Strategic Plan

FY 2011 - 2016

U.S. DEPARTMENT 

OF COMMERCE 
Who We Are 

History and Enabling Legislation

The Department of Commerce was originally established by Congressional Act on February 14, 1903 

as the Department of Commerce and Labor (32 Stat. 826; 5 U.S.C. 591) and was subsequently 

renamed the U.S. Department of Commerce by President William H. Taft on March 4, 1913 (15 U.S.C. 

1512). The defined role of the new Department was “to foster, promote, and develop the foreign and 

domestic commerce, the mining, manufacturing, and fishery industries of the United States.”

Bureaus

■ Economic Development Administration 

■ Economics and Statistics Administration 

● Bureau of Economic Analysis 

● Census Bureau

■ International Trade Administration 

■ Bureau of Industry and Security 

■ Minority Business Development Agency 

■ U.S. Patent and Trademark Office

■ National Institute of Standards and Technology 

● National Technical Information Service 

■ National Telecommunications and Information Administration

■ National Oceanic and Atmospheric Administration 

■ Office of Inspector General 

In addition to these bureaus, Departmental Management (DM) encompasses the responsibilities of 

the Secretary, Deputy Secretary, Chief Financial Officer and Assistant Secretary for Administration, 

Chief Information Officer, and the Office of General Counsel. DM provides the policies, planning, 

and administrative guidance that ensure bureau operations are consistent with Secretarial priorities 

and with the Department’s mission. 

Location 

The Department is headquartered in Washington, D.C., at the Herbert Clark Hoover Building. 

The Department’s Internet address is http://www.commerce.gov.

Employees 

The Department had approximately 43,000 employees at the start of FY 2011. The size of the 

Department will fluctuate, particularly as the remaining activities related to the 2010 Decennial 

Census are completed.
Mission 

The Department of Commerce creates 

the conditions for economic growth and 

opportunity by promoting innovation, 

entrepreneurship, competitiveness, and 

stewardship informed by world-class 

scientific research and information

Vision 

United States remains a leader in 

the world economy

Strategic Plan

FY 2011 - 2016

U.S. DEPARTMENT 

OF COMMERCE 
FY 2011 - FY 2016 S t r ategic P lan IV

[Rese r ved]
FY 2011 - FY 2016 S t r ategic P lan V

[Rese r ved]
FY 2011 - FY 2016 S t r ategic P lan VI

Table of Con t e n t s

Introduction VIII

Theme – Economic Growth 1

Innovation and Entrepreneurship Goal: Develop the tools, systems, policies, and technologies critical to transforming our 

economy, fostering U.S. competitiveness, and driving the development of new businesses

4

Objective 1: Facilitate intellectual property protection by reducing patent and trademark pendency and increasing 

quality of issued patents and trademarks

6

Objective 2: Expand international markets for U.S. firms and inventors by improving the protection and 

enforcement of intellectual property rights

9

Objective 3: Stimulate high growth business formation and entrepreneurship, through investments in high-risk, 

high-reward technologies and removing impediments to accelerate technology commercialization

10

Objective 4: Drive innovation through supporting an open global Internet and communications and broadband 

policies that enable robust infrastructure, ensure integrity of the system, and support e-commerce

14

Objective 5: Provide the measurement tools and standards to strengthen manufacturing, enabling innovation, and 

enhancing efficiency

16

Market Development and Commercialization Goal: Help create market opportunities that equip businesses and 

communities with the tools they need to create new businesses and quality jobs with special emphasis on unserved and 

underserved groups

20

Objective 6: Promote and support the advancement of green and blue technologies and industries 22

Objective 7: Promote competitiveness of disadvantaged and distressed communities and businesses 25

Objective 8: Provide services to improve the competitiveness of small and medium-sized firms in manufacturing 

and service industries

31

Trade Promotion and Compliance Goal: Improve our global competitiveness and foster domestic job growth while 

protecting American security

35

Objective 9: Increase U.S. export value through an emphasis on trade promotion, market access, compliance, and 

interagency collaboration (including support for small and medium enterprises)

36

Objective 10: Implement an effective export control reform program to advance national security and overall 

economic competitiveness

43

Objective 11: Develop and influence international standards and policies to support the full and fair competitiveness 

of U.S. industry

47

Objective 12: Vigorously enforce U.S. fair trade laws through impartial investigation of complaints, improved 

access for U.S. firms and workers, and strengthened efforts to ensure compliance with antidumping/

countervailing duty remedies

49

Theme - Science and Information 53

Goal: Generating and communicating new, cutting-edge scientific understanding of technical, economic, social, and 

environmental systems

55

Objective 13: Enhance scientific knowledge and provide information to stakeholders to improve innovation and 

technology, support economic growth, and improve public safety

57

Objective 14: Improve understanding of the U.S. economy, society, and environment by providing timely, relevant, 

trusted and accurate data, standards and services enabling entities to make informed decisions

62

Objective 15: Enhance weather, water, and climate reporting and forecasting 68
FY 2011 - FY 2016 S t r ategic P lan VII

Table of Con t e n t s (continued)

Theme - Environmental Stewardship 73

Goal: Promote economically-sound environmental stewardship and science 75

Objective 16: Support climate adaptation and mitigation 78

Objective 17: Develop sustainable and resilient fisheries, habitats, and species 81

Objective 18: Support coastal communities that are environmentally and economically sustainable 84

Theme - Customer Service 89

Goal: Create a culture of outstanding communication and services to our internal and external customers 91

Objective 19: Provide streamlined services and single point of contact assistance to customers through better 

interaction and communication utilizing CommerceConnect, partnerships, branding, and other means 

of stakeholder involvement

92

Objective 20: Promote information access and transparency through technology, understanding customer 

requirements, and creating new data products and services that deliver added value to customers

96

Objective 21: Provide a high level of customer service to our internal and external customers through effective and 

efficient Department functions with empowered employees

98

Theme - Organizational Excellence 101

Goal: Create a high performing organization with integrated, efficient, and effective service delivery 103

Objective 22: Strengthen financial and non-financial internal controls to maximize program efficiency, ensure 

compliance with statute and regulation, and prevent waste, fraud, and abuse of government resources

104

Objective 23: Re-engineer key business processes to increase efficiencies, manage risk, and strengthen effectiveness 105

Objective 24: Create an IT enterprise architecture that supports mission-critical business and programmatic 

requirements, including addressing cyber security threats

107

Theme - Workforce Excellence 109

Goal: Develop and support a diverse, highly qualified workforce with the right skills in the right job to carry out the mission 111

Objective 25: Recruit, develop, and retain a high-performing, diverse workforce with the critical skills necessary for 

mission success, including growing the next generation of scientists and engineers

112

Objective 26: Create the best led Department in federal government by focusing on leadership development, 

accountability, and succession planning

114

Objective 27: Provide an environment that empowers employees and creates a productive and safe workplace 116

Appendices 119

Appendix A: [Reserved] 121

Appendix B: Glossary of Acronyms 122
FY 2011 - FY 2016 S t r ategic P lan VIII

I n tr odu cti o n

The structure of the Department of Commerce’s FY 2011 – 2016 Strategic Plan has markedly changed from that of the previous 

plan, and incorporates the structure of the Department’s new balanced scorecard.

During the spring of 2010, Secretary Locke and Deputy Secretary Hightower engaged with a broad cross-section of the Department’s senior 

leadership to develop a balanced scorecard to deploy and execute this Strategic Plan. The Secretary directed a balanced scorecard approach 

to establish and maintain focus on the Department’s top priorities, to support related data-driven reviews to achieve them, and to emphasize 

that Customer Service, Organizational Excellence, and Workforce Excellence are prerequisites to the achievement of the Department’s 

programmatic goals.

The balanced scorecard approach monitors the Department’s internal management processes and focuses operating programs on priorities. 

This approach recognizes that follow-up and follow-through are critical to both the short and long-term success and sustainability of highperforming programs. 

The Department’s balanced scorecard and Strategic Plan are structured around three programmatic themes (Economic Growth, Science and 

Information, and Environmental Stewardship) and three management themes (Customer Service, Organizational Excellence, and Workforce 

Excellence). The Economic Growth theme is further subdivided into three goals (Innovation and Entrepreneurship, Market Development and 

Commercialization, and Trade Promotion and Compliance). These themes and goals are further subdivided into 27 strategic objectives, which 

frame all of the Department’s programs and supporting activities. 

The Department’s Performance Budget aligns its bureaus’ funding to the programmatic objectives they most directly support. Significant other 

activities are also noted in the narratives of relevant objectives, with cites to the aligned objectives. Performance measures for Department 

bureaus are shown at the end of each programmatic objective narrative (1-18), consistent with this alignment. Performance measures for 

Departmental Management (Office of the Secretary) and the Office of Inspector General are shown at the end of selected management 

objectives, including each management objective to which funding is aligned in the Department’s Performance Budget. 
Theme

E c o n o m i c G r o w t h Economic 

Growth

S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 3

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 3

Theme – Economic Growth

The impact of the recent recession has made economic growth a critical function of the Department as Americans search to 

replace lost jobs. The Department is dedicated to improving the state of the U.S. economy and assuaging the difficulty of 

economic recovery experienced by Americans. 

The Department’s efforts contributing to economic growth are organized into three goals.

Innovati on and E n tr e p r eneu r s h i p

The U.S. Patent and Trademark Office (USPTO) facilitates the generation of innovative and commercially viable processes and products, while 

protecting the intellectual property rights (IPR) of the inventor. The goal to provide efficient and thorough review of patents and trademarks 

optimizes the economic value to investors and improves U.S. competitiveness. Furthering innovation, the National Institute of Standards and 

Technology (NIST) provides support for cutting-edge research and technology in materials science, nanotechnology, and other innovative 

areas. Grants administered by the Economic Development Administration (EDA) play a large role in encouraging innovation, and the forums 

that the Agency establishes create research-based communities of practice that foster commercialization. Expedient communication is key 

to business growth and the National Telecommunications and Information Administration (NTIA) assists by improving telecommunication 

performance, optimizing use of the federal spectrum, and increasing broadband access. Sustainable, nano and bio-manufacturing are also 

significant areas of innovation to which NIST provides research on scientific standards.

M a r k e t D evelopmen t and Comme rci a l i z ati o n

NIST and ITA support small and medium-sized enterprises (SME) to encourage job growth, job creation, and innovation, with a focus on 

environmentally and economically sustainable technologies. To reduce economic duress, MBDA and EDA assist in developing markets in 

disadvantaged or distressed communities through private enterprise job creation. The CommerceConnect initiative unifies Department 

resources for customized person-to-person support in generating economic growth. 

T r ade Pr omo ti on and Compl i a n c e

The Department generates economic growth and jobs through extensive assistance to firms engaging in international trade. The International 

Trade Administration (ITA) is focused on increasing exports, as outlined by the National Export Initiative (NEI), by assisting U.S. exporters 

in expanding to foreign markets. ITA achieves this goal, in part, by confronting unfair trade practices at home and abroad in order to give 

workers and firms the opportunity to compete on a level playing field. Export control reform has become a central concern to the Bureau 

of Industry and Security (BIS) as it updates the intergovernmental processes that are in place. NTIA promotes the use of telecommunication 

devices, speeding the pace of business. The Census Bureau supports the President’s NEI and the Export Control Reform Initiative by providing 

critical measures of exports. These measures help ensure that interagency automated systems that collect data needed for export control 

are kept up to date.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 4

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 4

Innovation and Entrepreneurship Goal: 

Develop the tools, systems, policies, and technologies critical to 

transforming our economy, fostering U.S. competitiveness, and 

driving the development of new businesses

The Department’s first strategic goal focuses on providing the tools, systems, policies, and technologies that will enable 

U.S. businesses to maintain their technological advantage in world markets. 

M ajo r E lemen t s of t he Goal

Protecting Intellectual Property

Given the demonstrated importance of high-quality intellectual property (IP) to innovation and competitiveness, USPTO is a key component 

of the Administration’s strategy to encourage U.S. innovation and global competitiveness.

USPTO will work to raise awareness, both domestically and internationally, of the value of IP and the positive economic, social, and cultural 

impact it has. USPTO promotes policies that improve the protection of IP rights (IPR) afforded by both domestic and international laws and 

agreements, and develops U.S. policies that reflect the vital importance of IPR in ensuring the continued competitiveness of U.S. industry. 

Processing of Patent and Trademark Applications 

U.S. innovators and businesses rely on the legal rights associated with patents in order to reap the benefits of their innovations. This means 

that the longer it takes for USPTO to review a patent application, the longer it will take for the benefit of patent protection to accrue. 

Congress and the public have recognized that patent pendency has a direct impact on U.S. competitiveness.

USPTO is streamlining the review and appeals process for patents by increasing the number of patent examiners, working closely with foreign 

IP offices, and implementing a state-of-the-art IT system for patent and trademark examination, with the goal of achieving an average first 

action patent pendency of 10 months, and an average overall patent pendency of 20 months. USPTO has aggressively been improving and 

providing effective training, revamping performance appraisal plans to include leadership skills development, and developing an effective 

Human Capital Succession Plan in an effort to improve quality and train the next generation of patent and trademark examiners.

Stimulate High Growth Business Formation and Entrepreneurship through Investments in High-risk, 

High-reward Technologies and Removing Impediments to Accelerate Technology Commercialization

NIST is expanding efforts to increase access to, and improve the utility of, two major user facilities that support national innovation efforts 

in materials science, nanotechnology, and other emerging technology areas. The NIST Center for Neutron Research provides neutron 

measurement capabilities to the U.S. research community, and NIST NanoFab houses advanced tools for making and measuring materials and 

devices with nanometer-scale structures. 

EDA encourages entrepreneurship and commercialization through its i6 Challenge Grants designed to encourage and reward innovative, 

groundbreaking ideas that will accelerate technology commercialization and new venture formation across the United States.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 5

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 5

EDA also uses its Office of Innovation and Entrepreneurship to conduct forums, collaborate on cutting-edge research, and analyze policy with 

the intent of identifying opportunities for enhancing federal efforts to encourage commercialization and entrepreneurship.

Drive Innovation through Supporting an Open Global Internet and Communications and Broadband Policies 

that Enable Robust Infrastructure, Ensure Integrity of the System, and Support E-commerce

NTIA supports telecommunications and information technologies (IT) through research focused on improving both the performance of 

telecommunications networks and the availability of digital content on the Internet. NTIA’s Institute for Telecommunication Sciences (ITS) 

research also supports U.S. positions in international standards-setting bodies.

NTIA maintains information that describes federal spectrum use to determine spectrum/geographic areas that are underused or vacant. 

In June 2010, the President signed a memorandum calling for NTIA, in collaboration with the Federal Communications Commission (FCC), 

to make 500 MHz of spectrum available for fixed and mobile wireless broadband in the next 10 years. 

The Broadband Technology Opportunities Program (BTOP) is helping to improve broadband services in unserved and underserved areas of the 

United States, enhancing U.S. competitiveness through advances in broadband speeds, deployment, and adoption. 

Provide the Measurement Tools and Standards to Strengthen Manufacturing, Enabling Innovation 

and Enhancing Efficiency

NIST laboratories focus on developing the measurement tools standards and services in order to support a robust, sustainable high-technology 

manufacturing sector. Efforts include:

Sustainable Manufacturing. NIST is developing standards to measure sustainability along several dimensions—such as environmental 

conditions, management, and operating performance—across the entire product life cycle. 

Nanomanufacturing. NIST builds the supporting technical capabilities that U.S. industry needs to understand and control matter at 

ever finer scales—all the way down to assemblies of a few atoms.

Biomanufacturing. NIST capabilities in measurement science improves manufacturing processes involved in the production of 

protein-based drugs and enables the U.S. Food and Drug Administration (FDA) to measure the “sameness” of drugs made by different 

manufacturers.

Interoperability Standards. Creating interoperability standards gives industry the confidence to invest in new technologies such as 

Smart Grid and health IT by broadening the market and decreasing the limitations inherent in legacy systems. 

BU R EAUS Con tri b u ti n g t o t h i s Goal

Promoting innovation and creativity, stimulating economic growth, and creating high-paying jobs are key Administration priorities. 

By providing IP protection in the form of patents and trademarks, USPTO plays a key role in fostering the innovation that drives job creation, 

investment in new technology and economic recovery, and in promoting and supporting these priorities. 

NIST laboratories conduct research that advances the Nation’s technology infrastructure and is needed by U.S. industry to continually improve 

products and services. 

EDA’s investments in communities focus on setting the stage for sustainable job growth and the building of durable regional economies 

throughout the United States. This foundation builds upon two key economic drivers—innovation and regional collaboration. Innovation is the 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 6

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 6

key to global competitiveness, new and better jobs, and a resilient economy. Regional collaboration allows communities to work together to 

develop initiatives that advance new ideas and creative approaches to address rapidly evolving economic conditions. 

NTIA promotes the development of Administration policies to increase availability of advanced telecommunications such as wireless services, 

broadband, and Internet-related technologies in support of e-commerce; manages the effective and efficient use of federal spectrum; and 

provides timely, effective application of NTIA’s research and engineering to U.S. industry through technology transfer and commercialization 

activities.

O bje cti ve 1

Facilitate intellectual property protection by reducing patent and trademark pendency 

and increasing quality of issued patents and trademarks

Str at e gi es t o Ac h i eve t h i s O bje cti v e

It has become increasingly clear that innovation is the key driver of long-term economic growth and a sustainable source of competitive 

advantage for U.S. businesses. By providing IP protection in the form of patents and trademarks, USPTO plays a key role in fostering 

the innovation that drives job creation, investment in new technology and economic recovery, and in promoting and supporting the 

Administration’s priorities. 

Optimize Patent Quality and Timeliness

U.S. innovators and businesses rely on the legal rights associated with patents in order to reap the benefits of their innovations. This means that 

the longer it takes for USPTO to review a patent application, the longer it will take for the benefit of patent protection to accrue. Congress and 

the public have recognized that patent pendency has a direct impact on U.S. competitiveness. The following steps will be taken:

 Re-engineer patent process to increase efficiencies and strengthen effectiveness; 

Increase patent application examination capacity by hiring more patent examiners; 

Improve patent pendency and quality by increasing international cooperation; 

Measure and improve patent quality by providing more effective training; 

Improve appeal and post-grant processes by streamlining the appeal process; and 

Develop and implement the patent end-to-end processing system. 

Optimize Trademark Quality and Timeliness

Trademarks perform a valuable function by identifying the source of products and services and being an indicator of safety and quality to 

the consumer. In the 21st century, trademarks represent highly valuable business assets, serving as symbols of a company’s good will and 

helping to cement customer loyalty. By registering trademarks, USPTO plays a significant role in protecting consumers from confusion as well 

as providing important benefits to U.S. businesses. The following steps will be taken:

Maintain trademark first action pendency on average between 2.5 – 3.5 months with 13 months final pendency; 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 7

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 7

Continuously monitor and improve trademark quality; 

Ensure accuracy of identifications of goods and services in trademark applications and registrations; 

Enhance operations of Trademark Trial and Appeal Board;

Modernize IT system by developing and implementing the trademark next generation IT system; and

Develop a new generation of Trademark organization leaders.

K e y Challen g e s

IP is a necessary instrument for innovators and businesses to capture value as ideas move to the marketplace. In performing its mission 

USPTO faces significant challenges:

The volume of applications; 

 Rapid advances in technologies; 

Necessity for global cooperation and protection; 

Antiquated and decaying IT infrastructure; 

Hiring, retaining, and training examiners;

Balancing competing objectives; 

The need for greater transparency in defining accountability metrics for agency objectives and performance; and

Creating a stable, long-term fee structure that supports agency performance objectives.

E x t e r nal Fact o r s

The following are key external factors that may significantly affect achievement of this objective:

Economic volatility that affects quantities of filings, fee collections, and the ability to hire and retain high quality staff;

Court decisions that affect USPTO practices and procedures; 

Outcomes of international discussions on topics that may determine the extent to which USPTO is able to realize operational efficiencies 

through work sharing and harmonization.

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

USPTO is partnering with ITA to develop country-specific toolkits, which provide a wealth of detailed information on how to protect and 

enforce intellectual property rights (IPR) in certain specific markets. The toolkits contain materials describing the scope of the IPR problem 

in a specific country, domestic legislation, suggestions on what can be done to protect an IPR, and steps that should be considered after an 

infringement is discovered. See www.stopfakes.gov. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 8

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 8

Pr o gr am E valuati ons

USPTO is committed to subjecting new initiatives to thorough evaluations and pilot projects. Evaluation plans will incorporate measurable 

objectives, critical measures of success, baseline data, and conditions for full implementation. This will ensure that USPTO proposes appropriate 

changes to patent and trademark laws, makes changes to internal processes that provide benefits and increased efficiency, and makes sound 

investment decisions.

Quality Assurances – USPTO also is committed to enhancing the quality of the patent and trademark examination processes to provide more 

consistent results and certainty for applicants, registrants, and patent owners. USPTO will demonstrate, through statistically valid metrics, 

that the quality of its work is the highest possible.

Accountability – Responsibility for providing performance data lies in the Patent, Trademark, and External Affairs organizations. USPTO holds 

program managers accountable for ensuring procedures are in place regarding the accuracy of their data and that the performance 

measurement source is complete and reliable.

Objective 1: Facilitate intellectual property protection by reducing patent and 

trademark pendency and increasing quality of issued patents and trademarks

Bureau Performance Measure

USPTO Patent in-process quality composite compliance rate

Final disposition compliance rate

Patent average first action pendency (months)1

Patent average total pendency (months)1

Patent backlog1

Patent applications filed electronically

Trademark first action compliance rate

Trademark final compliance rate

Trademark first action pendency (months)

Trademark average total pendency (months)

Trademark applications processed electronically

1

 This is a Department priority goal.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 9

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 9

O bje cti ve 2

Expand international markets for U.S. firms and inventors by improving the protection 

and enforcement of intellectual property rights

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Given the importance of high-quality IP to innovation and competitiveness, USPTO is a key component of the Administration’s strategy to 

encourage U.S. innovation and global competitiveness.

USPTO must promote, both domestically and internationally, the value of IP and the positive economic, social, and cultural impact it has. 

USPTO must work to ensure that IP laws in the United States and foreign IP offices continually adapt to new technological advances, that 

efforts to adapt and improve IP systems are based on the best available data, and that the IPR of U.S. businesses are protected at home 

and abroad.

Provide Domestic Leadership on IP Policy Issues and Development of a National IP Policy 

The Administration’s Strategy for American Innovation whitepaper demonstrated a commitment to retaining U.S. innovation leadership. 

USPTO must develop a national IP strategy will ensure that policy developments and implementation takes place within a national framework 

that allows stakeholders to create, own, and exploit research results, innovations, new technologies, and works of creativity. 

Provide Leadership on International Policies for Improving the Protection and Enforcement of IPR 

USPTO will:

Lead efforts at World Intellectual Property Organization (WIPO) and other international forums to improve IP protection 

and enforcement; 

Prioritize countries of interest to improve IP protection and enforcement, capacity building, and legislative reform, including creation 

of country/region specific action plans; 

Improve efficiency and cooperation in global IP system;

Provide international IP policy advice and expertise to other U.S. government agencies;

Provide technical expertise in the negotiation and implementation of bilateral and multilateral agreements that improve IPR

protection and enforcement; and 

Create USPTO and attaché-integrated action plans that focus on country-specific needs and interagency cooperation.

K e y Challen g e s

To improve the protection and enforcement of IPR, USPTO faces significant challenges:

Necessity for global cooperation and protection; 

The volume of patent and trademark infringement claims; and 

Negotiating the differences in domestic and foreign attitudes regarding the value of protecting IP. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 10

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 10

E x t e r nal Fact o r s

The ability of U.S. negotiators to successfully promote the acceptance of U.S. positions on IP protection in international forums and at 

multilateral IP conferences is the most important external factor that may affect achievement of this objective.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

USPTO is partnering with ITA to develop country-specific toolkits (http://www.stopfakes.gov/). 

ITA’s Office of Intellectual Property Rights provides small and medium-sized enterprises assistance on reporting IPR violations, participates 

internationally in the IPR working group to strengthen global IPR protections, and contributes to the joint development of the intellectual 

property enforcement strategic plan. Please refer to Objective 12 for further information related to ITA activities.

Pr o gr am E valuati ons

USPTO is committed to subjecting new initiatives to thorough evaluations and pilot projects. Evaluation plans will incorporate measurable 

objectives, critical measures of success, baseline data, and conditions for full implementation.

Objective 2: Expand international markets for U.S. firms and inventors 

by improving the protection and enforcement of intellectual property rights

Bureau Performance Measure

USPTO Percentage of prioritized countries that have implemented at least 75% of action steps in the country-specific action 

plans toward progress in institutional improvements of IP enforcement entities, IP office administration, and the 

establishment of government-to-government cooperative mechanisms to improve IP laws and regulations

O bje cti ve 3

Stimulate high-growth business formation and entrepreneurship, through investments in high-risk, 

high-reward technologies and removing impediments to accelerate technology commercialization

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Technological innovation drives economic growth, sustains U.S. competitiveness in the global economy, and supplies solutions to critical 

national needs and global challenges. Economic studies conducted even before the IT revolution have shown that as much as 85 percent of 

measured growth in U.S. income per capita was due to technological change.1

Fund High-risk, High-reward Research in Areas of Critical National Need 

NIST’s Technology Innovation Program (TIP) was established to assist U.S. small and medium-sized businesses, institutes of higher education, 

national laboratories, and non-profit research organizations to conduct research that has the potential for yielding transformational results 

with wide-reaching implications in areas of critical national need.

1 Rising Above the Gathering Storm: Energizing and Employing America for a Brighter Future, Committee on Prospering in the Global Economy of the 

21st Century: An Agenda for American Science and Technology, The National Academies, p. 1 (2007).
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 11

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 11

TIP addresses the Nation’s most critical needs by offering competitive, cost-shared funding opportunities for high-risk, high-reward research. 

Critical national need areas are identified to respond to societal challenges that are national in scope and of sufficient magnitude to 

justify government attention. Advanced manufacturing technology is one such focus area. TIP only funds projects that have a promising 

technological solution for problems that are not being addressed, for which funding is not reasonably available through other public or 

private sources, and that are within NIST’s areas of technical competence. 

Accelerate Technological Innovation through Expanded Partnerships and Collaborations 

with Industry and Academia

NIST works closely with other federal agencies to develop strategies to address national priorities where NIST can have a major impact, 

including expanding partnerships with industry, academia, and government (federal, state, and local), and developing new partnerships that 

address the critical national priorities singled out in the NIST investment priority areas. 

The NIST partnership with Nanoelectronics Research Initiative of the Semiconductor Research Corporation is a key example of this type of 

partnership. In this program, NIST works with industry to fund research at universities based on four regional clusters in New York, Indiana, 

Texas, and California that support research at 35 universities in 20 states.

NIST is also expanding efforts to increase access to and improve the utility of two major user facilities that support national innovation efforts 

in materials science, nanotechnology, and other emerging technology areas: the NIST Center for Neutron Research, which provides neutron 

measurement capabilities to the U.S. research community; and the NIST NanoFab, which houses advanced tools for making and measuring 

materials and devices with nanometer-scale structures. 

Provide Targeted Assistance to Help Foster Commercialization and Encourage High-growth 

and Innovation-based Entrepreneurship

In the increasingly interconnected global economy, creating programs that unleash the innovation and commercialization potential of 

communities across the Nation is critical. As global competition erodes the return to traditional practices, the key to job creation and shared 

prosperity is the creation and deployment of new products and services.

EDA recognizes the importance of encouraging programs that spur high-growth and innovation-based entrepreneurship and foster 

commercialization. EDA encourages entrepreneurship and commercialization through multi-agency innovation competitions (such as 

the i6 Challenge Grant that was designed to encourage and reward innovative, ground-breaking ideas that will accelerate technology 

commercialization and new venture formation across the United States, for the ultimate purpose of helping to drive economic growth and job 

creation), technical assistance, and greater priority in the Agency’s programs. EDA also uses its Office of Innovation and Entrepreneurship to 

conduct forums, collaborate on cutting-edge research, and analyze policy with the intent of identifying opportunities for enhancing federal 

efforts to encourage commercialization and entrepreneurship.

Invest in Cutting-edge Research that can Help Inform and Enhance Policy Efforts 

to Stimulate High-growth Business Formation 

EDA has an important role in conducting and disseminating cutting-edge research that helps inform local, regional, and national efforts to 

encourage entrepreneurship and commercialization. For example, EDA has utilized its National Technical Assistance Program to disseminate 

its Know Your Region curriculum. The curriculum helps communities leverage regional assets to more effectively encourage business formation 

and expansion. EDA’s Know Your Region curriculum has been adopted by USDA to help provide training to rural extension practitioners. 

Additionally, EDA is using its Research and Evaluation program to produce a National Regional Innovation Cluster map and tools that will 

help inform policy, shape decision-making, and assist communities and businesses become more competitive. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 12

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 12

K e y Challen g e s

Globalization and changes in domestic policy have brought about a number of challenges to innovation in the United States. 

To maintain U.S. international innovation leadership, NIST must adapt its mechanisms and policies for investing in science and technology to 

increase U.S. capability for innovation.2 By leveraging the resources of the NIST laboratories with a coordinated extramural research program 

built on partnerships between the federal government, the private sector, academia, and regional governments, NIST is able to provide the 

solutions needed to maintain U.S. competitiveness and promote innovation across the entire research and development (R&D) enterprise.

E x t e r nal Fact o r s

EDA programs are not intended to work alone, but to increase the availability of outside capital (both public and private) for economic 

development efforts to result in firm creation, job creation, and the commercialization of products and ideas. EDA recognizes that encouraging 

entrepreneurship and commercialization is difficult because of the wide range of externalities that affect whether firms and individuals take 

necessary risks, including national or regional economic trends, changes in business climate, and access to capital.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

NIST programs decrease the costs of research, market adoption, and penetration, and reduce the time it takes for this innovation process 

to unfold. Working in strategic partnership with industry and academia to address critical national needs, NIST programs address the 

following needs:

Ensure that government, industry, and academic research are aligned to meet the Nation’s long-term needs;

Encourage more resources to be directed at the needs of the future as compared to incremental developments based on 

today’s technology;

Create human capital and scientific talent in critical areas; and

Facilitate the transfer of knowledge and capabilities between academia and industry.

EDA assists economically distressed communities by providing strategic investments that encourage business creation and expansion, foster 

entrepreneurship, provide 21st century innovation infrastructure, and encourage research and technical assistance into cutting-edge economic 

development topics. EDA’s investments help attract private capital investment and jobs that address problems of high unemployment, low 

per capita income, and sudden and severe economic challenges. EDA’s technical assistance and research and evaluation investments provide 

effective resources to help enhance decision-making at the local, regional, and national level.

EDA’s programs are further discussed under Objectives 6 and 7.

2 This draws heavily upon Anderson, Gary, Jason Boehm, Eric Steel, and Gregory Tassey, 2008, “Enhancing Competitiveness and Speeding Innovation: 

Design and initial results of the NIST Rapid Innovation and Competitiveness Initiative,” which was presented at the annual meeting of The Technology 

Transfer Society.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 13

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 13

Pr o gr am E valuati ons

NIST uses the Government Performance and Results Act (GPRA) performance measures, balanced scorecard measures, dashboards, and 

program-specific metrics to measure the effectiveness of its programs.

NIST designed its performance evaluation system to accommodate its unique mission and to respond to the difficulty of measuring the results 

of investments in science and technology. The primary output of NIST is scientific and technical knowledge, which is inherently difficult to 

measure directly and comprehensively. Also, the benefits of research often do not accrue until several years after the research has been 

completed, and the diffusion of benefits often affects broad segments of industry and society over long time periods.

Given these challenges, NIST evaluates its performance using an appropriate mix of specific output tracking, peer review, and economic 

impact analyses. Together, these evaluation tools, combined with continual feedback from customers, provide NIST management and external 

stakeholders with a comprehensive picture of performance toward its long-term outcomes.

All agencies within the Department conduct program evaluations and track progress of their programs. EDA reviews performance on 

its programs through annual self-evaluations, GPRA performance measurement reporting, program base reviews, and quarterly balanced 

scorecard performance measure evaluations

Additionally, EDA utilizes critical performance measures to determine the overall effectiveness, usefulness, and success of its programs 

in meeting the needs of the Nation; including GPRA performance measures, balanced scorecard objectives and performance measures, 

dashboards, annual performance plans, strategic plans, customer satisfaction surveys, organizational assessment surveys, and other programspecific measures. 

Objective 3: Stimulate high growth business formation and entrepreneurship, 

through investments in high-risk, high-reward technologies and removing

impediments to accelerate technology commercialization

Bureau Performance Measure

NIST Cumulative number of TIP projects funded 

Cumulative number of publications

Cumulative number of patent applications

Cumulative number of projects generating continued R&D

Cumulative number of projects with technologies under adoption

EDA Private sector dollars invested in distressed communities as a result of EDA investments 

Jobs created or retained in distressed communities as a result of EDA investments 

Percentage of Economic Development Districts (EDD) and Indian tribes implementing projects from the Comprehensive 

Economic Development Strategy (CEDS) that lead to private investment and jobs

Percent of substate jurisdiction members actively participating in the Economic Development District program 

Percent of University Center (UC) clients taking action as a result of UC assistance 

Percent of those actions taken by UC clients that achieve the expected results
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 14

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 14

O bje cti ve 4

Drive innovation through supporting an open global Internet and communications and broadband 

policies that enable robust infrastructure, ensure integrity of the system, and support e-commerce

NTIA serves as the President’s primary policy advisor on domestic and international telecommunications and information issues and acts as 

the Administration’s primary voice on them. NTIA fulfills this role in a number of ways: 

Issuing special reports on topics of broad interest; 

Providing the Administration’s views on actions proposed by the FCC; 

Issuing requests for public input on specific issues; and

Encouraging dialogue with the private sector by participating in conferences, workshops, and other forums.

NTIA represents the Administration in other proceedings related to telecommunications and information policy, including Internet governance; 

domain name management; and the core issues of privacy policy, child protection and freedom of expression, and cyber security. 

