EXECUTIVE OFFICE OF THE PRESIDENT

OFFICE OF MANAGEMENT AND BUDGET

WASHINGTON, D.C. 20503

 

November 10, 2010 

M-11-03 

MEMORANDUM TO HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES

FROM: Vivek Kundra 

 Federal Chief Information Officer

 

SUBJECT: Issuance of OMB Circular A-16 Supplemental Guidance 

Data-management, and particularly geospatial data-management, is one of the essential 

components for addressing the management of the business of government and for supporting the 

effective and economical use of tax dollars. It is, however, susceptible to constant renewal, 

information quality, and information management challenges. A portfolio-centric model cures the 

single agency, stovepipe model by applying consistent policy, improved organization, better 

governance, and understanding of the public to deliver outstanding results. 

 The Office of Management and Budget (OMB) Circular A-16, “Coordination of 

Geographic Information and Related Spatial Data Activities,” provides for improvements in the 

coordination and use of spatial data, and describes effective and economical use and management 

of spatial data assets in the digital environment for the benefit of the Federal Government and the 

Nation. This Supplemental Guidance document further defines and clarifies selected elements of 

OMB Circular A-16 to facilitate the adoption and implementation of a coordinated and effective 

Federal geospatial asset management capability that will improve support of mission-critical 

business requirements of the Federal Government and its stakeholders. 

 This updated guidance is effective for agencies to use immediately through coordination 

with the Federal Geographic Data Committee. Please contact egov@omb.eop.gov and have the 

term “A-16 Supplemental” in the subject line of the email if you have any questions regarding 

this guidance.

Attachment
 

GEOSPATIAL LINE OF BUSINESS

OMB CIRCULAR A–16 SUPPLEMENTAL GUIDANCE

NOVEMBER 10, 2010
Contents 

Page

1. Introduction 3

2. Elements of the National Geospatial Data Asset Portfolio 9

3. Portfolio Management of National Geospatial Data Assets 12

4. Roles and Responsibilities Pursuant to OMB Circular A–16, Section 8 20

5. National Geospatial Data Asset Portfolio Investment Strategy 27

Appendix A. Acronyms 33
3 

1. Introduction 

1.1. Background and Purpose

The Office of Management and Budget (OMB) Circular A-16, “Coordination of Geographic Information 

and Related Spatial Data Activities” (revised 2002)1, provides for improvements in the coordination and 

use of spatial data, and describes effective and economical use and management of spatial data assets in 

the digital environment for the benefit of the government and the Nation. This Supplemental Guidance 

document further defines and clarifies selected elements of OMB Circular A-16 to facilitate the adoption 

and implementation of a coordinated and effective Federal geospatial asset management capability that 

will improve support of mission-critical business requirements of the Federal Government and its 

stakeholders. Its primary focus is on geospatial data as a capital asset. It provides the foundation for a

portfolio management approach to a National Geospatial Data Asset (NGDA) Portfolio comprised of

National Geospatial Data Asset Themes (NGDA Themes) and their associated National Geospatial Data 

Asset Datasets (NGDA Datasets)2. NGDA Themes are synonymous with OMB Circular A-16 Themes3

Data management and particularly geospatial data management is one of the essential components for 

addressing the management of the business of government and for supporting the effective and 

economical use of tax dollars. It is, however, susceptible to constant renewal, information quality, and 

information management challenges. A portfolio-centric model cures the single agency stovepipe model 

. 

The balance of this Supplemental Guidance speaks to NGDA Portfolio management in the context of 

the NGDA Themes and their associated NGDA Datasets and sets forth a systematic process whereby

both within-theme and crosscutting portfolio management enables direct performance toward a shared 

enterprise-wide “target state” that optimizes the value of the NGDA Portfolio. 

 

1 The complete text of OMB Circular A-16 (2002) can be found at http://www.whitehouse.gov/omb/circulars/a016/a016_rev.html 2 A NGDA Dataset is defined as a geospatial dataset that has been designated as such by the FGDC Steering Committee and 

meets at least one of the following criteria: Supports mission goals of multiple federal agencies; statutorily mandated; Supports 

Presidential priorities as expressed by Executive Order or by OMB. 3 An A-16 Theme is defined as representations of conceptual topics describing digital spatial information for the Nation. Themes 

contain associated datasets (with attribute records and coordinates) that are documented, verifiable, and officially designated to 

meet recognized standards. A theme contains one or more datasets of geographic information to be used in common and from 

which other datasets can be derived. Themes are listed in OMB Circular A–16.
4 

by applying consistent policy, improved organization, better governance, and understanding of the 

electorate to deliver outstanding results.

Portfolio management is the process of tracking, maintaining, expanding, and aligning assets to address 

and solve the business needs of an enterprise. Portfolio management approaches include a number of

components: 

• Strategic portfolio planning;

• Coordinated development and resource pooling; 

• Established goals and performance measures, indicating the benefits of each asset investment, 

and how it contributes to the overarching goals (particularly completion/renewal) of the 

portfolio;

• Investment selection criteria; and

• Processes for reviewing the health of, and return on, asset investments that inform investment

decisions, redistribution of resources, management of issues and mitigation of risks to the 

portfolio.

Each NGDA Theme consists of a related group of NGDA Datasets selected from a larger, constantly 

changing universe of geospatial datasets because they meet the inclusion criteria for the NGDA Theme. 

The overall assets involved include geospatial data, funding, infrastructure, hardware, software, personnel, 

applications, services, and products4

As governance of Federal geospatial assets matures toward administration of Federal geospatial assets as a 

cross-cutting portfolio, the roles and responsibilities for managing assets beyond data will in many 

instances require closer ties between agency managers. These include geospatial program managers, 

agency Chief Information Officers (CIO) and Chief Financial Officers (CFO), and the managers of the 

Federal geospatial portfolio through the Federal Geographic Data Committee (FGDC). These 

relationships will particularly be needed to identify geospatial data, capabilities, services, and tools that 

should be elevated from a program level to a Federal level for resourcing and management because they 

can better serve as a valuable Federal-wide geospatial asset. The resourcing, management, and 

. Portfolio management provides a systematic way to manage overall 

assets. In this Supplemental Guidance, only data assets are specifically addressed. Hardware and software 

funding is tracked in parallel processes under the Capital Planning and Investment Control (CPIC) 

process developed in Clinger-Cohen. Awareness of this hardware and software funding is relevant to the 

data asset management process but is not directly involved in it. 

 

4 The geospatial portfolio includes establishing the resources for platform, geospatial data and applications management. The 

Supplemental Guidance links all portfolio elements to geospatial data assets.
5 

maintenance of these assets at a Federal level, e.g. cross-agency funding for a shared service, or 

designation of a single program as the lead for a specific capability, will be a result of, and become a part 

of, the overall geospatial portfolio management process.

