59,791 research outputs found
fish and fishery products microbiology bacteria causing fish spoilage
No full textThis material describe bacteria which causing spoilage in fish and seafood products
National fish, wildlife and plants climate adaptation strategy
No full textThe purpose of the National Fish, Wildlife and
Plants Climate Adaptation Strategy is to inspire
and enable natural resource administrators,
elected officials, and other decision makers
to take action to adapt to a changing climate.
Adaptation actions are vital to sustaining the
nation’s ecosystems and natural resources—
as well as the human uses and values that
the natural world provides.http://www.wildlifeadaptationstrategy.gov/pdf/NFWPCAS-Final.pdfNational Fish, Wildlife and Plants
Climate Adaptation Strategy
Recommended citationNational Fish, Wildlife and Plants Climate Adaptation Partnership.
2012.
National Fish, Wildlife and Plants
Climate Adaptation Strategy.Association of Fish and Wildlife Agencies,
Council on Environmental Quality, Great Lakes Indian Fish and Wildlife Commission, National
Oceanic and Atmospheric Administration,
and U.S. Fish and Wildlife Service.
Washington, DC.
Cover credits: Children in woods, Steve
Hillebrand. Horse-eye jacks, National Oceanic
and Atmospheric Administration. Painted Hills,
Jane Pellicciotto. Pelican, George Andrejko/
Arizona Game and Fish Department.
Design and layout: Jane Pellicciotto/
Allegro DesignThis publication is printed on FSC-certified
paper in the United States.
ISBN: 978-1-938956-00-3
DOI : 10.3996/082012-FWSReport-1
wildlifeadaptationstrategy.gov
about this report
This report was produced by an inter-
governmental working group of federal, state,
and tribal agency representatives at the
request of the U.S. Government. Therefore,
the report is in the public domain. Some
materials used in the report are copyrighted
and permission was granted to the U.S.
Government for their publication in this
report. For subsequent uses that include
such copyrighted materials, permission
for reproduction must be sought from the
copyright holder. In all cases, credit must be
given for copyrighted materials.
For more information, contact:Mark Shaff er
U.S. Fish and Wildlife Service
[email protected]
703-358-2603
Roger Griff is
National Oceanic and Atmospheric
Administration
[email protected]
301-427-8134
ARPITA ITA CHOUDHURY
Association of Fish and Wildlife Agencies
[email protected]
202-624-5853
DI SCLAIME R
This Strategy is not a final agency action
subject to judicial review, nor is it considered a
rule. Nothing in this report is meant to affect
the substantive or legal rights of third parties
or bind government agencies.
Photo cr editscover: Children in woods , Steve Hill ebr and.
Horse-eye jac ks, National Oc eanic and Atmosph eric
Administration. Painted Hills, Jane Pell icc iotto.
Pelican , Georg e Andrejko/Ar izona Game and
Fish Department
acknowl edgement
This Strategy was produced by an
intergovernmental working group of federal,
state and tribal agency professionals whose
expertise, knowledge and dedication brought
the report to completion (see Appendix E). The
Strategy would not have been possible without
the research, monitoring and assessment
activities of the nation’s scientific community
on natural resource conservation in a changing
climate. The Strategy also benefited greatly
from input from a variety of non-governmental
organizations and the public.National Fish, Wildlife and Plants
Climate Adaptation Strategy
authors
National Fish, Wildlife, and Plants Climate
Adaptation Partnershipii | National Fish, Wildlife & Plants Climate Adaptation Strategy
Inside
Preface 1
Executive Summary 2
CH.1 About the 7
Strategy
1.1 A Broad National Effort 7
1.2 Origins and Development 8
1.3 The Case for Action 9
1.3.1 The Climate is Changing 9
1.3.2 Impacts to Fish, Wildlife, 11
and Plants
1.3.3 Ecosystem Services 12
1.3.4 Adaptation to Climate Change 14
1.4 Purpose, Vision, and 17
Guiding Principles
1.5 Risk and Uncertainty 18
CH.2 Impacts of 19
Climate Change &
Ocean Acidification
2.1 GHG-induced Changes 19
to the Climate and Ocean
2.2 Existing Stressors on Fish, 21
Wildlife, and Plants
2.3 Climate Change Impacts 25
on Fish, Wildlife, and Plants
2.3.1 Forest Ecosystems 31
2.3.2 Shrubland Ecosystems 33
2.3.3 Grassland Ecosystems 33
2.3.4 Desert Ecosystems 34
2.3.5 Arctic Tundra Ecosystems 36
2.3.6 Inland Water Ecosystems 39
2.3.7 Coastal Ecosystems 42
2.3.8 Marine Ecosystems 47
2.4 Impacts on Ecosystem 51
ServicesThe purpose of the National Fish, Wildlife and
Plants Climate Adaptation Strategy is to inspire
and enable natural resource administrators, elected officials, and other decision makers
to take action to adapt to a changing climate.
Adaptation actions are vital to sustaining the nation’s ecosystems and natural resources —
as well as the human uses and values that
the natural world provides.g
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Resources 93
Literature Cited 93
Appendix A: 103
Supporting MaterialsEcosystem-Specific Background Papers 103
Related Resources, Reports, and 103
Materials
Appendix B: Glossary 105
Appendix C: Acronyms 108
Appendix D: Scientific Names 109
Appendix E: Team Members 110
CH.3 Climate 53
Adaptation Goals,
Strategies & Actions
GOAL 1: Conserve habitat to support 55
healthy fish, wildlife, and plant
populations and ecosystem functions
in a changing climate.
GOAL 2: Manage species and habitats 60
to protect ecosystem functions and
provide sustainable cultural, subsistence,
recreational, and commercial use in
a changing climate.
