STRATEGIC PLAN | FISCAL YEARS

2014-2018

U.S. DEPARTMENT OF COMMERCE

commerce.gov

FOR BUSINESS

AMERICA IS OPEN

Version 1.1
Message from the Secretary 1

About Commerce 2

About This Plan 4

Summary of Strategic Goals and Objectives 6

 Strategic Goal 1: Trade and Investment 7

Objective 1.1 – Open markets globally. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Objective 1.2 – Increase U.S. exports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Objective 1.3 – Increase high-impact foreign direct investment. . . . . . . . . . . . . . . . . . . . . . . 12

Objective 1.4 – Strengthen fair competition in international trade. . . . . . . . . . . . . . . . . . . . . . 13

 Strategic Goal 2: Innovation 15

Objective 2.1 – Accelerate advanced manufacturing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Objective 2.2 – Strengthen the Nation’s digital economy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Objective 2.3 – Catalyze innovation ecosystems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

 Strategic Goal 3: Environment 22

Objective 3.1 – Advance understanding of environmental change. . . . . . . . . . . . . . . . . . . . . 23

Objective 3.2 – Build a Weather-Ready Nation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Objective 3.3 – Strengthen the resiliency of communities and regions. . . . . . . . . . . . . . . . . . 25

Objective 3.4 – Foster sustainable marine resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Objective 3.5 – Develop environmental and climate informed business solutions. . . . . . . . 27

 Strategic Goal 4: Data 28

Objective 4.1 – Deliver increasing amounts of data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Objective 4.2 – Meet society’s future data needs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Objective 4.3 – Create a data-driven government. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

 Strategic Goal 5: Operational Excellence 33

Objective 5.1 – Empower and engage employees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Objective 5.2 – Support a customer service-oriented culture. . . . . . . . . . . . . . . . . . . . . . . . . . 35

Objective 5.3 – Manage for results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Objective 5.4 – Improve facilities, support services, and IT. . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Appendices 39

Appendix A – Performance Indicator Details. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Appendix B – Contributing Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Appendix C – Evidence and Evaluation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Appendix D – Priority Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

CONTENTS

The Department of Commerce offers special thanks to The DesignPond 

for their contributions to the design and production of this report.
MESSAGE FROM THE SECRETARY

America is Open for Business. 

That is the message I have heard 

from CEOs and other leaders 

across the country and around 

the world since becoming 

Secretary in June 2013.

Soon after joining the Department 

of Commerce, I embarked on a 

nationwide listening tour to hear 

from the Department’s customers 

and stakeholders. I gathered the 

best ideas for how we can all work together to set 

the conditions for more and faster economic growth 

and job creation.

Crafted based on inputs from hundreds of CEOs, 

entrepreneurs, employees, and others across the 

country, I am pleased to present the Department’s 

Strategic Plan for Fiscal Years 2014 to 2018. This plan 

provides a broad foundation for economic growth and 

opportunity by focusing on five key priorities: 

Trade and Investment. We will work across the 

Administration to help U.S. businesses access more 

markets and customers. Also, we will help more CEOs 

around the world to make business investments into the 

United States.

Innovation. We will catalyze the resurgence of U.S. 

manufacturing and new technologies, ensure a vibrant 

digital economy, and support the growth of industrydriven skills and training efforts.

Data. We will unleash more government data to help 

business leaders make the best possible decisions, 

while also creating fertile ground for more startups.

Environment. We will 

protect our environment 

while also helping businesses 

and communities adapt to a 

changing planet.

Operational Excellence.

We will equip our employees 

with the tools and knowledge 

they need to accomplish our 

mission, while fostering a more 

customer-oriented culture.

Since 2009, the Department has worked closely with 

the private sector to pull our country out of recession 

and into recovery. Today, we still have much to do.

I believe that we are entering a key moment in which 

the United States has an opportunity to strengthen its 

leadership in the global economy. By focusing on these 

five areas, the Department will help our Nation take full 

advantage of this unique position in the coming years.

Throughout all of these efforts, my commitment is 

that the Department will be responsive and nimble, 

constantly adapting to the fast-changing needs of the 

U.S. private sector in the 21st century.

If we achieve the vision laid out in this plan—and I am 

confident that we will—the message that America is 

Open for Business will continue to resonate across 

the country and throughout the world.

Thank you,

Penny Pritzker

U.S. Secretary of Commerce

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 1
WHO WE ARE 

The mission of the Department is to create the 

conditions for economic growth and opportunity. 

As part of the Obama Administration’s economic team, 

the Secretary of Commerce serves as the voice of 

U.S. business within the President’s Cabinet. The 

Department works with businesses, universities, 

communities, and the Nation’s workers to promote job 

creation, economic growth, sustainable development, 

and improved standards of living for Americans. 

Through its 12 bureaus and nearly 47,000 employees 

located in all 50 states and territories and more than 

86 countries worldwide, the Department administers 

critical programs that touch the lives of every American. 

The Department’s workforce is as diverse as its mission. 

It is made of up economists, Nobel Prize-winning 

scientists, foreign service officers, patent attorneys, 

law enforcement officers, and specialists in everything 

from international trade to aerospace engineering.

ABOUT COMMERCE

WHAT WE DO

The Department is comprised of 12 bureaus that work 

together to drive progress in five key goal areas: Trade 

and Investment, Innovation, Environment, Data, and 

Operational Excellence. The underlying strength of the 

Department is the ability of its bureaus to work together 

and share expertise in all of these goal areas to drive 

economic growth.

As the federal government’s lead agency for promoting 

trade and investment promotion, the Department plays 

a key role in making U.S. companies more competitive 

abroad and attracting investment into the United States. 

The International Trade Administration (ITA) leads the 

Department’s export and investment platform, working 

with several other bureaus both within and outside the 

Department to achieve this goal. For example, ITA works 

directly with U.S. businesses to close deals in foreign 

markets. At the same time, ITA coordinates with the 

Economic Development Administration (EDA) in assisting 

U.S. communities to leverage regional capacity to expand 

OUR BUREAUS

Office of the Secretary (OS)

Office of the Inspector General (OIG)

Bureau of Industry and Security (BIS)

Economic Development Administration (EDA)

Economics and Statistics Administration (ESA)

• Bureau of Economic Analysis (BEA)

• Census Bureau (Census)

International Trade Administration (ITA)

Minority Business Development Agency 

(MBDA)

National Institute of Standards and Technology 

(NIST)

National Oceanic and Atmospheric 

Administration (NOAA)

National Telecommunications and Information 

Administration (NTIA)

National Technical Information Service (NTIS)

U.S. Patent and Trademark Office (USPTO)

2 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 
ABOUT COMMERCE

exports and connect local economic development 

organizations with potential foreign investors. ITA works 

in close partnership with the U.S. Trade Representative to 

remove foreign trade barriers and with the United States 

Patent and Trademark Office (USPTO) to ensure adequate 

intellectual property (IP) protection. The Bureau of 

Industry and Security (BIS) enforces export control laws 

to ensure that national security is protected, even as the 

Department fosters trade.

Innovation is the key driver of U.S. competitiveness. 

The Department is well-positioned to address many of 

the challenges the country faces in the manufacturing 

sector. The National Institute of Standards and 

Technology (NIST) conducts foundational research 

that accelerates the development and adoption of 

technological breakthroughs that help grow the 

economy. Increasingly the Department uses its 

unique convening power to promote public-private 

partnerships among universities and businesses. These 

partnerships provide scientific and technical resources 

to manufacturing firms, and support a skilled workforce 

to fill the manufacturing jobs of the 21st century. The 

Department also helps increase the capacity of regional 

economies to innovate. For example, NIST works with 

small and mid-sized manufacturers to restore robust 

supply chains while EDA works with communities 

and regions to ensure they have the hard and soft 

infrastructure to support the ecosystems needed for 

these businesses to thrive. Many of these businesses 

are minority-owned and the Minority Business 

Development Administration (MBDA) works to provide 

resources to ensure they can compete and innovate. 

Within the federal government, the Department is the 

principal defender and champion of the digital economy. 

The National Telecommunications and Information 

Administration (NTIA) is the lead bureau in advising the 

Secretary on telecommunications issues. It works closely 

with NIST on advanced communications technologies, as 

well as with USPTO on the intersection of Internet and 

copyright policies. NTIA works across the government 

with several agencies as it manages national spectrum 

resources needed for expanded high speed broadband 

service. NIST plays a critical role in working with industry 

and other government stakeholders on the development 

of cybersecurity standards to help protect the critical and 

growing digital economy. As the voice of business, the 

Department works to make sure that it protects a free 

and open Internet, and U.S. economic competitiveness, 

during the formulation of national security policies. 

Understanding and predicting changes in the environment 

have never been more important and the Department 

plays a critical role in both. The frequency and severity of 

extreme weather events have increased significantly over 

the past decade, making investment in continued improvement of the weather and climate enterprise essential. The 

National Oceanic and Atmospheric Administration (NOAA) 

works with the private sector and other government 

partners to understand the best way to meet these new 

challenges. NOAA, as the lead agency for weather and 

climate observations and forecasting, also works closely 

with the Census Bureau on disaster response, with EDA 

on economic resilience of communities and regions, and 

with NIST on disaster resilience standards. NOAA further 

supports the Department’s mission through its strong 

stewardship of the ocean’s resources, which contributes 

more than $250 billion annually to the Nation’s economy.

The foundation to all of the Department’s goal 

areas is data. Data is the fuel that powers the 21st 

century economy, and Commerce data enables the 

Department to set the conditions for economic growth. 

The Department’s data touches every American by 

informing daily business decisions, enabling startups, moving markets, protecting life and property, and 

powering small and multi-billion dollar companies alike. 

In applying the Department’s data, ITA determines 

which foreign markets to target and EDA gains 

insight into regional economies. NOAA’s terabytes of 

weather and climate data help predict severe events 

and enabling weather forecasts, and NIST’s data and 

models catalyze advanced manufacturing. The Bureau 

of Economic Analysis (BEA) produces estimates of 

gross domestic product (GDP), a key indicator of the 

health of the economy. The Census Bureau carries out 

the constitutionally mandated decennial census, which 

determines the allocation of billions in federal dollars 

to states and the drawing of Congressional districts. 

Data is not only a means of advancing the Department’s 

trade, innovation, and environment goals; it is also a 

national asset with untapped potential. The Economic 

and Statistics Administration (ESA) will work with the 

private sector to harness “Big Data” and accelerate a 

data-enabled economy. The National Technical Information Service (NTIS) will be a center of excellence to 

support the entire data and information delivery pipeline (including open access, open data, and knowledge 

management) by leveraging its unique capabilities in 

collaborative processes, enterprise data management, 

data analytics, and data dissemination.

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 3
ABOUT THIS PLAN

EXECUTE, MONITOR, EVALUATE, 

AND IMPROVE

This strategic plan is the principal document within the 

Department’s comprehensive performance management framework. Designed to cascade throughout 

all levels of the Department, this plan summarizes the 

key strategies and initiatives that will drive progress 

in the Department’s five goal areas. It also serves as 

an overarching guide for the allocation of resources 

needed to achieve the Department’s desired long-term, 

macro-level economic and social outcomes. 

Department leaders and employees will use this 

plan to transform strategies into actions, and actions 

into results. Strategic plan execution will require the 

creation of an annual action plan for each strategic 

objective. Progress toward achieving each objective 

will be routinely measured and collaboratively reviewed 

by Department leadership. This strategic objective 

review process will facilitate thoughtful discussion 

on the Department’s progress toward achieving the 

objectives—why, why not, and how the key strategies 

presented under each objective should be adjusted 

and improved.

PERFORMANCE MANAGEMENT FRAMEWORK

For each of the Department’s five strategic goals, this 

plan outlines a number of outcome-focused objectives, 

key strategies for achieving these objectives, and a set 

of performance indicators that will be used to assess 

progress. This structure complies with guidance from 

the Office of Management and Budget and recent 

4 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 
Agency Priority Goal – Strategic objectives may include 

an Agency Priority Goal (APG). An APG is a nearterm result or achievement that Department wants to 

accomplish within approximately 24 months. APGs 

are limited in number and reflect the top near-term 

performance improvement priorities of the Department. 

APGs are identified in this plan with a blue star.

Key Indicator – The most important performance 

measure used to track progress toward achieving 

a strategic objective. The Department currently 

measures these indicators.

Supporting Indicator – Performance measures 

other than the key indicators that are also used, as 

needed, to track progress toward achieving a strategic 

objective. These measures are typically output, 

leading or contextual performance indicators that are 

related to the outcome targeted in the objective. The 

Department currently measures these indicators.

Contributing Program – Based on the Federal Program 

Inventory, the programs that support each strategic 

objective.

Evidence –The information used to formulate goals, 

objectives, and strategies in this plan. This information 

increases the likelihood that the strategies and 

objectives presented will achieve their performance 

outcomes. Evidence can be quantitative or qualitative 

and may include, but is not limited to performance 

measurement, research studies, evaluations, statistical 

data series, and data analytics.

ABOUT THIS PLAN

updates to the Government Performance and Results 

Modernization Act. As illustrated in the table on the 

previous page, this strategic framework allows readers to follow and understand the purpose, logic, and 

terminology presented in each strategic goal section 

of this plan.

KEY TERMS AND DEFINITIONS

Strategic Goal – Includes the goal statement and 

goal overview. The highest level statement of aim 

or purpose that is included in the strategic plan. This 

plan’s five strategic goals articulate clear statements of 

what the Department wants to achieve to advance its 

mission and address relevant national problems, needs, 

challenges, and opportunities.

Strategic Objective – Includes the objective statement 

and the objective overview. This plan’s 18 strategic 

objectives are the primary unit for strategic analysis 

and decision-making. Strategic objectives reflect the 

outcome or management impact the Department 

is trying to achieve and collectively represent the 

breadth of all Department activity.

Key Strategy – Represents a key approach or initiative 

that will be pursued to advance the related objective. 

These may include, but are not limited to major 

organizational or business model change, service 

delivery model change, new focus, new strategic 

approach, value chain refinement, spreading promising 

practices, and/or process improvement reforms.

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 5
SUMMARY OF STRATEGIC GOALS AND OBJECTIVES 

TRADE AND INVESTMENT

1.1. Increase opportunities for U.S. companies by opening markets globally 

(ITA, NOAA, NTIA, USPTO)

1.2. Increase U.S. exports (BIS, EDA, ESA, ITA, MBDA, NIST, OS)

1.3. Increase high-impact inward foreign direct investment into the United States 

(EDA, ESA, ITA)

1.4. Strengthen fair competition in international trade for U.S. firms and 

workers (ITA)

INNOVATION

2.1. Accelerate advanced manufacturing (EDA, NIST)

2.2. Strengthen the Nation’s digital economy (ITA, NIST, NTIA, USPTO)

2.3. Catalyze innovation ecosystems (EDA, ESA, ITA, MBDA, NIST, OS, USPTO)

ENVIRONMENT

3.1. Advance the understanding and prediction of changes in the environment 

(NIST, NOAA)

3.2. Build a Weather-Ready Nation (ESA, NOAA)

3.3. Strengthen the resiliency of communities and regions (EDA, ESA, NIST, NOAA)

3.4. Foster healthy and sustainable marine resources, habitats, and ecosystems 

(NOAA)

3.5. Enable U.S. businesses to adapt and prosper by developing environmental 

and climate informed solutions (ESA, ITA, NIST, NOAA)

DATA

4.1. Deliver increasing amounts of data to governments, businesses, and the 

public in formats that are easier to access and use (OS, All Bureaus)

4.2. Position the Department of Commerce to meet society’s future data needs (ESA)

4.3. Create a data-driven government (EDA, ESA, ITA, MBDA)

OPERATIONAL EXCELLENCE

5.1. Empower and engage Commerce employees (OS, All Bureaus)

5.2 Support a service-oriented culture that responds to the needs of external 

and internal customers (OS, All Bureaus)

5.3 Manage for results (OS, All Bureaus)

5.4 Improve facilities, support services, and IT products and services to drive 

mission success (OS, All Bureaus)

Expand the U.S. economy 

through increased 

exports and inward 

foreign investment that 

lead to more and better 

American jobs

Foster a more innovative 

U.S. economy—one that is 

better at inventing, improving, and commercializing 

products and technologies

Help communities 

and businesses prepare 

for and prosper in a 

changing environment

Maximize the positive 

impacts of Commerce 

data on society

Strengthen the Department’s 

capacity to achieve its 

objectives, maximize 

return on program 

investments, and deliver 

quality, timely service

1

2

3

4

5

Note: ESA includes the Bureau of Economic Analysis and the Census Bureau.

6 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 
Trade and investment are critical to the Nation’s 

prosperity. The United States is the world’s 

largest economy—the largest exporter and 

importer of goods and services and the world’s 

largest recipient of foreign direct investment. In 

2014, the United States exported more than $2.3 

trillion worth of goods and services. Exports fuel 

U.S. economic growth; support good jobs; and 

spread ideas, innovation, and American values. 

Being the leader, however, is not enough. Too 

few U.S. companies export. Those that do export, 

export to too few markets. Of the more than 

300,000 U.S. exporters, the top one percent 

account for approximately 80 percent of the value 

of U.S. merchandise exports, underscoring the 

tremendous opportunity for U.S. companies to 

export more. 

Increasing trade will help the U.S. economy 

continue to rebalance from one mostly driven 

by domestic consumption to one increasingly 

engaged with the 96 percent of consumers 

who live outside U.S. borders. Encouraging 

global foreign direct investment will help the 

United States compete for the opportunities that 

develop as emerging markets mature. As the 

lead trade and investment promotion agency in 

the federal government, the Department’s goal is 

to increase the international competitiveness of 

U.S. businesses and make trade and investment 

a bigger part of the U.S. economy’s DNA.

