1,210,940 research outputs found
National report on biochemical indicators of diet and nutrition in the U.S. population
No full textThe National Report on Biochemical Indicators of Diet and Nutrition in the U.S. Population is a series of publications that provide ongoing assessment of the U.S. population's nutrition status by measuring blood and urine levels of diet-and-nutrition biochemical indicators. This is the second report in this series. The Centers for Disease Control and Prevention's (CDC) Division of Laboratory Sciences at the National Center for Environmental Health (NCEH/DLS) conducted the laboratory analyses for 58 biochemical indicators presented in this 2012 report. CDC measured these indicators in specimens from a representative sample of the U.S. population during all or part of the four-year period from 2003 through 2006. Where available, data are also presented on changes of biochemical indicator levels over time since 1999. Similarly, data are also presented on the prevalence of low or high biochemical indicator levels during 2003-2006, and on changes in the prevalence over time since 1999. The first report of this series was published in July 2008 and it contains information on 27 biochemical indicators from all or part of the four-year period from 1999 through 2002. Both reports can be accessed online: http://www.cdc.gov/nutritionreport. The specimens for the Second Nutrition Report were collected by CDC's National Health and Nutrition Examination Survey (NHANES), which is conducted by the National Center for Health Statistics (NCHS). NHANES is a series of surveys designed to collect data on the health and nutrition status of the U.S. population. This report covers one important facet in the assessment of nutrition status of the U.S. population: biochemical measurements. Other nutrition-related aspects from NHANES, such as dietary intake, supplement usage, hematologic measurements, and anthropometric body measurements are not covered
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United States Geological Survey Report TEI-524
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2002 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 fiscal year 2002
U.S. Position on the Legal Character of the Law of the Sea Convention\u27s Seabed Mining Provisions: U.S. Intervention on Agenda Item 8, International Seabed Authority Assembly, 30th Session, July 2025
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Antarctica 2000
No full textThe images used in this mosaic were acquired by Advanced Very High Resolution Radiometer (AVHRR) sensors on the NOAA 6, 7, 9, 10, 11 and 12 satellites during the period 1980-1994.
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Civilian Conservation Corps (U.S.). Shenandoah Park (Va.) Photographs, 1934-1936
No full textThe photographs document CCC members of camps 2, 4 and 5 working on the Skyline Drive, Shenandoah Valley, Virginia. Included are group photographs of CCC members, camps and other outdoor scenes, and other scenes. Included here is a low-quality black and white PDF of the images. The originals are better quality and the PDF is provided here for purposes of immediate access for users not visiting the Special Collections Research Center.Black and white photographs of various sizesFound In: Mss. Acc. 2009.043, Civilian Conservation Corps (U.S.). Shenandoah Park (Va.) Records, 1934-193
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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
Episode 15: Economic and National Security at the U.S. Department of Commerce
No full textToday, economics is more a part of the national security equation than it has ever been. Trade, science, technology, innovation, and supply chains – to name a few issues – intersect with national security with more depth, breadth, and frequency every year. As a consequence, U.S. economic agencies are increasingly called to the table to solve national security challenges.
To help understand these many connections and what economic security looks like in practice at the highest levels of decision-making, The Debrief spoke with Don Graves, who served as Deputy Secretary of the U.S. Department of Commerce from 2021-2025.https://digital-commons.usnwc.edu/the-debrief/1014/thumbnail.jp
Shared commitments to conservation: 1999 Annual 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 1999.U.S. Fish & Wildlife Service
Shared Commitments
To Conservation
1999 Annual Report of the
U. S. Fish and Wildlife Service
1999 Annual Report i
The United States Fish and Wildlife Service
History and Mission
As an asset of tremendous environmental,
recreational, and economic importance,
this nation’s fish and wildlife resources
represent a vital part of our natural
heritage -- one that is facing increasing
pressures every day. For this reason, the
mission of the U.S. Fish and Wildlife
Service (Service) grows more complex and
critical every day. As the Service
continues to look for new and better ways
to conserve, protect, and enhance fish and
wildlife and their habitat, its major
responsibilities remain focused on
migratory birds, endangered species,
certain marine mammals, and freshwater
and anadromous fish.
