U.S. Department of the Interior

2019/2020 Annual Performance Plan

& 2018 Report (APP&R)

March 19, 2019
Interior Annual Performance Plan and Report Page 2 

Table of Contents

Introduction................................................................................................................................................. 3 

Bureau and Office Summaries ................................................................................................................ 4 

Data Accuracy and Reliability................................................................................................................... 7 

How to Use the Annual Performance Plan & Report.............................................................................. 9 

FY 2018-2022 Strategic Plan Framework ..........................................................................................10

Mission Area 1: Conserving Our Land and Water......................................................................................11

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources..............................................43

Mission Area 3: Expanding Outdoor Recreation and Access.....................................................................70

Mission Area 4: Fulfilling Our Trust and Insular Responsibilities...............................................................79

Mission Area 5: Protecting Our People and the Border ..........................................................................101

Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 Years...................120

Appendix A - Major Management Challenges..........................................................................................142

Appendix B – Program Evaluations...........................................................................................................151

Appendix C – Acronym List .......................................................................................................................160
Interior Annual Performance Plan and Report Page 3 

Introduction

The Department of the Interior (DOI) conserves and manages the Nation’s natural resources and 

cultural heritage for the benefit and enjoyment of the American people, provides scientific and 

other information about natural resources and natural hazards to address societal challenges and 

create opportunities for the American people, and honors the Nation’s trust responsibilities or 

special commitments to American Indians, Alaska Natives, and affiliated island communities to 

help them prosper. 

The Department manages the Nation’s public lands and minerals, including managing more 

than 480 million surface acres of public lands (BLM – 246M; FWS – 96M; NPS – 85M; 

BIA – 56M), 700 million acres of subsurface minerals, and 1.7 billion acres of the Outer 

Continental Shelf. The Department is the steward of 20 percent of the Nation’s lands, 

including national parks, national wildlife refuges, and the public lands. It manages resources 

providing approximately 20 percent of the Nation’s energy; delivers and manages water in 

the 17 Western states and supplies 15 percent of the Nation’s hydropower energy; and 

upholds Federal trust responsibilities to 573 federally recognized Indian tribes, Alaska Native 

communities, and insular areas. The Department also partners with states to manage 

wildlife, promote healthy forests and suppress fire, manage energy resource development 

(oil, gas, coal, hydro, geothermal, wind, and solar) on its lands and offshore areas, 

promote outdoor recreation (including hunting, fishing, bird watching, boating, hiking, 

and biking) and provide mapping, geological, hydrological, and biological science for the 

Nation. 

This Annual Performance Plan and Report (APP&R) is prepared in compliance with the 

requirements of the Government Performance and Results Act (GPRA) Modernization Act of 

2010, P.L. 111-352. The APP&R provides an assessment of the Department’s progress toward 

achieving its Strategic Plan goals using a collection of key performance indicators, including the 

results over the past five years and targets for the next two years. As part of this program 

performance assessment, the APP&R also displays corresponding funding investments and 

strategic actions planned for the next two years. This information is used for planning and 

provides transparency and accountability to the public. 
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Bureau and Office Summaries

Bureau of Land Management (BLM)

 Manages public lands for the benefit of all Americans 

under the dual framework of multiple use and sustained yield 

on nearly 250 million surface acres, as well as 700 million 

acres of subsurface mineral estate. Priorities include: 

 Making full use of the Nation’s domestic energy and

mineral sources, including conventional and renewable

energy sources;

 Serving American families by providing outdoor

recreation opportunities that are key to the Nation’s heritage

and its economy;

 Managing working landscapes to support sustainable

livestock grazing operations; and timber and biomass

production; and

 Developing and maintaining strong partnerships with

state, local, and private stakeholders in shared conservation

stewardship.

 

Office of Surface Mining Reclamation and 

Enforcement (OSMRE)

 Protects the environment during coal mining through 

Federal programs, grants to states and Tribes, and oversight 

activities. 

 Ensures the land is reclaimed afterwards. 

 Mitigates the effects of past mining by pursuing 

reclamation of abandoned coal mine lands. 

Bureau of Ocean Energy Management (BOEM) 

 Manages access to renewable and conventional energy 

resources of the Outer Continental Shelf (OCS). 

 Administers 2,600 active fluid mineral leases on almost

14 million OCS acres; 

 Oversees 4 percent of the natural gas and 18 percent of 

the oil produced domestically; 

 Oversees lease and grant issuance for offshore 

renewable energy projects; and

 Manages leasing for marine mineral resources such as

sand to facilitate beach replenishment and coastal

nourishment projects.

U.S. Geological Survey (USGS)

 Produces information to increase understanding of 

natural hazards such as earthquakes, volcanoes, and 

landslides. 

 Conducts research and delivers assessments on oil, gas, 

and alternative energy potential, production, consumption, 

and environmental effects. 

 Conducts reliable scientific research in land resources, 

mineral assessments, and water resources to inform effective 

decision making and planning. 

 Provides science information that supports natural 

resource decisions.

 Produces topographic, geologic, hydrographic, and 

biogeographic data and maps.
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Bureau of Safety and Environmental 

Enforcement (BSEE)

 Fosters secure and reliable energy production from the 

1.7 billion-acre U.S. Outer Continental Shelf (OCS) for 

America’s energy future.

 Conducts inspections, permitting, incident and 

equipment failure analysis, oil spill preparedness and 

enforcement programs aimed at promoting a culture of safety 

and reducing risk to those who work offshore. 

 Supports the technical expertise to engage opportunities 

and to meet challenges to tap the full potential of OCS 

energy resources. 

Bureau of Reclamation (BOR) 

 Manages, develops, and protects water and related 

resources in an environmentally and economically sound 

manner in the interest of the American public.

 Largest wholesale supplier of water in the Nation. 

 Manages 492 dams and 338 reservoirs. 

 Delivers water to 1 in every 5 western farmers and more 

than 31 million people. 

 America’s second largest producer of hydroelectric 

power. 

Fish and Wildlife Service (FWS)

 Manages the lands and waters of the 836 million-acre 

National Wildlife Refuge System, primarily for the benefit of 

fish and wildlife. 

 Manages 70 fish hatcheries and other related facilities 

for endangered species recovery and to restore native 

fisheries. 

 Protects and conserves: 

 Migratory birds; 

 Threatened and endangered species; and 

 Certain marine mammals. 

 Hosts about 50 million visitors annually at more than 

566 refuges located in all 50 states and 38 wetland 

management districts.

National Park Service (NPS)

 Maintains and manages a network of 418 natural, 

cultural, and recreational sites for the benefit and enjoyment 

of the American people. 

 Manages and protects nearly 27,000 historic and 

prehistoric structures, nearly 44 million acres of designated 

wilderness, and a wide range of museum collections and 

cultural and natural landscapes. 

 Provides outdoor recreation to nearly 331 million 

visitors at National Park units.

 Provides technical assistance and support to state, tribal 

and local natural and cultural resource sites and programs and

fulfills responsibilities under the National Historic 

Preservation Act of 1966.
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Indian Education (BIE)

 Supports 183 elementary and secondary schools and 

dormitories, providing educational services to approximately 

48,000 students in 23 states. 

 Supports 33 community colleges, universities, postsecondary schools, and technical colleges.

Indian Affairs (BIA)

 Fulfills Indian trust responsibilities. 

 Promotes self-determination on behalf of 573 federally 

recognized Indian Tribes. 

 Funds self-governance compacts and self-determination 

contracts to support all Federal programs including 

education, law enforcement, and social service programs that 

are delivered by Tribal Nations. 

Insular and International Affairs

 Coordinates federal policy for the territories of 

American Samoa, Guam, the U.S. Virgin Islands and the 

Commonwealth of the Northern Mariana Islands.

 Oversees the Department’s involvement with oceans 

policy. 

 Manages the Department’s involvement in international 

affairs. 

 Responsible for administering and overseeing U.S. 

federal assistance to the Federated States of Micronesia, the 

Republic of the Marshall Islands, and the Republic of Palau 

under the Compacts of Free Association, as well as providing 

technical and financial assistance to all the Insular Areas. 

Note: Includes Office of Insular Affairs and Office of

International Affairs 

Departmental Offices

 Immediate Office of the Secretary, Deputy Secretary, 

and Assistant Secretaries

 Office of the Solicitor

 Policy, Management and Budget provides leadership 

and support for the following: 

 Budget, Finance, Grants, and Acquisition; 

 Public Safety, Resource Protection, and Emergency 

Services;

 Natural Resources Revenue Management; 

 Human Capital and Diversity; 

 Information Management and Technology; 

 Civil Rights; 

 Policy and Environmental Management; 

 Natural Resource Damage Assessment and 

Restoration; 

 Wildland Fire Management; and

 Native Hawaiian Relations

 Office of Inspector General 

 Office of the Special Trustee for American Indians 
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Data Accuracy and Reliability

The Department ensures the accuracy and reliability of the performance data in its Annual 

Performance Plan and Report (combined) and in measuring progress towards its Agency Priority 

Goals, in accordance with the five data quality specifications in the GPRA Modernization Act of 

2010 for: 

• Means used to verify and validate measured values: All performance data reported in the 

Annual Performance Plan & Report and on http://www.performance.gov/ by the 

Department is subject to the data verification and validation standards initially published 

in 2003 and reissued in 2007 (see https://www.doi.gov/performance/data-validation-andverification). Implementing organization heads or chief officials confirm in writing the 

validity of the data. In the case of Agency Priority (Performance) Goals, senior officials 

in the implementing organization personally present the data on a quarterly basis to the 

senior Departmental leadership.

• Sources for the data: Program managers provide performance data based on their 

observations that can include extrapolations of selected representative samples or history 

adjusted for estimates of changing conditions. These data are tracked and maintained in 

separate systems. Following review by the providing bureau or office, data are collected, 

reviewed, integrated, and maintained by the Department’s Office of Planning and 

Performance Management in its Annual Performance Plan & Report (APP&R) that is 

available at the Department’s Budget and Performance Portal (www.doi.gov/bpp), and on 

the www.performance.gov website. 

• Level of accuracy required for the intended use of the data: Performance data reported in 

the Annual Performance Plan & Report and on http://www.performance.gov/ are used for 

management purposes, as a representative indicator of progress in relation to a target or 

goal established by the corresponding implementing organization. The accuracy of the 

information is that which is considered necessary to provide a reasonable representation 

of the progress made relative to a target or goal for discussion purposes, to help: 

o determine if the progress is considered adequate;

o provide understanding of the ability for the processes and methods being 

implemented to achieve the goal;

o indicate if any further exploration or evaluation is needed to better ensure 

achievement of the goal; and

o whether alternative action, including adjusting funding levels, facilities, 

workforce, IT capabilities, etc., is needed to help better ensure achievement of the 

goal.

• Limitations to the data at the required level of accuracy: Performance data are subject to 

potential errors from the use of estimations and extrapolations (especially where direct 

measurement is impractical and/or too costly), individual observation, 

miscommunication, and/or failure to effectively employ the guidance described in the 

performance measure template or the “Indicator” description in 

http://www.performance.gov/. However, based on multiple review levels and accuracy 

certifications, these limitations are not significant. 
Interior Annual Performance Plan and Report Page 8 

• How the agency has compensated for such limitations if needed to reach the required 

level of accuracy: The measurement procedures for each performance measure used in 

the Annual Performance Plan and Report are described and documented in data 

measurement templates posted on the OMB MAX website, or described in the 

“Indicator” block for each Agency Priority (Performance) Goal 

on http://www.performance.gov/. Along with the implementing organization’s official 

assurance of faithfully employing the data verification and validation standards, 

submitted data are reviewed within the context of the scope and nature of the activity, 

plans, and experience to help confirm accuracy. Following review and verification by the 

submitting bureau or office, the data are reviewed again (within corresponding trends and 

programmatic context) by the Department’s Office of Planning and Performance 

Management to determine if further consultation with the data provider is necessary to 

adjust or correct the reported data before publication. Senior management and leadership 

consider this level of accuracy to be acceptable in their use of the data. Experience in 

using the data, historical trend and programmatic context assessments, and bureau data 

quality certifications indicate that the limitations are considered minor and compensating 

measures are not considered necessary. 

• In addition to employing the Department’s data validation and verification standards, and 

internal reviews of submitted data, the best “test” of the data’s accuracy is in its use. 

Agency Priority (Performance) Goal data are reviewed during quarterly status reviews 

where senior officials report their data directly to the Department’s senior leadership and 

is made publicly available through http://www.performance.gov/. Annual performance 

plan and report information is provided with historical, organizational, and supporting 

context to provide the reader with a fuller perspective of the data and is reviewed 

annually at the “strategic objective” level.
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How to Use the Annual Performance Plan & Report 

The Annual Performance Plan and Report is organized by the Mission Areas, Goals, and 

Strategic Objectives of the Department’s FY 2018-2022 Strategic Plan. The APP&R provides 

the performance and funding details of each contributing bureau and program to present the 

progress made and plans for achieving each goal. Each section contains seven components: 

1. Identification of the relevant Mission Area, Goal, and Strategic Objective.

2. Program Performance Overview – a concise explanation of the progress made in 

implementing the strategic objective and attaining the related strategic goal. This section 

also includes, where applicable, a summary of FY 2018 accomplishments, risks, and 

major management challenges. (The next edition of this plan and report will be created 

after FY 2019 results are available and will be updated to summarize FY 2019 

accomplishments.) 

3. Public Benefit – a review of what the public gains from our efforts. 

4. DOI Strategic Plan Performance Measures – this section reports on the performance 

measures for achieving the GPRA goals in the Strategic Plan. For each performance 

measure, actual performance is reported for FY 2014 through FY 2018. In addition, 

performance targets are provided for fiscal years 2018, 2019, and 2020. 

5. Bureau Supporting Performance Measures and/or Milestones – this section contains 

bureau-specific performance measures and/or milestones that support achievement of the 

goals and strategies. For each measure or milestone, actual data are provided for FY 

2014 through FY 2018. Target data are provided for fiscal years 2018, 2019, and FY 

2020. 

6. Strategic Actions planned through FY 2020 – this section contains a bulleted list of 

strategic actions that highlight some of the key, significant activities planned through the 

budget year of FY 2020 to attain the performance targets associated with the 

Department’s FY 2020 budget request. 

7. Key Funding Sources – this section contains estimates of funding budgeted for programs 

that support the goal and strategies. Funding estimates are based on actual enacted 

amounts for FY 2014 through FY 2018. Amounts for FY 2018, 2019, and 2020 are 

based on the Department’s 2018 appropriations, 2019 budget, and 2020 budget request, 

respectively.
FY 2018-2022 Strategic Plan Framework

Conserving Our

Land and Water

Utilize science in land, 

water, species and 

habitat management 

supporting decisions 

and activities

Manage DOI water 

storage and delivery 

to resolve conflicts 

and expand capacity

Foster partnerships to 

achieve balanced 

stewardship and use 

of public lands

Inform land use 

planning processes 

especially for public 

use and access

Generating 

Revenue and 

Utilizing Our 

Natural 

Resources

Ensure energy and 

economic security 

for America

Ensure access to 

mineral resources

Ensure public 

receives fair 

market value for 

resources; and 

recover costs 

where appropriate

Focus timber 

programs on 

“healthy forests” 

lifecycle

Manage grazing 

resources

Expanding 

Outdoor 

Recreation 

and Access

Expand hunting, 

fishing, and 

other recreation 

on DOI lands and 

waters

Enhance public 

satisfaction at 

DOI sites

Fulfilling Our Trust 

and Insular 

Responsibilities

Support tribal 

selfdetermination, 

self governance 

and sovereignty

Fulfill fiduciary 

trust

Strengthen 

economic and 

health capacities in 

the US Territories 

and fulfill US 

compact 

obligations to the 

freely associated 

states

Protecting Our 

People and the 

Border

Ensure emergency 

preparedness and 

DOI law 

enforcement 

staffing addresses 

public safety risks

Support securing 

our southern 

continental US 

border

Manage wildland fire 

to reduce risk and 

improve ecosystem 

and community 

resilience

Provide science to 

safeguard 

communities 

against natural 

hazards

Modernizing 

Our 

Organization 

and 

Infrastructure 

for the Next 

100 Years

Align DOI 

organizational 

structure and 

workforce to 

improve 

partnership 

engagement and 

mission delivery 

Reduce 

administrative and 

regulatory burden

Prioritize DOI 

infrastructure 

needs and reduce 

deferred 

maintenance 

backlog

Crosscutting principles: Senior executives provide leadership in achieving Presidential and Secretarial goals and are expected to: ensure 

cost-effective operations and quality service to the public; facilitate organizational cooperation and conflict resolution; ensure workplace 

environment conducive to employee productivity and safety; and hold individuals accountable for their actions.
Interior Annual Performance Plan and Report Page 11

Mission Area 1: Conserving Our Land and Water
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

Interior Annual Performance Plan and Report Page 12

Mission Area 1: Conserving Our Land and Water

Goal #1: Utilize Science in Land, Water, Species, and Habitat Management for Decisions

and Activities

Strategy #1: Apply science to land and species management

Program Performance Overview: Overall, performance improved from FY 2017 to FY 2018, with four of eight strategic plan 

measures improving performance and four remaining level. Water measures improved between FY 2017 and FY 2018. The USGS 

National Water Census exceeded its target due to an acceleration of progress in modeling ungaged streamflow nationally. This 

progress will allow the National Water Census, through the Water Availability and Use Science Program, to focus more resources on 

developing methods to estimate daily water withdrawal associated with irrigation, thermoelectric, and public supply. USGS will 

maintain the core functions of its missions and prioritize its activities to ensure the most essential scientific knowledge and tools are 

delivered to land managers, policy makers, and the public to inform decision-making. 

Performance in the monitoring and assessing of the Nation’s water availability and quality shows steady improvement from FY 2014 

through FY 2018. This level of performance indicates programs are effectively applying funding toward needed research, monitoring, 

and assessments to inform decision makers about water availability and quality. 

Public Benefit: The USGS conducts scientific monitoring and research to support management strategies that address the impacts of 

land use and environmental change on the availability and sustainability of resources. The USGS supports management agencies by 

identifying conservation measures designed to preclude the need for listing species as endangered or threatened; recover listed species; 

and prevent or control invasive species and wildlife disease outbreaks. 

