Pennsylvania Game Commission 2001 - 2014 Strategic Plan

M

VsionVision

Values

To be the leader amongwildlife agencies, andchampion of all wildliferesources and Pennsylvania’shunting and trapping heritage

Place wildlife first in all decisionmaking • Respect the views of our

various stakeholders • Be open, honestand forthright in all matters • Provide

quality service both internally andexternally • Carry out responsibilities ina polite, professional and considerate

manner • Be ethical in the performanceof all duties • Encourage the

professional development of allemployees • Have pride in our wildlifemanagement heritage • Reflect on our

success and lead for the future

To manage Pennsylvania’s wild birds,wild mammals, and their habitats forcurrent and future generations

Ldr 10/09

MissionTo manage Pennsylvania’s wild birds,wild mammals, and their habitats forcurrent and future generations

ValuesPlace wildlife first in all decisionmaking • Respect the views of our

various stakeholders • Be open, honestand forthright in all matters • Provide

quality service both internally andexternally • Carry out responsibilities ina polite, professional and considerate


professional development of allemployees • Have pride in our wildlifemanagement heritage • Reflect on our

success and lead for the future

Vision

VisionTo be the leader amongwildlife agencies, andchampion of all wildliferesources and Pennsylvania’shunting and trapping heritage

Values

Mission

2009-2014

PennsylvaniaGame Commission

Strategic Plan

PENNSYLVANIA GAME COMMISSION

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Values

Mission

VisionPlace wildlife first in all decision

making • Respect the views of ourvarious stakeholders • Be open, honest

and forthright in all matters • Providequality service both internally and

externally • Carry out responsibilities ina polite, professional and considerate


professional development of allemployees • Have pride in our wildlife

management heritage • Reflect on oursuccess and lead for the future

Vision

Values

Mission

To be the leader amongwildlife agencies, andchampion of all wildliferesources and Pennsylvania’shunting and trapping heritage

To manage Pennsylvania’s wild birds,wild mammals, and their habitats forcurrent and future generations

STRATEGIC PLAN 2009-2014

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Values

Mission

Vision

A Letter from the Executive Director

Fellow Conservationists,

These are extremely challenging times forthe Pennsylvania Game Commission. Thereare combinations of factors that areimpacting the future of our wildliferesources. Our Strategic Plan 2009-2014addresses many of those challenges andwhat we plan to do to meet them.

Many objectives of the previousplan did not get accomplished due to ashortage of resources. You will see many ofthose repeated in this plan. They are stillimportant, and we will strive to get themdone under this strategic plan. Our ability toachieve the objectives is not a matter of willbut is a matter of having the necessaryresources.

The primary effort of this plan will be to continue the improvement ofhabitat for all our state’s wild birds and mammals. The integrated Game Landsplanning process and our habitat manual will be the cornerstone of improvinghabitat on public and, more importantly, on private lands. The effort will beoriented on requirements defined in our species management plans. The speciesand 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 ofthe general public aware of the Game Commission and what we do for thecitizens of the Commonwealth. We want them to understand our mission, how weare funded and the services we provide. We want them to appreciate our role inenhancing the quality of their lives by managing and protecting our wildliferesources.

While we are one of the most efficient organizations in state government,we can always improve. We constantly strive to improve our programs and ourworkforce. We will continue to provide professional development opportunitiesfor our entire workforce. We will focus on customer service and providing thenecessary 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 areserious times that will determine what quality of life Pennsylvanians have andwill have when it comes to their wildlife and outdoor experiences. With the helpof 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 backyardwatching your bird feeders or on a mountaintop waiting for that first deer, bear orturkey to pass by, there are many ways to enjoy our tremendous wildliferesources. We want you to value and get involved with our wildlife resources.Get outside and connect with wildlife.


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Table of Contents

ValuesMission

Vision

Goals 9

The seven goals of the 2009-14 Strategic Plan

Strategic Objectives 10

Strategic and operational objectives for each goalStrategic objectives are broadly defined targets that the GameCommission must reach to achieve each of its goals. Operationalobjectives are short-term targets to help achieve the longer-term strategicobjectives.