1.2. Guidance, Goals, and Authority

This guidance further defines the elements, roles, responsibilities, management processes and investment 

strategies needed for systematic and effective execution of the Federal agency responsibilities, referenced 

in OMB Circular A–16, via implementation of the NGDA Portfolio, the principal component of the full 

Federal geospatial portfolio. It establishes the framework for lifecycle-based NGDA Dataset 

management, interagency NGDA Theme management, and government-wide NGDA Portfolio 

management. It specifies and incorporates reporting processes intended to increase transparency of the 

development and maintenance of NGDA Datasets. It also establishes a “collaborative investment 

process” whereby peer review and consultation regarding the NDGA Themes and their associated 

NGDA Datasets are conducted annually and whereby recommended interagency priorities are provided

to OMB to inform the budget process. This Supplemental Guidance was developed by the FGDC under 

authority granted to it by Executive Order 12906 and OMB Circular A-16. While this Supplemental 

Guidance expands upon and clarifies some of the language and responsibilities contained in OMB 

Circular A–16, it is a supportive document that does not alter the current language of OMB Circular A–

16. Note that OMB Circular A–16 Appendix A includes a list of other authorities that “provide 

requirements or guidance pertaining to management of data and Federal information assets related to 

geographic locations...OMB may amend the list [of authorities] as new authorities are approved.”5

1.3. Why the guidance is needed

 

Issues affecting both citizens and mission-critical government functions are often place-based or locationspecific. The Supplemental Guidance is needed to link interagency portfolios, portfolio enhancement, 

reuse, and programmatic benefit to Department/Agency missions and the larger stakeholder community.

To support mission-critical functions, the Federal Government makes large investments in acquiring and 

developing geospatial data. Historically these investments were largely uncoordinated and often lacked

transparency, and sometimes resulted in data deficiencies, lack of standardization, inefficient use of 

resources, lack of interoperability, or inability to share data. The enterprise-wide adoption and execution 

of these practices not only foster improved operating efficiencies in Federal and partner programs but 

also include reporting that supports government transparency. 

 

5 Language taken directly from OMB Circular A–16 Appendix A (Revised 2002) available at 

http://www.whitehouse.gov/omb/rewrite/Circulars/a016/a016_rev.html
6 

1.4. Who should use the guidance

This guidance is primarily directed to Federal agencies designated by OMB as Theme Lead Agencies6

Fully implementing this guidance across all agencies will take a number of years, as agencies shift 

resources to address a more robust management of NGDA Themes and NGDA Datasets. In the sense 

that at promulgation it represents a future scenario of operations, this guidance recommends that all 

involved entities take steps to develop and annually execute plans and report to the FGDC Steering 

Committee on their progress in implementing this guidance. The FGDC Steering Committee will 

annually recommend government-wide steps for achievement of the portfolio management approach, will 

annually report the NGDA Portfolio status to agency CFOs and CIOs and OMB, and will ensure that 

appropriate resources are identified in the agency budget requests to OMB. The FGDC Secretariat will 

consult with agencies to support definition and development of their agency-specific roles, 

responsibilities, and obligations through education and use of standards. 

who work with their partners to develop, maintain, and manage NGDA Themes and their associated 

NGDA Datasets. It has received broad Federal, stakeholder, and OMB review. 

1.5. Non-Federal stakeholders

The development of NGDA Datasets often results from partnerships involving multiple levels of 

government. Therefore NGDA Theme Leads and NGDA Dataset Managers need to be informed of the 

requirements and activities of the State, Tribal, and local levels of government, especially since in

aggregate these other levels of government annually acquire more geospatial data than does the Federal 

Government.

While coordination between government and non-government organizations is an ongoing aspect of 

geospatial data collection, management and sharing, the FGDC structure also includes an official body 

that represents non-Federal constituents. The National Geospatial Advisory Committee (NGAC) was 

established under the Federal Advisory Committee Act (FACA) and is sponsored by the U.S. Department 

of the Interior, the FGDC Chair. The NGAC is an advisory body that provides advice and 

recommendations on Federal geospatial policy and management issues and serves as a forum to convey 

views and priorities representative of the broad geospatial community. Consultation with such 

stakeholders allows the FGDC to consider the implications of its recommendations for the overall 

 

6 The definition for the term Theme Lead Agency can be found in the Lexicon of Geospatial Terminology found on the FGDC 

web site (www.fgdc.gov)
7 

National Spatial Data Infrastructure (NSDI)7

1.6. Organization of the guidance

, rather than just the Federal portion of the NSDI, and to 

consider intergovernmental priorities, views, and initiatives in its portfolio management process. 

Sections 2 through 5 of this Supplemental Guidance describe the framework for NGDA Portfolio 

management. The information covered in these sections includes: 

•

NGDA Datasets are organized into NGDA Themes that make up the NGDA Portfolio. 

NGDA Portfolio elements and relationships are defined and described in this section. 

Section 2: Elements of the National Geospatial Data Asset Portfolio—what the NGDA 

Portfolio contains 

•

Portfolio management processes are described from both a long-term and an annual perspective, 

and a future portfolio management approach is articulated.

Section 3: Portfolio Management of National Geospatial Data Assets—how the NGDA 

Portfolio is managed

•

Roles and responsibilities related to OMB Circular A–16 are defined for Federal agencies 

involved in geospatial activities. This section clarifies leadership and stewardship roles to 

minimize or eliminate confusion, facilitate communication and partnering between Federal 

agencies and other stakeholders, and enhance NGDA Portfolio management accountability and 

transparency. 

Section 4: Roles and Responsibilities Pursuant to OMB Circular A-16 Section 8–who manages 

the NGDA Portfolio 

•

The section describes a recommended priority setting process for the NGDA Portfolio at many 

levels of government. The FGDC Steering Committee makes recommendations of high level 

NGDA Portfolio-wide priorities based on key Federal mission needs, Presidential priorities, 

Congressional mandates, and FGDC planning processes. All of these have implications for each 

NGDA Theme and its associated NGDA Datasets. 

Section 5: National Geospatial Data Asset Portfolio Investment Strategy—setting priorities for 

the NGDA Portfolio

•

This Appendix provides a list of acronyms used throughout this Supplemental Guidance. 

Appendix A: Glossary of Acronyms

 

7 The definition for the term National Spatial Data Infrastructure can be found in the Lexicon of Geospatial Terminology found 

on the FGDC web site (www.fgdc.gov)
8 

Additional Supplemental Guidance Reference Materials have been developed to further inform and assist 

with the implementation of this guidance. The materials listed here were developed in tandem with the 

Supplemental Guidance document. These materials, and any future reference materials, are available on

the FGDC website: http://www.fgdc.gov/policyandplanning/a-16

• Reference Material: FGDC Structure and Federal Agency and Bureau Representation, available 

at: 

The FGDC is an interagency committee responsible for facilitating OMB Circular A-16 related 

activities and implementation of the NSDI. The FGDC is chaired by the Secretary of the 

Interior, with the Deputy Director for Management, OMB serving as Vice-Chair. All agencies 

responsible for NGDA Themes (as designated in OMB Circular A-16 Appendix E) are required 

to be members of the FGDC. 

http://www.fgdc.gov/policyandplanning/a-16 

• Reference Document: Process for adjusting OMB Circular A–16 Appendix E: NSDI Geospatial 

Data Theme Principles, available at: 

NSDI geospatial data theme principles define the characteristics of NGDA Themes and serve as 

guidelines for inclusion of a NGDA Theme in OMB Circular A–16 Appendix E. These 

principles are a precursor to establishing a predictable and repeatable process for designation and 

management of NGDA Themes under the authority of OMB Circular A–16 and listed in OMB 

Circular A–16.

http://www.fgdc.gov/policyandplanning/a-16

• Reference Material: Lexicon of Geospatial Terminology, available at: 

