392,343 research outputs found
Public Affairs Information Service bulletin.
No full textAnnual vols. contain an author index.Annual cumulations have spine title: Annual cumulated bulletin.Annual vols. cover period Oct. 1914/Sept. 1915-Oct. 1984/Sept. 1985.Mode of access: Internet.Vols. 1-5 published by H.W. Wilson Company; v. 6-71 published by Public Affairs Information Service.Indexed in: Public Affairs Information Service. Bulletin. Cumulative subject index, 1915/74-, and: Public Affairs Information Service. Bulletin. Cumulative author index,
Semantic model-driven development of web service architectures.
No full textBuilding service-based architectures has become a major area of interest since the advent of Web services. Modelling these architectures is a central activity. Model-driven development is a recent approach to developing software systems based on the idea of making models the central artefacts for design representation, analysis, and code generation.
We propose an ontology-based engineering methodology for semantic model-driven composition and transformation of Web service architectures. Ontology technology as a logic-based knowledge representation and reasoning framework can provide answers to the needs of sharable and reusable semantic models and descriptions needed for service engineering. Based on modelling, composition and code generation techniques for service architectures, our approach provides a methodological framework for ontology-based semantic service architecture
Hydropower: Service involvement
No full textService involvement in relicensing actions typically begins two years before an application is filed with FERC. During this pre-filing process, an applicant is required to consult with the Service regarding the types of resources that may be affected by specific project plans.Hydropower
Service
I
nvolvement
Involvement
Service involvement in relicensing
actions typically begins two years
before an application is fi led with
FERC. During this pre-fi ling process,
an applicant is required to consult
with the Service regarding the types
of resources that may be affected by
specifi c project plans.
The Service may identify the types
of information needed, including
recommending new studies necessary
to identify potential impacts of the
project on fi sh and wildlife and related
habitats. The applicant would then
include all of the available information
from the studies conducted during
the pre-application period, in the fi nal
license application fi led with FERC.
FERC then considers the application
in accordance with applicable law,
primarily the Federal Power Act (which
incorporates by reference the Fish
and Wildlife Coordination Act) and
the National Environmental Policy
Act. FERC is required to consult
with the Service under both laws and
additionally under the Endangered
Species Act if listed species are likely to
be affected.
Following FPA and NEPA consultation
with the Service (and after having
received comments from other Federal
and State agencies, Indian tribes and
the public), FERC conducts a review of
the merits of the project. This review
attempts to balance the developmental
and natural resource value of the
affected environment. FERC must
include the Service’s requirements
for fi sh passage an any license issued
and must include recommendations
to protect and enhance fi sh and
wildlife unless it concludes that the
Service’s recommendations would
be inconsistent with FPA. The law
establishes procedures for coordination
on these matters. Once FERC has
developed the anticipated license terms
and conditions, ESA consultation is
conducted (when necessary) on the
proposed action. Issuance of a license
follows completion of a biological
opinion.
The Service continues to be involved
in most projects after FERC issues a
license by assisting the licensee in com-plying
with the fi sh and wildlife terms
in the license
Affidavits--National Refugee Service Affidavit Policy (Box 1, Folder 6)
No full textDigital ImageDigital finding aid
Resettlement and Field Service Department Manual (Box 2, Folder 21)
No full textDigital ImageDigital finding aid
Affidavits--National Refugee Service Affiants (Box 1, Folder 5)
No full textDigital ImageDigital finding aid
Design dimensions of experience rooms for service test drives : case studies in several service contexts
No full textPurpose - The objective of this exploratory study is to analyse "test drives" of service offerings in a variety of service contexts by applying existing design dimensions of experience rooms in order to develop some principles to assist service designers who are interested in developing such "test drives" for their potential customers.
Design/methodology/approach - An exploratory qualitative study was undertaken using three case studies with varying levels of simulation/artificiality. Data were collected from documents and interviews with service providers and customers and analysed using a framework of six dimensions
Findings - The study adds a sixth dimension to the existing five dimensions or experience rooms found in the literature It also proposes seven principles to guide designers who seek to create new service "test drives" The study also introduces the new notion of "value in pre-use" (a development of "value in use") to describe the potential value of "real" services yet to be purchased Finally the study documents some of the advantages and disadvantages of using "test drives"
Research limitations/implications - The exploratory and interpretive nature of the research, and the limited number of cases and respondents, limits the generalisability of the findings
Practical implications - The study provides several principles that can be used in the design of service "test drives".
Originality/value - This is the first paper to analyse the design dimensions of service "test drives" and to propose the notion of "value in pre-use"
Viable service systems and decision making in service management
No full textThis paper addresses decision making in the management of complex service systems,
highlighting the contribution of the viable systems approach as an interpretative and
governance methodology based on systems thinking.
In the last few decades, business management has undergone significant changes due to
rapid developments in markets. New competitive strategies and technologies have
stimulated global discussion about business models and tools (Ghoshal, 2005). The role of
relationships has become increasingly relevant in businesses, and researchers as well as
industries are shifting their focus to a service-oriented approach, moving from a paradigm
of product to one of service (IfM-IBM Cambridge SSME Report, 2008)
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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