History of the Service
The Service’s origins date back to 1871
when Congress established the U.S. Fish
Commission to study the decrease in the
nation’s food fish and recommend ways to
reverse the decline. Placed under the
Department of Commerce in 1903, it was
renamed the Bureau of Fisheries.
Meanwhile Congress created an Office of
Economic Ornithology in the Department
of Agriculture in 1885 to study the food
habits and migratory patterns of birds,
especially those that had an effect on
agriculture. After several more name
changes, this office was renamed the
Bureau of Biological Survey in 1905.
The Bureaus of Fisheries and Biological
Survey were transferred to the
Department of the Interior in 1939 and in
1940 were combined and named the Fish
and Wildlife Service. Further
reorganization came in 1956 when the Fish
and Wildlife Act created the United States
Fish and Wildlife Service and established
within the agency two separate bureaus --
Commercial Fisheries and Sport Fisheries
and Wildlife.
The Bureau of Commercial Fisheries was
transferred to the Department of
Commerce in 1970 and is now known as the
National Marine Fisheries Service. The
Bureau of Sport Fisheries and Wildlife
remained in Interior. In 1974, the
“Bureau” name was dropped and the
agency is now simply called the U.S. Fish
and Wildlife Service. In 1993, the
Service’s research activities were
transferred to the U.S. Geological Survey.
Today, Service employees number
approximately 7,500 individuals located
close to fish and wildlife resources
throughout the country. Offices and
facilities are located in Washington, D.C.,
seven regional offices, and in nearly 700
field units, including over 500 national
wildlife refuges and 67 national fish
hatcheries.
Mission of the Service
“The Service’s mission is,
working with others, to
conserve, protect and
enhance fish, wildlife and
plants and their habitats for
the continuing benefit of the
American people.”
Since before recorded history, fish and
wildlife resources in the United States
have been an integral part of human life.
We know that the earliest Americans
depended on fish and wildlife for both life
sustenance and spiritual nourishment.
The kinship of aboriginal Americans to
these resources is seen today in their
religious and cultural activities. The sea
turtle is viewed as the symbol of eternal
life with the great creator. Salmon and
other anadromous fishes were and still are
celebrated as symbols of the renewal of
life. Wildlife served as the spiritual
connection with ones ancestors and the
creator of all life.
When settlers came to America, they
found a land teeming with wildlife. Like
Native Americans, they depended on the
land’s rich wildlife heritage for food and
clothing. Colonies were located near
rivers for commerce and travel and for a
rich supply of fish and wildlife for food.
The new settlers fully intended that
freedom to hunt for food and to secure
water for life would be the right of all,
regardless of heritage or status. The
framers of our Constitution recognized
this and placed great emphasis on natural
rights and natural laws. Because of the
American ideal to respect fish and wildlife
as a resource available for the use and
enjoyment of all, it is revered as a public
trust resource -- a resource deserving the
public’s attention and participatory
guidance. The United States continues to
refine the body of case law and statutes
governing the stewardship of fish and
wildlife resources.
Communities and people throughout the
United States have a strong commitment
to the fish and wildlife resources today.
Many communities realize tremendous
economic benefits from tourism and
visitors that come specifically to enjoy
watching and pursuing fish and wildlife.
Hunting and fishing remain strong
components of community culture all
along the great river systems of the
nation. Americans value and respect their
natural resource heritage.
The U.S. Fish and Wildlife 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 as strong or stronger than
when it was entrusted to us.
ii U.S. Fish & Wildlife Service
Message from the Director
Jamie Rappaport Clark
One of my top priorities as Director is to improve the way the U.S. Fish and Wildlife Service
communicates and works with our public and our partners. It is important that we provide a clear
picture of the needs of fish and wildlife resources and the consequences of human intervention - both
favorable and unfavorable. Demographers estimate that by the year 2050 the population of the
United States will increase by 125 million people, the equivalent of 15 New York Cities. It is
inevitable that as we move into the next millenium, competition as well as the need for open spaces
will increase. We must find solutions that address both human and wildlife needs. Partnerships,
therefore, will play a large part in future conservation efforts, and our work must be understood by
the public. In the next century, many of the great conservation successes will be achieved in
cooperation with people who have a variety of different perspectives on resource management. We
can only reach our conservation goals by understanding others points of views and improving our
ability to convey our mission.