The Lexicon of Geospatial Terminology provides a common set of geospatially-related terms and 

concepts to encourage consistent use of terminology and to promote a clearer understanding of 

the commonly used terms. 

http://www.fgdc.gov/policyandplanning/a-16 

• Reference Document: Stages of the Geospatial Data Lifecycle pursuant to OMB Circular A-16 

Sections 8(e)(d) , 8(e)(f), and 8(e)(g), available at: 

This document describes the Geospatial Data Lifecycle stages that NGDA Dataset Managers 

should employ when developing, managing, and reporting on NGDA Datasets under the 

auspices of OMB Circular A–16. The matrix establishes a framework of standard terminology 

and processes for seven Geospatial Data Lifecycle stages. 

http://www.fgdc.gov/policyandplanning/a-16 

• Reference Document: Key Roles and Responsibilities, available at: 

This document describes the key roles and responsibilities of each party to NGDA Portfolio 

management in detail.

http://www.fgdc.gov/policyandplanning/a-16 
9 

Universe of geospatial data

NGDA Portfolio

NGDA 

Theme

NGDA

Dataset

NGDA 

Theme

The National Geospatial Data Asset (NGDA) Portfolio consists of a group of NGDA Themes each of which is 

comprised of NGDA Datasets that are selected from a larger and continually changing universe of geospatial 

datasets because they meet the inclusion criteria.

NGDA

Dataset

NGDA

Dataset NGDA

Dataset NGDA

Dataset

NGDA

Dataset

2. Elements of the National Geospatial Data 

Asset Portfolio 

2.1. NGDA Portfolio 

The NGDA Portfolio is envisioned as a group of NGDA Themes, each of which is comprised of related

NGDA Datasets selected from a much larger and continually changing universe of geospatial datasets 

(Figure 1). There are a large number of Federal geospatial datasets that, to varying degrees, are useful to 

Federal agencies, their business partners, stakeholders, and the public. Only a select subset of these will 

rise to the significance required for NGDA Dataset designation as recommended by the relevant NGDA

Theme Lead, concurred on by the FGDC Coordination Group, and designated by the FGDC Steering 

Committee. The number of NGDA Themes in the NGDA Portfolio should remain relatively stable once 

defined, but the number and character of the NGDA Datasets comprising each NGDA Theme may

change over time in response to geospatial and other business drivers. 

Figure 1. Structure of the NGDA Portfolio 
10

2.2. NGDA Theme 

A NGDA Theme (synonymous with “A-16 Theme”) is an organizational construct under which multiple

related NGDA Datasets are logically grouped and managed as a unit. The NSDI geospatial data theme 

principles summarized below and described in more detail in Reference Document: Process for adjusting 

OMB Circular A-16 Appendix E: NSDI Geospatial Data Theme Principles

• Principle 1: Themes are logical groupings of related national capital assets serving the needs of 

citizens, readily discoverable, and accessible to anyone.

provide guidance on selecting 

the geospatial themes that fall under the purview of OMB Circular A–16. 

• Principle 2: Themes are national in scope and are created and managed in response to welldefined spatial data requirements that are common across multiple Federal agencies and other 

organizations.

• Principle 3: Themes reflect legislated mandates, clearly defined directives, or core spatial 

reference datasets.

• Principle 4: Themes promote cohesive and collaborative development, maintenance, and 

evolution of multiple related datasets across Federal, State, Tribal, and local governments and the 

private or nonprofit sectors.

• Principle 5: Themes focus on the spatial representation of natural and manmade assets that are 

important to the Nation, including boundaries (jurisdictional, legal, and analytical).

The FGDC community will use these principles to establish, modify, and maintain the list of NGDA 

Themes that comprise the NGDA Portfolio. 

2.3. NGDA Datasets 

Geospatial datasets will be routinely inventoried and recommended for inclusion in the NGDA Portfolio

when merited. The inventory process is considered a collaborative responsibility of NGDA Theme Leads 

and Thematic Committees. For approval by the FGDC Steering Committee as an NGDA Dataset, a 

geospatial dataset must meet at least one of the following criteria:

• Used by multiple agencies or with agency partners such as State, Tribal and local governments; 

• Applied to achieve Presidential priorities as expressed by OMB;

• Required to meet shared mission goals of multiple Federal agencies; or

• Expressly required by statutory mandate.

To ensure quality and usability of NGDA Datasets by a broad range of agencies and programs, the data 

must be: 

• Discoverable – published and available;
11

• Reliable – coordinated by a recognized national steward;

• Consistent – supported by defined schema, standards and understood content definitions to 

ensure their integrity (including conformance with FGDC Standards as applicable); 

• Current and applicable – maintained regularly and adaptable to current needs; and

• Resourced – established and recognized as an enterprise investment.
12

3. Portfolio Management of National 

Geospatial Data Assets

3.1. Portfolio Management

This section of the guidance describes a governance process for portfolio management of NGDA 

Themes and their associated NGDA Datasets. The portfolio management approach includes both a 

multi-year dimension premised on continual improvements and annual reporting on implementation 

progress. NGDA Datasets are essential to support agency mission and program needs, satisfy a multiagency or stakeholder requirement and in simple words meet business-driven requirements. 

NGDA Portfolio management consists of the inventory, selection, organization, management, evaluation, 

monitoring, and setting of Federal geospatial dataset priorities to ensure that NGDA Datasets are 

available to support the mission needs of the Federal Government and its partners, as determined by 

Federal agencies and their partners and as recommended to OMB. The activity flow within each stage of 

the NGDA Portfolio management process is shown in Figure 2. 
13

YES

NO

Send to

Send to

GOS Data.gov

“The Cloud”

Inventory Select Manage

Identify & 

execute interagency 

priorities

Evaluate

--------------

Monitor

Non-NGDA enter 

agency-specific 

data management 

process

1. Inventory – identify existing geospatial datasets that may be considered National Geospatial Data Assets (NGDAs) 

2. Select - determine if the datasets are NGDA Datasets and if they should become part of the NGDA Portfolio

3. Manage – develop and manage NGDA Datasets per the OMB Circular A-16 Supplemental Guidance

4. Evaluate/monitor – manage NGDA Datasets according to NGDA Theme plan, milestones and performance measures

5. Identify and execute – develop NGDA Theme and NGDA Dataset development and funding and priorities

Figure 2. NGDA Portfolio Management Process 

3.2. Inventory

To identify geospatial datasets that comprise the NGDA Portfolio universe, the FGDC Steering 

Committee must know what geospatial data exist and how they support the business requirements of the 

Federal Government and its partners. Datasets compare to each other in characteristics such as 

definition, content, quality, application, and validity. Obtaining this information requires a recurring 

inventory and selection process. This initial inventory activity will be conducted to create a baseline 

portfolio, which will be routinely maintained on at least an annual basis. NGDA Theme Leads will work 

with their respective Thematic Committees and other appropriate communities of interest to constantly 

identify and evaluate geospatial datasets that are candidates for consideration as NGDA Datasets within 

the NGDA Theme. NGDA Theme Leads, the FGDC Coordination Group, or the FGDC Steering 

Committee can annually create, update or replace (delete) themes and/or datasets through the 

collaborative review process – OMB must be informed upon the addition or deletion of NGDA Themes 

accepted by the FGDC Steering Committee. 
14

3.3. Select

NGDA Theme Leads will recommend datasets for inclusion under their data themes to the FGDC 

Coordination Group. The FGDC Coordination Group will work with communities of interest to 

determine which geospatial datasets should be part of the NGDA Portfolio under each NGDA Theme. 