GOAL 1: ...................................................... 11GOAL 2: ...................................................... 13GOAL 3: ...................................................... 15GOAL 4: ...................................................... 17GOAL 5: ...................................................... 19GOAL 6: ...................................................... 20GOAL 7: ...................................................... 21

Measures 24

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

GOAL 1: ...................................................... 25GOAL 2: ...................................................... 29GOAL 3: ...................................................... 32GOAL 4: ...................................................... 35GOAL 5: ...................................................... 44GOAL 6: ...................................................... 46GOAL 7: ...................................................... 48


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IntroductionManaging the Commonwealth’s wildlife resources has been the charter of the Pennsylvania Game Commission for over115 years. This is not an easy task. It is extremely complex and it encompasses many different professional fields andeven more different stakeholder groups. Additionally, in these difficult economic times, we need to be more focused onthe core elements of the Game Commission’s operations. In order to focus the efforts of many diverse fields there needsto 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 ofthe plan is to provide a framework and timeline for the achievement of goals and objectives that will support themission. The Strategic Plan is not about producing a product. It is about getting results. The strategic planning processis a vehicle for the agency to examine itself with an eye towards improvement. The plan is the map on how the agencymoves from where we are today to where we want to be in the future. Strategic planning is a collaborative process thatinvites participation. Once completed it becomes a flexible document that adjusts and adapts to changingcircumstances, 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 theplans and programs generated by the plan. Each program will be tied to a strategic objective. It cannot be assumed thatall programs will be acted upon or accomplished immediately. Some programs may not receive the previous resourcelevels because of changing priorities as a result of the planning process. This does not preclude the accomplishment ofprograms. It does mean that some programs and objectives will be achieved by doing things differently. As was the casein the first strategic plan, some programs may not be achievable because of limited resources. However, theserequirements do not disappear. They will go to an unfunded requirements document to display what programs andprojects did not receive the required resources. The programmatic nature of the plan will help drive the budget processinstead 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 sevenmajor goal areas defined that drive the strategic objectives for the next five years.

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

CommunicationsCritical to the success of all the agency’s programs is the effort on information and education. This isa constant challenge to keep the public and our partners informed on our many new and excitingprograms. We have taken advantage of new technology such as Nxtbook and webcasting. There willbe 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 ontelevision and radio, we will continue to educate and inform the public of the agency’s wildlifeprograms in every possible way.

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


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Introdu

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

Knowing the Game CommissionOne of our greatest challenges is getting the public to know who we are and what we do. Wehave to be recognized as the Commonwealth’s wildlife agency by more people. We will be thefirst place the public goes for wildlife and habitat information. Many of our citizens do notunderstand our mission or our funding structure. Although they themselves enjoy the outdoorsand 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 Commissionhelped with that wildlife experience.

FundingThe critical element in all programs in this plan is the availability of resources. This wascertainly a significant challenge as our primary revenue stream is based on 1999 dollars.Although hunting licenses are probably the best recreational buy in today’s market, there hasalways been a reluctance to raise license fees. We need to look at alternative ways to fund theGame Commission in the future. This plan addresses several of the ways that we will use toacquire the necessary resources to fulfill the requirements expected of us from our stakeholdersand the public.

PeopleThe 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 arelooking at ways to improve the recruitment process and enhance the professional developmentof all employees. Additionally, the Game Commission depends on a myriad of volunteers whoprovide hundreds of thousand of hours because of their interest in wildlife. We will look atways of improving the recognition of all our employees and volunteers.

As you read the plan, you will see two major sections. The first section lists the goals, strategic objectives and theoperational or bureau objectives that support the strategic objectives. This provides the framework for the secondsection, which includes the measurements needed to determine if we have achieved what we set out to achieve. As youwill see, the strategic objectives have outcome measures and output measures. This allows a clear evaluation of successof 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 GameCommission cannot achieve its successes without the support and assistance of thousands of citizens who care aboutwildlife, hunting and the environment. Through contributions of time, money and expertise, individuals and manyconservation organizations have helped make the Game Commission a leader in wildlife management. We believe thisplan will help guide that extraordinary effort of our workforce, and our partners and stakeholders who assist the GameCommission achieve its vision and its mission over the next five years.


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Goals

GoalsGOAL 1: Conserve, protect and restore wildlife

populations for their many publicvalues

GOAL 2: Improve the public’s appreciation ofwildlife, and their awareness andunderstanding of wildlife resourcemanagement

GOAL 3: Promote and perpetuate our huntingand trapping heritage

GOAL 4: Manage and protect a network ofpublic and private lands and waters toprovide habitat for wildlife

GOAL 5: Enhance the public’s understandingof the Pennsylvania GameCommission’s mission and itsresponsibilities

GOAL 6: Develop sustainable funding sourcesthat support the agency’s mission andidentity

GOAL 7: Promote a diverse, professional andefficient organization


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Strategic and Operational ObjectivesStrategic objectives are broadly defined targets that the

Game Commission must reach to achieve each of itsgoals. 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 fortheir many public values