We have learned through our increasing number of partnerships that an informed and engaged public
can make all the difference. Public and private partners bring fresh ideas, local knowledge, increased
resources and dedication to our partnership work. They often allow us to double or triple our
conservation efforts, and thus to leverage limited resources. We will continue to create new
opportunities for Americans and the global community to share their commitment to conservation
through formal and informal partnerships. In this report, the Service highlights partnerships that have enhanced fish and wildlife
resources and their management through innovative cooperation. We are building a future for shared commitments to conservation
through the partnerships of today.
This Annual Report for Fiscal Year 1999 is part of our outreach and communication effort. It provides a road map of the Service’s
future direction, an overview of the Service’s diverse programs and accomplishments, and an accounting for the funds used by the
Service. We expanded the Stewardship and Program Highlights to provide more information on the role of the Service in maintaining
healthy environments that fish and wildlife need and how we protect the natural resources in America’s conservation units. The
Statement of Net Cost in our financial statements provides information on the costs of attaining the performance at the Service’s
program goal level.
We hope that this report will help you better understand what we do, how much fish and wildlife and plants depend on our shared
commitments to conservation, the costs of our efforts, and how much more we can accomplish by working together.
1999 Annual Report iii
Message from the Chief Financial Officer
John G. Rogers
Over the years, the Service has come to recognize that conservation is a shared concern, one that is
deeply rooted in the Service’s workforce and seriously regarded by many others as well. As a result,
the Service has been able to enter into partnerships that conserve fish and wildlife and their habitat.
By emphasizing shared commitment to conservation, the Service understands that its role as a
leader in natural resource conservation depends on being accountable. The Service’s conservation
mission encompasses managing an enormous array of assets. These include financial resources
exceeding $1 billion as well as substantial property, plant and equipment assets. We take our
stewardship responsibilities over these assets very seriously.
In 1999, the Service undertook a number of initiatives to safeguard our assets and improve our
reporting capabilities. We began the year by conducting a comprehensive review of all our facilities,
communication and data systems in preparation for the Year 2000. As a result of this review,
necessary upgrades and corrective actions are being taken and contingency plans have been
developed to assure that there will be no significant disruptions at Service facilities. The overall
maintenance of Service facilities are a top concern. We continue to move ahead in 1999 with managing
our maintenance programs more aggressively. The Service joined other bureaus in the Department
of the Interior in emphasizing planning, prioritization and scrutiny of maintenance projects. Through
efforts like these, we have come to recognize that the Service needs to improve its management of
facilities information. Previously, facilities information has resided in a number of systems which lacked standardized data. To get
better facilities information, the Service began efforts to standardize and integrate the information residing in our maintenance,
property, contaminant, and financial management systems. The effort will result in merging standardized facilities data from the
various facilities systems into a common system call the Facilities Management Information System, or FACMIS. We believe
FACMIS will improve the overall completeness and quality of facilities information needed to make sound management decisions.
On a final note, I want to emphasize the importance of the roles played by the Department of the Interior’s Office of Inspector General
and the General Accounting Office. The Service’s financial statements are audited annually by independent auditors of the OIG and
GAO. In addition, the Service’s program activities are audited periodically by the OIG and GAO. The Service welcomes these reviews
and views them as an integral part of our being accountable. We strive continuously to utilize these audits as an opportunity to identify
existing weaknesses so that we can improve our management practices. As we increasingly leverage our resources through
partnerships, it is likewise increasingly important to verify and communicate that the Service is a well managed, credible and effective
organization.
