Zero-base Budget Analysis Executive Report

As part of the 2017-19 state budget, the Legislature asked the Washington Department of Fish and Wildlife (Department or WDFW) to conduct a zero-based budget (ZBB) analysis, SSB 5883, Sec. 307.

This document utilizes expenditure data from the 2015-17 biennium to address the proviso requirements and provide a succinct overview of the Department's mission, role in society, outcomes the Department strives for and the strategies the Department engages in to reach those outcomes. It provides background information for the Department's 2019 budget submittal, long-term funding plan, and the upcoming 2019-21 strategic plan.

Traditionally, the Department has represented its work and the associated costs based on the WDFW administrative programs. As a result of this zero-base budget review, the Department has fundamentally changed the way they represent their work and associated funding. Throughout this document, eight mission-driven outcomes and 51 strategies represent the work the Department does in service to its mission.

Proviso language

(d) The department, in cooperation with the office of financial management shall conduct a zero-based budget review of its operating budget and activities to be submitted with the department's 2019-2021 biennial budget submittal. Information and analysis submitted by the department for the zero-based review under this subsection shall include:

1. A statement of the statutory basis or other basis for the creation of each program and the history of each program that is being reviewed;
2. A description of how each program fits within the strategic plan and goals of the agency and an analysis of the quantified objectives of each program within the agency;
3. Any available performance measures indicating the effectiveness and efficiency of each program;
4. A description with supporting cost and staffing data of each program and the populations served by each program, and the level of funding and staff required to accomplish the goals of the program if different than the actual maintenance level;
5. An analysis of the major costs and benefits of operating each program and the rationale for specific expenditure and staffing levels;
6. An analysis estimating each program's administrative and other overhead costs;
7. An analysis of the levels of services provided; and
8. An analysis estimating the amount of funds or benefits that actually reach the intended recipients.