 TRADE AND INVESTMENT

Strategic Goal 1: Expand the U.S. economy through 

increased exports and inward foreign investment that 

lead to more and better American jobs

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 7
STRATEGIC OBJECTIVE 1.1

Increase opportunities for U.S. companies by opening markets globally 

(ITA, NOAA, NTIA, USPTO)

In order to be competitive in the 21st century global 

economy, U.S. manufacturers and service providers 

depend upon access to a vibrant and growing global 

marketplace. More than one billion new consumers 

worldwide will enter the middle class during the next 

15 years, and their buying power will increase the 

consumption of goods and services worldwide.

To accelerate economic growth and respond to growing 

international competition, some foreign governments 

develop policies that create barriers to U.S. companies 

in those markets. These trade barriers and other trade 

practices cost U.S. companies billions of dollars in 

lost revenue. Trade barriers result not only in financial 

loss, but also limit the ability of U.S. companies 

to expand production, hire additional workers, and 

pursue investment opportunities. Studies indicate 

that trade openness added $800 billion to $1.4 trillion 

to the U.S. economy since World War II, amounting 

to $7 thousand to $13 thousand per U.S. household. 

One study1 suggests that removal of the remaining 

trade barriers could result in an additional $450 billion 

to $600 billion annually in U.S. output, or about an 

additional $4 thousand to $5 thousand annually in 

U.S. household income.

The Department will deploy its analytical capabilities and 

policy and promotional tools to help U.S. firms compete 

for opportunities globally. A renewed focus on global 

competitiveness will help strengthen the long-term 

health of U.S. industries and stimulate domestic job 

creation. The Department will also use its expertise 

to analyze U.S. trade issues, make recommendations, 

and take action.

KEY STRATEGIES 

Advance U.S. commercial and economic interests 

in negotiating and implementing trade and other 

international agreements (ITA, NOAA, NTIA, USPTO). 

As the 21st century progresses, there are ever greater 

interdependencies in global supply chains and increased 

cross-border business challenges. The global trading 

system and the international agreements that govern 

it have grown in importance as determinants of 

competitiveness. Effective U.S. participation in 

bilateral, regional, and multilateral trade agreements 

is therefore increasingly critical to the competitiveness 

of U.S. industry. 

Multiple bureaus at the Department, including the 

International Trade Administration (ITA), the National 

Oceanic and Atmospheric Administration (NOAA), the 

National Telecommunications and Information Administration (NTIA), and the U.S. Patent and Trademark 

Office (USPTO), work alongside the Office of the U.S. 

Trade Representative (USTR) to ensure that U.S. negotiations meet the priority needs of U.S. industries 

competing in the global market. These priorities include 

new agreements that create meaningful new market 

access and strong and effective disciplines on trade 

barriers. The Department will also work with USTR to 

ensure the effective and advantageous implementation 

of trade agreements and passage of related legislation 

by Congress. Additionally, the Department will work 

to ensure that trade agreements promote policies 

that protect the environment. When businesses from 

all nations share responsibility for sustainability, the 

“playing field” is more level.

Engage foreign governments to address government 

actions and policies that impede the export of U.S. 

goods and services (ITA, NOAA, NTIA, USPTO). U.S. 

industry faces challenges in foreign markets stemming 

from government policies that impose trade barriers 

across an entire industry or market. These barriers 

include inadequate protections for intellectual property 

rights (IPR), discriminatory or arbitrary regulations and 

standards, and corruption. U.S. industry also confronts 

discreet government actions that apply to a particular 

product or service in a trade-restrictive manner. To 

identify barriers, the Department will continue to 

monitor U.S. access to foreign markets and intellectual 

property (IP) protections, and investigate problems 

to determine the most effective strategy to resolve 

them. To this end, working alongside other government 

1 Payoff to America from Globalization (http://www.conservative-compendium.com/files/grieco-globalisation.pdf) back to text

8 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

TRADE AND INVESTMENT
agencies, Department bureaus will establish and 

participate in government-to-government mechanisms 

like the U.S.-China Joint Commission on Commerce 

and Trade, U.S.-Mexico High-Level Economic Dialogue, 

U.S.-India Strategic and Commercial Dialogue, and 

the bilateral seafood-specific agreements. Industryto-government mechanisms like the Commercial 

Dialogues with Brazil and with the East African 

Community will also be employed. Through such 

active engagement with foreign governments, the 

Department will seek removal or mitigation of foreign 

trade barriers adversely affecting U.S. exports in a 

commercially-meaningful timeframe, while protecting 

U.S. regulatory interests.

The Department will cultivate a positive business 

climate and enhance the economic and commercial 

opportunities for industry at home and abroad. For 

example, ITA and USPTO will continue to share best 

practices and facilitate technical assistance to foreign 

governments and organizations to improve predictability 

and transparency in foreign markets. ITA will also work 

with foreign governments to prevent trade-restrictive 

policies designed to promote domestic manufacturing.

Recognizing the important role of exports to the U.S. 

economy, President Obama announced the National 

Export Initiative (NEI) in 2010. Since then, the Department has had five straight years of record exports, 

including an all-time record high of $2.3 trillion in 2014. 

Exports now support 11.7 million jobs, up 2 million since 

2009, and these jobs pay on average 18 percent more 

than non-export related jobs. 

Progress notwithstanding, the Nation still remains 

below its full export potential. U.S. firms under-export 

compared to competitor industrialized nations. Of 

the U.S. companies that do export merchandise, 

58 percent export to only one market. Many small 

and medium-sized companies in the United States, 

the engines of economic growth and innovation, rarely 

export. However, 96 percent of consumers live outside 

Promote open and transparent procurement that 

facilitates the selection of U.S. suppliers in foreign 

civilian and defense acquisitions (ITA). Worldwide 

competition for large government contracts is fierce; 

many of these contracts result in billions of dollars 

in sales. President Obama has established an 

Interagency Task Force on Commercial Advocacy, led 

by the Secretary of Commerce, to put the full force 

of U.S. government resources toward winning more 

government contracts abroad. ITA will continue to lead 

all U.S. government advocacy efforts, coordinating U.S. 

government resources and authority to level the playing 

field for U.S. business interests competing for specific 

international civilian and defense contracts. 

There are policies and practical barriers specific to public 

infrastructure projects. Financing, corruption, and local 

content requirements can be problematic. ITA has 

launched a Global Infrastructure Initiative to address 

those barriers and to coordinate interagency information 

resources regarding overseas projects. Through this 

initiative, ITA will better identify major projects worldwide and develop and execute an outreach plan to raise 

awareness of opportunities among U.S. companies.

STRATEGIC OBJECTIVE 1.1 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Number of advocacy wins (ITA)

l Dollar value of U.S. contracts from advocacy wins (ITA)

l Number of foreign trade barriers prevented, reduced, or removed (ITA)

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number of foreign government officials trained on best practices to protect 

and enforce intellectual property (IP) (USPTO)

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 1.2

Increase U.S. exports

(BIS, EDA, ESA, ITA, MBDA, NIST, OS)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 9

TRADE AND INVESTMENT
the United States, and the International Monetary 

Fund forecasts that approximately 80 percent of world 

economic growth over the next five years (2015–2019) 

will take place outside of the United States. 

The Department, through its programs, expertise, and 

global presence, is uniquely positioned to help U.S. 

companies understand the importance of exporting and 

capitalize on opportunities to sell their products and 

services overseas. Department research and analyses 

can identify the best export opportunities for U.S. goods 

and services. With offices located in more than 70 

countries, 48 U.S. states, Puerto Rico, and Washington 

D.C., Department experts help U.S. companies access 

valuable market information, promote their products 

and services in target foreign markets, meet qualified 

international buyers and distributors, and overcome challenges and barriers when doing business overseas. The 

Secretary of Commerce—as chair of the Trade Promotion Coordinating Committee—will lead the national 

export strategy, set priorities, and drive federal efforts 

to increase exports. In her role as Chair of the Tourism 

Policy Council, the Secretary will ensure the implementation of the National Travel and Tourism Strategy to 

support this critical services export sector in reaching 

the goal of welcoming 100 million visitors, projected 

to spend $250 million annually by the end of 2021.

In May 2014, Secretary Pritzker announced that the 

Administration would build on progress made through 

the NEI with a successor initiative, NEI/NEXT. Many 

priorities for this customer service and data-driven 

initiative to broaden and deepen the U.S. export 

base are represented in the following strategies.

KEY STRATEGIES 

Educate U.S. companies and communities on 

benefits and best practices of exporting (ESA, ITA, 

MBDA, NIST). The Department will increase efforts 

to communicate to businesses the benefits and 

importance of exporting and how it supports higher 

incomes for workers. Department bureaus will provide 

information and best practices to mayors, governors, 

economic development organizations and districts, 

and community leaders. The International Trade 

Administration (ITA), working with the Economics and 

Statistics Administration (ESA), the Minority Business 

Development Agency (MBDA), and the National Institute 

of Standards and Technology (NIST) will develop and 

implement a business engagement strategy which will 

focus on conducting outreach and educational events 

around the country, analyzing the impact of exports, and 

disseminating testimonials from successful exporters. 

Customized approaches will be created to engage 

segments of the business community, particularly small 

businesses, including minority-owned businesses, 

immigrant or diaspora-owned businesses, womenowned businesses, startup and scale-up companies, and 

rural businesses. ITA will also ensure U.S. businesses 

know about the advantages gained for U.S. exporters 

under current and future U.S. trade agreements. 

Connect U.S. companies to foreign markets and 

qualified buyers and partners (BIS, ITA, MBDA, NIST, 

OS). ITA will provide tailored export assistance and 

help develop market entry strategies based on foreign 

market intelligence, industry-specific information 

(including for emerging industries), and best market 

prospects. ITA will help U.S. companies find the right 

buyers and business partners through its presence 

in U.S. embassies and consulates around the world 

and relationships with trade show organizers and 

trade multiplier organizations. Department bureaus 

will develop trade events and training on an industryspecific and market-specific basis to help U.S. 

companies become exporters or expand exports. The 

Department will also create opportunities for business 

partnerships through trade missions and trade shows, 

and by researching buyers, agents, and distributors for 

U.S. companies. 

Department bureaus will also help companies make 

informed export decisions by making actionable market 

and industry data and information easier to find and 

use. Helping small and medium-sized businesses 

and communities will continue to be a key focus. 

BusinessUSA will assist entrepreneurs and businesses 

in accessing resources that can help them export. 

Likewise, the Bureau of Industry and Security (BIS) 

will provide exporters and potential exporters with 

information on how to navigate the U.S. export control 

system, including through the development with ITA 

of application programming interfaces (APIs) to better 

disseminate export control information. Department 

bureaus will seek regular feedback from customers, 

industry, and stakeholders to continuously improve their 

export services and programs.

Reduce the transaction costs and complexities of 

exporting (ESA, ITA). One way to make it easier for 

U.S. companies to export is to simplify and modernize 

10 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

TRADE AND INVESTMENT
the way federal agencies collect data from exporters. 

The Department will support the President’s effort to 

develop more efficient trade processing infrastructure, 

including the International Trade Data System which will 

reduce the administrative burden of export data filings. 

The U.S. supply chain (including transportation services, 

logistics, freight forwarding, and port management) 

provides the infrastructure necessary for exporting. 

ITA will pursue opportunities to eliminate supply 

chain inefficiencies internationally through formal and 

informal bilateral and multilateral engagement with key 

trading partners. The Department will partner with the 

Department of Transportation to identify ways to update 

the U.S. supply chain infrastructure. The Department 

will also work across the federal government to 

improve the condition and performance of the national 

freight network by ensuring the needs of exporters 

are reflected in the development of a national freight 

strategic plan.

Utilize partnerships to increase U.S. exports 

worldwide (EDA, ITA, MBDA, NIST). Partnerships 

with state and local export resources, economic 

development organizations, trade associations, and 

corporations enable ITA, MBDA, and the Economic 

Development Administration (EDA) to reach more 

potential exporters and increase international sales. 

Department bureaus will strengthen relationships with 

partners to disseminate coordinated industry-specific 

information on export opportunities, export-related 

services available, and the overall benefits of exporting. 

Processes will be revised to create more coordination 

across federal, state, and local export resources to 

optimize service and increase awareness of export 

opportunities and resources. 

ITA will develop strategic partnerships with service 

providers and trade facilitators across the United 

States to reach a broader network of exporters and 

potential exporters and to help more companies 

increase sales and productivity. These will include 

Market Development Cooperator Program partnerships 

dedicated to creating opportunities for U.S. companies in 

foreign markets. EDA will help regions and communities 

by providing grants to develop and implement placebased strategies that leverage regional assets and build 

capacity to expand exports. Department bureaus will 

partner with communities to disseminate information 

on current U.S. government market-opening efforts to 

ensure they are factored into local and state economic 

development strategies, and will support U.S. regions 

in generating globally-focused development plans. ITA 

will also continue to partner with economic development 

organizations to increase U.S. exports in rural and urban 

communities around the United States.

Overhaul and simplify the Nation’s export control 

system (BIS). The President’s Export Control Reform 

Initiative is fundamentally a national security effort. It 

is designed to achieve greater regulatory efficiency and 

rationality, and focus controls on the most significant 

items and destinations—higher fences around the 

most sensitive items. A key element of the reform 

is moving tens of thousands of items—mostly parts 

and components—from the U.S. Munitions List to the 

more flexible Commerce Control List. The move will 

enable more nuanced distinctions among technologies, 

destinations, and end users than under the State 

Department’s International Traffic in Arms Regulations. 

This will strengthen the U.S. defense industrial base by 

removing disincentives to foreign manufacturers’ use 

of U.S. parts and components. U.S. exporters of such 

items, particularly small and medium-sized firms, will 

be more competitive. 

STRATEGIC OBJECTIVE 1.2 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Percentage of Global Markets clients that achieved their export objectives 

(APG for FY 2014 – 2016) (ITA) 

l Number of clients assisted (ITA)

l Number of export transactions completed under the new authority 

of Commerce export licenses and license exceptions (BIS) 

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number and dollar amount of grants that support place-based export 

strategies (EDA)

l Number of jobs created or retained, and dollars leveraged (contracts 

and financings) through minority business export activity (MBDA)

See Appendix A for additional details on key performance indicators.

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 11

TRADE AND INVESTMENT
For the last 10 years of available data (2003–2013), the 

United States has been the world’s largest recipient of 

foreign direct investment. Every day, foreign companies 

establish new operations in the United States or provide 

additional capital to existing businesses. The United 

States has an attractive investment climate as the world’s 

largest consumer market, with skilled and productive 

workers, a highly innovative culture, a strong and effective 

legal system, a predictable regulatory environment, 

and low cost energy. The Nation’s strong commitment 

to environmental protection adds sustainability to U.S. 

assets. To remain a premier investment destination, 

the United States must continue to build upon these 

strengths, fostering the conditions necessary to attract 

production back to the United States (reshoring) and 

to locate new business facilities within the Nation.

Foreign direct investment contributes significantly to 

U.S. economic growth and prosperity. In 2012, value 

added by majority-owned U.S. affiliates of foreign companies accounted for 6.1 percent of total U.S. private 

output. These firms employed 5.8 million people in the 

United States, or 5.0 percent of private-sector employment. The United States competes with countries 

that have aggressive national programs to encourage 

businesses to move to or expand within their own 

borders. In response to this competition, President 

Obama announced a federal SelectUSA initiative in 2011. 

Led by the Department, SelectUSA involves multiple 

Department bureaus and other federal agencies, and 

works alongside U.S. states and localities to advocate 

aggressively for the Nation as a premier investment 

destination. This coordinated federal effort assures the 

global investment community that America is open for 

business. The Department’s advocacy efforts are backed 

up by capacity building grants that help communities 

create an economic ecosystem in which the private 

sector can leverage regional and community assets 

to promote foreign investment.

KEY STRATEGIES

Lead coordinated investment promotion (ITA). Investment teams will implement country and industry-specific 

strategies in 32 economies with substantial potential 

for investments in the United States. The International 

Trade Administration (ITA) will lead the implementation 

of the strategies and create single points of contact for 

categories of investors. U.S. missions around the world 

and offices in the United States will expand outreach to 

prospective investors, host or participate in in-country or 

regional events to encourage investment, and leverage 

local business connections to promote investment in 

the United States. Research will identify high-potential 

sectors, and industry and investment experts will engage 

potential foreign investors in those sectors. This direct 

engagement will be supported and complemented by 

more robust online marketing and training efforts.

Provide tailored assistance to investors (ESA, ITA). 

The Department will enhance its outreach efforts and 

proactively engage the foreign investment community to identify the information and services needed 

when preparing to invest in the United States. This 

input will be used to develop clear, complete, and 

consistent information for potential foreign investors, 

and to address unnecessary obstacles to investment. 

System improvements will be complemented by an 

ombudsman service; SelectUSA will assist firms or 

economic development organizations on a case-by-case 

basis to address issues or questions involving federal 

regulations, programs, or activities related to existing, 

pending, and potential investments. 

Provide coordinated support to states and localities 

to attract investment (EDA, ITA). The Department will 

amplify its support to regional, state, and local economic 

development organizations to attract investment. ITA 

and the Economic Development Administration (EDA) 

will provide information and technical assistance for 

U.S. regions pursuing investment promotion strategies and provide platforms and opportunities for local 

efforts to connect with potential foreign investors. ITA 

will also provide economic development organizations 

with information on foreign direct investment trends, 

effective global outreach methods, and sector-specific 

marketing strategies. These services will be provided on 

a geographically neutral basis. EDA will help regions and 

communities by providing grants to develop and implement strategies to leverage regional assets and build 

capacity to expand foreign direct investment.

STRATEGIC OBJECTIVE 1.3

Increase high-impact inward foreign direct investment into the United States

(EDA, ESA, ITA)

12 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

TRADE AND INVESTMENT
Advocate globally for the United States as a 

destination for investment (ITA). For the first time, 

the U.S. government will systematically advocate 

investment in the United States to business leaders. 