NTIA provides direct benefits to the U.S. public through promotion of universal, affordable advanced telecommunications such as broadband 

and wireless services and Internet-related technologies, and by facilitating national and homeland security, public safety, and scientific 

research. 

Str at e gi es t o Ac h i eve t h i s O bje cti v e

NTIA supports innovative telecommunications and IT through basic research performed at its laboratory, the Institute for Telecommunication 

Sciences (ITS). This research has the potential to improve both the performance of telecommunications networks and the availability of digital 

content on the Internet. ITS research also supports U.S. positions in international standards-setting bodies.

NTIA will develop and maintain information that describes federal spectrum use. An inventory of spectrum use is needed to help spectrum 

management policy decisionmakers and technology innovators to determine spectrum/geographic areas that are underused or vacant. 

In June 2010, the President released an executive memorandum directing NTIA and other federal agencies to make spectrum available for 

fixed and mobile wireless broadband. In response to the memorandum, NTIA is undertaking tasks in collaboration with FCC to make available 

a total of 500 MHz of spectrum to support wireless broadband services or products over the next 10 years. This work will also include regular 

progress reports. 

The Broadband Technology Opportunities Program (BTOP) is helping to improve broadband services in unserved and underserved areas of 

the United States, ensure that every American may benefit from broadband technologies, and enhance America’s competitiveness through 

advances in broadband speeds, deployment and adoption. NTIA will ensure that projects supported by BTOP funds are fully completed within 

three years, and that funds are used by recipients in an effective and competent manner.

K e y C h a l l e n g e s 

The President directed the Secretary of Commerce, working through NTIA and in consultation with NIST, the National Science Foundation, 

and other agencies, to create and implement a plan to explore innovative spectrum-sharing technologies. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 15

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 15

E x t e r nal Fact o r s

Key external drivers include the White House, Congress, telecommunications industry, and consumers, which support spectrum management 

reforms via flexible use of spectrum and who benefit from NTIA actions on domestic and international telecommunications and 

information issues.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

NTIA, in its role as the President’s primary policy advisor on domestic and international telecommunications and information issues, engages 

other government agencies, both in the Department and throughout the federal government, as well as Internet constituencies in the 

commercial world, civil society, and academia. 

NTIA, USPTO, NIST, and ITA, have created an Internet Policy Task Force to identify public policy and operational challenges such as domestic 

and international information and communications technology policy, international trade, cyber security standards and best practices, 

IP, business advocacy, and export control.

In June 2010, the President signed a Memorandum calling for NTIA, in collaboration with the Federal Communications Commission (FCC), 

to make 500 megahertz of spectrum available for fixed and mobile wireless broadband in the next ten years.

Pr o gr am E valuati ons

In addition to tools such as GPRA performance measures and the balanced scorecard measures, NTIA conducts periodic assessments by senior 

management executives to evaluate progress, and to develop and refine new program goals. 

These program goals are coordinated with the Secretary of Commerce and the White House to ensure that policy priorities are met. 

Program evaluations determine whether existing resources are being assigned appropriately to the highest priority issues. 

Objective 4: Drive innovation through supporting an open global Internet and 

communications and broadband policies that enable robust infrastructure, 

ensure integrity of the system, and support e-commerce

Bureau Performance Measure

NTIA Update the spectrum inventory first established in FY 2011

Identify up to 500 MHz of spectrum to support commercial broadband services or products

Miles of broadband networks deployed (infrastructure projects)1

Community anchor institutions connected (infrastructure projects)1

New and upgraded public computer workstations (public computer centers projects)1

New household and business subscribers to broadband (sustainable broadband adoption projects)1

1 This tracks a Department priority goal.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 16

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 16

O bje cti ve 5

Provide the measurement tools and standards to strengthen manufacturing, 

enabling innovation, and enhancing efficiency

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Cutting-edge measurement capabilities, technical standards, and facilities are critical to strengthen manufacturing, enable innovation, and 

enhance efficiency of U.S. enterprises. NIST laboratories work at the frontiers of measurement science to develop and deliver these enabling 

technical products. These efforts will be strengthened though the America COMPETES Reauthorization Act, and will provide critical support 

to implement the President’s Plan for Science and Innovation.

Advance the State of the Art in Measurement Science

NIST leadership in measurement science research helps ensure that U.S. industry and universities will have the tools needed to remain at the 

leading edge of innovation and to secure advantages in bringing new technology to market. NIST will invest in high-risk, high-payoff projects 

that advance the state of the art in measurement science and focus on critical measurement barriers to industry. 

NIST’s Innovations in Measurement Science (IMS) program funds highly innovative measurement science ideas by NIST scientists and engineers 

that have the potential to significantly advance NIST’s measurement science capabilities. 

One project funded through this program focuses on addressing the fundamental link between the electrical and mechanical units of the 

international system of units. This problem will be addressed by the use of cutting-edge technology (the femtosecond laser frequency comb) 

to create an electrical measurement unit based directly on an atomic clock. This effort will result in measurement devices twice as accurate 

as others being deployed around the world, and would impact all facets of electrical measurements.

Other NIST programs focus on developing measurement tools and standards. Progress in building smaller, more efficient, and more powerful 

devices has been accompanied by improvements in the precision of NIST measurement systems—systems crucial for quality control, 

reproducibility, and product innovation—all of which are essential for advanced manufacturing. This progress has also enabled opening new 

frontiers in the quantum world—the world at the atomic scale. 

As an example, NIST research on precision manipulation of the quantum mechanics of ions to make better atomic clocks led directly to 

research on the use of those ions for quantum computing, initiating NIST’s world-class program on quantum information processing. In the 

future, these quantum computers will achieve performance beyond the physical limitations of today’s silicon-based computers. 

More recently, NIST applied techniques of quantum computing to research on developing a new type of atomic clock with the potential 

to be 100 times more accurate than today’s atomic clocks. Such accuracy and sensitivity are needed to meet demands in navigation, 

telecommunication, and gravity and magnetic measurements.

Focus New NIST Laboratory Activities to Provide the Measurement Tools and Services to Strengthen Manufacturing

NIST serves customers that include companies representing all major manufacturing sectors and many service sectors, state and local 

governments, over one hundred different federal agencies, standards organizations, the academic community, the general public, and 

friendly foreign governments. NIST meets the needs of its customers through a broad range of products, services, measurement capabilities, 

laboratories, testbeds, and user facilities. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 17

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 17

NIST laboratories focus on developing the measurement tools standards and services in order to support a robust, sustainable, high-technology 

manufacturing sector. Efforts include:

Sustainable Manufacturing. NIST is developing a system of sustainable manufacturing measures and standards to enable U.S. 

manufacturers to verifiably produce and recycle innovative products that result in zero environmental impact manufacturing. 

These tools will enable U.S. industry to measure and verify sustainability along several dimensions—environmental condition, 

management performance, and operating performance—across the entire product life cycle. U.S. manufacturers’ leadership in the 

development of innovative products that compete effectively in global markets will result in sustainable job creation while ensuring 

adequate resources and a better quality of life for current and future generations.

Nanomanufacturing. NIST builds the supporting technical capabilities that U.S. industry needs to understand and control matter at 

ever finer scales—all the way down to assemblies of a few atoms. NIST is helping to clear technical obstacles, including uncertainties 

about potential environmental, health, and safety risks with the aim of creating a competitive advantage in the growing international 

market for nanotechnology products. 

Biomanufacturing. NIST has identified critical areas where NIST capabilities in measurement science can most effectively impact the 

biopharmaceutical manufacturing industry to (1) improve efficiency and reliability of the manufacturing processes involved in the 

production of biologics (protein-based drugs), and (2) facilitate the approval of such drugs through measurement methods or reference 

materials that enable the FDA to accurately measure the “sameness” of a biologic made by different manufacturers.

Interoperability Standards. Lack of standards that allow interoperability within and among crosscutting technologies such as Smart 

Grid and health IT can reduce the benefits gained from these emerging technologies. Creating these standards gives industry the 

confidence to invest in these new technologies by broadening the market and decreasing the limitations inherent in legacy systems. 

For example, NIST is working to accelerate the development of Smart Grid standards, interfaces, and protocols within a common 

interoperability and cyber security framework. The availability of standards developed from this effort will enable manufacturers to 

introduce new ranges of products that can take advantage of the technological advances provided by a Smart Grid.

Rapid and Cost-Effective Manufacturing Capabilities. The ability to rapidly introduce product innovations is needed to fully 

capitalize on the unprecedented long-term manufacturing opportunities being created by new approaches to health care, energy, 

the environment, and transportation. NIST will conduct and sponsor R&D in technology areas central to a transformational future of 

U.S. manufacturers, including additive manufacturing and advanced robotics. New measurements and performance-based standards 

for additive manufacturing, the ability to create complex three-dimensional objects by building up layers with material composition 

and structure that vary like-colored ink on printed pages, will give U.S. manufacturers new capabilities to rapidly produce highlycustomized and complex products with increased functionality and performance, decreased time-to-market, and reduced waste.

K e y C h a l l e n g e s 

A key challenge in meeting this objective will be playing a targeted but significant role in coordinating the responses required to meet the 

national and global needs in areas of buildings and physical infrastructure, energy, environment, healthcare, IT, and manufacturing. 

NIST will have to continue to initiate and sustain effective collaboration among external partners. To maximize its impact in these areas 

of national interest, NIST will leverage its reputation for impartiality and technical expertise, its international standing, and its decades of 

experience as an effective partner to build on its cooperative relationships with other national laboratories and federal agencies, industry, 

academia, state and local governments, and international organizations. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 18

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 18

E x t e r nal Fact o r s

Revitalizing the Nation’s manufacturing industries and helping to ensure that they will continue to be engines of innovation and job creation 

in the future is essential to building a vibrant economy that can help raise the standard of living for all Americans. Continued emphasis must 

be applied to:

Provide workers with the opportunity to obtain the skills necessary to be highly productive;

Invest in the creation of new technologies and business practices;

Develop stable and efficient capital markets for business investment;

Help communities and workers transition to a better future;

Invest in transportation infrastructure;

Ensure market access and a level playing field; and

Improve the general business climate, especially for manufacturing.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

NIST works with the private sector, other government agencies, and universities to develop and apply the technology, measurements, and 

standards needed to strengthen its infrastructure for innovation to advance manufacturing and science; promote trade; and improve public 

safety and security. This contributes to improved quality of life and better and more jobs.

Pr o gr a m E v a l u ati o n s 

In addition to tools such as GPRA performance measures and the balanced scorecard measures, NIST undertakes select economic impact 

analyses to determine the economic impact of its programs.3

Since 1959, the National Research Council (NRC) has assessed the technical merit, relevance, and quality of NIST laboratory programs in the 

context of NIST’s mission. The NRC review is independent, technically sophisticated, and extensive. Information about its reviews and the 

assessments is publicly available,4 and has helped NIST refine its programs. 

NIST also uses the extensive expertise available in the private sector, through reviews undertaken by the NIST Visiting Committee on Advanced 

Technology (VCAT), which provides recommendations regarding the general policy for NIST, its organization, budget, and programs within the 

framework of applicable national policies as set forth by the President and the Congress. Based on its review, VCAT submits an annual report 

to the Secretary of Commerce for submission to Congress.5

3 http://www.nist.gov/director/planning/impact_assessment.cfm

4 http://www.nist.gov/director/nrc/index.cfm

5 http://www.nist.gov/director/vcat/index.cfm
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 19

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 19

Objective 5: Provide the measurement tools and standards to strengthen manufacturing, 

enabling innovation, and enhancing efficiency

Bureau Performance Measure

NIST Qualitative assessment and review of technical quality and merit using peer review

Citation impact of NIST-authored publications

Peer-reviewed technical publications produced

Standard Reference Materials (SRM) sold

NIST-maintained datasets downloaded

Number of calibration tests performed
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 20

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 20

Market Development and Commercialization Goal:

Help create market opportunities that equip businesses and communities with the 

tools they need to create new businesses and quality jobs with special emphasis on 

unserved and underserved groups 

The Department believes that the best way to encourage and support economic expansion and to increase the prosperity of all 

Americans is to create market opportunities. 

M ajo r E lemen t s of t he Goal

Promote and Support the Advancement of Green and Blue Technologies and Industries

Green technologies and industries refer to efforts and activities that preserve or enhance environmental quality by limiting the Nation’s 

dependence on fossil fuels, enhancing energy efficiency, curbing greenhouse-gas emissions, and protecting natural systems. As a subset of 

green, blue technologies refer to environmentally-sustainable efforts and activities related to oceans and waterways, aquaculture, renewable 

energy (hydropower, ocean thermal energy, wave power, etc.), and water science management.

Facing the challenges presented by global warming and climate change also offers opportunities to U.S. businesses. It is a Departmental priority 

to gather data about the environment, promote energy efficient and environmentally sustainable technologies, and use this information to 

grow jobs in the blue and green economies. 

EDA provides strategic investments in projects that encourage growth of the green economy. Recent EDA-funded research reveals that 

businesses in renewable energy and alternative fuels, green building and energy efficiency technology, energy-efficient infrastructure, 

transportation, and recycling are growing faster than the rest of the economy. These findings illustrate the promise environmentally 

sustainable development, and, more specifically, advance in green industries and technologies, have for transforming regional economies and 

spurring innovation.

Through its grants, EDA assists communities in using regional assets to promote economic development in a sustainable manner. For example, 

EDA may provide technical assistance to plan or test the feasibility of transitioning to green practices, resources to help construct U.S. Green 

Building Council’s Leadership in Energy and Environmental Design (LEED) certified (or equivalent) buildings, or support to make a business or 

manufacturing process more environmentally-friendly and more competitive.

Promote Competitiveness of Disadvantaged and Distressed Communities and Businesses

The Minority Business Development Agency (MBDA) provides minority business development services to minority business enterprises (MBE) 

through a network that includes MBDA staff and its funded centers (grantees). This network provides management and technical assistance 

and offers businesses services to grow and expand minority firms throughout the Nation. Recent growth rates in the total number of 

firms, employment, and gross receipts of minority-owned firms outpace non-minority owned firms. However, the average gross receipts of 

minority-owned firms, significantly lags behind the level of non-minority firms. 

The current financial crisis is disproportionately affecting MBEs as they face significant challenges dealing with credit restrictions and contract 

bundling. Access to capital is still one of the most important factors limiting the establishment, growth, and expansion of minority-owned 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 21

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 21

firms. As such, MBDA works to remove these barriers to entry and to open doors to economic opportunity for MBEs. MBDA’s staff and network 

of funded centers are on the ground in distressed communities throughout the Nation including the Gulf Coast region.

EDA regional innovation clusters—geographic concentrations of firms and industries that do business with each other and have common 

needs for talent, technology, and infrastructure—are a proven way to create jobs and grow the economy.

Collaborative regional innovation strategies work because they identify and leverage a region’s unique competitive strengths. They involve 

universities and other R&D centers as catalysts of innovation. They nurture networks for business financing, business-to-business sales, 

education, workforce development, and in particular, high-growth industry sectors. 

This approach applies to rural and urban areas because economies function as interconnected systems supporting each other and innovation 

increases efficiencies resulting in increased competitiveness. This strategy represents an important tool for helping historically disadvantaged 

and distressed communities and businesses become more competitive.

Resiliency—the ability to prepare and respond to various events—is critical to ensuring sustainable economic prosperity and growth. 

EDA recognizes that all communities are susceptible to natural and man-made disasters and has focused its programs to provide a robust 

array of resources to help communities plan and respond to such events. In many cases, when a community faces a disaster, businesses and 

citizens leave, the tax base shrivels, and the community faces enormous obstacles on the path to recovery. These obstacles necessitate a 

comprehensive approach to responding to the crisis. 

EDA’s ability to fund planning, capital, infrastructure, and technical assistance uniquely positions it to help communities revitalize, expand, and 

upgrade their physical infrastructure to attract new industry, encourage business creation and expansion, foster sustainable manufacturing, 

diversify regional economies, and generate or retain long-term, private-sector jobs and private investment.

The Census Bureau’s Local Employment Dynamics (LED) program creates new labor market information with industry and geographic flexibility 

and details that can help to identify regional innovation cluster centers. 

Provide Services to Improve the Competitiveness of Small and Medium-Sized Firms in 

Manufacturing and Service Industries

Through its CommerceConnect initiative, the Department provides a one-stop approach to expose businesses to the array of programs, services, 

and data available from the federal government. Teaming up with its partner bureaus, other federal and local agencies, CommerceConnect hopes 

to develop and enhance programs that meet business needs, and to identify existing programs to better target areas of business need.

NIST’s Hollings Manufacturing Extension Partnership (MEP) provides manufacturers with access to manufacturing experts available to 

assist in adopting new technologies, developing innovative products, and implementing process innovations to improve their productivity, 

profitability, and competitiveness. 

MEP concentrates on five critical areas: technology acceleration, supplier development, sustainability, workforce, and continuous improvement. 

With a focus on increasing the competitiveness of the industry and its firms, MEP works at a deep, strategic level with firms placing emphasis 

on cutting costs by 20 percent and increasing revenue by 20 percent. 

The U.S. Commercial Service helps U.S. companies find new international business partners in worldwide markets, offering four ways to grow 

international sales:

International market research;

Trade events that promote U.S. products or services to qualified buyers;
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 22

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 22

Introductions to qualified buyers and distributors; and

Counseling through every step of the export process.

For companies looking for U.S. suppliers, U.S. Commercial Service can help find U.S. suppliers of products and services. 

ITA combines its analytical capabilities with its international and industry knowledge to provide recommendations to advance the 

competitiveness of U.S. manufacturing and service industries. For example, ITA uses its industry expertise and contacts to help other federal 

agencies design rules and regulations that achieve pubic goals in a more efficient manner. ITA is working with industry, the Department of 

Transportation, and other agencies to highlight the importance of improving the U.S. supply chain and transportation infrastructure. 

BU R EAUS Con tri b u ti n g t o t h i s Goal

In the Office of the Secretary, CommerceConnect plays a key role in delivering programs and services to enable small and medium-sized 

businesses to commercialize technologies, grow their businesses, and create jobs. CommerceConnect provides easy, one-stop access to 

federal programs that provide technical data and research, export counseling, cost reduction programs, grants, as well as many local economic 

development programs. 

EDA assists economically distressed communities by promoting a favorable business environment through its strategic investments in public 

infrastructure. These investments help attract private capital investment and jobs that address problems of high unemployment, low per 

capita income, and sudden, severe economic challenges. EDA supports effective decision-making by local officials through its capacitybuilding programs. 

MBDA helps minority-owned businesses obtain access to public and private debt and equity financing, market opportunities, and management 

and business information to increase business growth in the minority business community. MBDA also plays an integral role in the 

CommerceConnect program.

Through MEP, NIST helps smaller firms adopt advanced manufacturing and management technologies as well as innovative business practices 

to position them to compete in the global economy. MEP helps companies transform themselves into high performance enterprises—productive, 

innovative, customer-driven, and competitive—by efficiently providing high value technical and advisory services, including access to industry 

best practices. 

ITA assists in the development of U.S. trade policy in the global economy, creates jobs and economic growth by promoting U.S. companies, 

strengthens U.S. competitiveness across all industries, addresses market access and compliance issues, administers U.S. trade laws, and 

undertakes a range of trade promotion and trade advocacy efforts.

O bje cti ve 6

Promote and support the advancement of green and blue technologies and industries

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Encourage Innovations in the Green Economy

EDA supports the Department’s goal of fostering economic growth by stimulating the advancement of green and blue technologies and 

industries. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 23

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 23

EDA provides strategic investments in projects that encourage growth of the “green economy” (i.e., the development and use of products 

and services that contribute to economic growth by respecting and revitalizing the environment). Recent EDA-funded research reveals that 

businesses in renewable energy and alternative fuels, green building and energy efficiency technology, energy-efficient infrastructure and 

transportation, and recycling are growing faster than the rest of the economy. A Pew Charitable Trusts report also found that clean energy 

segments have resulted in far-reaching national economic benefits. Between FY 1998 and FY 2007, clean energy jobs grew by 9.1 percent, 

while total jobs grew by only 3.7 percent according to data collected by Pew. While the industry is still in its infancy, its growth rate over 

the past decade has outpaced other emerging technology sectors. These findings illustrate the promise that environmentally-sustainable 

development, and, more specifically, advances in green industries and technologies, can have for transforming regional economies and 

spurring innovation. 

EDA promotes environmentally-sustainable development through a two-pronged approach. First, EDA’s Sustainable Economic Development 

program (formerly known as the Global Climate Change Mitigation Incentive Fund) helps to cultivate innovations that can power the green 

economy through investments in emerging industrial clusters related to energy, cutting-edge environmental technologies, sustainable 

manufacturing processes, and green building practices. Specifically, the program invests in efforts to develop and implement green products, 

processes, and buildings that create jobs through, and increase private capital investment in, efforts to limit the Nation’s dependence 

on fossil fuels, enhance energy efficiency, curb greenhouse gas emissions and protect natural systems. Second, EDA has implemented a 

funding priority that encourages investments capable of cultivating innovations in the green economy in all of its other grant programs. 

This investment priority enables EDA to leverage its wide array of programs and resources to support this important national priority and 

Departmental objective.

Support Sustainable Economic Development 

Recent years have witnessed growing recognition that economic growth can—and must—go hand in hand with environmental stewardship. 

EDA has taken important steps to link its investments with broad policy that understands the link between environmental quality and 

economic development.

EDA provides investments that assist communities in utilizing regional assets to promote economic development in a sustainable manner. 

In some communities these investments come as technical assistance to plan or test the feasibility of transitioning to green practices, 

in others EDA provides resources to help construct U.S. Green Building Council’s LEED certified (or equivalent) buildings, while in others EDA 

provides strategic resources to help make a business or manufacturing process more environmentally friendly and more competitive. 

One of the Department’s priority goals is to support the support sustainable manufacturing practices. Specifically, this goal is measured by 

the percent of EDA’s total infrastructure construction projects that are certified by the U.S. Green Building Council’s LEED, or an equivalent.

K e y C h a l l e n g e s 

EDA recognizes that efforts to promote sustainable economic development are intrinsically linked to broader federal efforts to support the 

green economy and associated markets. Firms who might consider leveraging their work to support the green economy are hesitant because 

regulations that could have a significant impact on their business have yet to be determined. Additionally, firms that could support the green 

economy and help promote sustainable economic development have to navigate a convoluted network of state policies. These state policies 

often compete against each other, and offer few incentives to manufacture the products and services associated with green technologies and 

innovations. In spite of these challenges, the green economy continues to be one of the fastest-growing aspects of the economy, and has 

become a critical component of job creation, business formation, and long-term regional prosperity. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 24

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 24

E x t e r nal Fact o r s

EDA programs are not intended to work alone, but to increase the availability of outside capital (both public and private) for economic 

development efforts to result in firm creation/expansion, job creation, and long-term prosperity of regions across the country. EDA recognizes 

that encouraging innovations in the green economy and promoting sustainable economic development is difficult because of a wide range of 

externalities, including access to capital to help seed fledgling companies in the green economy and variations in federal and state policies 

which cause uncertainties in the market. Because EDA’s programs leverage other federal, state, local, and private efforts, they provide 

catalytic investments that help firms in the green economy start and expand.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

EDA promotes environmentally-sustainable development through a two-pronged approach. First, EDA’s Sustainable Economic Development 

Program helps to cultivate innovations that can power the green economy through investments in emerging industrial clusters related 

to energy, cutting-edge environmental technologies, sustainable manufacturing processes, and green building practices. Specifically, the 

program invests in efforts to develop and implement green products, processes, and buildings that create jobs through, and increase private 

capital investment in, efforts to limit the Nation’s dependence on fossil fuels, enhance energy efficiency, curb greenhouse gas emissions, and 

protect natural systems. Second, EDA has implemented a funding priority that encourages investments capable of cultivating innovations in 

the green economy in its other key grant programs. This investment priority enables EDA to leverage its wide array of programs and resources 

to support this important national priority and Departmental objective. EDA’s programs are further discussed under Objective 7.

Promoting innovative energy technologies to reduce dependence on oil and mitigate the impact of climate change is a priority of the 

Administration. To address this issue, NIST is focusing on programs that will develop the measurements, standards, and common framework 

that are required to promote sustainable operations and improve energy efficiency in both the construction and manufacturing sectors. 

NIST initiatives will provide for the development of data, models, and support tools to improve energy efficiency in manufacturing and 

construction processes and to benchmark and stimulate the utilization of sustainable materials. NIST’s laboratory programs are further 

discussed in Objective 5. NIST MEP, which assists businesses in adopting sustainable practices, is discussed in Objective 8.

NIST will focus on developing new measurement instrumentation and methods for Advanced Solar Technologies, which will help bridge the 

current gap in measurement technology needed to enable third-generation photovoltaic (3rd-Gen PV) development. NIST is also expediting 

development of standards critical to achieving a reliable Smart Grid, as well as developing the measurements, standards, and a common 

framework that are required to promote sustainable and energy-efficient manufacturing and construction. The Smart Grid, along with work in 

Advanced Solar Technologies and sustainable manufacturing and construction, will be key to national efforts to further energy independence 

and curb greenhouse gas emissions. With industry, government, and consumer stakeholders, NIST is carrying out these responsibilities with 

a sense of urgency. 

Pr o gr am E valuati ons

All agencies within the Department conduct program evaluations and track progress of their programs. EDA reviews performance on 

its programs through annual self-evaluations, GPRA performance measurement reporting, program base reviews, and quarterly balanced 

scorecard performance measure evaluations. 

Additionally, EDA utilizes critical performance measures to determine the overall effectiveness, usefulness, and success of its programs 

in meeting the needs of the Nation; including GPRA performance measures, balanced scorecard objectives and performance measures, 

dashboards, annual performance plans, strategic plans, customer satisfaction surveys, organizational assessment surveys, and other programspecific measures.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 25

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 25

In FY 2010, EDA completed an evaluation of the Green Economy in collaboration with the University of California, Berkeley, which informed 

the development of new programmatic guidance for the Agency’s Sustainable Economic Development Program.

Objective 6: Promote and support the advancement of green and blue technologies and industries

Bureau Performance Measure

EDA Raise the percentage of construction projects involving buildings or structures funded by Economic Development 

Assistance Programs that are certified by the U.S. Green Building Council’s Leadership in Energy and Environmental 

Design (LEED) or a comparable third-party certification program to 12 percent1

Private sector dollars invested in distressed communities as a result of EDA investments 

Jobs created or retained in distressed communities as a result of EDA investments 

1

 This is a Department priority goal to be completed by the end of FY 2011.

O bje cti ve 7

Promote competitiveness of disadvantaged and distressed communities and businesses 

Str at e gi e s t o Ac h i e v e t h i s O b j e cti v e 

Encourage Collaborative Regional Innovation

EDA’s framework for economic development builds upon the Administration’s strategy for promoting sustainable economic growth by 

fostering regional innovation clusters. Regional innovation clusters—geographic concentrations of firms and industries that do business with 

each other and have common needs for talent, technology, and infrastructure—are a proven way to create jobs and grow the economy.

Research shows that collaborative regional innovation strategies work because they actively identify and leverage a region’s unique competitive 

strengths. They involve universities and other R&D centers as catalysts of innovation. They nurture networks for business financing, businessto-business sales, education, workforce development, and high-growth industry formation. These innovation clusters are particularly effective 

vehicles for sustainable economic growth in a global knowledge-driven economy. Regional innovation clusters reach every region and benefit 

every segment of the population, from people with general equivalency diplomas to those with PhDs. This approach is applicable to both rural 

and urban areas because economies function as interconnected systems supporting each other and innovation increases efficiencies resulting 

in increased competitiveness. Ultimately, clusters provide a means to identify and leverage a region’s competitive advantages, overcome its 

weaknesses, and mitigate any long-term economic threats. This strategy represents an important tool for helping historically disadvantaged 

and distressed communities and businesses become more competitive.

A key vehicle for implementation will be through the Regional Innovation Program authorized by the America COMPETES Reauthorization Act.

Similarly, EDA envisions a regional approach to support the President’s Wireless Innovation and Infrastructure Initiative by leveraging public 

and private community investments.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 26

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 26

Foster Economic Resiliency 

Resiliency—the ability to plan, prepare, and respond to various events—is critical to ensuring sustainable economic prosperity and growth. 

EDA recognizes that all communities are susceptible to natural and man-made disasters and has focused its programs to provide a robust 

array of resources to help communities plan, prepare, and respond to such events. 

EDA’s diverse programs provide critical resources capable of helping communities impacted by man-made and natural disasters. Such disasters 

can dramatically shape a community. In many cases, when a community faces a significant disaster businesses and citizens leave, the tax 

base shrivels, and the community faces enormous obstacles on the path to recovery. These obstacles necessitate a comprehensive approach 

to assessing and responding to the crisis. EDA’s ability to fund planning, capital, infrastructure, and technical assistance uniquely positions 

it to help communities revitalize, expand, and upgrade their physical infrastructure to attract new industry, encourage business creation 

and expansion, foster sustainable manufacturing, diversify regional economies, and generate or retain long-term, private-sector jobs and 

private investment.

Promote Minority Business Development 

MBDA fully supports Department efforts to ensure the full participation of businesses that are minority-owned competing in the United 

States and the global market. MBDA works to remove barriers to entry and open doors to economic opportunity. MBDA successfully provides 

minority business development services to minority business enterprises (MBE) through a network that includes MBDA staff and its funded 

centers (grantees). MBDA’s staff and network of funded centers provide management and technical assistance and offer business services to 

grow and expand local minority firms. MBDA has initiated a series of business-to-business forums to encourage MBEs to partner with other 

firms, form joint ventures, and sign mentor-protégé agreements. This will encourage enterprises with increased capacity and competitiveness 

to sustain development within the minority community. MBDA will continue efforts to maximize job creation and to assist MBEs in obtaining 

financial and contract awards. 

Maintain Strategic Growth Initiative 

The long-term goal of achieving entrepreneurial parity for MBEs remains a benchmark by which MBDA’s critical federal government role 

should be measured. The Strategic Growth Initiative (firms with $500,000 or more in annual sales or with rapid growth potential) introduced 

by MBDA in FY 2004 was designed to address the issue of sustainable business growth and development for MBEs beyond the microenterprise stage, as too many minority businesses were small and start-up firms. The MBDA Strategic Growth Initiative has made progress 

providing performance dividends for minority businesses. Many high-growth minority firms have successfully competed for larger prime 

contracts and financial awards, and have had a significant economic impact within the minority community and overall economy. MBDA will 

continue to focus on services for Strategic Growth Initiative that have a capability to expand, make an economic impact in their communities, 

and create new jobs. It is expected that overall annual receipts for client firms assisted will grow by $50,000 each year. Larger firms will 

increase capacity by obtaining new contracting opportunities and financial awards with a continued growth in sales. 

Expand Global Competitiveness for MBEs

To increase the size, scale, and capacity of MBEs, MBDA will work to foster global competitiveness through a Global Export Initiative and a 

newly created Global Construction program. As minority-owned firms are twice as likely to export compared to non-minority-owned firms, 

MBDA brings a unique perspective, leadership, energy, and service to the Administration’s National Export Initiative (NEI). MBDA’s Global 

Construction program includes a training program for 150 minority-owned constructions firms, developing global contracting skills, and 

allowing them to compete in a program for over $1 billion in private-sector contracting opportunities. MBDA is also offering MBEs the 

opportunity to participate in an overseas private investment corporation enterprise development network. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 27

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 27

K e y C h a l l e n g e s 

Regions are the economic driver of national prosperity, and as such, they serve as the organizing framework upon which economic development 

efforts should be directed for maximum benefit. And yet, too often economic development efforts are developed and implemented in parochial, 

siloed ways. Regional assets that could be leveraged to mitigate challenges of a community are not leveraged, solutions are not considered in 

broad terms, and thus do not afford the broadest impact, especially for distressed and disadvantaged communities and businesses. EDA aims 

to provide resources to help local and regional decisionmakers understand the importance of implementing collaborative regional innovation 

strategies that build upon the unique assets of the region to mitigate challenges and increase competitiveness. EDA has had an important 

role in supporting the emerging federal strategies for place-based development efforts. 

MBDA faces internal challenges as it addresses numerous environmental factors. Agency management will need to make critical program 

decisions that ensure optimal service delivery and administrative efficiencies. A significant focus will be on grants management, monitoring 

of funded centers, and operation of the Regional Enterprise Centers. Related to this effort will also be the need to maintain accountability 

for the accomplishment of overall performance, efficiency, and productivity metrics by MBDA-funded centers. Another critical factor will be 

the timely verification and validation for performance outcomes by MBDA staff.

MBDA will also need to examine capital access for MBEs since it has increasingly become more difficult for them to obtain capital due to 

stress on the capital markets. Key to many of MBDA’s efforts will be its success in advocating and promoting program services and marketing 

MBEs nationwide. MBDA will strive to improve its Web-based tools and information technology to better service its clients.

Additional efforts to serve more clients include the establishment of public-private partnerships to better service funded centers and 

constituents and to offer additional business-to-business forums to encourage joint venture opportunities. MBDA will also seek to work 

with minority financial institutions to further support the efforts of its network of funded centers.

E x t e r nal Fact o r s

EDA programs are not intended to work alone, but to increase the availability of outside capital (both public and private) for economic development efforts to result in firm creation/expansion, job creation, and long-term prosperity of regions across the country. Fostering collaborative 

regional innovation and economic resiliency is difficult because of a wide range of externalities, including issues related to the composition 

and education of the workforce and obstacles related to the geography, climate, and/or natural resources of particular regions.

MBDA recognizes environmental factors that will impact operations during the balance of the decade. An objective of MBDA is to achieve 

entrepreneurial parity for minority business enterprises. Entrepreneurial parity is achieved when the level of business activity of a business 

group is proportional to that group’s representation in the U.S. adult population. The 2007 Survey of Business Owners data show a rapidly 

growing minority business population, however the share of minority businesses continued to lag behind the representation of minorities age 

18 and above in the U.S. population. The minority population in the United States represents 35 percent of total population, while minorities 

own 22 percent of classifiable firms and generate just 9 percent of the total gross receipts. 