Strategic Objective 1.1 Manage sustainable wildlife populationsOperational Objective 1.1.1: Monitor the distribution, population and demographic trends and

management responses of wildlife speciesOperational Objective 1.1.2: Set hunting and trapping seasons and bag limits to achieve goals

and objectives stated in species management plansOperational Objective 1.1.3: Establish protocols to evaluate the impact of climate changeOperational Objective 1.1.4: Update and develop wildlife species management plansOperational Objective 1.1.5: Identify and assess risks posed by invasive and exotic speciesOperational Objective 1.1.6: Monitor wildlife populations for prevalence and trends of

transmissible wildlife diseasesOperational Objective 1.1.7: Monitor wildlife impacts on other species and habitatsOperational 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 wildlifepopulations and habitat

Operational Objective 1.2.1: Seek legislation to clarify and improve the Game and Wildlife CodeOperational Objective 1.2.2: Seek legislation to increase penalties for serious violationsOperational Objective 1.2.3: Develop regulations to eliminate existing contradictions,

misunderstandings and inconsistencies with the Game and WildlifeCode

Operational Objective 1.2.4: Ensure Wildlife Conservation Officers (WCO) and Deputy WCOshave the training, supplies and equipment to proficiently perform theirduties

Operational Objective 1.2.5: Focus enforcement efforts on violations with the most negativeimpact to the resource

Operational Objective 1.2.6: Expand the Special Investigations Unit capabilitiesOperational Objective 1.2.7: Continue to develop and market the “TIP Hotline” by allowing the

public to contact the agency by various methodsOperational 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 ofwildlife

Operational Objective 1.3.1: Create a Human Dimensions Divisionwithin the Bureau of Information andEducation

Operational Objective 1.3.2: Conduct relevant and timely studies,surveys and focus groups

Operational Objective 1.3.3: Review, monitor and evaluate existingresearch and studies

Since 2000, the Game Commission has trapped and tagged more than 3,000 white-tailed deer for research. The goals of the deer management plan are to manage deerfor a healthy herd, a healthy forest and acceptable levels of deer-human conflict, to

provide recreational opportunities and to increase public knowledge.


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Strategic Objective 1.4 Improve the population trends of endangered, threatenedand wildlife species of greatest conservation need

Operational Objective 1.4.1: Identify critical management issues from species management plansfor all threatened, endangered and wildlife species of greatestconservation 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 speciesOperational Objective 1.4.4: Identify, preserve and protect critical and unique habitats

Strategic Objective 1.5 Restore extirpated wildlife species where landscapeattributes and public values are favorable

Operational Objective 1.5.1: Identify potential species for reintroductionOperational Objective 1.5.2: Develop comprehensive recovery plans for identified speciesOperational Objective 1.5.3: Conduct long term monitoring of restored populations

Strategic Objective 1.6 Manage nuisance wildlife impacts professionally, effectivelyand economically

Operational Objective 1.6.1: Provide information and guidance to the public on wildlife damageand nuisance problems

Operational Objective 1.6.2: Manage populations in consideration of human conflict issuesOperational Objective 1.6.3: Expand public knowledge and awareness of nuisance wildlife issuesOperational Objective 1.6.4: Improve opportunities for commercial Nuisance Wildlife Control

Operators

In the mid-1970s, only afew dozen elk remained in

Pennsylvania but, afterreintroduction efforts, the

population began torebound in the late 1980s.

Thanks to concertedresearch, habitat

management and publicoutreach efforts, today

there are more elk in moreareas of the state

than there have been inmore than 100 years.


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GOAL 2: Improve the public’s appreciation of wildlife, and theirawareness and understanding of wildlife resourcemanagement

Strategic Objective 2.1 Determine the public’s awareness, attitudes, values andknowledge of wildlife and support for wildlife resourcemanagement

Operational Objective 2.1.1: Establish baseline information on the public’s current understandingof wildlife issues

Operational Objective 2.1.2: Develop and implement resources and programs to enhance publicawareness and understanding of wildlife and wildlife resourcemanagement

Strategic Objective 2.2 Enhance the public’s knowledge and understanding of therole of hunting and trapping in wildlife management

Operational Objective 2.2.1: Establish baseline information that defines the public’s currentperception of the roles of hunters and trappers

Operational Objective 2.2.2: Acquire/develop materials and programs that promote hunting andtrapping as wildlife management tools and as legitimate recreationalpursuits

Operational Objective 2.2.3: Develop/utilize effective ways to communicate information to a widevariety of wildlife recreationists

Operational Objective 2.2.4: Inform urban leadership and residents about wildlife managementopportunities in developed areas

Strategic Objective 2.3 Expand the availability of wildlife resource information tothe public

Operational Objective 2.3.1: Maximize use of electronic media (website, e-mail, videoconferencing, webcasts, etc.)

