U.S. Department of the Interior

U.S. Geological Survey

Circular 1304

USGS Information Technology Strategic Plan:

Fiscal Years 2007–2011
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USGS Information Technology Strategic 

Plan: Fiscal Years 2007–2011

Circular 1304

U.S. Department of the Interior

U.S. Geological Survey
U.S. Department of the Interior

DIRK KEMPTHORNE, Secretary

U.S. Geological Survey

Mark D. Myers, Director

U.S. Geological Survey, Reston, Virginia: 2006

For more information on the USGS--the Federal source for science about the Earth, its natural and living resources, 

natural hazards, and the environment:

World Wide Web: http://www.usgs.gov

Telephone: 1-888-ASK-USGS

Any use of trade, product, or firm names is for descriptive purposes only and does not imply endorsement by the 

U.S. Government.

Although this report is in the public domain, permission must be secured from the individual copyright owners to 

reproduce any copyrighted materials contained within this report.

Suggested citation:

U.S. Geological Survey, 2006, USGS Information Technology Strategic Plan: Fiscal Years 2007–2011: 

U.S. Geological Survey Circular 1304, 19 p., online only.
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Contents

Introduction ....................................................................................................................................................1

Background on USGS Mission and Organization.....................................................................................1

Overview of USGS IT Activities ...................................................................................................................2

IT Planning Principles ...................................................................................................................................2

Legislative and Regulatory Context ............................................................................................................3

Strategic Planning Context ..........................................................................................................................3

IT Strategic Goals and Objectives .............................................................................................................3

Strategic Goal 1: Create the Information Technology Component of the Integrated 

Information Environment......................................................................................4

Strategic Goal 2: Create the Information Management and Services Component of the 

Integrated Information Environment..................................................................7

Strategic Goal 3: Create the Information Policy and Governance Component of the 

Integrated Information Environment................................................................10

Strategic Goal 4: Create the Environmental Information Science Component of the 

Integrated Information Environment................................................................11

Appendix I. DOI’s Response to M–06–02 Improving Public Access to and Dissemination 

of Government Information Using the FEA Data Reference Model...........................12

Appendix II. List of USGS Major IT Systems that are Certified and Accredited............................16

Appendix III. FY2006 USGS IT Investment Portfolio (as of August 14, 2006)...................................18
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USGS Information Technology Strategic Plan: 

Fiscal Years 2007–2011

Background on USGS Mission and 

Organization

The USGS serves the Nation by providing reliable 

scientific information to describe and understand the Earth; 

minimize loss of life and property from natural disasters; 

manage water, biological, energy, and mineral resources; and 

enhance and protect our quality of life. Field investigations, 

direct observations of natural science processes and 

phenomena, and monitoring and data collection across four 

major earth science disciplines (Biology, Geography, Geology, 

and Hydrology) are the scientific hallmarks of the USGS. The 

USGS has the primary Federal responsibility for monitoring 

and issuing warnings for earthquakes, volcanic eruptions, 

landslides, and geomagnetic (solar) storms and works closely 

with the National Weather Service in providing the hydrologic 

information used to forecast floods; the National Oceanic and 

Atmospheric Administration in monitoring coastal erosion and 

tsunamis; and the Interagency Fire Center to support wildland 

fire management.

With a total (appropriated and reimbursable) annual 

budget of more than $1 billion, the USGS leverages its 

resources and expertise in partnership with more than 2,000 

agencies of State, local, and tribal governments, the academic 

community, other Federal agencies, nongovernmental 

organizations, and the private sector. The approximately 

10,000 scientists, technicians, and support staff of the USGS 

are located in over 400 offices in every State and in several 

foreign countries. USGS Headquarters is located in Reston, 

Va., and comprises the management and leadership of the 

scientific and administrative programs of the Bureau. A 

regional structure delivers science in the field.

In FY2005, the USGS established the Enterprise 

Information Program (EIP) to serve as the primary vehicle 

for planning and pursuing broad Bureau-level information 

goals and objectives and ensuring compliance with specific 

directives and mandates from DOI, the Office of Management 

and Budget (OMB), Congress and its Government 

Accountability Office (GAO), and with the E-Government 

component of the President’s Management Agenda.

Introduction 

The acquisition, management, communication, and 

long-term stewardship of natural science data, information, 

and knowledge are fundamental mission responsibilities of 

the U.S. Geological Survey (USGS). USGS scientists collect, 

maintain, and exchange raw scientific data and interpret and 

analyze it to produce a wide variety of science-based products. 

Managers throughout the Bureau access, summarize, and 

analyze administrative or business-related information to 

budget, plan, evaluate, and report on programs and projects. 

Information professionals manage the extensive and growing 

stores of irreplaceable scientific information and knowledge in 

numerous databases, archives, libraries, and other digital and 

nondigital holdings. Information is the primary currency of 

the USGS, and it flows to scientists, managers, partners, and 

a wide base of customers, including local, State, and Federal 

agencies, private sector organizations, and individual citizens.

Supporting these information flows is an infrastructure of 

computer systems, telecommunications equipment, software 

applications, digital and nondigital data stores and archives, 

technical expertise, and information policies and procedures. 

This infrastructure has evolved over many years and consists 

of tools and technologies acquired or built to address the 

specific requirements of particular projects or programs. 

Developed independently, the elements of this infrastructure 

were typically not designed to facilitate the exchange of 

data and information across programs or disciplines, to 

allow for sharing of information resources or expertise, or 

to be combined into a Bureauwide and broader information 

infrastructure. The challenge to the Bureau is to wisely and 

effectively use its information resources to create a more 

Integrated Information Environment that can reduce costs, 

enhance the discovery and delivery of scientific products, and 

improve support for science.

This Information Technology Strategic Plan for the 

USGS outlines key information technology (IT) strategic goals 

and objectives that will support the Bureau’s science mission, 

while also aligning with the Department of the Interior (DOI) 

IT Strategic Plan and the DOI Government Performance and 

Results Act (GPRA) Strategic Plan.
In addition to the Bureau-level investments in information 

resources administered through the EIP, individual USGS 

science disciplines, offices, and programs also make 

investments in data and information assets, IT systems and 

applications, and workforce. Because a significant portion 

of the Bureau’s information assets and resources are outside 

of the EIP, development of a more integrated information 

environment for USGS as a whole depends on communication, 

cooperation, and collaboration across many USGS programs. 

Overview of USGS IT Activities

Within the USGS, the duties, functions, and 

responsibilities of the Chief Information Officer are fulfilled 

by the Geospatial Information Officer (GIO), who also serves 

administratively as the Associate Director for Geospatial 

Information. The GIO is responsible for overall policy 

direction, management, and oversight of Bureau-level IT 

infrastructure and systems acquisition, development, and 

management; IT capital planning and investment management; 

information security; human capital for managing information 

resources; E-Government initiatives and innovation; 

strategic planning for information resources; enterprise 

architecture and advancing the Federal Enterprise Architecture 

(FEA); records management; privacy; and information 

collection, dissemination, access, and delivery. This suite 

of responsibilities is consistent with those of other Federal 

government agencies and leading private-sector entities in its 

comprehensive approach to information assets and is in accord 

with recommendations of the GAO and DOI Secretarial 

Order 3244.

A Regional Geospatial Information Officer (RGIO) 

guides and oversees the implementation of IT systems and 

technology in each of the USGS’s three geographic regions. 

The RGIOs report to their respective Regional Directors to 

ensure linkage in support of regional science priorities and 

are matrixed to the Bureau’s GIO to ensure the effective and 

consistent implementation of enterprise IT operations in 

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 The GIO is also responsible for management of the National Geospatial 

Program (NGP), which includes leadership of USGS topographic mapping 

(The National Map), the Secretariat of the Federal Geographic Data 

Committee, the Geospatial One-Stop Project, and other national and 

international-level geospatial coordination activities. Strategic planning for 

the NGP is addressed within the NGP Plan for Action and is therefore not 

included within the scope of this IT Strategic Plan.