While MBEs made a substantial contribution to the U.S. economy, they are now facing significant and disproportionate challenges in the 

current environment as they rely heavily on lines of credit and are often denied opportunities due to contract bundling. These factors, along 

with the restructuring of the corporate supply chain will make it more difficult for MBEs to compete. 

Another external factor is the continued increase in immigration that will add potential new minority clients seeking business services. 

New job creation will be required to support this increase. The globalization of the competitive marketplace will continue to move toward 

outsourcing and foreign competition. These existing obstacles challenge minority-owned firms, however, business free trade agreements 

(FTA) and the President’s NEI can certainly provide opportunities for MBE participation. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 28

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 28

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

EDA assists economically distressed and historically disadvantaged communities and businesses by providing strategic investments that can 

help communities become more competitive, including: 

Strategic Economic Development Planning. EDA, through its Partnership Planning investments, provides strategic economic 

development planning to help communities understand how they can leverage their regional assets to make their community more 

competitive. These types of investments can be critical when, for example, plant closures lead to a significant deterioration in the 

region’s economic prospects. Communities may use strategic planning investments to create an action plan to stabilize their local 

economy and then develop a regional strategy that re-thinks their economic future and enables the region to grow in new and 

sustainable directions. For example, EDA provided a strategic planning grant to the Economic Council of St. Louis County, the State 

of Missouri Department of Economic Development, and the City of Fenton, MO, to fund a strategic plan to address the closure of the 

Chrysler auto manufacturing plants in the City of Fenton, near St. Louis, and a plan for eventual re-use of the sites. This public-private 

partnership is working to identify opportunities to replace the jobs lost and expand employment by creating a stronger and more 

diversified regional economy, able to compete in the global marketplace.

Technical Assistance. EDA provides technical assistance in several forms, including feasibility studies, impact analyses, or initiatives 

to promote entrepreneurship. For example, EDA recently provided a strategic investment to JumpStart, a non-profit whose programs 

focus on preparing the northeast Ohio region to transition from old-line, manufacturing industries to a high-tech, entrepreneurialbased economy. EDA supports JumpStart’s outreach to, and development of, entrepreneurs in the region’s 21 counties, an area that is 

among the hardest hit by the recent economic decline and the foreclosure crises. 

Infrastructure Construction. EDA, through its 21st Century Innovation Infrastructure (formerly Public Works) and Economic Adjustment 

Assistance programs, provides investments to help distressed communities revitalize, expand, and upgrade their physical infrastructure. 

EDA provides investments to help facilitate the transition of communities from being distressed to becoming competitive in the 

worldwide economy by the development of key public infrastructure such as technology-based facilities; R&D commercialization 

centers; facilities for workforce development; wet labs; multi-tenant manufacturing facilities; research, business, and science parks 

with fiber optic cable; and telecommunications infrastructure and development facilities. In addition, EDA continues to invest in 

traditional infrastructure, including water and sewer system improvements, industrial parks, business incubator facilities, expansion of 

port and harbor facilities, skill-training facilities, and the redevelopment of brownfields.

Capitalization of Revolving Loan Funds (RLF). EDA provides resources to support the capitalization or re-capitalization of RLFs, 

which enable the recipient to make loans at interest rates that are at or below market rate to small businesses or to businesses that 

cannot otherwise borrow capital. As the loans are repaid, the grantee uses a portion of interest earned to pay administrative expenses 

and adds remaining principal and interest repayments to the RLF’s capital base to make new loans. A well-managed RLF award actively 

makes loans to eligible businesses and entities, continues to revolve funds, and does not have a termination date.

Regional Innovation. EDA will use this program, authorized by the America COMPETES Reauthorization Act, to support regional 

economic competitiveness through planning, capacity buiding, and capital projects. 

The mission of MBDA is to foster the growth and global competitiveness of U.S. businesses that are minority-owned. MBDA works to remove 

barriers to entry and open doors to economic opportunity, through five base programs, including:

Minority Business Public-Private Partnerships. The network of MBDA Business Centers and Native American Business Enterprise 

Centers are comprised of for-profit entities, non-profit entities, state and local governments, tribal entities, and institutes of higher 

learning. MBDA’s network of funded centers (grantees) operates under cooperative agreements. The centers provide an array of business 

counseling and development services to the minority business community and work in full collaboration with MBDA field staff. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 29

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 29

Minority Business Direct Federal Client Services. MBDA staff and resources provide direct collaboration with MBDA-funded centers, 

one-on-one client service delivery, referrals, resource matchmaking, business-to-business teaming facilitation, as well as indirect 

service delivery through electronic means. The MBDA units responsible for this program are the Office of Business Development and 

MBDA’s field offices. 

Minority Business Advocacy and Outreach. This program is responsible for establishing and maintaining positive relations between 

the Agency, members of Congress, the White House, and other government entities; and coordinating the Agency’s Congressional and 

intergovernmental activity with the Department’s Office of Legislative and Intergovernmental Affairs. The program is also responsible 

for the development and implementation of strategic alliances with public and private sector organizations, trade associations, 

education institutions, and business advocacy groups.

Minority Business Policy and Oversight. The National Director leads the Agency in promoting the growth and competitiveness of 

MBEs nationwide. This program coordinates the plans, programs, and operations of the Agency to strengthen MBEs. The program also 

oversees and produces research studies, reports, and fact sheets to increase the body of knowledge on minority-owned businesses. 

Office of Native American Business Development. This office is engaged in identifying opportunities in the areas of federal procurement, 

energy, manufacturing, international trade, and financial services for Native American constituencies. This office collaborates with 

other federal agencies, Indian Nations, and industry to provide leadership in Indian economic development. Other activities include 

conducting outreach to private sector companies and other minority businesses to collaborate in building private and public partnerships 

for developing sustainable economies in Indian country.

The Census Bureau’s Local Employment Dynamics (LED) program creates new labor market information with unprecedented industry and 

geographic flexibility and details that can help to define or identify regional innovation cluster centers. Several academic and research 

institutions already recognize this potential. The LED program provided technical assistance in response to questions and interest about the 

recent EDA solicitation for mapping regional innovation cluster centers. 

The LED program also has been providing labor market information to communities affected by disasters for a number of years. Recently these 

disasters have included hurricanes in the Gulf, wild fires in California, floods in Iowa, tornados in Illinois, and even the bridge collapse in 

Minnesota. LED program information has provided a detailed breakdown of the characteristics of the workforce such as age, gender, earnings, 

and industry broken down by geography. The LED program application known as OnTheMap provides a unique picture by showing, visually 

on a map, the relationship of where people work and live.

In July 2010, the LED program, in cooperation with National Oceanic and Atmospheric Administration’s (NOAA) National Hurricane Center, 

developed a sophisticated version of OnTheMap called OnTheMap for Emergency Management: Hurricanes. This application provides realtime tracking of a hurricane with a direct feed from the National Hurricane Center. As the hurricane makes landfall, the LED program begins 

to generate information on the jobs and characteristics of workers that might be affected by the hurricane.

Census Bureau programs are more fully addressed under Objective 14.

Pr o gr am E valuati ons

All agencies within the Department conduct program evaluations and track progress of their programs. EDA reviews performance on 

its programs through annual self-evaluations, GPRA performance measurement reporting, program base reviews, and quarterly balanced 

scorecard performance measure evaluations.

Additionally, EDA utilizes critical performance measures to determine the overall effectiveness, usefulness, and success of its programs 

in meeting the needs of the Nation; including GPRA performance measures, balanced scorecard objectives and performance measures, 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 30

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 30

dashboards, annual performance plans, strategic plans, customer satisfaction surveys, organizational assessment surveys, and other programspecific measures.

In FY 2010, EDA promoted a comprehensive innovation index (developed in collaboration with the Indiana Business Research Center) that 

would allow economic development practitioners to identify user-defined geographies and evaluate the innovation potential of their region. 

It also provided an overall innovation performance score for a particular region and allows users to determine how they compare to other 

regions across the Nation.

MBDA will continue to engage in performance evaluations to develop appropriate performance measures. These efforts will ensure that 

overall Agency performance is accurately related to stakeholders and the U.S. taxpayer. MBDA contracts with the Federal Consulting Group at 

the Department of the Treasury to measure customer satisfaction and to establish an American Customer Satisfaction Index (ACSI). The ACSI 

survey is conducted every other year and provides valuable feedback on performance related activities and measures. MBDA continuously 

makes process improvements based upon the ACSI findings and recommendations. 

Objective 7: Promote competitiveness of disadvantaged and distressed communities and businesses

Bureau Performance Measure

EDA Private sector dollars invested in distressed communities as a result of EDA investments

Jobs created or retained in distressed communities as a result of EDA investments

Percentage of Economic Development Districts (EDD) and Indian tribes implementing projects from the Comprehensive 

Economic Development Strategy (CEDS) that lead to private investment and jobs

Percentage of sub-state jurisdiction members actively participating in the economic development district (EDD) 

program

Percentage of University Center (UC) clients taking action as a result of the UC assistance 

Percentage of those actions taken by University Center clients that achieve the expected results

MBDA Dollar value of contract awards to minority business enterprises

Dollar value of financial awards obtained

Number of new job opportunities created

Satisfaction rating for the American Customer Satisfaction Index (ACSI)

Cumulative economic impact
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 31

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 31

O bje cti ve 8

Provide services to improve the competitiveness of small and medium-sized firms 

in manufacturing and service industries

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Increase the Productivity, Efficiency, Profitability, and Competitiveness of Manufacturers 

NIST’s Manufacturing Extension Partnership (MEP) provides manufacturers with access to manufacturing experts available to assist in 

identifying growth strategies, adopting new technologies; developing innovative products; and implementing process innovations to improve 

their productivity, efficiency, profitability, and competitiveness. 

MEP collaborates with governments, universities, community colleges, and the private sector, to transform U.S. manufacturers into a more 

efficient and powerful engine of innovation that drives economic growth and job creation. 

MEP’s network of field staff provides the services that reduce manufacturers’ bottom-line expenses and increase efficiency while offering 

tools to improve manufacturers’ top-line growth with the development of new sales, new markets, and new products. 

MEP concentrates on five critical areas: technology acceleration, supplier development, sustainability, workforce, and continuous improvement. 

With a focus on increasing the competitiveness of the industry and its firms, MEP works at a deep, strategic level with firms placing emphasis 

on cutting costs by 20 percent and increasing revenue by 20 percent. 

The wealth of unique tools, services, and resources offered by MEP positions MEP clients to achieve higher profits, save time and money, invest 

in physical and human capital, and create and retain thousands of jobs. 

Strengthen the Competitiveness of U.S. Firms in Manufacturing and Service Industries to Increase Trade

ITA combines its analytical capabilities with its international and industry knowledge to provide recommendations, which advance the 

competitiveness of U.S. manufacturing and service industries. ITA administers programs to research and analyze U.S. industries to identify 

opportunities and challenges. For example, ITA uses its industry expertise and contacts to help other federal agencies design rules and 

regulations that achieve public goals in a more efficient manner. ITA is working with industry, the Department of Transportation, and other 

agencies to highlight the importance of improving U.S. supply chain and transportation infrastructure. 

ITA supports the interests of U.S. companies and industries in the Federal Regulatory Review process by evaluating the effects of domestic 

regulatory policies on the ability of U.S. manufacturing and service industries to compete successfully.

ITA has an economic analysis program that provides analysis of policies that impact U.S. manufacturing and services industries. For example, 

the program is evaluating the economic effects of climate change policies. 

The Market Development Cooperator Program (MDCP) provides federal assistance to trade associations, chambers of commerce, and other 

industry groups that assist SMEs. Such groups compete for MDCP partnerships that help to underwrite the costs of competitiveness 

enhancement projects that these groups are often reluctant to undertake without federal government support. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 32

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 32

ITA also administers the Export Trading Company Act to help primarily small and medium-sized firms improve their competitiveness in 

international markets. The Export Trade Certificate of Review provides limited antitrust immunity to U.S. exporters, enabling them to form 

export joint ventures that allow for lower costs and long-term presence in foreign markets.

Increase Exports and to Maximize U.S. Business Competitiveness through Work on International Standards 

and Policies to Support the National Export Initiative

Differences in standards-related trade measures can impede U.S. exporters’ access to foreign markets, and particularly affect small and 

medium-sized exporters if the differences between a standard for a foreign market differs significantly from the United States and the 

cost to comply is relatively high. Since the U.S. standards system is market-driven, ITA works in cooperation with the private sector on 

standardization issues and works to identify areas where U.S. industry should engage in standardization activities. 

ITA’s network of trade specialists shares information on standards-related trade issues, domestically and internationally. ITA staff engage in 

international standardization work where there are public policy implications, and engage in standardization activities in treaty organizations. 

ITA uses bilateral meetings and multilateral/World Trade Organization (WTO) forums to resolve standards-related obstacles to trade through 

the Department’s Trade Agreements Compliance Program. 

K e y Challen g e s

To maximize its effectiveness, MEP must not only respond rapidly to its clients’ changing needs, but also must anticipate changes in the 

business environment facing smaller manufacturers, and devise new products and services to address their needs.

Access to capital has also been a challenge. MEP is working to help companies more effectively access available programs at all levels of 

government as well as helping companies understand how to present their business so that it is understood and valued properly by the 

financial community. 

The global economy presents intense competition from foreign suppliers in the export market. Accordingly, U.S. companies need to explore 

new products, markets, processes, and sources of finance. By considering new markets and emerging industries, and by improving processes 

to be more productive, companies can find new ideas to become more competitive. 

Other countries’ standardization policies sometimes differ from that of the United States, which can make it more difficult for foreign 

officials to understand the benefits of the U.S. market-led system, and sometimes present market access barriers. With governments in 

other countries playing a more directive role in standards policies, the United States has limited leverage to effect change in other countries’ 

standards-related measures.

E x t e r nal Fact o r s

Technology and globalization have fundamentally changed many manufacturing companies and products. The changes have resulted in an 

era of increased cost pressures, shortened product life cycles, rapidly diffusing technology, and production chains that involve a network 

of suppliers.

Success in today’s manufacturing environment requires not only an efficient production system but also developing business strategies 

that highlight the unique capabilities of a firm. Manufacturers must master innovative product design, understand the benefits of adopting 

environmentally sustainable processes, invest in human and physical capital, leverage a range of financing options, realize international trade 

opportunities, and forecast future customer demands. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 33

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 33

As discussed above, many lenders have become risk averse in the current economic climate, due to a combination of increased reserve 

requirements from bank regulators, and the general downturn in manufacturing and consumer demand.

Nowhere is risk aversion so prevalent—because it is so difficult to assess both risks and opportunities without experience—than breaking into 

export markets. However, export markets present some of the strongest growth opportunities in today’s economy for the following reasons:

Economies such as China, India, and Brazil have rapidly expanding middle classes;

The world economy is recovering more quickly from the current recession relative to the U.S. recovery; and

 Recovery in the consumer and housing markets are softer than they were in the recoveries from recent past recessions. 

These factors suggest that although there is risk in developing ability and experience in exporting there is also likely great reward.

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

Developed by MEP and the U.S. Commercial Service, ExporTech is the how-to program that enables companies to enter or expand into global 

markets quickly and efficiently by connecting them with an array of expert resources and helping them develop a customized, international 

growth plan. For the past four years, MEP, along with the U.S. Commercial Service and local MEP and business assistance centers, has been 

working with manufacturers to increase their exports. So far, MEP has completed 28 ExporTech projects in 18 states with a total of 230 

companies participating.

ITA leverages its industry and economic expertise to strengthen the competitiveness of U.S. industry through a variety of programs and 

policies. ITA supports this objective by combining its analytical capabilities with its in-depth international and industry knowledge to 

implement its programs and to provide recommendations to improve U.S. business competitiveness. 

The Department will also increase outreach to small business manufacturers to increase their participation in the Department’s acquisitions. 

Pr o gr am E valuati ons

MEP’s internal performance management system provides five avenues through which the program collects and evaluates performance data 

and provides managerial review and oversight of the centers:

Operating Plan. Each center prepares an operating plan annually (linked to its strategic plan) that outlines the proposed nature and level 

of activities and results for the coming year. The operating plan, reviewed and approved by MEP, forms the basis for monitoring progress 

throughout the year. 

Quarterly Data Reporting. Each center reports data on a variety of activities each quarter. Major elements of quarterly reporting include 

progress data, progress narrative, activity data log (which forms the basis for the client impact survey), partner and affiliate information, and 

client success stories. 

Annual Review. Each year, prior to renewal of federal funding, each center is reviewed by MEP. The reviews are strategy oriented, focusing on 

linked strategic-operational plans and performance-based results. The review is conducted by the MEP program officer assigned to monitor 

that center. Each review is documented in the form of a written report, provided to the center for implementation of recommendations, and 

is part of the center renewal package. 

External Panel Review. The MEP statute requires each center be reviewed by an external panel during years three and six, and every two 

years thereafter. The panel reviews are managed and chaired by MEP using the Center Progress Report. The center prepares the Center 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 34

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 34

Progress Report, which includes the center profile, strategic and operational plans, and quantitative performance-based results. The center 

and panel meet to discuss and clarify the written report and suggested recommendations, and develop a written report that documents 

results of the process. These are delivered to the center for implementation. 

Third Party Client Survey. Since 1996, MEP has sponsored a national survey of center clients by an independent third party. The survey asks 

clients to comment on the business impact of the services provided by their local center. These surveys are done for two primary purposes: 

Collect aggregate information on program performance as indicators of performance. The survey provides information about the 

quantifiable impact on client firms of the services provided by MEP centers. 

Provide center-specific program performance and impact information for center use. Centers use the information to communicate 

results to their own stakeholders at the state and federal level. Center management and MEP use it to evaluate center performance 

and effectiveness. 

The MEP Center Review Criteria and review process places strong emphasis on a center’s ability to demonstrate impacts and uses the survey 

results in its program reviews. The results also provide MEP centers with a tool to measure their individual performance against other centers 

and performance standards. The data also allow MEP to gauge the impact of the national MEP network on small manufacturers and on the 

national and regional economies.

ITA’s MDCP partners, or “cooperators,” are required to report quarterly on their project success. All cooperators report the value of export 

sales, the export destination market, and the identity of each U.S. exporter reporting sales. In addition, each cooperator reports its progress 

on measures unique to its project.

ITA also requires that small and medium-sized firms that are certificate holders of the Export Trading Company Act program to submit annual 

reports to ITA regarding their performance under the certificate. This information becomes part of the record for each certificate and provides 

a basis for evaluating the program. ITA uses the annual reports to ascertain the performance of the program as a whole.

Objective 8: Provide services to improve the competitiveness of small and medium-sized 

firms in manufacturing and service industries

Bureau Performance Measure

ITA Exports generated annually from public-private partnerships

Annual cost savings resulting from the adoption of MAS recommendations contained in MAS studies and analysis 

NIST Number of clients served by MEP centers receiving federal funding

Increased sales attributed to MEP centers receiving federal funding

Capital investment attributed to MEP centers receiving federal funding

Cost savings attributed to MEP centers receiving federal funding

Number of firms adopting sustainable practices through MEP1

1 This is a Department priority goal to be completed by the end of FY 2011.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 35

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 35

Trade Promotion and Compliance Goal: 

Improve our global competitiveness and foster domestic job growth while 

protecting American security

The Department’s third strategic goal under the economic growth theme, Trade Promotion and Compliance, strives to increase 

U.S. export value through the National Export Initiative (NEI), to ensure effective export control and trade compliance, to 

maximize U.S. competitiveness through the use of influential U.S. standards and policies, and to ensure that the trade remedy 

laws are enforced. The effective performance toward this goal contributes to improving the Nation’s economy. 

M ajo r E lemen t s of t he Goal

Increase U.S. Export Value

Through ITA, the Department contributes to the NEI which aims to double U.S. exports by improving advocacy of U.S. exporters, enforcing 

trade rules, and promoting policies resulting in sustained economic growth. These activities are expected to result in increased U.S. export 

value. ITA’s U.S. and Foreign Commercial Service plans to support exports by providing targeted market research, counseling, and services to 

U.S. exporters. ITA will further this support by increasing the number of foreign buyers that attend U.S. trade shows, working with public and 

private-sector partners to both expand outreach to U.S. small and medium-sized enterprises (SME) and to encourage U.S. export to foreign 

countries, and introducing additional companies in high-growth sectors, including renewable energy and energy efficiency, to promising 

international markets. As a component of the national initiative, ITA is focused on increasing the number SMEs assisted in exporting to a 

second or additional country.

Implement Effective Export Control Reform

Driven by the President’s call for an Export Control Reform Initiative, the Bureau of Industry and Security (BIS) is contributing to accomplishing 

the initiative’s key recommendations of establishing a single control list, a single primary enforcement coordination agency, a single IT system, 

and a single licensing agency. The initiative is split into three phases: make immediate improvements on the current system while creating 

a framework for the new system, complete deployment of reforms, and complete the transition to the new U.S. export control system with 

legislative assistance.

Develop and Influence International Standards and Policies

NIST contributes to this goal by working closely with U.S. industry, standards developers, and other government leaders in the global standards 

community to build a standards infrastructure that supports innovation and creates opportunities for business to thrive. The institute 

develops measurement tools to support the manufacturing industry, standards organizations, and friendly foreign governments, among 

many other beneficiaries. These tools assist manufacturers by providing precision for advanced manufacturing, including quality control 

and reproducibility. Interoperable standards, used in Smart Grid and health IT, is another critical area where NIST provides confidence in 

industry standards.

ITA’s trade specialists share information on international and standards-related trade issues and engage with treaty organizations in 

standardization activities. ITA works to resolve standards-related obstacles to trade in multilateral World Trade Organization (WTO) forums 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 36

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 36

and through ITA’s Trade Agreements Compliance Program. ITA works with the private sector on standardization issues and on identifying areas 

where U.S. industry should engage in standardization activities.

NTIA contributes by promoting international trade for telecommunications devices, increasing the pace of business. The Agency influences 

policy development in international forums for the benefit of the United States, and contributes to the development of Internet policies and 

innovations that foster economic growth.

Enforce U.S. Fair Trade Laws

ITA’s Import Administration (IA) ensures fair trade compliance to mitigate the impact of unfair trade practices on U.S. exporters. IA also 

identifies instances of unfair dumping, subsidization and government support, thereby helping to ensure that U.S. firms and workers compete 

on a level playing field. IA also works to minimize the impact of improper trade remedy actions taken by other countries that impair the 

ability of U.S. companies to sell their products overseas. The Agency works with U.S. Customs and Border Protection (CBP), Immigration and 

Customs Enforcement (ICE), Department of Justice (DOJ), and U.S. Trade Representative (USTR) to resolve antidumping and countervailing 

duty (AD/CVD) issues.

BU R EAUS Con tri b u ti n g t o t h i s Goal

ITA’s Import Administration (IA) program works to minimize unfair trading practices and provide relief where fair trade laws are violated. 

IA works to educate U.S. firms about fair trade laws, including AD/CVD, and provide government assistance where exporters are negatively 

affected by unfair trade practices. ITA’s Market Access and Compliance (MAC) program works with other trade-related U.S. agencies to 

mitigate the effects of trade barriers. The program benefits exporters by providing information on which foreign markets are traditionally 

compliant and by aiding in the development of market access strategies. 

BIS improves the effectiveness of national security by controlling exports of dual-use goods to reduce the threat and likelihood of terrorism, 

by participating with other nations to control export of sensitive materials, and by providing analysis on the impact of export control on 

important U.S. industries.

O bje cti ve 9

Increase U.S. export value through an emphasis on trade promotion, market access, compliance, and 

interagency collaboration (including support for small and medium enterprises)

Str at e gi e s t o Ac h i e v e t h i s O b j e cti v e 

Expand Export Promotion of U.S. Goods and Services to Spur Economic Growth and Job Creation

“

Ninety-five percent of the world’s customers and fastest growing markets are beyond our borders. So if we want 

to find new growth streams, if we want to find new markets and new opportunity, we’ve got to compete for those new 

customers—because other nations are competing for those new customers.”

President Barack Obama, July 7, 2010
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 37

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 37

At a time when such traditional drivers of U.S. economic growth as consumer and business spending are strained, exports are vital to U.S. 

economic recovery and job creation in the near-term and the foundation of a sustainable growth model in the long term. With four-fifths 

of the international economy and 87 percent of world economic growth in the next five years forecasted to be outside of the United States, 

exports are the fuel needed to power the U.S. economy. Exports are also critical to supporting a healthy and vibrant U.S. manufacturing sector. 

In 2008, U.S. exports accounted for nearly one in three manufacturing jobs as well as 10.3 million jobs economy-wide. Despite sluggish job 

growth elsewhere in the economy between 2003 and 2008, export-related jobs in the United States actually increased by nearly three million 

during this period and also paid higher wages on average. After dropping off in the first half of 2009 due to the global financial crisis, exports 

and export-supported jobs started to rebound in the second half of the year and have been a key source of growth in 2010. 

Although U.S. exports as a percentage of GDP in 2008 reached the highest level in almost a century, the United States (13 percent) still 

lags well behind most of its competitor nations, such as Germany (47 percent), China (37 percent), and the United Kingdom (29 percent). 

Many U.S. companies do not export, or export less than they could, because they don’t have the resources or internal capabilities to identify 

promising new business opportunities in foreign countries or overcome the obstacles to enter these markets. To help U.S. companies boost 

their exports and create and sustain jobs, President Obama announced the NEI in January 2010 with the goal of doubling U.S. exports in 

five years and supporting two million U.S. jobs. Since the NEI was announced, the President has signed an executive order and formed an 

Export Promotion Cabinet of top Administration leaders to coordinate a government-wide export promotion strategy. The Department and 

ITA play an instrumental role in implementing this initiative and will take the necessary steps to organize the entire 20-agency federal effort, 

under the Trade Promotion Coordinating Committee (TPCC), to provide on-the-ground services worldwide to link U.S. companies to export 

opportunities, and open markets and ensure a level playing field overseas. As part of the NEI, ITA will expand the promotion of U.S. exports 

by increasing the number of trade specialists in its offices around the world to enhance its support for U.S. businesses. 

While continuing to help U.S. companies through all phases of the export process— from export-readiness training to post-sales support—ITA’s 

export promotion expansion will focus initially to help current exporters expand to more markets. To do so, ITA will find the best markets 

for their goods and services and increase the number of opportunities for them to meet foreign buyers and complete sales transactions. 

This includes leading more trade missions; bringing more foreign buyers, distributors, and partners to U.S. trade shows; and providing more 

business-to-business matchmaking services to U.S. companies. To “grow the pie” and turn more of today’s businesses into tomorrow’s 

exporters, ITA will then focus in the mid-term on developing more U.S. exporters by educating, training, and connecting potential exporters 

to global markets. 

ITA will focus on increasing U.S. exports to major emerging markets—Brazil, India, and China—where there is rapid growth and more new 

customers. ITA will also focus on engaging high-potential, population-intensive, public-procurement driven markets—Vietnam, Saudi Arabia, 

Turkey, Colombia, South Africa, and Indonesia—to reserve a place for U.S. exporters in markets of the future. These markets may not be the 

right markets for every company and sector so ITA will avoid a one-size-fits-all approach and continue to link U.S. companies to markets 

where their prospects for success are most promising. In addition, ITA will employ a regional strategy to help companies fully benefit 

from their initial foray into a region. This will be especially true in the Association of Southeast Asian Nations (ASEAN), Central America 

Free Trade Agreement (CAFTA), Gulf states, European Union, and North American Free Trade Agreement (NAFTA) regions where there is a 

commercial dynamic highly conducive to U.S. exports, such as where there are existing FTAs, transparent rules of law, or a high concentration 

of emerging markets. ITA will also focus on industry sectors where there is a high-growth potential and U.S. competitive advantage—such as 

services, renewable energy, and environmental and other advanced technologies—while continuing to help U.S. companies across the industry 

spectrum achieve their export objectives. 

The Census Bureau compiles critical measures on U.S. exports and profiles the U.S. exporting companies. These measures include export 

information by company type, employment size, market share, world market, number of exporting companies, and dollar value. This information 

is essential for ITA to develop their outreach strategy and will be provided to ITA bi-annually to ensure the success of this objective and under 

the President’s NEI. In addition, the Census Bureau has begun tracking the number and value of exporting companies and the number and 

value of new exporting companies on a quarterly basis as a measure of the success of ITA’s outreach activities.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 38

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 38

Help More U.S. Small and Medium-sized Enterprises Become Successful Exporters

Business innovation and job creation in the U.S. economy is often driven by SMEs, so they are essential to the Nation’s economic recovery. 

In fact, SMEs accounted for nearly two-thirds of the jobs created in the United States between 1992 and 2009. In the coming years, this force 

of SME business innovation and job creation will need to continue to drive U.S. export competitiveness. ITA’s enhanced export promotion 

efforts will be primarily targeted toward bringing the global marketplace within reach of SMEs, which account for almost 97 percent of U.S. 

exporters, but less than one-third of the total U.S. export value. SMEs tend to face more impediments than large companies in expanding 

their exports because of their relatively limited resources. SMEs often face a steep learning curve and major information gaps when it 

comes to exporting due to imperfect access to information on overseas market opportunities and reliable partners in foreign countries. 

This is reflected in the fact that nearly two-thirds of SME exporters only export to one foreign country. To help SMEs overcome the hurdles 

to entering new markets, ITA has adopted a priority goal of increasing the number of SMEs that enter a second or additional market with 

ITA’s assistance. 

To achieve this goal, ITA will increase outreach to SME exporters and fully leverage its global network to help these companies develop and 

implement market entry and expansion plans. This includes providing ITA’s know-how in the adaptation of product design, pricing, and other 

elements of the marketing mix to the local market. Since insufficient marketing is another critical barrier to success for SMEs overseas, 

ITA will upgrade promotional support and representation at international trade shows and fairs as well as assistance with new product 

launches and technical seminars. It is often difficult for SMEs to find the right buyers, distributors, and other strategic partners in foreign 

markets. Hence, ITA will ramp up its business-to-business matchmaking services for SMEs. ITA will bring the global marketplace to them 

by leading more foreign buyer delegations to the United States and increasing the use of technology to offer virtual matchmaking services. 

ITA will also continue to provide SMEs with due diligence reports to enable them to make informed business decisions when evaluating 

potential international business partners. 

Enhance Public-Private Partnerships and Government-wide Coordination of Export Promotion Programs

ITA recently developed an innovative public-private partnership with U.S. global shipping companies—FedEx, UPS, and the U.S. Postal Service—to 

increase outreach to SME exporters. This effort builds on the knowledge and market reach of these partners to target U.S. businesses that only 

export to one or two countries in order to help these businesses expand to additional markets. ITA began establishing strategic partnerships 

with the private sector in FY 2003. To date, ITA has strategic partnerships with AON Corporation, Baker & McKenzie, City National Bank, 

Comerica Inc., FedEx, FITA online, Lufthansa, Manufacturers and Traders Trust Company, National Association of Manufacturers, PNC Bank, 

Reed Exhibitions, TD Bank, ThinkGlobal Inc., Trade Center Management Associates, TÜVRheinland, UPS, U.S. Postal Service, U.S. Council for 

International Business, and Zions Bank. These partnerships allow ITA to leverage the resources and expertise of its partners and increase access 

to ITA’s programs and services. ITA will add new partners and increase its collaboration with the private sector, including businesses, trade 

associations, lenders, District Export Councils, and chambers of commerce to enhance its ability to assist SMEs to grow internationally. 

In addition, ITA will improve coordination of its export promotion efforts with state, local, and other federal agencies to multiply its impact 

and avoid any overlap in services. Through the TPCC, which is chaired by the Secretary of Commerce and the Export Promotion Cabinet, 

ITA will work with other federal agencies to execute a government-wide strategic plan for implementing the NEI, early September 2010. 

This plan, along with the annual National Export Strategy, will focus on agency coordination, the government’s core export promotion services, 

and outreach to current and potential exporters. The Secretary of Commerce, on behalf of the President, has already directed senior officials 

throughout the government to include commercial issues as part of their agenda in communications with their counterparts overseas. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 39

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 39

Identify and Resolve Unfair Trade Practices, Monitor and Ensure Compliance with Trade Agreements, Reduce 

Barriers for U.S. Companies to Sell Abroad, and Develop a Global Economic Environment that Fosters Fair Trade 

Although ITA’s export promotion programs can be extremely helpful in assisting U.S. firms to become more active and effective players 

overseas, there are a variety of barriers to market access imposed by foreign government that can impede even the best prepared U.S. 

company from entering or expanding into a foreign country. Many U.S. companies, particularly SMEs, do not have the resources, knowledge, 

or leverage to impact trade barriers. To make trade agreements work for U.S. firms and workers, and as a key part of the NEI, ITA will actively 

monitor them and work to ensure foreign government compliance with over 270 international trade agreements countries have entered into 

with the United States. To do so, ITA will continue to provide U.S. companies with a one-stop “trade complaint center” that makes it easy 

for them to obtain U.S. government assistance in reducing or eliminating foreign trade barriers, including the protection and enforcement of 

intellectual property rights (IPR). Trade barriers can be identified by ITA, other government agencies, or private businesses. Once a barrier is 

identified, a case team of ITA specialists will investigate the problem and develop a strategy to address it, working with the affected companies 

or industries to establish objectives and to implement plans to achieve market access and enhanced IPR protection. Non-successful cases 

may, if warranted, be referred to USTR for consideration for formal dispute settlement. ITA will also conduct an active outreach initiative to 

raise U.S. business awareness of their rights under trade agreements and of U.S. government assistance offered to overcome trade barriers. 

In addition, ITA will further reduce trade barriers and work to develop a global economic environment that fosters fair trade by working with 

USTR on both a multilateral and bilateral/regional basis to negotiate trade agreements and policies that promote rule of law, administrative 

due process, regulatory transparency, and IPR enforcement abroad. ITA’s independent analyses and assistance in supporting negotiations 

will be crucial to providing U.S. firms with new and increased opportunities to export their goods and services and protect their IPR overseas. 

