Wildlife 20/20
Arizona Game and Fish
Department’s Strategic Plan

Arizona Game and Fish Department • 5000 W. Carefree Highway • Phoenix, AZ 85086 • 602.942.3000 • www.azgfd.gov

State of Arizona
Janice Brewer

Governor

Arizona Game and Fish Commission
Norman W. Freeman Chair, Chino Valley
Jack F. Husted Springerville
J.W. Harris Tucson
Robert E. Mansell Winslow
Kurt R. Davis Phoenix
Arizona Game and Fish Department
Larry Voyles Director
Bob Broscheid Deputy Director
Gary Hovatter Deputy Director
Leonard Ordway Assistant Director, Field Operations
John Bullington Assistant Director, Special Services
Ty Gray Assistant Director, Information, Education, and Recreation
Larry Riley Assistant Director, Wildlife Management
Lizette Morgan Chief Financial Officer
Regional Offices
Region I Jon Cooley, Supervisor
2878 E. White Mountain Blvd., Pinetop 85935
(928) 367-4281
Region II Craig McMullen, Supervisor
3500 S. Lake Mary Road, Flagstaff 86001
(928) 774-5045
Region III Tom Finley, Supervisor
5325 N. Stockton Hill Road, Kingman 86409
(928) 692-7700
Region IV Pat Barber, Supervisor
9140 E. 28th St., Yuma 85365
(928) 342-0091
Region V Raul Vega, Supervisor
555 N. Greasewood Road, Tucson 85745
(520) 628-5376
Region VI Rod Lucas, Supervisor
7200 E. University Drive, Mesa 85207
(480) 981-9400
Disclaimers
Civil Rights and Diversity Compliance
The Arizona Game and Fish Commission receives federal financial assistance in Sport Fish and Wildlife Restoration. Under Title VI of
the 1964 Civil Rights Act, Section 504 of the Rehabilitation Act of 1973, Title II of the Americans with Disabilities Act of 1990, the
Age Discrimination Act of 1975, and Title IX of the Education Amendments of 1972, the U.S. Department of the Interior prohibits
discrimination on the basis of race, color, religion, national origin, age, sex or disability. If you believe you have been discriminated
against in any program, activity, or facility as described above, or if you desire further information, please write to:
Arizona Game and Fish Department
Office of the Deputy Director, DOHQ
5000 W Carefree Highway
Phoenix, Arizona 85086

and

U.S. Fish and Wildlife Service
Wildlife and Sport Fish Restoration Program
Attention: Civil Rights Coordinator for Public Access
4401 N Fairfax Drive, Room 300
Arlington, Virginia 22203

Americans with Disabilities Act (ADA) Compliance
The Arizona Game and Fish Department complies with all provisions of the Americans with Disabilities Act. This document is
available in alternative format by contacting the Arizona Game and Fish Department, Office of the Deputy Director at the address
listed above or by calling (602) 789-3000 or TTY 1-800-367-8939.
Recommended Citation
Arizona Game and Fish Department. Wildlife 20/20 Strategic Plan. Arizona Game and Fish Department, Phoenix, Arizona

Vision: To be the national conservation leader supporting the continuation of the North American Model of Wildlife Conservation and Arizona’s most trusted, respected and credible source for wildlife conservation
products, services and information.
Goals

Wildlife:
Be resourceful
Manage wildlife in the
public trust.
Public Support:
Be relevant
Generate and maintain
public interest in and
support for the
Department’s Mission.
Revenue:
Be agile
Be fiscally responsible
and seek adequate
funding to fulfill the
Department’s Mission.
Effective Workforce:
Be competent
Maintain a highly trained
and motivated workforce.
Prudence:
Be smart
Use science to inform
decisions.
Conscientious:
Be Stewards
Use transparent public
processes to maintain
state authority and
enhance the efficacy of
the Commission System.
Bigger Tent:
Be inclusive
Appeal to a wide range
of stakeholders sharing
Department objectives.
Partners:
Be collaborative
Actively seek partners
and volunteers to further
the Department’s
Mission.

Issues

Wildlife Conservation:
The Commission’s
authority to manage
wildlife in the public trust
has been challenged in
the past and likely will in
the future.

Mission: To conserve Arizona’s diverse wildlife resources and manage for safe, compatible outdoor recreation opportunities for current and future generations.

Core Competencies









Implement conservation actions for both habitat and wildlife populations.
Conduct biological and social inventories and research
Promulgate regulations in support of the North American Model of Wildlife Conservation
Enforce laws and regulations beyond the pavement
Deploy products and services to diverse customers
Partner across jurisdictions and other interests
Inform and educate public regarding wildlife and recreation
Understand and communicate with the public


Wildlife Conservation Line of Business
Recreation Line of Business
Game
Sport Fish
Nongame
Wildlife
Shooting Sports
Watercraft
Off-Highway Vehicles
 Acquire and manage land and water for conservation and recreation
 Expand partnerships with business and industry to support conservation and recreation
 Develop and maintain technology and enterprise business systems
 Communicate the value of hunting, fishing, wildlife and other outdoor related recreation to state and local economies
 Provide information and education regarding wildlife and recreation
 Make science-informed decisions
 Provide law enforcement to enhance resource conservation and public safety.
Manage populations to provide diverse hunting, fishing, and other wildlife recreation Ensure reasonable public access
and appreciation
 Facilitate safe, ethical and responsible diverse recreation
Ensure wildlife is abundant
 Increase public awareness of social, physical and economic benefits of wildlife and outdoor related recreation
Conserve native wildlife diversity
 Ensure broad-based public input in developing and managing wildlife and outdoor-related recreation
 Manage human-wildlife conflicts
opportunities
 Conserve habitat and water
Funding:
Current revenue does  Retain the Department’s wildlife management authority
Demonstrate returns on
Implement comprehensive
Integrate multi-species
Increase support for
Increase participation in
Meet future customer’s
Minimize impacts to
not meet conservation
investments, for Department registration and
watershed management
wildlife diversity
hunting, fishing, and
wildlife resources from
and management needs. game management through
actions and to benefit the
landscape level planning.
plans. This type of plan
wildlife viewing
recreation needs
OHV use
Most revenue is from
Manage rare species to
state and local economies.
This type of plan integrates
moves the focus from single
discretionary purchases, game management into
Demonstrate returns on
maintain biological
Maintain equitable hunt
Collaborate to enhance
species towards interactions
Meet customer needs
investments, for Department OHV recreation and
a large part, albeit
and fish opportunities
broader wildlife
between and among species diversity and reduce
and expectations
actions and to benefit the
conservation. It is about
(non-native sport fish and
unnecessary regulatory
access statewide
declining, is tied to
Expand wildlife viewing
state and local economies.
interactions
between
and
native
fish
interactions
is
an
burden
Generate
support
for
hunting and fishing.
opportunities
among multiple species
example), populations, and
shooting sports
There is no mechanism
(predator- prey interactions
habitats.
Increase
the
public’s
for other wildlife
is an example), populations,
understanding of hunting
Balance sport fish
and habitats.
recreationists to directly
and fishing as wildlife
recreation with
fund wildlife conservation
management tools that
maintaining native aquatic
efforts.
support the North
resources
American Model of
Habitat:
Wildlife Conservation

People:
Established customers
are aging. Fewer people
are connecting with
nature. There is
decreased understanding
of the role of hunting and
fishing in wildlife
conservation. People are
interested in other wildlife

recreation, and have
increasing interest in
shooting sports, boating 
and off-highway vehicles.