iv U.S. Fish & Wildlife Service
USFWS/Dan O’Neal
1999 Annual Report v
Table of Contents
I. The United States Fish and Wildlife Service
History and Mission .............................................................................................. i
Message from the Director .................................................................................. ii
Message from the Chief Financial Officer ......................................................... iii
II. Program Highlights
Sustaining Fish and Wildlife Populations ........................................................... 1
Conserving Habitat ............................................................................................. 10
Linking Wildlife and People ............................................................................... 16
III. Stewardship
Stewardship Lands ............................................................................................. 23
Stewardship Lands and Facilities and Their Locations .................... 23
Uses of Stewardship Lands................................................................. 23
Revenue from Stewardship Assets .................................................... 26
Net Change in Stewardship Land Acreage ....................................... 27
Condition of Stewardship Lands ......................................................... 28
Heritage Assets .................................................................................................. 29
Condition of Heritage Asset Facilities ................................................ 30
Cultural Resources .............................................................................. 30
Museum Collections ............................................................................ 31
Special Designations ............................................................................ 32
IV. Financial Statements
Overview of Financial Results of Service Operations ...................................... 37
Principal Financial Statements ......................................................................... 40
Notes to Principal Financial Statements ......................................................... 46
Independent Auditor’s Report .......................................................................... 53
vi U.S. Fish & Wildlife Service
USFWS/Craig Koppie
1999 Annual Report 1
Program Highlights
Shared Commitments to Conservation
Meeting the challenges of providing and
protecting a healthy environment for fish
and wildlife and for people is central to the
programs of the U.S. Fish and Wildlife
Service (Service) and is firmly based on
tradition since its predecessor agencies
were established more than a century ago.
Meeting these challenges requires the
cooperation and support of other Federal
agencies, State and local governments,
foreign governments, conservation groups,
and local communities. Dedicated
Americans, combined with our dedicated
International partners, are sharing a
common commitment to conservation and
are working hand-in-hand with the Service
to ensure that our Nation’s irreplaceable
natural heritage and the world’s fish and
wildlife resources are protected for the
enjoyment of this and future generations.
Portions of this narrative reference
specific program accomplishments
achieved under the Service’s mission or
strategic goals identified in its revised 5-
Year Strategic Plan. This year the Service
selected a subset of specific strategic
goals, one for each of the three mission
goals, under which to report specific
program performance in this report.
Another, more comprehensive report on
all program achievements under each
strategic and mission goal presented in the
Service’s 5-Year Strategic Plan can be
found in the Service’s budget documents.
The purpose of this report is to highlight
general program achievements of the
Service, in cooperation with its partners, in
a structure that parallels its three mission
goals which are: (1) sustaining fish and
wildlife populations; (2) conserving habitat;
and, (3) linking wildlife and people through
fostering public use and enjoyment of fish
and wildlife resources. Further, the
Service completed its Statement of Net
Cost, whereby the Service identifies its
expenditures to meet each of the three
mission goals. Please refer to both
sections, the Message from the Chief
Financial Officer and the Financial
Statements, for detailed information on
how the Service identified these costs and
allocated them to each mission goal.
Sustaining Fish and Wildlife Populations
Many of the Nation’s and the world’s
native fish, wildlife and plant populations
are declining or are at historic low levels
due to habitat degradation, inadequate fish
passage, over-use, poaching, illegal trade
in wildlife and wildlife products,
introductions of invasive or nonindigenous
species, poor land management practices,
or urbanization. In partnership with other
Federal, State and tribal governments,
foreign governments, and a variety of
private interests, the Service is effectively
contributing to the conservation of fish,
wildlife and plants, both nationally and
worldwide.
The Service emphasizes proactive species
conservation for many species of fish,
wildlife and plants through the Candidate
Conservation Program. The goal of
Candidate Conservation is to prevent
listing of species under the Endangered
Species Act (ESA). This program takes a
collaborative approach with States and
Territories, other Federal agencies and the
private sector to identify species that need
conservation and then cooperatively plan
and take actions to conserve those species.
Initiating conservation actions early is
important because simpler, more cost-effective
conservation options can be
available and conservation is more likely to
be ultimately successful. Also, potential
conflicts caused by species listing may be
avoided and flexibility for landowners and
land managers can be maintained.