The Coordination Group will present recommendations based on their determinations on NGDA 

Dataset candidates to the FGDC Steering Committee annually. Determinations by the FGDC 

Coordination Group will be based on the following high-level criteria: 

• Used by multiple agencies and partners;

• Applied to achieve Presidential priorities as expressed by OMB;

• Required to meet shared mission goals of multiple Federal agencies; or

• Expressly required by statutory mandates.

The FGDC Coordination Group will recommend to the FGDC Steering Committee candidate NGDA 

Themes and NGDA Datasets (with NGDA Theme assignments) for inclusion in the NGDA Portfolio. 

After the initial update of the NGDA Themes and their associated NGDA Datasets is complete, the 

selection process will primarily apply to addition, change, or deletion of datasets. NGDA Themes and 

their associated datasets have already changed on a limited basis within the span of OMB Circular A-16, 

and will surely continue to do so. Agencies are required to establish the proposal for a new NGDA 

Theme and/or a new NGDA Dataset therein. The FGDC Steering Committee reviews proposals for 

acceptance or rejection as part of the annual NGDA Portfolio management process.

3.4. Manage

The “manage” phase of portfolio management consists of activities at both the NGDA Theme and 

NGDA Dataset levels. Activities for this phase of portfolio management include:

• An initial baseline assessment of the state and maturity of each NGDA Dataset within the 

NGDA Portfolio. 

• Annual development of an NGDA Theme Report that covers the status of each associated 

NGDA Dataset. The NGDA Theme Report will also address those areas where NGDA 

Datasets need to be developed and/or managed jointly to ensure that they can be used most 

effectively to support mission goals and objectives and that they are developed in a manner that

is most cost effective by minimizing duplicate development and leveraging resources. An annual 

NGDA Portfolio Summary will roll up this information in support of continuously improving 

the quality and value of the NGDA Datasets.
15

• NGDA Theme Leads will periodically present NGDA Theme status based on NGDA Theme 

and NGDA Dataset Reports to the FGDC Coordination Group to address status, plans, and 

resources. 

3.4.1. NGDA Dataset Management 

NGDA Dataset Managers should use the Geospatial Data Lifecycle (Reference Document: Stages of the 

Geospatial Data Lifecycle pursuant to OMB Circular A-16 Sections 8(e)(d) , 8(e)(f), and 8(e)(g)

• Better understanding of the current maturity of NGDA Datasets;

) to plan, 

develop, maintain, evolve, and archive the NGDA Dataset(s) for which they are responsible. Figure 3

summarizes the Geospatial Data Lifecycle stages: Define Inventory/Evaluate, Obtain, Access, Maintain, 

Use/Evaluate, and Archive. Business requirements drive recommended management practices in each 

stage. The expected outcomes of adopting this lifecycle management framework include:

• Identification of management practices that NGDA Dataset Managers use to develop NGDA 

Datasets; 

• Provision of timely and high-quality geospatial data to support business processes and operations; 

• Creation of stronger partnerships and coordination across all levels of government (and when 

appropriate, the private sector) to increase cost efficiency and return on investment;

• Improved strategies for completing and maintaining the NGDA Themes and their associated 

NGDA Datasets to enhance services to citizens; and 

• Improved efficiencies in addressing Federal and national priorities.

NGDA Dataset Managers should evaluate their NGDA Dataset(s) against the Geospatial Data Lifecycle 

stages in order to report on their maturity and status. They should also report on how they are 

conforming to the NGDA Dataset Managers’ responsibilities, expended resources (dollars and full time 

equivalent [FTE]) staff), and other performance measures concurred upon by the FGDC Steering 

Committee. If funding information is not currently available, NGDA Dataset Managers should work with 

their agency leadership to develop means of tracking this financial information. The NGDA Dataset 

Manager will annually submit an NGDA Dataset Report to the relevant NGDA Theme Lead and will 

assist with incorporation of that information into a comprehensive annual NGDA Theme Report. The 

NGDA Theme Report will be submitted to the FGDC Secretariat for analysis by the FGDC 

Coordination Group and development of a NGDA Portfolio Summary. Based on their analysis the 

FGDC Coordination Group will make annual recommendations to the FGDC Steering Committee on 

NGDA Portfolio actions.
16

Figure 3. The Geospatial Data Lifecycle 

INVENTORY / 

USE / 

feedback

drivers

INVENTORY / 

EVALUATE

Business

Requirements

feedback

feedback

feedback

feedback

feedback

drivers

drivers

drivers

drivers

drivers

drivers

DEFINE

USE / 

EVALUATE

ARCHIVE

MAINTAIN ACCESS

OBTAIN

QA/QC

QA/QC

QA/QC

QA/QC

QA/QC

QA/QC

QA/QC

feedback

Stage 1. Define: Characterization of data requirements based upon business-driven user needs. 

Stage 2. Inventory/Evaluate: The creation and publication of a detailed list of data assets and data gaps 

(both internal and external) as they relate to business-driven user needs. 

Stage 3. Obtain: Identify the mechanism(s) for the collection, purchase, conversion, transformation, 

sharing, exchanging, or creation of geospatial data that were selected to meet the business needs

Stage 4. Access: Making data produced known and retrievable to the community through 

documentation and discovery mechanisms so the users can meet their business requirements. 

Stage 5. Maintain: Ongoing processes and procedures for data operation and maintenance to ensure 

that the data continue to meet business requirements. 

Stage 6. Use/Evaluate: The ongoing assessment, validation, and potential enhancement of data to meet 

user needs and business requirements. 

Stage 7. Archive: Required retention of data and the data’s retirement into long-term storage. 
17

FGDC 

Coordination 

Group

NGDA 

Theme Lead

NGDA Dataset 

Manager

Manage 

NGDA Theme

Manage NGDA 

Dataset

NGDA Dataset 

Manager selfreporting: 

maturity model, 

etc.

Analyze NGDA Dataset 

Reports provided by 

NGDA Dataset 

Managers across the 

NGDA Theme

Annual NGDA 

Theme Report and 

geospatial business 

priorities 

recommendations

Analyze 

recommendations 

provided by NGDA 

Theme Lead

3.4.2. NGDA Theme Management 

Figure 4 depicts a standard process for NGDA Theme management and evaluation. NGDA Theme 

Leads should comprehensively coordinate with their NGDA Dataset Managers to provide overall 

management for the NGDA Datasets associated with the NGDA Theme. This will ensure that their

NGDA Datasets effectively support the business processes reliant on them and that they are produced in 

the most cost effective manner. Coordination and integration of NGDA Dataset management will 

frequently occur across agencies, making interagency coordination a key responsibility of the NGDA 

Theme Lead. NGDA Theme Leads will also coordinate with other NGDA Theme Leads to ensure that 

NGDA Datasets applicable to more than one NGDA Theme are effectively co-developed. The FGDC 

Secretariat will facilitate these coordination activities. 

The baseline and subsequent annual NGDA Dataset Reports comprise a key foundational element of the 

NGDA Theme Lead’s ability to collaborate with the NGDA Dataset Managers associated with the 

NGDA Theme, and to identify and execute common practices and shared services across NGDA 

Datasets within the NGDA Theme. 