GOAL 3: Enhance capacity for effective 63
management in a changing climate.
GOAL 4: Support adaptive 67
management in a changing climate
through integrated observation and
monitoring and use of decision
support tools.
GOAL 5: Increase knowledge and 71
information on impacts and responses
of fish, wildlife, and plants to a changing
climate.
GOAL 6: Increase awareness and 74
motivate action to safeguard fish,
wildlife, and plants in a changing climate.
GOAL 7: Reduce non-climate stressors 76
to help fish, wildlife, plants, and
ecosystems adapt to a changing climate.
CH.4 Opportunities 79
for Multiple Sectors
4.1 Agriculture 81
4.2 Energy 83
4.3 Housing and Urbanization 84
4.4 Transportation and 86
Infrastructure
4.5 Water Resources 86
CH.5 Integration & 88
Implementation
5.1 Strategy Integration 88
5.2 Strategy Implementation 90
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vation6 | National Fish, Wildlife & Plants Climate Adaptation Strategy
Our climate is changing, and these changes
are already impacting the nation’svaluable
natural resources and the people, communities,
and economies that depend on them.
PrefacePreface | 1
that can be taken, or at least initiated,
over the next !ve to ten years in the
context of the changes to our climate that
are already occurring, and those that are
projected by the end of the century. It is
designed to be a key part of the nation’s
larger response to a changing climate,
and to guide responsible actions by
natural resource managers, conservation
partners, and other decision makers at
all levels. "e Strategy was produced by
federal, state, and tribal representatives
and has been coordinated with a variety
of other climate change adaptation e#orts
at national, state, and tribal levels.
The overarching goal of the
Strategy is a simple one:
to inspire, enable, and increase
meaningful action that helps
safeguard the nation’s natural
resources in a changing climate.
"e overarching goal of the Strategy
is a simple one: to inspire, enable, and
increase meaningful action that helps
safeguard the nation’s natural resources
in a changing climate. Admittedly, the
task ahead is a daunting one, especially if
the world fails to make serious e#orts to
reduce emissions of GHGs. But we can
make a di#erence. To do that, we must
begin now to prepare for a future unlike
the recent past.
The observed changes in climate have
been attributed to the increasing
levels of carbon dioxide (CO2) and other
greenhouse gases (GHGs) in the atmo-sphere, which have set in motion a series
of changes in the planet’s climate system.
Far greater changes are inevitable not
only because emissions will continue, but
also because CO2 stays in the atmosphere
for a long time. Even if further GHG
emissions were halted today, alterations
already underway in the Earth’s climate
will last for hundreds or thousands of
years. If GHG emissions continue, as is
currently more likely, the planet’s average
temperature is projected to rise by 2.0
to 11.5 degrees Fahrenheit by the end of
the century, with accompanying major
changes in extreme weather events,
variable and/or inconsistent weather
patterns, sea level rise, and changing
ocean conditions including increased
acidi!cation.
Safeguarding our valuable living
resources in a changing climate for
current and future generations is a
serious and urgent problem. Addressing
the problem requires action now to
understand current impacts, assess future
risks, and prepare for and adapt to a
changing climate. "is National Fish,
Wildlife and Plants Climate Adaptation
Strategy (herea$er Strategy) is a call to
action–a framework for e#ective steps
These impacts are expected to increase with continued changes in the
planet’s climate system, putting many of the nation’s valuable natural resources
at risk. Action is needed now to reduce these impacts (including reducing the
drivers of climate change) and help sustain the natural resources and services
the nation depends on.
Because the development of this adapta-tion
Strategy will only be worthwhile if it
leads to meaningful action, it is directly
aimed at several key groups: natural
resource management agency leaders and
sta# (federal, state, and tribal); elected
o%cials in both executive and legisla-tive government branches (federal, state,
local, and tribal); leaders in industries
that depend on and can impact natural
resources, such as agriculture, forestry,
and recreation; and private landowners,
whose role is crucial because they own
more than 70 percent of the land in the
United States.
"e Strategy should also be useful for
decision makers in sectors that a#ect
natural resources (such as agriculture,
energy, urban development, transporta-tion, and water resource management),
for conservation partners, for educators,
and for the interested public, whose input
and decisions will have major impacts on
safeguarding the nation’s living resources
in the face of climate change. "e Strategy
also should be useful to those in other
countries dealing with these same issues
and those dealing with the international
dimensions of climate adaptation.
USFWS
2 | National Fish, Wildlife & Plants Climate Adaptation Strategy
Executive Summary
Fish, wildlife, and plants provide jobs, food, clean
water, storm protection, health benefits and many other important ecosystem services that support people, communities and economies across the nation every day. The observed changes in the climate are already impacting these valuable resources and systems. These impacts are expected to increase with continued changes in the planet’s climate system.
Action is needed now to help safeguard these natural resources and the communities and economies that depend on them.
Measurements unequivocally show
that average surface air tempera-tures in the United States have risen two
degrees Fahrenheit (°F) over the last
50 years. The science strongly supports
the finding that the underlying cause
of these changes is the accumulation of
heat-trapping carbon dioxide (CO2) and
other greenhouse gases (GHG) in the
atmosphere. If GHG emissions continue
unabated, the planet’s average tempera-ture is projected to rise by an additional
2.0 to 11.5 °F by the end of the century,
with accompanying increases in extreme
weather events, variable and/or incon-sistent weather patterns, sea levels and
other factors with significant impacts
on natural environments and the vital
services they provide.