This means ensuring the perspective of the U.S. business community is included in proposed trade policies and agreements in areas such as 

agriculture, climate change, standards, environment, biodiversity, food safety, competition, communications and the Internet, innovation, 

and worker rights. ITA will also promote the development of “soft law” approaches through policy dialogues by leading or supporting U.S. 

delegations to the Organization for Economic Cooperation and Development, CODEX Alimentarius, Asia Pacific Economic Cooperation, U.S.-

China Joint Commission on Commerce and Trade, U.S.-ASEAN Enhanced Partnership, the CEO Forum with Brazil, and the U.S.-EU Transatlantic 

Economic Cooperation forum. In doing so, ITA will promote the adoption of best practices that reflect the types of transparency and due 

process requirements at the core of the U.S. administrative governance system, thus enabling the global competitiveness of U.S. firms.

Ensure U.S. Companies can Compete on a Level Playing Field when Bidding for Foreign Government Procurements 

and Advance and Protect U.S. Commercial Interests Abroad

In a given foreign country, purchases by the government can represent up to 15 percent of the country’s total gross national product. 

This number equates to hundreds of billions of dollars per year in potential opportunities for U.S. exporters. However, intense domestic 

pressure on foreign governments to reserve procurements for their own suppliers combined with unfair trade practices by foreign competitors 

often tilt the playing field against U.S. companies. ITA will continue to work proactively to improve the system of international rules covering 

government procurements and increase the number of foreign governments bound by them so that U.S. firms can compete on a more level 

playing field. This includes supporting multilateral U.S. government efforts to bring the renegotiation of the WTO Agreement on Government 

Procurement to a successful conclusion and to spur important trading partners, including China, Jordan, and Saudi Arabia, to complete their 

accession to this agreement as well as assisting with the bilateral negotiation of a robust government procurement chapter in the TransPacific Partnership FTA. At the same time, ITA will also enhance its advocacy assistance on a day-to-day basis to help U.S. companies bidding 

for foreign tenders to overcome practices that give foreign companies unfair competitive advantages, such as bribery, political influence on 

bid and tender processes, corruption, and institutional favoritism. As the lead agency for the U.S. government’s advocacy efforts, ITA will 

coordinate the resources of the U.S. government to promote fairness and transparency and use U.S. political leadership to highlight the unique 

advantages of a U.S. company’s bid. Some foreign tenders, due to their magnitude or strategic importance, will be highlighted to the National 

Security Council to ensure they receive the full attention of the U.S. government. ITA will also focus on creating more awareness among SMEs 

of the benefits of U.S. government advocacy assistance by increasing outreach to SMEs, especially in sectors that have significant export 

potential but have not historically sought advocacy assistance, such as renewable energy, infrastructure, medical, and other services. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 40

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 40

ITA’s commercial diplomatic efforts encompass a broad range of initiatives undertaken by commercial officers and locally-engaged staff at 

overseas posts. This includes developing relationships with host country government officials and business and civic leaders that enable ITA 

to respond quickly and effectively to requests for assistance from U.S. companies facing unfair trade practices. These discriminatory practices 

do not rise to the level of non-compliance with treaty obligations by foreign governments, but do nonetheless threaten the ability of U.S. firms 

to maintain and expand their exports. ITA will increase its commercial diplomatic presence overseas to help U.S. exporters overcome market 

access barriers and hidden risks in doing business internationally, especially in emerging markets where foreign governments discriminatorily 

change laws, contracts, and regulations more frequently. ITA will also increase its collaboration with other federal agencies to promote the 

adoption of U.S. standards around the world thereby strengthening the competitiveness of U.S. exports, solidify respect for IPR to protect 

U.S. innovations, identify export transactions that require financial assistance to succeed, provide USTR with accurate and timely information 

and assistance for new trade agreements, and shore up the United States’s image abroad in order to enhance the appeal of U.S. goods 

and services.

K e y Challen g e s

Availability of Export Financing for U.S. Companies, Particularly SMEs

While the credit freeze from the global financial crisis continues to thaw, export financing remains a significant challenge for many U.S. 

companies, particularly SMEs. Tight lending standards and reluctance to extend loans to SME exporters persist among many banks that 

perceive these loans as too risky, time consuming, or administratively costly. The U.S. government does fill gaps in export financing, especially 

for SMEs, in order to supplement private sector lending by providing working capital guarantees (pre-export financing), export credit insurance, 

and loan guarantees and direct loans (buyer financing). In addition to increased SME awareness of U.S. government export financing options, 

there is also a need to have more lenders participate in these programs since the majority of U.S. government assistance is in the form of 

guarantees that enable U.S. exporters to obtain loans from commercial lenders. 

Competitiveness of U.S. Goods and Services in the Global Marketplace

To compete and thrive in the rapidly changing and increasingly interconnected global economy, U.S. businesses need to be innovative and 

adaptable to continuously improve their productivity and capitalize on evolving global market opportunities. This means being in the front 

of the pack when it comes to technological advancements, especially in renewable energy, energy efficiency, and other green technologies. 

With billions of workers competing for the world’s jobs, it also means that U.S. workers need to maintain and develop their skills to ensure 

U.S. companies can produce their products domestically without risk of losing business to foreign competitors. The value of the U.S. dollar 

against other currencies is another potential obstacle to the price competitiveness of U.S. companies. As a result, the U.S. government is 

actively working to strengthen U.S. competitiveness in these areas while monitoring foreign currencies to ensure they are not manipulated 

by their central banks in order to gain an unfair advantage. 

Commitment of U.S. Companies to Take the Necessary Steps to Increase Their Exports 

Fundamentally, exports will provide Americans with good, high-paying jobs only if U.S. businesses choose to compete on the world stage. 

Federal, state, and local government agencies, including the Department and ITA, must encourage, facilitate, and support U.S. firms competing 

globally. ITA helps steer a U.S. company on the path to becoming a proactive and strategic exporter to multiple markets; however, success is 

contingent upon the company’s commitment to do so. Even with a competitive and marketable product or service, there must be a conscious 

and concerted effort by the company to focus time and effort to exporting. Then, and only then, can ITA be truly effective as their global 

business partner. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 41

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 41

E x t e r nal Fact o r s

Strength of the Global Recovery and Extent of Realignment in World Economic Imbalances

Growth in U.S. export value will depend on the strength of the global economic recovery. As long as demand around the world continues 

to rise, U.S. exporters will have the opportunity to increasingly supply their goods and services to new and existing customers overseas. 

Although the world economy is showing signs of a sustained rebound, there is “unusual uncertainty” regarding the shifting global landscape 

and future tailwinds for growth. Will U.S. consumption continue to stagnate and have a ripple effect around the world? Will the European 

sovereign debt crisis fade into distant memory or remain a drag on its and the world’s economy? Will China and other emerging markets 

be able to maintain accelerated growth? The answers to these questions are not yet known and will likely depend on the ongoing efforts 

of world leaders to support growth while rebalancing global demand in order to correct excessive external surpluses in certain markets and 

address large external deficits through fiscal adjustments in other markets. 

Competitor Nations’ Intent on Increasing Their Export Value and Protecting Economic Growth

Many U.S. companies directly compete with foreign enterprises that have greater access to financing, subsidies, and other support from their 

home governments, including export promotion programs similar to ITA’s. China continues to prop up its exporters through policies that make 

Chinese exports artificially cheap and abundant, such as export credit policies that do not adhere to the rules followed by the U.S. government 

as established within the Organization for Economic Cooperation and Development. Many U.S. competitors are also actively negotiating new 

trade and investment agreements that put U.S. exporters at competitive disadvantages in key markets. As foreign governments increasingly 

seek to support their economic growth, the threat of rising protectionism also looms on the horizon and poses a challenge to U.S. exporters 

should it intensify. 

Intellectual Property Laws and Enforcement Overseas, Especially in Emerging Markets

Piracy, counterfeiting, and the theft of intellectual property (IP) assets pose a serious threat to U.S. exporters. U.S. SMEs are at a particular 

disadvantage, because they may lack the knowledge, expertise, or capital necessary to prevent the theft of their ideas and products. 

In fact, research recently conducted by USPTO found that only 15 percent of small businesses that conduct business overseas know that 

they need to file for IP protection abroad. Many SMEs also may not have personnel and operations overseas, so they lack the “eyes and ears” 

needed to be vigilant globally and the theft of their IP can often go undetected. In addition, SMEs generally cannot afford the necessary 

tools to counteract IP violations, such as specialized legal counsel, that may be available to larger companies. While the U.S. government 

has a number of resources available to help U.S. companies, particularly SMEs, protect their IP overseas, the extent of this assistance is 

dependent on the willingness of foreign governments to enact and enforce IP laws, especially in emerging markets where infringement is 

more common. 

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

ITA is the primary contributor to this objective. Through efforts in promoting trade, improving market access, enforcing compliance to trade 

laws, and through interagency collaboration, ITA has a significant impact on increasing U.S. export value. To achieve this important goal, 

ITA provides focused support to SMEs. Progress toward this goal is tracked by ITA’s priority goal to increase the annual number of SMEs ITA 

successfully assists in exporting to a second or additional country.

The Census Bureau supports this objective and ITA’s goals by producing the U.S. international trade statistics and information on exporters 

and by helping exporters understand export regulation to properly report their shipments. More information on the Census Bureau can be 

found in Objective 14.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 42

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 42

Pr o gr am E valuati ons

ITA is committed to improving the effectiveness and efficiency of its programs and operations. ITA conducted a program evaluation in 

FY 2008 as part of the Office of Management and Budget’s (OMB) Program Assessment Rating Tool and as a result adopted new performance 

measures in accordance with the Government Performance and Results Act (GPRA) to focus its export promotion unit on the core elements 

of its Congressional mandate. ITA also conducted a program evaluation in mid-FY 2010 and adopted a 12-month plan to immediately ramp 

up its efforts to achieve the NEI by focusing on ITA programs with the highest return on investment in terms of export value. In 2010, ITA 

conducted a thorough program assessment as part of the Department’s roll-out of a balanced scorecard initiative in order to set a baseline 

for moving forward with this strategic management system. ITA’s balanced scorecard contains the five strategies outlined above along 

with corresponding performance measures that will hold the organization accountable through performance-driven management, effective 

resource allocation, and improved customer satisfaction. In regards to the latter, ITA routinely collects customer satisfaction data from its 

clients and analyzes this information to improve ITA assistance.

In addition to these internal evaluations, ITA has fulfilled the recommendations made by the Government Accountability Office (GAO) in the 

2005 GAO report, “Further Improvements Needed to Handle Growing Workload for Monitoring and Enforcing Trade Agreements.” This includes 

increasing officer access to cables (both classified and unclassified) via technological solutions to improve communications, augmenting 

active participation in and provision of information to intra and interagency efforts to monitor and coordinate on trade barrier reduction 

activities, and expanding officer training and knowledge management on trade agreements compliance activities. ITA also continues its 

collaboration with GAO on a comprehensive and independent evaluation of the export promotion function. In March 2009, GAO reported on 

ITA’s fee-based programs and the relationship between ITA and state trade offices. In 2010, GAO reported on how well ITA managed export 

promotion resources from FY 2004 through FY 2009, and the completeness of ITA’s workforce plans and FY 2011 budget request. ITA will 

address these workforce and resource management issues going forward. 

Objective 9: Increase U.S. export value through an emphasis on trade promotion, market access, 

compliance and interagency cooperation (including support for small and medium enterprises)

Bureau Performance Measure

ITA Number of commercial diplomacy successes

 Ratio of U.S. and Foreign Commercial Service export value to costs

Number of clients assisted by the U.S. and Foreign Commercial Service

Dollar value of U.S. export content in advocacy cases won

Annual number of small and medium-sized enterprises (SME) the Commercial Service assists in exporting to a second 

or additional country1

1

 This is a Department priority goal.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 43

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 43

O bje cti ve 10

Implement an effective export control reform program to advance national security 

and overall economic competitiveness

Str at e gi es t o Ac h i eve t h i s O bje cti v e

The Bureau of Industry and Security (BIS) will continue to advance U.S. national security, foreign policy, and economic objectives by ensuring 

an effective export control and treaty compliance system and promoting continued U.S. strategic technology leadership. This is accomplished 

by three primary activities:

Maintaining and Strengthening an Adaptable and Effective U.S. Export Control and Treaty Compliance System

Reform of the dual-use export control system will strengthen BIS’s ability to focus controls on the most sensitive items in order to address 

current and emerging threats, and facilitate exports of less sensitive items to destinations and end-users that do not pose a national security 

or foreign policy concern. This reformed system will enhance BIS’s administration and enforcement controls on exports of dual-use items to 

counter proliferation of weapons of mass destruction (WMD), and combat terrorism and military diversion. BIS will continue its efforts to 

detect, prevent, and prosecute illicit dual-use export activity. BIS will continue to pursue other national security and foreign policy goals by 

serving as the lead agency for ensuring U.S. industry compliance with the Chemical Weapons Convention (CWC) and the International Atomic 

Energy Agency (IAEA) Additional Protocol.

Integrating Non-U.S. Actors to Create a More Effective Global Export Control and Treaty Compliance System

The effectiveness of U.S. export controls is enhanced by strong controls in other nations that export or transship sensitive goods and 

technologies. BIS will continue to work to improve the participation and compliance of existing members of multilateral export control 

regimes and cooperate with other countries to help them establish effective export control programs. As part of policy formulation and 

implementation toward key trading partners and transshipment countries, BIS will continue to engage in a robust end-use visit program.

Ensuring Continued U.S. Technology Leadership in Industries that are Essential to National Security

By analyzing the impact of export controls and trade policies on strategic U.S. industries, administering the federal government’s Defense 

Priorities and Allocations System (DPAS), reporting on the impact of defense trade offsets, and evaluating the security impact of certain 

proposed foreign investments in U.S. companies, BIS will continue to work to ensure that the United States remains competitive in industry 

sectors and sub-sectors critical to national security.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 44

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 44

K e y Challen g e s

Export Control Reform

On August 31, 2010, the White House announced a series of fundamental reforms to the U.S. export control system to enhance U.S. national 

security. The key challenges for BIS will be to achieve consensus among national security agencies to: 

 Revise the Department Control List into a three-tiered structure and implement associated licensing policies;

Assist the Departments of State and Defense in identifying items on the U.S. Munitions List that do not warrant control as defense 

articles and revise the Export Administration Regulations (EAR) to control such items effectively; 

Create an expeditious process to control emerging technologies;

Coordinate and deconflict enforcement activities with Immigrations and Customs Enforcement and the Federal Bureau of Investigation 

under an Export Enforcement Coordination Center; 

Transition the dual-use licensing infrastructure to the Department of Defense’s USXPORTS information technology (IT) platform; and 

Implement a new single licensing form and related industry portal. 

E x t e r nal Fact o r s

The following are key external factors that may significantly affect achievement of the export control reform objective:

Agencies’ willingness to implement agreed policies through clearance on BIS regulations;

International export control regimes’ willingness to conduct comprehensive list reviews consistent with U.S. policies on control 

list criteria; 

Stakeholder support for the transfer of articles to the Department Control List; and 

Adequate resources to fund the IT integration process. 

Pr o gr ams Con tri b u ti n g t o t h i s O bje cti v e

Nonproliferation and Treaty Compliance (NPTC) fulfills treaty compliance obligations for the U.S. government under the CWC, the Additional 

Protocol, and the Biological Weapons Convention (BWC). As the designated lead agency for private industry implementation of the CWC 

and Additional Protocol, NPTC mandates and collects declarations to the responsible international organizations, and manages international 

inspections of U.S. industry. For the BWC, NPTC coordinates economic security aspects of compliance, including confidence building 

measures.

National Security and Technology Transfer Controls (NSTTC) is responsible for developing and administering the Department’s dual-use 

multilateral export control under the Wassenaar Arrangement (conventional arms and sensitive dual-use items). Licensing officers in 

NSTTC are responsible for decisions on individual export license applications, based on their technical and/or foreign policy analysis of the 

specific transactions, and are active in the interagency dispute resolution process when consensus is not reached among the reviewing 

agencies. NSTTC provides commodity jurisdictions, commodity classifications, and advisory opinions to help exporters determine the licensing 

requirements for their export transactions. NSTTC also supports the Bureau’s export seminar outreach and international export control 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 45

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 45

cooperation programs and provides license determinations in support of enforcement actions. Finally, NSTTC participates in interagency and 

international deliberations to determine the list of items that the United States will control.

The primary objectives of the Export Enforcement programs are to detect and prevent the illegal export of controlled goods and technology; 

investigate and help sanction violators of U.S. export control, anti-terrorist, and public safety laws and regulations; educate the business 

community to help prevent violations; and administer U.S. law and regulations restricting participation in foreign boycotts. Export enforcement 

includes investigating criminal and administrative violations and imposing civil sanctions for violations of the EAR, International Emergency 

Economic Powers Act, the Chemical Weapons Convention Implementation Act, the Fastener Quality Act, and related statutes and regulations. 

Consistent with the President’s national security priorities, Export Enforcement prioritizes its enforcement activities on cases relating to the 

proliferation of WMD, terrorism, and military diversion. 

Exporter Services regulates policy administration of the dual-use export control system through developing, negotiating, writing, and 

publishing new export control regulations, revising the current EAR, and coordinating the clearance of all regulatory changes within the 

Bureau, Department, and other export control government agencies.

Outreach and Educational Services include promotion of knowledgeable voluntary compliance with dual-use export controls by educating the 

business community about its obligations under the EAR through one-on-one regulatory counseling and the development and implementation 

of online training programs, Webinar programs, annual export control conferences, licensing officer training, and U.S. government export 

control training. Also, additional compliance oversight and support is provided by reviewing company compliance manuals, providing 

compliance support for specific export programs that include a compliance program requirement for participation, conducting compliance 

seminars, and facilitating the Bureau’s quality assurance license review program.

The Office of Technology Evaluation (OTE) analyzes export and related economic data obtained from the Export Control Automated Support 

System (ECASS), the Automated Export System (AES), and other available sources. OTE leads the assessment of dual-use export control 

systems. OTE’s metrics include determining the percentage of licenses that are not shipped against and why, identifying noncompliance with 

reporting requirements in the EAR, identifying trends related to EAR-controlled items to countries and end-users, and measuring the impact 

that controls have on emerging technologies. OTE also assists BIS’s intelligence liaison and Office of Enforcement Analysis in assessing 

effectiveness from national security and compliance perspectives.

OTE conducts primary research and analysis of critical technologies and industrial capabilities of key defense-related sectors. Working with 

industry organizations and universities, OTE publishes reports and assessments of findings and recommendations for government policymakers 

and industry leaders, enabling the private sector and government agencies to monitor trends, benchmark industry performance, and raise 

awareness of diminishing manufacturing capabilities.

The Office of Antiboycott Compliance (OAC) administers the antiboycott provisions of the EAR (15 C.F.R. Part 760). The impetus of these laws 

was to discourage, and in some circumstances, prohibit U.S. companies from furthering or supporting the boycott of Israel sponsored by the 

Arab League and certain Muslim countries. This includes compliance by U.S. entities with certain requests for information designed to verify 

compliance with the boycott. Compliance with such requests may be prohibited by the regulations and reportable to OAC.

OAC accomplishes its mission by assisting the regulated public in complying with the antiboycott regulations, monitoring requests to comply 

with unsanctioned foreign boycotts received by U.S. businesses, and investigating and sanctioning violators of the antiboycott provisions 

of the EAR. OAC assists the regulated public in complying with the antiboycott regulations through its outreach efforts. These include 

participation in export control seminars and conferences through which exporters, freight forwarders, bankers, lawyers, and others are trained 

on the application of the antiboycott portions of the EAR to export transactions. Additionally, OAC operates a telephone and e-mail advice 

line that provides answers to the exporting community’s specific antiboycott questions.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 46

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 46

Strategic Industries and Economic Security (SIES) is responsible for implementing programs that help to ensure that strategic U.S. industries 

can meet current and future national security requirements. SIES accomplishes this, in part, by analyzing the impact on strategic U.S. 

industries of cooperative international defense agreements, by participating in the review of foreign investment in the United States by the 

Committee on Foreign Investment in the United States (CFIUS), and through analysis of the transfer of excess defense articles and stockpile 

material disposal plans. In addition, SIES analyzes the impact of “offsets” in defense trade on the U.S. defense industrial base and participates 

in interagency initiatives seeking to reduce economic inefficiencies. SIES is also responsible for administering the DPAS, which assures the 

timely availability of industrial resources to meet national defense and emergency preparedness program requirements; coordinating the 

Bureau’s continuity programs; and representing the United States within the North Atlantic Treaty Organization’s (NATO) Industrial Planning 

Committee.

Pr o gr am E valuati ons

The foundation for export control reform was a cabinet-level decision that the system was ineffective in meeting current and emerging 

threats and opportunities. The National Academies’ 2009 Beyond ‘Fortress America:’ National Security Control on Science and Technology 

in a Globalized World report identified many of the vulnerabilities of the current system that underpinned the decision by the Obama 

Administration to call for a fundamental review. In January 2010, a National Security Council/National Economic Council Task Force authored 

a report outlining the principles for a new export control system based on a three-phased implementation approach.

BIS is committed to subjecting these new initiatives to thorough evaluation.

Objective 10: Implement an effective export control reform program to advance 

national security and overall economic competitiveness

Bureau Performance Measure

BIS Percent of licenses requiring interagency referral referred within 9 days

Median processing time for new regime regulations (months)

Percent of attendees rating seminars highly

Percent of declarations received from U.S. industry in accordance with CWC regulations (time lines) that are processed, 

certified, and submitted to the State Department in time so the United States can meet its treaty obligations

Number of actions that result in a deterrence or prevention of a violation and cases which result in a criminal 

and/or administrative charge

Percent of shipped transactions in compliance with the licensing requirements of the Export Administration 

Regulations (EAR)

Percentage of post-shipment verifications completed and categorized above the “unfavorable” classification

Percentage of leads that result in a prevention of a violation and cases which result in a criminal and/or 

administrative action 

Number of end-use checks completed

Percent of industry assessments resulting in BIS determination, within three months of completion, 

on whether to revise export controls
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 47

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 47

O bje cti ve 11

Develop and influence international standards and policies to support

the full and fair competitiveness of U.S. industry

NTIA advocates globally for foreign regulatory and policy regimes that encourage competition and innovation in the information and 

communications technology (ICT) sector. NTlA promotes dialogue with private industry and nongovernmental organizations through 

sponsorship and participation in conferences, workshops, and other forums. On behalf of the federal government, NTIA coordinates usage of 

federal spectrum allocations, and it issues specific assignments for discrete uses by individual agencies. Through its laboratory at the Institute 

for Telecommunication Sciences (ITS), NTIA also supports basic research in innovative telecommunications and information technologies (IT). 

This research has the potential to improve both the performance of telecommunications networks and the availability of digital content on 

the Internet. 

In addition, ITS organizes and coordinates preparations for U.S. participation in international telecommunications conferences and standards 

development organizations, and negotiations in cooperation with other interested U.S. government agencies and industry groups. It develops 

and presents user-oriented technical contributions to national and international standards organizations addressing quality of service, 

communication network resource management, and other topics critical to the development and implementation of advanced IP-based 

networks, optical transport networks, next generation networks, and supporting broadband infrastructures.

Str at e gi es t o Ac h i eve t h i s O bje cti v e

NTIA will pursue policies that promote U.S. exports in ICT products and services, promote consistent international approaches to 

telecommunications and Internet issues, harmonize key international standards while safeguarding competition, and improve relations with 

countries with rapidly expanding markets. All of these activities will require substantial coordination among NTIA’s program offices, across 

the Department, as well as via interagency coordination to develop the Administration’s positions. 

The U.S. government participates in many different international forums in which global telecommunications and information policy is 

debated and developed. NTIA leads many U.S. delegations to these meetings and participates in others, and it provides the negotiators and 

full delegation with critical policy and technical expertise.

ITA’s work in increasing collaboration with other federal agencies to promote the adoption of U.S. standards around the world is discussed in 

Objective 9. Objective 2 describes the steps that USPTO is taking to provide leadership on international policies for improving the protection 

and enforcement of IPR worldwide.

K e y C h a l l e n g e s 

Achieving acceptance of U.S. positions and proposals at international and regional ICT meetings, bilateral meetings, and conferences remains 

a challenge for NTIA, as well as for the federal government as a whole. U.S. industry is seen, rightfully, as a world leader in the ICT sector. 

At times, this leadership in the marketplace translates into thought-leading influence in international policy-making forums. At other times, 

it translates into resistance.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 48

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 48

E x t e r nal Fact o r s

Key external drivers include the White House, Congress, the telecommunications and Internet industries, and consumers. These domestic 

stakeholders, not surprisingly, frequently have different views on complicated issues (like spectrum management reform) requiring NTIA to 

carefully assess how to maximize the benefits of NTIA actions on domestic and international ICT issues. 

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

By partnering with other Department bureaus, and by leveraging the expertise of its Office of Spectrum Management, Office of International 

Affairs, Office of Policy Analysis and Development, and ITS, NTIA is able to provide critical policy and technical analysis to U.S. negotiators and 

interagency delegations. NTlA also advises the executive branch on economic, policy, and technology developments important to the global 

ICT market environment. NTIA is the lead agency in the executive branch regarding management of the Internet’s domain names (DNS), a 

critical aspect of the Internet infrastructure.

Objective 4 describes efforts by the Department Office of the Secretary, using the expertise of NTIA, USPTO, NIST, and ITA, to create the 

Internet Policy Task Force. This task force will conduct a comprehensive view of the nexus between privacy policy, copyright, global free flow 

of information, cyber security, and innovation in the Internet economy.

NIST laboratories support development of a wide range of international standards that are essential to industries domestically and worldwide. 

NIST laboratory programs are discussed in Objective 5. 

ITA supports the competitiveness of U.S. industry by using its network of trade specialists to share information on standards-related trade 

issues, engaging in international standardization work where there are public policy implications, and engaging in standardization activities 

in treaty organizations, as described in Objective 8.

Pr o gr a m E v a l u ati o n s 

NTIA conducts periodic assessments by senior management executives to evaluate progress, and to develop and refine new program goals. 

These program goals are coordinated with the Secretary of Commerce and the White House to ensure that policy priorities are met within 

existing resources. Program evaluations determine whether existing resources are being assigned appropriately to the highest priority 

issues. 

Objective 11: Develop and influence international standards and policies to SUPPORT 

the FULL AND fair competitiveness of U.S. industry

Bureau Performance Measure

NTIA Percent of NTIA positions substantially adopted or successful at international meetings
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 49

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 49

O bje cti ve 12

Vigorously enforce U.S. fair trade laws through impartial investigation of complaints, 

improved access for U.S. firms and workers, and strengthened efforts to ensure 

compliance with antidumping/countervailing duty remedies

Str at e gi e s t o Ac h i e v e t h i s O b j e cti v e 

Improve Global Competitiveness and Foster Domestic Job Growth While Protecting American Security

IA administers the U.S. trade remedy laws that are designed to remedy the injurious effect of unfair dumping and subsidization, thereby 

helping to promote a level playing field on which U.S. firms and workers can compete against foreign producers. IA is committed to the 

strong enforcement of these laws and ensuring that U.S. industry and workers can obtain effective relief from unfair trade practices which 

would otherwise undermine their national and global competitiveness, and hamper job growth. The vigorous enforcement of the trade laws 

also plays an important role in building support for the Nation’s bilateral and multilateral trade agenda.

IA resources are targeted at the administration of the unfair trade laws. These resources presently provide relief to a variety of U.S. 

industries, including those related to steel, chemicals, agricultural/aquaculture products (e.g., shrimp and catfish) and various consumer 

goods. IA currently administers over 300 AD/CVD orders, covering more than 120 products from over 40 countries. AD/CVD duties collected 

under these orders help to ensure that U.S. industry, particularly SMEs, have a level playing field on which to compete against foreign imports, 

and help promote the commercial conditions that allow businesses to export, which in turn helps to maintain a strong U.S. manufacturing 

sector and U.S. jobs and exports.

IA conducts outreach to U.S. small and medium-sized industries that may have been injured by unfairly dumped or subsidized imports. 

IA’s AD/CVD Petition Counseling and Analysis Unit provides to these firms detailed information regarding the legal requirements for seeking 

relief under U.S. trade law. Numerous counseling sessions have led to the initiation of investigations and the imposition of AD/CVD border 

measures. Further, IA works proactively to ensure that all U.S. companies and workers know about and can take advantage of the benefits 

of this program by maintaining a publicly accessible Web site, publishing determinations in the Federal Register, releasing policy bulletins, 

and hosting trade seminars. In FY 2010, IA’s Petition Counseling Unit counseled 44 companies, 26 of which were small and medium-sized 

businesses. Over the next few years, IA plans to intensify its outreach and petition counseling service offerings in an effort to ensure that 

U.S. firms and workers have every opportunity to avail themselves of the U.S. trade remedy laws. 

IA conducts statutorily mandated investigations and subsequent administrative reviews. After a petition requesting an investigation is filed, 

IA determines whether the legal requirements to initiate the investigation have been met. Once an investigation is initiated, IA conducts 

an in-depth analysis of information provided by foreign governments and/or exporters in response to numerous questionnaires, in order 

to determine if the alleged unfair trade practice is occurring. The process includes conducting in-country verifications of the information 

provided. IA’s conclusions for all investigations and reviews are detailed in comprehensive Federal Register notices and publicly available 

memoranda. All proceedings are conducted within strict statutory and/or regulatory deadlines, and are subject to judicial review and dispute 

settlement proceedings established under the North American Free Trade Agreement (NAFTA) and the World Trade Organization (WTO). 

IA works with the Department’s Office of the General Counsel and DOJ to defend IA’s AD/CVD determinations when they are challenged in 

the U.S. Courts, NAFTA panels, and in the WTO.

IA conducts all unfair trade investigations and reviews in an open and transparent manner, allowing all interested parties an opportunity 

to present information and participate in the process. In addition, IA educates the public regarding its decisions whether products are 

being unfairly dumped or subsidized by posting all regulations and decisions on its Web site, and engages in technical exchanges with key 

trading partners. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 50

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 50

IA leads the U.S. government’s work on dumping issues in the ongoing WTO rules negotiations and in bilateral negotiations with the Nation’s 

trading partners, and works in partnership with USTR on subsidy issues. IA works proactively to advance U.S. interests in these negotiations 

by supporting strong, effective, and transparent trade remedy disciplines to address injurious dumping and unfair subsidization that harms 

the competitiveness of U.S. industry and workers competing in the global marketplace. In addition, IA assists U.S. exporters that are subject 

to a growing number of foreign AD/CVD proceedings lodged against them. In doing so, IA promotes continued access to foreign markets by 

helping to ensure that these companies receive fair treatment consistent with that country’s obligations under the WTO. This is an area where 

IA anticipates a significant workload increase in the coming years as U.S. trading partners become more sophisticated in the greater use of 

trade remedies against U.S. exports. Accordingly, IA will continue to develop expertise in foreign trade remedy actions and will ensure that 

potentially affected firms are educated to access IA’s services when confronted with these types of foreign actions. IA also plans to continue 

to work closely with its trading partners in this area to gain a better understanding of foreign trade remedy proceedings and to promote the 

importance of transparency and due process in such proceedings.

Another key function of IA involves identifying ongoing and emerging trade threats from unfair subsidization and government support by 

providing analysis, research, and advocacy services to U.S. businesses. IA works closely with a number of critical U.S. industries (including steel, 

textiles, aerospace manufacturing, agriculture, and paper) to confront foreign government support practices and coordinates U.S. multilateral 

subsidies enforcement efforts. This assistance helps provide more open and equal global market access for U.S. enterprises, supporting U.S. job 

growth. As such, this service represents another area where IA will increase its outreach in the coming years in order to educate U.S. industry 

and other stakeholders about the services IA can provide and the mechanisms available to obtain relief from trade-distorting practices. 

IA’s long-range planning specifically calls for the organization to demonstrate greater flexibility in terms of managing its workload so as 

to more efficiently address the increasing volume, complexity, and unpredictability of trade remedy cases. To that end, IA will evaluate its 

organizational structure and lines of authority in order to become more responsive to fluctuating and somewhat unpredictable workload 

patterns. Also, IA will implement technological improvements to create efficiencies in both the processing and costs associated with filing 

and maintaining documents related to AD/CVD proceedings, as well as improving accessibility to the Department by interested parties and the 

public. IA is also undertaking a new training initiative, designed from within to target specific and unique qualifications needed to conduct 

AD/CVD analyses. Further, the deployment of Web-based technologies across ITA challenges IA to efficiently master the use of these tools in 

a manner that will vastly improve communications within, across, and outside of the organization.

IA also administers the Steel Import Monitoring and Analysis (SIMA) system. This system provides U.S. steel producers and users with 

real-time steel import information that has facilitated the smooth operation of the U.S. steel market and better informed decision-making 

by both steel producers and buyers. The SIMA Web site is one of the most heavily trafficked Web sites within ITA, receiving, on average, 

roughly 100,000 hits per week. IA is active in a number of forums with industry and trading partners regarding steel market issues, including 

the Organisation for Economic Co-Operational Development steel committee, North American Steel Trade Committee, and U.S.-China Steel 

Dialogue, where IA promotes market-driven mechanisms and international trade in steel without government subsidies.

ITA’s Manufacturing and Services (MAS) unit has the Departmental lead on the implementation of safeguard actions that are designed to 

provide a remedy for imports that have caused market disruption to the domestic industry. MAS analyzes the economic and competitive 

effects of remedy measures, and coordinates the overall Departmental recommendation on remedy to USTR. 