Habitat functionality has
decreased due to a
variety of impacts:
fragmentation, invasive
species, wildfires,
development, drought,
etc.

Workforce:
Many experienced
leaders are expected to
retire in the next several
years.

Table of Contents
Preface................................................................................................................................................... i
Authority ........................................................................................................................................... i
What is this Plan? ............................................................................................................................ ii
Organizing Principles ..................................................................................................................... iii
Department Core Competencies that allow us to achieve our mission: ......................................... iv
Department Profile .......................................................................................................................... iv
Arizona Game and Fish Commission ......................................................................................... iv
Arizona Game and Fish Department ........................................................................................... iv
The Planning Environment .................................................................................................................. 1
Arizona’s Wildlife: .......................................................................................................................... 1
Arizona’s Habitats: .......................................................................................................................... 1
Human Trends Affecting Wildlife: .................................................................................................. 2
Financial Information ...................................................................................................................... 2
Strategic Issues Affecting the Department: ..................................................................................... 3
Wildlife Conservation Line of Business .............................................................................................. 5
Game Wildlife Program ................................................................................................................... 5
Sport Fish Program .......................................................................................................................... 6
Nongame Program ........................................................................................................................... 7
Recreation Line of Business ................................................................................................................ 8
Wildlife Recreation Program ........................................................................................................... 8
Shooting Sports Program ................................................................................................................. 9
Watercraft Recreation Program ....................................................................................................... 9
Off-Highway Vehicle Recreation Program ................................................................................... 10
Essential Functions: ........................................................................................................................... 11
Law Enforcement ........................................................................................................................... 11
Landowner Relations and Access .................................................................................................. 12
Habitat Conservation ..................................................................................................................... 12
Business and Finance: .................................................................................................................... 13
Customer Relations ........................................................................................................................ 14
Education ....................................................................................................................................... 14
Public Information ......................................................................................................................... 15
Resources and Logistics................................................................................................................. 16
Human Resources .......................................................................................................................... 16
Research and Science..................................................................................................................... 17

Preface
AUTHORITY
Under the direction of the Arizona Game and Fish Commission the Department has statutory
authorities related to wildlife, watercraft and off-highway vehicles.
Wildlife: Arizona Revised Statutes Title 17 directs the responsibility for maintaining and
managing the state’s wildlife resources to the Arizona Game and Fish Commission and
Department.
A.R.S. 17-102: Wildlife in Arizona is property of the state.
A.R.S. 17-231: Allows the Commission, among other things, to:
 Establish programs for the management of wildlife.
 Establish hunting, trapping and fishing rules.
 Be responsible for enforcement of laws for the protection of wildlife.
 Share information about wildlife and activities of the Department.
 Adopt rules relating to Commission controlled shooting ranges.
A.R.S. 17-241: Allows the Commission to acquire and dispose of lands and water rights.
Watercraft: Arizona Revised Statutes Title 5 directs the responsibility for watercraft recreation,
safety and enforcement to the Commission.
A.R.S. 5-311: Through the Commission, the Department may administer the law
enforcement and boating safety program on the state level.
Off-highway Vehicles: Arizona Revised Statutes Title 28-1176 established the Off-highway
Vehicle Recreation Fund, which is apportioned between the Department and Arizona State
Parks Department.
A.R.S. 28-1176, The Department shall use the OHV recreation fund for programs related to
safety, the environment and responsible use, and law enforcement activities for off-highway
vehicle law enforcement.
A.R.S. 17-456, The Department shall provide an informational and educational program on
off-highway vehicle recreation and law enforcement of off-highway vehicle laws and
enforcement to protect wildlife habitat.
Wildlife 20/20 is the Arizona Game and Fish Department’s strategic plan and describes the
Department’s guiding principles and defines the Department’s diverse roles and functions. It is
intended to be a living document that conveys policy direction that the Arizona Game and Fish
Commission has provided to the Department to guide our work into the future.
All Arizonans have a stake in the continued health and diversity of wildlife populations and are
encouraged to participate in ensuring wildlife for tomorrow. In developing the Wildlife 20/20 plan,
the Department welcomed public involvement. At the same time, the Department uses this plan to
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convey the short- and long-term nature of its mission to the public, including the conflicts inherent
in managing resources for a public that is diverse in its needs and desires. The Department considers
this plan to be an important communication tool for sharing the Department’s goals and
perspectives with the public, partnering agencies, organizations and employees.

WHAT IS THIS PLAN?
Wildlife 20/20 is built around two “Lines of Business;” Wildlife Conservation and Recreation. The
lines of business are central to this plan, and are the driving force behind the Department’s
operational plans and implementation plans. Wildlife 20/20 gives broad strategic guidance for all
Department programs; though it does emphasize wildlife management, which is the Department’s
primary focus. However, the Department does have other plans, such as operational,
implementation, wildlife areas, species, and other statewide plans including the Department’s
Statewide Action Plan, which has a focus on species of greatest conservation need.
The Department’s operational plans translate strategies and objectives from the strategic plan into
short-term plans that are linked to the biennial budget process, and the implementation plans further
refine operational plans and link operational strategies and objectives into annual activities tied to
the Department’s annual budget.

Strategic Plan

Provides a high-level perspective, but does not identify operational detail. This
plan provides a broad overview of the Department’s varied responsibilities.
Public participation is invited. This is a living plan that will be reviewed no less
than every three years.

Operational Plan

These plans are more specific and focus on a shorter time-frame than the
strategic plan. Operational plans can provide budget direction needed to
implement planned activities. Examples of operational plans include: Hunt
Guidelines, Sport Fish Management, Law Enforcement, Shooting Ranges,
Wildlife Area Plans, etc. Other plans (such as Arizona’s Statewide Wildlife
Action Plan and species recovery plans) are incorporated into operational
plans.