Faced with a future climate that will
be unlike that of the recent past, the
nation has the opportunity to act now
to reduce the impacts of climate change
on its valuable natural resources and
resource-dependent communities and
businesses. Preparing for and addressing
these changes in the near term can help
increase the efficiency and effectiveness
of actions to reduce negative impacts
and take advantage of potential benefits
from a changing climate (climate adap-tation). In 2009, Congress recognized
the need for a national government-
“...develop a national,
government-wide strategy to
address climate impacts on fish,
wildlife, plants, and associated
ecological processes.”
—Department of the Interior, Environment, and Related Ag encies Appr opr iations Ac t, 2010g
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Executive Summary | 3
and other decision makers to take
effective steps towards climate change
adaptation over the next five to ten years.
Federal, state, and tribal governments
and conservation partners are encour-aged to read the Strategy in its entirety
to identify intersections between the
document and their mission areas and
activities.
The Strategy is guided by nine principles.
These principles include collaborating
across all levels of government, working
with non-government entities such as
private landowners and other sectors like
agriculture and energy, and engaging the
public. It is also important to use the best
available science—and to identify where
science and management capabilities
must be improved or enhanced. When
adaptation steps are taken, it is crucial
to carefully monitor actual outcomes in
order to adjust future actions to make
them more effective, an iterative process
called adaptive management. We must
also link efforts within the U.S. with
wide climate adaptation strategy for fish,
wildlife, plants, and ecosystems, asking
the Council on Environmental Quality
(CEQ) and the U.S. Department of the
Interior (DOI) to develop such a strategy.
CEQ and DOI responded by assembling
an unprecedented partnership of federal,
state, and tribal fish and wildlife conser-vation agencies to draft the document.
More than 90 diverse technical, scientific,
and management experts from across the
country participated in drafting the
technical content of the document.
The result is The National Fish, Wildlife
and Plants Climate Adaptation Strategy
(hereafter Strategy). The Strategy is the
first joint effort of three levels of govern-ment (federal, state, and tribal) that have
primary authority and responsibility for
the living resources of the United States
to identify what must be done to help
these resources become more resilient,
adapt to, and survive a warming climate.
It is designed to inspire and enable
natural resource managers, legislators,
efforts internationally to build resil-ience and adaptation for species that
migrate and depend on areas beyond
U.S. borders. Finally, given the size and
urgency of the challenge, we must begin
acting now.
Climate Change
Impacts on Natural
Systems
The Strategy details the current and
expected future impacts of climate
change on the eight major ecosystem
types in the United States (Chapter 2).
For example, warmer temperatures
and changing precipitation patterns are
expected to cause more fires and more
pest outbreaks, such as the mountain
pine beetle epidemic in western forests,
while some types of forests will displace
what is now tundra. Grasslands and
shrublands are likely to be invaded by
non-native species and suffer wetland
losses from drier conditions, which
would decrease nesting habitat for water-fowl. Deserts are expected to get hotter
and drier, accelerating existing declines
in species like the Saguaro cactus.
Climate change is expected to be
especially dramatic in the Arctic.
Temperature increases in northern
Alaska would change tussock tundra
into shrublands, leading to increased fire
risk. In addition, the thawing of frozen
organic material in soils would release
huge amounts of GHGs, contributing to
climate change. In coastal and marine
areas, the loss of sea ice and changing
ocean conditions are threatening key
species such as walrus, ice seals and polar
bears as well as the lifestyles and subsis-tence economics of indigenous peoples.
Global annual
average
temperature from
1901–2000,
indicating a
clear long-term
global warming
trend. Orange
bars indicate
temperatures
above and blue
bars indicate
temperatures
below the average.
The black line
shows atmospheric
carbon dioxide
(CO2) concentration
in parts per
million (ppm).
58.5°F
280
300
320
340
360
380
400
260
58.0°F
57.5°F
57.0°F
56.5°F
CO2 CONCENTRATION (PPM)
1880 1900 1920 1940 1960 1980 2000
Global Temperature and Carbon Dioxidesource: us gcrp 2009. Global Climate Change Impacts in the United States.
4 | National Fish, Wildlife & Plants Climate Adaptation Strategy
areas (including refugia and corridors
of habitat that allow species to migrate),
and areas where habitat restoration can
promote resiliency and adaptation of
species and ecosystem functions.
In addition to traditional habitat restora-tion and protection efforts, this Strategy
envisions innovative opportunities for
creating additional habitat. For example,
the U.S. Department of Agriculture
(USDA) works with farmers and ranchers
to cost-share conservation practices that
benefit at-risk, threatened, or endan-gered species, such as the lesser prairie
chicken. These efforts may be useful in
responding to climate change as well as
other existing conservation challenges.
Similarly, adjusting rice farming practices
in Louisiana could provide valuable new
resources for a variety of waterfowl and
shorebirds whose habitat is now disap-pearing because of wetland loss and sea
level rise.
It is also possible to use applied manage-ment to make habitats and species
more resistant to climate change so
they continue to provide sustainable
cultural, subsistence, recreational, and
commercial uses. For example, managing
stream corridors to preserve functional
processes and reconnect channels with
well-vegetated floodplains may help
to ensure a steady supply of ground-water recharge that maintains coldwater
species even when air temperatures rise.
Floodplains serve as vital hydrologic
capacitors, and may become even more
important in many parts of the country
as more precipitation falls as rain instead
of snow. Protecting and restoring stream
habitats to maintain more narrow and
deep stream beds and riparian shade
cover can also help keep water tempera-tures cool in a warming climate.