Fraud and evasion of AD/CVD orders are key concerns and need to be addressed promptly and forcefully. To this end, IA works in concert with 

partner agencies, including the Department of Homeland Security (specifically U.S. Customs and Border Protection (CBP) and Immigration 

and Customs Enforcement (ICE)), DOJ, and USTR to identify and take action to stop these practices. Specifically, when IA has evidence of 

fraudulent activity or efforts to evade or minimize AD/CVD duties to be paid, it will provide that information to CBP so that CBP can either 

pursue it as a civil action or refer it to ICE and/or the U.S. Attorney’s Office at DOJ for possible criminal investigation. Such cases may also 

involve collaboration with other agencies within the Department, e.g., NOAA. These cases have resulted in the collection of significant fines 

and criminal penalties against importers who defraud the U.S. government of tariff revenue. In the coming years, IA plans to continue to 

work strategically with its partner agencies in an effort to devise solutions to this issue and will also work with its trading partners to increase 

awareness of the systemic issues involved in fraud and evasion of AD/CVD duties. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 51

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 51

IA’s other key partner, CBP, supports the strategic goal to “identify and resolve unfair trade practices” and its objective to “enforce U.S. 

trade laws” through statutory and regulatory requirements and various coordinated efforts. When dumping and/or subsidization is found, 

IA instructs CBP to collect AD/CVD duties and deposits using the Automated Commercial Environment system (a commercial trade processing 

system being developed by CBP to facilitate trade while strengthening border security). To enhance effective coordination between IA and 

CBP, IA established the Customs Liaison Unit, which works with CBP to enforce AD/CVD laws and related duty collection, in addition to closely 

liaising with CBP on possible fraud and related issues. IA’s Customs Liaison Unit and CBP meet monthly to exchange updates on the status 

of ongoing AD/CVD cases. IA plans to identify additional opportunities to coordinate enforcement activities with CBP in the coming years in 

order to confront practices that seek to evade AD/CVD duties or that otherwise constitute fraud.

K e y Challen g e s

Effective border enforcement to identify and prohibit efforts to circumvent measures imposed to offset unfair trade practices;

Strategic utilization of resources to enable the Agency to deal with unanticipated shifts in workload with respect to enforcement 

efforts both domestically and abroad in light of future economic conditions affecting U.S. industries and workers;

Effective messaging and counsel to help ensure that U.S. economic policy goals are consistent with U.S. international obligations; 

and

Evolution of U.S. manufacturing base and outward investment into foreign locations of key parts of the supply/production chain.

E x t e r nal Fact o r s

The volume and complexity of international commerce, including a marked growth in the number of foreign exporters entering the U.S. 

market, the escalation of global integration of supply chains, and the rise in the number of novel issues associated with applying trade 

remedies to non-market economies, directly correlate to the difficulty of applying and enforcing trade remedy laws. Such issues have an 

enormous impact on the capacity of the Department to ensure a level playing field for trade. Another critical external factor surrounds 

the ultimate conclusion of the ongoing international trade negotiations in the WTO. Any resulting agreement from these negotiations will 

necessarily require an update to the U.S. trade remedy laws and impact the Department’s practices and procedures for conducting AD/CVD 

investigations and reviews. Finally, this program will continue to confront, and implement measures to halt, the increasingly sophisticated 

methods and schemes designed to evade the duties resulting from U.S. trade remedy proceedings. Specifically, compliance with these laws is 

and will continue to be dependent upon effective border measures and coordination with other U.S. government agencies. 

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

IA contributes to this objective by administering unbiased investigations on complaints of unfair trade. To ensure U.S. businesses have fair 

competition in their markets, IA conducts reviews involving AD/CVD, which often result in remedies to injured parties. The efforts of the 

Bureau maintain fair competition by enforcing U.S. trade law.

Pr o gr am E valuati ons

Trade Law Administration. ITA is committed to improving the performance of the Trade Law Administration program. The Trade Law 

Administration uses systematic, objective, and quantitative performance data to evaluate its progress in achieving fair and transparent 

administration of the AD/CVD laws. IA’s internal performance management system provides for several avenues through which the program 

collects data, evaluates performance, and provides managerial review and oversight.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 52

Theme – Ec onom ic G r o w t h

FY 2011 - FY 2016 S t r ategic P lan 52

Quarterly Data Reporting. IA collects data and reports on a variety of performance measures each quarter. Major elements include 

quarterly results as measured against previously established targets, commentary on performance with explanations of quarterly performance 

data, and plans for meeting missed targets. 

Management Review. Quarterly data is submitted to IA senior management for review. The review is strategy and resources-oriented, 

focusing on identification of performance deficiencies and targeting resources to achieve performance-based results. IA senior management, 

in internal meetings with IA administrators of AD/CVD and other trade law programs, implements any recommendations for improvement of 

performance and/or reallocation of resources to drive improved performance.

Congressional Review. IA prepares reports to House and Senate Appropriations Committees on AD/CVD related activities and WTO 

negotiations. For example, IA prepared a report on the relative advantages and disadvantages of retrospective and prospective AD/CVD 

collection systems. IA also provides regular briefings to members of Congress on issues of interest to members. 

Court Review. AD/CVD determinations can be challenged in the U.S. Court of International Trade, the U.S. Court of Appeals for the Federal 

Circuit, and dispute settlement proceedings established under NAFTA and/or the WTO. Court findings provide IA with judicial insight into 

the application of the AD/CVD trade law.

External Program Evaluation. IA contracted with The Wexford Group International to conduct a program review to evaluate IA functions, 

structure, and organization and provide recommendations for more effective and efficient program administration. Specific areas of interest 

included:

Planning and evaluation tools emphasizing strategic planning and performance; 

Suitability of the current organization structure and available resources to address current and future fluctuations in workload;

Effectiveness of existing management practices, tools, and metrics; and

Identification and feasibility of opportunities to measurably enhance or improve IA program functions and activities through the use 

of supplemental external contract support. This and future program reviews provide useful data and information to aid management 

in improving businesses processes, structure, and resource allocation.

Objective 12: Vigorously enforce U.S. fair trade laws through impartial investigation 

of complaints, improved access for U.S. firms and workers, and strengthened efforts to 

ensure compliance with antidumping/countervailing duty remedies 

Bureau Performance Measure

ITA Percent of identified unfair trade practices affecting U.S. parties addressed through informal/formal intervention of 

dispute settlement

Number of new antidumping/countervailing duty petitioners counseled

Percent of industry-specific trade barriers addressed that are removed or prevented

Percent of industry-specific trade barrier milestones completed

Number of compliance and market access cases initiated

Number of compliance and market access cases resolved successfully
Theme

S c i e n c e and

I n f o r m at i o n

Science and information

S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 55

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 55

Theme – Science and Information

Goal: Generating and communicating new, cutting-edge scientific understanding 

of technical, economic, social, and environmental systems

The Department’s fourth strategic goal focuses on generating and providing the means by which the public and other federal 

agencies can acquire essential technical, economic, social, and environmental information.

M ajo r E lemen t s of t he Goal

Enhance Scientific Knowledge and Provide Information to Stakeholders to Improve Innovation and Technology, 

Support Economic Growth, and Improve Public Safety 

The National Institute of Standards and Technology (NIST) provides the backbone of measurement science to the Nation and its industries, 

from telecommunications and information networks to electric power distribution to positioning and navigation systems. A key component of 

the President’s Plan for Science and Innovation, NIST’s cutting-edge tools, instruments, and laboratories support innovation in biotechnology, 

nanomanufacturing, advanced electronics, and alternative energies technologies. Developing key measurement standards depends on having 

safe and current facilities in which to conduct experiments. The capabilities of these facilities must be maintained at the highest levels of 

precision and accuracy. 

Often current events demand quick action in terms of researching and developing tools to respond to situations. For example, following 

the events of 9/11, NIST was able to quickly develop new innovations in the area of fire research. NIST must have the capability to quickly 

respond to the immediate needs of the Nation.

With the explosion of data in the information age, the National Technical Information Service (NTIS) provides the public, private, and 

academic sectors with a permanent clearinghouse by which they can access scientific, technical, and engineering information. To better 

respond to its customers needs, NTIS continues to explore improved access to its collection of federally funded technical reports. 

As society begins to mature within the digital age, it needs to be able to develop and expand its usage of new technological developments 

in telecommunications. Advanced telecommunications allows all sectors of society to more efficiently provide information and products to 

their customers. 

The understanding of climate interactions depends on the knowledge of a wide variety of ecosystem processes and weather patterns. The longterm effects of climate change play a major role in determining what strategies to pursue in terms of energy conservation, development, and 

deployment. Accurate climate research and information will determine the extent to which the Nation pursues research in areas such as 

alternative fuels. The expansion of the U.S. population to coastal areas reinforces the need to better understand coastal climates as well as 

protect coastal and marine resources. This knowledge of climate interactions is enhanced through partnerships in climate research within an 

extended community of the National Oceanic and Atmospheric Administration (NOAA), public, private, and academic researchers. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 56

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 56

Improve Understanding of the U.S. Economy, Society, and Environment by Providing Timely, Relevant, and Trusted 

and Accurate Data, Standards and Services Enabling Entities to Make Informed Decisions 

In many ways the United States is a statistics driven society. The Nation depends on statistics provided by the Census Bureau and the Bureau 

of Economic Analysis (BEA) to determine business decisions, plan for geographic and economic (both national and international) expansion, 

provide funds to needy organizations, and determine political expansion and contraction. Accurate business information regarding the 

demographics of the Nation, including measures of the population, economy, and governments assists entrepreneurs in identifying market 

opportunities that can generate jobs. Population estimates serve as a starting point for allocating federal, state, and local funds to various 

groups within society. 

One of the primary methods for improving the understanding of the environment is through the examination of oceanic and atmospheric 

conditions patterns worldwide. To this end, NOAA develops and procures satellite systems, aircraft, and ships with the purpose of providing 

information to determine weather patterns and predict weather forecasts. This information affects all facets of society from agricultural 

planning to electric power usage to disaster planning. It plays a major role in the accuracy of national, regional, and local forecasting as well 

as impacting short and long-term climate modeling. 

Enhance Weather, Water, and Climate Reporting and Forecasting 

A weather-ready nation will be able to prepare for and respond to environmental events that affect safety, health, the environment, economy, 

and homeland security. NOAA’s capacity to provide accurate and relevant information can help create a society that is more adaptive to its 

environment, that experiences fewer disruptions, dislocation, and injuries, and that operates a more efficient economy. Over the long-term, 

climate change may increase the intensity and even the frequency of adverse weather events, ranging from drought and flooding to wildfires, 

heat waves, storms, and hurricanes. Changing weather, water, and climate conditions affect the economic vitality of communities and 

commercial industries, such as the energy, transportation, and agriculture sectors. Environmental information aligned with user needs will 

become ever more critical to the safety and well-being of those exposed to sudden or prolonged hazards and will enable U.S. businesses and 

policymakers to make informed decisions. 

Finally one of the growing challenges in the 21st century is the escalation of the demand for water and improved water and air quality. 

Changing water temperatures and poor air quality impact the Nation’s population and its fish and shellfish populations. To this end, NOAA 

can combine predictive weather information with an understanding of weather, water, and climate to develop integrated predictions that can 

improve the health of ecosystems and communities.

BU R EAUS Con tri b u ti n g t o t h i s Goal

NIST’s Safety, Capacity, Maintenance, and Major Repairs program assures that all NIST facilities are in sufficient condition to provide highlevel information to industry. Thus, NIST can meet the growing demands of researchers and corporations including those using the NIST 

Center for Neutron Research (NCNR), a one-of-a-kind user facility. In addition, the Strategic and Emerging Research Initiative program 

provides a means to address high-priority research programs that need immediate attention by quickly developing interdisciplinary research 

teams to respond to the needs of the Nation.

As a means to provide technical information to the public, the National Technical Information Service (NTIS) provides a clearinghouse for 

an extensive set of technical reports and documents for both the public and the federal community. NTIS annually disseminates more than 

30 million products and offers approximately 800,000 updated items. 

The National Telecommunications and Information Administration (NTIA) provides basic research on quality of digital speech, audio and video 

compression, and transmission characteristics which it subsequently distributes to the public. This research can improve the performance of 

telecommunications networks and the availability of digital content on the Internet.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 57

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 57

The Economic and Statistics Administration (ESA) and its two statistical agencies, the Census Bureau and BEA, provide vital data and analysis 

covering key dimensions of the Nation’s population, economy, and governments. This data is critical to decision-making processes for both 

the public and private sectors. For example, this information assists entrepreneurs in identifying market opportunities that can generate 

jobs. Every 10 years, the Census Bureau conducts the decennial census which benchmarks information concerning the Nation’s population. 

The decennial census affects the Congressional makeup of the Nation as well as providing population estimates that serve as a starting point 

for allocating over $400 billion in federal funding to states and localities. The American Community Survey provides information on an 

annual basis to local governments, businesses, and non-profit organizations to use for effective decision-making. BEA provides some of the 

most important statistical measures in the Nation, including the gross domestic product (GDP). BEA economic statistics play a vital role in 

business decisions throughout the economy.

Through the Office of Atmospheric Research, NOAA seeks to expand its short and long-term knowledge of climate interactions and their 

effects on society through enhanced climate services to inform mitigation and adaptation strategies and decisions, improved assessments of 

climate impacts, and increased climate literacy in the public. NOAA seeks to advance innovative research thereby pushing the boundaries of 

scientific understanding and integrating information across scientific boundaries. 

NOAA also seeks to enhance national readiness for weather-related events through decision support services and improved weather forecasts. 

Improved weather forecasts, particularly in the area of severe weather events, allow state and local decisionmakers to better plan for the 

consequences of severe weather events thereby minimizing the loss of lives and property. More accurate daily forecasts allow various 

sectors that are dependent on weather to better plan for the extent of societal consumption of their products (e.g., power companies, water 

management). Finally, NOAA provides water resources observations and forecasts to water managers so that they can better manage limited 

water supplies in a changing and uncertain environment. 

NTIS seeks to improve dissemination of new cutting-edge scientific, technical, economic, social, and environmental information through 

increased access to federally funded scientific and technical information. NTIS continues to meet the challenge of permanent preservation 

of and ready access to taxpayers’ investment in science and information through the acquisition, organization, and preservation of the titles 

annually added to its permanent collection.

O bje cti ve 13

Enhance scientific knowledge and provide information to stakeholders to improve innovation 

and technology, support economic growth, and improve public safety

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Develop a Holistic Understanding of the Earth System through Research

NOAA’s strategic progress and future operational capacity will depend on a strong and vibrant scientific enterprise that draws from NOAA 

research capabilities and the extended community of public, private, and academic researchers with whom NOAA collaborates routinely. 

NOAA’s long-term goals hinge on an enhanced understanding of the complex interrelationships that exist across NOAA’s climate, weather, 

ocean, and coastal domains. NOAA needs to advance innovative research that pushes the boundaries of scientific understanding and 

integrates information across scientific disciplines. 

To achieve this objective, NOAA supports a reliable, accessible suite of climate, weather, marine ecosystem, living marine resource, and 

geospatial information. NOAA will improve the understanding of key environmental processes and build capacity in the social, behavioral, 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 58

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 58

and economic sciences to support the valuation of ecosystem services, risk and vulnerability assessments, and decision support services. 

This will require NOAA to continue the development of advanced technologies in sensors, computing and networking, and user interfaces 

to better observe, understand, model, and communicate knowledge of complex systems. NOAA will balance technology development, 

deployment, and relatively low-risk applied research with an appropriate level of high-risk research to foster unpredictable, radical innovation 

that can transform its science and mission functions.

Promote an Engaged and Educated Public with an Improved Capacity to Make Scientifically Informed 

Environmental Decisions 

Among the many environmental challenges facing the Nation, responding to climate change and balanced use of coastal and marine 

resources are paramount. Many stakeholders and the public face a considerable challenge of understanding climate and ecosystem dynamics, 

parsing estimates of potential impacts, and integrating environmental information and uncertainties into routine decision-making. There is a 

widening gap between the science most U.S. students learn in school and the knowledge they will need in the 21st century to foster the 

Nation’s innovation and competitiveness. To support climate, weather, ocean, and coastal science and management needs of the next 

generation, NOAA must foster an environmentally literate society and the future environmental workforce. 

To achieve this objective, NOAA will engage stakeholders and the public at multiple levels to build awareness of environmental science, 

services, and stewardship responsibilities; foster community dialog; and educate citizens and students. To this end, NOAA will work with 

partners to increase climate, weather, and ocean literacy through investments in extension, training, education, outreach, and communications. 

NOAA will use innovative technologies to engage stakeholders, including community leaders and decisionmakers, and the general public; and 

develop strategic connections with science education communities to advance scientific and technical education opportunities and attract 

populations who are currently underrepresented in the science workforce. NOAA will coordinate with other agencies’ education and outreach 

initiatives, including those of other federal scientific and environmental agencies.

Promote Increased Access to Federal Scientific and Technical Information (STEI)

NTIS deployed the National Technical Reports Library (NTRL) in April 2009, a subscription product with direct access to full metadata 

and full text documents that are viewable, printable, and downloadable by the user. NTRL has substantially increased perpetual access to 

federally funded STEI. Support of archival practices for NTRL is being improved with new National Archives and Records Administration/

NTIS initiatives. NTIS plans to implement user-driven customer improvements in NTRL release 2.0 in 2011. NTIS recently deployed its next 

generation 2.0 Web site and is experimenting with the use of social media technology as part of its outreach and education activities 

to further the dissemination of STEI. In collaboration with NIST and the Federal Laboratory Consortium for Technology Transfer, NTIS is 

seeking an enhanced collaborative model to increase the dissemination and exchange of federally-funded science and technology research 

information within scientific communities of practice. Collaboration on federally funded science and technology information exchanges 

strategically positions NTIS to add value to content and foster innovation and entrepreneurship. NTIS programs will increase worldwide 

access to STEI through continuing efforts to acquire and capture scientific content. NTIS will continue its program to increase public access 

to worldwide STEI through improved acquisition and dissemination activities and maintaining high customer satisfaction goals. NTIS recently 

initiated new private-public partnerships in order to explore innovative STEI products and services that will enhance new media offerings. 

New public-private partnerships will position NTIS as a significant participant in federal e-science development.

Facilitate the Dissemination of Federal Science and Information

NTIS will facilitate the dissemination of federal science and information by providing information management services to other federal 

agencies to help them disseminate federal information to their constituents. In 2010, NTIS continued to provide product information 

dissemination services for the U.S. Department of Agriculture in addition to initiating new programs with the Department of Education and 

the Social Security Administration. NTIS plans to expand its science and information dissemination services through outreach and education 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 59

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 59

discussions with other federal agencies. NTIS will also continue to seek process improvements in its dissemination programs through its 

Business Systems Modernization program that is scheduled to commence in 2011. NTIS will also investigate new private-public partnerships 

for new products and services that will assist other agencies in accomplishing their information dissemination programs and improve and 

increase public access to federal science and information.

Advance the State of the Art in Measurement Science

Providing the measurement support that underpins a substantial part of the national and global technology infrastructure that drives the 

U.S. economy, from telecommunications and information networks to electric power distribution, to positioning and navigation systems such 

as global positioning system (GPS) to many crucial applications in national defense, intelligence, and homeland security, demands that NIST 

maintain the capability to address increasingly complex measurement challenges. These can range from measuring the nanoscale interaction 

of materials to better understanding the performance characteristics of new photovoltaic technologies to developing the tools to measure 

the performance of building systems in order to decrease overall energy consumption. Investment in fundamental measurement science is 

key to overcoming these challenges. For example, NIST investment in research on precision manipulation of the quantum mechanics of ions 

to make better atomic clocks led directly to research on the use of those ions for quantum computing, initiating NIST’s world-class program 

on quantum information. More recently, NIST has turned the tools and techniques of quantum computing back to research on developing a 

new type of atomic clock with the potential to be 100 times more accurate than today’s atomic clocks. Achieving these advances in accuracy 

and sensitivity will ensure that NIST is able to meet increasing demands in navigation and telecommunication, and continuing to advance 

scientific progress. 

NIST continues investment in high-risk, high-reward research at the frontiers of measurement science and effective dissemination of those 

results to its stakeholders in industry through the development of new reference data, reference materials, calibration services, testing 

protocols, and supporting laboratory accreditation programs. These will ensure that the United States continues to have necessary 

measurement capability required to support technological innovation and increase economic growth and competitiveness.

Enhance the Facilities and Equipment that Enable Technological Leadership

The one-of-a-kind user facilities at NIST—the NIST Center for Neutron Research (NCNR), and the Center for Nanoscale Science and Technology 

(CNST)—provide access to cutting-edge tools and instruments for thousands of researchers each year from industry and universities. 

These researchers support innovation in nanomanufacturing, advanced electronics, alternative energies technologies, and biotechnology. 

The capabilities of these facilities must be maintained at the highest levels of precision and accuracy to meet the increasingly stringent 

needs of their users. CNST must be able to continually provide access to cutting-edge industry-relevant measurement tools and fabrication 

processes in order to support the needs of the user community. Research at NCNR accounts for over two-thirds of all neutron research done 

in the United States and the facility is currently oversubscribed by a factor of two. By expanding and upgrading NCNR, NIST will be able to 

meet the growing demands of the researchers and corporations seeking the use of this one-of-a-kind facility. NIST will prioritize efforts to 

improve and upgrade facilities and equipment to promote the capabilities, productivity, and safety of these facilities. 

Increase Spectrum Sharing between Federal and Non-federal Spectrum Users

In addition to its policy-related activities, NTIA supports innovative telecommunications and information technologies (IT) through basic 

research performed at its laboratory, the Institute for Telecommunication Sciences (ITS). ITS performs extensive basic research on quality of 

digital speech, audio and video compression, and transmission characteristics. This research has the potential to improve both the performance 

of telecommunications networks and the availability of digital content on the Internet. ITS research also supports U.S. positions in international 

standards-setting bodies and NTIA’s development of Administration policies related to the introduction of new technologies.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 60

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 60

NTIA, in coordination with the Federal Communications Commission (FCC) and other federal agencies, established a Spectrum Sharing 

Innovation Test-Bed pilot program to examine the feasibility of increased spectrum sharing between federal and non-federal users. 

The program is an opportunity for federal agencies to work cooperatively with industry, researchers, and academia to objectively examine 

new technologies that can improve management of the Nation’s airwaves. ITS, on behalf of NTIA, performs laboratory measurements to 

characterize spectrum sharing devices provided by participants in the program. 

Improve Public Safety Communications

In support of the President’s Wireless Innovation and Infrastructure Initiative, NTIA will help build an interoperable public safety broadband 

network. Building upon the recommendations of the National Commission on Terrorist Attacks Upon the United States, this effort will 

improve public safety by providing the Nation’s first responders with modern and efficient communications capabilities. It will also make 

additional spectrum in the 700 MHz band available for public safety use. 

NIST will also support this initiative by working with industry and public safety organizations to conduct research and develop standards, 

technologies, and applications to advance public safety communications.

K e y C h a l l e n g e s 

Investment in science and technology is critical for economic competitiveness and security. U.S. competitors have learned from U.S. success 

and have adopted and adapted U.S. approaches to science and technology and technological innovation to advance their competitive 

position. Other countries have invested heavily to develop their innovation infrastructure through:

Improving the education of their work forces;

Increasing national investment in research and development;

Interdisciplinary characterization of the physical, chemical, geological, biological, and social components of the earth system; and

Balancing technology development, deployment, and relatively low-risk applied research with an appropriate level of high-risk research 

to foster innovation.

In June 2010, the President released an executive memorandum directing NTIA and other federal agencies to make spectrum available for 

fixed and mobile wireless broadband. The President directed that adequate funding and incentives be provided to accomplish these actions. 

The President also directed the Secretary of Commerce, working through NTIA and in consultation with NIST, the National Science Foundation 

and other agencies, to create and implement a plan to explore innovative spectrum-sharing technologies.

E x t e r nal Fact o r s

NOAA’s scientific challenges are global in nature. Information sharing between national and international partners is affected 

by intellectual property, homeland security, and related policies that influence international exchange of data, information, and 

scientific services.

Industry-specific business conditions and technological developments affect the level and range of demand for NIST products and 

services over time. For instance, annual demand for calibrations of numerous outputs of the NIST laboratories can fluctuate due to 

several factors outside NIST’s control. 

The telecommunications industry and consumers support spectrum management reforms via flexible use of spectrum. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 61

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 61

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

NOAA 

NOAA conducts research in federal laboratories and through partnerships with universities and science institutes. NOAA’s research provides 

solid science and policy-relevant findings to leaders in government and industry worldwide on topics such as climate, ozone-depleting gases, 

air quality, and ecosystem protection. Through various partnership mechanisms, NOAA works with academia via cooperative institutes 

and partnership programs such as the National Sea Grant College Program to advance the Department’s scientific mission. Researchers of 

many disciplines—from oceanography, chemistry, biology, meteorology, and mathematics, to physics, computer sciences, and engineering—

collaborate to conduct research at remote outposts in the Arctic and Antarctica, aboard research and fishing vessels and in-flight on 

airplanes, at the depths of the oceans, inside state-of-the-art laboratories, and at computers in office settings.

NIST

NIST provides the United States with unmatched measurement capabilities, tools, and facilities. NIST laboratories work at the frontiers of 

measurement science to ensure that the U.S. system of measurements is firmly grounded on a sound scientific and technical foundation. 

NIST promotes the use of measurements based on the international system of units. The measurement science research at NIST is useful to 

all science and engineering disciplines. NIST laboratories directly support U.S. innovation and industrial competitiveness by developing new 

measurement instruments and facilities to address critical barriers to innovation; disseminating validated measurement methods and protocols; 

providing reference data, reference materials, and calibration services to ensure that industry-performed measurements are traceable to NIST 

standards; and developing testing protocols and supporting laboratory accreditation programs. NIST works actively with other metrology 

institutes from around the world to ensure that the global marketplace is supported with sound measurements and standards. 

NIST laboratories are further discussed under Objective 5.

NTIS

NTIS seeks to improve dissemination of new cutting-edge scientific, technical, economic, social, and environmental information through 

increased access to federal STEI. NTIS continues to meet the challenge of permanent preservation of and ready access to taxpayers’ investment 

in science and information through the acquisition, organization, and preservation of the titles annually added to the permanent collection. 

NTIS promotes the development and application of science and information by providing technologically advanced global e-commerce 

channels for dissemination of specialized information to business, industry, government, and the public. In addition, NTIS facilitates the 

dissemination of federal science and information by supporting other federal agencies in the distribution of their science and information 

products to the public. 

NTIA

NTIA’s Office of Spectrum Management contracts with ITS to operate the test-bed program to evaluate approaches and techniques to 

increase spectrum sharing between federal and non-federal spectrum users. The devices that are provided by the participants have different 

approaches which exercise various ideas for spectrum sharing. Several different types of radio technologies are implemented in the devices 

resulting in each device offering different advantages. The test-bed program measurements will quantify some of the radio technologies and 

provide a comparative view of the performance of spectrum sharing technologies.

NTIA will also work to help build an interoperable public safety broadband network and provide additional spectrum for public safety use.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 62

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 62

Pr o gr am E valuati ons

Each of NOAA’s programs will be reviewed in-depth every three years, with annual self-evaluations, Government Performance and Results Act 

(GPRA) performance measurement reporting, program base reviews, and quarterly balanced scorecard performance measure evaluation. 

ITS established a test-bed pilot to evaluate dynamic spectrum access devices. The six devices being evaluated in the pilot program are 

limited to sharing with land mobile radio systems. ITS developed the test plan and completed the measurements of device emissions, sensor 

performance, and spectrum access behavior. Results of tests and measurements are subjected to crosscutting peer reviews.

Program evaluation for NIST laboratories involves a combination of specific output tracking, crosscutting peer review, and economic impact 

analyses. NIST laboratories are reviewed by the National Research Council (NRC) Board on Assessment. NRC provides an independent, 

technically sophisticated, and extensive review of:

The technical merit of the laboratory programs relative to the current state of the art worldwide;

The adequacy of the laboratories’ budgets, facilities, equipment, and human resources, as they affect the quality of laboratory technical 

programs; and 

The degree to which laboratory programs in measurement science, standards, and services achieve their stated objectives and desired 

impact as identified by NIST. 

The most recent NRC Assessment Reports are available online at http://www.nist.gov/director/nrc/index.cfm.

Objective 13: Enhance scientific knowledge and provide information to stakeholders to improve 

innovation and technology, support economic growth, and improve public safety

Bureau Performance Measure

NTIA Annual progress report on the test-bed program

NOAA Percentage of weather-related research projects transitioned to NWS operations during each two-year period 

(i.e., for each year and the immediately prior year) 

NTIS Number of updated items available (annual)

Number of information products disseminated (annual)

Customer satisfaction

O bje cti ve 14

Improve understanding of the U.S. economy, society, and environment by providing timely, relevant, 

trusted and accurate data, standards and services enabling entities to make informed decisions

Str at e gi es t o Ac h i eve t h i s O bje cti v e

The Department aims to foster economic growth by providing up-to-date relevant information and measures on the changing structure of the 

U.S. economy, society, and environment through the production and timely release of useful information products. These measures are critical 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 63

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 63

for decisionmakers and policymakers at the local, state, and national levels to track the health of the U.S. economy, including dimensions of 

the economic recovery, the landscape of U.S. society, and the environment. 

Openness to user and respondent concerns, independence and neutrality, strong statistical standards, and protection of confidentiality 

form the foundation for the overarching strategies the Economic and Statistics Administration (ESA), the Census Bureau, and the Bureau of 

Economic Analysis (BEA) use to achieve outcomes necessary to meet the Nation’s need for relevant and timely information.

Provide Accurate, Timely, and Reliable Economic and Societal Measures 

The Department works diligently in generating and communicating new, cutting-edge scientific understanding of economic and social systems. 

ESA serves as a central source of information on economic analysis and research for the Department. It produces a series of economic reports 

and policy analyses on topical issues; coordinates the release of many vital economic statistics relating to the manufacturing, services, and 

international trade sectors for the Nation; and is working to improve dissemination of Census Bureau and BEA information products on their 

Web sites. 

The Census Bureau assists in fostering economic growth by providing timely, accurate, accessible, and current measures of the population, 

economy, and governments, which help entrepreneurs and businesses to identify and exploit market opportunities that generate jobs. 

This information also helps to provide early signals of impending problems in key sectors throughout the economy and effective information 

to enable communities to build their capacity to attract businesses and sustain economic growth. Data collected from many monthly, 

quarterly, and annual surveys support effective decision-making, in both the public and private sectors, with the information assets needed 

to understand social, economic, and demographic trends. 

A significant new source of information about the dynamics of local labor markets—the Local Employment Dynamics program—is the result 

of the Census Bureau’s broader focus on integrating data from existing sources, including administrative records, to produce unprecedented 

information or to create existing products more efficiently. This strategy supports the need to produce more valuable and timely data using 

fewer resources and limiting respondent burden.

The Census Bureau also provides timely, relevant, accurate, and accessible benchmark measures of the U.S. population, economy, and 

governments to leverage U.S. competitiveness, identify new business opportunities, and foster domestic job growth. Vital data products 

from the 2010 Census will meet constitutional and legislative mandates for apportionment and provide the starting point for the annual 

population estimates that are used in allocating over $400 billion of federal funding annually to states and localities. As the 2010 Census 

concludes with the completion of extensive quality control and coverage measurement operations, the Census Bureau continues to develop 

and implement a plan to improve the 2020 Census with a sustained emphasis on identifying innovative and cost-effective ways to collect, 

process, and disseminate information. 

The American Community Survey, as the replacement for the decennial census long form, provides valuable and effective decision-making 

information every year to states, local governments, businesses, and non-profit organizations. Other products provide information that 

positions minority business enterprises, including small manufacturers, to compete in a global economy and provide information on the 

characteristics of businesses that facilitates the growth and creation of domestic jobs.

BEA stimulates the advancement of science and information by producing some of the most closely watched economic statistics that influence 

the decisions made by Congress and the federal government, state and local governments, businesses, and U.S. households. BEA’s economic 

statistics provide a comprehensive, up-to-date picture of the U.S. economy, including how much the U.S. household spends on goods 

and services, the personal savings rate, corporate profits, U.S. trade in services with other countries, and GDP at the national, state, and 

metropolitan level. BEA’s measures of the economy inform key aspects of business and financial investment, U.S. trade policy, Federal Reserve 

monetary policy, federal and state government budget and tax projections, and the allocation of more than $300 billion in federal funds each 

year. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 64

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 64

The cornerstone of BEA’s statistics is the National Income and Product Accounts (NIPA), which feature the U.S. GDP. GDP was recognized by 

the Department as its greatest achievement of the 20th century and has been ranked as one of the three most influential measures that affect 

U.S. financial markets. Since the NIPAs were first instituted in the aftermath of the Great Depression, BEA has developed and extended its 

statistics to cover a wide range of economic activities. In addition, BEA prepares national, regional, industry, and international accounts that 

present essential information on such key issues as economic growth, regional economic development, inter-industry relationships, and the 

Nation’s position in the world economy. The Census Bureau’s 2012 Economic Census will provide key inputs for the NIPA, as well as profiling 

the economy at the national, state, and local levels.

Gather Accurate and Reliable Data from Sustained and Integrated Earth Observing Systems

NOAA’s science, service, and stewardship capabilities draw upon the diverse observing system assets, including satellites, radar, manned and 

unmanned aircraft, ground stations, sea-going vessels, buoys, and submersibles. Fundamental to ensuring that the wealth of environmental 

information generated by NOAA is effectively utilized now and for the long term is an increased focus on information management standards 

and strategies to improve access, interoperability, and usability. The varied and growing requirements levied upon these systems greatly exceed 

the current capacity. NOAA’s observing system portfolio needs to balance growing demands with continuity concerns and implementation of 

emerging technologies. 

To achieve this objective, NOAA will continue to gather environmental data by developing, deploying, and operating systems to collect remote 

and in-situ observations, and manage and share data through partnerships and standards. NOAA will continue the planned development 

of the next generation of satellites to serve future space-based observations and provide data continuity; maintain and develop the next 

generation of research vessels and aircraft to serve multiple observation requirements; calibrate climate sensors to maintain the integrity of 

NOAA’s climate data records over time; and assimilate and fully exploit the data from the varied observing systems. Throughout this effort, 

NOAA will pre-plan the transition of research observing platforms to operations, and maintain strong partnerships with domestic and foreign 

partners through agreements to share expertise, instrumentation, data, data processing, and related costs.

NOAA’s weather, water, and climate activities that are supported by thesee observing systems are discussed in Objective 15.

Create an Integrated Environmental Modeling System

To fulfill current and emerging science and service requirements toward all of NOAA’s strategic goals over the long term, the Agency must 

evolve toward a comprehensive earth-system modeling enterprise that links atmospheric and oceanic models, incorporating an integrated 

modeling backbone that connects environmental models across time, space, and phenomena.