Figure 4. Standard Process for NGDA Theme Management

 
18

3.5. Evaluate/Monitor 

Completion, maintenance, and evolution of the NGDA Portfolio will require the governance and 

organizational structures described in this Supplemental Guidance to be in-place. As noted earlier, the

NGDA Dataset Managers will annually submit NGDA Dataset Reports to their relevant NGDA Theme 

Leads and will assist with incorporation of that information into a comprehensive annual NGDA Theme

Report. NGDA Theme Leads will develop NGDA Theme Reports that capture plans for, milestones

for, and progress in establishing the necessary organizational structures and resources. Theme Lead 

Agencies will submit NGDA Theme Reports to the FGDC Secretariat for summarization, and to the 

FGDC Coordination Group for analysis and development of a NGDA Portfolio Summary. Based on this 

analysis the FGDC Coordination Group will make annual recommendations to the Steering Committee 

on NGDA Portfolio actions.

3.6. Identify and Execute Interagency Priorities 

A key goal of NGDA Portfolio management is to enable the FGDC Steering Committee to make 

informed decisions on setting both short- and long-term priorities on NGDA Themes and NGDA 

Datasets as well as cross-agency collaboration targets for NGDA Dataset development and funding. 

Portfolio-wide metrics will provide a comprehensive picture of the NGDA Portfolio allowing better 

enterprise-level decision-making than is possible under the current decision process. Under the current 

process where decisions are made without the benefit of inter-agency discussions, decisions are often 

“stove-piped”8

NGDA Theme Leads and members of the FGDC Coordination Group have roles in identifying and 

recommending NGDA Dataset development priorities to the FGDC Steering Committee; the FGDC 

Steering Committee, in turn, assesses them and makes/shares the recommendations with agency CFOs 

and CIOs and OMB. NGDA Theme Leads will periodically make presentations to both the FGDC 

Coordination Group and FGDC Steering Committee providing updates on NGDA Theme requirements 

as determined by their Thematic Committees and communities of interest, as incorporated in the annual 

NGDA Theme Report, or as requested by agency or FGDC leadership. 

and made with insufficient information in terms of the benefits and risks associated with 

multiple investment paths. Under the new process, NGDA Theme Leads and the FGDC Coordination 

Group are responsible for identifying collaboration opportunities. This more inclusive process is one of 

the advantages of NGDA Portfolio management.

 

8 "Stove-piped - to develop, or be developed, in an isolated environment; to solve narrow goals or meet specific needs in a way 

not readily compatible with other systems." (http://www.doubletongued.org/index.php/dictionary/stove_pipe/) 
19

NGDA Dataset 

Manager/Stakeholder 

Input

Q1

PLANNING PROCESS

Q2 

REPORTING PROCESS

Q3 

BUDGET PROCESS

FGDC 

Coordination 

Group

NGDA 

Theme 

Lead

FGDC Steering 

Committee OMB

Draft NGDA 

Theme Plans

Annual NGDA 

Theme Reports

Analyze NGDA 

Theme Reports

Official FGDC Steering 

Committee-Approved 

Portfolio Summary 

Recommend 

Portfolio 

Priorities 

(Portfolio 

Summary) 

Recommend Portfolio 

Priorities and NGDA 

Theme Budget 

Recommendations 

Budget 

Request to 

OMB

Provide 

recommendations on 

NGDA Theme Plans/ 

Portfolio Summary

Transmit Copy of 

Funding 

Recommendations to 

Agency CFO's

Approve NGDA

Theme Plans

Develop Budget 

Request reflecting 

FGDC Steering 

Committee 

Recommendations

NGDA Dataset 

Reports

Stakeholder Input

The FGDC Coordination Group will use NGDA Theme Lead presentations in conjunction with 

performance metrics contained in or derived from the annual NGDA Theme Reports to make annual 

recommendations on cross-agency NGDA Theme and NGDA Dataset development and investment to 

the FGDC Steering Committee. The FGDC Steering Committee will be responsible for 1) assessing the 

recommendations in the context of overall FGDC strategic goals and objectives; 2) coming to 

concurrence on cross-agency NGDA Dataset development and funding priorities; and 3) presenting these 

recommendations to agency CFOs and OMB. Linkages between NGDA Theme planning, annual 

NGDA Theme progress reporting, and setting cross-agency funding priorities are portrayed in Figure 5. 

Budget activities remain under the purview of the agencies and OMB.

Figure 5. Relationship of the NGDA Theme planning, reporting, and budget advisory 

processes
20

4. Roles and Responsibilities Pursuant to 

OMB Circular A–16 Section 8

4.1. Purpose of Roles and Responsibilities Framework 

This section of the Supplemental Guidance defines the roles and responsibilities of Federal agencies as 

they implement OMB Circular A-16. Implementation of OMB Circular A-16 via these roles and 

responsibilities will help ensure that the Nation has a rich collection of NGDA Themes and NGDA 

Datasets that are accessible to Federal, State, Tribal, and local agencies and their clients to support their 

business needs, requirements, and priorities. Reference Document: Key Roles and Responsibilities defines 

in greater detail what is expected of participants in the NGDA Portfolio management process. As the 

NGDA Portfolio management process matures, Reference Document: Key Roles and Responsibilities

Successful management of the NGDA Portfolio requires coordination across a wide variety of 

organizations, each of which has specific roles to fulfill. Some of these roles and responsibilities involve 

management across NGDA Themes that helps maximize potential return on investment and identifies

and reduces any overlap that currently exists. OMB Circular A–16 implementation promotes overall 

NGDA Portfolio management and leverages the Federal Enterprise Architecture. 

will be updated as needed.

Implementing the framework: 

• Facilitates proactive execution of business and implementation strategies for each NGDA Theme 

and its associated NGDA Datasets; 

• Helps NGDA Theme Leads and NGDA Dataset Managers identify, develop, quantify, allocate, 

and sustain the resources necessary to develop the NGDA Themes and NGDA Datasets for 

which they are responsible; 

• Enables a range of people with business requirements for NGDA Datasets to be involved in 

every component of the NGDA Portfolio management process to ensure business requirements 

are satisfied;
21

• Ensures people involved in making management decisions about NGDA Themes and associated 

NGDA Datasets are fully apprised of implications for the NGDA Portfolio; and 

• Helps ensure that NGDA Themes and NGDA Datasets meet OMB Circular A–16 and FGDC 

goals, objectives, and milestones. 

4.2. Implementation of the Roles and Responsibilities Framework 

The roles and responsibilities contained in this Supplemental Guidance describe activities needed for 

successful NGDA Portfolio management. All agencies are encouraged to make these roles and 

responsibilities operational, especially those agencies that have NGDA Theme Lead responsibilities. It is 

important to note that these roles are generic, particularly in the case of a Theme Lead Agency and its 

stakeholders. NGDA Theme Leads will work with their communities of interest and members of their 

Thematic Committees to customize the NGDA Portfolio management process in ways that meet the 

specific needs of their stakeholders. To accommodate the planning needs and timelines of agencies, 

NGDA Theme Leads and, by extension, the associated NGDA Dataset Managers should submit, 

through an initial NGDA Dataset and/or NGDA Theme to the FGDC Secretariat for development of a 

NGDA Portfolio Summary. The FGDC Steering Committee will annually submit to OMB the Portfolio 

Summary that includes the performance of each Theme Lead Agency in meeting its roles and 

responsibilities. 