IT Planning Principles

All USGS IT strategic and annual program planning 

adheres to the following three planning principles: 

Life-cycle approach to information: A life-cycle 

approach to stewardship of the USGS’s data and information 

holdings considers all current and future uses and 

requirements with the intent of minimizing the total costs 

of acquisition, use, and maintenance and maximizing longterm value. Data and information originate in monitoring, 

scientific inquiry and analysis, operations, and other activities 

in the Bureau and are subsequently stored, manipulated, and 

transmitted (and sometimes lost). In many cases, they become 

– or should become – part of long-term scientific datasets and 

(or) official records, subject to specific storage and archival 

requirements. Data and information are accessed in later years 

for many reasons including, most importantly, for research 

purposes but also for documenting administrative and financial 

records and for responding to legal actions such as Freedom of 

Information Act (FOIA) requests.

Interoperability: The value of data and information can 

be increased if they are collected once and used many times. 

Similarly, information tools and systems can be made more 

valuable if they can be used for multiple purposes or if they 

can be combined with other tools and systems to perform 

new and unanticipated tasks. In general, supporting more 

integrated or interoperable approaches to data and information 

collection, management, and delivery will increase the value of 

USGS science-based products, reduce the costs of operations, 

and enhance the ability to integrate science and management 

across disciplinary lines. The ability to develop and use data, 

technologies, and systems in more interoperable ways depends 

to a large extent on an organization’s commitment to the use 

of widely available open standards, such as those developed by 

the Federal Geographic Data Committee (FGDC), the Open 

Geospatial Consortium (OGC), the International Standards 

Organization (ISO), the World Wide Web Consortium (W3C), 

and other organizations.

Collaboration: Collaboration on information 

activities and investments among USGS science programs, 

disciplines, and regions and with Federal, State, local, and 

nongovernmental organizations will generate multiple 

benefits. Costs, both developmental and operational, can be 

shared; new methods and technologies can be more quickly 

identified and integrated into scientific activities; specialized 

technical expertise can be leveraged to help support different 

projects; science program needs can be more effectively and 

efficiently communicated to administrators, developers, and 

vendors; and new research activities, both inter- and intradisciplinary, can be enabled.

   USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
Legislative and Regulatory Context

There are numerous legislative, regulatory, and 

administrative requirements that impact information 

technology and management within the USGS. These include:

FY2002 President’s Management Agenda (PMA)

E-Government Act of 2002

Federal Information Security Management Act (FISMA) 

of 2002

Office of Management and Budget (OMB) Federal 

Enterprise Architecture Program

IT Management Reform Act of 1996 (ITMRA) or 

Clinger-Cohen Act

Federal Acquisition Reform Act of 1996 (FARA)

Government Paperwork Elimination Act 1998 (GPEA)

Government Management Reform Act of 1994 (GMRA)

Federal Acquisition Streamlining Act of 1994 (FASA)

Paperwork Reduction Act of 1995 (PRA)

Presidential Decision Directive 63 (PDD-63)

Government Performance and Results Act of 1993 

(GPRA)

Chief Financial Officers Act of 1990 (CFO Act)

Privacy Act of 1974

Freedom of Information Act (FOIA) 

Federal Records Act (FRA)

Federal Financial Management Improvement Act 

(FFMIA)

Section 508, Rehabilitation Act of 1998 

(29 U.S.C. 794d)

Rehabilitation Act Amendments (Section 508)

Homeland Security Presidential Directive (HSPD) 12 

OMB Circular A-11: Preparation, Submission and 

Execution of the Budget

OMB Circular A-130: Management of Federal 

Information Resources

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OMB Circular A-16: Coordination of Geographic 

Information and Related Spatial Data Activities

OMB Circular A-76: Performance of 

Commercial Activities

OMB M-06-02: Improving Public Access to and 

Dissemination of Government Information Using the 

FEA Data Reference Model (see Appendix I) 

Strategic Planning Context

Under the DOI GPRA Strategic Plan, USGS science and 

information management activities support the Resource Use, 

Resource Protection, and Serving Communities mission areas 

as well as the Management Excellence component. 

As part of the USGS’s established program planning 

process, the Bureau developed a strategic 5-year program plan 

for the Enterprise Information Program in FY2005. Within 

the USGS, this plan is used to define key program objectives 

and priorities for the Enterprise Information Program and 

to identify linkages between this program, other USGS 

programs in science and administration, and the Bureau’s 

10-year Science Strategy. The Bureau also administers an 

annual program planning process that is used to develop 

specific annual plans of work (and to allocate resources) in 

order to accomplish the goals and objectives of the 5-year 

program plans. 

The Department’s IT Strategic Plan for FY2007–012 

identifies seven long-term strategic goals specifically for 

the information technology arena. This USGS IT Strategic 

Plan provides a key linkage between the goals and objectives 

outlined in the Enterprise Information Program Plan and the 

long-term goals of the DOI IT Strategic Plan.

IT Strategic Goals and Objectives 

The USGS is working to develop an Integrated 

Information Environment that will enhance our scientific 

mission capabilities and meet the needs of our customers now 

and in the future. The integrated information environment will 

consist of an infrastructure of hardware, software, standards, 

procedures, capabilities, and processes that delivers valuable 

tools, services, and capabilities in ways that are predictable, 

cost effective, and adaptable. It will align with and support the 

IT strategy of the Department of the Interior.

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IT Strategic Goals and Objectives 
Strategic Goal 1: Create the Information 

Technology Component of the Integrated 

Information Environment.

Information technology is the foundation for an 

integrated USGS information environment whose specific IT 

requirements are derived from the mission and business needs 

of the organization. Centralization of the planning, acquisition, 

and operation of the USGS computing infrastructure under 

the GIO has resulted in improvements, including enhanced 

internal controls and operational efficiencies, over the previous 

decentralized approach. An Enterprise Architecture (EA), 

discussed below, provides the overarching framework for 

this goal, and its development is the first of five objectives. 

Four additional objectives address information security, 

telecommunications, the computing infrastructure, and 

information technology support services. 

This Goal links to the following long-term goals from 

DOI IT Strategic Plan: 

Enterprise Architecture: Leverage EA to improve 

DOI’s mission performance and realize its strategic goals 

and objectives.

IT Security: Protect the availability, confidentiality, and 

integrity of DOI’s IT resources.

IT Infrastructure: Provide world-class enterprise 

solutions—improving the quality, accessibility, and 

sharing information between DOI and its customers.

Objective A: Develop an Enterprise Architecture 

for the USGS.

The USGS is aligned with the Federal EA and the 

DOI EA and is actively participating in the DOI Enterprise 

IT Transformation activities, including the Enterprise 

Services Network, Active Directory, Enterprise Hardware 

and Software Acquisitions, Enterprise Messaging, and 

E-Authentication (HSPD-12). The USGS is, in turn, 

responsible for development and maintenance of a Bureauspecific EA that “nests” within the broader DOI architecture. 

Work under this objective will enable the USGS to achieve 

DOI-prescribed EA maturity levels, as defined in the OMB 

Enterprise Architecture Maturity Framework.

Key tasks for FY2007–2008 include:

Coordinate and support the USGS EA in its relation 

to other USGS IT activities, including IT capital 

planning and investment control and IT security 

certification and accreditation. 

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Provide architectural support to USGS programs and 

support the development of a Geospatial Modernization 

Blueprint for DOI. 

Implement data stewardship in support of USGS and 

DOI data architecture activities.

Address requirements of OMB Memorandum 

M–06–02 and DOI data standardization and the Data 

Reference Model. 

Objective B: Develop and Implement a USGS 

Information Technology Security Plan.

The goal of Information Technology Security is to 

ensure the confidentiality, availability, and integrity of USGS 

information technology resources. A Bureau-level information 

security plan is required by Congress, OMB, and DOI and 

is necessary to ensure that information assets (including 

employee data) are properly protected, that employees have 

reliable access to Bureau systems, and that USGS data and 

information continue to be reliable and available to the 

public. The Bureau maintains compliance with the IT security 

mandates in the Federal Information Security Management 

Act (FISMA). In accordance with the E-Government Act of 

2002, Title III (Public Law 107–347), security certification 

and accreditation requirements are managed and maintained 

for the 12 major IT systems in the USGS portfolio (see 

Appendix II). The IT Security Management Office provides 

overall policy, management, and oversight for the Bureau-level 

information security program on all information systems.