Operational Objective 2.3.2: Establish and maintain a networkrelationship with state andnational conservation informationorganizations

Operational Objective 2.3.3: Capture and disseminatenewsworthy agency events in atimely fashion

Operational Objective 2.3.4: Develop and disseminateinformation on wildlife andagency projects and programs

Operational Objective 2.3.5: Promote the agency as theresource for wild birds andmammals and their conservationand management

Operational Objective 2.3.6: Showcase wildlife diversityinformation and programs

The agency reaches out to preK-12 educators through a variety ofcurriculum supplements that address state education standards.


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Strategic Objective 2.4 Promote wildlife conservation education throughoutPennsylvania

Operational Objective 2.4.1: Establish baseline information about the people currently reachedand missed by existing programs

Operational Objective 2.4.2: Sustain educational programs and services for pre-K to 12th gradestudents, while addressing state educational standards

Operational Objective 2.4.3: Sustain pre-service and teaching training programs for conservationeducation in compliance with Department of Education teachertraining policies

Operational Objective 2.4.4: Maintain educational programs, services and resources for allconstituents consistent with Association of Fish and Wildlife Agency’sstandards

Operational Objective 2.4.5: Expand educational programs, services and resources for currentand new audiences

Operational Objective 2.4.6: Explore the viability of developing and implementing a volunteereducation specialist program

Operational Objective 2.4.7: Continue and expand Pennsylvania Game Commission exhibits andprograms into similar programs at state parks, museums, naturecenters and environmental education facilities

Operational Objective 2.4.8: Construct, staff and maintain wildlife learning centers at strategicpopulation centers, including a new education and technical servicecenter in central Pennsylvania

Strategic Objective 2.5 Promote the “Connect with Wildlife” programOperational Objective 2.5.1: Develop and implement marketing strategies to promote the Connect

with Wildlife programOperational Objective 2.5.2: Develop and promote wildlife viewing programs and other

recreational opportunitiesOperational Objective 2.5.3: Identify and promote opportunities for citizen science projects, such

as eBird and Breeding Bird AtlasOperational Objective 2.5.4: Acquire and market wildlife viewing and identification productsOperational Objective 2.5.5: Develop a variety of programs and resources to be used in wildlife

programmingOperational Objective 2.5.6: Identify, cultivate and expand partnering opportunities with Non

Governmental OrganizationsOperational Objective 2.5.7: Identify, develop and promote resources to maintain the

Pennsylvania Game Commission as the primary source ofinformation for wild birds and mammals of Pennsylvania

Strategic Objective 2.6 Increase the public’s understanding of wildlife and theirhabitat needs

Operational Objective 2.6.1: Develop public demonstration areas for habitat managementtechniques

Operational Objective 2.6.2: Increase the amount and availability of web-based habitatmanagement information for landowners

Operational Objective 2.6.3: Increase the number of articles in Game News on wildlife habitatmanagement and projects

Operational Objective 2.6.4: Improve public awareness, focused on youth, of wildlife habitatthrough interactive learning programs


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GOAL 3: Promote and perpetuate our hunting and trappingheritage

Strategic Objective 3.1 Increase hunter and trapper recruitmentOperational Objective 3.1.1: Identify the perceptions, motivations, expectations, knowledge and

attitudes in regard to hunting and trapping participationOperational Objective 3.1.2: Increase and improve materials and programs promoting hunting

and trappingOperational Objective 3.1.3: Provide sufficient opportunities at convenient times and locations to

meet the needs of those wishing to complete Hunter TrapperEducation courses

Operational Objective 3.1.4: Expand and improve special hunting and trapping programs fortarget audiences

Operational Objective 3.1.5: Adopt nationally recognized best practices for hunter and trapperrecruitment and retention

Operational Objective 3.1.6: Develop and implement a recruitment and retention planOperational Objective 3.1.7: Actively participate in outreach programs, such as National Archery

in the Schools, Women in the Outdoors and Step OutsideOperational 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 ofhunters and trappers

Operational Objective 3.2.1: Emphasize hunter safety and responsible hunter behavior in allcontact with the public

Operational Objective 3.2.2: Continually improve hunter and trapper education programs bydeveloping and implementing effective, user-friendly deliverymechanisms for student training

Operational Objective 3.2.3: Expand hunter education programs to include species-specificcourses on turkey, waterfowl and big game hunting, and discipline-specific courses on archery, muzzleloading and furtaking

Operational Objective 3.2.4: Periodically review hunter education curriculums to ensurecompliance with national standards

Strategic Objective 3.3 Increase the retention rate of hunters and trappersOperational Objective 3.3.1: Develop a database of hunters and trappers and their activitiesOperational Objective 3.3.2: Identify reasons for discontinuing hunting and trapping participationOperational 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 ofseveral new advanced educationalopportunities from the Hunter-TrapperEducation Division.