The USGS conducts monitoring, assessments, and research to understand and predict changes in the quality and quantity of water 

resources in response to land-use and management scenarios. Through advanced understanding and integrated modeling of processes 

that determine water availability, the USGS informs the balanced management of water resources for multiple purposes, including 

energy production, the sustainability of fish and other aquatic communities valued by society, and public enjoyment. 
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

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Strategic Plan Performance Measures 

Strategy: Apply science to land, water, and species management

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent completion of targeted land and water 

management research actions

USGS N/A N/A 100% 100% 100% 100% 100% 29%

Number of completed research actions N/A N/A 1 7 7 7 8 2 

Number of planned research actions N/A N/A 1 7 7 7 8 7 

Percentage of people living in targeted 

watersheds covered by completed water 

quality models

USGS N/A N/A N/A N/A N/A N/A 51% 100%

Number of people covered by SPARROW 

model (in Millions)

N/A N/A N/A N/A N/A N/A 157 307

Total population (in Millions) N/A N/A N/A N/A N/A N/A 307 307

Percent completion of planned water quality 

sampling and studies for the Nation's 

groundwater, streams and rivers

USGS 11% 22% 35% 47% 59% 53% 69% 79%

Percent completion of the USGS National 

Water Census baseline

USGS N/A N/A N/A 0% 10% 22% 37% 60%

Percent completion of U.S. aquifer 

groundwater availability baseline studies 

USGS N/A 25% 28% 30% 35% 35% 40% 42%

Number of aquifer assessments completed N/A 10 11 12 14 14 16 17

Total number of aquifers N/A 40 40 40 40 40 40 40

Percent completion of targeted species 

management research actions

USGS N/A N/A N/A 100% 100% 100% 100% N/A

Number of completed research actions N/A N/A N/A 5 5 5 5 0 

Number of planned research actions N/A N/A N/A 5 5 5 5 5 

Percent completion of targeted biological 

threats research actions

USGS N/A N/A 100% 100% 100% 100% 100% 100%

Number of completed biological threat actions N/A N/A 9 11 11 11 11 11

Number of planned biological threat actions N/A N/A 9 11 11 11 11 11
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

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Percent completion of collaborative research 

projects on effects to fish and wildlife habitat 

from changing conditions

USGS N/A 100% 100% 90% 67% 187% 100% 33%

Number of collaborative projects completed N/A 41 55 45 20 56 30 10

Number of targeted collaborative projects 

completed

N/A 41 55 50 30 30 30 30

Supporting Performance Measures

Strategy: Apply science to land, water, and species management

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of water withdrawals from Public 

Supply, Thermoelectric, and Irrigation 

reported to USGS from our partners of a 

defined quality level

USGS N/A N/A 9% 18% 19% 20% 20% 20%

Number of water withdrawals of defined 

quality

N/A N/A 15 30 32 33 34 34

Total number of water withdrawals N/A N/A 168 168 168 168 168 168

Strategic Actions Planned through FY 2020 

U.S. Geological Survey 

Ecosystems (ECO):

• Deliver data to Federal and State managers and the public on distribution of aquatic invasive species through a Web-based 

platform that serves as an early warning and alert system for new invasions with tools to identify potential invaders after large 

storm events. 

• Provide data, technical expertise, and capacity to facilitate rapid response by states to new invasions of invasive plants and 

animals and develop species-specific controls to minimize application costs and ecological effects of treatments including 

targeted chemicals for Asian carp and zebra and quagga mussels, pheromones (chemical substances) for sea lamprey, and 

microbes to control mosquitoes, common reed, and cheatgrass. 

• Test and refine new molecular and remote sensing technologies including environmental DNA (eDNA), drones, and infrared 

remote sensing to identify invasive species early in an invasion when chances of eradication success are highest.
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

Interior Annual Performance Plan and Report Page 15

• Support early detection and rapid response for invasive reptiles such as Burmese pythons and Argentine black and white tegus 

in Florida, boa constrictors in the U.S. Virgin Islands, and brown treesnakes in Guam, including the Brown Treesnake Rapid 

Response Team. Improve the power of early detection tools and develop containment and control methods as part of the 

intergovernmental team preventing the spread of Asian carp into the Great Lakes and reducing their effects elsewhere in the 

Nation. 

• Conduct population assessments for the following: Great Lakes forage fish used by states, tribes, and provinces to manage a 

$7 billion commercial and recreational fishing industry; migratory birds used by National Flyway Councils to manage 

waterfowl hunting in the United States in cooperation with Canada and Mexico; and North American bats to understand 

impacts of the invasive fungal disease white-nose syndrome on control of insects that threaten agriculture and human health. 

• Provide maps of real-time and forecasted plant and animal activity used by resource managers to predict and manage invasive 

species, insect pests, wildlife disease, recreational opportunities, and habitats within and across protected areas. 

• Develop scientific information and tools for use by Interior bureaus and other federal, state and tribal agencies to design and 

site energy, transportation, and other infrastructure to reduce conflict with wildlife and comply with laws and regulations. 

• Provide research and decision support tools to address the science needs of the U.S. Fish and Wildlife Service’s 7-year work 

plan for species listing decisions. Develop science and tools to identify habitat required to maintain target populations of 

federally listed species, candidate species, migratory species, and other species of management concern.

• Provide surveillance, diagnostics, source tracking, and management tools including vaccine development for nationally 

significant wildlife diseases such as avian influenza in birds, white nose syndrome in bats, and chronic wasting disease in large 

game species such as deer and elk.

• Provide science to inform decisions about planning, managing, and using coastal areas for purposes as varied as resource 

management, economic development, and hazard mitigation. 

• Provide research and decision support tools to manage Interior lands to reduce the risks of fire, invasive species, wildlife 

disease, and harmful algal blooms. Provide information on the most cost-effective and successful land and water conservation 

and restoration practices to support Interior lands and trust responsibilities. 

• Provide integrated science to improve degraded large-scale ecosystems which provide surrounding communities with services 

such as clean water, flood control, and natural resources for multi-faceted economies based on outdoor recreation, commercial 

seafood harvest, and tourism. 

Water Resources:

• Conduct National Water Census activities such as developing tools and models to estimate water use; operationalizing fieldscale evapotranspiration (ET) estimation techniques; and refining models to estimate streamflow in ungaged basins. 
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

Interior Annual Performance Plan and Report Page 16

• As a proof of concept for National extent Integrated Water Availability Assessments (IWAAs), which will evaluate water 

availability for human and ecological use, infrastructure, security, and economic optimization, the USGS will deliver a map 

illustrating a near-real time census of water resources. The USGS will also continue work on a pilot regional extent IWAAs in 

the Delaware River Basin and identify a basin in the West to begin a new regional IWAAs in 2020. 

• Continue support for completion of the National Water Census water budget component baseline estimates by 2022. 

• Measure, analyze, and develop models to estimate withdrawals associated with water use in cooperation with other federal 

agencies, states, localities, tribes, and partners to determine the amount of water, where, and how it is used in support of water 

resources management. 

• Complete three, and continue work on the remaining six, regional groundwater availability studies, providing resource 

managers more information and new tools to understand groundwater resources and make management decisions in their area. 

• Conduct studies at Water Science Centers across the Nation in cooperation with state, local, regional, and tribal partners that 

provide the data and tools necessary for resource managers to make management decisions regarding water availability now 

and into the future. These local studies will help to inform the National Water Census and national level efforts about water 

availability. 

• Support long-term, nationally consistent monitoring of sediment, nutrients, and pesticides at 114 stream sites located on large 

inland and coastal rivers, as well as in small agricultural, urban, and minimally disturbed reference watersheds. These sites are 

used to track changes in the amounts of contaminants delivered to important receiving waters and how contaminant 

concentrations and loads are changing over time. 

• Provide regional-scale modeling of current and projected surface-water and groundwater quality in selected major river basins 

and important principal aquifers. These models provide predictions of where concentrations of nutrients, sediments, and 

pesticides are likely to occur at levels that would impair water quality.

• Initiate efforts to apply state-of-the-science sensor technology to monitor and forecast changes on a near real-time basis for key 

water-quality constituents or their surrogates—such as salinity, sediment, algal toxins (e.g., from harmful algal blooms), and 

other contaminants—that can impair water quality and adversely affect the health of humans and aquatic ecosystems. 

National and Regional Climate Adaptation Science Centers (NRCASC): 

• Provide national level synthesis of environmental change important to Departmental resource management priorities.

• Conduct gap analysis of climate impacts and adaptation needs for Interior bureaus. 

• Provide summaries of best adaptation practices and state of the science for climate change impacts to managers.

• Advance the science in the design of adaptation strategies for Departmental resource management.
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

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Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

U.S. Geological Survey

Species Management Research --- --- --- --- --- --- 43,017

Land Management Research --- --- --- --- --- --- 45,132

Biological Threats Research --- --- --- --- --- --- 28,999

Status and Trends 20,473 20,473 20,473 20,473 20,473 20,473 ---

Fisheries Program 20,886 20,886 20,886 21,136 20,136 20,136 ---

Wildlife Program 44,757 45,257 45,757 46,007 46,007 46,007 ---

Environments Program 36,244 36,224 38,415 37,415 36,415 36,415 ---

Invasive Species 13,080 16,830 17,330 17,330 17,330 17,330 ---

Climate Adaptation Science Center --- --- --- --- --- --- 12,989

Cooperative Research Units 17,371 17,371 17,371 17,371 17,371 17,371 ---

National Climate Change and Wildlife Science Center/DOI Climate Science 

Centers (CSCs) 23,735 26,735 26,435 25,335 --- --- ---

National and Regional Climate Adaptation Science Centers --- --- --- --- 25,335 25,335 ---

Water Resources Availability Program --- --- --- --- --- --- 51,999

Water Observing Systems Program --- --- --- --- --- --- 17,390

Water Availability and Use Science Program 16,846 22,360 22,360 24,360 30,045 31,646 ---

National Water Quality Program 50,770 50,772 50,722 50,722 50,753 50,753 ---

Total 244,162 256,908 259,749 260,149 263,865 265,466 199,526
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

Interior Annual Performance Plan and Report Page 18

Mission Area 1: Conserving Our Land and Water

Goal #1: Utilize Science in Land, Water, Species, and Habitat Management for Decisions

and Activities

Strategy #2: Provide stewardship of land, surface water, stream, and shorelines

Strategy #3: Provide stewardship of wildlife, bird, fish, and plant species

Program Performance Overview: The Department of the Interior has determined that performance toward this objective is 

making noteworthy progress. Stewardship of land, water, species, and habitat performance measures showed generally stable trends 

over the past several years. Programs that were able to sustain performance generally did so because of a focus of resources on high 

priority activities, multi-year efforts coming to fruition, or sustained results from prior-year efforts remaining intact. The Department 

met or exceeded the 2018 targets for 10 of the 14 Strategic Plan performance measures in these two strategies to improve land and 

water health and recover and sustain species. Favorable weather, the ability to direct funds to priority projects, additional partner 

support, and the deployment of invasive species strike teams and volunteers led to better-than-expected performance in many areas. 

Public Benefit: The Department provides stewardship for more than 480 million surface acres of public lands, together with 

associated waterways and plant and animal species. Land in desired condition is valued for recreational opportunities (including 

fishing and hunting), and vast open spaces, which contribute to public enjoyment and health. Maintaining or improving the condition 

of stream and shoreline miles benefits fish populations, enhances wildlife habitat, and contributes to a balanced ecology. The Nation’s 

forests, mountains, wetlands, grasslands, and deserts host biological diversity that is critical to overall ecosystem health, and species 

survival and well-being. The Department is working to compile more information on critical habitat, estimated costs of recovery and 

the economic impact of its threatened and endangered species listings to provide a more complete picture to states, tribes, and the 

public. 
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Interior Annual Performance Plan and Report Page 19

Strategic Plan Performance Measures 

Strategy: Provide stewardship of land, surface water, streams and shorelines

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of DOI acres that have achieved 

desired conditions where condition is known 

and as specified in management plans

DOI 76.7% 78.1% 78.2% 82.5% 89.3% 125.3% 89.6% 90.3%

353,869,240 360,116,825 361,651,952 472,556,098 746,623,779 1,060,738,238 1,061,461,256 1,069,920,408

461,495,700 461,325,882 462,520,691 572,940,348 836,053,382 846,592,131 1,185,116,953 1,185,116,953

Percentage BLM 62.6% 62.8% 63.1% 63.4% 66.1% 64.0% 64.1% 64.1%

Acres 155,317,905 155,861,568 156,434,421 157,120,885 158,600,000 158,731,000 159,000,000 159,000,000

Acres 248,000,000 248,000,000 248,000,000 248,000,000 240,000,000 248,000,000 248,000,000 248,000,000

Percentage FWS 93.4% 97.3% 97.7% 98.7% 99.6% 159.5% 96.7% 97.6%

Acres 140,150,828 145,791,353 145,948,626 246,396,015 518,693,756 830,510,725 830,653,676 838,961,184

Acres 150,059,055 149,889,237 149,426,338 249,712,459 520,825,493 520,825,493 859,350,315 859,350,315

Percentage NPS 92.1% 92.2% 91.1% 91.8% 92.2% 91.9% 92.3% 92.5%

Acres 58,400,507 58,463,904 59,268,905 69,039,198 69,330,023 71,496,513 71,807,580 71,959,224

Acres 63,436,645 63,436,645 65,094,353 75,227,889 75,227,889 77,766,638 77,766,638 77,766,638

Percent of DOI riparian (stream/shoreline) 

miles that have achieved desired conditions 

where condition is known and as specified in 

management plans

DOI 89.3% 89.4% 89.6% 89.6% 89.2% 89.2% 89.2% 89.3%

442,707 443,433 443,890 444,391 443,721 443,778 443,791 459,312

495,851 495,764 495,584 495,721 497,430 497,430 497,512 514,552

Percentage BLM 85.4% 85.9% 86.2% 86.5% 85.1% 85.1% 85.1% 85.1%

Miles 132,344 133,070 133,579 134,010 133,350 133,350 133,350 133,350

Miles 154,976 154,976 154,976 154,976 156,697 156,697 156,697 156,697

Percentage FWS 91.0% 91.1% 91.1% 91.1% 91.1% 91.1% 91.1% 91.1%

Miles 310,363 310,363 310,311 310,381 310,371 310,428 310,441 325,962

Miles 340,875 340,788 340,608 340,745 340,733 340,733 340,815 357,855

Percent of baseline acres infested with target 

invasive plant species that are under control

DOI 0.6% 0.3% 0.3% 0.3% 0.3% 0.3% 0.3% 0.3%

228,545 246,678 222,779 241,723 271,958 283,450 281,026 274,838

39,930,649 83,246,310 82,914,580 83,020,208 83,044,723 83,024,508 83,067,483 82,944,002

Percentage BLM 0.4% 0.2% 0.2% 0.2% 0.2% 0.3% 0.3% 0.3%

Acres 147,277 149,743 141,103 161,482 192,854 200,948 199,500 199,500

Acres 35,762,000 79,236,079 79,236,079 79,236,079 79,236,079 79,236,607 79,236,607 79,236,607

Percentage BOR 51.5% 100.0% 97.7% 100.0% 91.3% 100.0% 94.7% 93.5%

Acres 3,329 2,620 1,916 2,181 1,792 6,552 4,462 4,042

Acres 6,463 2,620 1,961 2,181 1,963 6,552 4,712 4,323

Percentage FWS 2.2% 2.7% 2.0% 1.4% 1.4% 1.3% 1.3% 1.4%

Acres 52,839 59,696 46,836 33,751 35,006 31,668 31,659 33,242

Acres 2,399,819 2,245,244 2,337,279 2,345,638 2,450,769 2,450,769 2,461,848 2,338,756

Percentage NPS 1.4% 2.0% 2.5% 3.1% 3.1% 3.3% 3.3% 2.8%
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Acres 25,100 34,619 32,924 44,309 42,306 44,282 45,405 38,054

Acres 1,762,367 1,762,367 1,339,261 1,436,310 1,355,912 1,330,580 1,364,316 1,364,316

Percent of invasive animal species populations 

that are under control

DOI 11.5% 11.2% 8.7% 9.5% 9.3% 9.8% 10.0% 9.7%

340 337 279 309 304 320 328 312

2,959 2,999 3,189 3,256 3,285 3,278 3,296 3,209

Percentage FWS 6.9% 7.5% 5.6% 5.6% 5.4% 5.2% 5.3% 5.9%

Populations 118 127 97 95 95 92 93 98

Populations 1,701 1,699 1,745 1,700 1,771 1,771 1,745 1,658

Percentage NPS 17.6% 16.2% 12.6% 13.8% 13.8% 15.1% 15.2% 13.8%

Populations 222 210 182 214 209 228 235 214

Populations 1,258 1,300 1,444 1,556 1,514 1,507 1,551 1,551

Percent completion of abandoned coal mine 

lands restored by eliminating health, safety, 

and environmental concerns.

OSMRE 47% 49% 50% 51% 52% 53% 54% 56%

Acre 450,779 463,118 475,250 487,569 500,846 503,707 517,507 531,756

Acre 954,290 954,290 954,290 954,290 954,290 954,290 954,290 954,290

Percent of active coal mining sites that are free 

of off-site impacts

OSMRE 90% 89% 91% 90% 89% 90% 90% 90%

Inspectable Units 5,995 6,034 5,995 5,785 5,676 5,596 5,530 5,472

Inspectable Units 6,671 6,775 6,608 6,414 6,378 6,190 6,128 6,067

Percent of coal mine acreage reclaimed to 

beneficial post-mining land use

OSMRE 37% 38% 39% 40% 41% 41% 42% 43%

Acres 1,377,569 1,419,963 1,459,792 1,505,975 1,542,514 1,542,877 1,580,869 1,616,330

Acres 3,711,422 3,712,704 3,715,854 3,738,306 3,774,845 3,777,619 3,741,080 3,755,239

Strategy: Provide stewardship of wildlife, bird, fish, and plant species

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of Threatened or Endangered species 

listed for 2.5 years or more with a final 

recovery plan

FWS 83% 81% 78% 76% 76% 75% 74% 73%

Species 1,113 1,112 1,124 1,129 1,141 1,128 1,144 1,160

Species 1,338 1,379 1,449 1,479 1,505 1,496 1,553 1,583
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Percent of five-year Threatened or Endangered 

species five-year status review 

recommendations to downlist or delist acted 

on within five years (prior to next status 

review) 

FWS N/A N/A N/A N/A 18% 22% 24% 32%

Recommendations N/A N/A N/A N/A 9 19 21 28

Recommendations N/A N/A N/A N/A 49 86 87 87

Percent of listed species with current five-year 

reviews (completed in the last five years)

FWS 63% 48% 47% 49% 62% 41% 40% 61%

Species 937 723 713 782 980 654 641 964

Species 1,498 1,503 1,530 1,580 1,580 1,587 1,588 1,586

Percent of rules and findings completed based 

on Threatened or Endangered Species Status 

Assessments (SSAs)

FWS N/A N/A N/A N/A 42% 79% 94% 70%

Rules & Findings N/A N/A N/A N/A 10 37 58 62

Rules & Findings N/A N/A N/A N/A 24 47 62 89

Percent of Threatened and Endangered species 

listings with proposed critical habitat

FWS N/A N/A N/A N/A 83% 20% 80% 75%

Listings N/A N/A N/A N/A 10 1 20 6 

Listings N/A N/A N/A N/A 12 5 25 8 

Percent of migratory bird species that are at 

healthy and sustainable levels

FWS 72.8% 72.8% 72.8% 72.8% 72.8% 72.8% 72.8% 72.8%

Species 747 747 747 747 747 747 747 747

Species 1,026 1,026 1,026 1,026 1,026 1,026 1,026 1,026

Percent of fish species of management 

concern that are managed to self-sustaining 

levels, in cooperation with affected States, 

Tribes, and others, as defined in approved 

management documents

FWS 24.0% 24.3% 23.0% 23.0% 23.0% 23.0% 23.5% 23.5%

Species 44 45 42 42 42 42 42 42

Species 183 185 183 183 183 183 179 179
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Interior Annual Performance Plan and Report Page 22

Supporting Performance Measures

Strategy: Provide stewardship of land, surface water, streams and shorelines

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Wild Horse and Burro Management Areas: 

Percent of Herd Management Areas (HMAs) 

achieving appropriate management levels

BLM 17% 15% 16% 18% 10% 15% 11% 6%

Number 31 26 29 32 18 27 20 10

Total 179 179 177 177 177 177 177 177

Percent of Resource Management plans 

completed within four years of start

BLM 38% 32% 36% 36% 35% 35% 44% 45%

Number 29 30 40 42 42 42 56 59

Total 77 95 110 116 119 119 128 131

Number of acres where reclamation goals are 

achieved as evidenced by release from Phase 

III Performance Bonds

OSMRE 38,783 42,394 40,709 46,183 36,539 36,902 37,992 35,761

Strategy: Provide stewardship of wildlife, bird, fish, and plant species

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Number of threatened or endangered species 

recovery activities implemented

DOI 1,610 1,830 1,900 1,761 1,652 1,513 1,469 769

BLM 1,519 1,740 1,816 1,660 1,550 1,410 1,350 650

BOR 91 90 84 101 102 103 119 119

# of acre feet of optimum refuge water supply 

delivered

BOR 25,150 13,548 37,073 96,021 55,000 49,937 52,250 52,250

Strategic Actions Planned through FY 2020 

Fish and Wildlife Service

• Continue to work collaboratively with private landowners and other conservation partners to voluntarily protect, conserve, and 

restore their lands to keep working lands in traditional uses while improving habitat, and water quality to benefit species. 