Key tasks for FY2007–2008 include:

Security Certification and Accreditation:

Re-certify USGS major IT systems in accordance with 

prescribed schedules.

Monitor all previously certified and accredited systems 

to ensure ongoing compliance with Federal Information 

Security Management Act mandates. 

Continue to review all systems to ensure that 

certification and accreditation requirements are 

maintained and that the USGS is in full compliance with 

Federal laws and regulations.

Security Operations:

Integrate penetration testing capabilities into the 

monthly assessment program for all IT systems to 

ensure potential vulnerabilities are properly classified 

and corrected appropriate to the threat-level.

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 USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
Develop and implement content management technical 

controls to ensure that information is appropriately 

protected according to classification and managed in 

accordance with requirements for the separation of low-, 

medium-, and high-impact information.

Apply enhanced IT security controls and procedures 

to respond to prevailing threats to the confidentiality, 

integrity, and availability of USGS IT systems and the 

information that they contain.

Through internal scanning of IT systems, provide 

assurance that systems adhere to technical standards and 

Security Technical Implementation Guides (STIGs) and 

that identified vulnerabilities have been corrected.

Objective C: Maintain and Improve the USGS 

Telecommunications Infrastructure. 

The Bureau’s telecommunications infrastructure includes 

data, voice, video, and radio networks, each of which are 

needed to serve the science mission of the USGS. The 

industry direction is for convergence—that is, the use of 

one network for multiple connectivity requirements. In the 

near future, our local area networks (LANs) will transmit 

not only data but also voice and video. USGS Wide Area 

Networks (WANs) already support the many traffic types. 

Past history indicates that, in the next 5 years, traffic volumes 

will increase at about 20 percent per year and data rates will 

increase commensurately to support both new applications 

and the increased volumes, as will the need to integrate the 

technologies supporting data, voice, video, and radio. Many 

developments and technological advancements will occur 

in broadband infrastructure, high-speed LAN systems, 

Internet architecture, wireless communication, and mobile 

applications. These and other emerging technologies will 

be critical in improving telecommunication effectiveness, 

efficiency, and reliability as part of an enterprise architecture 

and it will be essential that the DOI Enterprise Services 

Network (ESN) keep pace and incorporate these technical 

changes to meet customer requirements. One of the key USGS 

telecommunications priorities for FY2007 is the continued 

implementation of the ESN with emphasis on both circuit 

enhancements and Remote Access services. At the end of 

FY2006, the USGS completed one of the ESN implementation 

steps (the three steps are connection, transition, and 

migration) whereby all field offices were transitioned from 

ESN-monitored services to ESN-managed services with full 

24x7x365 support.

Key Tasks for FY2007–2008 include:

Redesign the USGS WAN by “flattening” the network 

from its current dual-homed architecture. Pending 

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funding, by the end of FY2007, the USGS will have 

completed the third step with over 50 percent of its field 

offices migrated to the new network architecture.

By mid-2007, agree to a security approach with DOI 

that both satisfies the DOI security requirements and 

meets the mission needs of the USGS and commence 

the implementation. Complete the Connection 

Approval Process when this security approach has been 

implemented and be formally recognized as connected 

(connection step) to Internet 1 services at the five DOI 

ESN Internet 1 Gateway nodes.

Utilize Department Remote Access and Virtual Private 

Network (VPN) services to avoid duplicate expenditures 

and make the management of the remote access 

sites easier.

Work with the DOI to institutionalize Internet 2 as a 

DOI service for all Bureaus. Promote the inclusion 

of Internet 2 as part of the DOI Working Capital Fund 

(WCF) in FY2008 in the ESN “base” funding.

Establish Voice Over Internet Protocol (VOIP) as the 

preferred solution for USGS field offices requiring 

phone systems and actively work to upgrade field office 

LANs in order to support this converged technology. 

By the end of FY2008, convert over 25 percent of the 

phone systems with VOIP (as of the end of FY2006, this 

conversion was at 3 percent nationwide).

Ensure that all telecommunications components meet 

the OMB IPv6 (Internet Protocol Version 6) mandate 

by June 2008. These components are primarily WANrelated equipment.

Work with DOI on the Networx transition planning of 

voice, data, and video services to the newly awarded 

Networx contracts. This work includes internal DOI 

establishment of selection criteria, consideration of over 

50 Networx services and selection, and drafting of the 

transition/transformation plan to the new services.

Objective D: Maintain and Improve the USGS 

Computing Infrastructure.

The USGS operates hundreds of servers and thousands 

of desktop and laptop computers across the Nation. Different 

parts of the organization currently provide varying levels of 

support (in terms of security, efficiency, and effectiveness) 

for these systems. Institution of Bureauwide services and 

solutions can meet common computer support requirements 

more efficiently and improve performance. Several 

external mandates from DOI also require the USGS to 

implement DOI-wide IT infrastructure solutions. Work 

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IT Strategic Goals and Objectives 
under this objective will enable the USGS to achieve 

DOI-prescribed IT infrastructure maturity levels, as defined 

in the IT Infrastructure Library (ITIL), and meet current 

OMB objectives.

Key tasks for FY2007–2008 include:

Active Directory:

Complete the infrastructure and science center 

migrations of the Active Directory construction phase. 

This task includes the majority of offices in the USGS.

Complete several parallel projects related to increased 

IT security, consistency, and administration. These 

projects include an architecture redesign of Domain 

Name Services and an implementation of common 

Patch and Virus Management and common Change 

and Configuration Management practice using the 

ITIL framework.

Continue to migrate from a decentralized, distributed IT 

organization to one that is consistent, highly efficient, 

and recorded.

Electronic Messaging System: 

Work with and on the Department Electronic Messaging 

System (EMS) team to ensure that the USGS e-mail and 

calendaring requirements are met. Begin planning and 

execution of a project to migrate approximately 13,000 

e-mail accounts to the DOI e-mail standard.

Begin evaluating the migration of other collaborative 

tools and the potential positive and negative impacts of 

this migration on the USGS users.

Homeland Security Presidential Directive 12: 

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Pursue single sign-on capabilities using smart cards. 

Investigate the capabilities of smart cards for digitally 

signing official documents.

Research replacing existing Lotus electronic forms. 

Pursue e-mail encryption in Microsoft Exchange.

Objective E: Develop and Implement IT 

Support Services.

New technologies, enterprise agreements, reporting 

requirements, and a general increase in attention to 

information technology have increased the challenge of 

accurately assessing USGS IT support needs, acquiring and 

managing IT equipment, and monitoring current technology 

developments. In addition, the increasing emphasis of DOI 

and OMB on standardizing IT practices and consolidating 

major IT investments can result in unforeseen restrictions in 

meeting the requirements of the USGS science mission. A 

new suite of IT support services is needed. Work under this 

objective will enable the USGS to achieve DOI-prescribed IT 

infrastructure maturity levels, as defined in the ITIL.

Key tasks for FY2007–2008 include:

Continue to expand the IT Service Desk System 

to support the USGS Eastern, Central, and 

Western Regions.

Broaden the scope of the Service Desk on the basis of 

ITIL best practices to better support internal IT services.

Investigate alternative Service Desk software suites for 

possible acquisition.

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 USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
Strategic Goal 2: Create the Information 

Management and Services Component of the 

Integrated Information Environment.

The objectives supporting this goal focus on the 

management of information created by the USGS, including 

compliance with relevant Federal mandates. Achieving them 

will help reduce the costs and other barriers of acquiring and 

using USGS data and information. The Bureau has worked 

to increase the quality, efficiency and effectiveness of its 

scientific information integration and dissemination services 

to customers. This includes transformational improvements 

in libraries and public information centers, science publishing, 

and public web services. The development of a Natural 

Science Network (NSN) is the overarching objective of this 

goal, supported by objectives addressing the Enterprise Web, 

Records Management, and Publishing.

This Goal links to the following long-term goals from 

DOI IT Strategic Plan: 

Information and Records Management: Create an 

effective knowledge-sharing environment while meeting 

information management standards and requirements.