Climate Change
Adaptation Strategies
and Actions
The Strategy describes steps that can
be taken to address these impacts and
help conserve ecosystems and make them
more resilient (Chapter 3). Proposed
strategies and actions along with check-lists to monitor progress are organized
under seven major goals in the Strategy:
1 |
Conserve and connect habitat
2 |
Manage species and habitats
3 |
Enhance management capacity
4 |
Support adaptive management
5 |
Increase knowledge and information
6 |
Increase awareness and motivate action
7 |
Reduce non-climate stressors
Many proposed actions describe types of
conservation activities that management
agencies have traditionally undertaken
but that will continue to be useful in a
period of climate change. Other actions
are designed specifically to respond to
the new challenges posed by climate
change.
An extremely important approach for
helping fish, wildlife, and plants adapt
to climate change is conserving enough
suitable habitat to sustain diverse and
healthy populations. Many wildlife
refuges and habitats could lose some of
their original values, as the plants and
animals they safeguard are forced to
move into more hospitable climes. As a
result, there is an urgent need to identify
the best candidates for new conservation
Rivers, streams, and lakes face higher
temperatures that harm coldwater
species like salmon and trout, while sea
level rise threatens coastal marshes and
beaches, which are crucial habitats for
many species, such as the diamondback
terrapin and the piping plover.
Since water can absorb CO2 from the air,
the rising levels of the gas in the atmo-sphere and accompanying absorption
into the oceans have caused ocean waters
to become 30 percent more acidic since
1750. Acidification is already affecting
the reproduction of organisms such as
oysters. As the pH of seawater continues
to drop, major impacts on aquatic ecosys-tems and species are expected.
Executive Summary
Loss of arctic ice means loss of valuable
habitat for many marine species.
USFWS/Joel
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Executive Summary | 5
of ecosystem services provided by well-
functioning ecosystems also are needed.
For example, there may be fewer salmon
for commercial and recreational harvest,
as well as for traditional ceremonial and
cultural practices of indigenous peoples.
Adaptation efforts will be most successful
if they have broad support and if key
groups are motivated to take action
themselves. Efforts to increase aware-ness and motivate action should be
targeted toward elected officials, public
and private decision makers, groups that
are interested in learning more about
climate change, private landowners, and
natural resource user groups. Engaging
these stakeholders early and repeatedly to
increase awareness of climate change, to
develop integrated adaptation responses,
and to motivate their participation is key
to making this Strategy work.
Reducing existing stressors on fish, wild-life, and plants may be one of the most
effective, and doable, ways to increase
resilience to climate change. Many
existing non-climate stressors may be
exacerbated by climate change. In partic-ular, avoiding, reducing and addressing
the ongoing habitat degradation (e.g.,
pollution, loss of open space) associ-ated with human development is critical
and requires collaboration with land-use
planners and private land owners. Taking
steps to reduce stressors not related to
climate, such as fig
Game and fish law proclamations: as amended
No full textText of laws governing fishing and hunting, as well as regulation by the Texas Game and Fish Commission
H. D. Fish
No full textFish, standing in front of a field.Inscriptions on image and/or album page: "#481/H. D. Fish/'23"Digitized by: MBLWHOI Libraryimage/jpg black and white image reformatted digitalPhotograph
Oral DNA vaccination of rainbow trout, Oncorhynchus mykiss (Walbaum), against infectious haematopoietic necrosis virus using PLGA [Poly(D,L-lactic-co-glycolic acid)] nanoparticles
No full textA DNA vaccine against infectious haematopoietic necrosis virus (IHNV) is effective at protecting rainbow trout, Oncorhynchus mykiss, against disease, but intramuscular injection is required and makes the vaccine impractical for use in the freshwater rainbow trout farming industry. Poly (D,L-lactic-co-glycolic acid) (PLGA) is a U.S. Food and Drug Administration (FDA) approved polymer that can be used to deliver DNA vaccines. We evaluated the in vivo absorption of PLGA nanoparticles containing coumarin-6 when added to a fish food pellet. We demonstrated that rainbow trout will eat PLGA nanoparticle coated feed and that these nanoparticles can be detected in the epithelial cells of the lower intestine within 96 h after feeding. We also detected low levels of gene expression and anti-IHNV neutralizing antibodies when fish were fed or intubated with PLGA nanoparticles containing IHNV G gene plasmid. A virus challenge evaluation suggested a slight increase in survival at 6 weeks post-vaccination in fish that received a high dose of the oral vaccine, but there was no difference when additional fish were challenged at 10 weeks post-vaccination. The results of this study suggest that it is possible to induce an immune response using an orally delivered DNA vaccine, but the current system needs improvement
A local analgesic, lidocaine, did not affect short‐term welfare during electroanesthesia of a teleost fish
No full textIn recent decades, fisheries research has benefited from the use of various forms of electroimmobilization to facilitate fish handling through rapid induction and recovery times, capacity to allow immediate release, and other advantages not shared by pharmaceuticals. However, as electroimmobilization becomes increasingly prevalent, it is expected that animal care committees may require electroimmobilized fish to also receive chemical anesthetics or analgesics. We experimentally investigated whether the administration of lidocaine (a local analgesic at ~ 1 mg/kg body mass) to electroanesthetized fish resulted in any welfare‐relevant differences in the behavior and physiology of Largemouth Bass Micropterus salmoides during and after standardized intracoelomic tag implantation surgeries relative to a group that received a saline sham. We also used multiple control treatments to examine potential behavioral and physiological effects of handling, electroanesthesia, surgery, and the drug administration process. We quantified voluntary movements on the surgery table, ventilation rates after surgery, reflexes, and emergence/exploration in a behavioral arena. Primary and secondary stress biomarkers also were used to evaluate physiological stress over a 2‐h period postsurgery. The administration of lidocaine at the tested dose did not facilitate fish handling during surgery and did not affect changes in the physiological stress response relative to the saline control. Swimming activity postsurgery was lower in fish treated with lidocaine; however, other differences in behavior were negligible. Electroanesthesia alone was able to sufficiently facilitate the surgical procedures by limiting voluntary escape attempts without significantly exacerbating physiological stress from handling. There does not appear to be any advantage to adding lidocaine to the protocol
Fish in the city