• Work with state and federal partners, using early detection, rapid assessment, containment, rapid response, and control efforts, 

to prevent the spread of Asian Carp into the Great Lakes and the expansion of Asian Carp’s range in the upper Mississippi, 

Ohio and Missouri River basins. 

• Continue existing ecosystem restoration efforts in the Klamath Basin, Chesapeake Bay, Everglades, and California Bay Delta. 
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Interior Annual Performance Plan and Report Page 23

• Continue maintenance and limited improvements to visitor facilities, including parking areas, kiosks, interpretive signs, trails, 

and boardwalks. 

• Conduct the environmental review of Gulf Coast restoration projects funded by Deepwater Horizon and RESTORE Act funds 

so that projects can move through the review process in a timely fashion. 

• Continue to combat illegal wildlife trafficking through strengthening law enforcement, reducing demand for illegally traded 

wildlife, and expanding international cooperation and commitment to address the threat. 

Bureau of Land Management

• Continue to develop and conduct science-based strategic and essential conservation actions to maintain sustainable populations 

of wildlife.

• Restore and maintain habitats to support populations of native wildlife and plants. 

• Work with states, tribes, and other partners to conserve big game winter range and migration corridors. 

• Implement on-the-ground conservation in priority areas in partnership with others while providing access to energy resources 

and minerals. 

• Work closely with state fish and wildlife agencies on wildlife resource issues, including support for implementation of State 

Wildlife Action Plans, which establish broad-scale wildlife priorities and identify the species and habitats of greatest 

conservation need. 

• Address the population of wild horses and burros above the appropriate management level by increasing adoptions and sales, 

including incentivizing adoptions, seeking authority to transfer animals to local, state, and other federal agencies for use as 

work animals, as well as extending the use of contraceptives and spaying and neutering animals before returning them to the 

range. 

• Continue working with leading universities and U.S. Geological Survey scientists to better refine wild horse and burro 

population growth suppression methods and overall herd management techniques. 

National Park Service 

• Conduct natural resources conservation and protection and complete a strategic selection of projects to focus resources toward 

the National Park Service’s most critical high-priority natural resource needs in parks. Projects may include preservation of air 

and water quality and geological, paleontological, and marine resources; addressing invasive plants and animals; and the 

restoration of disturbed lands and riparian areas. 

• Protect bats by conducting measures to control and manage White-Nose Syndrome and protect cave ecosystems. 
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Interior Annual Performance Plan and Report Page 24

• Dedicate special effort to the management of invasive quagga and zebra mussels, which threaten delicate aquatic ecosystems, 

renewable energy generation, and recreational opportunities including fishing and boating. 

Bureau of Reclamation 

• Evaluate strategies to continue efficient management of invasive species and their impact to project operations, and address 

increasing concerns of Quagga and Zebra Mussels in reservoirs. 

• Collaborate with the California Department of Food and Agriculture to target invasive species infestations in the Redding, 

Calaveras, Chowchilla, and Tulare areas that could be a threat to resources near conveyance systems of the Central Valley 

Project.

• Implement riparian restoration on non-DOI lands in partnership with other agencies. 

• Reassess and monitor the implementation of the Platte River program's Land, Adaptive Management, and Integrated 

Monitoring and Research Plans.

• Assess and monitor water quality parameters at the Palo Verde Diversion Dam on the lower Columbia River, in accordance 

with National Pollutant Discharge Elimination Permit and Aquatic Application Plan.

• Refine and implement long-term water reliability strategies to meet Optimum Refuge Water Supply to ensure the 19 Central 

Valley Project refuges annually receive water of specified quantity, timing, and suitable quality to support their wetland and 

aquatic environments. 

• Focus effort to maintain the Long-Term Experimental and Management Plan Environmental Impact Statement operation of 

Glen Canyon Dam in cooperation with NPS, USGS, and the Department of Energy Argonne National Lab.

• Re-assess and advance the Middle Rio Grande Collaborative Program agreement to provide funds for the purchase of water 

and support Rio Grande silvery minnow during periods of low flow in the Middle Rio Grande River.

Office of Surface Mining Reclamation and Enforcement 

• Restore abandoned mine lands to improve environmental quality and reduce the potential for exposure of hazards to the public. 

• Sustain training and technical assistance to states and tribes for area-wide reclamation planning.

• Provide technical support and assistance to states and tribes to help develop and support best practices in mining and 

reclamation.

• Ensure prompt problem identification and resolution at mine sites to prevent off-site impacts.

• Improve and accelerate mine plan reviews to ensure energy is available to meet security and economic needs. 
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Interior Annual Performance Plan and Report Page 25

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Land Management

Soil, Water, and Air Management 42,939 43,239 43,609 43,609 27,034 --- ---

Rangeland Management 39,500 39,500 39,500 39,500 33,877 46,354 51,950

Riparian Management 21,321 21,321 21,321 21,321 20,222 --- ---

Wild Horse and Burro Management 77,245 77,245 80,555 80,555 70,719 66,719 75,745

Wildlife Habitat Management --- --- --- --- --- 81,753 81,753

Aquatic Habitat Management --- --- --- --- --- 37,664 36,679

Wilderness Management 18,264 18,264 18,264 --- --- 11,931 16,901

Resource Protection - Resource Management Planning 37,125 38,125 48,125 52,125 38,437 36,131 52,125

Abandoned Mine Lands 16,687 16,987 19,946 20,036 9,062 --- ---

Hazardous Materials Management 15,612 15,612 15,612 15,463 10,780 --- ---

Abandoned Mine Lands and Hazardous Materials Management --- --- --- --- --- 13,260 31,370

O&C Grant Lands Management --- --- --- --- --- --- 6,218

Western Oregon - Resource Management Planning 7,140 7,140 3,985 3,985 2,010 --- ---

Range Improvements 9,280 9,270 9,320 10,000 10,000 10,000 10,000

Subtotal 285,113 286,703 300,237 286,594 222,141 303,812 362,741

Bureau of Reclamation

Water and Related Resources 28,566 32,519 31,848 31,693 29,934 52,254 45,043

Fish and Wildlife Service

Resource Management 1,089,715 1,109,372 1,138,840 1,136,692 1,149,582 1,034,268 1,154,295

Construction 14,307 14,275 21,555 21,514 16,825 14,329 14,281

Land Acquisition 53,878 47,060 67,815 67,685 58,992 11,833 9,765

Cooperative Endangered Species Conservation Fund 49,594 49,594 52,960 52,859 52,601 --- ---

North American Wetlands Conservation Fund 34,145 34,145 35,145 35,078 37,886 33,600 33,600

Multinational Species Conservation Fund 9,061 9,061 11,061 11,039 10,986 6,000 6,000
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Interior Annual Performance Plan and Report Page 26

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Neotropical Migratory Bird Conservation 3,660 3,660 3,910 3,903 3,883 3,900 3,900

State Wildlife Grants 27,587 27,587 28,468 28,414 29,209 14,704 14,704

Subtotal 1,281,947 1,294,754 1,359,754 1,357,184 1,359,964 1,118,634 1,236,545

National Park Service

Operation of the National Park System 256,802 261,619 270,344 271,354 322,796 322,796 315,322

Centennial Challenge --- 1,000 1,500 2,000 2,300 2,300 ---

National Recreation and Preservation 15,068 15,801 15,624 15,627 12,081 12,081 3,883

Construction (and Major Maintenance) 5,529 3,753 16,164 8,810 31,880 31,880 20,359

Land Acquisition and State Assistance 38,793 39,016 72,917 70,008 78,237 78,237 4,707

Subtotal 316,192 321,189 376,549 367,799 447,294 447,294 344,271

Office of Surface Mining Reclamation and Enforcement

Regulation and Technology 122,753 122,753 123,293 121,017 115,804 101,298 96,960

Abandoned Mine Reclamation Fund 279,054 195,190 280,453 161,888 393,693 285,396 244,611

Subtotal 401,807 317,943 403,746 282,905 509,497 386,694 341,571

Total 2,313,625 2,253,108 2,472,134 2,326,175 2,568,830 2,308,688 2,330,171
Conserving Our Land and Water Manage DOI Water Storage and Delivery

Interior Annual Performance Plan and Report Page 27

Mission Area 1: Conserving Our Land and Water

Goal #2: Manage DOI Water Storage and Delivery to Resolve Conflicts and Expand 

Capacity 

Strategy #1: Manage water resources and delivery

Program Performance Overview: The Department is providing a much-needed capability in the West to deliver water through its 

reservoirs and dams, and support water supplies through support for new water storage and conservation. Performance is trending 

upward for the number of acre feet of water conservation capacity enabled through Reclamation’s Priority Goal conservation 

programs, though enhancing water storage takes years for construction to be completed. 

Reclamation strives to keep its facilities in good condition to ensure the reliable supply of water and stretch existing water supplies 

that can be made available for other uses. In 2018, 81% of Reclamation’s facilities were evaluated as being in good condition, an 

increase of one percent from the previous fiscal year. Reclamation prioritizes infrastructure assets based on detailed design criteria: 

engineering need, consequence of failure, financial considerations, efficiency opportunities, scheduling, and others. 

Many rural communities face significant challenges in financing the cost of replacing or upgrading aging and obsolete facilities and 

systems. The water conservation programs, i.e., WaterSMART, Title XVI, CALFED, Yakima River Basin Water Enhancement, and 

Upper Colorado River Recovery Implementation, contribute by increasing the available water supply and contribute to the 

Department’s broader objective of achieving a more sustainable, secure water supply. In FY 2018, Reclamation provided funding for 

projects that will enable additional water savings of 51,178 acre‐feet. Cumulatively, projects funded from 2010‐2018 have enabled 

1,233,777 acre‐feet of water conservation capacity.

Bureau of Indian Affairs Performance for the Division of Water and Power (DWP) exceeded 2018 national goals for the maintenance 

of water projects and the number of functional irrigation canal miles. The program continues to expand collaboration between the 

central office and regions to secure data in a timelier manner. Improved weather conditions increased the amount of activity 

completed as maintenance crews were able to deploy to field locations to perform planned projects within established timelines.

DWP promotes self-determination, economic opportunities, and public safety through the sound management of irrigation, dam, and 

power. Additionally, this program funds tribal water projects to provide Tribes the necessary technical research, studies, and other 

relevant information to serve as informed and prudent managers of water resources. 
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Interior Annual Performance Plan and Report Page 28

Public Benefit: Reclamation is the largest supplier and manager of water in the 17 Western States, bringing water to more than 31 

million people and providing one of five western farmers (140,000) with irrigation water for 10 million acres of farmland that produce 

60 percent of the nation’s vegetables and 25 percent of its fruits and nuts. Reclamation’s facilities also provide substantial flood 

control, hydropower, recreation, and fish and wildlife benefits. The Western U.S. is one of the fastest growing regions of the country, 

and urbanization has created demands for water, power, and recreational facilities. Changes in water supplies, water demands, and the 

increased duration and frequency of droughts have the potential to affect Reclamation’s ability to fulfill its mission.

DWP provides stakeholders with quality services and improved accountability, including the protection and preservation of life, 

property, and trust resources. Furthermore, the program fosters communication, cooperation, and consultation among Federal, State, 

tribal, and local organizations related to water resources, irrigation power, dam safety, security, and emergency management activities. 

Water resources staffs serve as liaisons to regional offices, agencies, and American Indian and Alaskan Native governments on issues 

involving water rights and negotiations, and pre-development projects. 

Strategic Plan Performance Measures 

Strategy: Manage water resources and delivery

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of water infrastructure in good 

condition as measured by the Facility 

Reliability Rating (FRR) [high- and significanthazard dams]

BOR 78% 79% 81% 80% 73% 81% 75% 74%

High- and significant-hazard dam and reserved 

works associated facilities

269 272 279 272 251 277 257 255

High- and significant-hazard dam and reserved 

works associated facilities

344 344 344 342 342 342 343 343

Acre feet of water conservation capacity 

enabled through Reclamation's Priority Goal 

conservation programs (cumulative since 

2010)

BOR 860,299 977,454 1,144,822 1,182,599 1,226,491 1,233,777 1,338,331 1,350,646

Annual percent of projects completed in 

support of water management, planning, and 

pre-development

BIA 85% 88% 83% 87% 78% 76% 74% 73%

Number of projects 66 68 71 76 65 64 59 61

Number of projects 78 77 86 87 83 84 80 83
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Interior Annual Performance Plan and Report Page 29

Supporting Performance Measures

Strategy: Manage water resources and delivery

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

% of annual water facility condition 

assessments completed

BOR 97% 90% 99% 94% 100% 100% 100% 100%

Number of assessments completed 191 179 181 175 184 201 182 184

Total number of assessments 196 198 183 187 184 201 182 184

Annual acre feet of water reclaimed and 

delivered

BOR 434,827 369,414 387,648 388,416 440,206 435,787 (E) 458,809 466,768

Installed capacity of water conveyance 

systems in CFS-Miles (nominal flow rate (CFS) 

per pipe size times installed length (miles))

BOR 10,073 4,821 663 876 2,463 6,490 677 5,233

% complete of milestones for on-going surface 

water storage projects

BOR 59% 62% 90% 76% 76% 86% 100% N/A

Number of milestones completed 17 18 26 22 22 25 29 0 

Total number of milestones 29 29 29 29 29 29 29 0 

Number of linear miles of functional BIA 

irrigation project canals servicing irrigated 

lands

BIA 91% 99% 99% 99% 98% 99% 99% 98%

Miles 5,863 5,326 5,312 5,309 5,264 5,372 5,607 5,250

Miles 6,460 5,358 5,354 5,350 5,350 5,421 5,679 5,353

Percentage of maintenance projects that are 

completed within established timeframes

BIA 86% 90% 96% 92% 92% 94% 94% 90%

Number of projects completed 1,555 1,178 1,110 1,083 1,060 1,188 1,195 900

Total number of projects 1,813 1,313 1,154 1,178 1,150 1,270 1,275 1,000

% of formal reviews completed (Includes 

Periodic Facility Reviews and Comprehensive 

Facility Reviews on high and significant hazard 

dams, and Reviews of Operation and 

Maintenance examination at reserved works 

associated facilities)

BOR 95% 97% 94% 95% 100% 100% 100% 100%

Number of reviews completed 74 89 76 79 103 87 84 66

Number of reviews planned 78 92 81 83 103 87 84 66
Conserving Our Land and Water Manage DOI Water Storage and Delivery

Interior Annual Performance Plan and Report Page 30

Strategic Actions Planned through FY 2020 

Bureau of Reclamation 

• Utilize ranking systems for prioritizing maintenance, environmental, conservation, and planning activities to meet all of 

Reclamation's water challenges, addressing aging infrastructure maintenance needs and ensuring the delivery of water and 

power. 

• Assess the energy-saving benefits resulting from water conservation and the use of renewable hydroelectric energy. 

• Seek new WaterSMART grant proposals and provide cost-shared funding for water conservation and efficiency projects. 

• Issue WaterSMART grants funding opportunity for water marketing activities. 

• Launch WaterSMART grants funding opportunity for Small‐Scale Water Efficiency Projects. 

• Advance the implementation of section 4009(c) of the Water Infrastructure Improvements for the Nation Act (P.L. 114-322) 

through the Title XVI Program. 

• Monitor safety and implement required modifications with state-of-the-art design upgrades to ensure safety of dams.

• Verify and validate data used to report facility Operations and Maintenance (O&M) information, including major rehabilitation

and replacements data and annual O&M costs.

• Install wide-head turbines to improve efficiencies.

• Issue grants and/or interagency agreements for threatened and endangered species recovery activities to provide significant 

benefits to the impacted species of California’s Central Valley Project.

Bureau of Indian Affairs 

• Cultivate managerial relationship with tribes to promote healthy watersheds and sustainable, secure water supplies.

• Continue to provide technical assistance to the tribes for protection of tribal water resources through self-assessments required 

to define and characterize goals for tribal water as well as areas of improvement.

• Continue to provide administrative cost support for tribes who are engaged in the protection of Indian water rights as well as 

maintain records through P.L. 93-638 and track individual contracts that provide annually funded projects as managed by 

tribes

• Prioritize maintenance and rehabilitation activities to reduce water loss and increase the irrigated acreage served by improving 

project canals.

• Continue to increase the number of maintenance projects completed in the Facilities Maintenance Management System 

(Maximo).