E-Government: Improve the efficiency and effectiveness 

of DOI business processes.

Objective A: Design, Develop, and Implement 

the Natural Science Network.

The USGS NSN is evolving into a nationally integrated 

network of USGS information and knowledge that can be 

accessed in diverse ways from diverse locations and can 

optimize a user’s personal ability to seek and obtain USGS 

information and products. It encompasses services provided 

by USGS libraries, science information centers, “Ask USGS,” 

and a variety of USGS digital publications.

Key tasks for FY2007–2008 include:

Digital Library:

Increase subscription services, continue to digitize 

holdings, acquire additional databases, purchase a 

link resolver.

Retire some collections, establish a better mechanism 

for tracking resource uses, develop digital library plan or 

approach to plan, develop community of practice.

Knowledge Management: 

Build infrastructure for managing data and knowledge, 

develop phase 2 Frequently Asked Questions (FAQ) 

program, focus on electronic desktop delivery.

Automate e-mail response, enhance web presence with 

portal technology.

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Partnerships: 

Implement Reston Library Advisory Board, link with 

Central Region Library Advisory Board, develop 

national approach to Library Advisory Board.

Revive the library consortium.

Finalize and implement partnership policies with 

National Spatial Data Infrastructure (NSDI) Liaisons 

and USGS science programs.

Staffing: 

Inventory current skills, determine future skills 

requirements, hire national library coordinator.

Acquire technical skills to manage digital assets, align 

people and functions appropriately.

Collapse printing function in Reston Science 

Information and Library Services (SILS), use 

technicians to scan maps.

Telecommunications/Metrics: 

Enhance telecommunication/initiate call center 

and working relationship with infrastructure staff, 

develop inventory of Level 3 experts and Points of 

Contact (POC).

Implement metrics.

Communications: 

Implement communications plans.

Customer Service: 

Implement the three-tier approach for inquiry response; 

establish SILS customer service standards.

Objective B: Develop and Implement the USGS 

Enterprise Web (E-Web).

The web presence of the USGS has evolved over many 

years as a result of the work of many authors and designers. 

The results are often excellent but differ in information 

structure, general usability, navigation strategies and tools, 

content quality, visual identity, accessibility, security, and 

other characteristics (many of which are mandated by Federal, 

Departmental, or Bureau policy). The Enterprise Web (E-Web) 

facilitates the usability, flexibility, and research value of the 

USGS network of public web sites through a consistent set 

of tools and practices that can be used across the Bureau. It 

will provide a common and efficient framework for relating, 

describing, delivering, and managing USGS web content 

and applications and provide a set of services designed to 

overcome traditional technical and organizational barriers to 

integrating information. It will also provide a large proportion 

of the software infrastructure for the NSN.

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IT Strategic Goals and Objectives    
Key tasks for FY2007–2008 include:

Continue security planning, management, and 

certification and accreditation activities for the E-Web 

Enclave and its assets to ensure compliance with FISMA 

requirements and remediation of Plans of Action and 

Milestones (POA&Ms).

Collaborate with Regions to migrate existing web 

hosting services out of Headquarters as appropriate.

Expand the web-hosting services of the National 

Web Server System (NatWeb) to enable web site 

consolidation, development of content management 

capability, and reliability during disasters. 

Develop and begin implementation of a strategy to 

improve the ability to search the USGS web presence. 

Develop the USGS Web Policy Handbook and ensure 

compliance by enhancing the web site infrastructure 

database and establishing the web site registration, 

review, and certification process. 

Establish Bureauwide web development and delivery 

services contracts.

Improve the USGS homepages based on customer and 

stakeholder feedback. 

Provide specialized web assistance to USGS scientists 

and organizations, such as the Cooperative Conservation 

Web Site and USGS Communities of Practice.

Update and redesign the GIO intranet site.

Objective C: Establish a Bureauwide 

Publishing Program.

Procedures for reviewing, publishing, storing, and 

reproducing science products have been developed in different 

ways by different organizational units within the USGS. New 

technologies have created opportunities to reduce the time 

and dollar costs of both publishing and publication storage, 

increase customer service, and improve responsiveness to 

information requests.

Key tasks for FY2007–2008 include:

Complete the implementation of USGS Publishing 

Network as a High Performing Organization as outlined 

in plans submitted to DOI in FY2006. This includes 

measuring and evaluating key financial performance and 

quality of service against established and documented 

performance targets and benchmarks.

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Establish a permanent Executive Steering and Oversight 

Committee and an Advisory Board demonstrating a high 

degree of cooperation among all concerned participants.

Establish interim funding model for FY2007 and move 

to a permanent model required for FY2008 and beyond.

Develop a workforce analysis, including critical 

skills, for Fiscal Years 2008–2012. In the second 

transition year, FY2007, request and offer Voluntary 

Separation Incentive Payment (VSIP) in October 

2006 and offer Voluntary Early Retirement Authority 

(VERA) throughout FY2007. Review workforce 

analysis annually.

Continue technology improvements demonstrating 

increased staff efficiency and processing of USGS 

information products. Deploy and use Information 

Product Data System (IPDS) for processing, workflow 

improvements, and content management and reporting. 

IPDS is also used to support USGS Fundamental 

Science Practices by documenting peer reviews and 

Bureau Approvals.

Maintain and enhance the USGS Publications 

Warehouse, including expansion to all reports authored 

by USGS personnel.

Define and implement publishing workflow and 

methodology to prepare and release USGS information 

products. Convert software for manuscript editing, 

illustrating, and reports layout to standard DOI software 

(MS Office and Adobe Creative Suite).

Objective D: Ensure Bureauwide Implementation 

of Information-Related Federal Laws, 

Regulations, and Guidelines. 

All USGS programs must comply with numerous 

information-related Federal laws, regulations, and guidelines 

that affect all aspects of program planning and implementation 

(see “Legislative and Regulatory Context”). Work under this 

objective will enable the USGS to achieve DOI-prescribed 

information and records management process maturity levels.

Key tasks for FY2007–2008 include:

Plan and administer USGS programs for Privacy, FOIA, 

Section 508, and Information Collection that are in 

compliance with Federal requirements and that will 

enable the USGS to achieve DOI-prescribed information 

process maturity levels.

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 USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
Complete actions necessary to implement the DOI 

FOIA Improvement Plan within USGS.

Collaborate with USGS Science Disciplines to meet 

OMB Requirements for Peer Review.

Objective E: Maintain and Improve a 

Bureauwide Records Management Program. 

USGS records management policies and procedures 

(based on National Archives and Records Administration and 

DOI directives) ensure the preservation of USGS science and 

administrative records in all media and document the USGS 

science legacy as well as its organization, functions, decisions, 

and essential transactions. Protecting the USGS science legacy 

is the critical objective of the Records Program. Work under 

this objective will enable the USGS to achieve DOI-prescribed 

information and records management process maturity levels.

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Key tasks for FY2007–2008 include:

Plan and administer the USGS Records Management 

program to ensure continuing compliance with 

Federal requirements. 

Participate in development of the DOI Electronic 

Records Management Plan. 

Communicate/coordinate with all USGS science and 

administrative programs on their records management 

responsibilities and activities. 

Identify and pursue opportunities to protect the 

USGS science legacy by conducting special records 

management projects throughout the Bureau as 

resources permit. 

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IT Strategic Goals and Objectives 
Strategic Goal 3: Create the Information Policy 

and Governance Component of the Integrated 

Information Environment.

USGS processes and procedures that govern information 

activities are applied at all levels of the organization in all 

programs. New OMB and DOI directives impose additional 

requirements, and compliance requirements increase 

proportionately. Because the true costs and benefits associated 

with information-related activities are difficult to document, 

the USGS is continually revising its approach to planning and 

implementing these objectives, especially the information 

workforce objective. 

This Goal links to the following long-term goals from 

DOI IT Strategic Plan: 

IT Capital Planning: Improve the planning, execution 

and management of IT investments.

IT Workforce Management: Ensure the availability of 

IT human capital capable of meeting the goals and DOI 

mission challenges.

Objective A: Evolve and Develop New 

Information Policies and Procedures.