No full textAquaculture is the most recent addition to animal husbandry and it is the fastest growing food production industry. Its contribution to world food security in the 21st century is already significant and it is bound to continue to grow because demand for fish for human consumption is rapidly increasing whereas fish supplies from ocean fisheries are likely to decline. The rapid evolution of aquaculture involved a host of innovations of which many were based on R&D activities by public and private research organizations. Applied R&D tends to be the more effective the better focused it is on specific research problems or opportunities. Among the many possible aquaculture production systems on which aquaculture R&D might focus are recirculation aquaculture systems and in this paper we explore crucial aspects of the potential of urban recirculation aquaculture. Our exploration begins with a vision of recirculation aquaculture production plants located at the fringes of cities of converging economies. Such production systems are distinctly different from conventional urban aquaculture systems based on urban sewage. We scrutinize our vision from four perspectives: (i) the expected demand for aquaculture fish from urban consumers; (ii) cost competitiveness of fish produced at the fringes of cities as compared to fish produced in the rural hinterland; (iii) the potential for integration of urban recirculation aquaculture production into the modern food supply chains that are now emerging in converging economies, and (iv) the ecological footprint of aquaculture production compared to that of chicken production. Based on trends in the growth of urban populations world-wide and trends in demand for fish for food we estimate a total urban demand for aquaculture finfish between 11 and 51 million tons in 2025. We use von Thünen's location theory to provide support for the vision to locate recirculation aquaculture plants not within cities and not in their rural hinterland but on the fringes of cities. Moreover, we argue that tightly controlled recirculation aquaculture production would seem to be particularly well suited for being integrated into modern food supply chains. Finally, we compare the ecological footprint of recirculation aquaculture fish with that of industrially produced chicken and we find that the ecological balance depends on the source of energy used. We conclude our exploratory study with some thoughts on the implication for aquaculture R&D of the potential for recirculation aquaculture located on the fringes of cities in emerging economy countries. --
Cortisol response and immune-related effects of Atlantic salmon (Salmo salar Linnaeus) subjected to short- and long-term stress
No full textIt is generally considered that stress causes decreased immune function in fish. In this study we examined in Atlantic salmon (Salmo salar Linnaeus) the effects of both short- (a single 15 s out of water) and long-term (4 weeks of daily handling 15 s out of water) stress on plasma cortisol (free and total) and glucose levels, expression of interleukin-1\u3b2 (IL-1\u3b2) and survival of head kidney (HK) macrophages under culture with Aeromonas salmonicida. In the short-term study, samples were collected prior to the application of the stressor, and at 1, 3, 6, 12 and 24 h post stress. Free and total plasma cortisol levels and the percentage of free cortisol increased significantly in the stressed group at 1 and 3 h post stress. Plasma glucose levels were significantly higher than those of control fish at 1, 3 and 6 h post stress. Constitutive expression of IL-1\u3b2 in macrophages isolated from head kidneys in stressed fish was significantly higher at 1 and 3 h post stress. However, lipopolysaccharide (LPS) stimulated expression of IL-1\u3b2 in HK macrophages, exhibited significantly higher fold increases in unstressed fish compared to stressed fish. In the long-term study, with the exception of an increase in plasma glucose levels at 1 week, there were no significant differences in stress parameters between groups. There was a significantly higher constitutive IL-1\u3b2 expression in macrophages isolated from stressed fish over the first 2 weeks. At weeks 1, 2 and 3 the magnitude of IL-1\u3b2 response of isolated HK macrophages to LPS stimulation was reduced in >90% of the stressed fish. At 4 weeks there was no significant difference in inducible IL-1\u3b2 expression between the groups. Macrophages isolated from stressed fish also showed significantly decreased survival when exposed to A. salmonicida. This study shows a clear pattern from repeated handling stress, whereby effects on immune cells begin with increased constitutive expression of IL-1\u3b2, followed by decreased stimulation of leucocytes by extracellular antigen, and finally decreased leukocyte survival when exposed to A. salmonicida. The implications of these changes in the immune system will be discussed with respect to the use of classical indicators of stress to predict possible effects on the immune system of fish.Peer reviewed: YesNRC publication: Ye
Rainbow trout (Oncorhynchus mykiss Walbaum) intestinal eosinophilic granule cell (EGC) response to Aeromonas salmonicida and Vibrio anguillarum extracellular products
No full textEosinophilic granule cells (EGCs) are considered to be analogous to mammalian mast cells. In this study the short term ultrastructural responses of ECGs to extracellular products (ECPs) of Aeromonas salmonicida or Vibrio [Listonella] anguillarum were investigated. Bacterial ECP was prepared from a broth culture of bacteria and injected intraperitoneally at a dose of 0.07 and 0.08 micro g/g body weight into 0+ rainbow trout. Controls were injected with saline alone. Fish were killed at 30 min, 1, 2 and 4 h post-injection and the intestine removed, fixed and embedded in resin for light and electron microscopy. Cell counts were made of the number of observable EGCs/mm of the stratum granulosum of the intestine. A rapid decrease in the number of observable EGCs in the gut of ECP-injected fish occurred but there was no apparent change in the number of EGCs in the control fish. This decrease was coincident with an explosive, anaphylactic-like degranulation and a complex multivesiculated substructuring of the EGC granules. In addition there were many ultrastructural changes in the multivesiculated EGCs, including the presence of numerous smooth walled cytoplasmic tubules, spherical electron-lucent vesicles in the peripheral cytoplasm, and a planar subfractionation of the granules which occasionally appeared crystalline. This is the first time that this multivesiculated type of degranulation has been reported in response to A. salmonicida and V. anguillarum extracellular products and is similar to a previously described EGC response to capsaicin and substance P. The significance of this degranulation morphology with respect to the pathogenesis of disease is discussed..RE: 20 ref.; SC: CA; VE; 0I; ZA; 0VSource type: Electronic(1
2005 Annual Financial Report of the U.S. Fish and Wildlife Service
No full textThis report provides information on U.S. Fish and Wildlife Service's financial, management, and programmatic results for 2005.Front Cover Photo Credit: Brown and White Pelicans Rest On Pelican Island NWR, George Gentry/USFWS
Table of Contents
MESSAGE FROM THE DIRECTOR OF THE U.S. FISH AND WILDLIFE SERVICE .......................................................5
I. THE UNITED STATES FISH AND WILDLIFE SERVICE..............................................................................................7
A. MISSION AND ORGANIZATION ..........................................................................................................................................8
B. ORGANIZATIONAL CHART...............................................................................................................................................10
II. MANAGEMENT’S DISCUSSION AND ANALYSIS ......................................................................................................11
A. MISSION GOALS AND PERFORMANCE..............................................................................................................................12
Mission Goal 1 - Resource Protection ..........................................................................................................................13