Implementation Plan

Provides guidance to all work units on the activities to be implemented by that
work unit. These plans include planned budget and resources required to
implement the activities. They are developed internally.

ii

ORGANIZING PRINCIPLES
To understand the environment within which Wildlife 20/20 will be implemented, it is important to
understand the Department’s mission and vision, as well as the principles that guide the
Department’s work.
The Arizona Game and Fish Department’s Vision:
To be the national conservation leader supporting the continuation of the North American Model of
Wildlife Conservation and Arizona’s most trusted, respected and credible source for wildlife
conservation products, services and information.
The Arizona Game and Fish Department’s Mission:
To conserve Arizona’s diverse wildlife resources and manage for safe, compatible outdoor
recreation opportunities for current and future generations.
Critical Pillars of the Department’s Credibility:
1. The quality of our workforce.
2. The quality of our knowledge and the competency of our processes.
3. The public’s passion for wildlife.
4. The Commission system.
Guiding Principles:
Leadership:
Collaboration:
Integrity:
Accountability:
Fiscal Sustainability:
Passion:
Diversity:
Quality:
Productivity:
Community:
Staff:
Customer Service:
Stewardship:

Having the courage to shape a better future.
Leveraging partnerships to achieve mutual goals.
Behaving in an ethical manner.
Recognizing that individuals are responsible for their actions and
inactions.
Ensuring agile, long-term funding, while being mindful of our customers
and Mission.
Being committed to our Mission in heart and mind.
Ensuring our programs and workforce reflect Arizona’s diverse
demographics, both culturally and the way they interact with wildlife.
Using credible biological and social science to inform decisions.
Being a highly effective, lean and adaptive agency.
Recognizing the positive impact our programs have on local economies
and way of life.
Being a world class agency where people are inspired to be the best they
can be.
Anticipating and exceeding customer expectations.
Managing wildlife using the North American Model of Wildlife
Conservation; wildlife belongs to all Arizonans, and we take that public
trust seriously.

iii

CORE COMPETENCIES THAT ALLOW US TO ACHIEVE OUR MISSION:









Implement conservation actions for both habitat and wildlife populations.
Conduct biological and social inventories and research
Promulgate regulations in support of the North American Model of Wildlife Conservation
Enforce laws and regulations beyond the pavement
Deploy products and services to diverse customers
Partner across jurisdictions and other interests
Inform and educate public regarding wildlife and recreation
Understand and communicate with the public

DEPARTMENT PROFILE
Arizona Game and Fish Commission
The Department carries out its mandates under policy direction of the five-member Arizona Game
and Fish Commission (Commission). Commissioners are typically appointed to serve a 5-year term.
Applicants interested in becoming a member of the Commission must be well informed on the
subject of wildlife and the requirements for its conservation. Additionally, in accordance with state
statute the commission is required to maintain political balance, so no more than 3 members can be
from any one political party. To spread representation throughout Arizona, no two members may be
from the same county.
The Arizona Game and Fish Commission Appointment Recommendation Board (Board) interviews
and recommends candidates for appointment to the Commission. The governor nominates a
commissioner from the list submitted by the Board and with the consent of the senate appoints the
selected member. The Department’s Director is appointed by and reports to the Commission.
During Commission meetings, public dialogue is encouraged.

Arizona Game and Fish Department
The Department is part of the executive branch of Arizona state government. State law mandates
that the Department manage Arizona’s wildlife resources, regulate watercraft use and enforce offhighway vehicle laws. The Department implements rules and policies; taking actions to conserve,
preserve, and manage wildlife; enforcing laws that protect wildlife, public health and safety;
providing information and safety education programs, and developing partnerships. Wildlife and
habitat cross many boundaries and political subdivisions. The Department works in cooperation
with sovereign tribes, local government, private land owners, other states and nations. The
Department’s structure is as follows:
Director’s Office supports the Commission, works with the legislature, and oversees legal counsel
and personnel matters. Additionally, the Office approves budget recommendations, and agreements;
and administers planning. It also coordinates development of rules, policies and procedures, and
conducts risk management, loss prevention and internal audits.
Field Operations Division comprises of six regional offices, the Law Enforcement Branch,
Wildlife Contracts Branch and aviation support. The regional offices are in Pinetop, Flagstaff,
Kingman, Yuma, Tucson and Mesa. The division implements program objectives that pertain to
wildlife management, watercraft/off-highway vehicle outreach and education, and law enforcement.
Each regional office provides a full service Department facility to serve local communities. The
iv

Law Enforcement Branch provides program direction, assistance and administrative support. The
Wildlife Contracts Branch secures and implements contract work to build upon the Department’s
wildlife information base and to provide Department based wildlife expertise to outside entities.
Wildlife Management Division comprises the Fisheries, Game, Habitat, Nongame and Research
branches. The division considers the management history of the state’s wildlife resources, the
current and future needs of the resources and public, the effects of a rapidly expanding human
population on wildlife and wildlife habitat, and the necessity of sound scientific techniques to obtain
the data needed to manage the variety of wildlife found in Arizona.
Information, Education and Recreation Division comprises four branches. The Information
Branch is responsible for public communication including website, social media, Arizona Wildlife
Views TV and magazine, and media relations. The Education Branch is responsible for the
Department’s public education programs, including the coordination of classes in hunter safety,
aquatic education, boating and OHV safety. The Education Branch also produces environmental
education curriculum and resources for school children and adults and manages the Adobe
Mountain Wildlife Rehabilitation Center. The Shooting Sports Branch develops, operates and
supports shooting ranges and recreational shooting programs statewide. The Wildlife Recreation
Branch coordinates the Department’s hunter, angler and shooter recruitment and retention efforts,
promotes watchable wildlife recreation and is responsible for the Department’s marketing efforts.
Special Services Division comprises two branches: Development and Information Systems. The
Development Branch is primarily responsible for water development, engineering, habitat
improvement and maintenance, boating access and improved recreational access to state, federal
and private lands. The Information Systems Branch provides data-processing capabilities, systems
analysis and design. It also supports the Department’s computers, phone systems and network
connections.
Business and Finance Division comprises Support Services, Licensing and Permitting, Budget and
Accounting. This division procures goods and services, maintains vehicles, provides warehousing
and mail services. The division also oversees customer service operations at the Phoenix
headquarters and is responsible for administration of licensing, hunt/draw and watercraft
registration. The division also provides all accounting and budget services for the department.

v

The Planning Environment
This strategic plan was developed in the context of current and anticipated conditions and trends in
the natural and social environments that are expected to shape the Department’s management
actions into the future.