4.3. Roles and Responsibilities 

A Federal agency may perform multiple functions and serve multiple roles related to NGDA Portfolio 

management. It may, for example, have leadership responsibility for one or more NGDA Theme, or be 

in a non-leadership role for a NGDA Theme but contribute NGDA Datasets to a NGDA Theme. 

Likewise it may not be leading or contributing to an NGDA Dataset, but may still have a programmatic 

interest associated with a NGDA Theme or NGDA Dataset. Whatever the case, any agency or individual 

with a role described in OMB Circular A-16 or this Supplemental Guidance is accountable to their 

SAOGI, the FGDC Steering Committee, and ultimately OMB for fulfilling their responsibilities. 

Roles Specific to NGDA Theme Management

• Executive NGDA Theme Champion – A member of the Senior Executive Service or a senior 

level individual designated by a Theme Lead Agency’s SAOGI, who advocates for, raises 

awareness of, and promotes the implementation of a NGDA Theme and its NGDA Datasets. 

An Executive NGDA Theme Champion provides recommendations to, and advises the SAOGI 

on, important matters relative to the NGDA Theme’s role in the NGDA Portfolio. 
22

• NGDA Theme Lead – Individuals who provide interdepartmental leadership and coordination 

at the NGDA Theme level. They work with component NGDA Dataset Managers to develop 

standards and provide guidance. The NGDA Theme Lead, or designee, chairs the NGDA 

Theme’s Thematic Committee and manages the annual process of providing NGDA Dataset 

collaboration and funding recommendations to the FGDC Steering Committee for those NGDA 

Datasets within their NGDA Theme. Additionally, the NGDA Theme Lead reports to the 

Executive NGDA Theme Champion and the FGDC Coordination Group on the NGDA 

Theme’s activities and investments (both current and planned). 

• NGDA Dataset Manager – Individuals who provide coordination and standards for NGDA 

Datasets at a national level. NGDA Dataset Managers provide information to their NGDA 

Theme Lead for management and reporting. 

• Data Steward – Data Stewards manage that part of a NGDA Dataset that their organization 

contributes to a seamless national dataset. They work with the NDGA Dataset Managers in 

providing coordination support, implementing needed changes to data, informing and 

cooperating with stakeholders, performing field work, ensuring data standards are followed, and 

performing data maintenance. Data Stewards are often not Federal employees, coming from 

other levels of government, academia, or the private sector. 

The responsibility assignment matrix, or RACI matrix, (Table 1) describes the roles and responsibilities of 

the entities involved in NGDA Portfolio management. The matrix is simplest to follow by starting with 

the responsible party. For example, under Inventory – NGDA Dataset Managers, Data Stewards, and 

stakeholders are responsible for creation and update to NGDA Datasets whereas NGDA Theme Leads 

are accountable for coordination, review, and reporting on the inventory.

The RACI matrix is composed of the four key responsibility areas as follows:

Responsible (R) - the person or entity assigned to do the work including core work elements such as 

managing, executing, controlling, and implementing. Other work elements include prioritizing, 

evaluating, and directing.

Accountable (A) - the person or entity who makes decisions about and who has ultimate ownership of 

the work including core work elements such as deciding, approving, prioritizing, allocating, evaluating, or

directing. 

Consult (C) - the person or entity conferred with before a decision can be made or an action can be 

taken. This responsibility also includes facilitation and core work elements such as prioritizing. Other 

work elements will be done in consultation with persons or entities that are “accountable” and 
23

“responsible”, and may include functions such as approving, evaluating, or directing. This is usually a 

two-way communication.

Inform (I) - the person or entity that must be made aware that a decision or action is pending or has 

been taken. This is usually a one-way communication.

Facilitate (F) – the person who assists, coordinates, directs, or guides people or entities in various stages 

of the NGDA Portfolio management approach (added for the F this guidance). 

Table 1. RACI Matrix

Entity Inventory Selection and 

Theme Placement

Manage (Portfolio, 

Theme and Dataset) Evaluate/Monitor Identify and Execute Interagency Priorities

OMB Consult Inform Accountable

FGDC EC Inform Inform

FGDC SC Accountable Accountable 

(portfolio)

Accountable

(portfolio) Responsible

FGDC CG Inform Responsible Inform Inform, Consult Responsible

FGDC 

Secretariat Consult Facilitate Facilitate Facilitate

Executive 

Champion Inform, Consult Inform, Consult (theme) Accountable (theme) Accountable

FGDC WG Consult Consult Consult

FGDC 

Subcommittees Consult Responsible Inform Consult

Theme Lead Accountable 

(theme) Inform Accountable 

(theme)

Responsible

 (theme) Responsible

Dataset 

Manager

Accountable 

(dataset), 

Responsible

Accountable 

(dataset)

Responsible

 (dataset) Facilitate

Data Steward Responsible Responsible Responsible

Stakeholders Responsible Responsible Responsible Consult

NGAC Advisory 

Committee Consult Consult Consult

Theme 

Community of 

Interest

Consult Inform Consult

CIOC Inform

CFOC Inform

Key:

Responsible - an entity or person assigned to do the work

Accountable - an entity or person who makes the final decision and has ultimate ownership

Consult - an entity or person who must be conferred with before a decision or action can be taken

Inform - an entity or person who must be made aware that a decision or action is pending or has been taken

Facilitate - an entity or person who coordinates, directs, or guides activities or people

Due to the complexity of managing NDGA Datasets, multiple “accountable” designations may exist but 

will in each instance be specific to the NGDA Portfolio, NGDA Theme, or NGDA Dataset. In the 

RACI matrix, roles have been assigned to the lowest possible person or entity in the hierarchy. For each 

task, at least one person or entity must be “responsible”, but again, due to the complexity of NGDA 

Portfolio management and the need for coordination among multiple people or entities, there may be 
24

more than one responsible party associated with each stage of the portfolio management process. For 

“consulted,” only those persons or entities that must be always consulted are indicated. Consultations 

with persons or entities not included in this matrix may also occur, but are not always required. Detailed 

roles and responsibilities associated with each component of the NGDA Portfolio management process 

are contained in 

Descriptions and typical tasks for each person or entity involved in NGDA Portfolio management are 

listed in Table 2. 

Reference Document: Roles and Responsibilities.

Table 2. Stakeholder Summary

Entity Members Role

1. OMB OMB Deputy Director for Management, or his 

designee, is co-chair of the FGDC Steering 

Committee

a. Maintain OMB Circular A–16 and its 

appendices

b. Consider NGDA Theme and NGDA 

Dataset funding recommendations of the 

FGDC Steering Committee

c. Budget Examiners participate at 

appropriate point with support from EGov Office

2. FGDC Executive 

Committee

A subgroup of members of the FGDC Steering 

Committee appointed by the Chair, whose 

agencies produce or use geospatial data or 

technology. The FGDC Executive Committee is 

chaired by the FGDC Steering Committee Chair.