• Continue to ensure compliance with operating guidance and provide training opportunities to improve project operations. 
Conserving Our Land and Water Manage DOI Water Storage and Delivery

Interior Annual Performance Plan and Report Page 31

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Indian Affairs

Irrigation Operations and Maintenance 11,342 11,539 11,398 12,905 14,018 14,023 14,017

Water Mgmt., Planning & Predevelopment 6,439 6,452 6,469 6,478 4,612 6,519 6,511

Irrigation Project Construction 4,382 6,000 6,004 6,006 13,097 28,695 13,098

Subtotal 22,163 23,991 23,871 25,389 31,727 49,237 33,626

Bureau of Reclamation

Water and Related Resources 576,214 643,494 706,172 679,808 976,331 1,001,670 713,986

Total 598,377 667,485 730,043 705,197 1,008,058 1,050,907 747,612
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 32

Mission Area 1: Conserving Our Land and Water

Goal #3: Foster Partnerships to Achieve Balanced Stewardship and Use of Public Lands

Strategy #1: Build and maintain partnership programs

Program Performance Overview: Performance in FY 2018 was positive with 3 of 4 measures exceeding their planned targets for FY 

2018. The measures for non-DOI lands vary widely from year to year depending on the projects that finish that year and partner 

support and engagement. In 2018, targets for these measures are different from past years due to internal reorganizations and 

reallocation of resources, but in some cases show positive results over some prior years. On DOI lands, the acres restored or improved 

using partnerships are tabulated in the measure for acres in desired condition within Goal 1, Strategy 2 “Provide stewardship of land, 

surface water, streams and shorelines.” Many other activities with partners also bring benefits to both DOI and non-DOI lands, waters, 

and species and other metrics throughout the Department capture these activities. Working closely and cooperatively with state and 

local governments and private landowners is a proven tool for achieving resource management objectives. 

Public Benefit: Public-private partnerships provide opportunities for greater engagement of people and organizations in caring for and 

managing the natural, historical, cultural and physical resources across the Department’s 480 million surface acres of public 

lands. This can be especially beneficial for our national park units, National Wildlife Refuges, wildlife management areas, and 

national conservation lands. Support can come from other federal or state agencies, tribal nations, volunteers, non-profit organizations, 

educational institutions, corporations or foundations through sponsorship or philanthropy. Some programs within the Department also 

work on stewardship of non-DOI lands providing technical and financial assistance to private landowners, tribes and schools on a 

voluntary basis to help meet the habitat needs of federal trust species. For example, since 1988, the Partners for Fish and Wildlife 

program within FWS has worked with more than 45,000 landowners and thousands of conservation partners to successfully restore 

over four million acres of wetland and upland habitat and over ten thousand miles of streams to benefit numerous fish and wildlife 

species.
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 33

Strategic Plan Performance Measures 

Strategy: Build and maintain partnership programs

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Number of estimated work hours in a national 

park unit, National Wildlife Refuge, or Bureau 

of Land Management unit that are performed 

or sponsored by a private citizen, National 

Service participant or non-federal entity

DOI 8,262,654 9,460,324 9,544,385 9,575,243 9,394,140 9,665,686 9,565,176 9,654,277

Hours BLM N/A N/A N/A 940,359 900,000 981,251 900,000 900,000

Hours FWS 1,527,869 1,539,142 1,480,590 1,444,306 1,303,562 1,450,885 1,431,626 1,520,727

Hours NPS 6,734,785 7,921,182 8,063,795 7,190,578 7,190,578 7,233,550 7,233,550 7,233,550

Number of non-DOI acres restored, including 

through partnerships, as specified in plans or 

agreements that involve DOI

DOI 613,138 408,405 636,918 544,144 593,966 659,866 621,448 700,697

Acre BOR 2,518 3,126 2,634 2,744 2,815 2,815 3,342 3,131

Acre CUPCA N/A N/A N/A 83 240 323 325 325

Acre FWS 610,620 405,279 634,284 541,317 590,911 656,728 617,781 697,241

Number of non-DOI acres managed or 

protected to maintain desired condition, 

including acres restored through partnerships, 

as specified in management plans or 

agreements that involve DOI

FWS 618,406 495,206 835,027 310,720 602,654 574,790 (E) 1,125,737 189,884

Number of non-DOI riparian 

(stream/shoreline) miles restored, including 

through partnerships, as specified in plans or 

agreements that involve DOI

DOI 579 727 413 309 209 258 176 656

Mile CUPCA N/A N/A N/A 1 4 4 4 4 

Mile FWS 579 727 413 308 205 254 172 652
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 34

Strategic Actions Planned through FY 2020 

Fish and Wildlife Service

• The National Wildlife Refuge System will train and supervise approximately 38,000 volunteers that contribute more than 1.4 

million hours annually to conservation and recreation programs. 

• Continue to work collaboratively with private landowners and other conservation partners to voluntarily protect, conserve, and 

restore their lands to keep working lands in traditional uses while improving habitat, and water quality to benefit species. 

• Work with state and federal partners, using early detection, rapid assessment, containment, rapid response, and control efforts, 

to prevent the spread of Asian Carp into the Great Lakes and the expansion of Asian Carp’s range in the upper Mississippi, 

Ohio and Missouri River basins. 

• Continue working with local partners on ecosystem restoration efforts in the Klamath Basin, Chesapeake Bay, Everglades, and 

California Bay Delta.

• Retain maintenance capacity for the National Conservation Training Center to preserve the campus as the leading facility to 

engage, educate, and employ conservation professionals.

National Park Service 

• Cultivate partnerships with federal and non-federal entities to support resource management. Examples include NPS 

coordination of the Cooperative Ecosystem Studies Unit (CESU) national network for research, technical assistance, 

education, and capacity building, as well as administration of the Rivers, Trails, and Conservation Assistance (RTCA) and 

National Natural Landmarks (NNL) programs to support conservation and recreation. 

• Foster interest in volunteerism through volunteer.gov, NPS.gov, and social media channels.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

National Park Service

Operation of the National Park System --- --- --- --- 61,890 61,890 59,707

Centennial Challenge --- --- --- --- 2,300 2,300 ---

National Recreation and Preservation --- --- --- --- 3,881 3,881 2,668

Land Acquisition and State Assistance --- --- --- --- 11,234 11,234 2,207

Total --- --- --- --- 79,305 79,305 64,582
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 35

Mission Area 1: Conserving Our Land and Water

Goal #4: Inform Land Use Planning Processes Especially for Public Use and Access 

Strategy #1: Assess land use planning process for public access and use of DOI lands

Program Performance Overview: The Department is undertaking the challenge to redesign and improve its planning processes in 

ways that can best meet the sometimes-conflicting uses for public lands. The improved land use planning processes will engage our 

state and local government partners and provide the public with the maximum possible input into the planning process and result in 

the best possible public access to public lands and waters. 

Public Benefit: The Department’s land use and management plans ensure that the public lands are managed in accordance with the 

intent of Congress as stated in several authorities including, but not limited to: the Federal Land Policy and Management Act 

(FLPMA), the National Environmental Policy Act (NEPA), the Endangered Species Act, the National Wildlife Refuge System 

Administration and Improvement Acts, the Organic Act of 1916 (National Park Service), and the Alaska National Interest Lands 

Conservation Act (ANILCA). 

A common thread through all three bureaus’ (BLM, FWS, NPS) missions is the need to accommodate and promote the use and 

enjoyment of the public lands for both present and future generations. There are lands deemed important for their scenic, recreational, 

hunting, fishing, scientific, historical, archaeological, or wildlife conservation values. Other lands are made available for multiple use 

and sustained yield that recognizes the Nation’s need for domestic sources of minerals, food, timber, and fiber. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Land Management

Cadastral, Land and Realty Management --- --- --- --- --- 48,290 51,328

O&C Grant Lands Management - new structure --- --- --- --- --- --- 3,484

Subtotal --- --- --- --- --- 48,290 54,812

National Park Service
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 36

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Operation of the National Park System 24,352 25,150 26,060 26,208 37,636 37,636 36,789

National Recreation and Preservation 215 217 217 217 217 217 195

Construction (and Major Maintenance) 1,755 1,764 1,764 1,764 1,586 1,586 1,601

Subtotal 26,322 27,131 28,041 28,189 39,439 39,439 38,585

Total 26,322 27,131 28,041 28,189 39,439 87,729 93,397
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 37

Mission Area 1: Conserving Our Land and Water

Goal #4: Inform Land Use Planning Processes Especially for Public Use and Access 

Strategy #2: Inform land use planning with mapping and land imaging

Program Performance Overview: The USGS conducts national-focused Earth-system science, along with its many partners, to 

deliver an understanding of the Earth’s complex geologic structure, biology, and hydrology. Products include geologic maps, threedimensional geologic models, interpretive studies, and scientific publications, all of which are essential for informed public policy 

decision making and economic development. Overall, performance improved from FY 2017 to FY 2018, with all five strategic plan 

performance measures improving. Mapping and land remote sensing are expected to improve through FY 2020 due to modest 

increases in funding. This improvement in performance indicates that national coverage is increasing for baseline geological maps, 

research, and assessments for informing land manager and policymaker decision making. 

The USGS’s Three-Dimensional Elevation Program (3DEP) provides up-to-date topographic information and precise three–

dimensional representations and models of natural and man-made features. In 2018, the measure exceeded its target due to 

unexpected funding increase of $20M in Hurricane/ Wildfire Supplemental and higher than anticipated partner funding matches. By 

FY 2020, the USGS plans to acquire 3DEP-quality topographic information for over 63 percent of the Nation. 

Public Benefit: The USGS is the lead civilian mapping agency for the Nation and supports the conduct of detailed surveys and the 

resulting distribution of high-quality and highly-accurate topographic, geologic, hydrographic, and biogeographic maps and data. 

Remote sensing satellites and aircraft monitor the Earth providing information that is broad, precise, impartial, and easily 

available. For more than 45 years, Landsat satellites have collected data over the planet’s land surface to support global research 

studies. These data constitute the longest continuous record of the Earth’s land surface as seen from space.

High-resolution elevation information in geologic maps and geospatial products enable precise planning of civil engineering and 

transportation infrastructure, versatile urban planning, improved flood projection, timely and accurate emergency response, effective 

hazard identification and mitigation, and detailed environmental analyses. 
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 38

Strategic Plan Performance Measures 

Strategy: Inform land use planning with mapping and land imaging

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of land-area coverage available to the 

public through the National Geologic Map 

Database

USGS N/A 52.47% 53.01% 53.52% 53.90% 53.93% 54.29% 54.60%

Number of square miles mapped N/A 1,856,018 1,875,026 1,893,157 1,906,679 1,907,806 1,920,447 1,931,441

Total US square miles N/A 3,537,438 3,537,438 3,537,438 3,537,438 3,537,438 3,537,438 3,537,438

Percent of foundational topographic 

information services updated quarterly to 

support on-demand mapping

USGS N/A N/A N/A N/A 25% 25% 50% 75%

Number of on-demand services refreshed N/A N/A 0 0 2 2 4 6 

Total number of on-demand services N/A N/A 0 0 8 8 8 8 

Percent completion of research efforts related 

to land resource management

USGS N/A 100% 92% 100% 100% 218% 240% 82%

Number of research actions completed N/A 268 245 281 145 316 300 103

Number of research actions planned N/A 268 265 281 145 145 125 125

Terabytes of remotely-sensed data managed USGS N/A 12,582 14,997 18,536 17,894 21,850 22,506 23,181

Percent increase of scientific research 

enhanced with Advanced Research 

Computation

USGS N/A 18% 28% 46% 61% 65% 75% 85%

Number of additional scientists using ARC N/A 165 254 412 550 583 675 765

Baseline number of scientists using ARC (2015) N/A 900 900 900 900 900 900 900

Supporting Performance Measures

Strategy: Inform land use planning with mapping and land imaging

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of the Nation with National 

Hydrography Dataset Plus High Resolution 

produced

USGS N/A N/A N/A 43% 63% 72% 79% 85%
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 39

Acres with National Hydrography Datasets N/A N/A N/A 1,593,480 2,320,943 2,656,265 2,921,628 3,118,994

Total acres in the nation N/A N/A N/A 3,676,516 3,676,516 3,676,516 3,676,516 3,676,516

Number of remotely-sensed data products 

distributed to partners and stakeholders

USGS 14,622,000 19,553,000 27,621,000 44,358,000 38,628,750 57,496,000 55,196,160 52,988,314

Percent of the Nation with 3DEP quality data 

acquired

USGS N/A N/A N/A 37% 46% 53% 63% 72%

Acres with 3DEP N/A N/A N/A 1,342,721 1,661,196 1,908,121 2,268,669 2,582,385

Total Acres N/A N/A N/A 3,592,762 3,592,762 3,592,762 3,592,762 3,592,762

Percent of planned Landsat 9 ground station 

development actions completed

USGS N/A N/A 100% 100% 100% 100% 100% 100%

Number of Landsat 9 actions completed N/A N/A 4 7 10 10 11 9 

Total number of Landsat 9 actions N/A N/A 4 7 10 10 11 9 

Percent completion of planned U.S. Surface 

Area Coverage mapping via the National Land 

Cover Database

USGS N/A N/A 100% 100% 100% 100% 100% 100%

Number of maps via NLCD completed N/A N/A 78 100 90 90 100 78

Total number of maps via NLCD N/A N/A 78 100 90 90 100 78

Strategic Actions Planned through FY 2020 

U.S. Geological Survey

National Land Imaging Program (NLIP): 

• Continue to develop the Landsat 9 ground and flight systems in close collaboration with the National Aeronautics and Space 

Administration (NASA) with a target launch in fiscal year 2021 to replace an older satellite (Landsat 7) which is running out of 

fuel. 

• Continue operation of Landsat 7 and Landsat 8 satellites to monitor water use, moisture content in soil and vegetation, and 

provide valuable insight on changing terrestrial surface conditions. 

• Continue to support the Land Change Monitoring, Assessment, and Projection’s suite of utilities including access to Landsat 

Analysis-Ready Data (ARD) and land change products for all contiguous U.S. lands (i.e., the lower 48 States and the District 

of Columbia). 

• Investigate and adapt unmanned aircraft technology to support many science needs (e.g., surface water dynamics, groundwater 

surveys, coastal erosion, fault line surveys, microclimate studies, wildlife surveys, coal mine reclamation, and harmful algal 

blooms) in difficult to access areas, at lower human risk and at lower cost than traditional methods. 
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 40

• Continue to support volcano monitoring and wildland fire response; work with the Intelligence and Defense Communities to 

improve wildland fire detection; provide high resolution, commercial data from Department of Defense contracts to Federal 

Civil Agencies; and support the USGS Director in his role as Chair of the Civil Applications Committee.

Land Change Science Program (LCS):

• Update the National Land Cover Database (NLCD) to track land cover change from 1992 through 2016. Currently, the 

database identifies changes through 2011. (A new release is scheduled in FY 2019 to track changes through 2016. This will 

provide resource managers recent information to support resource management plans and assessments.) 

• Conduct research and national-scale synthesis of natural patterns of drought and extreme events on terrestrial and aquatic 

communities, providing data to improve capabilities of resource managers and Interior bureaus to anticipate future changes in 

water availability and impacts on society, agriculture, and natural resources 

• Conduct analysis of long-term drivers, patterns, and impacts of sea-level change on coastal regions and infrastructure in 

support of natural resource management. 

• Conduct research and applications designed to understand and reduce risk to natural disasters, including developing evacuation 

response scenarios to tsunamis and characterizing and monitoring the wildland urban interface risk from wildfire. 

Core Science Systems (CSS):

• Continue to collect high-resolution light detection and ranging (lidar) elevation data to achieve the first-ever cycle of 

nationwide lidar coverage by 2037 to support topographic map production. 

• Continue acquisition of high-resolution interferometric synthetic aperture radar (IfSAR) elevation data for the State of Alaska 

by 2021; develop more efficient means of updating hydrography data; and continue to produce topographic maps. 

• Revise 92 percent of topographic maps for Alaska by the end of 2020 using the updated elevation and hydrography data. 

These new maps and data are used in a broad range of applications including infrastructure planning, recreation, navigation 

safety, hazards mitigation, and Arctic wildlife assessments.

• Continue acquisition of high-resolution hydrography data (NHDPlusHR) for the Nation to support flood risk management; 

infrastructure improvements; and energy resource management and complete 84 percent of the Nation's NHDPlusHR data by 

the end of 2020. 

• Make available, through the National Geologic Map Database, detailed geologic maps covering an additional 32,000 square 

miles of the continental United States, in partnership with State Geological Surveys, to support the objectives of Secretarial 

Order 3359 for national energy and mineral exploration. 

• Continue efforts to design, build, and interpret a seamless three-dimensional geologic framework for the Nation based on new 

and prior geologic mapping at regional to local scales to improve mineral, energy, earthquake and landslide hazards 
Conserving Our Land and Water Inform Land Use Planning Processes Especially for Public Use and Access

Interior Annual Performance Plan and Report Page 41

assessments, ground water analyses, and infrastructure development. Enhance the USGS’s high performance computing 

capabilities to support USGS and Interior computational and management challenges, and enable more timely data transfer, 

analysis, and delivery of completed research results to support smart decisions on Secretarial priorities related to natural 

resource assessment and use. 

• Support the use and development of field-based technology and related standards for purposes of expediting and expanding 

digital field data capture and real-time interpretation, data preservation, and dissemination. 

• Continue development of the USGS's National Biogeographic Map to provide analytical tools for the examination of selected 

species, habitats, protections, and habitat conditions. 

• Continue to provide foundational data for emergency response and mitigation efforts to support public safety after major 

natural disasters. 

• Prioritize efforts to preserve, expose, and reuse valuable physical geoscience samples (e.g., drilling cores and rock and 

sediment samples) and data (e.g., borehole logs, GIS databases, and maps). NGGDPP would provide support for 

approximately 8 state data preservation projects. 

• By 2020, reach the goal of 765 total scientists using the USGS high performance computing capability through intensive 

outreach and training. Access to high-performance computing (HPC) capabilities and proficiency in using HPC technology 

enables scientists to integrate large datasets for hazards forecasting (e.g., from days on a PC to hours or minutes using the 

USGS's YETI super-computer). Training scientists allows them to improve processing time for complex models (as evidenced 

during the 2018 Kilauea event), incorporate high-resolution and fine-scale data (flood predictions at local scales), or improve 

big data modeling results through improved computational capabilities.

• Work to make geologic maps publicly available for 55.2 percent of the U.S. (by FY 2022) through the National Geologic Map 

Database by optimizing the use of geological and geophysical surveys and national digital geospatial datasets to expand 

opportunities for the development of subsurface geologic interpretations, increase the interpretive resolution of surface 

mapping and boost geologic mapping productivity. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

U.S. Geological Survey

Climate Research and Development 20,495 21,495 21,495 19,295 --- --- ---

Land Remote Sensing 67,894 67,894 72,194 85,794 --- --- ---

Land Change Science 10,492 10,492 10,492 9,892 --- --- ---
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Interior Annual Performance Plan and Report Page 42

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

National Land Imaging Program --- --- --- --- 93,094 93,094 ---

Land Change Science --- --- --- --- 29,045 16,220 ---

National Land Imaging Program --- --- --- --- --- --- 75,514

Land Cover Monitoring and Assessments/Risk and Vulnerability 

Assessments --- --- --- --- --- --- 16,220

Science Synthesis, Analysis, and Research Program 24,314 24,299 24,299 24,299 24,051 24,501 24,501

National Cooperative Geological Mapping Program 24,397 24,397 24,397 24,397 24,397 24,397 24,397

National Geospatial Program 60,096 58,532 62,854 67,354 67,854 67,854 67,854

Total 207,688 207,109 215,731 231,031 238,441 226,066 208,486
Interior Annual Performance Plan and Report Page 43

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 44

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources

Goal #1: Ensure Energy and Economic Security for America 

Strategy #1: Promote safe and robust oil, gas, coal, and renewable energy resource 

development 

Program Performance Overview: The Department is modernizing policies and leveraging science and technology to Strengthen 

America’s energy security, promote development of our Nation's vast energy resources, and expand production of both offshore and 

onshore conventional and renewable U.S. energy resources consistent with the National OCS Oil and Gas Leasing Program, the 

America First Energy Plan, and the Executive Order on Promoting Energy Independence and Economic Growth. 