ARIZONA’S WILDLIFE:
Arizona is rich in biological diversity, ranking among the top five states in the nation for the
number of native bird, reptile and mammal species, and in the top ten for overall diversity of
vertebrates. Many species have been present for a long time, while others have appeared only in
recent years. Some non-native species were established intentionally, as is the case with rainbow
trout, while others have arrived as unwelcome or invasive species, such as quagga mussels and yet
others appeared as they expanded their range. A few species, like the Mexican gray wolf and
California condor, were extirpated in Arizona but have been re-established through reintroduction
programs.
The numbers below reflect the total number of species that potentially can be found in Arizona,
including transient, casual and rare species that occur unpredictably. Non-native species that are not
established and do not regularly breed in the state, such as Barbary sheep, are not included. With the
exception of mollusks and crustaceans, invertebrates are excluded.
NUMBERS OF WILDLIFE SPECIES FOUND IN ARIZONA
Amphibians
29
Birds
534
Fish
69
Mammals
140
Mollusks/Crustaceans 184
Reptiles
112
Total:
1,068
More information on Arizona’s wildlife resources can be found on the Department’s Web site,
azgfd.gov, and in the Department’s “Arizona Comprehensive Wildlife Conservation Strategy
(CWCS) 2005–2020.” The CWCS provides a vision for managing Arizona’s wildlife and natural
habitats. Its primary focus is identifying and managing the “wildlife and biotic communities of
greatest conservation need.” It offers input into both the operational and implementation tiers of the
Department’s planning process.

ARIZONA’S HABITATS:
The State of Arizona contains approximately 73 million acres. The state is diverse topographically,
vegetatively and geologically. Elevations range from about 75 feet above sea level (near Yuma) to
12,643 feet (San Francisco Peaks near Flagstaff). Precipitation ranges from less than 3 inches to
more than 30 inches per year, depending on elevation and location. Environments range from the
hot, dry deserts of southern Arizona; through grasslands and woodlands in mid-elevations;
continuing to cold, moist forests at higher elevations, and up to alpine tundra at the highest
elevations.

1

The Commission and Department have management authority for all wildlife in the state, but share
the management responsibility for habitat with many partners. A multitude of state, federal, tribal
and local agencies and private landowners manage Arizona’s land areas. Arizona shares its borders
with California, Nevada, Utah, New Mexico, Colorado and Mexico. The Department therefore
partners with these entities on wildlife, land and water management projects to further our Mission.

HUMAN TRENDS AFFECTING WILDLIFE:
The ability of the Department to adequately represent current public interests is being tested by an
ongoing societal shift in the way people value and interact with wildlife. The Department
conserves game, sport fish and nongame wildlife species, primarily using revenues from
discretionary spending of customers relating to hunting and fishing license sales. Increasingly,
fewer people are interested in hunting and fishing, yet there has been growth in other forms of
wildlife-related recreation, such as wildlife viewing. Although valuable and contributory to local
economies, these activities provide little direct revenue for the Department. Tied to these trends is
the increasing interest in providing input in how wildlife is managed. People have many different
preferences for wildlife-related programs and services. Greater diversity in viewpoints has
contributed to increased conflict, as well as contradictory social values among stakeholders.
Because of these challenges, the Department will continue to endure challenges to its authority
through mechanisms such as legislation, ballot initiatives and public referenda.
Adding to the challenges are demographic changes that have led to greater ethnic diversity and a
more urbanized society. Historically, wildlife conservation agencies have not been responsive to
diverse ethnic groups which tend to be underrepresented in outdoor activities including wildliferelated recreation pursuits. Given the growing influence of minorities (United States Census, 2010),
engaging those communities in the Department’s management is important to the Department’s
future. The long-term success of the Department is contingent upon its ability to reach and provide
services for audiences that are diverse, both in terms of their cultural heritage as well as their
wildlife-related interests.

FINANCIAL INFORMATION
The Department receives no Arizona general tax funds. Funding received by the Department to
support wildlife management and recreation, and shooting sports, watercraft and OHV management
is linked to expenditures of the public’s discretionary funds. Revenues, whether from the purchase
of licenses, tags or stamps, lottery tickets, gaming, watercraft registrations or off-highway vehicle
decals are a result of discretionary purchases by the public. The Department must manage
operations consistent with revenue.
Wildlife and other outdoor recreation contribute significantly to Arizona’s economy. Hunting and
fishing are significant contributors to Arizona’s economy. In 2007, using data from the 2006
USFWS National Survey of Fishing, Hunting and Wildlife-Associated Recreation (2006 Survey),
the Congressional Sportsmen’s Foundation* found that annual spending by hunters and anglers
produced $1.3 billion of economic benefits to Arizona, which equates to more than $3.5 million a
day being pumped into the State’s economy, and that hunting and fishing annually contributed $58
million to the state tax fund. Fishing and hunting have a positive economic impact on rural
communities throughout Arizona. Fishing directly supported 14,500 jobs and anglers; hunting
supported 6,700 jobs. According to the preliminary 2011 National Survey of Fishing, Hunting and
Wildlife-Associated Recreation., Arizona anglers spent $755 million and hunters spent $338 million
annually. According to the 2006 Survey, the economic effect of wildlife watching participants spent
2

$838 million, supporting more than 15,250 jobs and generating over $118 million in state and local
tax revenue in Arizona. OHV recreation had an economic impact of $4.25 billion, supported nearly
37,000 jobs, and contributed $187 million to annual state tax revenues.
* “Hunting and Fishing: Bright Stars of the American Economy ~ A force as big as all outdoors”
(2007). Congressional Sportsmen’s Foundation.
Game and Fish Department
FY12 Budget by Fund Source
Wildlife Conservation
8%

Off-Highway Vehicle
2%

Wildlife Contracts
7%

Heritage
13%
Watercraft
5%
Nongame
0%
Capital Improvement
1%
Coast Guard

Game & Fish
37%

2%
State Wildlife Grants
2%
Sport Fish Restoration
9%

Wildlife Restoration
14%

STRATEGIC ISSUES AFFECTING THE DEPARTMENT:
The Department must be responsive to sometimes conflicting constituent desires, and must balance
those desires with science-based management decisions and available financial resources. Arizona
has the highest wildlife diversity of any inland state (over 800 are native). Conserving and restoring
wildlife diversity, on a landscape shared with humans, is fraught with controversy, legal
implications and social barriers. Some Department wildlife management programs focus on
identifying threats and stressors and reducing their effects. Ultimately, the Department aims to keep
common species common and to conserve and restore imperiled species in the public trust.
To be successful, wildlife populations and their terrestrial and aquatic communities need to be
managed in concert with the environment, watersheds, and available water resources. As a
community game, sport fish and nongame wildlife are all dependent upon the quality and integrity
of habitat; as such they must be managed in concert with each other as interrelated public trust
resources.
Arizona’s human population continues to grow at a rate greater than the national average, which
creates challenges for wildlife management and conservation including: loss, degradation, and
fragmentation of habitat; land and water rights and use conflicts, introduction and expansion of
3