Advise the FGDC Steering Committee and 

establish agendas for FGDC Steering 

Committee meetings

3. FGDC Steering 

Committee

SAOGIs, designated by their agencies pursuant 

to OMB Memorandum 06-079 or agency officials 

as specified in the FGDC Steering Committee 

Charter10

a. Provide NGDA community leadership

b. Represent Federal agencies on the 

FGDC Steering Committee

c. Oversee agency NGDA Portfolio

investments

d. Provide funding recommendations by 

NGDA Theme and associated NGDA 

Datasets to OMB, the CIO Council, and 

the agency CFO community

4. FGDC Coordination 

Group

Representatives from Federal agencies as 

specified in the FGDC Coordination Group 

Charter11

a. Formulate recommendations by 

consensus on the NGDA Portfolio 

Summary for NGDA Portfolio 

management 

b. Advise the FGDC Steering Committee

c. Increase awareness of efforts associated 

with OMB Circular A–16 implementation 

and portfolio management and foster 

partnerships at all levels of government 

to leverage efforts and reduce 

development and investment 

 

9 Memorandum available at http://www.whitehouse.gov/omb/memoranda/fy2006/m06-07.pdf 10 Charter available at http://www.fgdc.gov/participation/steering-committee/steering-committee-charter.pdf 11 Charter available at http://www.fgdc.gov/participation/coordination-group/coordination-group-charter 
25

Entity Members Role

redundancies

5. FGDC Thematic 

Committees

FGDC member agency representatives and 

FGDC-recognized stakeholder groups who have 

common interests that cross-cut or affect several 

NGDA Themes

a. Advise NGDA Theme Leads and 

associated NGDA Dataset Managers

b. Respond to guidance from the FGDC 

Steering Committee by updating NGDA

Theme -specific collaboration or funding 

recommendations for NGDA Datasets 

within each NGDA Theme, for 

consideration by the FGDC Steering 

Committee

6. FGDC working groups Representatives from Federal agencies and 

FGDC-recognized stakeholder groups who have 

common interests that cross-cut or affect two or 

more NGDA Themes

Produce cross-NGDA Theme and crossNGDA Dataset development and 

management guidance and procedures

7. FGDC Secretariat Executive and support staff that support the 

FGDC and its interagency substructure and 

working groups

a. Assist agency NGDA Theme Leads and 

NGDA Dataset Managers

b. Support the FGDC Steering Committee

c. Support the FGDC Coordination Group 

d. Facilitate portfolio management activities 

with other FGDC activities and 

government initiatives

8. Theme Lead Agency Federal agencies identified in OMB Circular A–

16 Appendix E, to lead the coordination of a 

NGDA Theme

a. Oversee the development, 

implementation, and maintenance of 

NGDA Themes and associated NGDA 

Datasets, including chairing Thematic 

Committee meetings to develop funding 

recommendations for NGDA Datasets 

within the NGDA Theme and reflected in 

the annual NGDA Theme Report

b. Provide Executive NGDA Theme 

Champion12

c. Appoint NGDA Theme Lead13

d. Designate and/or work with NGDA

Dataset Manager14

e. Designate and/or work with Data 

steward15

9. Stakeholder 

Community

a. Members can come from Federal, State, 

Tribal, or local governments as well as the 

private or nonprofit sectors or academia (may 

vary from theme to theme)

a. Serve as Data steward as designated

b. Are data end users

c. Are data producers

d. NGAC composed of representatives from 

Federal, State, Tribal, and local governments 

and the private sector, the nonprofit sector, 

and academia 

Provides advice and recommendations to 

FGDC Chair

 

12 The definition of this term can be found in the Lexicon of Geospatial Terminology located on the FGDC web site 

(www.fgdc.gov) 13 The definition of this term can be found in the Lexicon of Geospatial Terminology located on the FGDC web site 

(www.fgdc.gov) 

14 The definition for this term can be found in the Lexicon of Geospatial Terminology located on the FGDC web site 

(www.fgdc.gov) 

15 The definition for this term can be found in the Lexicon of Geospatial Terminology located on the FGDC web site 

(www.fgdc.gov) 
26

Entity Members Role

e. General users who may or may not have a 

relationship with a Federal agency

Data end users16

 

16 The definition for this term can be found in the Lexicon of Geospatial Terminology located on the FGDC web site 

(www.fgdc.gov) 
27

5. National Geospatial Data Asset Portfolio 

Investment Strategy 

This guidance establishes an investment analysis and collaboration process integral to strategic 

management of the NGDA Portfolio. It provides a mechanism for annual peer review and consultation 

to inform both potential partner agencies and OMB as to the completeness, value of, and priorities for 

the NGDA Themes and their associated NGDA Datasets. By conducting such an annual investment 

review, the geospatial community will increase its effectiveness by better aligning its activities with other 

Federal investment processes and investments.

Two primary results arise from this approach: (1) partnering opportunities for investment collaboration 

are jointly identified and considered, providing the opportunity to align resources and improve mission 

delivery, and (2) on a timely basis during the annual budget process, OMB and the interagency CFO 

community are informed by government-wide geospatial experts about opportunities for improved 

geospatial resource alignment. This model is consistent with the CPIC process, which addresses other 

components of the geospatial portfolio (specifically hardware and software).

The planning, reporting, and budget processes form the basis for establishing interagency partnerships 

and provide linkages to the broader Federal agency budget process. This Supplemental Guidance 

establishes an 'investment collaboration process' whereby peer review and consultation for NDGA

Themes and associated NGDA Datasets is conducted annually and whereby suggested interagency 

priorities are provided to Agency CFOs and OMB to inform the budget process. Budget activities remain 

under the purview of agencies and OMB. Budget information regarding NGDA Dataset investment

informs the budget process and may inform prioritization--or funding adequacy-- where relevant. Agency 

SAOGIs and Executive NGDA Theme Champions update NGDA Theme Leads and NGDA Dataset 

Managers on final resource disposition to complete the process.
28

5.1 Benefits

Conducting an annual investment review process increases the geospatial community’s effectiveness by 

focusing investment and development efforts on those assets that are most critical for supporting 

missions and output goals and by integrating its activities into other Federal investment processes. The 

players traditionally active in the Federal agency budget formation process, most notably the agency CFO 

community, rarely have expertise in geospatial management or issues. At the same time, those with 

significant geospatial expertise rarely have a distinct role in the budget process. The fact that much 

Federal geospatial spending is subsumed unidentifiably within other program budgets, and therefore 

opaque to the CFO community, is one reason for this disconnect. The FGDC will work with OMB, 

NGDA Theme Leads, and NGDA Dataset Managers using the FGDC governance structure to lay out an 

aggressive but achievable process whereby funding levels for the NGDA Datasets become known over 

time. Achieving the transparency contemplated by this guidance will empower the FGDC to address 

broad long-term geospatial policy issues that are presently unresolved, facilitate annual initiatives, explore 

priorities across and within NGDA Themes, and enable all involved parties to assess the completeness 

and quality of management of individual NGDA Datasets. While the long-term NGDA Portfolio 

management activities described in Sections 3 and 4 of this Supplemental Guidance are evolving, the 

annual Federal budget process provides a shorter-term opportunity to begin improved management of, 

and priority setting for, the NGDA Portfolio. 

5.2 The Process

The FGDC Steering Committee annually establishes a NGDA Portfolio Summary inclusive of funding 

recommendations and shares it with agency CFOs and OMB E-Gov and Resource Management Offices. 