Voluntary Candidate Conservation
Agreements, CCAs, are established with
partners to identify threats to candidate
species, plan the measures needed to
stabilize and conserve them, implement
the measures, and monitor their
successes. During this fiscal year, the
Service implemented over 70 conservation
agreements covering 78 species. As a
result, the Service hopes to prevent listing
for these species. Many of these
agreements successfully removed threats
so listing was avoided. Some of the species
for which listing was prevented are: three
California plants (Cuyamaca Lake
Downingia, Parish’s meadowfoam, and
2 U.S. Fish & Wildlife Service
Cuyamaca larkspur); flat-tailed horned
lizard; Arizona bugbane; Jemez Mountain
salamander; and, Cassatot leafcup.
Monitoring of CCAs ensures that
biological goals for the covered species are
achieved and that threats to the species
are reduced. As the success for this
program grows, so does the demand for
new agreements.
Great strides have been made in the
recovery of listed species with the Service
considering the delisting or reclassification
of over 20 species, including the peregrine
falcon and Aleutian Canada goose, which
were delisted in 1999. Other species
considered this year include the bald
eagle, gray wolf, brown pelican, Columbian
white-tailed deer, Tinian monarch,
Heliotrope milk-vetch, and Robbin’s
cinquefoil.
As an integral tool in the Service’s overall
effort to protect and recover endangered
species, law enforcement personnel
develop partnerships with conservation
groups, State and Federal agencies, and
others, to promote greater understanding
of the need for endangered species
protection and the consequences of
violating related Federal and State laws.
Special agents assist in habitat
conservation planning and play a major
role in evaluating and monitoring
incidental take permits to ensure
compatibility with current laws and
permit holder compliance. Other law
enforcement efforts that protect and
recover endangered species include
increased patrols to deter would-be
violators, expanded efforts to detect and
prevent the introduction of invasive
species, and additional cooperative
enforcement ventures to reduce
commercial exploitation.
Law enforcement efforts to protect the
Nation’s fishery resources target the
illegal take and commercialization of native
fish stocks. Successful enforcement
actions have uncovered a growing, highly
profitable, national and international
illegal fisheries industry dealing in
freshwater mussels, paddlefish, sturgeon,
lake trout of the Great Lakes, and other
species of concern. Service special agents
conduct multi-State investigations to
control this growing and highly profitable
illegal industry and build on partnerships
with State and international enforcement
agencies.
The Service’s work with external partners
to protect and restore fishery resources is
exemplified through the Anadromous Fish
Management Program. The Service
provides scientific expertise and technical
assistance to tribes, other Federal
agencies, foreign governments, States, and
other programs of the Service to develop
and implement anadromous fishery
management plans. These plans cover
such culturally and economically
significant species as Pacific and Atlantic
salmon, Pacific steelhead trout, American
shad, sturgeon, American eel, and striped
bass. Service fishery biologists help with
restoring fisheries through identifying and
protecting crucial fish habitats;
monitoring water quality and quantity;
repairing degraded habitats; and providing
Partnerships That Benefit Threatened
and Endangered Species
The Service’s Candidate Conservation
Program is becoming very popular and the
demand for new agreements is on the rise.
This program reduces the number of
species added to the list of threatened and
endangered species and examples include
partnerships with the Service that either:
Make Listing Unnecessary -- For the
Coral Pink Sand Dunes tiger beetle in
Utah through a conservation agreement
with Bureau of Land Management and the
Utah Division of Parks and Recreation, or
Remove Species from Candidate Listing --
For the Umpqua mariposa lily in Oregon
through conservation agreements with the
Bureau of Land Management and U.S.
Forest Service.
Additionally, there are over 60 species the
Service proposed to list under the
Endangered Species Act that can benefit
from the Candidate Conservation Program
in future years.
Tiger Beetle USFWS/C. Barry Knisley
USFWS/Nancy Fredricks
Umpqua marisposa lily
Rio Grande Cutthroat Trout USFWS/LLoyde Hazzard
1999 An
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