Department of Fish and Wildlife
2023 Leadership Accountability Report

December 13, 2023

December 13, 2023
Wade Crowfoot, Secretary
California Natural Resources Agency
715 P Street, 20th Floor
Sacramento, CA 95814
Dear Secretary Wade Crowfoot,In accordance with the State Leadership Accountability Act (Leadership Accountability), theDepartment of Fish and Wildlife submits this report on the review of our internal control andmonitoring systems for the biennial period ending December 31, 2023.
Should you have any questions please contact Tony Favro, Deputy Director, Administration, at(916) 241-7901, Anthony.Favro@Wildlife.ca.gov.

GOVERNANCE
Mission and Strategic Plan
The Mission of the California Department of Fish and Wildlife (CDFW) is to manage California's
diverse fish, wildlife, and plant resources, and the habitats upon which they depend, for theirecological values and for their use and enjoyment by the public.
The CDFW is guided by the Seven Strategic Initiatives listed below:
1. Enhance communications, education, and outreach,
2. Develop statewide land stewardship based upon resource needs,
3. Develop strong water resource management program,
4. Develop/enhance partnerships,
5. Improve regulatory programs,
6. Enhance organizational vitality by focusing on employees and internal systems, and
7. Expand scientific capacity.
The California Fish and Wildlife Strategic Vision is designed to provide the organization withdirection and focus to protect the public trust, preserve nature, and make recreation
available to the residents of California.

Control Environment
CDFW establishes an effective control environment through strong leadership practices. The
California Fish and Wildlife Strategic Vision identifies integrity among its core values.
Foundational strategies identified in the Vision include transparent decision making, whichdevelops trust and ensures accountability.
CDFW Leadership models and expects the actions of the Department and its staff to act withintegrity in carrying out the mission and operations of the Department while embracing
accountability to reinforce these expectations. These expectations are further reinforced

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Department of Fish and Wildlife
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December 13, 2023

through policies and procedures in the Department Operations Manual, Directors Bulletins,and administrative memos.
The Executive Review Committee (ERC) meets weekly to provide oversight on significant
operational decisions. The ERC provides careful review and ensures consistency andappropriateness in decision making to support the Department’s strategic initiatives andpriorities.
The Department is also connected with the Fish and Game Commission and the Wildlife
Conservation Board. Both are individual entities that act independently and work
collaboratively with the Department and share similar missions to protect and enhance
California’s unique biodiversity for all Californians.
The Executive Risk Group (ERG) meets quarterly to discuss risks and controls identified in theSLAA report, as well as any new risks that are identified. ERG acts as an advisory panel for risk
mitigation and provides guidance to SLAA workgroups tasked with developing risks andcontrols identified in the SLAA report.
CDFW’s operations are subject to internal review by the Audits Branch (AB). Through internal
audits, the AB identifies areas of potential operational risk and makes recommendations tomanagement on mitigating those risks. The AB identifies risk concepts, collects relevant data
through the audits, and makes viable recommendations to mitigate the risks. AB follows
industry standards provided by the Institute of Internal Auditors that require a minimum level of
documentation and analysis to support their conclusions. Recommendations are made basedon the findings that address what should have been done by management to mitigate
identified risks.
CDFW established the Office of Justice, Equity, Diversity and Inclusion (JEDI) and the JEDI
committee as part of a Departmental commitment to fostering an inclusive and diverse work
environment. JEDI focuses on Department-wide transparency and accountability in all
Departmental processes and projects by facilitating in-depth analysis of existing policies andprocesses, identifying ways for the Department to address historical context of existing policies
or processes, establishing Departmental practices to broaden the Department’s community
engagement efforts and encourage and support diversity and inclusion of existing and future
Department staff. The Office of JEDI will continue to develop trainings and provide resources
for Department staff to ensure that equity, inclusion, accessibility, and accountability iscentered in all units, programs, and practices.
CDFW maintains an Office of Training and Development (OTD) that provides training
reminders, assists managers with identifying required training, and tracks completion of
mandated training requirements. OTD will notify both the employee and their supervisor if ascheduled or mandatory training is not completed.