To achieve this objective, NOAA will continue to develop such a comprehensive modeling backbone; integrate models, products, and services; 

and foster a culture of collaboration within NOAA and external to NOAA. NOAA will develop collaborative strategies involving internal and 

external partnerships and community-wide standards to ensure interoperability; and integrate research monitoring and prediction plans for 

NOAA’s strategic goals, including regional-scale climate models and integrated ecosystem modeling.

K e y Challen g e s

The Department plays an integral role in the challenging process of developing the tools, systems, policies, and technologies critical to 

transforming the economy, fostering U.S. competitiveness, and driving the development of new businesses and domestic job creation. 

These challenges are reflected in growing expectations of, and demands on, ESA, the Census Bureau, and BEA in the following areas:
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 65

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 65

Maintain a High Level of Cooperation in Censuses and Surveys While Measuring a Constantly Changing Economy. As concerns 

grow about threats to privacy in the Internet age, about confidentiality of information provided to the government, and about 

intrusiveness of government programs, the Census Bureau faces challenges in collecting information from a growing portion of the 

public. The Census Bureau and BEA must address the unprecedented and rapid changes in the economy associated with the recent 

housing and financial crises. The associated recession and government interventions have made comprehensive measures of the 

economy difficult to achieve. 

Recruit and Retain a Highly Skilled and Motivated Workforce and Maintain its Expertise Over Time. The Census Bureau’s and 

BEA’s status as the leading sources of quality data is inextricably linked to its workforce. With historically high numbers of retirements 

possible, the Census Bureau and BEA must continuously look for ways to improve recruitment, hiring, and retention, as well as expand 

training programs.

Use New Technologies Efficiently. As technological capabilities increase, customers expect easier access, quicker turnaround, accessible 

interface mechanisms, and greater comparability among different sources of data. The challenge will be to maintain the confidence of 

businesses, individuals, and customers in the reliability, security, and integrity of e-business and other electronic collection modes.

Make Information Readily Available to Everyone. Information should be available to everyone, from the least to the most experienced 

data user, requiring cost-effective strategies for the continued delivery of useful information to a very diverse customer base.

Integrate Federal Economic Accounts. Data users have long demanded greater consistency among the various economic accounts 

provided by the decentralized U.S. statistical system, and that demand has only grown stronger as the economy has become more 

complex. 

Maintain the Relevance of the U.S. Economic Accounts. The most pressing public policy issues today call for new and expanded 

statistics that extend the GDP and related accounts beyond their long-established boundaries to address national priorities such as 

health care and innovation. At the same time, more detail is required within the conventional boundaries of the accounts in areas such 

as consumer and small business spending and debt that have significant impacts on U.S. economic growth. 

NOAA faces a number of key challenges in the following areas: Varied and growing requirements levied upon their observing systems 

greatly exceed the current capacity; sustaining and enhancing atmospheric-oceanic-terrestrial-biological and human observing systems 

and their long-term data sets; and collaboration across all scientific disciplines—chemical, physical, geological, biological, social, behavioral, 

and economic.

E x t e r nal Fact o r s

The ability of the Department to adapt quickly to a rapidly changing society and economy, along with providing the resources needed to 

support a healthy, competitive business environment, is affected by many external factors.

Customer Influences. Meeting the needs of its customers is at the heart of ESA’s vision to be the leading source of quality data 

about the Nation’s people and economy so that the United States can retain its position in the world economy. The Census Bureau 

is continuing to improve access through new tools on the Internet and through data dissemination networks, such as the State Data 

Centers, Census Information Centers, and Research Data Centers. Likewise, BEA is currently undertaking a comprehensive modernization 

of its IT systems in an effort to produce U.S. economic accounts with greater efficiency, and to make these statistics more transparent 

and easier to access. 

ESA, the Census Bureau, and BEA have an extremely diverse customer base that ranges from the most sophisticated analyst to the 

inexperienced one-time user. Recent technological advances allow the Department’s statistical agencies to make more information 

available more quickly to more users. In many respects, ESA, the Census Bureau, and BEA set the pace in providing data electronically. 

However, challenges are associated with creating data dissemination tools that meet everyone’s needs. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 66

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 66

With technological advances, the tension between providing access to information and protecting confidentiality is growing. 

ESA, the Census Bureau, and BEA must continue to explore options that achieve both. The use of modeled data and remote access may 

become more common. 

Serving customers well requires that ESA, the Census Bureau, and BEA accurately anticipate and plan for future requirements. 

The Department’s statistical agencies are always learning and must ensure that they continue to gather information on how best to 

serve customers’ needs. 

Societal Influences. Privacy is a complex issue that involves more than confidentiality. In the Internet era, the public has grown 

wary of private sector use (and misuse) of personal information collected for one reason and used for a different reason without their 

knowledge or consent. Identity theft using social security numbers has made many wary about providing personal information.

To address privacy issues, the Census Bureau is working with external groups to understand their concerns and possible options. 

To minimize burden, the Census Bureau is working to make even greater use of administrative records. The Census Bureau recognizes 

that this may raise additional concerns about data stewardship, and plans to address such concerns by continuing to release privacy 

impact assessments, by establishing a visible and active privacy function to educate the public on how the information is used and 

how their privacy is protected, and by implementing other effective means of communication. Similarly, BEA is undertaking research to 

increase the use of administrative records and to exploit opportunities to use data about businesses from other government agencies 

in preparing its economic statistics.

A second important societal influence is cultural diversity, as racial and ethnic minorities become a proportionately larger component of 

the population. Growing cultural diversity will affect the methods the Census Bureau uses to collect information and the presentation 

of the resulting information. Traditional surveys may require more materials in languages other than English and different approaches 

to garner responses from different communities. Other aspects of diversity, such as the aging of the population and the workforce, and 

differences in the ways younger generations approach work, will need to be addressed.

Technological Influences. It will be increasingly difficult for the Census Bureau’s core businesses—censuses and surveys—to 

satisfy policymakers’ demands for timely information on emerging economic and societal trends unless it leverages state-of-theart technology. The same is true for BEA and its ability to produce the key economic statistics that Congress, businesses, and the 

U.S. household require—and to deliver them on time and with a high degree of accuracy. 

As the Census Bureau moves to more data collection through automated means, it needs to ensure that it applies technology effectively. 

Usability tests, along with behavioral and cognitive studies, will be needed to maintain and improve response rates. The President’s 

E-Government agenda directs agencies to expand the use of the Internet. For data collection and dissemination, the Department’s 

statistical agencies must adapt their processes to serve the public by following that mandate. ESA, the Census Bureau, and BEA must 

consider and mitigate the possibility of criminal or malicious access to its networks and data.

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

Several agencies play a vital role in meeting this overall objective. ESA monitors and measures socioeconomic and macroeconomic trends. 

The Census Bureau measures the rapidly changing economic and social fabric of the Nation by collecting and disseminating data to enable 

policymakers at all levels of government to make informed decisions. BEA produces the GDP and related economic measures, based largely 

on data provided by the Census Bureau, which provide essential information to improve decision-making on such matters as monetary policy, 

federal and state budget projections, allocation of federal funds to states, and trade negotiations. NOAA utilizes multiple systems to provide 

continuous monitoring of weather events and sea-state, long-term climate data records, and critical solar weather data, while supporting 

marine, fishery, weather, climate, and water mandates. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 67

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 67

Pr o gr am E valuati ons

All agencies within the Department will conduct program evaluations and progress tracking. Each of the agencies’ programs will be reviewed 

in depth every three years, with annual self-evaluations, GPRA performance measurement reporting, program base reviews, and quarterly 

review of balanced scorecard performance measures.

ESA, the Census Bureau, and BEA review programs internally through dashboards, Annual Performance Plans, Strategic Plans, customer 

satisfaction surveys, organizational assessment surveys, and other program-specific measures. External evaluations are conducted by 

advisory committees and the National Academy of Sciences. In combination, these approaches to program evaluation determine the overall 

effeciveness, usefulness, and success in meeting the information needs of the Nation.

Objective 14: Improve understanding of the U.S. economy, society, and environment by providing

timely, relevant, trusted and accurate data, standards and services enabling entities to make 

informed decisions 

Bureau Performance Measure

CENSUS Produce timely, relevant, and accurate measures showing the dynamics of local job markets and identifying the 

changing structure of the U.S. economy and its effect on jobs 

 Release monthly export statistics on schedule

Achieve pre-determined collection rates for Census Bureau censuses and surveys in order to provide statistically 

reliable data to support effective decision-making of policymakers, businesses, and the public

 Release data products for key Census Bureau programs on time to support effective decision-making of 

policymakers, businesses, and the public

Meet or exceed the overall federal score of customer satisfaction on the E-Government American Customer 

Satisfaction Index (ACSI)

Complete key activities for cyclical census programs on time to support effective decision-making by policymakers, 

businesses, and the public and meet constitutional and legislative mandates

ESA/BEA Timeliness: Reliability of delivery of economic statistics (scheduled releases issued on time)

 Relevance: Customer satisfaction (mean rating on a 5-point scale)

Accuracy: Percent of GDP estimates correct

Improvement of GDP and the economic accounts
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 68

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 68

O bje cti ve 15

Enhance weather, water, and climate reporting and forecasting

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Reduce Loss of Life, Property, and Disruption from High-impact Events

Essential components of a weather-ready nation are integrated, impact-based forecasts, and decision support services so that citizens, businesses, 

communities, governments, and first responders are prepared, ready to act, and able to recover. To be effective, the information must clearly 

communicate risk, impacts, and uncertainties, and be delivered through multiple channels. Increased and enhanced availability and use of 

weather-related information by citizens, businesses, and government can reduce the negative impacts of weather-related events on lives and 

livelihoods.

To achieve this objective, NOAA will focus its efforts to be more service focused, which requires a deeper understanding of user needs through 

continuous user engagement; alignment of products, services, research and development to those user needs; and an improved capacity 

to monitor and evaluate service performance and outcomes. Key requirements include improving and expanding information services 

for hurricanes, severe weather, and fire weather; providing consistent, reliable, and accessible forecasts and warnings focused on specific 

impacts, risks, and confidence levels, particularly in urban areas; and leveraging new technologies to ensure data is available, accessible, and 

timely. In collaboration with its partners, NOAA will provide direct, interpretive support to public sector officials and emergency responders, 

and expand environmental education and weather safety programs. 

Improve Water Resource Management 

Freshwater resources are one of the most significant challenges facing the United States in the 21st century. Demands for water continue 

to escalate, driven by agricultural, energy, commercial, and residential usage. Sustained growth requires viable long-term municipal water 

supplies and, by extension, sophisticated predictions and management practices. Working with core partners, NOAA will integrate and extend 

its water prediction capabilities to provide information and forecasts for a full suite of water services. The Nation’s water resources managers 

need new and more integrated information to more effectively and efficiently manage limited water supplies in a changing environment.

To achieve this objective, NOAA will enhance the integration and utility of services for weather and water forecasts and information. 

With partners such as the U.S. Geological Survey and U.S. Army Corps of Engineers, NOAA will develop integrated decision support tools and 

services, offering a seamless suite of high-resolution, summit-to-sea forecasts. NOAA will also expand services to provide forecasts for such 

parameters as water flow, temperature, quality, dissolved oxygen content, and soil moisture conditions for inland and coastal watersheds. 

Improve Transportation Efficiency and Safety

Weather accounts for approximately 70 percent of all air traffic delays within the United States, costing billions of dollars to the U.S. economy. 

Winter storms can cripple surface transportation networks for days at a time and are a tremendous hazard to drivers. Marine transportation is 

disrupted by hurricanes and storms at sea causing delays and loss of cargo and lives. Volcanic ash can cause widespread flight cancellations. 

In partnership with local and state government as well as other federal agencies, NOAA can provide improved observations and services to 

minimize the impacts of weather-related events on the national transportation system.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 69

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 69

To achieve this objective, NOAA will improve engagement with transportation user communities in the aviation, surface, and marine transportation sectors to gain a better understanding of needs and integrate that knowledge into improved weather-related products and services 

that support safety, mobility, and efficiency. NOAA will give complete consideration to the Federal Aviation Administration’s requirements for 

enhancements in aviation weather services to support the NextGen effort, including enhancements in accuracy, level of detail, timeliness, 

and other characteristics of NOAA’s aviation weather services and the advanced data management approaches embodied in the NextGen 4D 

Weather Data Cube. Ultimately, NOAA expects to apply the advanced data management approaches embodied in the 4D Cube to other types 

of environmental information to increase the efficiency and effectiveness of all of its environmental information services. NOAA will provide 

consistent, reliable forecasts and warnings focused on transportation-related impacts and risks.

Improve Air and Water Quality

Poor air quality causes people to suffer from chronic respiratory illnesses and is responsible for up to 60,000 premature deaths in the United 

States each year, while access to clean, safe water is a growing concern for communities and ecosystems. Changing water temperatures and 

increases in salinity, nutrients, and other pollutants affect the Nation’s rivers and estuaries and the species living in them. Such pollutants 

impact fish and shellfish populations and lead to harmful algal blooms, expansive dead zones, and increased incidents of human illness. 

NOAA is in a unique position to combine predictive weather information with its understanding of weather, water, climate, oceans, and coasts 

to develop integrated environmental predictions and analyses that can improve the health of ecosystems and communities.

To achieve this objective, NOAA will continue to develop and deploy a suite of integrated, nationwide ecosystem-based weather and water 

information services to address regional needs. Key requirements include high-resolution ozone, smoke, and dust forecasts; data on extreme 

temperatures; and improved water quality forecasts. Enabling this objective are strong, collaborative partnerships with local, state, tribal, and 

national health, water, and environmental managers. NOAA scientists and partners will conduct research and development for ecologicalbased predictions, scenarios, and projections for multiple time and space scales. 

Support a More Productive and Efficient Economy through Environmental Information

The Nation’s capacity to increase renewable energy generation is fundamental for economic security and sustainable development. 

This capacity is based in part on its ability to predict and harness precipitation, wind, and cloud patterns. Burgeoning renewable energy 

industries need more accurate resource assessments with better observations tailored for the sources (such as wind profiles over sea and land, 

solar output and cloud cover measurement) as well as forecasts to support electrical load balancing and energy supply planning on hourly, 

daily, weekly, seasonal, and interannual scales. Geomagnetic storms affect electrical grid stability while the productivity of U.S. agriculture 

requires weather and climate information over a wide range of time scales. Timely and accurate weather, climate and water information and 

forecasts can make a significant contribution to a secure, reliable infrastructure for energy, communications, and agriculture.

To achieve this objective, NOAA’s integrated environmental information services will consider the needs of weather-sensitive sectors including 

solar, wind, and oceanographic information critical to the development, production, and transmission of renewable energy. NOAA has plans in 

place to improve forecasts and warnings of space weather and geomagnetic storms so that they are within the accuracy and confidence levels 

required for decision-making. NOAA will support improved understanding of how to use weather, water, and climate information to mitigate 

health sector impacts; and enhance modeling and prediction capabilities needed to address global food supply and security challenges. 

NOAA will rely on partnerships with the Nation’s weather and climate industry which enables the bureau to provide information relevant to 

key sectors of the economy and rely on market forces to supply decision tools and other specialized services for the specific companies, farms, 

hospitals, etc. that compose these sectors. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 70

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 70

K e y C h a l l e n g e s 

Demands for water continue to escalate, driven by agricultural, energy, commercial and residential usage;

Weather accounts for approximately 70 percent of all air traffic delays within the Unites States, costing billions of dollars to the 

U.S. economy;

Marine transportation is disrupted by hurricanes and storms at sea, potentially causing delays and loss of cargo and lives;

Volcanic ash can cause widespread flight cancellations;

U.S. rivers and estuaries—and the species living in them—are being affected by changing water temperatures and increases in salinity, 

nutrients, and other pollutants; and 

Poor air quality causes people to suffer from chronic respiratory illnesses and is responsible for up to 60,000 premature deaths in the 

United States each year.

E x t e r nal Fact o r s

Ongoing occurrence of catastrophic events will continue to be frequent, severe, and often surprising in their impacts. New catastrophic 

events—defined by their economic and natural-system impacts—are expected to occur more frequently in the Arctic region because of 

increased industrial and marine transport activity in the area.

According to the United Nations Secretary General, “Half the nations of the world will face freshwater stress or shortages by 2025.” 

Water availability and utility will continue to be linked to population growth, development, and weather patterns. 

NOAA recognizes the critical importance of collaboration and partnership with numerous public, private, and academic partners to 

achieve the Nation’s vision. The dissemination, communication, and validation of National Weather Service (NWS) forecasts and 

warnings to the public are dependent on the media, emergency management community, and the U.S. weather and climate industry. 

NWS views this diverse and growing industry—the companies, media outlets, and others that create weather programming, provide 

consulting services, and deliver information to U.S. society—as a key strategic partner that provides valuable services to many businesses 

while also being an important economic sector in its own right.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

NOAA is an agency with a diverse mission to understand and communicate changing conditions in the weather, climate, oceans, and coasts 

and use that understanding to manage natural resources, including managing the Nation’s fisheries and supporting healthy coastal habitats 

and species. NWS expertise in weather, water, and climate prediction, contributes to NOAA-wide initiatives such as air and water quality 

forecasts and ecological prediction and monitoring. NOAA’s commitment to science, service, and stewardship informs society to respond and 

adapt to environmental conditions within a changing and uncertain world. 

Pr o gr am E valuati ons

Each of NOAA’s programs will be reviewed in depth with the Department every three years, with annual self-evaluations, GPRA performance 

measurement reporting, program base reviews, and quarterly balanced scorecard performance measure evaluation. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 71

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 71

Objective 15: Enhance weather, water, and climate reporting and forecasting

Bureau Performance Measure

NOAA Severe weather warnings for tornados (storm-based) – Lead time (minutes)

Severe weather warnings for tornadoes (storm-based) – Accuracy (%)

Severe weather warnings for tornadoes (storm-based) – False alarm rate (%)

Severe weather warnings for flash floods (storm-based) – Lead time (minutes) 

Severe weather warnings for flash floods (storm-based) – Accuracy (%)

Hurricane forecast track error (48 hours) (nautical miles)

Hurricane forecast intensity error (48 hours) (difference in knots)

Accuracy (%) (threat score) of day 1 precipitation forecasts

Winter storm warnings – Lead time (hours) 

Winter storm warnings – Accuracy (%)

Marine wind speed accuracy (%) 

Marine wave height accuracy (%)

Aviation forecast accuracy for ceiling/visibility (3 mile/1,000 feet or less) (%)

Aviation forecast FAR for ceiling/visibility (3 mile/1,000 feet or less) (%)
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 72

Theme – Sci e n c e and Info r m ati o n

FY 2011 - FY 2016 S t r ategic P lan 72
Theme

E nvironm e ntal

S t e ward s hip

ENVIRONMENTAL STEWARDSHIP

S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 75

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 75

Theme – Environmental

Stewardship

Goal: Promote economically-sound environmental stewardship and science

The Department’s fifth strategic goal focuses on generating and providing the means by which the Department seeks to protect 

essential marine resources as well as coastal communities from harm. 

M ajo r E lemen t s of t he Goal

Support Climate Adaption and Mitigation 

Climate-related changes projected for the future include increased global temperatures, melting sea ice and glaciers, rising sea levels, 

increased frequency of extreme precipitation events, acidification of the oceans, modifications of growing seasons, changes in storm 

frequency and intensity, alterations in species’ ranges and migration patterns, earlier snowmelt, increased drought, and altered river flow 

volumes. The impacts of these changes are regionally diverse and affect numerous sectors, including water, energy, transportation, forestry, 

tourism, fisheries, agriculture, and human health. These changes have profound implications for society, underscoring the need for scientific 

information to aid decisionmakers in developing and evaluating options for mitigating the human causes of climate change and adapting to 

foreseeable climate impacts. 

Develop Sustainable and Resilient Fisheries, Habitats, and Species 

Ocean and coastal ecosystems provide many extremely visible human benefits—they provide us with nourishment, they provide recreational 

opportunities and they support our economies. Yet ocean and coastal resources are already stressed by human uses and habitat changes 

resulting in depleted fish and shellfish stocks, increased numbers of species at-risk and declining marine, coastal, and Great Lakes biodiversity. 

Since humans are an integral part of the ecosystem, these declines in ocean and coastal ecosystem functions and quality can directly impact 

human health and well being. As long-term environmental, climate, and population trends continue, global demands for seafood, recreational 

use of the marine environment, and other pressures on habitats and over-exploited species will increase and concerns about the sustainability 

of ecosystems and safety of seafood will rise commensurately. Depleted fish stocks and declines in iconic species such as killer whales, salmon, 

and sea turtles result in lost opportunities for employment, economic growth, and recreation along the coasts. In addition, climate change 

impacts to the ocean—sea level rise, acidification, and warming—will alter habitats and the relative abundance and distribution of species as 

well as the productivity of coastal and marine ecosystems, affecting recreational, economic, and conservation activities. 

The National Oceanic and Atmospheric Administration (NOAA) will ensure that our ocean, estuarine, and related ecosystems and the species 

that inhabit these ecosystems are vibrant and sustainable in the face of these challenges. A stronger understanding of these systems will 

support an ecosystem-based approach to management. These approaches account for the complex connections between organisms (including 

humans), their physical, biotic, cultural, and economic environments, and the wide range of processes that control their dynamics, and can 

assist policymakers weigh trade-offs between alternative courses of action. By working toward the long-term sustainability of all species, 

NOAA will also ensure, for present and future generations, that seafood is a safe, reliable, and affordable food source; that seafood harvest 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 76

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 76

and production, recreational fishing opportunities, and non-consumptive uses of living marine resources continue to support vibrant coastal 

communities and economies; and that species of cultural and economic value can flourish. 

Many of the species have reached a level where, without intervention, they would simply die out. Restoration of these species does not 

occur overnight; it often requires a substantial amount of time to restore their natural habitat and their depleted levels. The levels of native 

species also can be affected by the inadvertent introduction of invasive species, often through the shipping industry or through direct human 

release of such species. NOAA defines them as “aquatic and terrestrial organisms and plants that have been introduced into new ecosystems 

(i.e., Great Lakes, San Francisco Bay, Florida, Hawaii) throughout the United States and the world and are both harming the natural resources 

in these ecosystems and threatening the human use of these resources.” Examples of recent invasive species include zebra mussels 

and snakeheads. 

Support Coastal Communities that are Environmentally and Economically Sustainable 

The complex interdependence of ecosystems and economies will grow with increasing uses of land, marine, and coastal resources, generating 

economic and environmental pressures that bear particularly heavily on the Nation’s coastal communities. For example, continued growth in 

coastal populations, economic expansion, and global trade will further increase the Nation’s need for safe and efficient maritime transportation. 

Similarly, the Nation’s profound need for conventional and alternative energy presents many economic opportunities, but also will result 

in greater competition for ocean space, challenging our ability to make informed decisions that balance economic and environmental 

considerations. At the same time, the interdependence of ecosystems and economies makes coastal and Great Lakes communities increasingly 

vulnerable to chronic—and potentially catastrophic—impacts of natural and human-induced hazards, including climate change, oil and other 

hazardous material spills, overfishing, harmful algal blooms and pathogen outbreaks, and severe weather hazards. 

NOAA will invigorate coastal communities and economies, and lead to increased resiliency and productivity. Comprehensive planning will 

address competing uses to protect coastal communities and resources from the impacts of hazards and land-based pollution on vulnerable 

ecosystems, as well as to improve water quality and foster integrated management for sustainable uses. Geospatial services will support 

communities, navigation, and economic efficiency with accurate, useful characterizations, charts and maps, assessments, tools, and methods. 

Coastal decisionmakers will have the capacity to adaptively manage coastal communities and ecosystems with best available natural and 

social science. Enabling this goal are strong collaborative partnerships with regional, state, and local private and public entities that have 

responsibilities and interests in managing coastal communities and ecosystems. Close collaboration across goals will ensure success in 

meeting NOAA’s strategic priorities. 

BU R EAUS Con tri b u ti n g t o t h i s Goal

NOAA contributes to this goal, primarily through its climate and research activities. 

NOAA plays a key role in determining the short and long-term worldwide climate impacts. NOAA focuses its observation, monitoring, research, 

and modeling efforts to close the gaps remaining in the understanding of the climate system. In particular, NOAA emphasizes regions that 

are especially vulnerable to climate impacts, socially, economically, and environmentally. NOAA seeks to provide reliable information to 

support international, national, state, and local efforts to limit greenhouse gases. This information supports emissions verification as well as 

tracking climate changes and mitigating their impacts on society. NOAA assessments play a major role in summarizing the current scientific 

understanding about the causes and consequence of global climate change and its impact.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 77

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 77

NOAA also focuses on maintaining sustainable and resilient fisheries, habitats, and species and restoring those fisheries and species that have 

been weakened by overfishing, intrusion of protected habitats, invasion by outside species, and other disruptive events such as oil spills and 

natural disasters. The Magnuson-Stevens Act of 2003 mandates that overfishing end by 2011, with NOAA’s responsibility being to ensure 

that this happens. While NOAA is limited in that stock and species assessments confirming the 2011 end to overfishing cannot accurately 

be concluded before the end of FY 2013, NOAA can identify the current levels of fishing by the commercial and recreational industry and 

therefore project whether this will occur and take the necessary actions to ensure that it will. NOAA is currently taking a variety of steps 

to end overfishing, including annual catch limits and “catch-shares,” a program in which the total allowable catch in a fishery is divided 

into shares, typically allocated based on historical participation in the fishery. Participants are allowed to fish up to their assigned limit. 

Catch share participants also agree to stop fishing when they have caught as much as they are allowed. 

NOAA also focuses on sustaining marine habitats. NOAA manages marine sanctuaries in order to protect and conserve their resources and 

to allow uses that are compatible with resource protection. Marine sanctuaries are similar to national parks in that they permit human 

interaction; however, it is limited so as to not disrupt the natural environment. The National Marine Sanctuary System consists of 14 marine 

protected areas that encompass more than 150,000 square miles of marine and Great Lakes waters from Cape Cod to American Samoa. 

The system includes 13 national marine sanctuaries and the Northwestern Hawaiian Islands Marine National Monument.

NOAA also protects approximately 300 total marine species that are either listed under the Endangered Species Act, candidate species for 

Endangered Species Act listing, proposed for Endangered Species Act listing, species of concern, or marine mammal species listed under the 

Marine Mammal Protected Act. Finally, in partnership with 12 other federal departments and agencies, NOAA is responsible for managing 

invasive species. In August 2008, these agencies developed the 2008-2012 National Invasive Species Management Plan, designed to “direct 

federal efforts (including overall strategy and objectives) to prevent, control, and minimize invasive species and their impacts within the next 

five fiscal years (2008 through 2012).” This plan focuses on the prevention, early detection and rapid response, control and management, 

restoration, and organizational collaboration involving invasive species. 

NOAA seeks to support coastal communities by preparing them for both natural and man-made disasters, by providing them with preparation 

and recovery strategies in the event of an emergency. By increasing the accuracy of its hurricane forecasting, NOAA can better prepare the 

coastal communities residing in the paths of projected hurricanes. While tsunamis destroy everything in their paths, by warning communities, 

hours in advance of an oncoming tsunami, NOAA can minimize the loss of life as a result of such an event. 

Since more than 77 percent by weight and 95 percent by volume of overseas trade is carried out by the shipping industry, it is essential to this 

industry and to the economic health of the ports it serves, to have accurate maps of the ports throughout the United States. NOAA provides 

current maps of these areas, particularly ones that have experienced a major disaster that may have shifted the topography of a given area. 

With a goal of promoting economically-sound environmental stewardship and science in the coming years, the Department has taken steps 

to ensure the protection of natural habitats and is taking actions to make certain that overfishing ends. The Department is also seeking to 

prepare coastal communities in their disaster planning. Finally, the Department is maintaining its ongoing process of insuring that all major 

coastal ports are adequately mapped so as to protect the coastal communities from man-made hazards and to assist the shipping industry in 

its export and import of goods to and from the United States. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 78

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 78

O bje cti ve 16

Support climate adaptation and mitigation

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Improve Scientific Understanding of the Changing Climate System and Its Impacts

The Nation has an urgent need to advance U.S. understanding of the climate system and climate impacts so as to improve climate predictions 

and projections and to better inform adaptation and mitigation strategies. Key scientific uncertainties limit scientists’ ability to understand and 

predict changes in the climate system. International, national, state, and local efforts to limit greenhouse gases require reliable information 

to support emissions verification, as do efforts to track climate changes and mitigate impacts. Adaptation and mitigation strategies must also 

be informed by a solid scientific understanding of the climate system. 

To achieve this objective, NOAA will continue its world-class observation, monitoring, research, and modeling efforts and increase efforts to 

close gaps remaining in the Nation’s understanding of the climate system. This effort will require comprehensive, global, and regional-scale 

climate observing and monitoring networks that provide high-resolution information; conducting and sponsoring fundamental physical, 

chemical, and biological research to discover new approaches and opportunities to understand the climate system, along with research 

to explore the effects of a changing climate on social and economic systems. NOAA will conduct and sponsor research on how climate 

variability and change affect selected regions that are especially vulnerable to climate impacts, characterize key uncertainties and integrate 

this knowledge into models to improve predictive capabilities, and increase the number and quality of climate predictions through high 

performance computing and model advancements. NOAA will also actively engage the external research community through competitive 

research programs. 

Integrate Assessments of Current and Future States of the Climate System that Identify Potential Impacts 

and Inform Science, Services, and Decisions

Stakeholders and the general public need a clear understanding of the best available science describing the state of the climate and the 

likely impacts of climate change. Scientific assessments at the global, national, regional, and local levels integrate knowledge from many 

disciplines to provide decisionmakers with authoritative information on climate impacts, identify gaps in understanding, and help prioritize 

future research and service development efforts to fill those gaps. When pursued on a sustained basis, assessments build relationships 

between researchers and users and provide context for climate services developed and delivered by NOAA and others.

To achieve this objective, NOAA will play a leading role in international and national assessments that survey and summarize current 

scientific understanding about the causes and consequences of global climate change and its impacts. NOAA will work closely with partner 

agencies and the external research community to ensure that these assessments are of the highest scientific quality. Special attention 

will be given to generating state-of-the-art simulations of future climate conditions and ensuring model simulations and analyses are 

directed to informing an assessment of impacts, adaptation, and vulnerability. NOAA will develop high-resolution climate information that 

identifies key vulnerabilities and informs the development of climate services to meet the needs of targeted audiences. Given its stewardship 

responsibilities and expertise, NOAA will play a leading role with respect to assessing economic and environmental risks to ocean and coastal 

ecosystems, living marine resources, and water resources.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 79

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 79

Support Mitigation and Adaptation Efforts Through Sustained, Reliable, and Timely Climate Services

Human-induced changes in Earth’s climate, as well as natural climate variability, complicate the Nation’s ability to effectively plan for the 

future, manage resources, support national security, and sustainably develop the U.S. economy. Resource managers; state, local, and tribal 

governments; public and private businesses; and organizations are recognizing that climate change complicates their ability to achieve 

their goals. Existing information is not readily available to those who need it or formatted in a way that makes it easy to use. The Nation 

needs a comprehensive, authoritative, and coordinated source of climate information to support adaptation and mitigation strategies and to 

incorporate into risk assessments and related decision-making processes.

To achieve this objective, NOAA will build upon its strong scientific foundation and external partnerships to develop and deliver climate 

services. These services will include updated descriptions of the state of the climate; regional information derived from global climate 

models; useful predictions of likely climate impacts; and the timely delivery of climate information, short-term and long-term forecasts, and 

early warnings. Services that help decisionmakers use climate information and model output and understand the associated uncertainties 

will accompany these products. NOAA’s initial service development efforts will focus on producing climate predictions, information, and 

ecosystem impact assessments for the water, coastal, and living marine resources sectors, including improved sea level rise and ocean 

acidification monitoring, predictions, and information on related ecosystem and infrastructure impacts. Over time, NOAA will also develop and 

improve similar services for other sectors such as health, traditional and renewable energy, agriculture, transportation, terrestrial resources, 

tourism, and national security. Developing services that meet these diverse needs will require increased coordination and collaboration 

across NOAA and with other government agencies, tribal governments, academia, nongovernmental organizations, and the private sector. 

NOAA will produce new and improved data management and access systems—including a NOAA Climate Services portal—that enhance the 

communication and dissemination of climate information and products to ensure that a diverse community of customers can access and use 

NOAA’s data products and information services.

Inform the Public so that it Understands its Vulnerabilities to a Changing Climate and Makes Informed Decisions

The success or failure of climate adaptation and mitigation in the United States and around the world depends on the ability of leaders, 

organizations, institutions and the public to understand the challenges and opportunities climate change presents. The routine incorporation 

of climate information into decisions requires an awareness of how climate change may affect individuals, families, businesses, and 

communities. A society educated about climate change and actively engaged in dialog about its causes and effects will better address 

today’s problems and plan for tomorrow.

To achieve this objective, NOAA will work with diverse partners in academia and elsewhere to increase understanding of the likely 

impacts of climate variability and change through investments in climate awareness efforts, capacity building, education, and outreach. 

NOAA will engage stakeholders at multiple levels, foster community dialog, and educate citizens and students both formally and informally. 

The NOAA Climate Services portal will offer a broad array of climate communications and educational materials that stem from NOAA’s 

climate research, observations, modeling, and services.

K e y C h a l l e n g e s 

The scope, complexity, and timeframe of climate change impacts;

Population growth, urbanization, and migration trends; 

Growth in energy demand in different segments of society and the availability of energy supply; and

Uncertainty in societal trends toward “green” business practices and lifestyles.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 80

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 80

E x t e r nal Fact o r s

Human-induced changes in Earth’s climate, as well as natural climate variability, complicate the Nation’s ability to effectively plan for 

the future, manage resources, support national security, and sustainably develop the U.S. economy.

Domestic climate adaptation and mitigation strategies depend heavily on the climate literacy of the public and its perception of 

climate change trends. 