This tactic is often employed by competitor nations 

looking to attract investment. The Department, 

through SelectUSA, will coordinate actions by top 

federal officials, including the President, to increase 

investment by foreign business in the United States. 

When these businesses “select USA,” new U.S. jobs 

and investment result.

Efforts to enhance U.S. commercial competitiveness and 

maximize potential U.S. exports can be thwarted by unfair 

and injurious practices of foreign firms and governments. 

Only with a level playing field can U.S. companies develop 

the capacity to expand into new markets or maintain 

market share at home and abroad.

As the federal agency charged with administering the U.S. 

antidumping and countervailing duty laws and monitoring 

and seeking foreign government compliance with trade 

agreements, the International Trade Administration (ITA) 

helps domestic manufacturers compete against unfairly 

traded imports into the United States and works to ensure 

open markets for U.S. exports and investment abroad. 

ITA endeavors to “make the system work” for U.S. industry. Through its full range of legal, analytical, investigatory, 

trade policy, and commercial expertise, ITA provides a 

comprehensive range of services to confront, forestall, 

and resolve foreign unfair trade practices that harm U.S. 

business at home or abroad.

STRATEGIC OBJECTIVE 1.3 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Number of investment clients assisted by the Department (ITA)

l Recipient estimated number of jobs and dollar amount of private investment 

generated as a result of grants that support inward investment (EDA)

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number of ombudsman cases facilitated by the Department (ITA)

See Appendix A for additional details on key performance indicators.

KEY STRATEGIES

Enforce U.S. antidumping and countervailing duty 

trade remedy laws (ITA). The Department will defend 

U.S. industries and workers against injurious and unfair 

trade practices of foreign competitors by administering 

the antidumping and countervailing duty laws of 

the United States. ITA will enforce these laws by 

conducting investigations and reviews based on U.S. 

industry petitions that allege imports are being dumped 

or unfairly subsidized, and are causing or threatening 

material injury to the competing U.S. industry. ITA’s 

petition counseling helps U.S. workers and firms who 

believe they may be injured by such practices to ensure 

that these parties understand what the trade remedy 

laws address, their rights under these laws, and the 

laws’ requirements for initiating an investigation by ITA. 

When imports are found to be dumped or subsidized 

and a cause of injury to U.S. industry, ITA instructs 

U.S. Customs and Border Protection (CBP) to collect 

duties on the imports in question to offset the impact 

of unfair trade. Furthermore, ITA will vigorously defend 

the results of U.S. antidumping and countervailing 

duty determinations before domestic courts and 

international tribunals. 

STRATEGIC OBJECTIVE 1.4

Strengthen fair competition in international trade for U.S. firms and workers

(ITA)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 13

TRADE AND INVESTMENT
Enhance partnership with other U.S. enforcement 

agencies and private sector stakeholders to identify and 

thwart evasion of border measures (ITA). In recent years, 

unscrupulous foreign exporters and their importers in the 

United States have stepped up illegal efforts to evade 

antidumping and countervailing duty orders. To ensure 

proper enforcement of these orders, ITA will continue to 

work collaboratively with U.S. Department of Homeland 

Security enforcement agencies, including CBP, Immigration 

and Customs Enforcement (ICE), and Homeland Security 

Investigations (HSI), and with affected domestic industries. 

ITA and CBP will use import certifications to better identify 

and subsequently thwart efforts by foreign exporters 

to illegally evade the collection of duties. Through 

partnerships with affected domestic industries, ITA will 

gather information and assess efforts by importers and 

foreign exporters to circumvent the imposition of border 

measures. ITA will share all such information with CBP, 

ICE, and HSI so that these agencies may take appropriate 

enforcement action. 

Monitor and ensure compliance with trade 

agreements (ITA). The United States has more than 

250 trade agreements in force that open up foreign 

markets to exports of U.S. goods and services. ITA 

will work with other compliance agencies and the 

Interagency Trade Enforcement Center to ensure that 

U.S. companies, investors, and workers benefit from 

the new market access these agreements should 

create. As U.S. companies encounter problems 

in overseas markets, the Department will invoke 

commitments under trade agreements and closely 

monitor activity to ensure foreign government 

compliance. Strengthened focus of ITA resources on 

compliance, coupled with more rigorous engagement 

of foreign governments that are not honoring their 

obligations, will yield significant market access benefits 

for U.S. exporters. Monitoring compliance will also 

create better visibility for specific problems and will 

inform government trade policy-making.

STRATEGIC OBJECTIVE 1.4 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Percent of antidumping and countervailing duty determinations issued 

within statutory and/or regulatory deadlines (ITA)

l Number of antidumping and countervailing duty petition counseling 

sessions (ITA)

l Number of trade agreement compliance cases resolved successfully (ITA)

See Appendix A for additional details on key performance indicators.

14 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

TRADE AND INVESTMENT
Innovation is the invention, improvement, and 

commercialization of new products, processes, 

and services. Innovation is the primary driver 

of U.S. competitiveness, wage and job growth, 

and long-term economic growth. Up to half of 

all economic growth in the United States can be 

attributed to advances in science, technology, 

and business processes.

Innovation starts with the birth of new ideas 

that are nurtured through applied research and 

development (R&D) and then brought to scale 

through manufacturing, which in turn generates 

new products and services. The experience 

and knowledge gained through manufacturing 

lead to new ideas that start the cycle again. 

The Department has central responsibility for 

supporting and expanding each part of this 

cycle and has the relationships with businesses 

necessary to identify workforce skills needed 

in growing industries.

Innovative manufacturing can be an engine of 

sustained growth and competitiveness. The 

Department will increase regional and national 

capacity for innovative manufacturing through 

partnerships with state and local governments, 

academic institutions, and the private sector. 

The Department will continue to be the principal 

champion and defender of the digital economy—

the greatest driver of innovation and economic 

growth in the 21st century. The Department is 

home to the only federal R&D agency specifically 

targeted at promoting innovation through the 

development of advanced measurements 

and technologies, the National Institute of 

Standards and Technology (NIST). Additionally, 

the Department’s convening power, know-how 

in planning regional economic development, and 

expertise in statistical and economic analysis 

will help industry solve critical problems—such 

as the shortage of high-demand skills and 

challenges to sustainability—that could threaten 

U.S. industry’s competitiveness. Finally, the 

Department will continue to promote intellectual 

property (IP) policy that supports innovation.

 INNOVATION

Strategic Goal 2: Foster a more innovative U.S. 

economy—one that is better at inventing, improving, 

and commercializing products and technologies

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 15
The U.S. manufacturing sector continues to be a 

mainstay of U.S. economic productivity, generating 

$2 trillion in gross domestic product (GDP) in 2012, 

which equates to 12.5 percent of total U.S. GDP. 

Moreover, manufacturing has a larger multiplier effect 

than any other major economic activity—$1 spent in 

manufacturing generates $1.35 in additional economic 

activity. Despite the U.S. manufacturing sector’s 

apparent productivity, missed opportunities remain 

where the full economic and commercial value from 

investments in research are not realized.

The United States excels at basic science and invention, 

but the commercial and economic rewards that emerge 

from these accomplishments are primarily realized only 

after discovery—especially at the points of manufacturing 

scale-up and commercialization. This is particularly true 

for complex, cost-efficient, high-value-added products 

whose commercialization requires development and 

mastery of equally complex manufacturing processes. 

For innovative products to enter and compete 

successfully in the marketplace, a robust scientific and 

technological infrastructure is required. Fundamental 

research at the forefront of science provides the seeds 

for the development of new products and services. 

As overall U.S. research and development (R&D) efforts 

have begun to lag those of other nations, the composition of industrial R&D has shifted toward short-term 

research. These trends leave industry’s long-term 

needs unmet and ultimately undermine the Nation’s 

competitiveness.

The Department is ideally positioned to address 

these challenges through its unique convening power. 

It will bring together public-private partnerships that 

can produce cutting edge research and catalyze 

manufacturing breakthroughs for national priorities. 

These partnerships with businesses will accelerate 

technology development and commercialization, 

and strengthen the Nation’s position in the global 

competition for new products, new markets, and new 

jobs. In addition, the National Institute of Standards 

and Technology (NIST) is the only research laboratory in 

the U.S. government specifically focused on enhancing 

industrial competitiveness, including a robust research 

portfolio concentrated on the technical challenges of 

advanced manufacturing.

KEY STRATEGIES

Catalyze manufacturing breakthroughs for national 

priorities (NIST). The challenges of globalization 

and technological change require a concerted effort 

across the Administration and with the private sector 

and academia to support an innovative, vibrant 

manufacturing sector. NIST has a multifaceted approach 

to collaborating with industry to develop and deploy 

new technologies to rejuvenate the U.S. manufacturing 

sector. The National Network for Manufacturing 

Innovation (NNMI), a proposed national network of 

up to 45 self-sustaining institutes, will bring together 

companies, universities and community colleges, and 

government to develop world-leading technologies and 

capabilities that U.S.-based manufacturers can apply in 

production. As self-sustaining hubs, these institutes 

will create, showcase, and deploy new capabilities, 

new products, and new processes that can improve 

commercial production. 

NIST, through its national network of 60 Hollings Manufacturing Extension Partnership (MEP) centers, will play 

a central role in accelerating the transfer of manufacturing technology to small and mid-sized firms, working 

in close collaboration with regional partners. NIST’s 

re-competition of the MEP system will provide centers 

with enhanced flexibility and increased resources, 

enabling them to more fully support regional initiatives; 

coordinate responses to federal multi-agency solicitations; and serve very small, rural, and start-up firms. 

Finally, rejuvenating U.S. manufacturing will require 

the development of measurements that support new, 

advanced manufacturing techniques. NIST will enhance 

partnerships with the U.S. manufacturing sector to 

develop and share test methods, measurement tools, 

and expertise. 

Advance innovation-enabling fundamental 

measurement science research priorities (NIST). 

Technological innovation is accelerating at a pace 

STRATEGIC OBJECTIVE 2.1

Accelerate advanced manufacturing

(EDA, NIST)

16 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

INNOVATION
unprecedented in human history. Precise measurements 

and robust standards are critical to an innovative hightechnology economy. The continued competitiveness 

of U.S. industries will require breakthroughs in 

measurement science in all disciplines. They provide 

the foundations for interoperability between products 

and systems, enabling global trade. In close cooperation 

with industry, academia, and other federal agencies, 

NIST will advance measurement science, develop 

standard protocols and test methods, and evaluate 

and generate data supporting innovative areas of the 

economy. Further, NIST will partner with leaders in 

academia and industry to augment internal research 

programs and develop access to leading talent, ensuring 

that the Department can meet future innovation-enabling 

measurement science needs in areas such as quantum 

science, bioscience, and complex systems.

Strengthen community, regional, and small and 

mid-sized firm advanced manufacturing capacity 

(EDA, NIST). Small and mid-sized manufacturers 

are central to regional economic growth and innovation, but they can face unique challenges in deploying 

advanced manufacturing technologies. Through the 

national network of MEP centers, NIST will expand its 

efforts to strengthen the competitive position of small 

and mid-sized manufacturers through programs such as 

supplier scouting and Manufacturing Technology Acceleration Centers. Further, the Economic Development Administration (EDA) will strengthen community and regional 

capacity for advanced manufacturing, developing and 

enhancing economic ecosystems. EDA will continue to 

lead the Investing in Manufacturing Communities Partnership, which streamlines community access to the funding 

and technical resources of multiple federal agencies.

STRATEGIC OBJECTIVE 2.1 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Dollar amount of co-investment by non-federal sources in NNMI institutes 

(NIST)

l Number of businesses using NIST research facilities (NIST)

l Number of firms receiving in-depth technical assistance from MEP centers 

(NIST)

l Percentage of MEP clients receiving in-depth technical assistance that 

increase their competitiveness (NIST)

l Relative citation impact of NIST-authored publications (NIST)

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number of Full-Time Equivalents (FTEs) supporting Advanced Manufacturing 

Technology (AMTech) consortia (NIST)

See Appendix A for additional details on key performance indicators.

This extraordinary platform for innovation, growth, and 

social progress is constantly evolving. The digital economy 

relies on sufficient infrastructure to support it, governance 

frameworks to guide and propel it, and a strong policy 

environment to nurture it. As the digital economy grows in 

size, scope, and importance, the Department is committed 

to fostering a policy environment that (1) supports 

STRATEGIC OBJECTIVE 2.2

Strengthen the Nation’s digital economy

(ITA, NIST, NTIA, USPTO)

The digital economy is the great engine of innovation 

and economic growth of the 21st century, and the 

Department is its principal defender and champion in the 

federal government. The Internet engine that powers 

this vast marketplace of electronic goods and services 

was developed within the federal government, but it has 

flourished in the private sector—where it should remain.

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 17

INNOVATION
investment and innovation in the digital economy, 

(2) sustains the Nation’s global leadership on Internet 

and technology issues, (3) preserves the fundamentally 

open nature of the Internet, and (4) secures the Nation’s 

digital infrastructure and assets from cybersecurity threats. 

The Department has the essential responsibility 

to champion the digital economy. The National 

Telecommunications and Information Administration 

(NTIA) advises the President on communications issues 

and manages national spectrum resources needed 

for expanded high-speed broadband service. The U.S. 

Patent and Trademark Office (USPTO) develops U.S. 

policy on online intellectual property (IP) protection and 

enforcement. The National Institute of Standards and 

Technology (NIST) and NTIA, through their laboratories 

and the joint Center for Advanced Communications, 

develop technology solutions and support standards that 

strengthen cybersecurity and enable the deployment of 

new technologies. The International Trade Administration 

(ITA) engages with international counterparts on key 

technology issues affecting the digital economy, such as 

privacy. NTIA represents the United States on Internet 

governance issues before international multi-stakeholder 

bodies. The Department also houses the First Responder 

Network Authority (FirstNet), which is responsible for 

building a nationwide wireless broadband network for 

public safety use.

KEY STRATEGIES 

Increase broadband infrastructure and capacity (NIST, 

NTIA). Broadband capabilities and their effective use 

in attracting commerce can have a tremendous impact 

on local economies. The Department will use its 

expertise in funding broadband projects and in providing 

technical assistance to help communities increase 

their broadband access and adoption to attract jobs and 

investments. NTIA will identify additional spectrum 

to meet growing consumer demand for wireless 

broadband. The research and engineering expertise of 

the NIST/NTIA Center for Advanced Communications 

will foster new communications technologies that will 

drive economic growth and development. And through 

FirstNet, the Department will build and operate a 

nationwide public safety broadband network.

Foster and promote capabilities, tools, and 

governance frameworks that advance the deployment 

of digital technologies (ITA, NIST, NTIA, USPTO). 

Digital technologies present unprecedented challenges 

and opportunities for U.S. industries. The national and 

economic security of the United States depends on the 

reliability of critical infrastructure, including the electric 

grid, financial sector, and communications system. NIST 

led the development of a Cybersecurity Framework that 

will help critical infrastructure owners and operators 

to identify, assess, and manage cyber risk. NIST will 

also work to enhance trust and privacy in the online 

environment by creating a robust identity ecosystem 

where individuals and organizations can choose from 

multiple easy-to-use, interoperable identity management 

solutions that facilitate secure access to online services. 

NTIA and USPTO are convening stakeholders to 

develop codes of conduct to facilitate the continued 

development of the online marketplace. This will ensure 

that copyright policy adapts well to digital technologies 

and that new technologies are deployed with consumer 

privacy protections that foster trust and maximize their 

adoption. 

Craft policies that promote the Internet as an engine 

of growth (ITA, NTIA, USPTO). The Internet’s potential 

to drive innovation and economic growth relies on the 

free flow of information and the Internet’s inherent 

flexibility. At the same time, care must be taken that the 

incentives for authors and copyright owners to create 

and disseminate creative works remain effective. The 

Department will advocate for domestic and international 

policies that allow the digital economy to flourish and 

encourage innovation in the online environment, advance 

the goal of ensuring a balanced and effective copyright 

system, and promote the continued development of an 

efficient online marketplace for creative works. NTIA 

will work to preserve multi-stakeholder governance 

of critical Internet resources. USPTO and NTIA will 

continue to work with stakeholders—including creators, 

rights holders, service providers, and consumers—to 

develop a public record and make recommendations 

on critical digital copyright issues. Additionally, ITA and 

NTIA are promoting global interoperability of privacy 

regimes and the free flow of information online. 

18 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

INNOVATION
STRATEGIC OBJECTIVE 2.2 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l APG for FY 2014 – 2015, consisting of:

• Miles of broadband infrastructure (NTIA) 

• Number of community anchor institutions connected (NTIA) 

• Number of new household and business subscribers to broadband (NTIA) 

l Spectrum identified for commercial broadband use (NIST, NTIA)

l Number of critical infrastructure sectors with work products integrating 

the Cybersecurity Framework (NIST)

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number of government and private test-bed facilities partnering with 

the Center for Advanced Communications (NIST, NTIA)

See Appendix A for additional details on key performance indicators. 

for infrastructure, planning, and technical assistance to 

strengthen the capacity for innovation in manufacturing. 

Technical assistance funding focuses on enhancing industry-required skills and identifying international supplier 

opportunities for small businesses.

The Department is dedicated to helping regional economies thrive. It provides grants to state and local 

governments and non-profits in communities and regions 

suffering from economic distress. Technical and business assistance is also provided to smaller manufacturers through partnerships between federal and state 

governments and non-profit organizations. Some grants 

and services are specifically targeted to increasing the 

competitiveness of minority businesses.

A skilled and adaptable workforce is critical to U.S. global 

competitiveness and sustainable economic growth. 

A job-driven, comprehensive approach to skills development is essential to helping businesses across all 

sectors better access skilled workers to grow, innovate, 

and be more productive. A skills strategy focused on 

industry-driven solutions helps address the difficulties 

many industries, particularly manufacturing, have in filling 

jobs requiring specific technical skills—even with many 

Americans still looking for work. The Department will 

work across the federal government and with private 

industry and academia to help develop a strong pipeline 

of workers. 