This advice is timed so that it may be considered in routine agency budget formulation and operational 

plan development processes. Budget recommendations of the FGDC Steering Committee align with the 

budget formulation process of agency program managers and the CFO community to facilitate a 

government-wide perspective on NGDA Portfolio funding priorities (OMB Circular A-16, 2002; page 6).. 

Note: a publicly releasable geospatial Portfolio Summary will be included in the FGDC Annual Report. 

The steps in the NGDA Portfolio investment review, submission, and approval process, as shown in 

Figure 6, are described below. 
29

Figure 6: NGDA Portfolio investment review, submission, and approval process
30

• The process begins with NGDA Dataset Managers who develop annual NGDA Dataset Reports 

including current level of completion, prior year (PY) and current year (CY) spending amounts, 

NGDA Dataset Manager self-scoring and reporting using the Geospatial Data Lifecycle stages 

maturity model, and other information as required in FGDC reporting guidance. Upon approval by 

their agency SAOGI, the report is provided to the NGDA Theme Lead, who then collaborates with 

all NGDA Theme-related dataset managers (including those of possibly relevant non-NGDA 

Datasets) to identify opportunities for integration, collaboration, improved efficiency, or 

improvements such as greater completeness, accuracy, or precision across the NGDA Theme. (midFebruary, after release of the President’s Budget; Step 1A). 

• NGDA Theme Leads develop NGDA Theme Reports, compiling their NGDA Dataset Reports and 

other information including potential opportunities for cross-agency collaboration, performance 

improvement, investment opportunities, and other information as required in FGDC reporting 

guidance. When developing NGDA Dataset BY funding recommendations, NGDA Theme Leads 

should take into account non-Federal sources of funding for the NGDA Datasets and the NGDA 

Dataset’s significance in meeting the needs of both Federal and non-Federal levels of government. 

• The FGDC Secretariat compiles NGDA Theme Reports into a NGDA Portfolio Summary for the 

FGDC Coordination Group. The FGDC Coordination Group develops recommendations aligned 

with the NSDI Strategic Plan and Presidential priorities, and informed by NGDA Theme Reports, 

NGDA Dataset Reports, and other relevant information. The FGDC Coordination Group presents 

the Portfolio Summary including their recommendations on BY spending amounts organized by 

NGDA Dataset (mid-February, at the same time as Step 1A and Step 1B). 

• The FGDC Steering Committee concurs or recommends BY funding by NGDA Theme based on 

the Portfolio Summary, funding levels in the budget that were just released, NGDA Theme Lead 

recommendations, and any shifts in Presidential priorities not yet conveyed by the FGDC reporting 

guidance (mid-March; Step 2). 

• The FGDC Steering Committee communicates its BY funding recommendations for NGDA

Themes and their component NGDA Datasets, plus any corresponding performance 

recommendations, to OMB, the relevant members of the CFO community, Executive NGDA

Theme Champions, and the NGDA Theme Leads via the Executive NGDA Theme Champions. 

Agency CIOs should also be informed to ensure alignment with the agency’s CPIC process (late 

April; Step 3). 

• Agency CFOs, in consultation with the SAOGIs and Executive NGDA Theme Champions within 

their agencies, develop and submit agency budget requests reconciling the FGDC recommendations 

and agency subcomponent budget requests. Agency budget requests should reflect suggested FGDC 
31

investment collaboration status. Agency CIOs should be consulted to ensure alignment with respect 

to the agency’s CPIC process (May-September; Step 4). 

• OMB RMOs review FGDC Steering Committee recommendations and agency budget requests to 

determine consistency and funding by NGDA Dataset. In aggregate, OMB’s individual NGDA 

Dataset funding decisions produce NGDA Theme level funding for the BY (October- November; 

Step 5). 

• Agencies and OMB RMOs collaborate to resolve Passback and appeals to finalize the President’s 

Budget (December; Step 6). 

• OMB publishes the President’s Budget (February; Step 7). 

• The Steering Committee racks up the resolved agency appeals by collecting information from OMB

RMOs by NGDA Dataset, and then organizes agency-specific information by NGDA Theme and 

communicates that information to the FGDC Coordination Group (mid-February; Step 8). 

• The FGDC Coordination Group updates the Portfolio Summary to reflect recommended funding 

and performance by NGDA Dataset and informs NGDA Theme Leads and NGDA Dataset 

Managers of OMB decisions (mid-February; Step 9).

• NGDA Theme Leads update the NGDA Theme Reports to reflect the final budget decisions in the 

recently released President’s Budget (late-February; Step 10). 

5.3 Staged Process Implementation

All NGDA Datasets across all NGDA Themes will be involved in the NGDA Portfolio management 

process. In year one, the FGDC Steering Committee will indicate to OMB how and when the FGDC 

plans to progressively stage implementation of this portfolio budget recommendation process. In 

subsequent years, the FGDC Steering Committee will report to OMB on progress toward implementing 

the NGDA Portfolio management process and outcomes. Completion of two activities is critical before 

an enterprise NGDA Portfolio management process can be fully implemented. These are 1) the

designation and active leadership of NGDA Theme Leads and associated NGDA Dataset Managers and 

2) the documentation and availability of financial information for NGDA Datasets within a particular 

NGDA Theme. 

Documenting and making financial information available presents a more complex challenge for some 

agencies than others. This is because the desired degree of transparency and accountability may depend 

on modest refinements to agency financial management and budget systems that would allow for NGDA 

Dataset spending to be identified within the larger budget structures. It may therefore be necessary to 

gradually increase over a period of years the number of NGDA Datasets within a particular NGDA 
32

Theme that are capable of being fully included in this process. This is because achievement of the desired 

degree of transparency and accountability may depend on modest refinements to agency financial 

management and budget systems that would allow for NGDA Dataset spending to be individually 

identified within the larger budget structures. However, the FGDC need not wait until relevant financial 

information is available for all NGDA Datasets within a NGDA Theme before beginning to apply this 

process to that NGDA Theme. This process can begin when the FGDC determines it has the necessary 

financial information for a critical mass of NGDA Datasets associated with an NGDA Theme needed to

derive value from the process. 

The FGDC will coordinate with OMB and the agency CFO/CIO community to ensure a consistent 

approach to providing the required level of resolution of financial information for NGDA Datasets, 

recognizing that some agencies may require more time in order to satisfy the reporting requirements. 

This process will enable the FGDC Steering Committee to make informed decisions on setting both 

short- and long-term priorities on NGDA Themes and NGDA Datasets as well as cross-agency 

collaboration targets for NGDA Dataset development and funding. This collaborative process serves as 

an important component in the foundation of portfolio management in fulfillment of OMB Circular A16.
33

Appendix A. Acronyms

Acronym Definition

BY Budget Year (in reference to the Federal Budget Process)

CFO Chief Financial Officer

CIO Chief Information Officer

CIO Council Chief Information Officers Council

CPIC Capital Planning and Investment Control

CY Current Year (in reference to the Federal Budget process)

eGOV E-Government Initiative

FACA Federal Advisory Committee Act

FGDC Federal Geographic Data Committee 

FTE Full-time equivalent

NGAC National Geospatial Advisory Committee

NGDA National Geospatial Data Asset

NSDI National Spatial Data Infrastructure 

OMB Office of Management and Budget 

PY Prior Year (in reference to the Federal Budget)

RMO Resource Management Office

SAOGI Senior Agency Official for Geospatial Information