invasive species; increased frequency and intensity of wildland fires; and increased recreation
demands on the landscape. Other challenges include long-term drought, wildlife diseases, predatorprey interactions, climate changes, and invasive species. All of these factors may place further
pressures on Arizona’s wildlife.
Although Arizona’s population is growing, revenue used for wildlife management is not keeping
pace with management needs. Fewer people are purchasing fishing and hunting licenses, which
provides a significant amount of funding for managing all wildlife, both game and nongame. There
is a growing need to develop better mechanisms for those that don’t hunt or fish to directly support
wildlife management.
Along with the significant population growth, Arizona’s demographics are changing; the population
is getting younger, more urban, and less connected to outdoors. However, many people still enjoy
wildlife and other outdoor recreation. Shooting sports, both firearms and archery, are becoming
more popular. Firearm ownership and the demand for recreational shooting opportunities has
increased, , exceeding the current availability of shooting ranges in some areas of Arizona. Securing
lands for new shooting ranges, or maintaining existing ranges presents many challenges.
Although the numbers of watercraft registered in Arizona has been declining, recreational
paddlesports have increased. Non-motorized paddlesport craft do not require registration, whereas,
registration fees support nearly all of the Department’s watercraft enforcement, administration and
education efforts. The long-term drought has affected boating recreation, lake levels fluctuate with
precipitation, available run-off, and municipal and agricultural water demands. The fluctuating
water levels result in challenges accessing the water from launch facilities, changes in navigational
hazards (submerged boulders for example), and fewer acres of surface water to accommodate
boaters on popular lakes.
Off-highway vehicles (OHVs) are used by hunters and some anglers, and by people who simply
enjoy driving them. Although a requirement to purchase a decal to display on OHVs being used on
public lands was enacted a few years prior to this plan, funding to manage OHVs and ensure
protection of wildlife habitat and enforce public safety laws is not adequate. Arizona’s many land
management agencies have different rules and policies governing OHV use, and finding areas for
OHVs recreation can be difficult.
While the Commission supports multiple-use on public lands, certain land and water uses conflict
with wildlife and other outdoor recreation. Some types of recreation may reduce the quality of
habitat available for wildlife. Additionally, some private landowners deny access across their
privately owned land which has resulted in challenges for the public to access public lands.
The Department’s mission and values demand a professional and well-trained work force that
reflects the diversity of Arizona. The Department has traditionally had a low turnover rate, however
many of the Department’s leaders are expected to retire in the next several years. The anticipated
loss of tenured leaders highlights the Department’s need for a robust leadership succession plan.
The Department is primarily funded through discretionary purchases. During the recent economic
downturn, discretionary spending decreased which reduced Department revenue. Additionally, the
downturn may have led to increased demand for wildlife and outdoor recreation close to home.
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Department-wide Goals and Strategies
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Secure adequate funding to support conservation and manage recreation.
Acquire and manage land and water for conservation and recreation.
Expand alliance with business and industry to support conservation and recreation.
Leverage partnerships with business, industry and non-profit organizations to increase
conservation capacity, funding and recreation.
Encourage the stewardship of public lands for conservation of wildlife, habitat and
responsible recreation.
Communicate the value of hunting, fishing, wildlife and other outdoor related recreation to
state and local economies.
Provide information and education regarding wildlife and recreation.
Make science-informed decisions.
Provide law enforcement to enhance wildlife conservation and public safety.

Wildlife Conservation Line of Business
The Wildlife Line of Business is subdivided into three programmatic areas: Game Wildlife, Sport
Fish, and Nongame. These programmatic areas share some common issues and goals.

WILDLIFE CONSERVATION LINE OF BUSINESS
Goals and Strategies
 Manage populations using science-based techniques and technology.
 Ensure broad-based public input into hunt guidelines and recommendations, and
Commission Orders.
 Manage populations to provide diverse hunting, fishing, and wildlife recreation.
 Ensure wildlife is abundant in balance with competing societal expectations.
 Conserve native wildlife diversity, and manage to reduce impacts of invasive species.
 Manage human-wildlife conflicts.
 Conserve habitat and water.
 Enhance the capacity of habitat to support wildlife.
 Implement habitat and population enhancements.
 Retain the Department’s wildlife management authority.
 Explore additional mechanisms to increase and diversify funding for wildlife conservation.
 Develop wildlife and fishery disease surveillance and response processes.
 Actively respond to detected wildlife and fishery disease or extensive die-off cases.
 Enhance understanding of wildlife recreation as an economic driver in many Arizona
communities.

GAME WILDLIFE PROGRAM
Game Wildlife Goals:
 Implement comprehensive game management through landscape level planning.
 Integrate multi-species plans that consider public expectations, competition with other
species, predator – prey relations, habitat characteristics and quality, genetic effects of
habitat and population fragmentation, population viability and carrying capacities.
 Provide the public with a variety of hunting opportunities.
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Manage for thriving game populations to provide recreational opportunities while securing
fiscal stability for the Department and local economies.

Game Wildlife Objectives:
 Enhance big game and small game wildlife habitat, including securing habitat connectivity.
 Increase the abundance of pronghorn, mule deer, white-tailed deer, bighorn sheep, and
turkey.
 Expand the current distribution of pronghorn, bighorn sheep, turkey, and blue grouse to
occupy suitable habitat.
 Manage game populations to meet the objectives established within hunt guidelines.
Game Wildlife Strategies:
 Translocate, transplant or stock game wildlife.
 Incorporate spatial analysis into traditional survey methods.
 Implement game population and habitat enhancements.
 Integrate Comprehensive Game Management Planning and Statewide Wildlife Action
Planning efforts.
 Implement Management Focus Area Plans completed under the guidelines of the
Comprehensive Game Management Plan.
 Mitigate habitat fragmentation and its effects on big game populations using over or
underpasses, land purchases, translocations, etc.
 Explore endowments to address population genetic fragmentation and to support habitat
mitigation and wildlife corridor protection.

SPORT FISH PROGRAM
Sport Fish Goals:
 Integrate multi-species watershed management plans.
 Balance public demand for sport fish recreation with conservation of native aquatic
resources.
 Manage, and enhance the quality, abundance, availability, and diversity of sport fishing
opportunities.
Sport Fish Objectives:
 Develop watershed-based management approaches for all Arizona watersheds.
 Enhance anglers’ satisfaction.
 Increase public awareness of Arizona's sport fishing resources and opportunities.
 Develop diverse urban constituents and stakeholders.
Sport Fish Strategies:
 Implement aquatic habitat, sport fish population, and angler access management activities.
 Provide diverse sport fish recreation.
 Complete development of at least two integrated, watershed-based fisheries management
plans, and identify reaches for management of sport fish and native fish.
 Integrate sport fish and nongame management to balance conservation and recreation needs.
 Maintain spatially explicit comprehensive databases.
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Inform stakeholders and decision makers of the benefits derived from the public’s passion
for sport fishing recreation.
Provide high quality fish stockings statewide to support sport fishing recreation.
Expand urban fishing opportunities.