This objective addresses the need for more uniform, 

consistent, and enforced policies in several key areas. The 

Bureau has established processes and procedures for IT capital 

planning and investment control; has attained Level 2 of 

the GAO Information Technology Investment Management 

(ITIM) Maturity Model; and anticipates being at 50 percent 

completion of Level 3 by the beginning of FY2007.

Key tasks for FY2007–2008 include:

Continue to lead the Bureau’s IT Capital Planning 

efforts, including IT investments activities, and reach 

ITIM level 3. 

Collaboratively begin implementation of USGS 

Fundamental Science Practices policies.

Objective B: Assess, Plan for, and Develop the 

Future USGS Information Workforce.

The USGS information workforce is distributed across all 

science disciplines, programs, and regions. Portions of it have 

evolved through explicit planning, but, in many other cases, it 

is the result of short-term needs and the unique requirements 

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of individual programs or projects. More information is 

needed about the range of current skills (including those that 

may be lost though retirement) and the types and numbers 

needed to support science and administrative programs over 

the next 5 years. Work under this objective will enable the 

USGS to achieve DOI-prescribed maturity levels as defined in 

the GAO Human Capital Capability Maturity Model.

Key tasks for FY2007–2008 include:

Develop a skills-and-interest database for USGS 

information professionals. Consult with USGS science 

program staff to develop short-term (2- to 5-year) 

forecasts of information skills needed to support science 

program objectives.

Develop a USGS Information Workforce Plan, 

addressing recruitment, training, retention, and 

relationships with colleges and universities, that reflects 

both traditional and evolving science information needs.

Assess the impact of and develop, if necessary, 

competitive sourcing strategies for information 

functions.

Participate in Federal Chief Information Officer Council 

IT Skills Assessment Survey.

Objective C: Develop and Implement 

Performance Measures for Information-Related 

Activities.

Requirements to document the amount of resources 

(funding and staffing) applied to information technology 

activities and to demonstrate their value through performance 

measures are increasing. Activities under this objective will 

develop a more comprehensive view of the resources used and 

benefits obtained.

Key tasks for FY2007–2008 include:

Develop and implement meaningful IT 

performance measures. 

Complete customer identification, evaluation, and 

satisfaction surveys on a regular basis. 

Investigate methodologies to document benefits 

to customers as a result of faster, easier, and more 

integrated information access.

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10 USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
Strategic Goal 4: Create the Environmental 

Information Science Component of the 

Integrated Information Environment.

USGS scientists face significant challenges in seeking 

to understand, model, and predict complex environmental 

systems and processes. Many of these challenges stem from 

the complexity, multidimensionality, and nonlinearity of the 

systems and processes they study and from the collection, 

analysis, and management of the data and information 

representing these systems and processes. Recognizing these 

challenges, the USGS identified Environmental Information 

Science (EIS) as one of its eight “Future Science Directions.” 

EIS refers to the development and application of approaches 

that integrate natural, computer, and information sciences to 

address key research questions. Individual USGS scientists 

in different disciplines are already applying advanced 

information science techniques to help address specific natural 

science questions. Providing a Bureauwide forum for this 

subject and developing a long-term EIS research agenda for 

the Bureau can help leverage these independent ongoing 

activities, increase opportunities to share new techniques 

and approaches across science programs and disciplines, and 

stimulate development of new EIS research partnerships with 

other organizations.

This Goal supports USGS science activities under 

the Resource Use, Resource Protection, and Serving 

Communities mission areas of the DOI GPRA Strategic Plan. 

Objective A: Develop a Long-Term 

Environmental Information Science Research 

Agenda for the USGS.

This activity will bring together multiple disciplines 

and scientists from the USGS, other DOI Bureaus, and 

other organizations to discuss the scope and priorities 

of an EIS research agenda. This objective responds to a 

key recommendation of the USGS EIS Future Science 

Direction plan.

Key tasks for FY2007–2008 include:

Sponsor, develop, and conduct a workshop on 

information science and a USGS information science 

research agenda. 

Objective B: Sponsor Information Science 

Workshops or Conferences.

This objective will help provide opportunities for 

scientists and information professionals to share information 

on existing EIS activities and to foster an EIS community of 

practice within the organization.

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Key tasks for FY2007–2008 include:

Sponsor, develop and conduct workshops on:

Modeling (second all-USGS workshop);

Initial planning for a second Science Information 

Management workshop for 2008.

Publish Proceedings of FY2006 Science Information 

Management Workshop.

Objective C: Develop Bureau-Level Scientific 

Information Infrastructure to Enhance Analysis 

and Modeling Capabilities.

This objective is aimed at providing a steadily improving 

set of IT capabilities for professionals in the natural sciences. 

It will build on and leverage work already underway in 

individual USGS science programs, such as the Knowledge 

Bank in the Coastal and Marine Geology Program or the 

Modular Modeling activity in the Water Discipline’s National 

Research Program. Activities under this objective will 

increase awareness of existing capabilities, develop consensus 

recommendations for development of enhanced scientific 

computing infrastructure, and provide automated library-like 

services to help facilitate the sharing of successful techniques 

and capabilities across projects, programs, and disciplines. 

These efforts will be coordinated by the EIP, in collaboration 

with the science programs. Target areas will evolve through 

this collaboration but will likely address topics such as: 

Decision Support Tools and Systems 

Integrated access to multiple distributed databases

Modeling Infrastructure, including distributed data, 

models, and processing

Digital Libraries

Geosciences Network (GEON), Grid Computing, and 

High Performance Computing

Enterprise GIS

Key tasks for FY2007–2008 include:

Continue development of the myUSGS portal to provide 

assistance and support for the USGS Science Thrusts, 

regional projects, and science programs.

Develop and implement Communities of Practice web 

site and collaboration tools.

Develop criteria and processes to more effectively 

respond to field requests for assistance with integrated 

information planning and stewardship.

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IT Strategic Goals and Objectives 11
Appendix I. DOI’s Response to M–06–02 Improving Public Access to and 

Dissemination of Government Information Using the FEA Data Reference Model

BIA provides education services to approximately 48,000 

Indian students. 

The Bureau of Land Management (BLM), an agency within 

the U.S. Department of the Interior, administers 262 million 

surface acres of America’s public lands, located primarily in 

12 Western States. The BLM sustains the health, diversity, and 

productivity of the public lands for the use and enjoyment of 

present and future generations.

The Bureau of Reclamation is the largest wholesale water 

supplier and the second largest producer of hydroelectric 

power in the United States, with operations and facilities in 

the 17 Western States. Its facilities also provide substantial 

flood control, recreation, and fish and wildlife benefits. The 

mission of the Bureau of Reclamation is to manage, develop, 

and protect water and related resources in an environmentally 

and economically sound manner in the interest of the 

American public.

The Minerals Management Service (MMS), an agency of 

the U.S. Department of the Interior, manages offshore oil and 

gas exploration as well as renewable and alternative energy 

sources such as wind, wave, and solar on 1.76 billion acres 

of the Outer Continental Shelf (OCS) while protecting the 

human, marine, and coastal environments. The OCS provides 

30 percent of oil and 21 percent of natural gas produced 

domestically, and sand used for coastal restoration. MMS 

collects, accounts for, and disburses mineral revenues from 

Federal and American Indian lands, and contributes to the 

Land and Water Conservation Fund and other special use 

funds, with fiscal year 2005 disbursements of approximately 

$9.9 billion and more than $153 billion since 1982.

The National Park Service (NPS) preserves unimpaired the 

natural and cultural resources and values of the national park 

system for the enjoyment, education, and inspiration of this 

and future generations. The Park Service cooperates with 

partners to extend the benefits of natural and cultural resource 

conservation and outdoor recreation throughout this country 

and the world.

The Office of Surface Mining (OSM) is the lead Federal 

agency for carrying out the mandates of the Surface Mining 

Control and Reclamation Act (SMCRA). The goal of SMCRA 

is to protect society and the environment from the adverse 

effects of surface coal mining operations.