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Strategic Objective 3.4 Provide sustained opportunities for hunters and trappers totake wildlife

Operational Objective 3.4.1: Manage game species to meet species population objectivesOperational Objective 3.4.2: Evaluate and expand harvest opportunities for species that have

increased in abundanceStrategic Objective 3.5 Promote and expand hunting and trapping access on public

and private landsOperational Objective 3.5.1: Update the Public Access Program ensuring it is current with

participating landownersOperational 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 inwildlife 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 theunderstanding of their role in wildlife management

Strategic Objective 3.7 Provide enhanced pheasant hunting opportunity through aput-and-take operation and a reintroduction program

Operational Objective 3.7.1: Annually release up to 250,000 pheasants on public lands and landopen to public hunting

Operational Objective 3.7.2: Annually release at least 15,000 pheasants for junior huntingopportunities

Operational Objective 3.7.3: Improve and modernize the infrastructure on Game FarmsOperational Objective 3.7.4: Initiate six Wild Pheasant Recovery Areas

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


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GOAL 4: Manage and protect a network of public and privatelands and waters to provide habitat for wildlife

Strategic Objective 4.1 Provide planning and technical habitat managementguidance to landowners

Operational Objective 4.1.1: Ensure permanent outreach and management planning programs onprivate lands

Operational Objective 4.1.2: Provide technical habitat management information with particularemphasis on species of greatest conservation need

Operational Objective 4.1.3: Increase the number of private acres available for wildlife habitatOperational 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 onaccess, indentures, in-holdings and critical or uniquehabitats

Operational Objective 4.2.1: Identify and prioritize key lands for acquisition, with emphasis onindentures, enclosures and rights of way

Operational Objective 4.2.2: Utilize the Wildlife Action Plan to evaluate lands for acquisitionOperational Objective 4.2.3: Increase State Game Lands acreage by 3,000 acres annuallyOperational 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 plansOperational Objective 4.3.1: Ensure annual State Game Lands planning goals are metOperational Objective 4.3.2: Develop detailed habitat cover information from the Continuous

Forest Inventory and Analysis ProgramOperational Objective 4.3.3: Update the State Game Lands Record Database

Strategic Objective 4.4 Promote wildlife habitat planning and management on non-Game Commission public lands

Operational Objective 4.4.1: Promote habitat improvement projects with public lands contiguousto State Game Lands

Operational Objective 4.4.2: Develop habitat management training for other public land managersOperational 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 wildlifehabitats

Operational Objective 4.5.1: Maintain and intensively manage secondary uses of State GameLands

Operational Objective 4.5.2: Monitor activities that are a threat to wildlife and their habitatOperational Objective 4.5.3: Build mitigation partnerships through cooperative agreements,

contracts and memorandums of understandingOperational Objective 4.5.4: Evaluate and provide guidance on potential impacts on wildlife for all

public and private lands


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Strategic Objective 4.6 Provide and maintain adequate infrastructure to supportwildlife habitat management and hunting

Operational Objective 4.6.1: Develop requirements for repair, replacement and maintenance ofbuildings infrastructure

Operational Objective 4.6.2: Create, maintain and improve roads and related infrastructure onState Game Lands

Operational Objective 4.6.3: Ensure public and administrative ranges meet operational and safetyrequirements

Strategic Objective 4.7 Enhance wildlife habitat on State Game Lands through therecovery of natural resources

Operational Objective 4.7.1: Utilize a full spectrum forest habitat management program todiversify forest structure and composition

Operational Objective 4.7.2: Plan and execute natural resource recovery for habitat improvementand land acquisition

Operational Objective 4.7.3: Improve habitat by re-mining and reclaiming abandoned mine sitesOperational 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 theWildlife Action Plan

Operational Objective 4.8.1: Incorporate species of greatest conservation need in comprehensiveState Game Lands plans

Operational Objective 4.8.2: Document locations and current management of key habitatsidentified in the Wildlife Action Plan

Operational Objective 4.8.3: Increase prescribed fire as a tool for habitat managementOperational Objective 4.8.4: Initiate restoration and recovery programs for high-priority habitatsOperational Objective 4.8.5: Develop and adopt a standard classification system for ecosystems,

communities and critical habitats

Geneva Marsh, on StateGame Lands 213 in the

Northwest, providescritical waterfowl habitat.

Many waterfowl andwetlands managementresearch projects havebeen conducted in this

important wetlandscomplex.