Performance for pending fluid minerals APD’s increased significantly in 2018, largely due to modernizing the Automated Fluid 

Minerals Support System (AFMSS) and attaining the authority to collect higher processing fees to provide the necessary workforce. 

In 2018, the BLM made 12,836,231 acres of public lands available for federal oil and gas leasing, which is approximately 85% of the 

agency’s 15M acre goal for that year. The BLM issued a new policy in January 2018 which streamlined the federal leasing process 

and set new timelines for expressions of interests; these changes are expected to enhance the number of future federal oil and gas 

leases that the BLM plans to issue. Offshore, BOEM’s success with high priority oil and gas development activities, including plan 

administration, economic analyses, and resource evaluation, enabled the Department to meet established lease sale targets.

Several of the coal leasing actions anticipated to be processed 2018 were delayed due to litigation requiring additional NEPA analysis. 

However, in 2018 Lease-by-Application (LBA) and lease modification application (LMA) activities generated $9.3 million in bonus 

bids accepted prompting the BLM to schedule additional LBA sales and LMA offers in FY 2019. 

Connecting renewable energy projects to the transmission grid and key markets is central to making renewable energy generation 

projects viable. Although performance has been strong with an increase of over 16,000 megawatts of capacity approved in the last 7 

years, performance was below expectation in FY 2018 due to minor timeline delays related to the Palen Solar project which pushed 

the authorization for the 500-megawatt solar photovoltaic facility to early FY 2019. 

DOI utilizes science and safety to secure a robust domestic energy enabling environment. This includes the USGS Energy Resources 

Program, BOEM’s extensive off-shore research, and risk-based inspections, all of which enable safe energy resource discovery, 

responsible development and a fair market return for the nation’s resources. Strong performance in this area was bolstered by the 

collaborative work between BSEE and BOEM to establish appropriate permitting and oversight processes to ensure safety of offshore 
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 45

operations, implementation of BSEE's Risk-Based Inspection Program, and BLM’s focus on high priority inspections. BSEE’s 

performance related to recordable injuries was consistent with recent results, however, a single incident caused the release of 16,194 

barrels of oil, preventing BSEE from meeting the FY 2018 target for oil spills. BSEE has made subsea leak detection a priority for 

policy development in FY 2019 to prevent future incidents of this nature. 

Public Benefit: The Department oversees vast resources that expand the production of energy in the U.S., promote energy security, 

and help drive job growth and the economy. Six Department bureaus, BLM, BOEM, BSEE, USGS, FWS and the Bureau of 

Reclamation (BOR), work to promote safe and reliable domestic energy exploration, development and production. 

Strategic Plan Performance Measures 

Strategy: Promote oil, gas, coal, and renewable energy resource development

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of pending fluid minerals Applications 

for Permits to Drill (APDs) which are processed

BLM 55.6% 57.2% 56.5% 57.0% 59.6% 68.0% 73.2% 84.6%

Number 4,924 4,913 3,093 3,322 3,410 4,527 4,800 5,000

Total 8,862 8,596 5,477 5,826 5,719 6,658 6,554 5,910

Percent of high-risk production facility and 

operations inspected

BSEE N/A N/A N/A N/A 90% 109% 90% 90%

Number of recordable injuries per 200,000 

Offshore Man Hours Worked (or 100-man

years)

BSEE 0.342 0.385 0.273 0.245 0.400 0.320 (E) 0.400 0.400

Percent of high risk well operations (e.g., 

drilling) inspections completed

BSEE N/A N/A N/A N/A 90% 111% 90% 90%

Percent of high priority fluid mineral cases that 

have completed inspection during the year

BLM N/A N/A N/A 100% 100% 100% 100% 100%

Inspections N/A N/A N/A 13,215 13,457 13,371 13,500 13,500

Total Inspections N/A N/A N/A 13,215 13,457 13,369 13,500 13,500

Percent of coal lease applications processed. 

(cum.)

BLM 10% 23% 9% 20% 9% 4% 13% 14%

Applications and Tracts 4 9 3 6 3 1 4 4 

Applications and Tracts 41 39 32 30 32 28 30 29
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 46

Number of acres of public lands made available 

for oil and gas leasing

BLM N/A 4,017,062 1,983,887 2,408,536 15,000,000 12,836,231 16,800,000 18,800,000

Number of megawatts of approved capacity 

authorized on public land and the OCS for 

renewable energy development while ensuring 

full environmental review

DOI 822 1,007 447 210 682 128 2,800 2,110

megawatts BLM 822 977 435 210 682 128 2,000 2,000

megawatts BOEM 0 30 12 0 0 0 800 110

Percentage of offshore lease sale processes 

completed, pursuant to the Secretary's 

National Oil and Gas Leasing Program

BOEM 100% 100% 100% 100% 100% 100% 100% 100%

Sales 3 2 3 3 2 2 2 2 

Sales 3 2 3 3 2 2 2 2 

Percent completion of targeted energy 

resource assessments and research (Index; 

2022 target = 119 assessments completed)

USGS 100% 100% 95% 100% 100% 135% 100% 100%

Amount (in barrels) of operational offshore oil 

spilled per million barrels produced

BSEE 0.580 3.420 3.660 0.065 3.000 26.300 (E) 2.900 2.900

Supporting Performance Measures

Strategy: Promote oil, gas, coal, and renewable energy resource development

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Number of completed publications in support 

of energy resource assessments and research

USGS 272 238 291 321 200 305 160 140

Achieve utilization rate of X% at Ohmsett (The 

Ohmsett facility provides independent and 

objective performance testing of full-scale oil 

spill response equipment and marine energy 

systems (wave energy conversion devices) 

and helps improve technologies through 

research and development.)

BSEE 87% 96% 91% 91% 85% 69% 85% 85%
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 47

Strategic Actions Planned through FY 2020 

Bureau of Land Management

Oil and Gas Management 

• Continue advancing the Administration’s priority of Generating Revenue and Utilizing Our Natural Resources by streamlining 

a variety of processes, such as Applications for Permits to Drill (APDs), which will simultaneously address concerns over 

permitting backlogs.

• Improve internal processes to simplify and streamline the leasing process to alleviate unnecessary impediments and burdens 

and expedite the offering of lands nominated for lease. 

• Improve and streamline land-use planning, increasing efficiencies and decreasing time for completion allowing for a reduced 

APD backlog, streamlined permitting process, and a fair return to the taxpayer through inspection and enforcement. 

• Build upon ongoing activities to implement an overall strategy that includes refining and updating the Automated Fluid 

Minerals Support System, creating Right-of-Way Strike Teams, establishing APD targets, and increasing interagency 

coordination. 

• Work towards newly established Agency Priority Goals on processing of parcels created to lease public lands for oil, gas, or 

other minerals and on elimination of APD backlogs. 

• Continue coordination with the BLM’s cadastral survey, lands, and realty programs to enhance efficient processing of oil and 

gas activities. 

Coal Management 

• Continue advancing the Administration’s priority of Generating Revenue and Utilizing Our Natural Resources by streamlining 

permitting for Federal coal development and rights-of-way, which will simultaneously address concerns over backlogs. 

• Provide assistance from the BLM Energy and Minerals Task Force to BLM State and Field offices to expedite the leasing and 

permitting of energy minerals including updating surface and sub-surface data layers and Public Lands Survey System data.

• Continue processing Lease by Application, Lease Modification Applications, and trespass cases to ensure that the public 

receives fair market value for its non-renewable coal resources.

• Continue to inspection Federal and Indian leases to ensure compliance with the use authorizations, regulations, and ensure 

maximum or ultimate economic recovery of the public's non-renewable resources. 

• Continue to take appropriate action when Federal or Indian coal has been mined without approvals (coal trespass actions). 

Renewable Energy

• Continue to process pending applications for new wind, solar and geothermal projects. 
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 48

• Focus on streamlining review processes. 

Bureau of Ocean Energy Management 

Oil and Gas Management 

• Support the Administration’s America-First Offshore Energy Strategy and seek opportunities to minimize unnecessary 

regulatory burdens.

• Expedite development of a 2019-2024 National Outer Continental Shelf (OCS) Oil and Gas Leasing Program; until a new 

National OCS Oil and Gas Leasing Program is finalized, conduct lease sale processes pursuant to the current 2017-2022 OCS 

Oil and Gas Leasing Program - Gulf of Mexico Region-wide Sales 252, 253, 254, and 256.

• Effectively process exploration and development plans, meeting the established timelines of the Outer Continental Shelf Lands 

Act.

• Continue to engage with Federal, academic, and other partners on environmental studies. 

Renewable Energy

• In consultation with intergovernmental task forces, continue to identify additional areas that appear suitable for renewable 

energy development on the Atlantic and Pacific OCS.

• Conduct thorough environmental reviews and consultations of potential OCS leasing areas offshore the Atlantic and Pacific 

coasts, adjusting as necessary depending on funding availability.

• Continue noncompetitive lease and rights-of-way (ROW) grant processes to support lease and grant issuance.

• Continue efforts to enhance coordination with other Federal agencies around the Federal environmental review and permitting 

process for offshore renewable energy projects.

• Continue to engage in active outreach efforts with key stakeholders, including the fishing and maritime communities. 

• Continue to conduct environmental studies and data collection efforts that identify best practices and inform the Bureau’s 

decision-making.

• Continue providing intergovernmental task force support and opportunities for public involvement in the renewable energy 

process.

• Continue to develop and publish refinements to the offshore renewable energy regulations, as well as guidelines for their 

interpretation.

• Conduct comprehensive engineering, geotechnical, and environmental reviews of renewable energy site assessment and 

project plans.

• Conduct post-lease review and monitoring of leased offshore renewable energy projects and activities.
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 49

Bureau of Safety and Environmental Enforcement

• Undertake technical assessments and sponsor research on new technologies to stay current with expanding operations and 

evaluating technological advances that allow for production from high pressure/high temperature formations and other frontier 

areas.

• Review existing standards, regulations and permitting, with a focus on reform overly burdensome regulations while sustaining 

safety and environmental protection and eliminating processes and regulations that no longer reflect the innovations in 

technology and attendant changes in industry project planning processes. 

• Institutionalize transparency and engagement with the regulated community through standards development, and continuous 

improvement to the SEMS program, Offshore Energy Safety Institute, Safe OCS and BAST-Best Available and Safest 

Technologies.

• Minimize financial and environmental liabilities from offshore energy exploration and development by ensuring that operators 

timely decommission wells and facilities that have no future use.

• Strengthen our inspection program by implementing an inspection strategy that is based on annual planning and incorporates 

regulatory compliance, risk, management systems and performance-based techniques or methodologies. 

• Keep pace with technological innovations that enable development and production in frontier areas and resolve technological 

challenges such as development in high pressure/high temperature environments. 

• Maintain diligent oversight of end-of-life facilities and reservoirs to ensure maximum resource recovery, safe operations and 

strengthen decommissioning/idle iron compliance.

• Champion oil spill preparedness principles and practices including the verification of current industry capabilities and the 

advancement of oil spill response research and technologies. 

• Refine permitting review strategies to support timely development and accurately reflect the risks and phases of development 

of the Outer Continental Shelf (OCS). 

• Foster active engagement with renewable energy stakeholders with a goal of supporting a safe, robust, and technically 

innovative offshore wind energy industry on the OCS. 

Fish and Wildlife Service

• Continue to work with all federal and other partners to design energy projects that will facilitate energy development while 

protecting the environment. 

• Invest funds to streamline energy project consultation and permitting with public and private partners. 
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 50

U.S. Geological Survey – Energy Resources Program

• Release additional USGS assessments of undiscovered, technically recoverable oil and gas resources in U.S. and non-U.S. 

basins, including in strategic areas of national interest. Continue the underlying geological, geophysical and geochemical 

research that underpins the assessments. 

• Expand unconventional oil and gas research efforts that begun in 2016 on the geologic causes of variability in the recovery of 

petroleum and water, and studies of baseline water quality. 

• Continue research into geothermal resources aimed at improving the viability of Enhanced Geothermal Systems (EGS) and 

studying environmental impacts of geothermal energy development on Federal lands. 

• Support USGS gas hydrate studies with the USGS Coastal-Marine Hazards and Resources Program and contribute to 

Department of Energy (DOE) and industry-sponsored cooperative gas hydrate projects. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Land Management

Oil and Gas Management 80,877 53,183 59,671 67,574 75,927 83,101 88,325

Oil and Gas Permit Processing 32,500 32,500 7,125 6,365 5,737 5,737 ---

Oil and Gas Inspection and Enforcement --- 41,126 48,000 48,000 48,385 48,385 48,925

Coal Management 9,595 9,595 10,868 10,868 19,015 19,015 19,751

Renewable Energy 29,061 29,061 29,061 29,061 16,292 12,000 29,061

Subtotal 152,033 165,465 154,725 161,868 165,356 168,238 186,062

Bureau of Ocean Energy Management

Renewable Energy 23,656 23,104 24,278 23,887 21,676 20,720 15,384

Offsetting Collections - Renewable Energy --- --- --- --- --- --- 5,941

Conventional Energy 102,659 107,845 137,327 135,344 55,395 59,071 51,561

Offsetting Collections - Conventional Energy --- --- --- --- --- --- 12,562

Environmental Programs 10,000 7,500 6,600 7,700 73,085 79,025 51,911

Offsetting Collections - Environmental Programs --- --- --- --- --- --- 33,199

Executive Direction --- --- 2,652 2,629 17,367 16,973 14,194
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Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Offsetting Collections - Executive Direction --- --- --- --- --- --- 2,945

Subtotal 136,315 138,449 170,857 169,560 167,523 175,789 187,697

Bureau of Safety and Environmental Enforcement

Environmental Enforcement 3,027 3,027 3,027 4,262 1,568 2,958 1,954

Offsetting Collections - Environmental Enforcement 5,287 5,287 5,287 4,052 2,885 1,495 2,804

Operations, Safety and Regulation 46,390 51,833 72,913 86,544 91,975 75,966 95,164

Offsetting Collections - Operations, Safety, and Regulation 85,817 81,764 72,041 58,410 56,479 64,250 56,647

Oil Spill Research 14,899 14,899 14,899 14,899 14,899 12,700 12,700

Subtotal 155,420 156,810 168,167 168,167 167,806 157,369 169,269

U.S. Geological Survey

Energy Resources 25,970 24,895 24,695 24,695 30,872 30,872 25,879

Total 469,738 485,619 518,444 524,290 531,557 532,268 568,907
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 52

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources

Goal #1: Ensure Energy and Economic Security for America

Strategy #2: Provide hydropower

Program Performance Overview: The Bureau of Reclamation is the second largest producer of renewable hydropower in the United 

States and operates 52 hydroelectric power facilities, with 14,700 megawatts of capacity. Reclamation generates an average 40 billion 

kilowatt-hours of electricity each year. In 2018, 88% of Reclamation’s hydropower facilities were evaluated as being in good 

condition, an increase of three percentage points from the previous fiscal year. Reclamation employees identified previously existing 

deficiencies contributing to low Facility Reliability Rating (FRR) scores and successfully corrected the most significant deficiencies 

using a risk‐based prioritization methodology. 

Reclamation administers a comprehensive power operations and maintenance program to ensure hydropower facilities are reliable, 

safe, economical, and efficient. Reclamation coordinates with Department of Energy and power customers to strategically identify, 

fund, and implement capital and technological investments that deliver operational benefits and reduce risk. Program performance is 

measured by hydropower facility availability during peak electricity demand periods.

Public Benefit: The Bureau of Reclamation works to promote domestic energy production by enabling new energy generation from 

hydropower, facilitating the construction of new or upgraded transmission networks, helping to create new industries and supply 

chains, driving economic growth and job creation, and helping provide more energy from domestic sources. 

Strategic Plan Performance Measures 

Strategy: Provide hydropower

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Amount of hydropower capability, in 

megawatts (MW), installed from 2018 through 

2022

BOR N/A N/A N/A 4.5 10.0 37.0 20.0 30.0

Percent of hydropower facilities in good 

condition as measured by the Facility 

Reliability Rating

BOR 88% 81% 87% 85% 77% 88% 75% 73%

Hydropower Facilities 46 42 45 44 40 46 39 38

Hydropower Facilities 52 52 52 52 52 52 52 52
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Interior Annual Performance Plan and Report Page 53

Percent of time that Bureau of Reclamation 

hydroelectric generating units are available to 

the interconnected Western electrical system 

during daily peak demand periods

BOR 84% 83% 82% 81% 79% 81% 81% 81%

Hours 84 83 82 81 79 81 81 81

Hours 100 100 100 100 100 100 100 100

Supporting Performance Measures

Strategy: Provide hydropower

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Number of Annual, Periodic and 

Comprehensive Reviews Completed

BOR 52 50 52 52 52 49 52 52

Percent of generating capacity that has a 

major generator/turbine related component 

rated in poor condition.

BOR 17% 29% 21% 20% 29% 15% 30% 30%

powertrain component 2,554 4,195 3,147 2,976 4,340 2,239 4,412 4,412

components 14,721 14,719 14,719 14,729 14,729 14,729 14,738 14,738

Forced outage factor lower than or equal to 

the industry average of 2.2%

BOR 2.7% 3.6% 1.6% 2.6% 2.2% 0.5% 2.2% 2.2%

Strategic Actions Planned through FY 2020 

Bureau of Reclamation

• Collaborate with the Department of Energy and the Army Corps of Engineers through the Memorandum of Understanding for 

Hydropower framework to help meet the Nation’s need for reliable, affordable, and environmentally sustainable hydropower. 

• Support the development of non-federal hydropower through the Lease of Power Privilege and Federal Energy Regulatory 

Commission licensing processes.

• Leverage Reclamation’s Hydropower Efficiency Research Systems initiative to improve operational efficiencies at 

Reclamation power plants. 

• Assess opportunities for federal and non-federal hydrokinetic, conventional, and pumped storage hydropower development. 

• Collaborate with stakeholder groups and regulatory agencies to improve and streamline non-federal hydropower permitting 

processes.

• Provide power operations and maintenance-related support services and collaboration with other Federal, tribal, state, and local 

governments, power industry constituencies, and other interested parties. 
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Interior Annual Performance Plan and Report Page 54

• Support hydropower data acquisition, analysis, and archiving initiatives to improve operational performance, asset 

management, and regulatory compliance at Reclamation power plants. 