On December 16, 2005, the Office of Management and 

Budget released OMB M–06–02 : Improving Public Access 

to and Dissemination of Government Information Using the 

FEA Data Reference Model. The guidance indicates that 

“cost-effective and consistent access to and dissemination of 

government information is essential to promote a more citizencentered government.” The memorandum identifies procedures 

to organize and categorize information and make it searchable 

across agencies to improve public access and dissemination 

and discusses using the Federal Enterprise Architecture 

Data Reference Model (DRM). Agencies must continue 

to review the performance and results of their information 

dissemination program. 

In compliance with the requirements set forth in OMB 

M–06–02, the Department of the Interior developed the 

following description of its models to assist in dissemination 

activities and the review process.

Web Component of the Department of the 

Interior’s Information Dissemination

DOI Mission

The U.S. Department of the Interior (DOI) protects 

and manages the Nation’s natural resources and cultural 

heritage; provides scientific and other information about 

those resources; and honors its trust responsibilities or special 

commitments to American Indians, Alaska Natives, and 

affiliated Island Communities.

Information Dissemination Across DOI Bureau

The Department is organized into eight Bureaus and 

many Offices. Each fulfills one or more key elements of the 

DOI mission. Each Bureau disseminates information to the 

general public and to unique customer user communities that 

relate to each Bureau’s mission.

The Bureau of Indian Affairs (BIA) responsibility is the 

administration and management of 55.7 million acres of land 

held in trust by the United States for American Indians, Indian 

tribes, and Alaska Natives. There are 561 federaly recognized 

tribal governments in the United States. Developing 

forestlands, leasing assets on these lands, directing agricultural 

programs, protecting water and land rights, and developing 

and maintaining infrastructure and economic development 

are all part of the agency’s responsibility. In addition, 

12 USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
The mission of the U.S. Fish & Wildlife Service (FWS) is 

to work with others to conserve, protect, and enhance fish, 

wildlife, and plants and their habitats for the continuing 

benefit of the American people. 

The U.S. Geological Survey (USGS) serves the Nation by 

providing reliable scientific information to describe and 

understand the Earth; minimize loss of life and property 

from natural disasters; manage water, biological, energy, and 

mineral resources; and enhance and protect our quality of life.

There are five key goals supported by all Bureaus and 

Offices for which information is provided across various 

Bureaus and programs. These include:

Resource Protection—Protect the Nation’s natural, 

cultural, and heritage resources

Resource Use—Manage resources to promote 

responsible use and sustain a dynamic economy

Recreation—Provide recreation opportunities 

for America

Serving Communities—Safeguard lives, property and 

assets, advance scientific knowledge, and improve the 

quality of life for communities we serve 

Management Excellence—Manage the Department 

to be highly skilled, accountable, modern, functionally 

integrated, citizen-centered and result-oriented

The DOI, comprised of its Bureaus and Offices, is 

committed to cost-effective and consistent access to and 

dissemination of government information. This is essential 

to promote a more citizen-centered government and accurate 

user-friendly information. 

To achieve the goals of organizing and categorizing 

government information and making it searchable across 

agencies to improve public access and dissemination, 

the Department of the Interior is engaged in the 

following initiatives: 

DOI Web Standards Handbook – (386 DM3 HB-1) 

of February 21, 2006—a comprehensive document 

available Department-wide which establishes web 

standards along with organizational roles and 

responsibilities; requirements mandated by Federal laws 

and regulations, policies on authenticity and branding; 

document type definition standards; and customer focus.

Taxonomy – A number of Bureaus in the Department 

have developed taxonomies of their information, 

identifying and categorizing their information into 

groups. These taxonomies enable the consumers of their 

content to more easily locate a particular type of content 

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based on its categorization through Meta Data and 

enabling Key Word searches.

RRS feeds—A number of our Bureaus and Offices 

have implemented RSS as a method to inform the 

consumers of its information on new or updated content 

on a real-time basis. The U.S. Geological Survey 

has implemented RSS for Earthquake, Landslides, 

and Volcano alerts greatly improving not only the 

availability of the information, but also the time it takes 

to reach the consumer.

Content Management

Enterprise Content Management Systems—Several 

Bureaus and Offices have implemented or are in 

the process of implementing content management 

systems which manage and organize web sites and 

web content, and make it easier for web information 

content providers to maintain web pages without 

having to learn web programming.

Templates—Use of web page templates to promote a 

common interface and navigation makes it easier for 

users to find information on departmental web sites, 

i.e., they don’t have to spend time “learning” a new 

interface.

Implementing the Platform for Privacy Preferences 

Project (P3P) that enables web sites to express 

their privacy practices in a standard format that can 

be retrieved automatically and interpreted easily 

by user agents.

Consumer Identification—A number of the Bureaus 

and Offices have conducted detailed studies to more 

accurately identify the consumers of their information 

and the needs of that consumer. This information then 

enables the Bureau to more accurately provide the right 

types of information to the right consumer through the 

right channel in the right amount of time.

Web Review and Certification—An annual review of 

departmental web sites ensures that the public has access 

to up-to-date, accurate information.

Quarterly Web Inventory Baseline

User community Focus Groups

Search—Key to discoverability is the consumer’s 

ability to locate the exact type of information they are 

interested in. Many of the Bureaus in the Department of 

the Interior have invested and implemented improvement 

to their search engines which provide greater relevancy, 

increased content, and reduced search times.

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Appendix I 13
Web site and Server Consolidation—DOI Bureaus 

and Offices were early adopters of the Internet and 

web technologies to disseminate information. Many 

web sites were created by content providers eager to 

make information available to DOI partners and the 

public. As technology matures, the DOI is actively 

consolidating and streamlining web sites to drive 

efficiency, reduce costs, and simplify information 

discovery and dissemination. Servers are also being 

consolidated and relocated to centralized data centers for 

efficiency, security, and reliability.

Results of the Department of the Interior’s 

Information Dissemination Program Review

Information Dissemination takes place on many levels 

at the Department of the Interior. As noted above, the 

Department’s broad, multi-faceted mission and geographically 

dispersed services and programs are responsible for 

maintaining and improving the Nation’s natural and cultural 

resources, economic vitality, and community well being. 

Information pertaining to these programs and services is 

varied and our 70,000 employees and 200,000 volunteers 

deliver programs through partnerships and cooperative 

relationships that engage and invite citizens, groups, and 

businesses to participate. This citizen-centered approach 

leverages the Department’s activities, which include: 

Managing one in every five acres of land in the 

United States.

Operating 388 national parks and 545 national 

wildlife refuges.

Managing lands and waters that generate one-third of 

the Nation’s domestic energy supply.

Operating over 800 dams and irrigation facilities.

Serving American Indians, Alaska natives, and affiliated 

island communities.

Providing scientific information to advance knowledge 

of our surroundings.

Working with States to restore abandoned mine land 

sites and protect communities.

The core responsibility of the Department is to maintain 

the resources in its charge and to provide services to those 

who use or rely on them, such as: park visitors, wildlife 

watchers and hunters, stockmen and miners, Tribes and 

individual Indians, farmers, and electric power users. While 

the Department is committed to ensuring the public has access 

to the information it is entitled to under the law, we have an 

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obligation to protect the Nation’s resources in accordance 

with our mission. Because of the diversity of services and 

programs through our Bureaus, offices and mission areas 

information is intended to reach a variety of customers 

and citizens and to further the mission of each area most 

effectively. As a result, Bureaus are charged with managing 

the dissemination of this information across various channels.

Content of materials published via the internet is 

managed at the Bureau and office level through the web 

publishing schedules that maintain and control release and 

maintenance of information made available on the web. 

Web managers and the web management teams within 

these offices maintain the schedules, working with their 

Bureau organizational structure and approval levels. The 

web publishing schedules are maintained by each Bureau in 

accordance with stipulations and standards established in the 

Web Handbook (386 Departmental Manual DM3 HB–1, of 

February 21, 2006). Furthermore, material posted on the web 

is examined to avoid posting any non-public information on 

individuals. Web pages are developed with E-Government 

Act of 2002 privacy requirements and OMB web privacy 

guidelines (see OMB Memoranda M–03–22, M–00–13, and 

M–99–18, and Office of the Chief Information Officer (OCIO) 

Directives 2005–009 and 2001–001) and scanned routinely for 

compliance. Web scans also review compliance with Section 

508 of the US Rehabilitation Act, Freedom of Information Act 

(FOIA) requirements, and other web maintenance standards.