Mission Goal 2 - Resource Use....................................................................................................................................13
Mission Goal 3 - Recreation ........................................................................................................................................14
Mission Goal 4 - Serving Communities.......................................................................................................................14
Mission Goal 5 - Management Excellence ...................................................................................................................15
Impact of Hurricanes ..................................................................................................................................................15
Data Verification and Validation .................................................................................................................................15
B. MANAGEMENT CONTROLS AND LEGAL COMPLIANCE .......................................................................................................17
C. FINANCIAL HIGHLIGHTS................................................................................................................................................18
D. LIMITATIONS OF THE FINANCIAL STATEMENTS ...............................................................................................................20
E. ANALYSIS OF FINANCIAL STATEMENTS ............................................................................................................................21
III. U.S. FISH AND WILDLIFE SERVICE FINANCIAL STATEMENTS ..........................................................................25
A. PRINCIPAL FINANCIAL STATEMENTS ...............................................................................................................................26
B. NOTES TO PRINCIPAL FINANCIAL STATEMENTS...............................................................................................................31
Note 1 - Summary of Significant Accounting Principles .............................................................................................31
Note 2 - Assets Analysis ...............................................................................................................................................39
Note 3 - Fund Balance with Treasury and Cash..........................................................................................................40
Note 4 - Investments, Net ...........................................................................................................................................41
Note 5 – Accounts and Interest Receivable, Net..........................................................................................................42
Note 6 - General Property, Plant, and Equipment (PP&E), Net .................................................................................43
Note 7 - Seized and Forfeited Property.......................................................................................................................44
Note 8 - Liabilities Analysis .........................................................................................................................................45
Note 9 - Operating Leases...........................................................................................................................................48
Note 10 - Imputed Financing Sources........................................................................................................................49
Note 11 - Dedicated Collections .................................................................................................................................50
Note 12 - Combined Statement of Budgetary Resources.............................................................................................51
Note 13 - Consolidated Statement of Financing – Allocation Transfers......................................................................53
Note 14 - Consolidating Statement of Net Cost...........................................................................................................54
C. REQUIRED SUPPLEMENTARY INFORMATION....................................................................................................................57
Combining Statement of Budgetary Resources............................................................................................................58
Facilities Management ................................................................................................................................................60
D. REQUIRED SUPPLEMENTARY STEWARDSHIP INFORMATION.............................................................................................62
Stewardship Lands ......................................................................................................................................................63
Stewardship Investments ............................................................................................................................................65
Heritage Assets ............................................................................................................................................................67
IV. INDEPENDENT AUDITORS’ REPORT......................................................................................................................73
Message from the Director of the U.S. Fish and Wildlife Service
I am pleased to present the U.S. Fish and Wildlife Service’s Annual Financial Report, providing information on our
financial, management, and programmatic results for fiscal year 2005.
I am proud to announce that the Service has received, for the third consecutive year, an unqualified audit opinion from the
independent auditors who concluded that the Service’s financial statements are presented fairly in all material respects.
Additionally, the Independent Auditors’ Report for fiscal year 2005 identified no material weaknesses. This demonstrates
our dedication to maintaining sound financial practices and reliable financial information to support our commitment to
effectively manage resources to protect and enhance fish, wildlife, and plants and their habitats for the benefit of this and
future generations.
We addressed fiscal challenges in fiscal year 2005. The Independent Auditors’ Report for fiscal year 2004 identified three reportable conditions
related to internal controls over financial reporting and processes, none of which KPMG considered to be a material weakness. In addition, KPMG
noted significant deficiencies in internal controls over the Service’s Required Supplementary Information and Required Supplementary
Stewardship Information. Although KPMG noted the significant deficiencies again in fiscal year 2005, the Service is implementing corrective
actions which I am confident will resolve these issues.
With regard to compliance with laws and regulations, the Service was reported to be noncompliant with portions of the Federal Financial
Management Improvement Act (FFMIA). We aggressively implemented actions for all reportable conditions and all were resolved or downgraded
in the Independent Auditors’ Report for fiscal year 2005. Also, the Service has and will continue to take specific corrective actions to ensure
greater security and general controls over sensitive information systems. Therefore, I conclude that the Service’s systems of management,
administrative controls provide reasonable assurance that Service operations, taken as a whole, meet the objectives of Section 2 of the Federal
Managers’ Financial Integrity, and that Service operations are being conducted consistent with the intended objectives of Office of Management
and Budget’s (OMB) Circular A-130.