STRATEGIC OBJECTIVE 2.3

Catalyze innovation ecosystems

(EDA, ESA, ITA, MBDA, NIST, OS, USPTO)

The Department plays a central role in providing the 

foundation critical to the growth of high-value, innovative 

economic sectors. The National Institute of Standards 

and Technology’s (NIST) measurement science expertise creates the infrastructure necessary to measure 

the performance and quality of products and services. 

U.S. Patent and Trademark Office (USPTO) programs 

enable innovators to accelerate the movement of new 

products and technologies to the marketplace. The 

Economic Development Administration (EDA) and the 

Minority Business Development Agency (MBDA) provide 

capacity-building grants to help foster an economic 

ecosystem in which the private sector can more effectively use regional and community assets to engage in 

innovation-based activities. Through this multi-pronged 

approach, the Department increases the capacity of U.S. 

regional economies to produce value-added goods and 

services, enhancing their competitiveness in the modern 

global economy.

U.S. communities must prepare themselves to compete 

in the new economy. However, communities with significant economic challenges may not have the knowledge 

or networks needed to leverage their assets and identify 

opportunities. To understand the needs of producers and 

attract and expand investment, they need partners and 

expert guidance. The Department assists with strategic, 

place-based investments that help create a productive 

industrial ecosystem. This support includes resources 

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 19

INNOVATION
Strong, responsive, and balanced intellectual property (IP) 

protection establishes an attractive environment for innovation and investment. Policies that accelerate the rate 

of transfer of technologies from lab to market bolster the 

return on government investment in research and development (R&D). Industry consensus on ways to measure 

the performance and quality of new products against 

more established technologies provide the foundations 

of product interoperability and allow them to compete in 

the international marketplace. The Department will invest 

in mechanisms for knowledge transfer that are critical 

to growing new companies and facilitating innovation. 

In this way, the Department will promote regional and 

community capacity to generate and take advantage of 

new ideas about products and processes.

KEY STRATEGIES 

Support the emergence of regional innovation 

ecosystems (EDA, ESA, ITA, MBDA, NIST, USPTO). 

Regional ecosystems are necessary for an innovative 

economy—the proximity of research and industry 

knowledge, capacity, and pools of skilled workers in 

regional economies accelerate innovation in unparalleled 

ways. The Department, through the Innovation 

Ecosystem Leadership Team and coordinated bureau 

programs, will expand, align, and focus these services 

to better support and expand regional innovation 

ecosystems. In addition, the Department will leverage 

its programs to provide economic development planning, 

technical assistance, infrastructure construction, access 

to capital, and contracts to help communities, regions, 

and businesses (including minority businesses) build the 

capacity to support innovation. 

Accelerate industry-led skills development (EDA, ESA, 

NIST, OS). The Department is an honest broker for 

business and possesses the convening power, regional 

economic development expertise, and supply-chain 

analytical capability needed to highlight and address the 

workforce demands of growing industries. In addition 

to supporting a Presidential effort to align federal agency 

initiatives to industry workforce needs, the Department’s 

programs will work across the government and with the 

private sector and academia to support the development 

of a strong pipeline of workers with in-demand skills. 

Specifically, through EDA’s grants programs and NIST’s 

Hollings Manufacturing Extension Partnership (MEP) 

network of centers, the Department will apply job-driven 

training principles to support employer engagement in 

the development of a U.S. workforce with in-demand 

skills. The Department will directly engage business 

and the economic development community to identify 

and articulate workforce skills needed, scale talent 

development models that work, and help create a 

pipeline of well-trained 21st century workers. Moreover, 

by partnering and sharing information with the 

Department of Labor and the Department of Education 

on policy and grant opportunities, the Department will 

enable a comprehensive approach to skills training that 

results in rewarding careers. Finally, the Department 

will develop partnerships within government and with 

the private sector to release federal data on workforce 

dynamics, enabling communities and regions to build the 

capacity to train professionals for high-demand fields. 

Provide the tools necessary to support high-growth 

entrepreneurship (EDA, MBDA, NIST, USPTO). U.S. 

investments in R&D have led to a wide range of lifechanging consumer technologies and the creation 

of new businesses. The federal R&D enterprise, 

with a strong emphasis on commercialization and 

entrepreneurship, must continue to champion 

fundamental research and diffuse this knowledge 

through technology commercialization programs, 

open data, and university-industry partnerships. The 

Department also supports entrepreneurs by investing 

in projects that support new business formation 

and growth (including minority businesses) through 

community, regional and business capacity building, 

helping startups to think and go global, and inspiring the 

next generation of businesses through engagements 

with the United States’ most successful entrepreneurs.

Maintaining a strong and balanced IP system is at the 

core of U.S. innovation. USPTO will work to both protect 

IP through strong patents and trademarks and allow the 

free flow of knowledge to encourage follow-on innovation. 

Throughout this Administration, USPTO has made 

historic strides in reducing the backlog of applications 

and streamlining the patent application process. In light 

of these advances, USPTO is redoubling its efforts in 

providing the highest quality of patent examination to 

ensure that it is issuing valid patents of clear scope, and 

is supporting legislation and other reforms to the patent 

system to further protect Main Street businesses and 

startups from abusive patent litigation. Furthermore, in 

order to provide a more hospitable environment for U.S. 

exporters and to facilitate international trade, USPTO 

will continue to coordinate with its foreign counterparts 

in pursuit of meaningful, effective, and balanced IP 

protection and enforcement worldwide.

20 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

INNOVATION
STRATEGIC OBJECTIVE 2.3 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Number and dollar amount of grants that support innovation-based 

capacity-building activities (EDA)

l APG for FY 2014 – 2015, consisting of:

• First action patent pendency (USPTO) 

• Total patent pendency (USPTO) 

• Patent backlog (USPTO) 

• Patent quality composite score (USPTO) 

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number of jobs created or retained for minority businesses (not including 

those jobs associated with exports) (MBDA)

l Dollars leveraged (contracts and financings) for minority businesses (not 

including those dollars associated with exports) (MBDA)

l Recipient-estimated number of jobs and dollar amount of private investment 

generated as a result of infrastructure for industry-driven skills training (EDA)

l Number of MEP centers partnering with skills training providers (e.g., 

community colleges) to link manufacturing firms with skills training 

resources (NIST)

l Percentage of prioritized countries for which country teams have made 

progress (USPTO)

See Appendix A for additional details on key performance indicators. 

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 21

INNOVATION
The Department has a longstanding role 

in the protection of life and property from 

environmental hazards and in the stewardship 

of natural resources. This traditional role is 

now augmented by a robust agenda focused 

on providing communities and businesses with 

the information, products, and services they 

need to prepare for and prosper in a changing 

environment.

As social and economic systems evolve and 

grow more complex, it becomes more critical 

to have timely, actionable environmental 

intelligence. That intelligence can preserve 

and improve human and environmental health, 

help develop and maintain a viable national 

infrastructure, and promote growth while 

sustaining a healthy environment. Recent 

events, such as the Deepwater Horizon oil 

spill in 2010, the historic tornado outbreaks 

of 2011, and Superstorm Sandy in 2012, 

demonstrate the need for better environmental 

intelligence. Improved intelligence will provide 

communities and businesses with tools and 

information to address similar challenges. 

The strategies that have been developed 

to support this goal area will positively 

impact the lives of all Americans, from 

coast-to-coast and everywhere in 

between, every day.

ENVIRONMENT

Strategic Goal 3: Help communities and businesses 

prepare for and prosper in a changing environment

22 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 
Comprehensive, integrated observations and an improved 

understanding of the Earth system are needed to meet 

the needs of communities and businesses in a changing 

environment. To make this knowledge useful to society, 

it must be employed in models and applications used in 

planning and decision-making.

The Department has diverse world-leading research, 

development, and observation capabilities required for 

state-of-the-art models and applications. The National 

Oceanic and Atmospheric Administration’s (NOAA) fiveyear research and development (R&D) plan will advance 

innovative research that pushes the boundaries of scientific 

understanding. It will integrate information across scientific 

disciplines, and transition new information and technology 

into improved products and services. NOAA will modernize 

observation systems of satellites and ships while maintaining core observation system infrastructure. The National 

Institute of Standards and Technology (NIST) is developing 

reliable, internationally-accepted measurement standards 

and methodologies that are the basis for future-generation 

measurement and monitoring capabilities. Underpinning 

this world class capability, NOAA and NIST will invest in 

STEM (science, technology, engineering, and math) education that will build the Department’s future workforce.

KEY STRATEGIES 

Deploy the next generation of satellites and observation and data gathering systems (NOAA). Accurate and 

reliable data from sustained and integrated observation 

systems is essential. To maintain and improve this capability, NOAA will launch and operate the next generation of 

geostationary and polar-orbiting satellites and will sustain a 

modern survey vessel fleet. These capabilities will support 

NOAA’s observation and prediction needs and integrated 

federal observing requirements.

Advance holistic, integrative ecosystem research 

(NOAA). An integrated approach to R&D will improve 

the understanding of interrelated changes in ecosystems’ 

biological, chemical, physical, and social processes and 

dynamics. With this focus, NOAA will further the evaluation of management strategies and tradeoffs and make 

informed decisions about resource management and the 

changing environment. 

Develop the next-generation environmental modeling 

system and transition models (NOAA). Often what 

limits the ability to make predictions is the complex and 

dynamic interconnectedness of large-scale physical and 

ecological systems. In other cases, what is technically 

possible is limited by budget constraints. NOAA will 

address these challenges and improve its predictive 

capability through sustained improvements in highperformance computing systems. NOAA will develop a 

suite of state-of-the-art models, and transition them to 

application settings. These models will integrate physical 

and biological observations. They will provide Earthsystem predictions at varying geographic scales across 

time from minutes to decades to meet the needs of 

specific users.

Improve the understanding of greenhouse gas 

processes (NIST, NOAA). As the effects of increased 

greenhouse gas become more apparent, there is a growing need for a better understanding of the processes that 

cause the increase. NOAA and NIST will work cooperatively to link measurements and standards supporting 

the atmospheric and emissions monitoring communities. 

The efforts of both bureaus will advance measurement 

capabilities of the monitoring networks. This work will 

improve measurements of greenhouse gas emissions 

globally and in metropolitan areas and cities.

STRATEGIC OBJECTIVE 3.1 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Key milestones completed on time for satellites and ships (NOAA)

l Annual number of peer-reviewed publications related to environmental 

understanding and prediction (NIST, NOAA)

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number of comparative greenhouse gas emissions studies completed (NIST, NOAA)

l Percentage of data processed and delivered to the user community (relative to all 

data transmitted to NOAA from NOAA-managed satellites) (NOAA)

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 3.1

Advance the understanding and prediction of changes in the environment 

(NIST, NOAA)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 23

ENVIRONMENT
Weather affects almost every endeavor in the Nation. 

Major industries and small businesses depend on 

weather, water, and climate information to make 

informed decisions and plan for the future. Extreme 

events are occurring more frequently and can cost lives 

and billions of dollars in damage. The steep increase 

in damaging weather-related events and their societal 

impacts make weather, water, and climate information 

very important. Urbanization, migration to coastal 

communities, and a growing population also increase 

risks for people and businesses.

A Weather-Ready Nation is prepared for extreme 

weather and water events. The Department will continue 

its critical role in protecting lives and property by 

providing valuable weather, water, and climate products 

and services. This role will be expanded through 

collaboration and initiatives that go beyond traditional 

forecasting activities. By refining its understanding 

of how information is shared and ultimately used, the 

Department will help communities and businesses 

be ready, responsive, and resilient.

KEY STRATEGIES 

Evolve NOAA’s National Weather Service (NOAA). 

The National Oceanic and Atmospheric Administration’s 

(NOAA) National Weather Service has collaborated with 

stakeholders to become more responsive, engaged, 

and transparent. The resulting Weather-Ready Nation 

Roadmap 2.0 describes a more agile approach to the 

work of the Weather Service. As the roadmap’s new 

approaches are implemented, the National Weather 

Service will be more effective in supporting emergency 

managers, first responders, government officials, 

businesses, and the public.

Improve the accuracy and usefulness of forecasts 

(NOAA). A Weather-Ready Nation needs state-of-theart forecasting. Using high-performance computing, 

NOAA will improve weather forecasts and increase the 

lead time for warnings of extreme events. NOAA will 

also use social science research to more effectively 

communicate forecast information and better assist 

users in decision-making.

Enhance decision support services for emergency 

managers (ESA, NOAA). Understanding and responding to the needs of emergency managers before a 

weather event occurs is vital. NOAA will partner more 

effectively with government agencies at all levels to 

better understand their needs. New insights will help 

integrate weather-related services into the National 

Response Framework, which covers the capabilities 

necessary to save lives, protect property and the environment, and meet basic human needs after an incident 

has occurred. NOAA will deploy new forecasting and 

decision support tools and train users to assess and 

communicate weather risks to the emergency management community. Socio-economic data available on 

websites such as OnTheMap for Emergency Management will enhance decision support in emergencies. 

STRATEGIC OBJECTIVE 3.2 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Number of days of forecast accuracy and warning lead time 

(APG for FY 2014 – 2015) (NOAA) 

l American Customer Satisfaction Index for NOAA’s National Weather Service 

(NOAA)

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number of trainings available and enhancements to the Census Bureau’s 

OnTheMap for Emergency Management website (Census)

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 3.2

Build a Weather-Ready Nation

(ESA, NOAA)

24 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

ENVIRONMENT
Many U.S. communities need help in preventing, withstanding, and recovering from disruptions caused by 

environmental changes, natural disasters, or economic 

dislocations. The Department will continue to provide 

support needed to reinvigorate resilient communities and 

ecosystems, based on actionable information that helps 

manage risk and develop and evaluate options. 

The Department will continue to strengthen communitybased resilience efforts not only for specific extreme 

weather events but for the overall impact of climate 

change. To that end, the National Oceanic and Atmospheric Administration (NOAA) will build on a strong scientific foundation and continue decades of engagement with 

interagency, academic, and private-sector partners.

KEY STRATEGIES 

Build partnerships to produce and deliver climate, 

extreme event, and environmental information and 

services (NOAA). To improve community resilience, 

NOAA will support decisionmakers by building government, academic, and private partnerships. Their input 

and collaboration will be used to develop regional and 

local climate information and provide open-access data 

for catastrophe risk modeling. It will also produce 

new and improved information systems and visualization tools, refinement of the Climate.gov website, and 

communicate uncertainties underlying vulnerability 

assessments and preparedness solutions.

Enhance coastal intelligence (ESA, NOAA). Coastal 

intelligence includes nautical charts, environmental 

monitoring and assessment, and socioeconomic 

data and tools. NOAA, the Economics and Statistics 

Administration’s (ESA) Census Bureau, and partners 

will increase the integration of science and services to 

provide targeted, actionable information that strengthens resilience. More sophisticated ocean and coastal 

intelligence will improve the ability of public and private 

decisionmakers to make informed choices.

Lead the development of a Disaster Resilience Framework (NIST). To protect critical infrastructure and public 

resources, the National Institute of Standards and Technology (NIST) will lead the development of a Disaster 

Resilience Framework. The framework will apply to many 

types of hazards such as tornadoes in the Midwest and 

earthquakes on the West Coast. A Disaster Resilience 

Standards Panel convened by NIST will further refine the 

framework and develop resilience guidelines to put the 

framework into action. This national effort will require 

significant engagement with stakeholders and federal 

agencies, including NOAA, the U.S. Department of 

Homeland Security, the Federal Emergency Management 

Agency, the U.S. Geological Survey, the Department of 

Transportation, the Department of Housing and Urban 

Development, and the National Science Foundation.

Help communities and regions leverage assets to 

build capacity for resilience (EDA, NOAA). The 

Department will provide tools, training, assistance, and 

grants to communities and regions for actions needed 

to adapt to environmental change. The development 

and implementation of resiliency strategies will help 

them better understand and employ their regional 

assets for economic resiliency.

STRATEGIC OBJECTIVE 3.3 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Percentage of U.S. coastal states and territories demonstrating annual 

improvements in resilience capacity to weather and climate hazards (NOAA)

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number and dollar amount of grants that support resiliency in communities 

and regions (EDA)

l Number of communities that utilize Digital Coast (NOAA)

l Cumulative number of coastal, marine, and Great Lakes issue-based 

forecasting capabilities developed and used for management (NOAA)

l Percentage of key milestones met for Disaster Resilience Standards Panel (NIST)

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 3.3

Strengthen the resiliency of communities and regions

(EDA, ESA, NIST, NOAA)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 25

ENVIRONMENT
The ocean economy contributes more than $250 billion 

annually to the U.S. economy. It supports approximately 

44 million jobs in coastal counties, and enhances diverse 

ocean-based communities. Many benefits that ocean 

ecosystems provide are jeopardized by global demands for 

seafood, energy, development, tourism, and recreational 

use. Threats from climate change such as ocean acidification and coastal wetland loss are even more ominous. 

These threats impact human health and the domestic 

food supply. They place greater stress on overexploited 

fish stocks, iconic marine species, and their habitats. 

They reduce ecosystem sustainability, biodiversity, 

and resilience.

Effective policy and management of human activities, 

based on strong science, partnerships, and technology, 

are essential to sustain healthy ocean resources. The 

Department has strong legislative mandates and an 

important stewardship role in sustaining marine fisheries. 

KEY STRATEGIES 

Strengthen capabilities to assess and monitor fish and 

protected resources (NOAA). Ensuring sustainable 

populations of living marine resources is a key Departmental mandate. The National Oceanic and Atmospheric 

Administration (NOAA) will increase the precision of stock 

assessments, performing more robust monitoring. NOAA 

will use ecosystem management to ensure sustainable 

living marine resources. Integrated biological, physical, and chemical data and ecosystem modeling will be 

incorporated into fish stock and protected species assessments. More advanced technologies for monitoring living 

marine resources and ecosystems will be developed.