With respect to quality of information standards, The 

Department (DOI) is in compliance with the February 2002 

guidance issued by the Office Management and Budget 

(OMB) requiring all Federal agencies to issue and implement 

Information Quality Guidelines. These guidelines ensure 

the quality, objectivity, utility, and integrity of information 

disseminated by DOI’s Bureaus and offices. In compliance 

with the guidelines, DOI and its Bureaus and offices provide 

a venue for the public to challenge and seek correction of 

information disseminated, and Bureaus and offices have a 

procedure in place to address these challenges.

In addition, DOI responded to the December 2004 

bulletin issued by OMB requiring all agencies to implement 

a system of peer review for all scientific information 

published in the public domain. This same bulletin issues a 

procedure for publishing information on the web, including 

a requirement that these web pages be easily recognizable 

and accessible to the public. DOI is in compliance with 

this requirement.

The Research and Development Committee that reports 

to the Secretary of the Interior through the Senior Science 

Advisor, also addresses information quality issues identified 

through quarterly reviews conducted by the OCIO. The 

Committee is composed of Bureau representatives who 

oversee this process on an on-going basis and work in 

collaboration with the OCIO and Department web manager to 

assure compliance.

14  USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
The Department also manages E-government projects 

and the information disseminated in these areas. For example, 

under the Recreation One-Stop program an interagency 

team was used to determine content to be disseminated to 

the public via Recreation.gov. The RecML data standard 

was developed through this process, which included many 

discussions in 1999–2003, which also involved state, local, 

and non-government recreation managers including two public 

meetings in 2002 to clarify user requirements and refine the 

feasibility of maintaining the data for years to come. As a 

result, the program offers public domain data about Federal 

recreation sites to everyone for re-use on other web sites and 

publications, focusing on accurate and consistent information 

about Federal recreation sites. The Recreation Information 

Data Base (RIDB) now offers data exchange via web 

services, so other organizations can access and disseminate 

the same data about Federal recreation sites through various 

other channels.

Bureaus and offices also monitor and inventory web sites, 

scanning for content reviews against the publication schedules 

established. The OCIO is responsible for developing 

regulations, guidelines, procedures, and coordinating 

standards which were developed by the Departmental Web 

Council (DWC). This Council has met routinely, with 

representation of both the Bureau Information Technology 

(IT) web management areas as well as representatives from 

the various Bureau and Departmental Office of Public Affairs 

as a chartered group established under the E-Government 

Team. The DWC provides a forum for sharing best practices, 

evaluating web tools and providing oversight and technical 

assistance for the Department’s web programs, currently 

focusing on issues identified by the ITMC, E-gov Team, as 

well as general direction of the CIO.

The Office of Communications provides oversight 

and guidance regarding press releases and information 

disseminated to the public directly from the Secretary. 

Procedures that pertain to maintaining the continuing 

responsibility of keeping constituencies and the general public 

informed of the Department’s many programs and activities 

(including news releases, speeches, audio visual productions, 

publications and articles). The overall responsibility for 

assuring adherence to this information posture rests with 

OCO, which coordinates the general information activities of 

all Bureaus and Offices of the Department.

DOI Plan to Reduce the Gaps in the 

Performance and Results of Your 

Information Dissemination Program

Through this management and oversight structure, the 

Department Bureaus and Offices maintain the information 

dissemination standards established through the processes 

outlined above. The review processes established for each 

of these areas provides a means of determining gaps in 

performance and recommendations to address key issues. For 

example, the DWC currently plays an active role in addressing 

matters of pressing concern and bringing recommendations 

to the attention of the IT Management Council, E-Gov Team, 

and other management oversight boards for consideration. 

This body maintains the Web Handbook, and addresses 

Public Affairs concerns through the membership represented 

on the Council.

Bureau and Office web managers and their web 

management teams monitor their presence on the web through 

the various means noted above and conduct customer usability 

studies or surveys that may also highlight areas for attention 

or remedial action. The ITMC and other governance boards 

continuously review the requirements in this area as issues 

arise and the need for working groups or teams are required to 

provide guidance and ensure compliance. Bureaus maintain 

oversight of their information dissemination processes as 

noted, and are charged with compliance under the established 

Departmental Manual polices. Accordingly, the Department 

plans to continue use of scanning, inventory, compliance 

monitoring, and other web management techniques as well 

as continued oversight by the Public Affairs and business 

program managers over content as appropriate to maintain 

the performance and results in the overall information 

dissemination process.

Appendix I 15
Appendix II. List of USGS Major IT Systems that are Certified and Accredited

(PRUS) as well as interfaces between the FFS and BASIS+, 

FPPS, IDEAS, MAXIMO, Travel Manager, USGS Self 

Service Store, Space Management, Property Management, 

Vehicle Management and other related financial management 

applications, whether mainframe, networked, stand alone or 

web based.

Infrastructure— 

Infrastructure refers to the framework of hardware, software, 

data, policies, procedures, and people that support the 

collecting, sharing, serving, delivery and archiving of 

information across the USGS, including, but not limited 

to, operating systems, databases, data interchange, network 

services, network management, and user interfaces. The basis 

for a common infrastructure is identifying core capabilities 

that have common applications that enable exchange of data 

and data formats transparently across the USGS. 

Inventory Property Management— 

The Inventory Property Management security system refers 

to the framework of hardware, software, data, policies, 

procedures and staff that manage systems dealing with 

property for the USGS. These system track real property, 

rental property, and facilities and other issues pertaining 

to property.

Telecommunications (USGS)— 

The Telecommunications security system refers to the 

framework of telecommunications assets supporting the 

USGS mission.

Landsat Ground System— 

The Landsat Project is a joint initiative of the USGS and the 

National Aeronautics and Space Administration (NASA) 

to collect and utilize images of the Earth using a series of 

satellites. NASA developed and launched the satellites; the 

USGS continues to manage flight operations, maintenance, 

reception, processing, archiving, and distribution of data. 

The primary objective of the Landsat Project is to ensure a 

collection of consistently calibrated imagery of the Earth’s 

landmass, coastal boundaries, and coral reefs and to ensure 

that the data acquired are of maximum utility in supporting 

the scientific objectives of monitoring changes in the Earth’s 

land surface and associated environment. Image data from 

satellites, such as the Landsat series, are one of the most 

efficient, cost-effective sources of essential geospatial 

information for the scientific and operational land and resource 

management communities. Image data are used to manage the 

Earth’s natural resources, carry out national security functions, 

and plan many other activities of scientific, economic, and 

social importance, such as tracking the progress of wildland 

fires and changes in crop conditions. Image data are made 

Advanced National Seismic System—

The USGS is modernizing and integrating its legacy seismic 

networks into a single Advanced National Seismic System 

(ANSS) and augmenting this system with critically needed 

strong motion monitoring of seismic energy in at-risk urban 

areas across the United States. The ANSS will be capable 

of providing real-time information on the distribution and 

intensity of ground shaking to emergency response officials 

so that they can more rapidly assess the full impact of a 

significant earthquake and speed disaster relief to the areas 

that need it most. ANSS will also provide engineers and 

building code developers with the information they need to 

improve building design standards and engineering practices 

to mitigate the impact of future earthquakes. A complete 

summary of the ANSS and associated goals can be found at: 

http://pubs.usgs.gov/circ/c1188/.

Enterprise Web— 

The USGS Enterprise Web project is developing the 

capabilities necessary to ensure the availability of reliable, 

easily understandable and navigable secured public web 

sites that are carefully organized, designed, and equipped 

to help customers find, get, and use the USGS’s vast array 

of natural science data and information products quickly, 

efficiently, and in a manner that meets their needs. It is based 

on a fully integrated information architecture framework and 

a supporting graphical design that carefully aligns USGS 

scientific information and applications with a suite of key 

common services, including search, product delivery, and 

customer service. Availability and fast access will be assured 

through development of and reliance on an underlying 

infrastructure of secure, failure-resistant web-hosting systems 

and services. In addition to its role in providing better 

service to customers and the public, the Enterprise Web will 

fully support Bureau science activities. The capabilities of 

the Enterprise Web include tools and techniques to better 

organize, describe, classify, characterize, manage, and deliver 

the content of some 300 web sites (containing over 500,000 

“pages” of information) and 40 online databases. Several 

tools that either are being or have been developed will be 

integrated into a “tool box” to assist USGS science programs 

and supporting groups to upgrade their existing web sites to 

enterprise standards.