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GOAL 5: Enhance the public’s understanding of thePennsylvania Game Commission’s mission and itsresponsibilities

Strategic Objective 5.1 Determine the public’s knowledge and understanding of thePennsylvania Game Commission, its legal mandates,responsibilities and funding

Operational Objective 5.1.1: Establish the public’s level of understanding of the PennsylvaniaGame Commission

Operational Objective 5.1.2: Conduct relevant and timely studies, surveys and focus groupsOperational Objective 5.1.3: Develop programs and materials to improve the public knowledge

and understanding of the Pennsylvania Game Commission’s missionand its responsibilities

Strategic Objective 5.2 Use a stakeholder process to gather public input indeveloping programs and plans

Operational Objective 5.2.1: Identify key stakeholder groups and their relationship with thePennsylvania Game Commission

Operational Objective 5.2.2: Implement processes for public involvement in implementing wildlifediversity programs and projects

Operational Objective 5.2.3: Encourage public input and participation in the wildlife managementdecision process

Strategic Objective 5.3 Promote a league of partnerships to achieve mutual goalsfor wildlife and habitat

Operational Objective 5.3.1: Ensure partners participate in species and habitat planning processOperational Objective 5.3.2: Maximize the synchronization of resource utilization for programs

and projects eliminating duplication of effort

Open houses are used by theagency as an interactive publicoutreach tool that employsmultimedia presentations,exhibits and one-on-oneexchange with wildlifemanagers to bring both thenuts-and-bolts and finer detailsof deer management to hunters,farmers and others whose livesare influenced by deer. Theeffort is designed to furtherpeople’s understanding of deerand deer management.


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GOAL 6: Develop sustainable funding sources that support theagency’s mission and identity

Strategic Objective 6.1 Partner with the Wildlife For Everyone EndowmentFoundation, other foundations and non-governmentalorganizations to financially support wildlife conservationprograms and projects

Operational Objective 6.1.1: Enhance food plot seed program through Non-GovernmentalConservation 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 reimbursementsOperational Objective 6.2.1: Develop grant proposals for relevant federal, state and private

foundationsOperational 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 fundingsources

Operational Objective 6.3.1: Support legislation for a percentage of the sales tax to be returned tosupport wildlife programs

Operational Objective 6.3.2: Seek legislation that allows for an annual inflation adjustment tolicense fees

Operational Objective 6.3.3: Actively support Congressional legislation that enhances wildlifeprograms

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

programs

A $1.3 million GrowingGreener II grant is

changing the face of GameLands 321. A total of 111

acres of heavily mined landis being reclaimed as

wildlife habitat in apartnership with the RockyMountain Elk Foundation

and several otherorganizations.


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GOAL 7: Promote a diverse, professional and efficientorganization

Strategic Objective 7.1 Ensure that agency employment and volunteer recruitmentinformation is widely distributed to the public

Operational Objective 7.1.1: Ensure the general public understands wildlife volunteer programsand opportunities to participate

Strategic Objective 7.2 Promote and increase professional developmentopportunities for employees

Operational Objective 7.2.1: Ensure enrollment in management and supervisor training programsOperational Objective 7.2.2: Increase the opportunity for training in skills and knowledge for all

employeesOperational Objective 7.2.3: Promote the health of employees through a wellness programOperational Objective 7.2.4: Evaluate new technologies for potential enhancement of programsOperational 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 thePennsylvania Game Commission

Operational Objective 7.3.1: Revise and conduct an employee orientation programOperational Objective 7.3.2: Encourage the workforce to access information through the agency

internet and intranetOperational Objective 7.3.3: Update when necessary the video that is shown at employee

orientation, which shows how each employee helps the PennsylvaniaGame 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 structureand requirements

Operational Objective 7.4.1: Evaluate workloads to ensure proper staffing levels in program areasOperational Objective 7.4.2: Evaluate workloads in Habitat Management to ensure appropriate

staffing levels

Strategic Objective 7.5 Promote recognition for employees and volunteersOperational Objective 7.5.1: Ensure standards are maintained for the merit based awards

programOperational Objective 7.5.2: Recognize volunteers and partners in an appropriate manner


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Strategic Objective 7.6 Modernize the administrative infrastructureOperational 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 ofprograms

Operational Objective 7.7.1: Build an organizational philosophy of constant improvement ofprograms

Operational Objective 7.7.2: Train staff in evaluation and process improvement techniques andprograms

School, scout and other community groups regularly volunteer and assist the GameCommission. Members of the Saint Mary’s School District Forestry Program installed

boundary, parking, and informational signs at State Game Lands 44.


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As part of the point-of-sale process implemented in 2009 to handle hunting and furtaking license sales andpermit applications, hunters swipe their Pennsylvania driver’s license through a magnetic reader and theirpersonal information is recorded automatically. Hunters then select the licenses and stamps they wish topurchase. After the first time a hunter purchases a license this way, he or she will be assigned a permanentcustomer identification (CID) number so in subsequent years they will need only to enter changes inpersonal information and the types of licenses or stamps they want. The process removes worries aboutidentity theft since, once a license is purchased through point-of-sale, a customer will no longer be askedto supply their Social Security Number. Hunters will no longer need to carry their Hunter Educationcertification or senior lifetime license ID card with them; that information is stored in the database. Theweather-resistant harvest tags have perforated holes to make them easier to attach to harvested game andall personal information is printed on the tag, so the hunter need only enter the time, date and place ofharvest. POS speeds up the license buying process for customers, automatically audits the books forissuing agents, prevents the sale of hunting and furtaking licenses to persons whose privileges have beenrevoked, and – for the first time in history – provides the Game Commission with a database of licensebuyers that will enable the agency to better communicate with them.