Improve recovery of listed species through innovative 

partnerships (NOAA). International, federal, state, local, 

tribal, and nongovernmental organizations all play an 

important role in conservation. NOAA will strengthen 

partnerships with these stakeholders to ensure greater 

collaboration on the recovery and conservation of 

protected marine species and coastal ecosystems. 

Greater collaboration will improve the quality and 

execution of conservation plans.

Enhance place-based conservation (NOAA). Through 

its coastal management and place-based conservation 

programs, NOAA will expand protections at current 

sites and add protections at new sites. This approach 

preserves the economic and environmental benefits 

of these special places. NOAA initiatives such as the 

Habitat Blueprint framework will employ partnerships 

to improve habitat conditions for fisheries, and coastal 

and marine life.

STRATEGIC OBJECTIVE 3.4 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Number of domestic stocks, as of June 30, 2013, listed as subject to 

overfishing for which the annual catch does not exceed the overfishing limit 

(APG for FY 2014 – 2015) (NOAA) 

l Number of protected species designated as threatened, endangered, 

or depleted with stable or increasing population levels (NOAA)

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Fish Stock Sustainability Index (FSSI) (NOAA)

l Number and percentage of recovery actions ongoing or completed (NOAA)

l Habitat acres conserved (NOAA)

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 3.4

Foster healthy and sustainable marine resources, habitats, and ecosystems

(NOAA)

26 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

ENVIRONMENT
prioritize efforts. Additionally, ITA will underscore the 

value of innovative clean energy technology, helping 

to link buyers and sellers.

Develop standards and tools to assess green 

building technologies (NIST). The National Institute 

of Standards and Technology (NIST) will develop 

measurement science that enables the design of 

buildings that produce as much energy as they consume 

and are made of more durable materials. NIST’s 

expertise in energy, service life prediction, life-cycle 

assessment, and indoor air quality will deliver test 

methods and performance metrics that capture the 

value of green building technologies. This work requires 

partnerships with the Department of Energy, industry, 

and standards development organizations.

Engage targeted business sectors to integrate natural 

capital values into their business models (ESA, 

NOAA). By considering the benefits from nature and a 

healthy environmental in their planning and investments, 

U.S. businesses can reduce risks and costs while 

enhancing their image and revenue. The Economics and 

Statistics Administration (ESA) and the National Oceanic 

and Atmospheric Administration (NOAA) will identify 

business sectors that could benefit most from integrating the benefits of natural capital into their operations 

and decision-making. These two bureaus will work with 

industry to acquire the information and tools needed to 

better account for the value of nature.

To survive and flourish in the 21st century, businesses 

must balance environmental, social, and economic 

considerations. However, environmental responsibility 

can also be good business. When businesses adopt 

processes and solutions that recognize the importance 

of the environment and climate, cost savings and new 

commercial products and services may result. 

The Department is uniquely equipped to provide new 

environmental and climate informed services that both 

help businesses and support broader social goals. 

KEY STRATEGIES 

Boost exports of environmental and clean energy 

technologies (ITA). Governments around the world are 

creating regulations and policies to address the changing environment. The International Trade Administration 

(ITA), with the Department of Energy and the Environmental Protection Agency, will lead interagency support 

for U.S. exporters’ and foreign investors’ response to 

the global demand for environmental and clean energy 

technologies. U.S. companies are poised to take advantage of these opportunities. To speed the deployment 

of climate-friendly technologies, ITA, working with the 

U.S. Trade Representative (USTR), will seek to eliminate import tariffs and market access barriers in these 

sectors. ITA will promote the global competitiveness 

of U.S. firms in these industries, developing in-depth 

analyses to help industry and U.S. government agencies 

STRATEGIC OBJECTIVE 3.5 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Number of visits to information portals focusing on environmental and 

clean energy exports (ITA)

l Number of trade promotion and trade policy missions that support 

U.S. environmental and clean energy businesses (ITA) 

Supporting Indicators 

(other measures that have an 

impact on our target outcomes)

l Number of page visits to BIRDS, a free online software tool for businesses 

to assess the economic and environmental tradeoffs in developing green 

buildings (NIST) 

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 3.5

Enable U.S. businesses to adapt and prosper by developing 

environmental and climate informed solutions

(ESA, ITA, NIST, NOAA)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 27

ENVIRONMENT
Data drives decisions: 7 million U.S. businesses: 

93,000 tribal, state, and local governments; 320 

million American people; and the federal government itself use data to make informed decisions 

every day. The Department provides huge quantities of this data. People use the Department’s 

data to gain insight into their weather and climate, 

their communities, and how the economy is 

faring. Businesses use Commerce data to make 

investment and hiring decisions. State and local 

governments mine the Department’s data to warn 

of coming danger, position first-responders, and 

construct high-tech classrooms. And the federal 

government uses Commerce data to allocate funds 

and to make critical decisions on fiscal and monetary policy. Yet more can be done—much more.

The world is at the forefront of a data revolution. 

The explosion of Big Data and the increasing 

prevalence of Open Data present enormous 

opportunities and challenges. There is also 

an increasing responsibility to protect privacy 

and personal information. Realizing these 

opportunities and overcoming the challenges is 

feasible only if data agencies work together to 

complement each other’s efforts. 

The Department of Commerce is America’s data 

agency. Its data—government data—is comprehensive, consistent, confidential, credible, and 

accessible. These characteristics make government data unique, but the federal government 

cannot and should not be the sole producer of 

valuable data. Finding effective ways to meld 

Commerce data together with data from other 

sources will serve society better and maximize 

the returns on the Nation’s data investments.

The Department will lead the federal government in revolutionizing the approach to data. The 

Department has hired a Chief Data Officer to 

centralize its data strategy and improve data operations throughout the Department. The Department 

has also formed a Data Advisory Council to tap 

into the growing field of data experts: technical 

experts from businesses, academia, consulting 

firms, and government will consider the vast range 

of issues and provide advice on how to maximize 

the value of existing Commerce data. These new 

Commerce resources will help the Department 

ensure its customers can:

l Easily find and consume Commerce data;

l Use the data to inform decisions;

l Leverage the data to help people and 

organizations accomplish their goals; and

l Trust that the Department is protecting privacy, 

confidentiality, and security. 

By focusing on its customers and the strategic 

objectives supporting this goal, the Department 

will transform its systems into 21st century data 

powerhouses—powerhouses that can help fuel 

the data revolution and bolster American job 

growth and global competitiveness.

DATA

Strategic Goal 4: Maximize the positive impacts 

of Commerce data on society

28 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 
The Department collects, stores, and analyzes a treasure 

trove of data, including data on the Nation’s economy, 

population, and environment. This data is fundamental to 

the Department’s mission and is used for the protection 

of life and property and to enhance economic growth. 

However, the capacity to analyze and disseminate this 

magnitude of data is significantly constrained. 

Barriers to accessing and using data must be minimized 

in order to realize the potential value of the data. There 

are differing data types, standards, methodologies, 

websites, architecture, platforms, and formats that 

make it difficult to access and combine datasets. 

Partnering with the private sector will increase the 

capacity of the Department to release raw scientific and 

climate data that cannot be cost-effectively disseminated 

by the federal government. Public-private partnerships 

developing and disseminating data in common standards 

and architectures could also produce a powerful data 

platform and more access to public data in usable forms. 

The Chief Data Officer will lead the Department’s efforts 

to make more Commerce data available to its customers. 

Additionally, the Commerce Data Advisory Council 

will provide invaluable insights for the Department to 

consider as it leads the effort to make sure the data 

the government holds is accessible in ways that enable 

businesses to be more competitive, governments 

smarter, and citizens more informed. 

KEY STRATEGIES

Increase capacity to make data accessible, 

discoverable, and usable by the public (OS, All 

Bureaus). The Department’s Big Data vision will not be 

realized by making data available through conventional 

means. Through public-private partnerships, scientific 

and geospatial data can be intelligently positioned in the 

cloud. The cloud will provide easy, affordable access to 

computing, storage, and advanced analytical capabilities. 

Public-private partnerships have the ability to scale and 

surge at the pace of U.S. innovation, enabling new valueadded services and unimaginable integration into the daily 

lives of the public. For example, the National Institute of 

Standards and Technology (NIST) will seek public input 

on how it can partner with the private sector to structure 

time server operations to provide time information over 

the Internet in different formats. Just as making Global 

Positioning System (GPS) data publicly available in the 

early 1980s led to an explosion of GPS-related innovations, 

access to precision network timing could lead to another 

innovation surge. Success of public-private partnerships 

for scientific data will position the Department to lead 

similar partnership efforts for other data segments. The 

Department will leverage the core capabilities of the 

National Technical Information Service (NTIS) in publicprivate partnerships and the delivery of information and 

data, such as providing access to controlled datasets 

with stringent privacy and security requirements. 

Empower entrepreneurs and innovators with Commerce 

data (OS, ESA). Entrepreneurs and innovators are 

constantly discovering new ways to use Commerce 

data. The Department wants to accelerate this trend. 

Since Commerce data reflects the wide array of 

Department activities, the Department cannot take a 

homogenous approach to empowering innovation and 

entrepreneurship. Instead, the Department will build 

on the existing relationships its bureaus have with their 

customers, sharing successes, exchanging best practices, 

and learning from their failures. When the Department 

finds techniques and collaborative endeavors that might 

work at the Department level, it will experiment with 

them in concert with its customers. The Department—

predominantly the Chief Data Officer—will serve as a 

convener and a facilitator, integrating processes and 

standards across the Department only when it makes 

sense to do so. In a similar vein, instead of developing 

its own tools, the Department will take full advantage of 

available commercial and open-source tools to manage the 

entire life cycle of Commerce data. The Department will 

listen to its customers, exchange information, and work 

with them at all levels of the Department to help them 

use Commerce data to power the economy.

STRATEGIC OBJECTIVE 4.1

Deliver increasing amounts of data to governments, businesses, 

and the public in formats that are easier to access and use

(OS, All Bureaus)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 29

DATA
STRATEGIC OBJECTIVE 4.1 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Number of archival datasets to which permanent, citable Digital Object 

Identifiers (DOI) have been assigned (NOAA)

l Data customer satisfaction rate as measured by each bureau (OS)

See Appendix A for additional details on key performance indicators.

panel will assist the Department in formulating a path 

forward over the short, medium, and long term.

KEY STRATEGIES

Drive the development of new Commerce economic 

datasets that can be combined with other data 

(federal and non-federal) to enhance entrepreneurial 

activities, regional, state, and local decisionmaking, and personal and family decisions (ESA). 

As the federal government’s central data agency, the 

Department is in a unique position to collect, store, and 

disseminate certain types of information. Commerce 

economic data is widely recognized as objective, 

authoritative, comprehensive and consistent over time. 

The Department will transform its current economic 

data products to meet future demands, recognizing 

that these datasets will be combined with data from 

other sources to meet the changing needs of society. 

To determine what is needed, the Economic and 

Statistics Administration (ESA) will hold conversations 

with businesses, governments, and the public and will 

consider the recommendations of the Department’s 

blue-ribbon panel. 

Explore alternative means, methods, and techniques 

for collecting economic information (ESA). Much of 

the information the Department collects to produce 

its economic datasets is obtained through extensive 

surveys. These are expensive and time-consuming. 

Using surveys also creates a lag between collection 

and dissemination, impeding the timely delivery 

of data to individuals and organizations that need 

it. In order to meet the real-time demands of its 

customers, the Department must explore alternative 

ways to collect the information needed for current 

and future economic datasets. 

STRATEGIC OBJECTIVE 4.2

Position the Department of Commerce to meet society’s future data needs 

(ESA)

Commerce-held data go back to the first census 

conducted in 1790. Since then, the Department (in 

its current or predecessor organizations) has collected 

information about the Nation’s people, its weather, its 

climate, its economy, and its trade. The Department 

has a rich history of data to explore and to share. The 

world is changing and data is an increasingly important 

driver of that change. The Department’s approach to 

data services must change accordingly. 

Consumers of Commerce data want data that is 

timelier, more accurate, and more specific to their 

needs. Society is becoming more mobile and demands 

information tailored to a particular region or local area. 

Consumers are increasingly technologically savvy and 

want data they can combine with other sources, in 

real time. The Department must do its part to be more 

responsive and meet these changing demands. 

Adapting to new expectations will be challenging. 

The Department must figure out what it does well 

and what is best left to state and local governments, 

nongovernmental organizations, and businesses. It 

must refine existing datasets and develop new ones. 

The Department must reconsider its techniques and 

methodologies. And all the while, it must constantly 

reevaluate and adapt to emerging needs and 

technologies.

To begin, the Department will commission a blue-ribbon 

panel to study the future of economic data. Visionaries 

and experts will examine existing Commerce economic 

data offerings, suggest changes or the creation of new 

economic data products that need less revisions, identify 

methods to close the time gap between collection 

and dissemination, and recommend new ways of 

being responsive to future needs of customers. The 

30 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

DATA
Raw economic information is now available from a host 

of sources and these sources will only increase in the 

future. Private-sector data providers use a number of 

techniques and sources of information for their products: 

Web-scraping, electronic payment systems, inventory 

and logistics management systems, electronic point 

of sale information, and many others. 

The Department will explore these techniques and 

sources to determine which might be appropriate 

for obtaining raw economic information. The Department will also consider making better use of existing 

administrative data held by other federal agencies. 

In exploring these possibilities, the Department will 

be mindful of the relative value and costs of obtaining 

information from new sources. It will also ensure any 

new information-gathering techniques protect personal 

privacy and the confidentiality of business information.

STRATEGIC OBJECTIVE 4.2 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Milestones met to explore and examine future economic data sources (ESA) 

l Milestones met to explore and examine future economic products and 

datasets (ESA) 

See Appendix A for additional details on key performance indicators.

information and technical advice to businesses. Analyzing 

the effectiveness of this assistance and identifying key 

drivers of success can be difficult and time-consuming. 

If the Department employs the federal government’s 

economic, demographic, geospatial, and scientific data 

in its decision-making, this could result in better and 

perhaps faster assessments. The Department is 

conducting pilot tests to determine the best way to 

incorporate information and analyses gleaned from 

existing datasets into business-assistance program 

decisions. Once a methodology is developed, the 

Department will provide the data and expertise needed 

for programs to operate more effectively and increase 

their return on investment.

Execute high profile statistical programs well (ESA). 

The Department is committed to conducting the 2020 

Census at lower costs per housing unit than the 2010 

Census. The Department will do this by focusing on 

cost-effective ways to collect, process, and disseminate 

information. This also requires increased sharing of 

administrative data collected by other federal agencies. 

The Economic and Statistics Administration’s (ESA) 

STRATEGIC OBJECTIVE 4.3

Create a data-driven government 

(EDA, ESA, ITA, MBDA)

The federal government collects vast amounts of data 

every day to support, protect, and defend the U.S. public. 

Data can and should be used to drive program excellence 

and sound decision-making within the federal government. Data can be used more widely to help measure 

the efficacy of government assistance programs, allowing 

policymakers to make better and wiser choices on how 

to spend limited resources. Data from different agencies 

can be better shared or combined to make government 

programs more informed and more efficient. Achieving this strategic objective will require re-evaluating the 

data the Department collects and determining how that 

data might be used to inform decisions both within the 

Department and in other federal agencies. 

KEY STRATEGIES

Increase the use of existing federal databases to help 

analyze business assistance and economic growth 

programs throughout the government (EDA, ESA, ITA, 

MBDA). The federal government provides billions 

of dollars of business assistance each year. The 

Department has several programs that provide 

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 31

DATA
Census Bureau recognizes that these innovations must 

be flexible enough to respond to social and technological 

changes, while ensuring there is no degradation in 

data quality.

Increase data sharing among federal agencies (ESA). 

Many federal agencies face legislative, regulatory, or 

policy limitations on sharing administrative record data 

with other agencies. Addressing these limitations 

will drive down costs and reduce the public burden 

of redundant data collections. The International Trade 

Data System (ITDS) is an example of early government 

efforts to share data. The Department will identify and 

champion other potential avenues that will continue this 

success. However, current law prohibits sharing data 

among ESA’s Census Bureau and Bureau of Economic 

Analysis (BEA), and the Department of Labor’s Bureau 

of Labor Statistics (BLS). Enactment of a simple, 

proposed legislative amendment to Title 26 of the 

U.S. Code allowing more data sharing would reduce 

cost and enhance data quality without sacrificing the 

confidentiality of the data.

STRATEGIC OBJECTIVE 4.3 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Milestones met in increasing the cost efficiency of 2020 Decennial Census 

(Census)

l Milestones met in developing census information technology (IT) enterprise 

to enhance collection, processing, and dissemination of data (Census)

See Appendix A for additional details on key performance indicators.

32 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

DATA
One of the greatest challenges facing the 

Department is the need for agency operations and 

service offerings to be responsive and nimble in 

adapting to the fast-changing needs of the 21st 

century U.S. private sector. Agility is a growing 

imperative for all federal agencies and will require 

exceptional change management over the life of this 

strategic plan. Moreover, if the Department is to 

successfully foster entrepreneurship, innovation, 

environmental responsibility, and data-driven 

decision-making in the U.S. economy, its internal 

operations must also embrace, support, and drive 

these conditions within the Department organization. 

To achieve agility and operationalize the goals, 

objectives, and values that underpin the plan, 

cultural, technological, and process transformations 

will be effected at the Department. 

OPERATIONAL EXCELLENCE

Strategic Goal 5: Strengthen the Department’s capacity 

to achieve its objectives, maximize return on program 

investments, and deliver quality, timely service

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 33
Employees who are committed to the Department’s 

mission, their colleagues, and their personal development will find a way to evolve processes, acquire 

skills, and devise solutions that advance the cause. 