Challenges that arise with gaining a multi-national agreement of a global strategy toward climate adaptation and mitigation policies 

and actions.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

NOAA provides reliable climate data, information, and decision-support services to help individuals, businesses, communities, and governments 

make smart choices in anticipation of a climate changed future. The climate research, observations, modeling, predictions, and assessments 

generated by NOAA scientists—including Nobel Peace Prize award-winners—will continue to provide the scientific foundation for extensive 

on-the-ground climate services that respond to several requests each day for data and other critical information.

Pr o gr am E valuati ons

Each of NOAA’s programs will be reviewed in depth with the Department every three years, with annual self-evaluations, Government 

Performance and Results Act (GPRA) performance measurement reporting, and program base reviews; and quarterly balanced scorecard 

performance measure evaluation.

Objective 16: Support climate adaptation and mitigation

Bureau Performance Measure

NOAA U.S. temperature forecasts (cumulative skill score computed over the regions where predictions are made)

 Reduce uncertainty of the North American (NA) carbon sink to better understand the contribution of human 

activities toward increasing atmospheric CO2 and methane 

Error in global measurement of sea surface temperature

Percentage of U.S. regions, states, and territories that use NOAA climate information and services to improve 

decision-making

Improved climate model performance and utility based on model advancements (planned milestones), model 

evaluations, and formal assessments benefited 

Percentage improvement in the quality of relationship between engagement personnel and the public they serve 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 81

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 81

O bje cti ve 17

Develop sustainable and resilient fisheries, habitats, and species

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Improve Understanding of Ecosystems to Inform Resource Management Decisions

Fully implementing ecosystem approaches to management requires ongoing scientific exploration in the Nation’s marine, coastal, and riverine 

systems, and increased understanding of the complex linkages among the human, biological, and physical components of the ecosystem. 

NOAA does not yet fully understand how complex ecosystems will respond to a changing climate, or to many of the approaches that could 

be taken to manage living marine resources. Decisionmakers in fishery management, protected species recovery, and coastal and marine 

spatial planning will need to consider the effects of alternative actions on ecosystems, individual species, and the human communities with 

which they interact. 

To achieve this objective, NOAA will coordinate internal and external research on the linkages between biological, physical, and human 

components of aquatic ecosystems. Key components include maintaining observation platforms to collect global, regional, and local 

ecosystem data and exploring innovative technologies such as genomics, ecosystem models, and alternative sampling techniques to 

improve the Nation’s ability to accurately assess the status and health of living marine resources and the ecosystems on which they 

depend. Just as importantly, NOAA will work to improve coordination and cooperation between scientists, policymakers, and stakeholders 

to ensure that this work is well understood and incorporated in management practices. NOAA also will support socioeconomic research 

and policy analyses to evaluate management strategies with respect to both ecological and social outcomes, and will assist partners in the 

development of ecosystem-based plans that include all aspects of the biological, social, and economic environment. NOAA will ensure that 

this information is used in transparent regulatory and policy decision-making processes, and that it is well-communicated to a wide range 

of stakeholder communities. 

Recover, Rebuild, and Sustain Marine and Coastal Species

The wide range of human and natural impacts on marine, estuarine, and diadromous species has led to listing of many of these 

species as threatened or endangered under the Endangered Species Act and petitions to list additional species are received every year. 

NOAA has statutory responsibility for such listed species as well as for most marine mammals under the Marine Mammal Protection Act. 

As human populations increase and the impacts of global climate change are realized, ensuring the recovery and long-term sustainability 

of all these species is an important goal for our Nation. To ensure the sustainability and resilience of these species and the ecosystems that 

support them, NOAA, federal, state, tribal and local agencies, nongovernmental organizations, and industry require science-based policy 

guidance, economic incentive programs, and sound regulations and enforcement.

To achieve this objective, NOAA will improve its understanding of the status of listed and at-risk species and develop and implement robust 

recovery and conservation for listed and at-risk species. NOAA will undertake strong efforts to effect robust listing decisions, and conduct 

effective consultations for listed and at-risk species, permitting processes and similar regulatory efforts. NOAA will continue to work in 

strong partnership with other federal, state, local and tribal agencies, nongovernmental organizations, and stakeholder groups to ensure that 

recovery and conservation plans are robust, useful, and implemented. The international dimensions of this objective require participation in 

international species management, such as anadromous fish, and marine mammals worldwide. Together, these efforts will ensure that our 

iconic and at-risk species can flourish. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 82

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 82

Restore and Maintain Healthy Habitats that Sustain Resilient and Thriving Marine Resources and Communities

Healthy marine, coastal, and riverine systems provide valuable habitats for species that humans value for harvest and for non-economic uses. 

They are also places that humans use for renewal, for swimming, recreational fishing, and a host of other activities. Thoughtful and appropriate 

management of these areas is vital to ensuring that these treasured locations maintain their value in the face of human and natural changes 

to these systems. Healthy habitats are critical for sustaining healthy marine ecosystems. NOAA has broad habitat conservation responsibilities 

that include protecting and restoring essential fish habitat under the Magnuson-Stevens Act and the critical habitat of species listed under 

the Endangered Species Act. These requirements are intended to ensure that key habitats are identified, protected, and restored to support 

these important species. However, in carrying out these and other conservation mandates, NOAA is not only sustaining healthy marine 

ecosystems but also supporting other valuable ecosystem services. Recreational opportunities, stabilized shorelines, reduced erosion, and 

buffered impacts of hurricanes and flooding are all benefits of healthy habitats. NOAA will increase the scale and effectiveness of habitat 

conservation to improve marine, coastal, and riverine habitats and the ecosystem services they provide.

To achieve this objective, NOAA will apply robust habitat science to develop effective policy measures, will strengthen collaboration among 

all NOAA programs engaged in habitat conservation, and enhance capacity to support conservation actions. NOAA and its partners will 

use rigorous assessments of habitat quantity, quality, and integrity to prioritize marine, coastal, and riverine habitats that support the 

trust species for conservation actions. NOAA will also focus protections and restoration efforts in key geographic areas. Measuring social 

and economic impacts of habitat conservation and restoration efforts will provide policymakers with key information to develop effective 

management plans. Working with climate information, as well as academic and agency partners, NOAA will develop and implement habitat 

adaptation strategies to reduce the effects of a changing climate on habitat conditions. This will support fishery management, ecosystem and 

recovery plans that incorporate appropriate habitat conservation measures into, and will ensure that the financial and technical assistance 

for on-the-ground conservation projects. 

Ensure Safe and Sustainable Seafood for Healthy Populations

As human populations grow, demand for protein sources, including seafood, will also increase. However, current demand is already depleting 

natural fish stocks, driving down harvest opportunities and reducing jobs along the coasts. Seafood-related health hazards, such as paralytic 

shellfish poisoning and industrial toxics in harvested species, are on the rise, yet only a very small percentage of seafood in the United States 

is inspected for toxins and disease. NOAA’s legal responsibilities for the effective management of natural fish stocks and development of 

ecologically-sustainable aquaculture programs encompass management of over 500 fish stocks or stock complexes under the MagnusonStevens Act. Currently, more stringent regulation, including reduced quotas and shortened fishing seasons, has become common-place, 

limiting recreational and commercial fishing opportunities. Implementing management strategies to rebuild and manage fish stocks, maintain 

access to fisheries, and improve opportunities for aquaculture can build and sustain economically robust coastal communities and contribute 

to long-term food security for the Nation. Maintaining sustainable fisheries and safe marine-origin foods is a priority for NOAA.

To achieve this objective, NOAA will pursue science and policies that promote a suite of practices to ensure long-term stability of wild stocks, 

support sound aquaculture programs, and improve seafood safety. Specifically, NOAA will continue ongoing work to eliminate overfishing, 

rebuild overfished stocks, and improve long-term economic stability of commercial and recreational fisheries. Rigorous ecosystem and singlespecies assessments will inform fisheries management plans to support long-term sustainability of stocks. Management efforts, such as catch 

share programs, will be implemented with effective monitoring to evaluate their impact on stock status, while improved socio-economic data 

collection will allow managers to evaluate and improve the social sustainability of commercial and recreational fishery programs. NOAA will 

also work to strengthen the enforcement of fishery regulations concerning international imports and exports in support of improving stock 

status, and will work in international species management programs such as those for highly migratory species of fish and for fisheries in 

Polar regions. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 83

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 83

K e y C h a l l e n g e s 

Understanding of the complex linkages among the human, biological, and physical components of the ecosystem;

Limited understanding of many of the more than 500 fish stocks or stock complexes for which NOAA has statutory responsibility; 

Ensuring the sustainability and resilience of living marine resources and the ecosystems that support them;

Protecting the critical habitat of species listed under the Endangered Species Act as well as essential fish habitat; and

Current demand for safe seafood is depleting natural fish stocks, driving down harvest opportunities, and reducing 

jobs along the coasts.

E x t e r nal Fact o r s

Scope and complexity of long-term ecosystem stressors; and

Uncertainty in societal trends toward “green” business practices and lifestyles.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

NOAA Fisheries works within the Magnuson-Stevens Act, the Marine Mammal Protected Act, and the Endangered Species Act to fulfill its mission 

of promoting healthy ecosystems via programs such as Protected Species Research and Management, Fisheries Research and Management, and 

Habitat Conservation and Restoration. Federally-managed living marine resources provide an important source of food and recreation for the 

Nation, as well as thousands of jobs and a traditional way of life for many coastal communities. As a world-class science agency that serves 

the entire country, the mission of NOAA Fisheries is to ensure healthy fisheries and habitat for the benefit of all Americans.

Pr o gr am E valuati ons

Each of NOAA’s programs will be reviewed in depth with the Department every three years, with annual self-evaluations, GPRA performance 

measurement reporting, and program base reviews; and quarterly balanced scorecard performance measure evaluation. 

Objective 17: Develop sustainable and resilient fisheries, habitats, and species 

Bureau Performance Measure

NOAA Fish stock sustainability index (FSSI)1

Number of federal fishery management plans requiring catch limits to end overfishing1

Number of stocks subject to overfishing1

Percentage of fish stocks with adequate population assessments and forecasts

Percentage of protected species with adequate population assessments and forecasts

Number of protected species designated as threatened, endangered, or depleted with stable or increasing 

population levels

Number and percentage of recovery actions ongoing or completed

Number of habitat acres restored (annual)

1

 This tracks a Department priority goal.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 84

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 84

O bje cti ve 18

Support coastal communities that are environmentally and economically sustainable

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Develop Resilient Coastal Communities that can Adapt to the Impacts of Hazards and Climate Change

Coastal communities contain over one-half of the U.S. population, generate nearly 60 percent of U.S. economic output, and account for 

hundreds of millions of dollars in flood loss claims. Their vulnerability to coastal hazards increases with growing populations, declining coastal 

ecosystems, and changing climate conditions. The overarching need is to improve the resilience capacity of the Nation’s coastal communities 

so as to (1) absorb impacts while maintaining an acceptable level of functioning, (2) reduce the amount of time and resources needed 

to return to full level of functioning, and (3) adapt to future risks by learning from past disasters and adopting risk reduction measures. 

Coastal decisionmakers need current science-based information, accurate tools and technology, and the skills to apply them to effectively 

reduce their communities’ vulnerabilities.

To achieve this objective, NOAA will continue to develop and provide coastal decisionmakers with updated decision support tools, technical 

assistance, training, and management strategies related to adaptation, risk communication, hazard response and recovery, and resource 

conservation. NOAA will continue to work with partners to acquire, protect, and restore habitat and ecosystem services to support the 

resilience of both ecosystems and the built environment.

Ensure Comprehensive Ocean and Coastal Planning and Management

The Nation’s coastal zones are becoming busy places, with people living and recreating alongside a wide array of existing and emerging 

ocean-dependant industries. While an increasing range of uses will allow coastal communities to create diverse ocean-based economies, 

care must be taken to ensure continued access to coastal areas, sustained ecosystems, maintained cultural heritage, and limited cumulative 

impacts. A coastal and marine spatial planning framework is a comprehensive management approach that is designed to support sustainable 

uses and ensure healthy and resilient ocean and coastal ecosystems. In some areas, NOAA and its partners collaboratively protect and 

manage critical coastal and ocean ecosystems.

To achieve this objective, NOAA will promote sustainable resource use and stewardship by continuing to implement key NOAA mandates, 

including the National Marine Sanctuaries Act, the Coastal Zone Management Act, the Magnuson-Stevens Act, the Endangered Species Act, 

the Marine Mammal Protection Act, and the National Sea Grant College Program Act, and further its programmatic efforts to support coastal 

and marine spatial planning and management. In these efforts, NOAA will seek to balance the use of coastal and ocean resources with longterm conservation of special places in the planning and management of coastal and marine areas; support institutional infrastructure needed 

to coordinate and facilitate the planning process, engage stakeholders, and execute management actions. NOAA will enhance geospatial 

data and visualization tools while acquiring and sustaining resource monitoring networks that are capable of integrating across spatial 

and temporal scales to determine the effectiveness of local management actions. NOAA plans to develop models, tools, and best practices 

for long-term planning and management, and conduct social and economic studies needed to evaluate and improve the effectiveness of 

management decisions.

NOAA’s Marine Transportation System (MTS) spans ports and inland waterways across U.S. coastal waters and oceans to support commerce, 

recreation, and national security. MTS supports the Nation’s economy, with more than 77 percent by weight and 95 percent by volume of U.S. 

overseas trade carried by ship. By 2020, the value of domestic maritime freight is forecasted to nearly double. MTS is increasingly vulnerable 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 85

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 85

to natural and human-caused disruptions, potentially impacting the viability of the economy. Increased maritime activity can stress sensitive 

marine and freshwater environments and increase the risk of maritime accidents. Improving the reliability and resilience of MTS will decrease 

risks to the economy and the environment.

To achieve this objective, NOAA will support operational decisions on the Nation’s oceans and coasts with such fundamental services as 

marine weather forecasts, nautical charts, underlying surveying and mapping data, real-time oceanographic information, oceanographic 

predictions and forecasts, and an accurate national positioning framework. NOAA will also bring its sciences and search and rescue functions 

to bear on emergency preparedness and response in the MTS to help save lives and mitigate the environmental and economic impacts of 

hazardous incidents, including oil spills. NOAA will also strengthen international partnerships to encourage the production and distribution 

of navigation information, and to ensure that global standards and policies are consistent with U.S. interests.

Improve Coastal Water Quality Supporting Human Health and Coastal Ecosystem Services

U.S. coastal communities and economies, including tourism, recreation, and commercial fisheries, rely on healthy coastal environments. 

Through work and recreation, over 70 percent of the U.S. population comes into contact with coastal waters that can contain a diverse array 

of chemical contaminants, excessive nutrients, pathogens, biotoxins, and marine debris that degrade habitat quality and can negatively 

impact human health and the services provided by ecosystems in the coastal zone. More than 10 percent of coastal waters are considered 

unfit for designated uses, and over 50 percent of the Nation’s estuaries experience hypoxia. In the face of these trends, state, tribal, and 

federal partners need early warning networks to identify and predict threats to human and ecosystem health, and to implement effective and 

timely management efforts.

To achieve this objective, NOAA will research the fate and transport of chemicals, nutrients, sediments, pathogens, harmful algal blooms, 

toxins, and marine debris in waterways; collect chemical, biological, and economic and other social data; develop appropriate marine and 

biological sensors; and monitor, assess, and predict ecological and human health threats. Efforts to remove marine debris from coastal 

habitats will continue, and research will more clearly identify the damage marine debris causes to coastal economies and habitats. NOAA and 

partners will develop, implement, and improve advanced water quality monitoring programs for nationally significant areas, trust resources, 

and coastal and Great Lakes areas to improve resource managers’ knowledge of ecological stressors and to assess the efficacy of management 

decisions. Results of water quality monitoring and research activities will be provided to our collaborators to further inform their development 

and refinement of nationwide early warning efforts, predictions, and ecological forecasts. 

Maintain Safe, Environmentally Sound Arctic Access and Resource Management

No single region better exemplifies the complex interdependence of communities and changing climate and ecosystem conditions than the 

Arctic. There is evidence of widespread, dramatic change in the Arctic region, with local to global implications. National security concerns 

are increasing as reductions in sea-ice bring opportunities for economic development and increased access to Arctic resources. The breadth 

and complexity of the cultural, societal, economic, and environmental impacts within this region requires a concerted, systematic, and rapid 

effort with partners from local to international levels. 

To achieve this objective, NOAA will build on the capabilities noted in its other strategic objectives such as climate, marine weather, 

and increased observing capacity to support Arctic coastal communities and safe navigation to and through the Arctic. Modernizing the 

Arctic geospatial framework will provide the foundation for many of NOAA’s activities in the region, including effective climate adaptation, 

community resilience, and coastal resource and marine spatial planning strategies. NOAA will support the Arctic region by monitoring sea 

level and ice conditions, providing services to make infrastructure more resilient, supporting safe and efficient marine transportation, building 

storm surge model, and supporting habitat restoration. Accurate weather and navigation tools, building the capacity to respond to natural 

and human-induced coastal hazards, and research to improve Arctic oil spill response and restoration capabilities are essential services NOAA 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 86

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 86

will bring to the region. Arctic communities will also find NOAA a reliable source for climate information to inform decisions about moving 

communities, human health, and other adaptive strategies. Throughout this effort, NOAA will engage domestic and international partners to 

promote cooperation and sharing of data, observational platforms, and intellectual resources. 

K e y C h a l l e n g e s 

Responding to increasing coastal community vulnerability to coastal hazards as a result of growing populations, declining coastal 

ecosystems, and changing climate conditions;

Ensuring continued access to coastal areas, sustained ecosystems, maintained cultural heritage, and limited cumulative impacts;

Limiting the vulnerability of the MTS to natural and human-caused disruptions;

Protecting over 70 percent of the U.S. population that comes into contact with coastal waters that can contain a diverse array of 

chemical contaminants, excessive nutrients, pathogens, biotoxins, and marine debris that degrade habitat quality and can negatively 

impact human health; and

Managing widespread, dramatic change in the Arctic region, with local to global implications from national security to economic 

development.

E x t e r nal Fact o r s

The scope, complexity, and timeframe of climate change impacts;

Population growth, urbanization, and migration trends; 

Growth in energy demand in different segments of society and the availability of energy supply; and

Uncertainty in societal trends toward “green” business practices and lifestyles.

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

NOAA’s National Ocean Service delivers the tools and services needed to understand, predict, and respond to the challenges the Nation 

faces along its 95,000 miles of shoreline and 3.5 million square miles of coastal, Great Lakes, and deep-ocean waters. The Mapping and 

Charting, Geodesy, and Tides and Currents program is instrumental in serving the MTS and providing services in support of Arctic exploration. 

The Response and Restoration program coordinates oil spill response, such as the recent Deepwater Horizon oil spill. Coastal science, habitat 

protection, and coastal resilience services are provided by the Coastal Management, National Centers for Coastal Ocean Science, and the 

Marine Sanctuaries programs.

Pr o gr am E valuati ons

Each of NOAA’s programs will be reviewed in depth with the Department every three years, with annual self-evaluations, GPRA performance 

measurement reporting, and program base reviews; and quarterly balanced scorecard performance measure evaluation. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 87

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 87

Objective 18: Support coastal communities that are environmentally and economically sustainable

Bureau Performance Measure

NOAA Annual number of coastal, marine, and Great Lakes ecological characterizations that meet management needs

Cumulative number of coastal, marine, and Great Lakes issue-based forecasting capabilities developed and used 

for management

Percentage of tools, technologies, and information services that are used by NOAA partners/customers to improve 

ecosystem-based management

Annual number of coastal, marine, and Great Lakes habitat acres acquired or designated for long-term protection

Percentage of U.S. coastal states and territories demonstrating 20% or more annual improvement in resilience 

capacity to weather and climate hazards (%/year)

 Reduce the hydrographic survey backlog within navigationally significant areas (square nautical miles surveyed 

per year)

Percentage of U.S. counties rated as fully enabled or substantially enabled with accurate positioning capacity

Percent of all coastal communities susceptible to harmful algal blooms verifying use of accurate HAB forecasts
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 88

Theme – E n v ir onmen tal St ewa r dsh i p

FY 2011 - FY 2016 S t r ategic P lan 88
Theme

C u s tom e r S e rvic e

CUSTOMER SERVICE

S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 91

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 91

Theme – Customer Service

Goal: Create a culture of outstanding communication and services to our 

internal and external customers

M ajo r E lemen t s of t he Goal

Provide Streamlined Services and Single Point of Contact Assistance to Customers Through Better Interaction 

and Communication Utilizing CommerceConnect, Partnerships, Branding, and Other Means of Stakeholder 

Involvement 

Through its CommerceConnect initiative, the Department provides a one-stop approach to expose businesses to the array of programs, services, 

and data available from the federal government. Teaming up with its partner bureaus, other federal and local agencies, CommerceConnect hopes 

to develop and improve programs that meet business needs, and to identify existing programs to better target areas of business need.

CommerceConnect will provide assistance to U.S. businesses through a Web-based portal, call centers, stand alone field offices, and bureau 

field offices. All assistance portals are fully integrated with a customer relationship management (CRM) system to track customer service and 

performance metrics, respecting business privacy.

Promote Information Access and Transparency Through Technology, Understanding Customer Requirements, and 

Creating New Data Products and Services that Deliver Added Value to Customers 

The Department is working to improve information sharing to promote open and transparent access to information generated by the 

Department and bureaus. An understanding of existing processes, along with the willingness to accept change, is a critical factor in creating 

an atmosphere of open and transparent access to information. 

The Department will develop a culture of information sharing to promote outstanding customer service by using new tools, such as social 

media, to provide timely information sharing; providing single point of contact assistance to customers; and promoting access to information 

that meets Department customers’ needs. 

Provide a High Level of Customer Service to Our Internal and External Customers Through Effective and Efficient 

Department Functions with Empowered Employees 

In addition to developing a culture of information sharing and a single point of access for customers, the Department will use its open 

government initiative to improve transparency, collaboration, and cooperation with the public and across all levels of government.

BU R EAUS Con tri b u ti n g t o t h i s Goal

All bureaus contribute to this goal. Departmental Management (DM), which provides policy direction and oversight to bureaus, will work 

collaboratively with bureau managers to ensure that this initiative is executed efficiently and uniformly. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 92

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 92

In addition, each operating unit will develop strategies unique to its mission. They will, for example:

Establish a uniform customer survey (Chief Financial Officer (CFO)/Assistant Secretary for Administration (ASA));

Advocate for the Department in implementing the Herbert C. Hoover Building renovation project (CFO/ASA). CFO/ASA will effectively 

represent the Department in all aspects of the project for which the General Services Administration (GSA) has responsibility; and plan 

and coordinate all aspects of the project for which the Department has responsibility;

Evaluate and improve the means by which economic, statistical, trade, and other data may be made available to businesses, communities, 

and individuals (Economics and Statistics Administration (ESA));

Create a modern information technology (IT) infrastructure for a scientific enterprise (National Oceanic and Atmospheric 

Administration (NOAA));

Increase the percentage of calls resolved directly by the Bureau of Industry and Security (BIS) call center operators (BIS); and

Expand outreach to new stakeholders who participate in the open government initiative. (Economic Development 

Administration (EDA)).

O bje cti ve 19

Provide streamlined services and single point of contact assistance to customers through better 

interaction and communication utilizing CommerceConnect, partnerships, branding, and 

other means of stakeholder involvement 

In its mission to support U.S. business innovation and entrepreneurship, enhance economic resiliency, assist job creation, and help U.S. firms 

transform themselves into globally competitive enterprises, CommerceConnect strives to connect U.S. businesses with Department programs, 

products, and services that meets their needs at every point in their life cycle.

Str at e gi es t o Ac h i eve t h i s O bje cti v e

CommerceConnect provides a conceptual framework for coordinated one-stop federal assistance to businesses and communities, the intent 

of which is to:

Streamline U.S. businesses’ access to government services and solutions—in particular, the Department’s 60-plus technical assistance, 

grant, and information-based programs;

More effectively deliver the Department’s existing business-focused programs;

Create a culture of customer service Department-wide;

Promote a no-wrong-door approach in addressing business needs; and

Connect to other federal agencies (e.g., Small Business Administration).
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 93

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 93

CommerceConnect will provide assistance to U.S. businesses through four levels of support with one-stop touch points:

Web-based Portal. Externally-facing Virtual CommerceConnect Web-based portal with robust program content;

Call Centers. Telephone support, initially by CommerceConnect specialists in the Michigan Field Office, then through call centers;

Stand Alone Field Offices. Dedicated CommerceConnect specialist case managers to provide face-to-face interaction and support in 

regions of greatest need (e.g., Michigan);

Bureau Field Offices. Host existing program specialists who receive enhanced training and access to CommerceConnect virtual tools 

to direct businesses where they can best be served; and

Customer Relationship Management (CRM) System. All four levels will be fully integrated with an internal CRM system to track 

customer service and performance metrics, respecting business privacy.

CommerceConnect depends on referrals to the Department, and other federal and local economic development partners to deliver services to 

its clients. To work better with its partners and to make a larger impact on the business community, CommerceConnect will develop a better 

understanding of partner programs and the characteristics that make up a good candidate for referral to partner programs. 

Also, as part of this effort, CommerceConnect will execute its marketing plan and brand itself as a one-stop shop for federal assistance to 

the business community, 

K e y Challen g e s

Strategically, it is critical that CommerceConnect establishes a clear value proposition for bureaus so that bureaus are willing to launch 

physical locations. The ability of CommerceConnect to create performance measures tied to mission, thereby demonstrating its effectiveness, 

will go a long way toward building support in the Department for CommerceConnect.

Operationally, there are also concerns about handling the demand for CommerceConnect services. A strong marketing campaign could 

overwhelm call centers, which in turn, could overwhelm the case managers and the capacity of bureau resource coordinators to provide 

support and program information to case managers. Too soft a marketing campaign could leave CommerceConnect with excess resources 

without the demand for services. Finally, the complexity of the organizational scheme poses a challenge for developing content and making 

it release-ready in a short time frame.

E x t e r nal Fact o r s

The U.S. economy is rapidly changing due to factors such as the strength of the world economy, foreign political upheaval, and technological 

advances. What makes the economic environment different today, and into the future, is the unprecedented speed and depth of change. 

This reality requires that CommerceConnect adapt quickly to address those challenges faced by its client companies. For CommerceConnect 

to help U.S. businesses, case managers need to be able to recommend a portfolio of programs that provide benefit to client companies. 

As the pilot moves forward, it will become critical for CommerceConnect to identify assistance gaps in programs—those areas where there is 

a business need, but no programs to address that need. As an ongoing process, CommerceConnect needs to work with its partners to develop 

and enhance programs that meet business needs, and to identify existing programs to target areas of business need.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 94

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 94

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

CommerceConnect cuts across all Department bureaus as well as other federal agencies. Specific programs that were most referred by the 

CommerceConnect pilot program include:

Department bureaus:

National Institute of Standards and Technology (NIST) – Hollings Manufacturing Extension Partnership (MEP);

International Trade Administration (ITA) Foreign and Commercial Service – U.S. Export Assistance Center;

Minority Business Development Agency (MBDA); and 

Economic Development Administration (EDA) – Trade Adjustment Assistance Centers, Revolving Loan Program.

Other federal agencies:

Small Business Administration – Guaranteed Loan Program; and, 

Department of Defense – Tank Automotive Research, Development and Engineering Center (TARDEC), Procurement Technical 

Assistance Centers (PTAC).

A list of contributing Department bureaus is shown in the table below:

Complete List of Department Bureaus Contributing to this Objective

Office of the Secretary

Office of Small and Disadvantaged Business Utilization 

(OSDBU)

Economic Development Administration

University Centers

Revolving Loan Fund

Economics and Statistics Administration

Economic Indicators

Census Bureau

Statistics of U.S. Business

Survey of Business Owners

Economic Census

Industry Classification

Decennial Census

American Community Survey

Current Population Survey

Survey of Income and Program Participation

Local Employment Dynamics/On the Map

BusinessHelp site

Small Business Ombudsman

AES Direct

USA Trade Online

Bureau of Economic Analysis

Survey of Current Business

National Oceanic and Atmospheric Administration

Marine Mapping Tool

Fishery Contingency Fund

Navigational Services

Small Business Innovation Research

Digital Coast

Fishing Vessel Capital Construction Fund

Fisheries Finance Program

Seafood Inspection

U.S. Patent and Trademark Office

 Roster of Patent Attorneys

Inventors Assistance Program

Intellectual Property Awareness Campaign

Patent and Trademark Depository Libraries

Trademark Assistance Center

National Institute of Standards and Technology

Measurement Services

Office of Technology Partnership/SBIR

Manufacturing Extension Partnership

Technology Innovation Program

(continued)
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 95

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 95

Complete List of Department Bureaus Contributing to this Objective (continued)

International Trade Administration

U.S. Export Assistance Centers (USEAC)

Trade Information Center

Advocacy Center

Office of Intellectual Property Rights

Trade Finance Guide - Financial Services

Sustainable Manufacturing

Export Trade Certificate

Export Yellow Pages

Strategic Partnership Program

Invest in America

Trade Missions Program

Featured U.S. Exporters (FUSE)

Global Teams Program

Trade Agreements Compliance Program

International Buyer Program 

Two for One Earned Import Allowance Programs 

Florence Agreement Program

U.S. Foreign-Trade Zones 

Haiti Earned Import Allowance 

Office of Textiles and Apparel 

Subsidies Enforcement Office 

Steel Import Monitoring and Analysis 

Trade Remedy Compliance 

Petition Counseling and Analysis 

Watch and Jewelry Program 

Wool Fabric Tariff

Bureau of Industry and Security

Export Controls Counseling Center

Minority Business Development Agency

Minority Business Enterprise Centers

Native American Business Enterprise Centers

Minority Business Opportunity Centers

Minority Business Internet Portal

National Technical Information Service

World News Connection®

National Technical Reports Library 

DEA Active Controlled Substances Act (CSA) 

Registrants Database

Social Security Administration’s Death Master File

NTIS Customer Contact Center

National Telecommunications and Information Administration

Manual of Regulations and Procedures for Federal 

Frequency Management

Coordination of Spectrum Frequencies

Broadband Technology Opportunities Program

Pr o gr a m E v a l u ati o n s 

The ultimate objective of CommerceConnect is to create U.S. jobs by connecting U.S. businesses with Department programs, products, and 

services that meet their needs at every point in their life cycle. 

The proposed initial performance measures for CommerceConnect include a mix of data and outcome-based metrics. In some cases, after 

establishing a baseline, the Department will collect data over a longer operating period to ensure credible and meaningful results and to 

inform expectations throughout the process. Indeed, the process has begun: the Department has integrated these metrics into the new 

CommerceConnect CRM system. 

Breadth of CommerceConnect Business Community Impact:

Number of referrals made to partner agencies indicates that CommerceConnect is exposing its clients to new programs; and

Number of contacts with U.S. businesses speaks to the impact of CommerceConnect on the business community.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 96

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 96

Depth of CommerceConnect Client Impact: 

Client-to-client referrals to CommerceConnect imply that the client felt that the CommerceConnect interaction was worthwhile 

enough to recommend it. 

Clients that pursued a new program recommendation made by CommerceConnect indicates that CommerceConnect has analyzed the 

client’s situation appropriately and exposed the client to a program in which the client felt was worth investing his or her time.

Jobs created or retained indicate that CommerceConnect has achieved its ultimate objective, along with leveraging the impact of 

collaboration between CommerceConnect and its partners.

Looking ahead, the Department intends to develop more robust outcome-based performance measures for CommerceConnect that will 

leverage data from throughout the Department. 

The Department anticipates intra-departmental synchronization and shared success stories throughout the Department’s 13 bureaus and 

60-plus programs resulting from the CommerceConnect initiative. The Department will also look for ways to establish measures of client 

loyalty and satisfaction.

Objective 19: Provide streamlined services and single point of contact assistance to customers 

through better interaction and communication utilizing CommerceConnect, partnerships, 

branding, and other means of stakeholder involvement

Bureau Performance Measure

DM Number of companies engaged by CommerceConnect

Number of referrals made by CommerceConnect

O bje cti ve 20

Promote information access and transparency through technology, understanding customer 

requirements, and creating new data products and services that deliver added value to customers

Str at e gi es t o Ac h i eve t h i s O bje cti v e

The Department-wide strategies to develop a culture of information sharing to promote outstanding customer service and transparency 

include the following:

Develop the use of new tools, such as social media, to provide timely information sharing both inside and outside of the Department 

and bureaus. This may be achieved through integration of these tools into existing information dissemination processes.

Provide single point of contact assistance to customers. This is achieved by understanding customer requirements, communicating 

clearly with Department customers, and following up with partners and customers to ensure that customers get the level of service 

they expect. 

Promote information access. This is achieved by understanding customer requirements, and then applying existing technology as well 

as creating new data products and services to meet customer requirements. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 97

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 97

K e y C h a l l e n g e s 

The Department is working to improve information sharing to promote open and transparent access to information generated by the

Department and bureaus. 

The major challenges to promote open and transparent access to information are:

Ensuring that the information is accurate;

Meeting quality standards;

Satisfying privacy and security guidelines; and 

Delivering this information in a timely and cost-effective manner. 

Many tools are available to assist in the dissemination of information. An understanding of existing processes, along with the willingness 

to accept change, is a critical factor in creating an atmosphere of open and transparent access to information. These changes will create a 

culture that will improve information dissemination and increase transparency.

E x t e r nal Fact o r s

In additional to the internal challenges presented above, there are several external factors which must be recognized as parameters 

in this initiative:

The Department’s customers are diverse, with a broad range of needs and expectations that cannot be met through a 

single approach.

The Department’s programs give rise to demands for greater productivity and increased services against a backdrop of limited 

federal funds.

Government employees are frequently perceived disparagingly by the general public, necessitating extra efforts to build trust 

and respect.

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

The Department Office of the Chief Information Officer (OCIO), working with the bureaus’ CIOs, will implement the technical infrastructure 

and approve the tools required to meet this initiative.

DM, which provides policy direction and oversight to bureaus, will work with bureau managers to ensure that this initiative is executed 

efficiently and uniformly.

Pr o gr am E valuati ons

Surveys of customers and other stakeholders will be conducted regularly to monitor progress and to improve business processes. 