Nongame Wildlife Program
Nongame Wildlife Goals:
 Increase public recognition and support of the Department’s role as the leader in
management of wildlife diversity.
 Manage rare species to maintain biological diversity and reduce federal regulatory burden.
 Maintain and restore native species diversity, population numbers, and habitats.
 Conserve Arizona’s wildlife to ensure State authority and maximum management flexibility
in accordance with the public trust doctrine.
Nongame Wildlife Objectives:
 Develop a process to prioritize nongame species conservation management actions.
 Determine the population baseline and trends for species of greatest conservation need.
 Implement actions to maintain or improve the population for species of greatest
conservation need.
 Maintain public satisfaction with and support for the nongame program.
 Find ways to conserve species of greatest conservation need and mitigate the level of federal
regulatory impacts to Arizona.
Nongame Wildlife Strategies:
 Use the State Wildlife Action Plan to inform and engage partners in the conservation of
Arizona’s biodiversity.
 Implement population and habitat enhancements to benefit nongame wildlife.
 Proactively manage species of greatest conservation to avert the need for federal protections.
 Ensure seamless integration of sport and native fish programs.
 Provide recommendations on projects that have the potential to impact nongame wildlife
populations.
 Inform decision-makers of the importance of nongame management to Arizona.
 Provide science-based information to guide the decisions of partners regarding the status of
species of greatest conservation need.
 Distribute guidance and protocols for nongame management techniques.
 Implement priority actions in species recovery plans, conservation agreements, management
plans, and statewide wildlife action plan strategies.
 Deploy voluntary, innovative and incentive-based tools to engage the public in conservation
of species of greatest conservation need.
 Maintain staff expertise in all federal laws and acts related to nongame wildlife.
 Explore endowments to address population genetic fragmentation and to support habitat
mitigation and wildlife corridor protection.

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Recreation Line of Business
The Recreation Line of Business is subdivided into four programmatic areas: Wildlife Recreation,
Shooting Sports, Watercraft Recreation and Off-Highway Vehicle Recreation. These programmatic
areas share some common issues and goals.

RECREATION LINE OF BUSINESS
Goals and Strategies:
 Manage recreation using science-informed decisions considering biological sciences, social
sciences and state and local economies.
 Ensure reasonable public access.
 Provide safe, ethical, responsible and diverse outdoor recreation opportunities.
 Diversify and broaden the Department’s customer base.
 Increase public awareness of the social, human health and economic benefits of wildlife and
outdoor related recreation.
 Ensure broad-based public input in developing and managing wildlife and outdoor-related
recreation opportunities.

WILDLIFE RECREATION PROGRAM
Wildlife Recreation Goals
 Increase participation in hunting, fishing, and other wildlife recreation.
 Increase the publics’ understanding and acceptance of hunting and fishing as wildlife
management tools that support the North American Model of Wildlife Conservation.
 Promote the user-pay, user-benefit strategy to expand support for wildlife conservation and
recreation.
 Provide diverse hunting and fishing opportunities to meet customer demand.
 Expand wildlife viewing opportunities.
Wildlife Recreation Objectives
 Maintain public support for hunting and fishing.
 Increase participation in wildlife viewing.
 Manage a financially self-sustaining wildlife viewing program.
 Increase the number of licensed hunters and anglers.
 Establish a recognizable Department wildlife related recreational opportunity within
reasonable proximity of each Arizonan.
Wildlife Recreation Strategies
 Encourage partner-hosted wildlife recreation events.
 Pursue funding to enhance wildlife viewing opportunities.
 Evaluate, and refine hunter, angler and wildlife viewer recruitment and retention practices.
 Cross-promote other wildlife recreation opportunities to customers who participate in
Department programs.
 Encourage independent participation by youth and families after participating in Department
sport fish, hunting and wildlife recreation introductory camps or programs.
 Identify and reduce the barriers to participation in wildlife-related recreation
 Increase programs designed to facilitate public participation in low-cost wildlife-related
recreation.

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Improve communication with the public through emergent technology.
Increase the number of waters open to public fishing.
Simplify license structure and regulations to reduce obstacles to participation.

SHOOTING SPORTS PROGRAM
Shooting Sports Goals
 Administer a shooting sports line of business that demonstrates returns on investments.
 Meet customer needs and expectations.
 Build public and political support for shooting programs and ranges.
 Build mutually-beneficial partnerships with shooting sports industry and communities.
Shooting Sports Objectives
 Manage or support all Commission-owned shooting ranges.
 Provide ADA compliant range facilities at all Commission-owned shooting ranges.
 Maintain, develop, or support public shooting ranges within reasonable proximity of urban
centers.
 Operate the Ben Avery Shooting Facility (BASF) as a financially self-sustaining range.
 Increase the percentage of Arizonans who participate in recreational shooting.
Shooting Sports Strategies
 Provide introductory through advanced shooting opportunities at Commissioned-owned
ranges.
 Enhance range facilities to accommodate growth in various shooting disciplines.
 Recruit new customers to the shooting sports through introductory events.
 Build partnerships with industry, communities and organized shooting groups to enhance the
long-term viability of shooting sports.
 Offer grants for the management and development of shooting ranges.
 Incorporate ADA standards at Commissioned-owned ranges.
 Employ best management practices for environmental stewardship and compliance at
Commission-owned ranges.
 Work with partners to develop and implement a plan for responsible dispersed recreational
shooting on public lands.

WATERCRAFT RECREATION PROGRAM
Watercraft Goals
 Meet future customer’s registration and recreation needs.
 Administer a watercraft program that demonstrates returns on investments and meets future
customer needs.
 Encourage safe and responsible watercraft recreation.
Watercraft Objectives
 Increase annual boating safety education course attendance.
 Decrease the number of reported accidents.
 Decrease the number of lapsed boat registrations.
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Watercraft Strategies
 Manage watercraft recreation based on public safety, biological, social, and economic
sciences.
 Increase public awareness of safe, responsible and ethical use of watercraft.
 Expand watercraft safety education to include paddlesports and other emerging types of
watercraft recreation.
 Use technology to streamline the watercraft registration processes.
 Cross promote boating opportunities with fishing opportunities.

OFF-HIGHWAY VEHICLE (OHV) RECREATION PROGRAM
Off-highway Vehicle Goals
 Minimize impacts to wildlife resources from OHV use.
 Promote safe, ethical and responsible use of OHVs.
 Collaborate to enhance OHV recreation and access statewide.
Off-highway Vehicle Objectives
 Conduct outreach events to promote ethical OHV use.
 Develop mechanism to track the number of OHV accidents.
 Maintain public satisfaction with Department’s management of OHVs.
 Increase compliance with OHV decal requirements.
Off-highway Vehicle Strategies
 Pursue funding to manage OHV recreation.
 Increase public application of safe, responsible and ethical OHV use.
 Build partnerships to achieve OHV objectives.
 Collaborate with land management agencies to standardize OHV rules and use.