• Assess progress of initiatives in deferred maintenance reporting, power related security, and risk-based asset management 

studies. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Reclamation

Water and Related Resources 56,633 49,620 54,081 56,358 46,141 52,205 49,487
Generating Revenue and Utilizing Our Natural Resources Ensure Public Receives Fair Market Value for Resources

Interior Annual Performance Plan and Report Page 55

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources

Goal #2: Ensure Access to Mineral Resources

Strategy #1: Manage non-energy mineral development

Program Performance Overview: The Department promotes economic development and environmental protection through 

responsible, science-informed management of mineral resources. The BLM conducts environmental analysis of complex issues 

necessary to authorize use on BLM public lands, to meet the increasing demand for non-energy solid leasable minerals, especially 

potash and phosphate. Additionally, the science provided by the USGS Mineral Resources Program (MRP) facilitates resource 

discovery and provides essential information and analyses for strategic, evidence-based economic and geopolitical decisions. BOEM’s 

Marine Minerals Program provides sand and gravel resources to protect and improve coastal infrastructure and the environment 

locally, regionally and nationally. 

Performance for USGS remains level from 2017 through 2018, thereby allowing non-energy mineral research and assessments to keep 

up with demand. To date, BOEM has conveyed the rights to 150 million cubic yards of Outer Continental Shelf (OCS) sediment by 

executing 55 negotiated agreements for projects in eight states and that have restored over 321 miles of coastline. BLM will continue 

to increase processing speed for non-energy mineral exploration and development to ensure the Nation is able to meet the demand for 

mineral materials and non-energy solid leasable minerals, and locatable minerals through expediting permit approvals. 

Based on the President's Executive Order and Secretarial Order 3359, the Department's budget includes funding to help spur critical 

mineral resource development in the United States. Efforts will include developing advanced topographic, geologic, and geophysical 

data as well as mineral resource assessments generated by USGS into BLM land-use planning. The data is needed to locate U.S. 

critical mineral resources to inform private-sector domestic development, reduce dependence on foreign sources, and support job 

creation and technological innovation. Inclusion of this data in land use planning will prevent or minimize plan decisions that reduce 

the ability of the private sector to develop these resources, particularly critical mineral resources.

Public Benefit: Non-energy minerals, including potassium, phosphorus, sodium, potash, lead, and zinc, clay, sand, gravel, and 

building stone, are vital components of basic industry and life in the United States and support local infrastructure and economic 

development. As the Nation continues to depend on minerals to manufacture products we rely on every day, from our cell phones and 

laptops to our cars, the Department will continue to leverage research and assessments to understand and maximize the use of national 

and global mineral resources while balancing the Nation’s mineral needs with the protection of the human, terrestrial, marine, and 

coastal environments. 
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Interior Annual Performance Plan and Report Page 56

Strategic Plan Performance Measures 

Strategy: Manage non-energy mineral development

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of non-energy mineral exploration and 

development requests processed

BLM 22% 12% 19% 35% 22% 27% 22% 22%

Requests processed 105 58 81 174 91 135 91 91

Total number of requests 475 482 432 493 415 492 415 415

Number of sand and gravel requests processed 

for coastal restoration projects

BOEM 5 5 5 7 7 7 7 8 

Percent completion of targeted non-fuel 

mineral resource assessments and research 

(Index; 2022 target = 5,240 research, 

assessment, and minerals information reports)

USGS N/A 92% 100% 100% 100% 110% 100% 100%

Percent completion of targeted Critical Mineral 

Early Warning System (CMEWS) analyses and 

evaluations 

USGS N/A N/A N/A 17% 33% 33% 50% 67%

Number of actual analyses completed N/A N/A N/A 4 8 8 12 16

Total number of CMEWS analyses N/A N/A N/A 24 24 24 24 24

Supporting Performance Measures

Strategy: Manage non-energy mineral development

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Number of Non-energy Solid Mineral 

(potassium, gypsum, etc.) Inspections and 

Production Verifications.

BLM 1,684 1,651 1,367 1,161 1,400 1,254 1,400 1,400

Number of Mineral Material (sand, gravel, 

clay, etc.) Inspections and Production 

Verifications

BLM 3,106 2,899 2,991 2,781 2,700 2,584 2,700 2,700
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Interior Annual Performance Plan and Report Page 57

Strategic Actions Planned through FY 2020 

Bureau of Land Management

• Continue program reform efforts by improving alignment of staffing resources, work prioritization, and partnerships with the 

Department’s Division of Mineral Evaluation to successfully achieve corrective actions to ensure that mineral materials are 

sold at fair market value.

• Complete NEPA reviews associated with the potential permitting of three new phosphate mines in Idaho that will sustain 

current production. 

• Expand the appropriate use of categorical exclusions and other federal or state agency environmental assessments to reduce the 

need for BLM to prepare new and duplicative environmental assessments needed for permitting decisions. 

• Continue to work on the Mineral Tracking System which will be used to support the automation and tracking of licenses, 

leases, permitting and inspection capabilities of the solid minerals program.

• Continue to incorporate the latest advancements in technology for management of all mineral programs, including appropriate 

use of Unmanned Aerial Vehicles.

• Provide updated training and guidance for BLM mineral professionals and managers. Gain efficiencies through the collection 

of baseline data earlier in the Mining Law Administration (locatable) permitting process. 

• Seek opportunities in the Mining Law Administration program to centralize and focus resources through the development of 

strike teams to work on the review and processing of large-scale mineral authorizations.

Bureau of Ocean Energy Management

• Respond to every request for the use of OCS sand and gravel for coastal restoration and beach nourishment.

• Conduct thorough environmental reviews of potential uses of sand borrow areas through NEPA and other environmental 

consultations. 

• Fund cooperative agreements in collaboration with coastal states as appropriate to identify, analyze and distribute OCS sand 

related data supporting the use of OCS sand for beach nourishment and coastal restoration.

• Continue to develop a comprehensive National OCS Sand Inventory and Marine Minerals Information System (MMIS), along 

the Atlantic, Pacific and in the Gulf of Mexico that will inform the Bureau's decision-making and long-term response for 

coastal restoration.

• Develop a BOEM Critical Minerals Strategic Plan.

U.S. Geological Survey – Mineral Resources Program

• Collect, analyze, and disseminate minerals information and materials flow studies. 
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Interior Annual Performance Plan and Report Page 58

• Conduct research on new sources of critical minerals and on the lifecycles of critical minerals. 

• Conduct research to understand the genesis and distribution of the critical mineral resources throughout the Nation by 

collecting, preserving, and disseminating geological, geochemical, and geophysical data and initiating qualitative and 

quantitative mineral assessments. 

• Implement Executive Order 13817 and Secretarial Order 3359 for critical mineral assessments in support of a prioritized 

nationwide program of topographic, geologic, and geophysical mapping to enhance understanding of the Nation’s mineral 

resource potential to better manage the supply of critical minerals. 

• Continue implementation of a Quality Management System (QMS) for Mineral Resources Program-funded laboratories. 

• Support completion of a magnetotelluric survey of the continental U.S. to better understand geological structure and processes 

and domestic mineral and energy resources.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Land Management

Other Mineral Resources Management 10,586 10,586 11,879 10,978 12,043 12,043 12,303

Bureau of Ocean Energy Management

Conventional Energy --- --- --- --- 2,728 2,728 ---

Environmental Programs --- --- --- --- 749 749 ---

Marine Minerals --- --- --- --- --- --- 3,879

Offsetting Collections - Marine Minerals --- --- --- --- --- --- 1,850

Subtotal --- --- --- --- 3,477 3,477 5,729

U.S. Geological Survey

Mineral Resources 45,931 45,931 48,371 48,371 49,371 49,371 60,193

Total 56,517 56,517 60,250 59,349 64,891 64,891 78,225
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Interior Annual Performance Plan and Report Page 59

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources

Goal #3: Ensure Public Receives Fair Market Value for Resources; and 

Recover Costs Where Appropriate

Strategy #1: Ensure accurate and timely accounting of energy revenues

Program Performance Overview: The Department collects, disburses and verifies federal and Indian energy and other natural 

resource revenue collected from issuing leases on federal lands (and offshore on the outer continental shelf) for the resource extracted. 

These resources include oil, gas, coal, and access to renewable energy resources such as solar, wind, and geothermal. To ensure the 

appropriate accountability and compensation to the American public for the use of these resources, it is important that a fair and 

appropriate amount of funds are collected and that such transactions are implemented accurately, responsibly, and in a timely manner. 

The Office of Natural Resource Revenue (ONRR) maintains a high level of achievement for timely disbursement of federal and Indian 

revenues, with performance targets averaging 99% over the past five years. ONRR also performs compliance activities to ensure the 

Department collects revenue due from oil and gas produced on federal lands and waters. The FY 2018 result for timely disbursement 

of revenues did not meet the target due to two transactions in which the payments were remitted incorrectly to ONRR, which required 

additional reconciliation efforts and communications with the companies involved. Both were closed and distributed in the following 

monthly cycle. 

The BOEM supports timely collection and disbursement of mineral and renewable energy revenues through data driven procedures 

which help to ensure bid adequacy using a two-phased review system for offshore leasing. Similarly, the BSEE’s risk-based 

methodology helps to ensure the accuracy of metering from higher risk hydrocarbon sites that experience high volumes of throughput 

and/or have a history of noncompliance. 

Public Benefit: The Department employs data driven procedures to verify, collect and disburse energy and natural resources revenue 

to several entities and ensure the appropriate financial benefit is obtained for the American people. Revenues collected from leases on 

Indian lands work directly to benefit members of the Indian community. Distributions to the Land and Water Conservation Fund, the 

Historic Preservation Fund, and the Reclamation Fund help ensure America’s natural resources, landscapes, and rich history are 

available and enjoyed by current and future generations. States use the distributed funds to support large capital projects such as 

schools, roads, and public buildings. The Administration’s Public Lands Infrastructure Initiative entails dedicating a fraction of new 

energy revenues to address deferred maintenance in National Parks, National Wildlife Refuges, public lands, national forests, and 

Indian schools. The balance of revenue disbursements is applied to reduce the deficit. 
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Interior Annual Performance Plan and Report Page 60

Strategic Plan Performance Measures 

Strategy: Ensure accurate and timely accounting of energy revenues

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of federal and Indian revenues 

disbursed on a timely basis per statute ($ 

Billions)

ONRR 99.5% 99.3% 99.2% 99.4% 98.0% 96.5% (E) 98.0% 98.0%

$Billions 3.407 2.659 1.910 1.989 2.450 2.703 (E) 2.450 2.450

$Billions 3.423 2.679 1.926 2.001 2.500 2.802 (E) 2.500 2.500

Percent of oil royalty meters (identified as 

high-risk using a risk-based methodology) 

where meter provings are observed

BSEE N/A N/A N/A N/A 6 13 7 8 

Strategic Actions Planned through FY 2020 

Office of Natural Resources Revenue

• Continue phased implementation of an oil and gas revenue and production reporting and verification program on Osage 

mineral lands. The delegated authority from BIA will add approximately 5,000 leases, 30,000 producing wells, and 800 

operators to ONRR’s systems, which will increase ONRR’s Indian lease administration workload by approximately 80 

percent.

• Provide Geospatial analysis capability to ONRR employees to ensure accurate collection of mineral and leasing revenues. 

• Re-compete the Information Technology Systems contract for the operations and maintenance of ONRR’s mission critical 

Minerals Revenue Management Support System (MRMSS), which supports all ONRR in the collection, analysis, 

disbursement and verification of revenues. 

• Develop proof of concept for energy data sharing across DOI organizations with the Department’s Business Integration Office 

and the Bureau of Land Management. 

• Conduct business process reengineering to achieve dramatic improvements in critical, contemporary measures of performance.

Bureau of Ocean Energy Management
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Interior Annual Performance Plan and Report Page 61

• Continue to implement, refine and update BOEM’s fair market value evaluation processes to ensure the government receives 

the fair market value for outer continental shelf resources. 

Bureau of Safety & Environmental Enforcement

• Prioritize inspection and verification activities to ensure oil and gas volumes are accurately accounted for by operators of 

facilities with high production volumes. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Safety and Environmental Enforcement

Operations, Safety and Regulation --- --- --- --- 8,083 8,237 8,393

Office of Natural Resources Revenue 119,383 121,631 125,519 126,487 137,757 137,505 147,300

Total 119,383 121,631 125,519 126,487 145,840 145,742 155,693
Generating Revenue and Utilizing Our Natural Resources Ensure Public Receives Fair Market Value for Resources

Interior Annual Performance Plan and Report Page 62

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources

Goal #3: Ensure Public Receives Fair Market Value for Resources; and 

Recover Costs Where Appropriate

Strategy #2: Ensure effective collection and application of recreation fees

Program Performance Overview: The National Park Service established fee structure guidelines in 2006 to standardize rates across 

the country. The resulting tier system assigns each park unit to a tier and associated entrance fee schedule based on the type of site 

and the amenities provided for the public. As part of its commitment to improve the visitor experience, the NPS updated its entrance 

fee pricing model in June 2018. The NPS plans for all entrance fee parks to be in line with the new pricing structure by January 1, 

2020. 

Public Benefit: The nation’s public lands offer many excellent locations for public recreation in the outdoors at national parks and 

monuments, National Wildlife Refuges, BLM public lands and other locations, in historic sites and buildings and at national treasures 

such as the Statue of Liberty. Facilities, including roads, visitor centers, bathrooms, historic buildings, and museums enable visitors to 

enjoy their public lands and sites. All the land management bureaus have backlogs of deferred maintenance. The Department will 

continuously review its fee structure to determine how best to accommodate visitors’ enjoyment while collecting fees that help to 

offset some of the maintenance costs required to keep visitor-facing infrastructure in good shape. All such reviews of fees and 

changes will remain consistent with Congressional direction that has been provided through a series of laws including the Federal 

Lands Recreation Enhancement Act.

Strategic Actions Planned through FY 2020 

National Park Service 

• Support positive visitor experiences by providing enhanced outdoor recreation opportunities and visitor services, managing 

deferred maintenance for visitor-facing facilities, engaging in habitat restoration to improve wildlife-related recreation, and 

providing public safety services.

• Implement new technologies to ensure financial integrity of collections.

• Continue to engage stakeholders in efforts to evaluate, update, and standardize fees with the goal of setting fair and equitable 

rates.
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Interior Annual Performance Plan and Report Page 63

• Conduct a contracted study of fee pricing to optimize revenue and better understand how visitors and potential visitors value 

access to NPS sites. The study will result in an assessment of costs and benefits of expanding and diversifying fee collection 

technologies in the field. It will also produce an analysis of the price sensitivity of the public’s willingness to pay for park 

access.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

National Park Service

Operation of the National Park System 37,658 37,110 36,530 36,726 35,834 35,834 34,979
Generating Revenue and Utilizing Our Natural Resources Focus Timber Programs on "Healthy Forests" Lifecycle

Interior Annual Performance Plan and Report Page 64

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources

Goal #4: Focus Timber Programs on "Healthy Forests" Lifecycle 

Strategy #1: Manage sales of timber and forest product resources

Program Performance Overview: Over the past four years, performance has varied between a high of 80% and a low of 49% of 

timber resources made available for sale due to litigation stemming from environmental issues and fluctuations in the housing market 

and transportation costs, affecting the BLM’s ability to sell timber, and utilize the by-products. The Department is working to employ 

sound forestry practices that address the increased risk of wildfire exacerbated by damage from invasive insects.

In 2018, the BLM did not meet its target for Allowable Sale Quantity (ASQ) due to multiple factors primarily related to an emphasis 

on non-ASQ sales developed under previous Resource Management Plans (RMPs) for which 2018 was the last year in which the 

planned sales could be offered. Other factors included providing protections for Endangered Species Act (ESA) species and finalizing 

ESA consultation and NEPA on ASQ sales under new RMPs management direction. Despite missing the ASQ target, the total 

combined ASQ and non-ASQ offered sale volume increased in 2018. 

The Bureau of Indian Affairs’ Forestry program exceeded 2018 national goals for the percent of the sustainable harvest of forest 

biomass and timber sales prepared and offered. Favorable economic conditions were a critical factor in the achievement of the first 

metric to where program goals were attained in the 3rd quarter. The second metric reflects the amount of on the ground timber 

prepared by communities in Indian country; 5 of 12 regions exceeded their targets and had a positive impact on overall performance.

Public Benefit: Timber and by-product sales contribute to the economic stability of local communities and industries. Timber and byproduct sales also lead to increased forest health through restoration and fire resiliency. 

The Public Domain Forest Management program manages over 58 million acres of forests and woodlands mainly in the western 

states. BLM forests and woodlands serve a variety of purposes and provide many important benefits, offering timber and other forest 

products and recreational opportunities that support local economies. Such resources serve as valuable wildlife habitat and play an 

important role in carbon storage and clean water and air. In the process of using timber sales as a tool to restore and treat forests, the 

program focuses on ecosystem restoration and health, protection, and management for multiple objectives including biodiversity, 

conservation, and sustainable development for local communities. The program also coordinates with the Wildland Fire management 

program to leverage funds for hazardous fuels reduction projects. 
Generating Revenue and Utilizing Our Natural Resources Focus Timber Programs on "Healthy Forests" Lifecycle

Interior Annual Performance Plan and Report Page 65

The Western Oregon Forest Management and Forest Development programs include all costs associated with management, 

maintenance, and enhancement of forests and woodlands on the public lands, including the Oregon and California (O&C) Grant lands, 

the Coos Bay Wagon Road Grant lands, and Public Domain lands within western Oregon, including costs of activities directly related 

to reforestation and forest development. The programs offer the sale of timber and other forest products in such a way as to sustain a 

permanent source of timber supply while also maintaining forest health and productivity. 

Forests provide an essential source of revenue and jobs for tribes and play an important role in sustaining tribal cultures and traditions. 

Management activities within forestlands are governed by forest management plans which outline ecologically and biologically 

sustainable forest management practices commensurate with tribal goals and objectives. Forest management activities include timber 

sales, timber stand improvement (thinning), prescribed burning, and reforestation. 

The Bureau of Indian Affairs Branch of Forest Resource Planning exercise program oversight and provides planning and scheduling 

of Bureau-wide forestry activities at the national level to ensure regulatory and policy requirements are enforced while ensuring that 

technical standards of sound forest management are maintained. 

