We developed indices of lake trout Salvelinus namaycush status in the main basin of Lake Huron to understand increases in the relative abundance of wild year-classes during 1995-2010. Sea lamprey Petromyzon marinus wounds per 100 lake trout declined from 23.63 in 2000 to 5.86-10.64 in 2002-2010. The average age-7 lake trout catch per effort per recruitment (CPE/R; fish·305 m of gill net −1 ·million stocked yearlings −1 ) increased from 0.56 for the 1973-1990 year-classes to 0.92 for the 1991-2001 year-classes. Total CPE (fish/305 m of gill net) declined from 16.4 fish in 1996 to 4.1 fish in 2010, but the percentage of age-5 and younger lake trout steadily decreased from more than 70% before 1996 to less than 10% by 2009. The modal age in gill-net catches increased from age 5 before 1996 to age 7 by 2005. The average adult CPE increased from 2.8 fish/305 m of gill net during 1978-1995 to 5.34 fish/305 m of gill net during 1996-2010. The 1995-2010 year-classes of wild fish were more abundant than previous year-classes and were associated with the relatively high adult abundance during 1996-2010. Until the 2002 year-class, there was no decline in age-7 CPE/R; until 2008, there was no decline in adult CPE. Low survival of the 2002 and 2003 year-classes of stocked fish was related to the event of alewife Alosa pseudoharengus population collapse in 2003-2004. Lake trout in the main basin of Lake Huron are undergoing a transition from a hatchery stock to a wild stock, accompanied by *Corresponding author: hej@michigan.gov 402 LAKE TROUT STATUS IN LAKE HURON 403 an increased uncertainty in delayed recruitment. Future management should pay more attention to the protection of wild recruitment and the abundance of the spawning stock.

ABSTRACT. The linkage of diverse sets of actors and knowledge systems across management levels and institutional boundaries often poses one of the greatest challenges in adaptive management of natural resources. Bridging organizations can facilitate interactions among actors in management settings by lowering the transaction costs of collaboration. The Center for Ocean Solutions (COS) is an example of a bridging organization that is focused on linking actors within the ocean sciences and governance arena through the use of working groups. This research examines how network connections between group members affect working group functionality and, more specifically, whether cohesive network structures allow groups to more effectively achieve their goals and objectives. A mixedmethods approach, incorporating both qualitative and quantitative data collection and analysis methods, is employed to understand the structural characteristics of COS working groups. The study finds that cohesive network structures are not associated with increased working group functionality. Strong, centralized leadership is a better predictor of working group success in achieving goals and objectives.

No abstract

No abstract