Additional assessment methods will be employed in order to collect accurate and comprehensive data, including telephone interviews and 

meetings with customers. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 98

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 98

O bje cti ve 21

Provide a high level of customer service to our internal and external customers through 

efficient Department functions with empowered employees

Str at e gi es t o Ac h i eve t h i s O bje cti v e

In seeking to develop a culture which emphasizes outstanding customer service, a variety of strategies will be developed and measured using 

a strategic planning and management system known as the Balanced Scorecard. The Department-wide strategies include the following:

Provide integrated services and single point of contact assistance to customers. This may be achieved through enhanced 

stakeholder involvement, by means of improved interaction and communication using techniques such as partnerships and branding 

(see Objective 19). 

Promote information access. This may be achieved by establishing an understanding of customer requirements, and then applying 

existing technology as well as creating new data products and services to deliver added value to customers (see Objective 20). 

Establish the Department open government initiative to improve transparency, collaboration, and cooperation with the public and 

across all levels of government (see Objective 20).

Implement CommerceConnect to provide businesses and entrepreneurs with a single source for economic, technology, trade, and 

statistical information (see Objective 19). 

Re-engineer key business processes in accordance with the President’s Federal Government-wide Hiring Reform Initiative to increase 

efficiencies and strengthen effectiveness (see Objective 25).

Improve risk management and reduce Department exposure to high risk contracts (see Objective 23).

In addition, each operating unit will develop strategies unique to its mission; for example:

Establish a uniform customer survey (CFO/ASA);

Partner with GSA to effectively represent the Department in all aspects of the Herbert C. Hoover Building renovation 

project for which GSA has responsibility, and plan and coordinate all aspects of the project for which the Department has 

responsibility (CFO/ASA).

Evaluate and improve the means by which economic, statistical, trade, and other data may be made available to businesses, communities, 

and individuals (ESA); 

Create a modern IT infrastructure for a scientific enterprise (NOAA);

Increase the percentage of calls resolved directly by the BIS call center operators (BIS); and

Expand outreach to new stakeholders who participate in the open government initiative (EDA).

K e y Challen g e s

Employee training may, in part, meet the challenge to build a workforce demonstrating courtesy, productivity, and knowledge. The key topics 

deserving attention are employee attitude, time management, and knowledge of service. Beyond training, however, is the need to develop a 

culture in which excellence in customer service is deemed to be integral.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 99

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 99

E x t e r nal Fact o r s

In additional to the internal challenges presented above, there are several external factors that must be recognized as parameters in this 

initiative:

The Department’s customers are diverse, with a broad range of needs and expectations that cannot be met through a 

single approach.

The Department’s programs give rise to demands for greater productivity and increased services against a backdrop of limited 

federal funds.

Government employees are frequently perceived disparagingly by the general public, necessitating extra efforts to build trust 

and respect.

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

All bureaus contribute to this goal. 

Pr o gr am E valuati ons

Surveys of customers and other stakeholders will be conducted regularly to monitor progress and to improve business processes. 

Additional assessment methods will be employed in order to collect accurate and comprehensive data, including telephone interviews and 

meetings with customers. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 100

Theme – Cus t ome r S e r v ic e

FY 2011 - FY 2016 S t r ategic P lan 100
Theme

O r g anizational

E x c e l l e n c e

ORGANIZATIONAL EXCELLENCE

S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 103

Theme – Org a n i z ati onal E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 103

Theme – Organizational

Excellence

Goal: Create a high performing organization with integrated, efficient, 

and effective service delivery

The Department will seek to achieve more efficient and more effective management by strengthening financial and nonfinancial internal controls, managing risk, and re-engineering key business practices. For example, the Department recently 

initiated a Balanced Scorecard to focus and manage Department-wide priorities. Each bureau has developed its own Balanced 

Scorecard using Department themes, goals, and objectives established. 

M ajo r E lemen t s of t he Goal

Strengthening Financial and Non-financial Internal Controls 

The Department will strengthen financial and non-financial internal controls by conducting the Office of Management and Budget (OMB) 

Circular A-123 financial internal controls assessments annually, performing non-financial management internal controls reviews on selected 

sensitive programs, overseeing the development of corrective action plans (CAP) to address any identified weakness, and continuously 

monitoring the progress made on corrective actions.

Managing Risks 

The Department has established a new office to implement a process for managing program risks for the benefit of the Department’s bureaus. 

The process will emphasize the sharing and use of best practices, and focus on collaboration between the bureaus and Departmental 

Management (DM). By better identifying, quantifying, and mitigating risks, the new office will help major projects achieve their goals on 

schedule and within budget.

Re-Engineering Key Business Practices 

Through the Performance Excellence Program, the Department will establish a framework for improving effectiveness, efficiency, and customer 

focus. Emphasis is being placed on core processes, customer service, and employee involvement. The Department will review program 

processes through teams of stakeholders who have been trained in methodologies. Support processes will also be redesigned, notably 

acquisitions, human resources, and information technology.

BU R EAUS Con tri b u ti n g t o t h i s Goal

All Departmental bureaus contribute to this objective with DM providing policy direction, oversight, and administrative services to the 

bureaus. Bureau managers work collaboratively with DM to ensure administrative functions, such as risk management as well as financial 

and non-financial internal controls, are in place to ensure compliance with statute and regulation to prevent waste, fraud, and abuse of 

government resources. The Office of Inspector General (OIG) monitors and tracks the use of taxpayer dollars through audits, inspections, 

evaluations, and investigations.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 104

Theme – Org a n i z ati onal E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 104

O bje cti ve 22

Strengthen financial and non-financial internal controls to maximize program efficiency, ensure 

compliance with statute and regulation, and prevent waste, fraud, and abuse of government resources

Str at e gi es t o Ac h i eve t h i s O bje cti v e

The Department ensures the success of objective by conducting OMB Circular A-123 financial internal controls assessments annually, by 

performing non-financial management internal controls reviews on select sensitive programs, by overseeing the development of CAPs to 

address any identified weaknesses, and by continuously monitoring the progress made on the corrective actions.

K e y C h a l l e n g e s 

The Department has many diverse programs that have varying risk and impact on its budget. While emphasizing internal control over 

financial reporting, achieving effective and efficient operations, and ensuring compliance with laws and regulations, the Department has 

the challenge of striking the right balance between the establishment of internal controls and the costs and benefits of maintaining those 

controls, ensuring that the Department has the right controls, in the right place, at the right time. 

E x t e r nal Fact o r s

Many external factors affect the Department’s ability to achieve this objective, such as revisions to statutes and regulations, and resource 

constraints. The Department addresses these external factors by continuously monitoring pertinent statutes and regulations, and accessing their 

impact on the Department’s objectives, and by using internal staff whenever possible to perform internal control assessments and reviews.

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

All Departmental bureaus contribute to this objective. DM provides policy direction and oversight to bureaus within the Department and 

assists smaller bureaus with the testing and assessment of key internal controls. Bureau finance offices work collaboratively with DM to 

ensure that financial and non-financial internal controls are in place to ensure compliance with statutes and regulations, and prevent waste, 

fraud, and abuse of government resources. Success in these efforts enables Department bureaus to maximize the effectiveness and efficiency 

with which programmatic activities are carried out and service is provided to the U.S. public.

DM coordinates its internal control activities with the Office of Inspector General (OIG), and the OIG’s independent public auditors review the 

Department’s annual A-123 assessment results.

The OIG examines bureaus’ internal financial controls during annual financial statement audits, conducts audits and reviews, and provides 

reports and recommendations to the Department and bureaus on financial and non-financial internal controls.

Pr o gr am E valuati ons

The Department uses internal reviews; audits, reviews, and reports generated by the OIG; reviews by the Government Accountability Office 

(GAO) and other Congressional organizations; and other objective sources to evaluate Departmental internal controls. For example, the 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 105

Theme – Org a n i z ati onal E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 105

Department conducts an OMB Circular A-123 financial internal controls assessment targeting key financial processes. The Department 

and its bureaus prepare CAPs to address any internal control weakness identified, and monitor the progress of the completion of the CAPs. 

The Department uses the results of these efforts as needed to assess achievement of performance targets.

Objective 22: Strengthen financial and non-financial internal controls to 

maximize program efficiency, ensure compliance with statute and regulation, 

and prevent waste, fraud, and abuse of government resources

Bureau Performance Measure

DM Provide accurate and timely financial information and conform to federal standards, laws, and regulations 

governing accounting and financial management

Effectively use commercial services management

OIG Percent of OIG recommendations accepted by Departmental and bureau management

Percent of OIG recommendations accepted that have been implemented by Departmental and bureau management

Dollar value of financial benefits identified by the OIG

Percent of criminal and civil matters that are accepted for prosecution

O bje cti ve 23

Re-engineer key business processes to increase efficiencies, manage risk, and strengthen effectiveness

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Department-wide Performance Excellence Program

The Performance Excellence Program establishes a framework for improving effectiveness, efficiency, and customer focus. Emphasis is being 

placed on core processes, customer service, and employee involvement. The Secretary will recognize outstanding examples on a quarterly 

basis. (See also Objective 21). 

Multi-disciplinary Program Reviews

The Department is establishing a capability to review programs from new and diverse perspectives, providing opportunities to identify 

efficiencies and enhance the effectiveness of its programs. Undertaken by multi-disciplinary teams drawn from around the Department, 

any effort of this nature requires a consistent approach and methodology. Communication will also be a key to developing an organization 

that welcomes external evaluations. With a dedicated unit, this activity will provide an objective basis for decision-making and prioritizing 

Department programs in an era of increased demands and decreased resources.

Identify and Mitigate Risks to Mission-Critical Projects and Programs 

A new Office of Risk Management aligned with the program review capability and office will implement integrated, enterprise-wide risk 

management policies, tools, and internal controls, while also focusing on specific high priority, high risk areas. The office will provide 

oversight of these high priority, high risk programs and projects in conjunction with applicable bureaus. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 106

Theme – Org a n i z ati onal E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 106

K e y Challen g e s

The diversity of Department programs pose challenges for external evaluations involving staff that may lack technical knowledge about 

any given program. Identifying staff from across the Department who can serve as needed on program review teams will also need to be 

addressed so as not to disrupt core-mission programs. Ongoing communication and coordination with bureaus will be essential to promote a 

culture that recognizes the value of program reviews, as well as efforts to identify and mitigate risks to mission-critical projects and programs. 

Similar challenges must also be addressed with a Performance Excellence Program. Many bureaus across the Department have implemented 

performance improvement programs internally to improve morale and efficiency. A strong commitment and open communication from senior 

management will contribute significantly to obtaining buy-in at all levels for the Performance Excellence Program. 

E x t e r nal Fact o r s

Throughout the government, efforts are underway to identify savings, reduce costs, and improve program effectiveness to best serve internal 

and external customers and stakeholders. Thoughtful consideration of Department programs in the context of funding realities requires a 

dedicated effort to ensure that resources are distributed and utilized for maximum potential. Identifying and mitigating risks is also crucial 

to ensuring efficient and effective program operations to advance Department priorities. Obtaining staff from across the Department 

to undertake program reviews and staff to advance a risk management program must be carefully balanced against the need to meet 

customer and stakeholder requirements. The same is true for the Performance Excellence Program. The program must draw on existing staff 

resources who must balance their assigned duties within their respective organizations in addition to their responsibilities as members of the 

Performance Excellence Council. 

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

Every office and bureau in the Department will ultimately contribute to meeting the objectives. Multi-disciplinary teams for program 

reviews and staff support for the Performance Excellence Program involve participation from across the Department. The same is true for 

risk management and mitigation. 

Pr o gr am E valuati ons

The program review process will require input from bureaus and offices, but will also require evaluation teams to draw on a wide array 

of sources from GAO and OIG reports to internal analyses of program operations. The risk management process will also require input 

throughout the Department, as well as reliance on additional sources of information and expertise. In coordination with the Department’s 

Balanced Scorecard, the Performance Excellence Program will provide a structure for promoting continuous and breakthrough enhancements 

to the efficiency with which the Department manages its programs, provides customer service, and carries out its overall missions.

Objective 23: Re-engineer key business processes to increase efficiencies, manage risk, 

and strengthen effectiveness

Bureau Performance Measure

DM Obligate funds through performance-based contracting 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 107

Theme – Org a n i z ati onal E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 107

O bje cti ve 24

Create an IT enterprise architecture that supports mission-critical business and programmatic 

requirements, including addressing cyber security threats

Str at e gi es t o Ac h i eve t h i s O bje cti v e

The priorities driving the achievement of this objective are to (1) improve the effectiveness of information technology (IT) investments 

and resources across the Department, (2) strengthen cyber security through an increased use of security technologies, and (3) increase 

collaboration across bureaus using the Department Chief Information Officer (CIO) community. 

The Department IT Enterprise Architecture has a federated structure. This allows the various bureaus the flexibility they need to meet their 

mission-specific goals while at the same time providing an overarching structure to meet Department-wide program needs and to encourage 

deploying and using IT resources more effectively wherever possible.

The goals of the Enterprise Architecture are to:

Foster the development and use of IT architectural standards based on established best practices;

Assist in identifying applications and systems that can be deployed with new technology solutions;

Identify technologies and services that can be purchased and/or deployed Department-wide to reduce costs; 

Increase the use of automated continuous monitoring tools; and 

Provide tools and analysis to capital planners and acquisitions staff to channel purchases in the direction established by the 

CIO Council.

Taking a phased approach, initially the larger bureaus will look at optimization and consolidation across geographically distributed 

organizations, while smaller co-located bureaus will be prompted to work collaboratively. Subsequently, such efforts can be expanded to 

optimize more broadly the activities, operations, and investments of the Department as a whole.

K e y C h a l l e n g e s 

Bureaus must think of IT resources as corporate resources, and not as local resources. This will require a cultural change. This change has 

already started to take place with the submission of the 2012 Cyber Security Strategic Plan. Priorities were developed in collaboration with 

the bureaus ensuring alignment with their operating units’ priorities.

E x t e r nal Fact o r s

A key external driver is directed and escalating cyber security attacks, requiring the Department to protect its intellectual property and 

infrastructure assets.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 108

Theme – Org a n i z ati onal E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 108

P R O G R AMS C o n tri b u ti n g t o t h i s O b j e cti v e 

All bureaus contribute to this effort for their part of the federation. Selected bureaus are taking the lead at a Department level. For instance, 

the Census Bureau has taken the lead for Department-wide data center consolidation, while the National Oceanic and Atmospheric 

Administration (NOAA) is leading the implementation of the Enterprise Security Operations Center, the International Trade Administration 

(ITA) is looking at Department-wide customer relationship management requirements, and the U.S. Patent and Trademark Office (USPTO) is 

looking at call center consolidation. 

The OIG conducts annual reviews of bureaus’ information security programs under the Federal Information Security Management Act. 

Please refer to Objective 22 for activities central to the mission of the OIG.

Pr o gr a m E v a l u ati o n s 

The Enterprise Architecture Program is linked to the capital planning and investment review process and the cyber security processes through 

the strategic IT plans and the business cases that form the basis of budget initiatives, investment reviews, and operational IT plans. 

The Department IT Review Board evaluates the IT portfolio, as does the OMB IT Dashboard. Additionally, the OIG audits the IT security 

program.

Objective 24: Create an IT enterprise architecture that supports mission-critical business 

and programmatic requirements, including addressing cyber security threats

Bureau Performance Measure

DM Improve the management of information technology
Theme

W orkforc e

E x c e l l e n c e

WORKFORCE EXCELLENCE

S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 111

Theme – W o r kfo rc e E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 111

Theme – Workforce Excellence

Goal: Develop and support a diverse, highly qualified workforce with the right 

skills in the right job to carry out the mission

M ajo r E lemen t s of t he Goal

Recruitment and Retention

The Department will implement the President’s Hiring Reform Initiative, effective November 1, 2010. This initiative is expected to streamline 

the process and increase the number of applicants who apply for positions thus attracting applicants in mission-critical occupations. 

The Department’s front-end automated hiring system allows applicants to electronically submit their resumes (in any format), and cover 

letters as mandated by the President’s initiative, enabling hiring managers and human resources practitioners to reduce the processing 

time. In addition, the front-end system allows applicants to receive status notifications electronically. The Department developed a Veterans 

Recruitment and Employment Operational Plan in FY 2010 that it will use over the next few years as a model to develop an operational plan 

for recruiting veterans and persons with disabilities. The Department will continue to provide retention incentives to retain skilled employees 

at all levels of the organization. The Department will continue to implement its pay for performance systems that have proven to be positive 

factors in the scientific and engineering fields, where historically, private sector pay scales for these difficult-to-fill positions are much higher 

than in the federal sector.

Leadership, Accountability, and Succession Planning

The Department will create, sustain, and strengthen its development of emerging leaders to assume leadership positions within all levels 

so they can provide leadership during the Departmental changes that are sure to come within future decades. A continuous cycle of 

improved performance will become the culture of the Department by putting systems for accountability in place that will drive performance 

and excellence.

Promoting a Culture of Safety

The Department must ensure that executives and managers responsible for safety programs in their bureaus actively participate in safety 

activities, such as the Department’s Safety and Health Council meetings and awareness training opportunities. The Department will enhance 

the role of leadership by ensuring that the executives, managers, supervisors, and employees have the knowledge, skills, resources, and 

commitment in order to control hazards in the workplace and to strengthen efforts to protect employees, contractors, visitors, and others who 

enter Department workplaces. The Department will conduct a gap analysis and prepare a written strategy to update and continuously improve 

the Department’s Safety and Health Program Manual so that it is a comprehensive policy document to guide the bureaus’ occupational safety 

and health programs to ensure a culture of safety.

b u r eaus Con tri b u ti n g t o t h i s Goal

All Departmental bureaus contribute to this objective with Departmental Management (DM) providing policy direction, oversight, and 

administrative services to the bureaus. Bureau managers work collaboratively with DM to ensure administrative functions, such as risk 

management as well as financial and non-financial internal controls, are in place to ensure compliance with statute and regulation to prevent 

waste, fraud, and abuse of government resources.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 112

Theme – W o r kfo rc e E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 112

O bje cti ve 25

Recruit, develop, and retain a high-performing, diverse workforce with the critical skills necessary 

for mission success, including growing the next generation of scientists and engineers

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Hiring Reform

The Department is committed to implementing the President’s Hiring Reform Initiative, effective November 1, 2010. This initiative will allow 

applicants to apply by submitting only a resume and cover letter for positions within the Department. In their initial submission, applicants 

will no longer be asked to respond to essay-style questions. In addition, the current “rule of three” will be eliminated; therefore, hiring 

managers will no longer be limited to receiving only three applicants on referral lists of candidates from outside the federal government. 

This will enable hiring managers to review and select from a larger applicant pool. The Hiring Reform Initiative will likely increase the 

number of applicants who apply for positions, thus assist in attracting the next generation of scientists and engineers, as well as other 

mission-critical occupations.

Recruitment of Veterans and Persons with Disabilities

The Department developed a Veterans Recruitment and Employment Operational Plan in FY 2010, which will continue to be used over the 

next few years. The plan outlines strategies such as leadership commitment, skills development and employment, marketing veterans’ 

employment, and information gateway. The Department will continue to forge partnerships with other federal agencies, universities, colleges, 

and other institutions that have veterans as students, members, and affiliates. In addition, the plan will be used as a model to develop an 

operational plan for recruiting persons with disabilities. Both the veterans plan and the disability operational plan will assist the Department 

with recruiting a diverse skilled workforce to include veterans and persons with disabilities.

Recruitment and Retention of Scientists and Engineers

The Department will continue to use flexibilities such as recruitment and relocation incentives, as well as the student loan repayment plan, to 

assist with the hiring of the next generation of skilled employees in difficult-to-fill positions, including scientists and engineers. In addition, 

the Department will continue to provide retention incentives to skilled employees as part of succession planning in order to retain those 

eligible to retire so they can transfer their knowledge and assist with training the next generation. Telework, a workplace flexibility, is also 

being expanded throughout the Department and will assist in recruiting and retaining top talent. Dual compensation (salary offset) waivers 

under the National Defense Authorization Act will continue to be used as a tool to reemploy annuitants in the scientific and engineering fields 

to assist with mentoring and grooming the next generation in many mission-critical occupations. 

Pay for Performance

Both the Department’s Alternative Personnel System and the National Institute of Standards and Technology’s (NIST) Alternative Personnel 

Management System are tools to attract and retain the best talent. Both of these pay-for-performance systems have proven to be positive 

factors in the ever-growing competition for top talent, especially in the scientific and engineering fields, where historically, private sector pay 

scales for these difficult-to-fill positions are much higher than in the federal sector. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 113

Theme – W o r kfo rc e E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 113

Technology

A comprehensive business case analysis detailing the Department’s need of an automated front-end system has been developed that will 

better enable hiring managers and human resources professionals to submit and track requests to advertise and fill positions. A front-end 

system will also assist with the on-boarding process for applicants. Applicants will be able to submit forms electronically and reduce the 

duplication in the on-boarding process. An automated front-end system will assist with reducing the time to hire, which ultimately will 

improve the overall recruitment process for applicants and increase the number of skilled applicants hired.

K e y Challen g e s

The Department faces several key challenges in recruiting and retaining a high-performing, diverse workforce with the critical skills necessary 

for mission success, including growing the next generation of scientists and engineers. One of the major challenges is competing with 

private sector overall higher starting salaries for entry-level positions, especially within the scientific and engineering professions. Even with 

the Department’s pay-for-performance systems, the private sector tends to have more flexibility in their total compensation packages than 

the federal government. Another key challenge is budgetary constraints. Budgetary constraints impact bureaus’ ability to provide useful 

recruitment and relocation incentives.

E x t e r nal Fact o r s

The federal government adheres to Merit System Principles under Title 5, U.S. Code § 2301, which promotes open and fair competition. 

These principles sometimes create a challenge to compete against the private sector that are not mandated to follow the same set of rules, 

especially when recruiting recent college graduates for entry-level positions. 

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

All Department bureaus contribute to the goal of recruiting, developing, and retaining a high-performing, diverse workforce with the critical 

skills necessary for mission success, including growing the next generation in Department mission-critical occupations. 

NIST supports science, technology, engineering, and mathematics (STEM) education through its Postdoctoral Research Associateship program.

Pr o gr am E valuati ons

Individual bureaus are responsible for maintaining records of recruitment, relocation, and retention incentives, as well as student loan 

repayment plans. The Office of Human Resources Management (OHRM) is responsible for gathering the information and providing yearly 

reports to the Office of Personnel Management (OPM). In addition, the bureaus and OHRM will be responsible for maintaining statistical 

information on the recruitment of veterans and persons with disabilities. OHRM will also report in the annual Human Capital Management 

Report on measurable results in implementing hiring reform, and will continue to conduct evaluations of implementation and make 

improvements based on the results. 

Objective 25: Recruit, develop, and retain a high-performing, diverse workforce with the critical skills 

necessary for mission success, including growing the next generation of scientists and engineers

Bureau Performance Measure

DM Acquire and maintain diverse and highly qualified staff in mission-critical occupations
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 114

Theme – W o r kfo rc e E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 114

O bje cti ve 26

Create the best led Department in federal government by focusing on leadership development, 

accountability, and succession planning

Str at e gi es t o Ac h i eve t h i s O bje cti v e

The Department will employ a three-pronged strategy to develop a highly qualified workforce that is diverse in its composition and possesses 

the skill sets to carry out its assigned mission. 

Leadership Development

The Department will strengthen its development of emerging leaders in all bureaus. All component organizations will identify their emerging 

leaders, select the most qualified from a diverse pool of applicants, and develop them through a rigorous learning program that will prepare 

them to assume leadership positions within the Department. These programs will focus on the development of the entry-level, the mid-level, 

and the senior leadership of the Department. In addition, a learning culture will be created and sustained that will make use of communities 

of practice, implementing project management principles, and the use of other electronic tools for capturing institutional knowledge.

Accountability

The Department understands that the systems put in place for accountability will drive performance and excellence. Therefore, the Department 

will install workflow and communications systems that will include the development of policies, programs, and activities that will link to 

the applicable merit system principles. Additional systems will be engaged to monitor and evaluate the effectiveness of these operational 

systems, so that a continuous cycle of improved performance will become the culture of the Department.

Succession Planning

The Department will create and sustain a leadership succession strategy for its workforce. This strategy will provide a comprehensive 

leadership pipeline for the development and meaningful engagement of emerging leaders at all levels in the organization. The ultimate 

purpose of this strategy is to prepare leaders to assume responsible positions throughout the organization so that they can provide leadership 

during the Departmental changes that are sure to come in the decades ahead.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 115

Theme – W o r kfo rc e E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 115

K e y Challen g e s

Future Workforce Requirements

Based upon data that show the Department has an aging workforce, the Department can expect waves of retirements that may affect its 

ability to successfully complete its mission. The Department needs to accelerate its Leadership Succession Strategy pipeline so that leaders 

that are more qualified will be prepared to assume leadership positions at all levels of the organization. The Department also needs to 

ensure that the workforce represents the diversity of the population at large, including the veterans who have served to protect this country. 

The challenges that lie within future decades will require less of some competencies and more of other competencies: It is incumbent upon 

the Department to identify those requirements and develop the workforce in the appropriate direction.

Addressing the Learning Needs of a Diverse Workforce

The Department may need to address a diverse workforce, where members have a variety of disabilities acquired as a veteran, or from an 

accident of birth or circumstance. Members of workforce that is truly diverse (i.e., gender, race, age, religion, and sexual orientation) may 

need other accommodations in order to be fully integrated into the mainstream of the organization. The supervisors in this workforce will 

need to learn how to equitably manage this diversity to the overall benefit of the Department and its mission.

E x t e r nal Fact o r s

A major factor is the labor market which depends on the exchange of information between the Department and job seekers about wage rates, 

conditions of employment, level of competition, and job location. To minimize this risk factor, the Department must respond rapidly to its 

potential employees’ changing needs and anticipate changes in the labor market. 

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

The Department will work with all bureaus and sub-components to provide policy, guidance, and assistance to facilitate the success of this 

goal. The Department will continue to work closely with all bureaus identified in this strategic plan.

Pr o gr am E valuati ons

All of the flagship leadership development programs will be evaluated against the Kirkpatrick four-level system, which is the gold standard of 

the training industry. Reaching Level IV will measure the organizational impact of the program. Other indicators of success are:

Is there a continual flow of graduates from the leadership programs?

Has a learning culture been nurtured in the Department? 

Has a leadership succession strategy been created and sustained?

Has the Department diversified its workforce to represent the general population?
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 116

Theme – W o r kfo rc e E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 116

O bje cti ve 27

Provide an environment that empowers employees and creates a productive and safe workplace

In the current economic climate, an effective and efficient workforce will be more critical than ever to the continued success of the 

Department in achieving its diverse missions. This will require workplaces free of recognized hazards so personnel can conduct their work 

safely in a variety of environments and the Department can provide its visitors and partners a safe experience. Identifying and controlling 

exposures to occupational safety and health hazards are an essential part of everyone’s duties in the Department. Doing so will enhance the 

Department’s safety culture and ensure that it remains an employer of choice. 

Str at e gi es t o Ac h i eve t h i s O bje cti v e

Enhance the Role of Leadership in Promoting a Culture of Safety 

Knowledge of responsibilities and actions necessary to control exposures to hazards are an essential part of everyone’s responsibility in the 

Department. Ensuring that Department managers, supervisors, and employees have the knowledge, skills, resources, and commitment to 

control hazards in the workplace will strengthen Department efforts to protect its employees, contractors, visitors, and others who enter its 

workplaces. 

The Department must ensure that the executives and managers responsible for safety programs in their bureaus/organizations actively 

participate in safety activities, such as the Department’s Safety and Health Council meetings; determine and maintain appropriate safety and 

occupational health staffing levels; provide resources and support to their safety staff by giving them time and resources to implement safety 

program components; attend safety meetings; participate in training; and conduct inspections. The Department must achieve this strategy by 

providing awareness training to the Department’s Safety and Health Council members and their respective safety managers/coordinators. 

Continuously Improve the Department’s Safety and Health Program 

The Department plans to reestablish and update DAO 209-4, Occupational Safety and Health Program, which prescribes policy and 

responsibilities for implementing the Occupational Safety and Health Program of the Department.

The Department intends to conduct a gap analysis and prepare a written strategy to update and continuously improve the Department’s 

Safety and Health Program Manual, so that it is a comprehensive policy document to guide the bureaus/organizations’ occupational safety 

and health programs. Decisions by the bureaus/organizations to integrate safety into their management programs influence the Department 

work environment and contribute to creating a productive and safe workplace. 

The Department must measure this strategy by completing the gap analysis of the Safety and Health Program Manual and developing an 

improvement strategy.
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 117

Theme – W o r kfo rc e E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 117

K e y Challen g e s

The Department’s bureaus and organizations face many challenges that pose risks to its workforce and facilities, and have significant health 

and safety implications over the next several years. Some of these are shrinking resources, emergency response activities, infrastructure 

maintenance, and an aging workforce, as well as programmatic challenges. Also of concern in the challenge of providing productive and safe 

workplaces is the continuous turnover of bureau collateral duty safety coordinators.

E x t e r nal Fact o r s

In the summer of 2010, OPM launched a Wellness Initiative that required all agencies to develop, measure and resource Health and Wellness 

Programs. The Office of Occupational Safety and Health is responsible for the coordination of the Department’s Health and Wellness 

efforts.

In the fall of 2010, the President launched the POWER (Protecting our Workers and Ensuring Reemployment) initiative. POWER, the 

replacement for SHARE (Safety, Health, and Return to Employment), is designed to improve workplace safety and health of federal employees. 

Under POWER, federal agencies are required to track their progress in several critical areas of emphasis

The Department’s Occupational Safety and Health Program continually faces increasing demands for greater productivity and increased 

services.

P R O G R AMS Con tri b u ti n g t o t h i s O bje cti v e

All Department bureaus and organizations have a role in empowering employees and creating productive and safe workplaces.

Pr o gr am E valuati ons

The Department evaluates the bureaus’ safety program management and uses reporting requirements from OSHA to assess bureau safety 

program performance. For example, the Department prepares an Annual Occupational Safety and Health (OSH) Report to the Department of 

Labor (DOL), which highlights both the strengths and weaknesses of the bureaus’ occupational safety and health programs. 

The Department can measure this strategy by the number of Safety and Health Council members completing training on their safety and 

occupational health responsibilities as well as by the number of effective management/employee bureau/organization safety committees. 

In 2009, DOL Occupational Safety and Health Administration (OSHA) increased its inspection activity by targeting federal agencies and their 

programs for unannounced inspections. In 2010, OSHA conducted several announced and unannounced inspections of Department facilities. 

While some inspections resulted in no citations, there have been some facilities that received numerous citations. The good news is that the 

majority of the citations were minor. 
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 118

Theme – W o r kfo rc e E x c ellen c e

FY 2011 - FY 2016 S t r ategic P lan 118
A p p e ndic es

APPENDICES

S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 121 FY 2011 - FY 2016 S t r ategic P lan 121

APPEND I X A : [Rese r ved]

Appendix A: [Reserved]
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 122 FY 2011 - FY 2016 S t r ategic P lan 122

A ppend i x B : Glossa ry of acr o n y m s

Appendix B: Glossary of Acronyms

A AD Antidumping 

ASA Assistant Secretary for Administration

ASEAN Association of Southeast Asian Nations

B BEA Bureau of Economic Analysis 

BIS Bureau of Industry and Security

BTOP Broadband Technology Opportunities Program

C CAFTA Central America Free Trade Agreement 

CAP Corrective Action Plan

CFO Chief Financial Officer

CIO Chief Information Officer

CNST Center for Nanoscale Science and Technology

CPB U.S. Customs and Border Protection

CRM Customer Relationship Management 

CVD Countervailing Duty

D DM Departmental Management

DNS Domain Name System 

DOJ Department of Justice

DOL Department of Labor

E EDA Economic Development Administration 

ESA Economic and Statistics Administration

F FCC Federal Communications Commission 

FTA Free Trade Agreement

G GAO Government Accountability Office

GDP Gross Domestic Product 

GPRA Government Performance and Results Act

GPS Global Positioning System 

I IA Import Administration 

ICE Immigration and Customs Enforcement 

IP Intellectual Property

IPR Intellectual Property Rights

IT Information Technology

ITA International Trade Administration

ITS Institute for Telecommunication Sciences

L LED Local Employment Dynamics

LEED Leadership in Energy and Environmental Design

M MAS Manufacturing and Services Unit 

MBDA Minority Business Development Agency

MBE Minority Business Enterprise

MDCP Market Development Cooperator program

MEP Manufacturing Extension Partnership

MTS U.S. Marine Transportation System

N NAFTA North American Free Trade Agreement 

NCNR National Center for Neutron Research

NEI National Export Initiative

NIPA National Income and Product Accounts

NIST National Institute of Standards and Technology

NOAA National Oceanic and Atmospheric 

Administration

NRC National Research Council

NTIA National Telecommunications and Information 

Administration

NTIS National Technical Information Service

NTRL National Technical Reports Library 

NWS National Weather Service

Abbreviation Title Abbreviation Title
S TAT EMEN T F R OM T HE SE C R E TA R Y

FY 2011 - FY 2016 S t r ategic P lan 123 FY 2011 - FY 2016 S t r ategic P lan 123

A ppend i x B : Glossa ry of acr o n y m s

O OCIO Office of the Chief Information Officer

OHRM Office of Human Resources Management

OIG Office of Inspector General

OMB Office of Management and Budget

OPM Office of Personnel Management

OSH Occupational Safety and Health 

OSHA Occupational Safety and Health Administration

P PTAC Procurement Technical Assistance Center 

P RLF Revolving Loan Fund

S SIMA Steel Import Monitoring and Analysis 

SME Small and Medium-sized Enterprise 

STEI Scientific and Technical Information 

T TARDEC Tank Automotive Research, Development and 

Engineering Center 

TIP Technology Innovation Program

TPCC Trade Promotion Coordinating Committee

U USPTO U.S. Patent and Trademark Office

USTR U.S. Trade Representative

V VCAT Visiting Committee on Advanced Technology

W WTO World Trade Organization

Abbreviation Title Abbreviation Title