Therefore, the first objective for achieving operational 

excellence is to engage all employees in this strategic plan and maximize their contributions through 

continuous learning, collaboration, and innovation. 

KEY STRATEGIES

Cultivate leadership and organizational development 

skills and a values-based culture to increase employee 

engagement and empowerment (OS, All Bureaus). 

The Department will establish action plans to develop 

the leadership skills and competencies of employees 

at all levels. The performance plans for the Senior 

Executive Service (SES) corps will emphasize the sharing 

of Department values, and the promotion of employee 

engagement and empowerment within the executive’s 

organization. Increased networking among the corps, 

including formal SES “summits,” will promulgate best 

practices in employee development. Programs to 

develop the next generation of supervisors and managers 

will continue as the flagship of the Department’s human 

capital management. Organizational values and strategic 

plan objectives will be incorporated into employee 

communications and on-boarding programs for 

new employees.

Promote and reward employee collaboration, 

innovation, and engagement at all levels of the 

organization (OS, All Bureaus). The Department 

is developing new approaches to recognize and 

nurture innovative ideas that help services excel. 

A review of best practices of other agencies and the 

private sector has identified new ways to support 

collaboration and innovation. For example, the new 

Commerce Connection intranet will serve as a platform 

for crowdsourcing ideas and facilitating community 

dialogue. The Department will launch initiatives to 

involve more employees in solving problems central 

to achieving mission goals; employees will have the 

opportunity to serve on cross-functional, multi-bureau 

teams to streamline processes and evaluate alternative 

program tactics. The Labor-Management Forum is both 

a collaborator and a source of ideas on how to increase 

collaboration among professions and bureaus.

Attract and retain an exceptional and diverse 

workforce (OS, All Bureaus). Progress on the first two 

strategies will strengthen the Department’s ability to 

attract and retain an exceptional and diverse workforce. 

In addition, its new Diversity Council will create and 

implement approaches for bringing people with diverse 

backgrounds and points of view to the Department 

team. Public Affairs staff will communicate and “brand” 

the Department’s unique story to help recruit and retain 

gifted professionals who want to be part of the cuttingedge scientific, social science, economic development, 

and public policy work of the bureaus. Bureaus will 

enhance their recruiting strategies and advertise the 

benefits and rewards of public service to help expand 

the pool of highly qualified candidates.

STRATEGIC OBJECTIVE 5.1 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Score on the Employee Engagement Index of the Federal Employee 

Viewpoint Survey (OS, All Bureaus)

l Score on the New Inclusion Quotient (New IQ) of the Federal Employee 

Viewpoint Survey (OS, All Bureaus)

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 5.1

Empower and engage Commerce employees 

(OS, All Bureaus)

34 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

OPERATIONAL EXCELLENCE
Feedback from customers provides a map to operational 

excellence. Mechanisms for identifying customer needs 

and for determining how well a process is working will 

be part of process design. Corrective action based on 

feedback will also be required. Customer focus will be 

a major element in employee orientation and training. 

Providing customers and co-workers with first rate 

service will be recognized and factored into resource 

allocation decisions.

KEY STRATEGIES

Improve customer feedback mechanisms for major 

processes and services (OS, All Bureaus). Customers 

can now send comment cards or call staff to provide 

input on the quality of service. These feedback channels 

will be improved to more routinely and completely 

capture customer requirements. Identifying important 

patterns in the feedback data and acting on the feedback 

will be institutionalized. Employees will continue to 

respond to individuals but will also use patterns in 

the feedback to retool forms and processing steps 

to improve service. 

Simplify access to Department services and data 

across all channels (OS, All Bureaus). BusinessUSA is 

a government-wide online platform co-managed by the 

Department and the U.S. Small Business Administration. 

It aims to make it easier for businesses to access 

government services and resources. It has become 

a role model for using data generated for website 

management to make the site more usable and useful. 

Staff will adapt best practices from BusinessUSA, 

exceptional Department websites, and the private 

sector to improve other Department sites. 

The data goal described in this strategic plan includes 

approaches that will make it easier to access, combine, 

and analyze Commerce data. The advisory committees 

that support these efforts will ensure there is abundant 

customer input on design and development.

Recruit, reward, and advance those who epitomize 

excellent service (OS, All Bureaus). Positions that 

interact with the public as a primary function will be filled 

with an appropriate emphasis on customer service skills. 

In units that have a high volume of service contacts, 

performance standards for service will be established 

and incorporated into employee performance plans. 

Communications to all employees will emphasize that 

quality service for both internal and external customers is 

part of the Department’s value system. The Department 

is participating in the launch of a new federal recognition 

program for staff who provide exceptional customer 

service. Managers and supervisors will be directed 

to identify additional opportunities and means of 

recognizing role model service.

STRATEGIC OBJECTIVE 5.2 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Percentage of high-volume processes with customer feedback elements 

(OS, All Bureaus)

l Customer contacts (BusinessUSA) (OS, All Bureaus)

l Customer satisfaction (BusinessUSA) (OS, All Bureaus)

l Customer impact (BusinessUSA) (OS, All Bureaus)

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 5.2

Support a service-oriented culture that responds to the needs of 

external and internal customers 

(OS, All Bureaus)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 35

OPERATIONAL EXCELLENCE
Managing for results in a major federal agency has been 

an aspiration of government leaders for decades. Progress 

has been made, but a fully successful approach has been 

elusive. For most federal programs, the actual impacts of 

their investments do not occur for years. By the time they 

occur, different ideas and people are leading, attention has 

shifted, and evidence of impacts may not be gathered. 

The Department will institutionalize processes to find 

out “what works.” Standard operating procedures will 

include collecting data on measures of program impact, 

and this data will be used to assess whether significant 

strategies are working and what changes would improve 

performance. By building data analysis into operations, 

a learning and results-orientation will undergird the 

Department’s mission and mission-support programs.

KEY STRATEGIES

Develop evidence-based decision frameworks to 

integrate strategic planning, budgeting, execution, 

and program evaluation (OS, All Bureaus). Logic 

models, also known as theories of change, use data 

and expert opinion to map the “if-then” (causal) 

relationships between the resources, activities, 

outputs, and outcomes of a program. Such models 

will be used to design and plan program operations and 

strategies; they will underpin Department measures of 

implementation effectiveness, short-term outcomes, and 

long-term impact. Bureaus will be directed to identify 

strategies that require major increases in funding or 

require better evidence of impact to sustain support. 

Logic models will be developed for these strategies to 

refine measures used to monitor the quality of program 

execution. Evaluation strategies will be developed to 

help empirically answer questions about impact. Using 

this approach, more and better evidence will be available 

for budget development. As additional logic models 

are developed each fiscal year, and bureaus’ evaluation 

agendas are advanced, the evidence base for planning 

and budgeting will continuously improve.

Identification of potential risks and avoidance or mitigation 

of those risks is a critical management responsibility. 

Commerce’s Enterprise Risk Framework will be applied 

throughout the Department to ensure that priorities, 

actions and resource allocations are informed by a 

common understanding of risk. A framework for process 

improvement will also be employed. This will involve 

mapping processes and identifying quality and cycle 

time requirements at respective steps, as well as for the 

entire process. This approach will permit staff to identify 

the weak link in a process and what corrective action is 

needed. Priorities for mapping and tracking processes 

will be based on their impact and customer feedback.

Implement an approach to monitoring the Strategic 

Plan that is comprehensive and responsive to the 

needs of leadership (OS, All Bureaus). Tools for 

monitoring the implementation of the mission sections 

of this plan have been evolving, and several are in place. 

These tools include a system to track initiatives in which 

the Office of the Secretary (OS) is involved, an online 

executive dashboard for the strategic objective action 

plans, cyclical review of strategic goals at executive 

leadership meetings, and steps for the annual strategic 

review of progress on strategic objectives required of all 

federal agencies. Written procedures for these tools will 

be developed and issued to help make them part of the 

Department’s routine way of doing work. However, all 

of the tools will evolve with experience, and procedures 

will be updated accordingly.

Data on the progress of mission support processes will 

be reported using an internal online dashboard. Office 

directors will use the dashboard routinely and crossfunctional groups will review it quarterly. Refining the 

dashboard and the measures will be ongoing.

STRATEGIC OBJECTIVE 5.3 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Score on the Results-Oriented Performance Culture Index of the Federal 

Employee Viewpoint Survey (OS, All Bureaus)

See Appendix A for additional details on key performance indicators.

STRATEGIC OBJECTIVE 5.3

Manage for results 

(OS, All Bureaus)

36 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

OPERATIONAL EXCELLENCE
The Department requires a 21st century work environment and information technology (IT) infrastructure that 

supports collaborative problem solving and superior 

customer service, and provides capabilities to share and 

transform data for decision-making. Shared services 

across bureaus will be central to an aggressive plan to 

achieve these ends, along with a continual focus on 

cybersecurity. 

KEY STRATEGIES

Improve the quality and consistency of mission 

support services by establishing a customer-focused 

business model for shared services (OS, All Bureaus). 

While many organizations use shared services as a way 

to reduce administrative costs or to consolidate systems, 

the Department has a single, defining focus for this 

strategy—service quality. Input from program executives across the Department established the critical link 

between the caliber of mission support services (Human 

Resources, Acquisitions, and IT) and the ability to progress on mission goals and objectives. In response, the 

Department is pursuing a shared services model for 

common support services that will empower customers 

and enable a relentless focus on quality. An intra-agency 

effort is currently underway to identify specific services 

that will be provided through the shared services 

model. “Shared Services” is a priority in the President’s 

Management Agenda and a cross-agency priority goal. 

The Department intends to be on the leading edge of 

this government-wide movement. 

Modernize the Department’s headquarters facility 

to improve the work environment, facilitate better 

outcomes, and support a more agile and innovative 

workforce (OS, All Bureaus). The Herbert C. Hoover 

Building (HCHB) was designed for the Department in the 

1930s. Fortunately, it was one of the first office buildings 

designed to provide a flexible office layout. Many internal walls are temporary and can accommodate changing 

needs. The current building renovation will include space 

designs that help staff use equipment more efficiently, 

collaborate, and enjoy greater comfort. For critical user 

input on the renovation design, a pilot area has been 

created for employees to test. Final plans will incorporate employee feedback on the test area.

Transform the Department’s IT infrastructure to be 

conducive to collaboration and sharing of data and 

information over a world-class network (OCIO, All 

Bureaus). The current HCHB network supporting 

the Office of the Secretary (OS), Minority Business 

Development Agency (MBDA), Economic Development 

Administration (EDA), Economics and Statistics 

Administration (ESA), National Telecommunications 

and Information Administration (NTIA), Office of 

the Inspector General, and National Oceanic and 

Atmospheric Administration (NOAA) headquarters was 

originally designed in 2002 and has undergone numerous 

changes since, particularly in the past five years. The 

infrastructure today lacks robustness to fully support new 

requirements and mandates such as next generation 

Internet protocols, allowing for Internet growth (e.g., 

IPv6). Led by the Department’s Office of the Chief 

Information Officer (OCIO), efforts are underway to 

address this problem aggressively through crossbureau action and investment. A primary focus of this 

strategy will be to provide redundancy, minimize single 

points of failure, and stabilize the current networking 

platform to support the increasing IT infrastructure 

needs of the HCHB bureaus. HCHB will transition to a 

“virtual bureau” in its delivery of IT services. As with all 

service organizations, employees are the Department’s 

primary asset and should be able to communicate and 

collaborate effectively and efficiently. 

Improve situational awareness, cybersecurity, and risk 

management through implementation of advanced 

cyber programs and initiatives (OCIO). To deal 

successfully with cyber threats, the Department needs 

to establish a robust incident response capability. In 

addition, the Department must deploy a sustainable 

implementation of enterprise-wide cybersecurity 

initiatives to continuously monitor its IT systems, 

provide cyber security situational awareness, and meet 

requirements to optimize and standardize its individual 

external network connections.

STRATEGIC OBJECTIVE 5.4

Improve facilities, support services, and information technology products 

and services to drive mission success 

(OS, All Bureaus)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 37

OPERATIONAL EXCELLENCE
STRATEGIC OBJECTIVE 5.4 PERFORMANCE INDICATORS

Key Indicators 

(the outcomes that we can 

measure now)

l Cybersecurity Cross Agency Priority (CAP) Goal average for the Department 

(OS, All Bureaus)

l Percentage of internal customers satisfied with core mission support 

processes (OS, All Bureaus)

See Appendix A for additional details on key performance indicators.

38 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

OPERATIONAL EXCELLENCE
APPENDIX A – PERFORMANCE INDICATOR DEFINITIONS

STRATEGIC GOAL 1: TRADE AND INVESTMENT

Indicator Definition

Strategic Objective 1.1

Number of advocacy wins The number of foreign government contracts won by U.S. businesses with 

Department assistance.

Dollar value of U.S. contracts from 

advocacy wins

The dollar value of contracts to provide goods or services to a foreign 

government when the contracts were won by U.S. businesses with 

Department assistance.

Number of foreign trade barriers prevented, 

reduced, or removed

The number of foreign trade barriers prevented, reduced or removed with 

Department assistance on behalf of U.S. exporters.

Number of foreign government officials 

trained on best practices to protect and 

enforce IP

The number of foreign government officials with intellectual property 

responsibilities who participate in Department-sponsored conferences 

and training programs aimed at improving the protection and enforcement 

of IP rights. 

Strategic Objective 1.2

Percentage of Global Markets clients that 

achieved their export objectives

The percentage of Global Markets business clients that meet export objectives 

agreed to at the outset of assistance. Data is collected via surveys.

Number of clients assisted The number of U.S. companies that receive ITA exporting assistance.

Number of export transactions completed 

under the new authority of Commerce 

export licenses and license exceptions

The number of exports of items that have become subject to the Export 

Administration Regulations (EAR) that were formerly subject to the International 

Traffic in Arms Regulations (ITAR). The measure of these transactions will be 

exports under a Commerce license, Commerce license exception, no license 

required (NLR) shipments, or exports under the catch-all authority of a State 

Department authorization for EAR items as reported in the Automated Export 

System by exporters.

Number and dollar amount of grants that 

support place-based export strategies

The number and dollar amount of grants that support the development and 

implementation of regional place-based strategies that foster exports.

Number of jobs created or retained, and 

dollars leveraged (contracts and financings) 

through minority business export activity

The jobs and investment reported to be the result of exports that occurred with 

the assistance of the Minority Business Public Private Partnership Program.

Strategic Objective 1.3

Number of investment clients assisted 

by the Department

The number of domestic and foreign firms, as well as domestic and foreign 

Economic Development Organizations, assisted by the Department to attract 

inward investment into the United States.

Recipient estimated number of jobs 

and dollar amount of private investment 

generated as a result of grants that support 

inward investment

The estimated number of jobs to be created or retained and dollar amount of 

private capital investment to be generated as a result of inward investmentfocused EDA Public Works and Economic Adjustment Assistance construction 

grants. Job and investment estimates encompass long-term rather than 

short-term (i.e., construction) impacts.

Number of ombudsman cases facilitated The number of ombudsman cases (both visa-related and non-visa-related) 

closed by SelectUSA.

(continued on next page)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 39
(continued from previous page)

Indicator Definition

Strategic Objective 1.4

Number of antidumping and countervailing 

duty determinations issued within statutory 

and/or regulatory deadlines

The total proportion of antidumping and countervailing duty investigations, 

administrative reviews and other case proceedings that are completed by 

Enforcement & Compliance within the timeframes established under U.S. 

trade remedy statutes and Department regulations.

Number of antidumping and countervailing 

duty petition counseling sessions

The counseling assistance to U.S. companies and their workers to improve their 

understanding of and access to the U.S. unfair trade laws.

Number of trade agreement compliance 

cases resolved successfully

The number of foreign government-imposed trade barriers that are removed/

mitigated to industry satisfaction. Data is gathered through client surveys.

STRATEGIC GOAL 2: INNOVATION

Indicator Definition

Strategic Objective 2.1

Dollar amount of co-investment by 

non-federal sources in NNMI institutes

Measures the sustainability of NNMI Institutes by tracking private contribution.

Number of businesses using NIST research 

facilities

The number of businesses that send staff to conduct research at NIST 

User Facilities and number of businesses engaged in cooperative research 

agreements with NIST.

Number of firms receiving in-depth 

technical assistance from MEP centers

In-depth technical assistance requires eight hours or more of staff time.

Percentage of MEP clients receiving 

in-depth technical assistance that increase 

their competitiveness

Competitiveness is increased through product diversification, increased sales, 

decreased costs, and/or capital investment; data will be based on client surveys.

Relative citation impact of NIST-authorized 

publications

The relative citation impact indicator is the ratio of the average number of 

citations per publication (citation rate) for all NIST publications in a year to the 

average citation rate for a large group of peer institutions in the world.

Number of Full-Time Equivalents (FTEs) 

supporting Advanced Manufacturing 

Technology (AMTech) consortia

Measures the sustainability/growth of funded AMTech partnerships by tracking 

private contribution.

Strategic Objective 2.2

Miles of broadband infrastructure The number of miles of network (e.g., fiber, microwave) deployed using federal 

funding.

Number of community anchor institutions 

connected 

The number of anchor institutions (e.g., libraries, schools) connected with new or 

improved broadband capabilities.

Number of new household and business 

subscribers to broadband 

The number of new household and business subscribers to broadband generated 

by Department initiatives.

Spectrum identified for commercial 

broadband use

Spectrum identified by NTIA to achieve 500 MHz goal of additional spectrum for 

commercial broadband use.

Number of critical infrastructure sectors 

with work products integrating the 

Cybersecurity Framework

The number of information technology and operational technology products that 

have integrated Cybersecurity Framework concepts and components.

Number of government and private testbed facilities partnering with the Center 

for Advanced Communications

The number of partners that invest funding, facilities and/or staff to test and 

evaluate new advanced wireless technologies.