Information and Communication

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Communication is a foundational strategy outlined in the Strategic Vision for CDFW. The
Director regularly engages with external stakeholders at various meetings and through media
releases.
The Executive Leadership team meets weekly, and the Operations Committee meets monthlyto address regional and administrate needs across the Department. The entire leadershipteam (Joint Leadership Team) meets twice a year to dive deeper into issues and challenges,
as well as share information. CDFW regularly convenes working groups with appropriate levelsof staff and managers, including subject matter experts to evaluate and respond to issues orchallenges as they occur.
During the COVID pandemic, CDFW increased communication and maintained transparency
with all levels of staff and leadership through regularly scheduled CDFW Director’s Live
Broadcast meetings. The meetings included communication of established emergency
processes and procedures and CDFW accomplishments and challenges throughout thepandemic. With the end of the pandemic and the transition to a hybrid work environment, theDepartment has renewed focus on the regular meetings described above, including in-person
attendance, when and where possible, and it will continue to utilize Live Broadcast Meetings
as necessary.
The Department has engaged employees and External Stakeholders in the Service Based
Budget (SBB) process and continues to share the progress and outcomes. SBB is intended toincrease the Department's transparency regarding how its resources are utilized towardmeeting the mission of the Department and measures the gap between the current service
levels and mission level of service. The SBB process has been operationalized in theDepartment and is designed to inform priorities and align decision making with theDepartment’s mission and goals, while ensuring transparency with our stakeholders.

MONITORING
The information included here discusses the entity-wide, continuous process to ensure internal
control systems are working as intended. The role of the executive monitoring sponsor includes
facilitating and verifying that the Department of Fish and Wildlife monitoring practices areimplemented and functioning. The responsibilities as the executive monitoring sponsor(s) havebeen given to: Chad Dibble, Deputy Director, Wildlife and Fisheries Division .
The information included here discusses the entity-wide, continuous process to ensure internal
control systems are working as intended. The role of the executive monitoring sponsor includes
facilitating and verifying that the Department of Fish and Wildlife monitoring practices areimplemented and functioning. The responsibilities as the executive monitoring sponsor(s) havebeen given to: Chad Dibble, Deputy Director, Ecosystem Conservation Division.
The CDFW Executive Risk Group (ERG) has performed a key role in ensuring the effectivenessof internal control systems. The ERG acts as an ongoing monitoring advisory group withrepresentatives from across the Department and is facilitated by the Risk and Operations
Management Unit (ROM) and the Executive Monitoring Sponsor. During the 2021-2023 period,
the ERG met on a quarterly basis. Throughout the two-year period, ROM contacted each unit

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Department of Fish and Wildlife
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monitor for updates and to track significant changes to controls, implementation delays, orchallenges in implementation. Unit monitors also used the ERG meetings to provide input,
gather assistance in the development and implementation of controls, and report progress
throughout the two-year period. The ROM provided monthly updates to the Executive
Monitoring Sponsor regarding SLAA control monitoring actions and risk-related efforts. ROM
tracks any identified risks in the two-year cycle to monitor progress and for consideration infuture SLAA reports.
Additionally, CDFW has various controls in place to facilitate consistent monitoring andoversight of our operations and to mitigate risks. This includes multi-phase/level approval
processes to ensure appropriateness of requests and actions, and persons of appropriate levelof responsibility who authorize the request or action. Monitoring and oversight is further
supported through documented procedures, including reconciliation, which highlightinconsistencies or errors resulting in a more critical review.
CDFW will continue to evaluate its internal control systems for improvement during the2023-2025 SLAA cycle, with an emphasis on establishing and tracking key indicators,engagement with appropriate review processes, and comparing results with expectations. In
addition, the Service Based Budget (SBB) process identifies the gaps between theDepartment’s current state of operations and the mission level of operations. The Department
is currently operationalizing SBB, and although it was not designed for use as an internal
control the process collects data, measures gaps, and yields information which, at a highlevel, could inform the Department of areas of potential risk and the impact of controls.