Strategic Plan Performance Measures 

Strategy: Manage sales of timber and forest product resources

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of allowable sale quantity timber 

offered for sale consistent with applicable 

resource management plans (O&C--Oregon 

and California--only) 

BLM 76% 80% 62% 57% 65% 49% 95% 73%

MMBF (millions of board feet) 155 162 126 116 134 100 194 150

MMBF (millions of board feet) 203 203 203 205 205 205 205 205

Volume of wood products offered consistent 

with applicable management plans 

BLM 269 251 228 231 232 253 272 226

Percentage of Annual Allowable Cut Prepared 

and Offered for Sale or Free Use

BIA N/A N/A N/A N/A 48% 73% 62% 29%

Number N/A N/A N/A N/A 13,667 748,432,086 438,443,075 206,000

Total N/A N/A N/A N/A 28,473 1,019,550,468 712,735,150 721,000
Generating Revenue and Utilizing Our Natural Resources Focus Timber Programs on "Healthy Forests" Lifecycle

Interior Annual Performance Plan and Report Page 66

Strategic Actions Planned through FY 2020 

Bureau of Land Management 

• Ensure the health and resilience of the Nation’s public forest lands as well as the availability of traditional forest products, such 

as timber through responsible land management. 

• Continue to seek strategies to improve efficiency especially in issuing forest product permits, acres of forest restored through 

sales, biomass utilization, and timber volume offered. 

Bureau of Indian Affairs 

• Utilize forecasted markets, anticipated funding, local trends and projections as a basis for establishing future goals. 

• Maximize opportunities at the national level to gather inputs from regional foresters to refine this process. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Indian Affairs

Forestry 47,735 45,895 51,914 54,155 52,974 48,872 27,022

Bureau of Land Management

Public Domain Forest Management 9,838 9,838 9,980 10,076 10,135 9,527 10,241

O&C Grant Lands Management - new structure --- --- --- --- --- --- 87,305

Forest Management - old structure 33,447 33,447 33,752 32,942 33,872 --- ---

Other Forest Resources Management - old structure 36,985 36,985 33,495 33,495 25,385 --- ---

Reforestation and Forest Development - old structure 23,851 23,851 24,023 24,023 20,086 --- ---

Subtotal 104,121 104,121 101,250 100,536 89,478 9,527 97,546

Total 151,856 150,016 153,164 154,691 142,452 58,399 124,568
Generating Revenue and Utilizing Our Natural Resources Manage Grazing Resources

Interior Annual Performance Plan and Report Page 67

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources

Goal #5: Manage Grazing Resources 

Strategy #1: Provide for sustainable forage and grazing 

Program Performance Overview: The process of monitoring grazing permits is returning to previous levels of performance, 

following years of litigation which led to a backlog in renewals. The return to a slightly higher permit/lease processing rate is due to 

the Department’s increased focus on more complex grazing permit processing requirements and making greater use of the authority 

provided under section 402(c) of the Federal Land Policy and Management Act, which allows expiring permits to be renewed without 

being fully processed. 

In 2019, the BLM will continue efforts to improve and streamline grazing permit processing to achieve greater efficiencies and service 

to permittees while striving to meet land condition objectives. This will include continuing or expanding recent demonstration projects 

for Outcome Based Grazing Authorizations. 

Under the Bureau of Indian Affairs, the Division of Natural Resources exceeded the national target for percent of grazing permits 

monitored, with the assistance of the regional staff who provided technical assistance to agency staff in the management of permits. 

Cooperative efforts with tribes as well as the collaboration between seasonal and regional staff led to positive performance results.

Public Benefit: Livestock grazing contributes to food production and adds to local economic stability, and it can be used in certain 

areas to maintain and improve land health by reducing hazardous fuels, treating invasive weeds, and minimizing the impact of 

catastrophic wildfires.

The Division of Natural Resources provides coordination, management, planning, oversight, and monitoring for the development and 

protection of trust natural resources, as well as providing the direction and guidance for all activities related to the planning, 

management, conservation, development, and utilization of soil, water, farmland, and rangeland. The division is also responsible for 

the bureau's natural resource damage assessment and restoration program.
Generating Revenue and Utilizing Our Natural Resources Manage Grazing Resources

Interior Annual Performance Plan and Report Page 68

Strategic Plan Performance Measures 

Strategy: Provide for sustainable forage and grazing

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of grazing permits and leases 

processed as planned consistent with 

applicable resource management plans. (cum.)

BLM 22% 18% 13% 13% 14% 16% 10% 13%

permits/leases 1,374 1,213 862 917 1,005 1,157 1,100 1,500

permits/leases 6,300 6,900 6,800 6,800 7,400 7,400 10,500 11,600

Percent of range units assessed during the 

reporting year for level of utilization and/or 

rangeland condition/trend.

BIA 31% 44% 42% 49% 40% 58% 44% 39%

Number of range units 1,131 1,547 1,377 1,498 1,333 1,765 1,417 1,279

Number of range units 3,642 3,539 3,252 3,050 3,316 3,027 3,233 3,249

Supporting Performance Measures

Strategy: Provide for sustainable forage and grazing

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percentage of grazing permits monitored 

annually for adherence to permit provisions, 

including permittee compliance with 

requirements described in conservation plans.

BIA 35% 40% 41% 37% 36% 45% 36% 37%

Number of grazing permits 4,849 5,670 5,558 5,093 4,947 6,020 4,679 5,270

Number of grazing permits 13,788 14,058 13,523 13,792 13,764 13,292 13,130 14,058

Strategic Actions Planned through FY 2020 

Bureau of Land Management 

• Continue to streamline the grazing permit process and provide greater flexibility to the American rancher.

• Process Outcome-Based Grazing Authorizations, which allow livestock operators more flexibility to make livestock use 

adjustments in response to changing conditions such as drought or wildland fire. 
Generating Revenue and Utilizing Our Natural Resources Manage Grazing Resources

Interior Annual Performance Plan and Report Page 69

• Work with ranchers to address excessive fuels buildup. Targeted grazing, which focuses on intensive grazing in a limited, 

strategic area, has been useful in influencing wildland fire behavior by breaking up large expanses of relatively homogeneous 

fuels that burn uniformly with strategically placed buffers of reduced fuels.

• Continue to utilize an integrated vegetation management approach using multiple tools, e.g. mechanical, biological, cultural, 

chemical and fire to control noxious weeds and invasive plant species, reduce fuels, and improve rangelands for livestock, 

recreation, and wildlife habitat.

Bureau of Indian Affairs

• Provide policy, resources and technical assistance to regions, agencies, and tribes to ensure conservation and sustained yield 

management on Indian Trust lands. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Indian Affairs

Agriculture and Range 30,558 30,494 30,751 30,769 22,640 31,251 25,101

Bureau of Land Management

Rangeland Management 39,500 39,500 39,500 39,500 33,876 35,762 40,081

Total 70,058 69,994 70,251 70,269 56,516 67,013 65,182
Interior Annual Performance Plan and Report Page 70

Mission Area 3: Expanding Outdoor Recreation and Access
Expanding Outdoor Recreation and Access Expand Hunting, Fishing, and Other Recreation on DOI Lands

Interior Annual Performance Plan and Report Page 71

Mission Area 3: Expanding Outdoor Recreation and Access

Goal #1: Expand Hunting, Fishing, and Other Recreation on DOI Lands

Strategy #1: Promote hunting, fishing, and other recreation on DOI lands

Program Performance Overview: This Strategic Plan strategy supports and highlights Secretarial Orders 3356 and 3366, to further 

expand public access to lands and waters administered by the Department, for hunting, fishing, recreational shooting, and other forms 

of outdoor recreation. 

In 2017, the Fish and Wildlife Service had 372 National Wildlife Refuges and wetland management districts open to hunting and 308 

refuges and wetland management districts open to fishing. In 2018, FWS added 251,000 acres newly opened to hunting and fishing at 

National Wildlife Refuges, greatly surpassing their target for the year. As practiced on refuges, hunting and fishing do not pose a 

threat to wildlife populations, and in some instances, are necessary for sound wildlife management. For example, deer populations will 

often grow too large for the refuge habitat to support. If some of the deer are not harvested, they destroy habitat for themselves and 

other animals and die from starvation or disease. The harvesting of wildlife on refuges is carefully regulated to ensure an appropriate 

balance between population levels and wildlife habitat. In addition, the FWS National Fish Hatcheries continue to be a valuable tool in 

managing fisheries, providing recreation opportunities to America’s 36 million anglers who spend $46 billion annually in pursuit of 

their favored pastime.

The Bureau of Land Management estimates that over 95 percent of the nearly 250 million acres of BLM-managed public lands are 

open to hunting. In 2018, the BLM completed 23 legal public access transactions to facilitate additional access to recreation 

opportunities on its public land. 

There are 76 areas managed by the National Park Service that permit hunting. A total of 51,097,000 acres, representing approximately 

60% of the total acreage of the NPS system, are open to hunting at various times during the year. Of the 246 NPS units with fish living 

in surface water, 213 (over 85%) have waters open to fishing. 

The recreation areas developed because of Bureau of Reclamation water projects are among the Nation's most popular for water-based 

outdoor recreation. There are 289 Reclamation project areas that have developed recreation facilities and opportunities available for 

public use. Reclamation has approximately 6.5 million acres of land and water, most of which are available for public outdoor 

recreation. The 187 developed recreation areas managed by Reclamation or a non-federal recreation partner draw over 24 million 

visits annually. These recreation areas provide 549 campgrounds, 454 boat launch ramps, and more than 5,500 miles of shoreline.
Expanding Outdoor Recreation and Access Expand Hunting, Fishing, and Other Recreation on DOI Lands

Interior Annual Performance Plan and Report Page 72

Public Benefit: Outdoor recreation is integral to a healthy lifestyle for millions of Americans. Visitors to the Department’s public 

lands and waters take advantage of the physical, mental, and social benefits that outdoor recreational experiences provide. Americans 

can hunt and fish on public lands managed by the Department as part of its multiple-use policy which also includes hiking, camping, 

climbing, boating, wildlife viewing, and other outdoor pursuits. Hunting, fishing and other outdoor activities contributed $156 billion 

in economic activity across the United States according to the FWS National Survey of Fishing, Hunting and Wildlife-Associated 

Recreation. More than 101 million Americans, or 40 percent of the United States’ population 16 and older, pursue wildlife-related 

recreation, which supports 480,000 American jobs. 

Strategic Plan Performance Measures 

Strategy: Promote hunting, fishing, and other recreation on DOI lands

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Number of National Wildlife Refuge acres 

newly opened to hunting and fishing

FWS N/A 1,078 2,435 71,769 172,450 251,000 250,000 262,500

Number of legal public access transactions 

completed that facilitate open access to 

recreation opportunities

BLM N/A N/A N/A N/A 4 23 8 12

Number of newly installed campsites, 

restrooms, and other facilities that promote 

public access to BLM-managed public lands

BLM N/A N/A N/A N/A N/A 0 (E) 0 0 

Number of individuals participating in outdoor 

recreation activities at special events

DOI 1,578,173 1,481,817 1,626,423 1,928,389 4,506,671 4,375,241 2,481,028 3,704,246

BLM N/A N/A N/A N/A 2,000,000 73,000 73,000 73,000

BOR N/A N/A N/A N/A 1,401,129 1,404,533 296,856 683,800

FWS 1,578,173 1,481,817 1,626,423 1,928,389 1,105,542 2,897,708 2,111,172 2,947,446

Strategic Actions Planned through FY 2020 

Fish and Wildlife Service

• Increase activities that support conservation stewardship in alignment with Secretarial Order 3356 that calls for improving 

game and habitat management and increasing outdoor recreation opportunities, particularly for hunters, anglers, and 

sportsmen. Such activities include opening acres of national wildlife refuges to hunting and fishing opportunities while 

aligning regulations with the states to better increase access and strike a regulatory balance.
Expanding Outdoor Recreation and Access Expand Hunting, Fishing, and Other Recreation on DOI Lands

Interior Annual Performance Plan and Report Page 73

• Foster recreational fishing through sustained hatchery production in support of enhancing opportunities for the 58 million 

recreational anglers in the U.S.

• Welcome more than 48 million visitors to the Refuge System to enjoy educational and interpretive programs, hunting, fishing, 

wildlife observation, and photography. 

National Park Service

• Implement measures in response to Secretarial Orders 3356 and 3366 with the goal of enhancing and expanding recreational 

opportunities on NPS lands, including recreational hunting and fishing, where practicable. 

Bureau of Land Management

• Provide recreation opportunities for tens of millions of visitors, including but not limited to hiking, biking, camping, hunting, 

fishing, skiing, horseback riding, snowmobiling, and off-highway vehicle usage. 

• Collaborate with public and private partners to provide recreation opportunities. 

• Implement and support Secretarial Orders 3356 and 3366, which support and expand hunting and fishing access and 

opportunities, enhance conservation stewardship, improve wildlife management, ensure that public lands and waters are open 

for hunting, fishing and recreational access, and increase outdoor recreation opportunities for all Americans. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Land Management

Recreation Resources Management 24,348 24,348 25,598 26,732 23,617 26,617 27,414

National Monuments and National Conservation Areas 15,909 15,909 18,409 18,409 13,847 13,130 18,556

National Monuments and National Conservation Areas - old 

structure

370 370 383 389 348 --- ---

Subtotal 40,627 40,627 44,390 45,530 37,812 39,747 45,970

Bureau of Reclamation

Water and Related Resources --- --- --- --- 10,886 11,643 12,412
Expanding Outdoor Recreation and Access Expand Hunting, Fishing, and Other Recreation on DOI Lands

Interior Annual Performance Plan and Report Page 74

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Fish and Wildlife Service

Resource Management 92,466 92,118 93,686 93,494 94,380 90,300 98,146

Construction 1,258 1,255 1,895 1,891 1,479 1,260 1,255

Land Acquisition 544 475 685 684 596 120 99

Cooperative Endangered Species Conservation Fund 501 501 535 534 531 --- ---

State Wildlife Grants 31,108 31,108 32,103 32,042 32,937 16,582 16,582

Subtotal 125,877 125,457 128,904 128,645 129,923 108,262 116,082

National Park Service

Operation of the National Park System --- 110,153 113,938 115,260 179,836 179,836 171,847

Centennial Challenge --- 1,500 2,250 3,000 2,300 2,300 ---

National Recreation and Preservation --- 14,455 14,335 14,338 14,503 14,503 6,180

Construction (and Major Maintenance) --- 2,211 2,211 2,211 2,455 2,455 1,885

Land Acquisition and State Assistance --- 36,769 72,417 69,509 77,737 77,737 4,457

Subtotal --- 165,088 205,151 204,318 276,831 276,831 184,369

Total 166,504 331,172 378,445 378,493 455,452 436,483 358,833
Expanding Outdoor Recreation and Access Enhance Public Satisfaction at DOI Sites

Interior Annual Performance Plan and Report Page 75

Mission Area 3: Expanding Outdoor Recreation and Access

Goal #2: Enhance Public Satisfaction at DOI Sites

Strategy #1: Enhance the enjoyment and appreciation of our natural and cultural 

heritage 

Program Performance Overview: The Department of the Interior has determined that performance toward this objective is 

making noteworthy progress. Visitor satisfaction with the quality of experiences on public lands remains very high. In 2018, the 

Department continued its high level of performance in the recreation and visitor experience measure. Survey results show that almost 

all (about 94%) visitors are satisfied with their experiences at parks, refuges and other public lands and waters. Collectively, 

satisfaction is above 95 percent for visitors served by facilitated programs. 

Public Benefit: Outdoor recreation is integral to a healthy lifestyle for millions of Americans. Visitors to the Department’s public 

lands and waters take advantage of the physical, mental, and social benefits that outdoor recreational experiences provide. Heritage 

and cultural sites provide insights into our past and the background of our Nation. 

Strategic Plan Performance Measures 

Strategy: Enhance the enjoyment and appreciation of our natural and cultural heritage

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of visitors satisfied with the quality of 

experience

DOI 95% 95% 95% 93% 94% 94% 94% 93%

BLM 96% 96% 96% 91% 95% 95% 95% 92%

FWS 90% 90% 90% 90% 90% 90% 90% 90%

NPS 98% 98% 98% 98% 98% 98% 98% 98%

Percent of visitors satisfied with facilitated 

programs

DOI 96% 96% 96% 96% 96% 96% 96% 92%

BLM 95% 94% 94% 95% 95% 95% 95% 92%

NPS 97% 97% 97% 97% 97% 97% 97% 92%
Expanding Outdoor Recreation and Access Enhance Public Satisfaction at DOI Sites

Interior Annual Performance Plan and Report Page 76

Supporting Performance Measures

Strategy: Enhance the enjoyment and appreciation of our natural and cultural heritage

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of visitors understanding and 

appreciating the significance of the park they 

are visiting

NPS 77% 74% 80% 79% 82% 82% 82% 80%

Strategic Actions Planned through FY 2020 

Fish and Wildlife Service

• Provide safe and accessible facilities for visitors to view/photograph/learn about archaeological sites, historic structures, and 

historical collections. 

• Develop visitor programs, materials, and services that generate interest in cultural and historical structures and artifacts. 

• Support innovative community engagement at five high-priority urban refuges and more than 30 urban partnerships to 

encourage city dwellers to enjoy the outdoors and connect them with nature. 

• Maintain the visibility of Refuge System as an inexpensive, family-friendly place for Americans to reconnect with America’s 

natural and cultural resources. 

• Promote new strategies to engage communities in meaningful, collaborative ways to create “stepping stones of engagement” 

for new audiences to connect with outdoor experiences both on Wildlife Refuges and partner lands. 

• Continue maintenance and limited improvements to visitor facilities, including parking areas, kiosks, interpretive signs, trails, 

and boardwalks.

Bureau of Land Management

• Provide recreation opportunities for tens of millions of visitors, including but not limited to hiking, biking, camping, hunting, 

fishing, skiing, horseback riding, and snowmobiling and off-highway vehicle usage. 

• Collaborate with public and private partners to provide recreation opportunities. 

• Implement and support Secretarial Order 3356, which supports and expands hunting and fishing, enhances conservation 

stewardship, improves wildlife management, and increase outdoor recreation opportunities for all Americans. 

• Increase use of realty acquisition tools (such as easements, donations, fee simple acquisition, and exchanges) to provide access 

to public lands for recreational opportunities. 
Expanding Outdoor Recreation and Access Enhance Public Satisfaction at DOI Sites

Interior Annual Performance Plan and Report Page 77

• Assess and improve the Bureau’s recreation-related websites to identify local opportunities for families to access and enjoy 

public lands, streamline trip planning and reservation services, and offer updated, engaging, and relevant visitor information.

National Park Service 

• Provide visitor services and protection, including but not limited to interpretive services and facilitated programs, interpretive 

media such as brochures and wayside exhibits, educational programs, volunteer services, recreational opportunities, visitor 

facilities, and management of and coordination with commercial services and concessions to enhance the visitor experience. 

• Supply visitors with up-to-date interpretive, logistical, and safety information.