(continued on next page)

40 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

APPENDIX A — PERFORMANCE INDICATOR DEFINITIONS
(continued from previous page)

Indicator Definition

Strategic Objective 2.3

Number and dollar amount of grants that 

support innovation-based capacity-building 

activities

Number and dollar amount of grants that support entrepreneurial activities, 

commercialization, and/or technology transfer.

First action patent pendency First Office Action pendency is the average number of months from the patent 

application filing date to the date a First Office Action is mailed by USPTO.

Total patent pendency Patent pendency is the average time in months for a complete review of a utility, 

plant, and reissue (UPR) patent application, from the filing date to issue a patent 

decision or abandonment of the application. 

Patent backlog The unexamined patent application backlog is the number of new UPR patent 

applications at any given time which are awaiting a First Office Action by the patent 

examiner.

Patent quality composite score The score is composed of seven individual quality metrics; a weight is applied to 

each metric and they are added to measure overall quality; scores are assigned 

by senior examiners who review a sample of patent determinations.

Number of jobs created or retained for 

minority businesses (not including those 

jobs associated with exports)

The number of positions created or retained as the result of business expansion 

supported by Minority Business Public Private Partnership Program grants.

Dollars leveraged (contracts and financings) 

for minority businesses (not including those 

dollars associated with exports)

The value of contracts and financing achieved as the result of business expansion 

supported by Minority Business Public Private Partnership Program grants.

Recipient-estimated number of jobs 

and dollar amount of private investment 

generated as a result of infrastructure for 

industry-driven skills training

The estimated number of jobs to be created or retained and dollar amount of 

private investment to be generated as a result of industry-driven skill training 

infrastructure supported by EDA Public Works and Economic Adjustment 

Assistance construction grants. Job and investment estimates do not include 

investments and jobs from constructing facilities but rather those that result from 

the activity in new facilities.

Number of MEP centers partnering with 

skills training providers (e.g., community 

colleges) to link manufacturing firms with 

skills training resources

Partnering is developing and affecting training programs to meet specific needs 

of firms.

Percentage of prioritized countries for 

which country teams have made progress

Progress is measured using the following criteria: (1) institutional improvements of 

the IP office administration for advancing IP rights; (2) institutional improvements of 

IP enforcement entities; (3) improvements of IP laws and regulations; and (4) establishment of government-to-government cooperative mechanisms. This measure 

tracks the implementation of country-specific action plans in prioritized countries.

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 41

APPENDIX A — PERFORMANCE INDICATOR DEFINITIONS
STRATEGIC GOAL 3: ENVIRONMENT

Indicator Definition

Strategic Objective 3.1

Key milestones completed on time for 

satellites and ships

Key activities for the development and launch of weather satellites and 

fleet modernization and products are identified and tracked using a project 

management system.

Annual number of peer-reviewed publications 

related to environmental understanding and 

prediction

The annual number of peer-reviewed publications is an indicator of productivity 

and relevance and is tracked using online resources. Peer review is one of the 

important procedures used to ensure that the quality of published information 

meets the standards of the scientific and technical community. 

Number of comparative greenhouse gas 

emissions studies completed

Scientific studies comparing top-down and bottom-up emission estimation 

methodologies provide the means to improve the quality of greenhouse gas 

emissions data.

Percentage of data processed and delivered 

to the user community (relative to all data 

transmitted to NOAA from NOAA-managed 

satellites)

Ensures that NOAA provides real time (or near real time) availability of critical 

satellite data and products without gaps.

Strategic Objective 3.2

Number of days of forecast accuracy and 

warning lead time

Measures the time available to prepare for and mitigate the impact of severe 

weather. Longer lead time on forecasts is driven by improved forecast models 

and more accurate data.

American Customer Satisfaction Index for 

the NOAA’s National Weather Service

Weather information users are periodically surveyed using the American 

Customer Satisfaction Index. The survey rates customer satisfaction on a range 

of National Weather Service data and products.

Number of trainings available and 

enhancements to the Census Bureau’s 

OnTheMap for Emergency Management

website

The access to training and enhancements to the Census Bureau’s OnTheMap 

for Emergency Management website improves emergency managers’ ability to 

plan and respond to natural hazard and emergency events. Data is maintained 

on class attendance and the type of enhancements made to the website.

Strategic Objective 3.3

Percentage of U.S. coastal states 

and territories demonstrating annual 

improvement in resilience to weather 

and climate hazards

An index of a range of activities to mitigate coastal community risk and 

vulnerability to coastal hazards. It measures improvement in the Nation’s 

capacity for end-to-end preparedness, response, recovery, and resilience to 

hazards.

Number and dollar amount of grants that 

support resiliency in communities and 

regions

The number and dollar amount of grants that help communities and regions 

build the capacity to be more resilient (i.e., ability to withstand and minimize 

the potential impacts of disruptions due to a natural or man-made event).

Number of communities that utilize Digital 

Coast

Digital Coast is a web platform providing coastal geospatial information. The 

number of communities using Digital Coast is based on Census-designated 

places within coastal states, including all Census-defined cities, towns, 

townships, boroughs, and incorporated municipalities.

Cumulative number of coastal, marine, 

and Great Lakes issue-based forecasting 

capabilities developed and used for 

management

Geographically specific forecasts will allow resource managers to make decisions based on predicted environmental and socioeconomic impacts, predict 

the impacts of ecosystem stressors, and evaluate the potential options to 

mitigate those stressors to better manage ecosystem use and condition.

Percentage of key milestones met for 

Disaster Resilience Standards Panel

A series of nationwide workshops will be held to gather input for a draft disaster 

resilience framework. A plan will be established to develop a complete Disaster 

Resilience Framework that puts community-level guidelines into action.

(continued on next page)

42 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

APPENDIX A — PERFORMANCE INDICATOR DEFINITIONS
(continued from previous page)

Indicator Definition

Strategic Objective 3.4

Number of domestic stocks, as of June 30, 

2013, listed as subject to overfishing for 

which the annual catch does not exceed the 

overfishing limit

Confirm overfishing has been eliminated on all domestic stocks identified as 

subject to overfishing using catch data relative to overfishing limits. Stocks 

identified as subject to overfishing after June 30, 2013 are not included in 

this APG.

Number of protected species designated as 

threatened, endangered, or depleted with 

stable or increasing population levels

Population trends are estimated using best practice research methodologies. 

This measure tracks progress at achieving partial recovery of endangered, 

threatened, or depleted protected species.

Fish Stock Sustainability Index The index is a composite of several measures of the health of fish stocks. It 

measures the sustainability of 230 fish stocks selected for their importance 

to commercial and recreational fisheries. Data is gathered using best practice 

research methodologies.

Number and percentage of recovery actions 

ongoing or completed

Measures documented recovery actions that are expected to contribute to a 

change in population trends (such as completed habitat restorations, successful 

reintroductions of injured animals, etc.).

Habitat acres conserved The number of acres includes: (1) the number of habitat acres acquired or 

designated for long-term protection which includes land, marine, and estuarine 

areas conserved as sanctuaries, reserves, or other protected areas; and (2) the 

number of habitat acres restored describes restoration by NOAA or with NOAA 

funding following habitat degradation or injury.

Strategic Objective 3.5

Number of visits to information portals 

focusing on environmental and clean 

energy exports

Tracks growth in the number of visits to select websites that are used as 

central sources of environmental and clean energy export information. 

Number of trade promotion and trade policy 

missions that support U.S. environmental 

and clean energy businesses

Standard definitions will be used to define “environmental and clean energy 

businesses” to assure data integrity.

Number of page visits to BIRDS, a free 

online software tool for businesses to assess 

the economic and environmental tradeoffs in 

developing green buildings

A new online software tool called BIRDS will be released to help stakeholders 

put an environmental score on a proposed building and to assess the life 

cycle costs associated with that building. Usage will be measured by software 

downloads and/or page visits. 

STRATEGIC GOAL 4: DATA

Indicator Definition

Strategic Objective 4.1

Number of archival datasets to which 

permanent, citable Digital Object Identifiers 

(DOI) have been assigned

NOAA will assign identifiers to datasets stored in its archives. These identifiers are 

persistent, i.e., they do not change even if the actual storage location of the data 

changes. NOAA will use the international standard Digital Object Identifier (DOI) 

scheme in wide use by scientific publishers and other science data agencies.

Data customer satisfaction rate as measured 

by each bureau

A custom index comprised of bureau-specific data customer satisfaction 

measures will be developed and monitored by the Chief Data Officer. Support 

for a variety of approaches to gauging customer satisfaction will accommodate 

differences in missions, uses of data, and types of data and datasets 

maintained by each organization.

(continued on next page)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 43

APPENDIX A — PERFORMANCE INDICATOR DEFINITIONS
(continued from previous page)

Indicator Definition

Strategic Objective 4.2

Milestones met to explore and examine 

future economic data sources

The timely completion of activities designated as milestones in the plan of 

action to explore and examine future economic data sources.

Milestones met to explore and examine 

future economic products and datasets

The timely completion of activities designated as milestones in the plan of

action to explore and examine the future economic products and datasets.

Strategic Objective 4.3

Milestones met in increasing the cost 

efficiency of 2020 Decennial Census

The timely completion of activities designated as milestones related to the

four major cost saving research tracks in the baselined 2020 Decennial

Census schedule.

Milestones met in developing census 

information technology (IT) enterprise 

to enhance collection, processing, and 

dissemination of data

The timely completion of activities designated as milestones in the

baselined Census Enterprise Data Collection and Processing (CEDCaP)

schedule.

STRATEGIC GOAL 5: OPERATIONAL EXCELLENCE

Indicator Definition

Strategic Objective 5.1

Score on the Employee Engagement Index 

of the Federal Employee Viewpoint Survey 

(FEVS)1

The Employee Engagement Index defines an engaged employee as “...one 

who is immersed in the content of the job and energized to spend extra effort 

in job performance.” The Index comprises FEVS questions that cover most, if 

not all, of the conditions likely to build employee engagement (e.g., leadership, 

opportunity to use skills, supportive supervisors).

Score on the New Inclusion Quotient (New 

IQ) of the Federal Employee Viewpoint 

Survey (FEVS)1

The New Inclusion Quotient (New IQ) consists of 20 FEVS questions with 

the highest correlation to inclusive environments. The New IQ is built on the 

concept that individual behaviors, repeated over time, form the habits that 

create the essential building blocks of an inclusive environment. Workplace 

inclusion is a contributing factor to employee engagement and organizational 

performance.

Strategic Objective 5.2

Percentage of high-volume processes with 

customer feedback elements

Complete and effective customer feedback loops will be identified for the 

Department’s 20 highest volume externally facing processes. Process owners 

must demonstrate how customer feedback is used to inform operational 

improvements and decisions before the loop will be counted as complete.

Customer contacts (BusinessUSA) The number of customer contacts made through multiple BusinessUSA service 

channels during a given time period.

Customer satisfaction (BusinessUSA) A weighted average of customer satisfaction with their user experience across 

multiple BusinessUSA service channels as indicated in responses to specific 

survey questions.

Customer impact (BusinessUSA) A weighted average of customers’ ability to find useful information across 

multiple BusinessUSA service channels as indicated in responses to specific 

survey questions.

(continued on next page)

1 The Federal Employee Viewpoint Survey (FEVS) is a tool administered by the U.S. Office of Personnel Management that measures 

employees’ perceptions of whether, and to what extent, conditions characterizing successful organizations are present in their agencies.

44 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

APPENDIX A — PERFORMANCE INDICATOR DEFINITIONS
(continued from previous page)

Indicator Definition

Strategic Objective 5.3

Score on the Results-Oriented Performance 

Culture Index of the Federal Employee 

Viewpoint Survey (FEVS)1

The Results-Oriented Performance Culture Index is made up of 13 FEVS 

questions, which taken together indicate the extent to which employees believe 

their organizational culture promotes improvement in processes, products and 

services, and organizational outcomes.

Strategic Objective 5.4

Cybersecurity Cross Agency Priority (CAP) 

Goal average for the Department

The Cybersecurity CAP Goal uses the Federal Information Security Management 

Act (FISMA) of 2002 performance metrics to measure agency progress in 

implementing the Administration’s priority cybersecurity capabilities. The 

index tracked for this objective will average the following scores: percentage 

of hardware assets covered by Information Security Continuous Monitoring 

(ISCM); percentage of external network traffic consolidated through a Trusted 

Internet Connection (TIC); percentage of TIC Reference Architecture v2.0 critical 

capabilities implemented; and percentage use of Personal Identity Verification 

(PIV) cards for local access.

Percentage of internal customers satisfied 

with core mission support processes

Customer satisfaction will be monitored for core mission support services in the 

Department’s Human Resources, IT, Acquisitions, and Financial Management 

portfolios. Data will be gathered continuously through transactional feedback 

as well as periodic, targeted pulse surveys. This measure is expected to come 

online in FY 2016.

1 The Federal Employee Viewpoint Survey (FEVS) is a tool administered by the U.S. Office of Personnel Management that measures 

employees’ perceptions of whether, and to what extent, conditions characterizing successful organizations are present in their agencies.

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 45

APPENDIX A — PERFORMANCE INDICATOR DEFINITIONS
APPENDIX B – CONTRIBUTING PROGRAMS

 STRATEGIC GOAL 1: TRADE AND INVESTMENT

STRATEGIC OBJECTIVE 1.1

Bureau Program

ITA l Global Markets

l Industry and Analysis

l Enforcement and Compliance 

USPTO l Patents and Trademarks 

NOAA l Corporate Services

NTIA l International Policies

STRATEGIC OBJECTIVE 1.2

Bureau Program

ITA l Executive Administration 

l Global Markets

l Industry and Analysis

EDA l Public Works

l Economic Adjustment Assistance

l Technical Assistance

l Partnership Planning

l Research and Evaluation

l Trade Adjustment Assistance

MBDA l Minority Business Public Private 

Partnerships Program

BIS l Export Enforcement

l Export Administration

l Management and Policy Coordination

ESA l Policy Support 

NIST l Hollings Manufacturing Extension 

Partnership

STRATEGIC OBJECTIVE 1.3

Bureau Program

EDA l Public Works

l Economic Adjustment Assistance

l Technical Assistance

l Partnership Planning

l Research and Evaluation

l Trade Adjustment Assistance

ESA l Bureau of Economic Analysis 

ITA l Global Markets

l Industry and Analysis

STRATEGIC OBJECTIVE 1.4

Bureau Program

ITA l Enforcement and Compliance

l Industry and Analysis

l Global Markets

 STRATEGIC GOAL 2: INNOVATION

STRATEGIC OBJECTIVE 2.1

Bureau Program

NIST l Advanced Manufacturing Technology 

Consortia

l National Network for Manufacturing 

Innovation

l Laboratory Programs

l Hollings Manufacturing Extension 

Partnership

EDA l Public Works

l Economic Adjustment Assistance

l Technical Assistance

l Partnership Planning

l Regional Innovation Strategies

l Research and Evaluation

l Trade Adjustment Assistance

STRATEGIC OBJECTIVE 2.2

Bureau Program

NIST l Laboratory Programs

l Special Programs and Standards Coordination

l Wireless Innovation (WIN) Fund

NTIA l Domestic and International Policies

l Spectrum Management

l Broadband Technology Opportunities Program

l FirstNet

USPTO l Patents

l Trademarks

ITA l Enforcement and Compliance

l Global Markets

l Industry and Analysis

46 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 
STRATEGIC OBJECTIVE 2.3

Bureau Program

NIST l Hollings Manufacturing Extension 

Partnership

ESA l Policy Support 

EDA l Public Works

l Economic Adjustment Assistance

l Technical Assistance

l Partnership Planning

l Regional Innovation Strategies

l Research and Evaluation

l Trade Adjustment Assistance

MBDA l Minority Business Public Private 

Partnerships Program

Census l Longitudinal Employer Household 

Dynamics (LEHD)

ITA l Executive Administration 

l Global Markets

l Industry and Analysis

NIST l Laboratory Programs

l Special Programs and Standards 

Coordination

l Corporate Services

l Construction and Major Renovations

l Working Capital Fund

USPTO l Patents

l Trademarks

 STRATEGIC GOAL 3: ENVIRONMENT

STRATEGIC OBJECTIVE 3.1

Bureau Program

NOAA l National Environmental Satellite Data and 

Information Service-Environmental Satellite 

Observation Systems

l National Environmental Satellite Data and 

Information Service-National Environmental 

Information 

l Office National Environmental Satellite Data 

and Information Service-Systems Acquisition

l National Environmental Satellite Data and 

Information Service-Construction

l National Ocean Service-Navigation, 

Observations, and Positioning

l National Ocean Service-Coastal Science 

and Assessment

l National Ocean Service-Ocean and Coastal 

Management and Services 

l National Marine Fisheries Service-Fisheries 

Research and Management

l National Marine Fisheries Service-Habitat 

Conservation and Restoration

l National Marine Fisheries Service-Protected 

Species Research and Management

l National Marine Fisheries Service-Other 

Activities Supporting Fisheries

l National Weather Service-Observations

l National Weather Service-Central Processing

l National Weather Service-Analyze, Forecast 

and Support

l National Weather Service-Dissemination

l National Weather Service-Science and 

Technology Integration

l Oceanic and Atmospheric ResearchClimate Research 

l Oceanic and Atmospheric ResearchWeather and Air Chemistry Research 

l Oceanic and Atmospheric ResearchOceans, Coastal, and Great Lakes Research

l Oceanic and Atmospheric ResearchInnovative Research and Technology

l Oceanic and Atmospheric ResearchSystems Acquisitions

l Office of Marine and Aviation Operations

NIST l Laboratory Programs

l Standards Coordination and Special 

Programs

STRATEGIC OBJECTIVE 3.2

Bureau Program

NOAA l National Weather Service-Observations

l National Weather Service-Central 

Processing

l National Weather Service-Analyze, Forecast 

and Support

l National Weather Service-Dissemination

l National Weather Service-Science and 

Technology Integration

l National Weather Service-Systems 

Acquisition 

l National Weather Service-Construction

l National Environmental Satellite Data and 

Information Service-Environmental Satellite 

Observation Systems

l National Environmental Satellite Data 

and Information Service-Data Center and 

Information Services

l National Environmental Satellite Data and 

Information Service-Systems Acquisition

l National Ocean Service-Navigation, 

Observations, and Positioning

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 47

APPENDIX B — CONTRIBUTING PROGRAMS
l National Ocean Service-Coastal Science 

and Assessment

l National Ocean Service-Ocean and Coastal 

Management and Services

l Oceanic and Atmospheric Research-Climate 

Research

l Oceanic and Atmospheric ResearchWeather and Air Chemistry Research

l Oceanic and Atmospheric ResearchOceans, Coastal, and Great Lakes Research 

l Oceanic and Atmospheric ResearchInnovative Research and Technology

l Office of Marine and Aviation Operations

l Program Support-Corporate Services

ESA l Policy Support 

Census l Longitudinal Employer Household 

Dynamics (LEHD)