Financial Management (USGS)— 

Financial Management (USGS) supports financial 

management systems by providing analysis, design, 

development, testing, implementation, documentation, user 

training, operations, maintenance, and user support. These 

systems include the USGS Federal Financial System (FFS) 

application and financial management aspects of related 

subsystems such as the FFS+, FFS Inventory and Fixed Assets 

Subsystems, and the Personnel Resources Utilization System 

16  USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
available to governmental agencies and to the general public 

for a nominal fee via the Landsat Project web site.

National Biological Information Infrastructure— 

The National Biological Information Infrastructure (NBII) is 

building a community of producers of reliable, high-quality 

biological information to support a range of consumers and 

a variety of uses. These biological information contributors 

represent all economic sectors including Federal, State, 

local, and tribal government agencies; academic institutions; 

nongovernment organizations; and private industry. The 

biological databases, information products, sources of 

biological expertise, biological resource links, and analytical 

tools developed and (or) maintained by NBII contributors 

are made available to biological information consumers for 

systematic discovery, organization, and storage of, and access 

to scientific data and information from these diverse sources.

National Map Reengineering Project— 

Geographic information is an essential tool for land and 

natural resource management, economic and community 

development, and health and security services. A common 

set of current, accurate, and consistent basic information that 

describes the Earth’s surface and locates features is the starting 

point for most geographic activities. The National Map will 

be a composite of continuously maintained basic geospatial 

data for the United States and its territories and will serve 

as the Nation’s topographic map for the 21st century. The 

National Map, which will be developed and operated through 

extensive, sustainable partnerships and business arrangements 

with other organizations, will be a data foundation to which 

additional data, both public and private, would be tied. It will 

contain sufficient detail to support national, regional, and local 

activities. Guaranteed availability of The National Map will 

allow Federal agencies to concentrate on data unique to their 

mission needs and avoid expending resources to find, develop, 

and integrate basic geospatial data each time they are needed. 

The proposal for The National Map Reengineering Project 

describes the plan to provide the information technology and 

infrastructure to implement the vision of The National Map in 

order to meet national needs for basic geospatial data.

National Water Information System— 

The USGS investigates the occurrence, quantity, quality, 

distribution, and movement of the surface and underground 

waters that constitute the Nation’s water resources. The 

National Water Information System (NWIS) is both a 

workflow application and a long-term database for national 

records of ground-water quality and levels and surfacewater quality, flow, stage and discharge. Therefore, it 

must be managed and maintained as a national archive of 

data. USGS personnel in all 50 States plus Puerto Rico and 

Guam use NWIS for the collection/acquisition, processing, 

review, storage, and dissemination of data. Data that are 

quickly and easily available from NWIS are essential to the 

implementation and successful completion of a broad range 

of interpretive studies addressing ground-water, surfacewater, water-quality, and water-use issues that are critical to 

USGS partners in local, State, tribal, and Federal government. 

For example, the hydrologic data stored and made available 

by NWIS are used not only for determining the adequacy 

of water supplies but also for implementing flood-warning 

systems; designing dams, bridges, and flood control projects; 

allocating irrigation water; locating sources of pollution; 

planning for energy development; and investigating the 

contamination potential of water supplies through natural and 

human influences. NWIS’s real-time data-processing features 

enable data transmitted via satellite or other telemetry to be 

processed, screened for outliers and made publicly available 

from the NWIS web site 5 to 10 minutes after transmission. 

NWIS is a steady-state system with no expected ending date.

Office Automation General— 

The Office Automation General Security system refers to the 

framework of hardware, software, data, policies, procedures, 

and people that support the desktops, virus updates, local area 

networks, and servers supporting the overall USGS mission.

Office Automation Specialized —The Office Automation 

Specialized Security system refers to the framework of 

hardware, software, data, policies, procedures and people that 

support the specialized hardware and software needed to meet 

special requirements of the USGS mission.

Appendix II 17
This table shows the total USGS IT investment portfolio as of FY2006. This information is taken from the USGS portion of the Exhibit 53 for DOI. Total 

investment for each system is divided into Development, Modernization, and Enhancement (DME) and Steady State (SS) operations. Those systems shown in 

bold are major (Exhibit 300) investments (dollars in millions).

Investment Title 2006 DME SS 

Agency Total IT Investment Portfolio 127.036 22.915 104.121

Part 1. IT Systems by Mission Area 59.854 18.458 41.396

Financial Management 1.583 0 1.583

FFS 1.583 0 1.583

FBMS 0 0 0

Resource Use 1.055 0 1.055

MRDS 0.38 0 0.38

NCRDS 0.675 0 0.675

Serving Communities 54.126 17.958 36.168

ANSS 8.02 3.144 4.876

NBII 5.012 0 5.012

NWIS 7.1 0 7.1

The National Map Reengineering Project 9.134 6.714 2.42

Landsat 16 0 16

LDCM 8.1 8.1 0

GOS 0.76 0 0.76

Management 3.09 0.5 2.59

BASIS+ 1.6 0 1.6

IDEAS 0.708 0 0.708

Quickhire 0.282 0 0.282

FMS 0.5 0.5 0

Disaster Management 0 0 0

Part 2. IT Infrastructure and Office 63.774 3.658 60.116

Computing Services: Desktop Hardware and Software 10.744 0 10.744

Computing Services: Desktop Hardware and Software - Microsoft Enterprise 1.5 0 1.5

Computing Services: Desktop Hardware and Software - Hardware Enterprise 5.202 0 5.202

Computing Services: Application Services 6.697 0 6.697

Appendix III. FY2006 USGS IT Investment Portfolio (as of August 14, 2006)

18  USGS Information Technology Strategic Plan: Fiscal Years 2007–2011
This table shows the total USGS IT investment portfolio as of FY2006. This information is taken from the USGS portion of the Exhibit 53 for DOI. Total 

investment for each system is divided into Development, Modernization, and Enhancement (DME) and Steady State (SS) operations. Those systems shown in 

bold are major (Exhibit 300) investments (dollars in millions).

Investment Title 2006 DME SS 

Computing Services: Data Center 1.509 0 1.509

Communications Services: WAN 2.402 0.72 1.682

Communications Services: WAN - ESN 2.766 0 2.766

Communications Services: LAN 4.794 0.462 4.332

Enterprise Active Directory 1.4 0.4 1

Communications Services: Voice 13.535 0.804 12.731

Communications Services: Video 0.758 0 0.758

Electronic Work Environment: Messaging and Collaboration 3.64 0.25 3.39

Cross-Cutting Categories and Services: Security - IT Security Program 4.703 0 4.703

Cross-Cutting Categories and Services: Security - C&A Program 1.597 0 1.597

Cross-Cutting Categories and Services: Security - IT Security Program - Bureau C&A 0.1 0 0.1

 E-Authentication (Partner) 0.952 0.952 0

Cross-Cutting Categories and Services: Security - IT Security Program - HSPD-12 0.07 0.07 0

USGS - Cross-Cutting Categories and Services: Security - Symantec 0.117 0 0.117

USGS - Cross-Cutting Categories and Services: Software Engineering - ESRI Enterprise 1.288 0 1.288

USGS - Cross-Cutting Categories and Services: IT Asset Management 0 0 0

Part 3. Enterprise Architecture & Planning 3.408 0.799 2.609

USGS - Enterprise Web (EWEB) 2.663 0.799 1.864

USGS - Capital Planning 0.425 0 0.425

USGS - Enterprise Architecture 0.32 0 0.32

Appendix III. FY2006 USGS IT Investment Portfolio (as of August 14, 2006)

Appendix III 19
USGS Information Technology Strategic Plan: Fiscal Years 2007–2011—Circular 1304