Also in fiscal year 2005, we evaluated the Service’s management controls as required by the FFMIA. The purpose of this evaluation is to identify
any material weakness that places the overall control system at risk and to ensure that intended program results are achieved, resources are used
consistent with the Service’s mission, resources are protected from waste, fraud, and mismanagement, laws and regulations are followed, and
information is reliable and reported timely. Again, I’m pleased to report that the Service is in compliance and no such weakness was identified.
The financial and performance data presented in this report are complete and reliable, and in accordance with guidance from OMB. Additionally,
we evaluated our financial management system as required by the FFMIA. I conclude that the Service’s financial system substantially complies
with the U.S. Standard general ledger at the transaction level and with Federal financial accounting standards. It also substantially complies with
Federal financial management system requirements regarding information technology security and general controls.
The information presented in this report provides the means to manage Service goals and objectives. It also illustrates how the Service supports the
U.S. Department of the Interior’s vision for effective stewardship based on communication, consultation, and cooperation, all in the service of
conservation.
The Service is entrusted with the protection, conservation, and recovery of threatened and endangered species, migratory birds, some marine
mammals, inter-jurisdictional and other fisheries and their habitats, stewardship of the National Wildlife Refuge System, and assists foreign
governments with their conservation efforts. Additionally, we oversee Federal assistance programs to states for sport fish restoration and wildlife
restoration, which distribute hundreds of millions of dollars from excise taxes on fishing and hunting equipment to state wildlife agencies. We
accept these responsibilities with optimism and resolve. As we meet the inspiring challenges of the future, we pursue our mission in the most
efficient and effective manner to meet our responsibilities as stewards of the public trust.
H. Dale Hall, Director
November 1, 2005
I. The United States Fish and Wildlife Service 7
I. The United States Fish and Wildlife Service
Communities and individuals throughout the United States (U.S.) have a strong commitment to fish and
wildlife resources. Many communities realize substantial economic benefits from tourism and visitors that
come to enjoy fish and wildlife. Hunting and fishing remain strong components of community culture all along
the nation’s great river systems. As an asset of tremendous environmental, recreational, and economic
importance, the nation’s fish and wildlife resources represent a vital part of our natural heritage, one that is
facing increasing pressures. For this reason, the mission of the U.S. Fish and Wildlife Service (Service) grows
continuously more complex and critical.
I. The United States Fish and Wildlife Service 8
A. Mission and Organization
The Service’s mission is working with others to conserve, protect, and enhance fish, wildlife, plants, and their
habitats for the continuing benefit of the American people.
Mission
The Service is the principal Federal agency responsible for conserving,
protecting, and enhancing fish, wildlife, plants, and their habitats for the
continuing benefit of the American people. The Service manages the 91-
million-acre National Wildlife Refuge System (NWRS), which encompasses
545 National Wildlife Refuges (NWRs), thousands of small wetlands, and
other special management areas. It also operates 69 National Fish
Hatcheries, 64 fishery resource offices, and 81 ecological services field
stations. The agency enforces Federal wildlife laws, administers the
Endangered Species Act, manages migratory bird populations, restores
nationally significant fisheries, conserves and restores wildlife habitat such
as wetlands, and helps foreign governments with their conservation efforts.
It also oversees the Federal Assistance program that distributes hundreds
of millions of dollars in excise taxes on fishing and hunting equipment to
state fish and wildlife agencies.
The Service has the privilege of being the primary agency responsible for the
protection, conservation, and renewal of these resources for this and future
generations. We accept this responsibility and challenge with optimism and
resolve to pass along to future generations of stewards a fish and wildlife
resource heritage that is stronger than when it was entrusted to us.
The Service employs approximately 10,000 permanent and temporary staff
and is supported by citizens volunteering approximately 1.4 million hours.
Although the Service is headquartered in Washington, D.C., over 90% of the
workforce is located in communities across the nation at over 700 field
stations supported by seven regional offices. The Service continues to focus
on building and maintaining relationships with a broad array of
stakeholders, including the states, tribes, community groups, and other
organizations due to our involvement at the community level.
I. The United States Fish and Wildlife Service 9
Organization
As shown in the accompanying organization chart, the Directorate of
the Service is comprised of the Director, two Deputy Directors, and 11
Assistant Directors, all located in Washington, D.C. There are seven
Regional Directors and one Manager of Operations, located throughout
the U.S. The Service headquarters offices are located in Washington,
D.C. and Arlington, Virginia, with field units in Denver, Colorado, and
Shepherdstown, West Virginia.
Regional Offices are located throughout the U.S. Region 1, located in
Portland, Oregon, serves California, Hawaii, Idaho, Nevada, Oregon, and
Washington, as well as the Trust Territories of the Pacific. (Region 1
also includes the California/Nevada Operations Office.) Region 2,
located in Albuquerque, New Mexico, serves Arizona, New Mexico,
Oklahoma, and Texas. Region 3, located in Ft. Snelling, Minnesota,
serves Indiana, Illinois, Iowa, Michigan, Minnesota, Missouri, Ohio, and
Wisconsin. Region 4, located in Atlanta, Georgia, serves Alabama,
Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, North
Carolina, South Carolina, and Tennessee, as well as Puerto Rico and
the Virgin Islands. Region 5, located in Hadley, Massachusetts, serves
Connecticut, Delaware, Maine, Massachusetts, Maryland, New
Hampshire, New Jersey, New York, Pennsylvania, Rhode Island,
Virginia, Vermont, West Virginia, and the District of Columbia. Region
6, located in Denver, Colorado, serves Kansas, Montana, North Dakota,
South Dakota, Nebraska, Colorado, Utah, and Wyoming. Region 7,
located in Anchorage, Alaska serves the entire state of Alaska.