STRATEGIC OBJECTIVE 3.3

Bureau Program

NOAA l National Weather Service-Operations 

and Research

l National Weather Service-Systems 

Acquisition

l National Ocean Service-Navigation, 

Observations, and Positioning

l National Ocean Service-Coastal Science 

and Assessment

l National Ocean Service-Ocean and 

Coastal Management and Services

l National Ocean Service-Acquisition

l National Ocean Service-Construction

l National Marine Fisheries Service-Protected 

Species Research and Management

l National Marine Fisheries Service-Habitat 

Conservation and Restoration

l Oceanic and Atmospheric Research-Ocean, 

Coastal, and Great Lakes Research

l Oceanic and Atmospheric Research-Climate 

Research

l National Environmental Satellite Data 

and Information Service-Data Center and 

Information Services

l Office of Marine and Aviation Operations

NIST l Laboratory Programs

l Standards Coordination and Special Programs

EDA l Public Works

l Economic Adjustment Assistance

l Technical Assistance

l Partnership Planning

l Research and Evaluation

l Trade Adjustment Assistance

ESA l Policy Support 

Census l Longitudinal Employer Household 

Dynamics (LEHD)

STRATEGIC OBJECTIVE 3.4

Bureau Program

NOAA l National Marine Fisheries Service-Protected 

Species Research and Management

l National Marine Fisheries Service-Fisheries 

Research and Management

l National Marine Fisheries Service-Habitat 

Conservation and Restoration

l National Marine Fisheries ServiceEnforcement and Observers

l National Marine Fisheries Service-Other 

Activities Supporting Fisheries

l National Marine Fisheries Service-Pacific 

Coastal Salmon Recovery Fund

l Office of Marine and Aviation Operations

l National Ocean Service-Ocean and Coastal 

Management and Services

l National Ocean Service-Acquisition

l National Ocean Service-Construction

l Oceanic and Atmospheric Research-Ocean, 

Coastal, and Great Lakes Research

STRATEGIC OBJECTIVE 3.5

Bureau Program

NIST l Laboratory Programs

ESA l Policy Support 

ITA l Industry and Analysis

NOAA l Oceanic and Atmospheric Research-Climate 

Research

l Oceanic and Atmospheric Research-Ocean, 

Coastal, and Great Lakes Research

l National Marine Fisheries Service-Fisheries 

Research and Management

l Program Support-Corporate Services

l National Weather Service-Operations and 

Research

l National Environmental Satellite, Data and 

Information Service-National Environmental 

Information Office

l National Ocean Service-Navigation, 

Observations and Positioning

l National Ocean Service-Ocean and 

Coastal Management and Services

l National Ocean Service-Coastal Science 

and Assessment

48 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

APPENDIX B — CONTRIBUTING PROGRAMS
 STRATEGIC GOAL 4: DATA

STRATEGIC OBJECTIVE 4.1

Bureau Program

OS l Chief Data Officer

l All Other Programs

BIS l All Programs

Census l All Programs

EDA l All Programs

ESA l All Programs

ITA l All Programs

MBDA l All Programs

NOAA l All Programs

NTIA l All Programs

NIST l All Programs

NTIS l All Programs

USPTO l All Programs

STRATEGIC OBJECTIVE 4.2

Bureau Program

ESA l Policy Support 

l Bureau of Economic Analysis

Census l Current Surveys and Statistics

l Economic Statistics Programs

l Demographic Statistics Programs

STRATEGIC OBJECTIVE 4.3

Bureau Program

ESA l Policy Support 

l Bureau of Economic Analysis

l Office of the Chief Economist

Census l Current Surveys and Statistics

l Economic Statistics Programs

l Demographic Statistics Programs

ITA l Global Markets

l Industry and Analysis

l Market Access and Compliance

MBDA l Minority Business Development

EDA l Technical Assistance Grants

l Partnership Planning Grants

l Economic Adjustment Assistance Grants

l Public Works Grants

 STRATEGIC GOAL 5: OPERATIONAL EXCELLENCE

STRATEGIC OBJECTIVES 5.1 THROUGH 5.4

Bureau Program

OS l Executive Direction

l Departmental Staff Services

l Franchise Fund

l Executive Direction (Centralized Services)

l Departmental Staff Services (Centralized 

Services)

l Office of the Inspector General

BIS l All Programs

Census l All Programs

EDA l All Programs

ESA l All Programs

ITA l All Programs

MBDA l All Programs

NOAA l All Programs

NTIA l All Programs

NIST l All Programs

NTIS l All Programs

USPTO l All Programs

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 49

APPENDIX B — CONTRIBUTING PROGRAMS
APPENDIX C – EVIDENCE AND EVALUATION

USE OF EVIDENCE AND EVALUATION

The use of evidence and evaluation during the collaborative development of this strategic plan is an important 

example of the Department’s efforts to improve program performance. By applying existing research about 

what works, generating new knowledge, and using evaluation to formulate goals, objectives, and strategies in 

this plan, the Department is more likely to achieve its desired performance outcomes. The information below 

summarizes key evidence used to inform the strategic planning process.

 STRATEGIC GOAL 1: TRADE AND INVESTMENT

l The Role of Exports in the United States Economy. 

Economics and Statistics Administration and 

International Trade Administration, May 2014.

l The United States of Trade – 50 Stories in 50 States. 

Office of the United States Trade Representative, 2015.

l Supporting Travel and Tourism to Grow Our Economy 

and Create More Jobs: Report to the President, 

U.S. Department of Commerce and Department of 

Homeland Security, February 2015.

l National Export Strategy. Trade Promotion 

Coordinating Committee, 2012.

l “Regional Liberalization of Trade in Services” 

The World Economy, 2011.

l A Profile of U.S. Importing and Exporting Companies, 

2010-2011. U.S. Census Bureau, April 2013.

l National Export Initiative. U.S. and Foreign 

Commercial Service Should Improve Performance and 

Resource Allocation Management (GAO-11-909). U.S. 

Government Accountability Office, September 2011.

l Fostering SMEs’ Participation in Global Markets: Final 

Report. Organization for Economic Co-operation and 

Development, April 2013.

l U.S. FDI Competitiveness Report: Revival of 

the United States as an Economic Powerhouse. 

Investment Consulting Associations, October 2011.

l Survey of U.S. Subsidiaries of Foreign-Owned Firms. 

BEA, 2013.

l Antidumping and Countervailing Duties: Key Challenges 

to Small and Medium-Sized Enterprises; Pursuit of 

the Imposition of Trade Remedies (GAO-08-391). 

U.S. Government Accountability Office, June 2013.

l Antidumping and Countervailing Duties: Management 

Enhancements Needed to Improve Efforts to 

Detect and Deter Duty Evasions (GAO-12-551). U.S. 

Government Accountability Office, May 2012.

 STRATEGIC GOAL 2: INNOVATION

l Report to the President: Accelerating U.S. Advanced 

Manufacturing. President’s Council of Advisors on 

Science and Technology (PCAST), October 2014.

l Visiting Committee on Advanced Technology (VCAT) 

2014 Annual Report. VACT, February 2015.

l Report to the President on Ensuring American 

Leadership in Advanced Manufacturing. President’s 

Council of Advisors on Science and Technology 

(PCAST), June 2011.

l National Network for Manufacturing Innovation: A 

Preliminary Design. National Science and Technology 

Council, January 2013.

l Manufacturing Extension Partnership: Making and 

Impact on U.S. Manufacturing. NIST, 2013.

l Exploring the Digital Nation: America’s Emerging 

Online Experience. NTIA and ESA, June 2013.

l Plan and Timetable to Make Available 500 Megahertz 

of Spectrum for Wireless Broadband. NTIA, 

October 2010.

l Copyright Policy, Creativity, and Innovation in the 

Digital Economy. Internet Policy Task Force, July 2013.

l Framework for Improving Critical Infrastructure 

Cybersecurity. NIST, February 2014.

l Construction Grants Program Impact Assessment 

Report. Grant Thornton, September 2008. (validation 

of the 1997 “Rutgers Study”)

50 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 
l Spectrum Management: Federal Government’s 

Use of Spectrum and Preliminary Information on 

Spectrum Sharing (GAO-12-1018T). U.S. Government 

Accountability Office, September 2012.

l Information Resellers: Consumer Privacy Framework 

Needs to Reflect Changes in Technology and the 

Marketplace (GAO-13-663). U.S. Government 

Accountability Office, September 2013.

l A Review of the Manufacturing-related Programs at 

the National Institute of Standards and Technology, 

FY 2012. National Research Council of the National 

Academies, 2012.

l NIST Economic Impact Studies. NIST, 2009-2013.

STRATEGIC GOAL 3: ENVIRONMENT

l NOAA’S Observing Systems: Additional Steps Needed 

to Achieve an Integrated, Cost-Effective Portfolio. 

GAO, 2014.

l Federal Oceanographic Fleet Status Report. National 

Ocean Council, 2013.

l Environmental Satellites: Improvements Needed in 

NOAA’s Mitigation Strategies as It Prepares for Potential 

Satellite Coverage Gaps. GAO, 2015. 

l An Assessment of the NIST Engineering Laboratory 

Community Disaster Resilience Program. National 

Research Council, 2014.

l NIST Special Publication 1190 Community Resilience 

Planning Guide for Buildings and Infrastructure Systems

(vols. I and II). 2015.

l Overview Paper on Resilience Economies and Societies.

EDA, 2014.

l Fish Stock Assessments: Prioritization and Funding. 

GAO, September 2014.

l Third Report on Federally Funded Ocean Acidification 

Research and Monitoring Activities. Committee on 

Environment, Natural Resources, and Sustainability of 

the National Science and Technology Council, 2015.

l External Review of the Cooperative Institute for 

Meteorological Satellite Studies (CIMSS). NOAA 

Science Advisory Board, 2014.

l Causes and Predictability of the 2011 to 2014 California 

Drought. (NOAA Climate Program Office Assessment 

Report), December 2014.

l Decadal Survey of Ocean Sciences. National Research 

Council, 2015. 

l Update – Making the Invisible Visible: Analytical Tools for 

Ecosystem Services. Business for Social Responsibility, 

2015.

 STRATEGIC GOAL 4: DATA

l The Value of the American Community Survey: Smart 

Government, Competitive Businesses, and Informed 

Citizens. ESA, May 2015.

l The Importance of Data Occupations in the U.S. 

Economy. ESA, March 2015.

l Fostering Innovation, Creating Jobs, Driving Better 

Decisions: The Value of Government Data. ESA, 

July 2014.

l Open Data: Unlocking innovation and performance 

with liquid information. McKinsey Global Institute, 

October 2013.

l “Datafication–Reflects the Past and Drives the Future: 

A Revolution That is Changing How We Live, Work, 

Think...” BizShifts-Trends, June 2013.

l Big Data: The next frontier for innovation, competition, 

and productivity. McKinsey Global Institute, May 2011.

l Open Data Policy - Managing Information as an Asset. 

White House Policy Memo, May, 2013. 

 STRATEGIC GOAL 5: OPERATIONAL EXCELLENCE

l Recruitment, Engagement, Diversity, and Inclusion 

(REDI) Strategy. U.S. Office of Personnel 

Management, 2015.

l Baldrige Criteria for Performance Excellence. 

NIST, 2013.

l Top Management Challenges Facing the Department 

of Commerce. Office of the Inspector General, 

October 2014.

l The New Federal Performance System: Implementing the GPRA Modernization Act. Donald Moynihan, 

2013.

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 51

APPENDIX C — EVIDENCE AND EVALUATION
NEXT STEPS IN BUILDING EVALUATION CAPACITY AND FUTURE EVALUATIONS

The Department is working to strengthen its evaluation capabilities and using evidence to drive improvements in 

program delivery. As a byproduct of the Department’s Performance Excellence Council, a multi-bureau Impacts 

Collaborative was established in 2013 to improve the measurement and evaluation of business assistance impacts. 

This collaborative forum facilitated the launch of two groundbreaking evaluation pilot projects by ITA and MBDA that 

will leverage data from the Census Bureau’s Center for Economic Studies. In addition to ongoing evaluation efforts, 

the information below summarizes future planned evaluation activities.

 STRATEGIC GOAL 1: TRADE AND INVESTMENT

l Pilot test for using Census Bureau’s Center for 

Economic Studies data to evaluate the impact of 

Global Markets’ business assistance.

l Analysis of foreign direct investment in U.S. and 

competitor economies using BEA survey results.

l Industry survey and analysis of Export Control 

Reform impacts.

 STRATEGIC GOAL 2: INNOVATION

l Review and evaluation of NIST programs and policies 

by the Visiting Committee on Advanced Technology.

l Manufacturing Extension Partnership Advisory Board 

(MEPAB)’s review and guidance from industrial 

extension customers and providers who have a 

vision of industrial extension with a national scope.

l Analysis of spectrum reallocation options and 

Commerce Spectrum Management Advisory 

Committee (CSMAC) review and advice.

l Review of Cybersecurity Framework engagement 

with critical infrastructure owners/operators and 

related federal agencies.

l Analysis of detailed impacts of broadband grants 

projects to inform future broadband initiatives.

l An analysis of resources and demand drivers for 

the NTIA Center for Advanced Communications 

conducted by the National Academy of Sciences.

l Annual technical assessments of the scientific impact 

of selected NIST laboratories by National Research 

Council of the National Academies.

STRATEGIC GOAL 3: ENVIRONMENT

l National Strategic Plan for Federal Aquaculture 

Research (2014-2019) by the National Science 

and Technology Council Committee on Science 

Interagency Working Group on Aquaculture.

l NOAA Fisheries Draft Climate Science Strategy.

l NOAA National Ocean Service, Draft Management 

Plan and Draft Environmental Impact Statement for 

Humpback Whale National Marine Sanctuary.

l Formal review of the scientific value of NOAA’s Data 

Center’s data and information services.

l Satellite architecture review for continuity of 

environmental observations review of next-generation 

geostationary and polar satellites.

l Five-year cycle of external peer reviews of NOAA 

Fisheries’ Science Centers’ science enterprise.

l Technical quality assessment of NIST Engineering 

Laboratory, including the Green Buildings Program 

by the National Research Council of the National 

Academies.

 STRATEGIC GOAL 4: DATA

l ESA program evaluation to assess data capacity and 

value to customers.

STRATEGIC GOAL 5: OPERATIONAL EXCELLENCE

l Annual Federal Employee Viewpoint Survey.

l Annual Federal Managers Survey on Organizational 

Performance and Management Issues.

52 | DEPARTMENT OF COMMERCE • FY 2014 – FY 2018 STRATEGIC PLAN 

APPENDIX C — EVIDENCE AND EVALUATION
APPENDIX D – PRIORITY GOALS

AGENCY PRIORITY GOALS

4. By September 30, 2015, the Department of Commerce 

will improve its overall weather forecast model 

accuracy to nine days which will enable more accurate, 

consistent, longer lead time for specific weather event 

forecasts and warnings. (NOAA)

5. By September 30, 2015, the Department of Commerce 

will confirm the elimination of overfishing on all 21 U.S. 

domestic stocks identified as subject to overfishing as 

of June 30, 2013, by comparing catch data relative to 

overfishing limits (OFLs). (NOAA)

CROSS-AGENCY PRIORITY GOALS

Per the GPRA Modernization Act requirement to 

address Cross-Agency Priority Goals in the Agency 

strategic plan, the Annual Performance Plan, and 

the Annual Performance Report please refer to 

www.Performance.gov for the Agency’s contributions 

to those goals and progress, where applicable.

The Department has established the following priority 

goals for fiscal years 2014-2015. 

1. By September 30, 2015, the Department of Commerce 

will increase the percentage of companies assisted by 

Global Markets that achieve their export objectives to 

71percent. (ITA)

2. By September 30, 2015, the Department of Commerce 

will reduce patent pendency for first action and total 

pendency from the end of FY 2012 levels of 21.9 and 

32.4 months to 15.7 and 26.4 months; as well as 

reduce the unexamined patent application backlog of 

608,300 to 534,900. Additionally, the patent quality 

composite score will be improved from 72.4 percent 

to 100 percent of the FY 2015 target. (USPTO)

3. By September 30, 2015, the Department of Commerce 

will increase the Nation’s broadband infrastructure 

developed through the Broadband Technology 

Opportunities Program (BTOP) from 78,120 miles at 

the end of FY 2012 to 110,000 miles. When this goal is 

achieved, BTOP will connect 24,000 community anchor 

institutions and will add 650,000 new household and 

business subscribers to broadband service. (NTIA)

FY 2014 – FY 2018 STRATEGIC PLAN • DEPARTMENT OF COMMERCE | 53
U.S. DEPARTMENT OF COMMERCE

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Washington, DC 20230

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