RISK ASSESSMENT PROCESSThe following personnel were involved in the Department of Fish and Wildlife risk assessment
process: executive management, middle management, front line management, and staff.
The following methods were used to identify risks: brainstorming meetings, ongoing monitoring
activities, audit/review results, other/prior risk assessments, questionnaires, consideration ofpotential fraud, and performance metrics.
The following criteria were used to rank risks: likelihood of occurrence, potential impact tomission/goals/objectives, timing of potential event, potential impact of remediation efforts,
tolerance level for the type of risk, and other.
The following personnel were involved in the Department of Fish and Wildlife risk assessment
process: executive management, middle management, front line management, and staff.
The following methods were used to identify risks: brainstorming meetings, ongoing
monitoring activities, audit/review results, other/prior risk assessments, questionnaires,consideration of potential fraud, and performance metrics.
The following criteria were used to rank risks: likelihood of occurrence, potential impact tomission/goals/objectives, timing of potential event, potential impact of remediation efforts,
tolerance level for the type of risk, and other.
CDFW began the 2023 risk assessment process with an overview of SLAA’s purpose

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and requirements, presented by the Department's Risk and Operations Management Unit
(ROM) to the Executive Risk Group (ERG). The overview included a summary of risks reported in
the 2021 SLAA report and a review of the SLAA process.
The ROM then conducted an electronic survey of senior leadership (Deputy Directors,Regional Managers, and Branch Chiefs) and SLAA Workgroups to gather their input on risksfacing the Department. The senior leadership group solicited input from their managers,supervisors, and staff to inform final survey submissions. The ROM presented the SLAA survey
results to the senior leadership team for feedback and final risk recommendations.
The ERG met to review and evaluate the items reported as risks in the survey to determine
which risks would be included in the SLAA report. The ERG evaluated the risks against criteria,
which included the potential to impact CDFW’s ability to achieve its mission, the scope of therisk, and available controls to mitigate the risks. ROM also worked with SLAA Workgroups,
committees of Subject Matter Experts (SMEs), to create risk statements and develop controls towork towards mitigation or elimination of the risks in the new SLAA cycle.

RISKS AND CONTROLS
Risk: Aging Infrastructure and Deferred Maintenance
CDFW faces significant risks due to its aging infrastructure, repair, and deferred maintenanceneeds. These issues can endanger the health and safety of both employee and the public.
These issues can also lead to insufficient housing for employees who are required to live on siteand expose them, as well as the public, to hazards that could cause injury or illness.

Control: Inspections and Identification
CDFW will continue pursuing site inspections via an established contract and with the hireof additional staff in the Engineering branch. Critical health and safety issues will bepromptly addressed as they are identified through regional or program communication,
maintenance tickets, engineering requests, or as a result of formal inspections.

Control: Repair Work
Repair work opportunities for State owned housing and CDFW properties continue to be
identified and prioritized to address the highest need and most critical safety issues. Highpriority needs will be addressed through public works contracts with collaboration fromregions and programs.

Risk: Public Access and Engagement
Continued decline in hunting, angling, and shooting sports participation reduces funding to
the Department for law enforcement, research, and other fish and wildlife conservation work.

Control: Marketing and Community Engagement
CDFW continues its efforts to positively engage with the public through improved

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marketing and community engagement activities supporting hunting, fishing, foraging,shooting sports and interpretive services. These efforts are part of the R3 (Recruit, Retain,Reactivate) initiative, which has used data to better understand the barriers participants
face when attempting to hunt, fish, forage, or participate in other outdoor activities inCalifornia.
CDFW plans to continue its efforts to promote outdoor participation in California byevolving marketing practices, removing barriers, enhancing opportunities, and engaging
with diverse communities.

Control: Access and Engagement Enhancements
Utilizing data and analyses, CDFW will continue to support Justice, Equity, Diversity andInclusion (JEDI) efforts to enhance CDFW access and engagement programs, develop
and implement regulatory information and promote positive interactions internally andexternally with partner agencies and groups, such as other local, state, national partners,
agencies and Tribal governments.