In the U.S. Department of the Interior (DOI), the Service’s Director
reports to the Assistant Secretary for Fish and Wildlife and Parks and
has direct line authority over Service headquarters and the seven
regional offices. Assistant Directors provide policy, program
management, and administrative support to the Director. Regional
Directors guide policy and program implementation through their field
structures, and coordinate activities with Service partners.
Chapter I. The United States Fish and Wildlife Service 10
B. Organizational Chart
Director
Deputy Directors
Assistant Director
Wildlife & Sport
Fish Restoration
Programs
Assistant Director
National Wildlife
Refuge System
Assistant Director
Migratory Birds
Assistant Director
Fisheries &
Habitat
Conservation
Assistant Director
Endangered
Species
Assistant Director
International
Affairs
Assistant Director
Law Enforcement
Assistant Director
External Affairs
Assistant Director
Budget, Planning
& Human
Resources
Assistant Director
Business
Management &
Operations
Assistant Director
Information
Resources &
Technology
Management (CIO)
Division of
Federal
Assistance
Division of
Natural
Resources
Division of
Migratory Bird
Management
Division of
Fish & Wildlife
Management &
Habitat
Restoration
Division of
Conservation &
Classification
Division of
Management
Authority
Division of
Law Enforcement
Operations
Division of
Congressional &
Legislative Affairs
Division of
Human Resources
Division of
Engineering
Division of
Information
Resources &
Technology
Management
Division of
Realty
Division of
Bird Habitat
Conservation
Division of
the National Fish
Hatchery System
Division of
Consultation, Habitat
Conservation Plans,
Recovery & State
Grants
Division of
Scientific Authority
Division of
Special Agents
‘in’ Charge
Regions 1-7
Division of
Public Affairs
Division of
Budget
Division of
Contracting &
Facilities
Management
National
Conservation
Training Center
Native American
Liaison
Division of
Conservation,
Planning & Policy
Division of
Visitor Services
& Communication
Division of
Habitat &
Resource
Conservation
Division of
Environmental
Quality
Division of
Partnerships &
Outreach
Division of
International
Conservation
Clarke R. Bavin
National Forensics
Laboratory
Division of Policy
& Directives
Management
Planning
&
Evaluation Staff
Division of
Financial
Management
Division of
Economics
Division of
Safety & Health
Regional Director
Region 1
Portland, OR
Manager
California/Nevada
Operations
Sacramento, CA
Regional Director
Region 2
Albuquerque, NM
Regional Director
Region 3
Fort Snelling, MN
Regional Director
Region 4
Atlanta, GA
Regional Director
Region 5
Hadley, MA
Regional Director
Region 6
Denver, CO
Regional Director
Region 7
Anchorage, AK
Deputy Chief Deputy AD Deputy AD Deputy AD Deputy AD Deputy AD Deputy AD Deputy AD
Deputy RD Deputy Manager Deputy RD Deputy RD Deputy RD Deputy RD Deputy RD Deputy RD
II. Management’s Discussion and Analysis 11
II. Management’s Discussion and Analysis
The following areas are addressed in the Management’s Discussion and Analysis:
A. Mission Goals and Performance
B. Management Controls and Legal Compliance
C. Financial Highlights
D. Limitations of Financial Statements
E. Analysis of Financial Statements
II. Management’s Discussion and Analysis 12
A. Mission Goals and Performance
DOI has developed a Strategic Plan for Fiscal Year (FY) 2003 - 2008 that
encompasses the missions and goals of its eight bureaus and the DOI Offices
(http://www.doi.gov/ppp/stratplanfy2003_2008). The plan is organized around
the DOI’s principal mission areas:
1. Resource Protection
2. Resource Use
3. Recreation
4. Serving Communities
5. Management Excellence
The Service is entrusted with the protection, conservation, and recovery of
threatened and endangered species, migratory birds, some marine mammals,
inter-jurisdictional and other fisheries, their habitats, and stewardship of NWRS.
As such, the Service will significantly contribute to the successful achievement of
the DOI’s mission goals for Resource Protection, Recreation, Serving Communities,
and Management Excellence while supporting the Resource Use mission goal
through a collaborative environmental consultation effort.
The following information delineates Strategic Plan goal attainment for FY 2005
and provides explanations where appropriate for analysis and discussion.
Note: the DOI’s guidance and specifications for the performance section of bureau
FY 2005 annual reports considers performance targets to be “met” when final or
estimated data indicates that performance will be at or within 5% of the target.
II. Management’s Discussion and Analysis 13
Mission Goal 1 - Resource
Protection
Resource Protection/Improve Health of Watersheds, Landscapes, and Marine
Resources that are DOI Managed or Influenced in a Manner Consistent with
Obligations Regarding the Allocation and Use of Water/Achieve Watershed and
Landscape Goals Through Voluntary Partnerships
The Service estimated that 240,230 acres of wetlands and uplands would be
restored or protected in FY 2005 through voluntary partnerships. The Service
estimates that this target will be exceeded by restoring or protecting 743,192
acres in FY 2005. There are several reasons why the target may be exceeded.
One of the contributors to this goal, the Service’s Coastal Program succeeded
in protecting over 300,000 acres of uplands in a single project in the Gulf of
Mexico. This value is considerably greater than the planned FY 2005 Regional
target of 150 acres. Because the Coastal Program works on a voluntary basis
with landowners and managers, it is difficult to predict exactly how many
acres will be achieved during the year. The actual FY 200
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