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Essential Functions:
Essential functions are required to sustain and support the lines of business. The essential functions
span the entire Department and all of its management decisions and actions. Essential functions
include: Law Enforcement, Landowner Relations and Access, Habitat Conservation, Governance
and Finance, Customer Relations, Education, Information, Resources and Logistics, Human
Resources, and Research and Science.

LAW ENFORCEMENT
Issues Affecting Law Enforcement:
The Department’s law enforcement officers are being pulled in many directions. Community
presence needs to remain a priority. This essential function also must seek additional resources to
expand and better support our customers. Some of the biggest issues affecting the law enforcement
essential function are: the operation of watercraft and OHVs while under the influence; the
introduction of invasive and restricted species; lost or restricted hunter access; subsistence
poaching; law and rule modifications by external entities; officer safety and employee security
along the border and maintaining relevance with and meeting the needs of an expanding user base.
Law Enforcement – Goals:
 Protect Arizona’s wildlife resources through proactive and responsive law enforcement
efforts.
 Safeguard the public through effective law enforcement practices.
 Provide leadership as the nation’s premier wildlife, watercraft and OHV law enforcement
authority.
Law Enforcement – Objectives:
 Maintain an effective statewide communications system.
 Deploy law enforcement resources statewide.
 Increase the number of law enforcement reserves and volunteers.
 Enhance officer awareness and safety along the border.
 Seek alternative funding sources to enhance law enforcement.
 Increase officer field presence.
Law Enforcement – Strategies:
 Upgrade communications network.
 Purchase and install vehicle locating technology into all Department law enforcement
vehicles and other Department vehicles that are deployed near the Arizona/Mexico border.
 Conduct special operations projects directed at overt and repeat offenders.
 Recruit volunteers to enhance field capacity.
 Use targeted enforcement to reduce the number of operating under the influence, “reckless
operation”, and other boating violations.
 Use targeted enforcement to improve compliance with OHV safety and decal requirements.
 Expand the capabilities of the Special Operations Unit.

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LANDOWNER RELATIONS AND ACCESS
Issues Affecting Landowner Relations and Access:
Activities provided by the Department require access to land and water. However, mosaic land
ownership, conflicts with landowners, and the laws regulating access to those lands, make
managing wildlife resources, and securing access a challenge.
Landowner Relations and Access Goals:
 Enhance recreational access to lands throughout Arizona in balance with wildlife
conservation.
Landowner Relations and Access Objectives:
 Improve access opportunities.
 Promote responsible recreational use of lands.
 Promote and improve habitat and wildlife conservation on private lands.
Landowner Relations and Access Strategies:
 Manage recreational access in partnership with private and government landowners.
 Provide resources to maintain or enhance access.
 Promote responsible recreational use of lands through a variety of methods.
 Inventory access routes and locked gates, to complete a model to set access priorities geospatially.
 Develop the Commission directed Private Lands Access Strategy.
 Identify critical areas of access, and use diverse techniques to maintain or enhance access to
these areas.
 Enhance relationships and partnerships with landowners to maintain and improve access.
 Enhance relationships and partnerships with landowners to improve and enhance wildlife
habitat on private land.

HABITAT CONSERVATION
Issues Affecting Habitat Conservation:
Aggressive conservation of quality habitat is essential in maintaining abundant and thriving wildlife
populations. Human activities impact wildlife resources through introduction of invasive species,
habitat fragmentation, competition for resources, and habitat manipulation. The Department works
to inform and facilitate conservation of wildlife habitats to ensure the long-term well being of the
State’s resources, while providing reasonable access for the public to enjoy Arizona’s wildlife and
diversity of habitats.
Habitat Conservation Goals:
 Conserve habitats to promote abundant and thriving wildlife populations.
 Maintain expertise in all applicable state and federal environmental laws and regulations.
 Secure habitat connectivity to enhance wildlife conservation.
Habitat Conservation Objectives:
 Ensure active conservation of wildlife, and maintain the Department’s jurisdiction and
relevance to the public.
 Develop and maintain the nation’s best data systems to communicate wildlife resource
information and needs.
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Habitat Conservation Strategies:
 Maintain an enhanced statewide Geospatial representation of crucial habitats and wildlife
resources.
 Seek to avoid, minimize or mitigate impacts to wildlife resources.
 Comply with environmental laws on all Department projects.
 Actively conserve statewide wildlife corridors and habitats through partnerships, policy, and
direct conservation actions.
 Collaborate with private, federal, state, municipal, and other land and water management
interests to ensure that the needs of wildlife and wildlife habitats are considered during long
and short range planning processes.
 Develop plans, recommendations, and guidelines for mitigating losses or for enhancement of
fish and wildlife populations and their habitats.

GOVERNANCE AND FINANCE:
Issues Affecting Governance and Finance:
The Department Governance and Finance function must meet the needs of employees and external
partners. Legislation, laws, and regulations can impact the Commission’s authority to manage
wildlife and outdoor recreation. The Department is fiscally responsible with a wide variety of
funding sources, each with its own restrictions on use.
Governance and Finance Goals:
 Enhance the Department’s viability and relevance for wildlife conservation and outdoor
recreation.
 Be fiscally responsible.
 Seek adequate and diverse funding to fulfill the Department’s Mission.
 Enhance and protect the Department’s ability to conserve and manage wildlife resources and
outdoor recreation.
Governance and Finance Objectives:
 Promote practices, policies, legislation, laws, regulations and legal strategies that enhance
and protect the Department’s ability to conserve and manage wildlife resources and outdoor
recreation.
 Ensure fund balances are adequate to address long- and short-term contingencies.
 Ensure budgets are responsive to public and agency needs.
 Seek additional sources of funding that involve the Department’s diverse constituencies and
beneficiaries.
 Maximize financial agility
Governance and Finance Strategies:
 Draft direction, policies, legislation, laws, regulations and legal strategies to enhance and
protect the Department’s ability to conserve and manage wildlife resources and outdoor
recreation.
 Ensure compliance with eligibility of expenditures by fund.
 Foster a culture of individual fiscal responsibility and accountability.
 Use knowledge of fund eligibilities to enhance financial agility.
 Research potential new sources of funding.
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Improve systems to enhance monitoring of budget and expenditures, and to ensure
transparency.

CUSTOMER RELATIONS
Issues Affecting Customer Relations:
Customers expect to conduct business through a variety of means, and to be satisfied with their
contact. Customer relationships are often built on limited interactions; however it is imperative that
customer expectations are consistently met or exceeded as the Department relies on the public to
achieve its mission.
Customer Relations Goals:
 Provide world-class customer service to achieve lasting customer relationships.
Customer Relations Objectives:
 Enhance a culture of individual responsibility to provide world-class customer service.
 Anticipate needs and exceed customer expectations.
Customer Relations Strategies:
 Implement a variety of methods to provide products and services to customers.
 Model expected behaviors and encourage employees to provide world-class customer
service.
 Establish competencies and standards of customer service reflecting expected behaviors to
be pleasant, respectful, responsive, and accountable.
 Use customer feedback to enhance customer service.
 Benchmark customer service best practices across industries to ensure world-class customer
service.