Risk: Workforce Planning & Human Resources Staffing
There is a risk that the California Department of Fish and Wildlife will not have enough qualified
staff to accomplish our mission or be a competitive employer to recruit qualified candidates
and retain and develop future leaders.

Control: Workforce Retention and Leadership Resource Development
The Workforce and Strategic Planning Unit (WSP) will focus on the development and/or
expansion of retention strategies including the development of a supplementary newsupervisor/manager training focused on CDFW content and resources, an Onboarding
SharePoint site, and further development of the Career Development Program (CDP).

Control: Expand HR Talent Aquisition Unit
Expand current staffing of Talent Acquisition Unit (TAU), to better support Departmental
recruitment efforts. TAU has temporarily added three limited term staff members to assist
and track recruitment efforts, including recruitment fairs and development of recruitment
resources to assist with departmental efforts to assist hiring leaders to focus recruitment
efforts that align with CDFW goals and missions and identifying the most effective anddiverse hiring pools.
Planned projects include the Partnerships and Community Engagement (PACE) program,and internship program development targeting hard to recruit positions.
TAU will focus efforts towards classification review, examining alternate classifications, andcollaboration with CalHR to assist with State-wide classification review efforts, specificallyfor low paying entry-level positions.

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Control: Personnel Services Staffing
CDFW's Human Resources Office struggles to staff and retain critical positions in its
Personnel Services Branch (PSB) transactions unit, which has the potential to impact pay,benefits, and employee trust throughout the Department. As a result, the branch is
working to expand through BCPs for the allocation of additional permanent PY’s to betterdelegate the roster of employees each position works with to create more realistic
workloads.

Risk: Zero Emission Vehicle Compliance
The Department is currently projecting incoming electric vehicles over the next five to ten
years and is working with the Department of General Services (DGS) to purchase and installelectric vehicle (EV) infrastructure accordingly. There is a risk that the Department will not beable to use our electric fleet due to lack of EV infrastructure. Furthermore, California is banning
the sales of fuel-based vehicles effective 2035, thus the Department will need infrastructure tocharge all electric vehicles after this date.

Control: Infrastructure Planning for Electric Vehicles
Develop five-to-ten-year infrastructure plan for EV. This plan outlines all CDFW sites, thenumber of electric vehicles per site, and therefore the number of chargers needed persite. The Department reports this plan to the DGS Office of Sustainability (OS) every yearvia the OS-1 report.

Control: Internal Communication Campaign
The CDFW Business Management Branch will provide ongoing communication of this EV
infrastructure plan to CDFW programs. The communication plan will be aimed at regionaland executive level leadership to assist with identification of sites that meet regional
needs as well as DGS requirements. The communication efforts will include strategicplanning with regional representation and development of full plans, with focus on
installations and increasing buy-in.

Risk: Disaster Response Readiness
The Department endeavors to improve its overall emergency response approach byestablishing the capability to create impromptu and nimble response teams able to provide
statewide support, with flexibility to respond to regional critical incidents or support statewide
disaster response and recovery efforts while also maintaining essential functions and day-today work tasks at impacted locations.

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Control: Disaster Preparedness Workgroup
A Disaster Preparedness Workgroup was recently established to address Department-wide
readiness, including the creation and training of statewide qualified response teams andthe development of environmental best practices guidelines to support incident
management and disaster recovery.

CONCLUSION
The Department of Fish and Wildlife strives to reduce the risks inherent in our work and accepts
the responsibility to continuously improve by addressing newly recognized risks and revising risk
mitigation strategies as appropriate. I certify our internal control and monitoring systems areadequate to identify and address current and potential risks facing the organization.
Charlton Bonham, Director

CC: California Legislature [Senate, Assembly]
California State AuditorCalifornia State Library
California State Controller
Director of California Department of Finance
Secretary of California Government Operations Agency

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