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Outcome and Output MeasuresOutcome measures evaluate the results of an activity,plan, process, or program within a strategic objective

and compares it with the intended results. Outputmeasures are quantitative expressions of those results.


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GOAL 1: Conserve, protect and restore wildlife populations fortheir 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 greategrets are colony nesters.The largest nesting colonyin Pennsylvania is onWade Island in theSusquehanna River nearHarrisburg.


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Strategic Objective 1.2: Develop and enforce laws and regulations to protect wildlifepopulations and habitat

Outcome Measures• Wildlife and habitat are

protected on public andprivate lands

• Legislation is enacted toimprove the Game andWildlife Code and increasepenalties

• Special Investigations Unitcapabilities expanded

• Law enforcement officersare properly equipped andtrained

• The “TIP Hotline” allowsthe public to contact theagency by various methods

• Title 58 is streamlined andconsolidated

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

Wildlife conservation officers who graduate from the GameCommission’s Ross Leffler School of Conservation have spent a year

training for the job before they are assigned a district in the field.


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Strategic Objective 1.4: Improve the population trends of endangered, threatenedand 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 landscapeattributes 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 knownnesting population of eagles

numbered three pairs. Fueledby the Game Commission’s

1983-89 reintroductionprogram, today there

are more than 150active nests

within thecommonwealth.


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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 andtransferring them to more

appropriate locations is one of theduties of Game Commission officers

and other staff.


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GOAL 2: Improve the public’s appreciation of wildlife, and theirawareness and understanding of wildlife resourcemanagement

Strategic Objective 2.1: Determine the public’s awareness, attitudes, values andknowledge of wildlife and support for wildlife resourcemanagement

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• 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 programs and their target audience identified• Number of programs increased the number of people reached increased• Number of volunteer programs evaluated and/or created• Amount of volunteers and potential volunteers reached by information• Quantity of displays in state parks, museums, nature centers, and education facilities• Number of partnerships established in developing and delivering programs

Strategic Objective 2.2: Enhance the public’s knowledge and understanding of therole 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 theimportance of hunting and trapping in wildlife management

• Number of hunter and trapper education students taught about the importance of hunting andtrapping in wildlife management

• Number of Project WILD educators taught about the importance of hunting and trapping inwildlife management

• Number of students reached through Project WILD educators taught about the importance ofhunting and trapping in wildlife management


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Strategic Objective 2.3: Expand the availability of wildlife resource information tothe 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 theCommonwealth’s wildlife resources and agency’s management mission

• Number of hunter and trapper education students taught about Commonwealth’s wildliferesources and agency’s management mission

• Number of Project WILD educators taught about Commonwealth’s wildlife resources andagency’s management mission

• Number of students reached through Project WILD educators taught about Commonwealth’swildlife 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 throughoutPennsylvania

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 StateDepartment of Education teacher training policies

• Expanded programs, services and resources to new and current resources that addressstandards 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


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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 theirhabitat 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 LandownerAssistance Programhelped an enthusiastic andpassionate partnership ofindividuals, agencies andorganizations transforman old York County landfillinto important grasslandhabitat.


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GOAL 3: Promote and perpetuate our hunting and trappingheritage

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

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, responsibleand 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

In 2009 basic hunter educationbecame available in sign language

through home study.


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Strategic Objective 3.4: Provide sustained opportunities for hunters and trappers totake 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 publicand private lands

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 inwildlife 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 peoplereached

• Number of surveys to assess hunter and trapper understanding

County maps identifyingproperties that allow publichunting can be downloadedon the agency website.


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Strategic Objective 3.7: Provide enhanced pheasant hunting opportunity through aput-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 about200,000 pheasants are hatched and reared at four agency game farms, and released during falland 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. Adiversified 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 thatpheasants will retain their natural wariness.


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GOAL 4: Manage and protect a network of public and privatelands and waters to provide habitat for wildlife

Strategic Objective 4.1: Provide planning and technical habitat managementguidance 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

A demonstration site with examples of how landownerscan 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.

A demonstration site with examples of how landownerscan 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.