EDUCATION
Issues Affecting Education
Demand for education and outreach events exceeds the Department’s available resources. For
example, the Department requires youth between the ages of 10 and 14 to complete a hunter
education program in order to hunt big game. This creates demand for hunter education courses that
exceeds staff and volunteer capacity in some areas. Likewise, the demand for sport fishing clinics
and requests for events with live animals far exceeds the number of instructors available to meet the
requests. Another challenge is attracting watercraft and OHV operators to take classes to learn safe
and responsible use of those vehicles as there is little incentive for many to do so. In addition,
implementation of curricula into the formal education system is challenging and complex.
Education Goals:
 Promote safe, ethical and responsible wildlife-related and outdoor recreation.
 Enhance the public's understanding and appreciation of wildlife conservation.
 Increase public engagement in wildlife-related and other outdoor recreation.
Education Objectives:
 Increase frequency and availability of Department education courses.
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Provide the Department’s wildlife related curriculum to Arizona schools including the
concepts of the North American Model of Wildlife Conservation.
Plan, design and construct the Wildlife Education Center at the Department’s Headquarters.
Develop a comprehensive OHV education program.

Education Strategies:
 Provide hunter education courses and field days to meet customer needs throughout Arizona.
 Implement approaches to increase the number of sport fish education programs provided
throughout Arizona.
 Expand public access to watercraft and OHV education courses though a variety of
methodologies.
 Develop and deploy Arizona standards based wildlife curriculum to Arizona schools and
home school students.
 Distribute educational material to enhance understanding of wildlife conservation and
increase awareness of “orphaned” wildlife issues.
 Expand opportunities for education and field days to engage the public.

PUBLIC INFORMATION
Issues Affecting Public Information:
Many Arizonans are unfamiliar with the Department and its mission. In order to accomplish our
mission it is imperative for the Department to build public support by promoting awareness and
understanding of its activities. The Department uses a variety of communication styles to inform
and engage the public.
Public Information Goals:
 Build a well-informed and engaged public that supports wildlife conservation and the
Department’s mission.
 Foster a diverse constituency that is valued and recognized for their support of the
Department.
 Ensure the Department is recognized as the credible source for information on wildlife,
shooting sports, watercraft and OHVs.
Public Information Objectives:
 Increase awareness of the Department’s responsibility to manage wildlife.
 Increase the number of the Department’s E-News subscriptions.
 Increase the number Arizona Wildlife Views subscriptions.
 Provide quality, timely information.
 Improve communication with under-represented demographic segments.
 Encourage diverse participation in outdoor and wildlife-related recreation.
 Promote core concepts of the North American Model of Wildlife Conservation, emphasizing
the “user-pay, user-benefit” construct which allows wildlife to be managed for the benefit of
all citizens.
 Minimize human-wildlife conflicts.
Public Information Strategies:
 Use all available methods and technologies to communicate with the public.
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Market the Department’s Wildlife Views magazine and television show to gain wider
audiences.
Improve Spanish-language communication products and services.
Develop and implement evolving social media vehicles for communications.
Communicate Commission decisions in an effective, balanced and timely manner.
Upgrade the Department’s internal and external websites.
Provide information to reduce the frequency and seriousness of human-wildlife conflicts.

RESOURCES AND LOGISTICS
Issues Affecting Resources and Logistics Support
Department facilities and habitat enhancements are critical to achieve the mission. The Department
must maintain and develop facilities and enhancements to ensure safe use by employees and the
public. The Department’s logistical infrastructure includes its lands, buildings and fleet (trucks,
cars, boats, ATVs, aircraft, heavy equipment and trailers), along with other supplies. Technological
infrastructure includes the Department’s enterprise integrated business, science analysis,
productivity, and digital communication systems.
Resources and Logistics Goals:
 Provide equipment, resources and technology necessary to achieve the Department’s
mission.
 Ensure the safety and functionality of Department resources.
 Deliver reliable technology and systems.
Resources and Logistics Objectives:
 Provide the technological platforms to meet public expectations and increase Department
effectiveness.
 Improve and diversify methods to meet public needs.
 Deploy fully-functioning enterprise architecture.
 Develop safe and functional facilities.
 Enhance technology to increase the efficiency and productivity of the Department’s
workforce.
Resources and Logistics Strategies:
 Implement a comprehensive Department-wide facilities inspection and maintenance
program.
 Maintain Department facilities to ensure useful life is attained or exceeded.
 Implement a fully integrated customer management system.
 Provide the necessary technology to ensure the productivity and safety of our employees.
 Assess the appropriateness of the Department’s resources.
 Standardize and simplify technology resources.
 Ensure the integrity, security and standardization of our digital architecture and systems.

HUMAN RESOURCES
Issues Affecting Human Resources:
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The Department faces various human resource challenges. Although the Department has a low
employee turn-over rate, a significant number of long-term employees are expected to retire in the
coming years taking with them institutional knowledge and continuity. Some younger candidates
for wildlife positions lack many of the skills associated with working in the field. Additionally, the
Department’s workforce is not as representative of Arizona’s diverse population as it could be.
Human Resources Goals:
 Be recognized as a great place to work where people are inspired to contribute to the
Mission.
 Maintain a highly trained and qualified work force.
 Strive for a workforce that is representative of Arizona’s diverse demographics.
Human Resource Objectives:
 Recruit, retain and reward the best employees.
 Ensure employees are adequately trained.
Human Resource Strategies:
 Provide mandatory employee training through a variety of methods.
 Secure partnerships to prepare potential candidates for Department employment.
 Implement a leadership succession program.

RESEARCH
Issues Affecting Research:
The Department relies on the best available biological and social research to support management
recommendations. Requests for research to guide Department management decisions are increasing
and need to be prioritized to ensure primary management needs are met.
Research Goals:
 Inform management decisions through robust and credible biological and social research.
 Be a leader in biological and social science through credible research.
Research Objectives:
 Identify and prioritize research and needs.
 Expand scientific expertise relevant to wildlife conservation and outdoor recreation.
Research Strategies:
 Maintain and refine processes to identify and prioritize management information needs.
 Conduct robust research and communicate results.
 Establish best procedures for sharing research results and expertise.
 Develop and expand partnerships to increase research and science capacity and to provide
synergistic research collaborations.
 Assess future capacity and expertise needs, and develop plans for attaining these resources.
 Enhance the Department’s research capacity by actively pursuing alternative funding
opportunities that support the Department’s Mission.
 Employ an entrepreneurial model to enhance the Department’s research capabilities and
services.
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