of peer-reviewed publications by employees Number of technical committee, workshops, symposia and conferences attended Number of Peer Contact Officers within the Conservation Officers Assistance Program Amount of training received by Peer Contact Officers Number of contacts with Commissioned Officers by Peer Contact Officers Number of crisis/stress situations responded to by Conservation Officers Assistance Program Peer Contacts Number of Commissioned Officers who seek assistance from the Conservation Officers Assistance Program

Strategic Objective 7.3: Increase employee knowledge and understanding of the Pennsylvania Game Commission • • • • • •

Outcome Measures Employee orientation program is conducted annually Workforce accesses information in a timely manner for agency position statements, policies, and information. Employees take advantage of in service and mentoring opportunities

Output Measure Number of new employee orientations conducted Amount of information distributed weekly Number of employees using the mentor program

Volunteer Deputy Wildlife Conservation Officers also receive training regularly, here a group is learning about the use of pain compliance during self defense training. 49

S TRATEGIC P LAN 2009-2014

Strategic Objective 7.4: Analyze workloads to determine organizational structure and requirements Outcome Measures

• •

Correctly matched resources to workload demand to improve efficiency and goal accomplishment for habitat based programs Prioritize high value projects to be accomplished first based on available assets and funding sources

Output Measures

• • • • • • •

Number of workload corrections to improve program delivery Cost/benefit analysis of program expenditures and work activities Efficiency of available staff outputs based on work location and travel time to job location Average staff time comparisons for work load accomplishments Number of regions and management units visited Number of workload changes to improve program efficiency Number of equipment acquisitions and position reallocations to maximize efficiency and habitat activity development unit output

Strategic Objective 7.5: Promote recognition for employees and volunteers Outcome Measures

• • •

Improved employee and volunteer morale Improved rapport with partners Uniform method for recognizing and rewarding valued work and service

Output Measures

• • • • •

Number of merit awards established Number of recognition and service awards established Number of employees receiving merit awards Number of partners recognized Number of volunteers recognized

Strategic Objective 7.6: Modernize the administrative infrastructure Outcome Measures

•

Decrease redundancy of work efforts through integrated high-speed technological advances

Output Measures

• • • •

Number of GIS based information updates GIS based training days provided to agency staff Number of GIS base maps developed Number of web-based updates and revisions promoting wildlife programs

P ENNSYLVANIA G AME C OMMISSION

Strategic Objective 7.7: Analyze processes to insure continued improvement of programs Outcome Measures

• •

Improved program administration and revised programs New programs established

Output Measures

• • • •

Number of Standard Operating Procedures developed, reviewed and revised annually Number of tools developed to track and evaluate program implementation Number of program reviews completed Number of internal training programs conducted

Deputy Wildlife Conservation Officers and Hunter Education instructors are two of the Game Commission’s most valuable and critical volunteer work forces. Recognized at two separate commission meetings in 2009 were deputies that have served the agency for 40 or more years and Hunter Education instructors that have been serving for 50 years — since the inception of the Hunter Education program in Pennsylvania.

S TRATEGIC P LAN 2009-2014