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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 derivedfrom natural resource recovery programs occurring on State Game Lands

• Amount of funding dedicated to land acquisition through natural resource recovery programsprivate party commitments to replace or compensate for habitat or recreational lossesoccurring on State Game Lands

• Acres of land acquired for State Game Lands which provide habitat conducive to one of morespecies 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 Landscan be downloaded from the agency websitewww.pgc.state.pa.us.


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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 StateGame 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

Game Commission employees to gatherinformation to develop and implementmanagement programs

• Hours compiling and developing recordsinformation and GIS data for entry and updates

• Hours responding to questions, including litigation participation relevant to agency deededownership

• 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 non-Game 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

Forest inventory plots are cataloging foresthabitat types on game lands statewide. Datawill be used for long-range forest management.


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

Strategic Objective 4.5: Avoid, protect, minimize and mitigate adverse impacts onwildlife 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


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• 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 andfederal 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


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Strategic Objective 4.6: Provide and maintain adequate infrastructure to supportwildlife 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 waterpollution in Pennsylvania. When water that has come in contact with

pyrite in old coal mines and coal refuse surfaces, sulfuric acid andiron hydroxide form, lowering stream pH and coating stream bottomswith orange deposits. The acidic water supports little, if any, life and

damages infrastructure. The Game Commission works with manypartners to clean up AMD sources on State Game Lands and reclaim

devastated habitat for wildlife.


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Strategic Objective 4.7: Enhance and increase wildlife habitat on state game landsthrough 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 GameLands habitat improvements

• Natural resource recovery on game lands directly supports wildlife resources and wildlifehabitat 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 Landholdings

• Awareness of locations in which the Commission may capitalize on private oil, gas andmineral operations adjacent to State Game Lands


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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 reclamationand use on those privately owned rights on game lands

• Number of reviews and meetings with private parties regarding oil, gas and mineralownership beneath State Game Lands and Agency coordination requirements to exercisethose 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 recyclevaluable nutrients back into the soil. Burns also reduce the fuel load — dead

and dry materials — that increases the chance of a catastrophic wildfirebeing ignited by a lightning strike or by a carelessly tossed cigarette. Byusing prescribed fire the agency can control when and where fire occurs

rather than react to an emergency situation.


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Strategic Objective 4.8: Identify and manage key habitats identified in the WildlifeAction 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


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GOAL 5: Enhance the public’s understanding of thePennsylvania Game Commission’s mission and itsresponsibilities

Strategic Objective 5.1: Determine the public’s knowledge and understanding of thePennsylvania 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 staffconduct instructional andeducational programs forkids, teachers, communitygroups, land owners,wildlife enthusiasts andothers with an interest inwildlife and wildlife habitatin the commonwealth.


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Strategic Objective 5.2: Use a stakeholder process to gather public input indeveloping 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 goalsfor 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

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


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GOAL 6: Develop sustainable funding sources that support theagency’s mission and identity

Strategic Objective 6.1: Partner with the Wildlife For Everyone EndowmentFoundation, other foundations and non-governmentalorganizations to financially support wildlife conservationprograms 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 researchcenter in State College have been developed

by the Widlife For Everyone EndowmentFoundation. Money is being raised to putthe plans on the ground. The new facility

will be a state of the art educational centerand will house the offices and work space of

Game Commission biologists


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Strategic Objective 6.3: Seek legislative action to provide alternative fundingsources

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 Nurseryprocessed and shipped 100,000 seedlings to publicand private schools and daycare facilities with itsSeedlings for Schools program. The program, whichnearly doubled since its inception in 2008, has beenvery well received by educators, school administrators,students and parents. Nearly 750 teachers’ guides and45,000 student activity pages were distributed with theseedlings. Shipping and handling expenses to deliverthe seedlings were picked up by the Wildlife ForEveryone Endowment Foundation.


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GOAL 7: Promote a diverse, professional and efficientorganization

Strategic Objective 7.1: Ensure that agency employment and volunteer recruitmentinformation 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 professionaltraining to increase their knowledge and skills

and help them preform their duties to the best oftheir abilities. Wildlife Conservation Officers in

this photo are participating in training on thecapture and use of DNA evidence.


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Strategic Objective 7.2: Promote and increase professional developmentopportunities 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 thePennsylvania 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 alsoreceive training regularly, here a group is learning aboutthe use of pain compliance during self defense training.


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Strategic Objective 7.4: Analyze workloads to determine organizational structureand 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


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Strategic Objective 7.7: Analyze processes to insure continued improvement ofprograms

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 mostvaluable and critical volunteer work forces. Recognized at two separate commission meetings in 2009 weredeputies that have served the agency for 40 or more years and Hunter Education instructors that have beenserving for 50 years — since the inception of the Hunter Education program in Pennsylvania.


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Pennsylvania Game Commission 2001 - 2014 Strategic Plan

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