• Respond to GAO findings regarding the need for improvements to customer service which will include exploring potential 

improvements to survey methods to better understand visitor expectations and experiences. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Land Management

Recreation Resources Management 24,349 24,349 25,599 26,733 23,617 26,617 27,414

National Monuments and National Conservation Areas 15,910 15,910 18,410 18,410 13,848 13,130 18,556

Challenge Cost Share 2,413 2,413 2,413 --- --- --- ---

Recreational Access --- 2,000 8,000 8,000 --- --- ---

National Monuments and National Conservation Areas - old 

structure

378 383 384 390 348 --- ---

Subtotal 43,050 45,055 54,806 53,533 37,813 39,747 45,970

Fish and Wildlife Service

Resource Management 6,157 6,167 6,245 6,231 6,252 6,076 6,522

Construction 157 157 237 236 185 157 157

Subtotal 6,314 6,324 6,482 6,467 6,437 6,233 6,679

National Park Service
Expanding Outdoor Recreation and Access Enhance Public Satisfaction at DOI Sites

Interior Annual Performance Plan and Report Page 78

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Operation of the National Park System 407,246 418,101 434,841 443,050 425,546 425,546 407,686

Centennial Challenge --- 1,500 2,250 3,000 2,300 2,300 ---

National Recreation and Preservation 10,079 10,775 10,574 10,574 10,728 10,728 782

Historic Preservation Fund 23,963 23,962 31,963 46,463 60,963 60,963 13,467

Construction (and Major Maintenance) 13,148 13,004 13,004 13,004 13,339 13,339 9,744

Land Acquisition and State Assistance 12,503 12,711 15,418 12,506 13,734 13,734 3,457

Subtotal 466,939 480,053 508,050 528,597 526,610 526,610 435,136

Total 516,303 531,432 569,338 588,597 570,860 572,590 487,785
Interior Annual Performance Plan and Report Page 79

Mission Area 4: Fulfilling Our Trust and Insular Responsibilities
Fulfilling Our Trust and Insular Responsibilities Support Tribal Self-Determination, Self-Governance, and Sovereignty

Interior Annual Performance Plan and Report Page 80

Mission Area 4: Fulfilling Our Trust and Insular Responsibilities 

Goal #1: Support Tribal Self-Determination, Self-Governance, and Sovereignty

Strategy #1: Support self-governance and self-determination 

Program Performance Overview: National goals for support of self-determination, and self-governance were exceeded for the 

percent of single audit act reports submitted for the offices of Self-Governance and Self-Determination. The Office of SelfGovernance (OSG) issued two findings and determination memorandums in quarter 4 for 2018. One tribe had just one audit finding 

related to IA programs; the other had two IA program audits findings that were resolved by OSG. The Division of Internal 

Evaluation and Assessment (DIEA) received fifty single audit reports from OSG Compact Tribes in quarter 4. However, there were 

no findings identified nor did DIEA detect any other issues that would impact the accountability of IA program funds. 

Public Benefit: Self-governance and self-determination strengthen the government-to-government relationship between the Federal 

Government and tribal nations. Together, these programs support and strengthen tribal self-governance, sovereignty, selfdetermination, and self-reliance, applying local expertise and knowledge to managing tribal functions and services. 

The OSG is responsible for implementation of the Tribal Self Governance Act of 1994, including development and implementation of 

regulations, policies, and guidance in support of self-governance initiatives. The staff negotiates annual funding agreements with 

eligible tribes and consortia, coordinates the collection of budget and performance data from self-governance tribes, and resolves 

issues that are identified in financial and program audits of self-governance operations. The staff negotiates annual funding 

agreements with eligible tribes and consortia, coordinates the collection of budget and performance data from self-governance tribes, 

and resolves issues that are identified in financial and program audits of self-governance operations.

The Office of Self-Determination Services within the Bureau of Indian Affairs (BIA), the Office of Indian Services (OIS) serves as the 

primary contact on policy affecting the unique contractual relationship between the Secretary of the Interior and Indian tribes or tribal 

entities.
Fulfilling Our Trust and Insular Responsibilities Support Tribal Self-Determination, Self-Governance, and Sovereignty

Interior Annual Performance Plan and Report Page 81

Strategic Plan Performance Measures 

Strategy: Support self-governance and self-determination activities

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of Self-Governance Single Audit Act 

reports submitted during the reporting year 

for which management action decisions on 

audit or recommendations are made within 

180 days

AS-IA N/A N/A N/A N/A N/A 100% 99% 79%

Number N/A N/A N/A N/A N/A 20 126 100

Total N/A N/A N/A N/A N/A 20 127 126

Percent of Self-Determination Single Audit Act 

reports submitted during the reporting year 

for which management action decisions on 

audit or recommendations are made within 

180 days

BIA N/A N/A N/A N/A N/A 95% 95% 93%

Number N/A N/A N/A N/A N/A 75 78 84

Total N/A N/A N/A N/A N/A 79 82 90

Strategic Actions Planned through FY 2020 

Division of Self Determination

• Maximize the use of A-123 Self-Assessments when applicable due to travel restrictions and nationwide self-determination 

staff shortages.

• Continue to provide Audit Training to Awarding Officials responsible for issuing findings and determinations related to A-133 

Audits 

Office of Self-Governance

• Negotiate funding agreements with tribes.

• Conduct information meetings with tribes considering self-governance. 

• Provide curriculum-based Self-Governance Training to new and existing tribes and their federal partners. 
Fulfilling Our Trust and Insular Responsibilities Support Tribal Self-Determination, Self-Governance, and Sovereignty

Interior Annual Performance Plan and Report Page 82

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Indian Affairs

Indian Self-Determination Fund (TPA) 5,000 5,000 5,000 5,000 5,000 5,000 5,000

Small and Needy Tribes (TPA) 1,845 1,845 1,845 4,448 4,448 4,448 ---

Tribal Government Program Oversight 8,128 8,181 8,273 8,377 8,432 8,616 5,000

Subtotal 14,973 15,026 15,118 17,825 17,880 18,064 10,000

National Park Service

Operation of the National Park System 5,837 6,940 7,209 7,249 7,257 7,257 6,980

National Recreation and Preservation 3,346 3,445 3,476 3,476 3,992 3,992 1,690

Historic Preservation Fund 8,985 8,985 9,985 10,485 11,485 11,485 5,738

Subtotal 18,168 19,370 20,670 21,210 22,734 22,734 14,408

Total 33,141 34,396 35,788 39,035 40,614 40,798 24,408
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 83

Mission Area 4: Fulfilling Our Trust and Insular Responsibilities

Goal #2: Fulfill Fiduciary Trust

Strategy #1: Ensure accurate and timely management of fiduciary trusts

Program Performance Overview: The Department’s performance in fulfilling fiduciary trust responsibilities to American Indians 

continues to perform within the range of 90 to 100 percent as the Department reviews, processes, and carries out trust responsibilities 

in a timely and accurate manner.

Public Benefit: By fulfilling fiduciary trust responsibilities, the Department provides timely reposting of Indian trust ownership 

information to beneficiaries and ensures adherence to Indian law and litigation settlements. 

Responsibility for fiduciary trust oversight of Tribal lands and assets rests with several Departmental offices and programs. 

• OST - Probate Services compiles inventories of Indian Trust assets and family information and coordinates the timely 

distribution of trust assets with the Office of Hearings and Appeals, Land Titles and Records Office and the Office of the 

Special Trustee.

• BIA - Human Services promotes the safety, financial security and social health of Indian communities, by providing some 

direct funding and overseeing activities related to social services, welfare assistance, and Indian child welfare. The objective is 

to improve the quality of life for individuals that are part of the tribe as well as to protect the children, elderly and disabled 

from abuse and neglect.

• BIA - The Division of Land Titles and Records (DLTR), and its 18 Land Titles and Records Offices (LTRO), are the 

official Federal offices-of-record for all documents affecting title to Indian lands, and for the determination, maintenance, and 

certified reporting of land title ownership and encumbrance on Indian trust and restricted lands. All title documents affecting 

Indian land are to be recorded in the Indian Land Record of Title. 

• BIA - Real Estate Services conducts activities and processes transactions to protect, manage, develop, and utilize trust and 

restricted

Federal Indian-owned lands. This includes (I) conducting cadastral surveys to designate legal land boundaries, (II) acquisition 

and disposal (A&D) of tribal lands, (III) leasing, permitting, and compliance for surface and sub-surface mineral and non-
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 84

energy mineral development on tribal land, (IV) issuing rights-of-way on tribal lands, and (V) addressing unresolved Indian 

trust rights. 

• BIA - Fee to Trust ensures that the acquisition of land in trust is an essential element of tribal self-determination. Tribes are 

sovereign governments, and trust lands are a primary locus of tribal authority. Indeed, many federal programs and services are 

available only on reservations or trust lands. The current federal policy of tribal self-determination is built upon the principles 

Congress outlined in the Indian Reorganization Act and reaffirmed in the Indian Self-Determination and Education Assistance 

Act.

• BIA - The Division of Workforce Development under the Bureau of Indian Affairs is the lead agency for implementing the 

Demonstration Project created by Public Law 102-477, the Indian Employment, Training, and Related Services Act, 25 U.S.C. 

section 3401 et seq. Under the Public Law 102-477 Demonstration Project, Tribes have the authority to integrate Federal 

employment, training and related services that they provide to their members. The Federal programs currently integrated into 

Tribal demonstration projects are administered by the Department of the Interior (Bureau of Indian Affairs and Bureau of 

Indian Education); the Department of Labor (Division of Indian and Native American Programs); and the Department of 

Health and Human Services (Temporary Assistance for Needy Families, Childcare, Native Employment Works and 

Community Service Block Grants). 

• The Land Buy-Back Program for Tribal Nations was established to implement the land consolidation aspects of the 

Cobell Settlement Agreement. In 2018, the Land Buy-Back Program Acquisition Center’s activities contributed to over 

34% of BIA’s processing and recordation of land conveyances that involved paying over $46 million to landowners to acquire 

nearly 53,000 fractional interests (71,633 equivalent acres consolidated). The Acquisition Center conveyed the 71,633 acres of 

fractional interests in trust to the tribe with jurisdiction. 

The Program has paid landowners approximately $1.3 billion since its inception in 2013. The Acquisition Center has 

processed land conveyances that created or increased tribal ownership in nearly 44,000 tracts of allotted land – with over 1,600 

of those tracts reaching 100 percent tribal trust ownership. The Program has consolidated over 793,000 interests, which is a 27 

percent reduction in total purchasable fractional interests that are associated with the approximately 150 locations identified by 

the Program in 2013. The Program has restored the equivalent of more than 2.2 million acres of land to tribal trust ownership. 

The Program is working to efficiently use the limited amount of money identified in the Settlement for implementation costs, 

expending approximately $6.50 for every $100 paid to landowners. 
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 85

Strategic Plan Performance Measures 

Strategy: Ensure accurate and timely management of fiduciary trusts

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Total average gain in earnings of participants 

that obtain unsubsidized employment through 

Job Placement Training programs for tribes 

submitting P.L. 102-477 related reports

BIA $9.27 $10.20 $9.69 $9.54 $9.97 $8.76 $9.50 $9.50

Hourly Wage $33,092 $24,330 $31,861 $34,172 $31,889 $24,339 $32,300 $34,200

Participants 3,568 2,385 3,288 3,582 3,200 2,777 3,400 3,600

Percent of active, supervised Individual Indian 

Monies (IIM) case records reviewed in 

accordance with regulations

BIA 96% 97% 97% 100% 96% 100% 95% 96%

IIM Case Records 716 699 665 665 672 611 595 720

IIM Case Records 747 720 686 667 697 614 627 750

Increase in the percentage of submitted landinto-trust applications with determinations 

(Fee to Trust)

BIA 42% 29% 38% 22% 33% 21% 9% 33%

Number of on time decisions 962 299 263 158 90 83 35 78

Total number of decisions 2,278 1,029 697 705 270 395 387 233

Percent of financial information initially 

processed accurately in trust beneficiaries' 

accounts.

OST 99.99% 99.99% 99.99% 99.99% 99.00% 100.00% 99.00% 99.00%

US Dollars 9,980,933 10,723,816 10,261,456 10,673,067 9,900,000 11,073,004 9,900,000 9,900,000

US Dollars 9,981,933 10,724,403 10,262,924 10,673,871 10,000,000 11,073,333 10,000,000 10,000,000

Percent of oil and gas revenue transmitted by 

ONRR recorded in the Trust Funds Accounting 

System within 24 hours of receipt

OST 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.00% 99.00%

revenue 912,751,133 570,897,122 381,372,922 473,425,865 594,000,000 772,192,566 693,000,000 693,000,000

revenue 912,751,133 570,897,122 381,372,922 473,425,865 594,000,000 772,192,566 700,000,000 700,000,000

Percent of timeliness of financial account 

information provided to trust beneficiaries

OST 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

statements 870,140 895,984 877,759 884,303 880,000 876,835 880,000 880,000

statements 870,140 895,984 877,759 884,303 880,000 876,835 880,000 880,000
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 86

Supporting Performance Measures

Strategy: Ensure accurate and timely management of fiduciary trusts

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of title encumbrances requested 

during the reporting year that are completed 

by the end of the reporting year

BIA N/A 80% 74% 82% 84% 95% 92% 84%

Number N/A 5,548 5,023 10,137 5,440 6,390 3,222 4,705

Total N/A 6,911 6,827 12,302 6,479 6,731 3,515 5,603

Percent of Estates Closed BIA 96% 94% 97% 98% 93% 98% 93% 93%

Number 4,797 4,356 4,095 4,512 5,731 3,785 4,497 3,965

Total 4,977 4,642 4,221 4,603 6,155 3,853 4,835 4,264

Percent of qualifying probate orders encoded 

within 72 hours

BIA 93% 90% 91% 95% 92% 95% 90% 90%

Number 5,010 4,009 4,630 6,190 5,616 4,377 9,299 5,647

Total 5,409 4,472 5,079 6,512 6,115 4,601 10,292 6,288

Percent of qualifying non-probate conveyance 

documents, including deeds, recorded within 

48 hours

BIA 96% 98% 98% 97% 94% 98% 87% 92%

Number 9,382 22,359 18,119 24,817 16,898 10,034 18,711 8,025

Total 9,736 22,922 18,464 25,476 18,070 10,212 21,446 8,707

Percent of land titles certified within 48 hours BIA 80% 46% 71% 95% 86% 93% 88% 93%

Number 121,789 194,243 122,797 284,058 209,775 69,422 53,775 46,886

Total 152,245 418,881 173,420 299,601 243,150 74,510 60,931 50,206

Percent of recipients who complete the goals 

identified in the Individual Self-sufficiency 

Plans (Welfare Assistance Program)

BIA 89% 88% 85% 75% 77% 88% 75% 74%

Number 29,658 29,326 24,896 17,374 17,400 20,470 17,384 15,932

Total 33,390 33,490 29,338 23,317 22,568 23,167 23,056 21,500

Percent of Indian Child Welfare Act notices 

processed within 15 days of receipt

BIA 95% 95% 98% 100% 96% 100% 97% 94%

Number 17,923 21,715 22,442 26,368 25,368 25,317 24,590 20,210

Total 18,860 22,821 22,900 26,411 26,411 25,321 25,302 21,500

The number of jobs created by the job 

placement services program (JPT) from tribes 

that submitted PL 102-477 reports.

BIA N/A N/A N/A N/A 700 822 712 750
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 87

Strategic Actions Planned through FY 2020 

Office of the Special Trustee for American Indians

• Prioritize the management, reporting, and disbursement of tribal and individual Indian financial trust asset funds ($4.1B in 

approximately 3,500 tribal trust fund accounts and approximately $8.7M in 404,000 Individual Indian Money accounts).

• Continue to process trust account transactions accurately and timely.

• Record at least 99% of Oil and Gas royalty revenues from the Office of Natural Resources Receipts in beneficiary accounts 

within 24 hours of receipt.

Bureau of Indian Affairs 

Human Services 

• BIA will improve the percentage of BIA Regions and Agencies, and Tribes that receive updates to new policy 

guidance. 

• BIA will determine needs and gaps within the existing tribal welfare assistance structure specific to child 

assistance and build competency within the social service workforce. 

• The Division of Human Services (DHS) will partner with the Tribes and the PL 102-477 Program to develop a 

plan aimed at hiring Tribal General Assistance clients into temporary jobs. The goal of this partnership is 

mutually beneficial as it will help create a workforce for General Assistance clients. 

• DHS and Regions will continue to focus its efforts on developing implementing quality training on General 

Assistance. This training will give the social services staff the skills to engage with challenging clients and assist 

them in obtaining a level of self-sufficiency via General Education Development (GED) or through obtaining 

employment

• DHS will continue its work under the FASS-CMS Modernization Initiative with a focus on the development of the 

Child and Family Services portion of the system, with enhancements to be deployed in FY2019. 

• Continue to boost the BIA workforce through capacity building and will deploy tablets or other mobile devices 

that allow case workers access to FASS-CMS to improve case management, to include Individual Self-Sufficiency 

Plans (ISPs). 

• The Division will partner with the Regions and Agency to provide on-going training on the Native American 

Children’s Safety Act Guidance.

• Deploy the national ICWA database that tracks notices on the Financial Assistance and Social Services – Case 

Management System. 
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 88

• Continue working to build partnerships with Universities and other Organizations to recruit and increase the 

number of Master Level Social Workers to fill IIM Specialist positions across the nation. 

• Provide policy oversight, technical assistance, and procedural training to BIA Region and Agency staff on 

managing and monitoring supervised Individual Indian Monies (IIM) accounts.

• Review active supervised Individual Indian Monies (IIM) case records for compliance with 25 CFR Part 115.427.

Job Placement and Training Program

• Work with newly hired tribal JPT coordinators to develop plans for job training and employment opportunities 

for tribal members with a focus on ex-offenders who lack employment skills and need assistance overcoming 

barriers to employment.

• Work to improve program efficiencies at the tribal level in service delivery and case management

• Ensure all targets are identified and negotiated as well as providing technical assistance at the regional and 

agency levels.

Trust Services 

Land Titles and Records

• Test new standardized performance reports capturing the recording of all transaction in addition to 

conveyances.

• Collaborate with the Land Buy-Back Program to identify enhancements, procedures, and protocols to address 

conveyance defects before closeout.

• Release new Division of Land Title and Records Office (LTRO) Mortgage Processing Handbook and Contact 

Guide to improve lending processing.

• Deploy new TAAMS Map Viewer and work with LTRO’s to continue to address Legal Land Description 

Discrepancies for Mapping in TAAMS.

Probate

• Reporting death notifications on a timely basis to begin the probate process.

• Conduct research on a timely basis regarding trust assets and family history for submission to the Office of 

Hearing and Appeals (OHA) for the adjudication process.

• Review on a timely basis of the Decision Order issued by OHA for completion.
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 89

• Complete and forward all cases to the Division of Land, Title and Records Office for distribution of land interest 

by the order from OHA.

• Complete and forward all cases promptly to the Office of Special Trustee for distribution of IIM Account by the 

order from the OHA.

Real Estate Services

• To continue to improve and monitor the timeliness of processing leases utilizing the realty tracking system that 

identifies locations with untimely processing.

• To provide training to realty field staff utilizing the realty tracking tool to its full potential due to the recent and 

forthcoming enhancements to the tracking tool.

• Develop automated solutions to transfer the realty tracking system to the Trust Asset and Accounting 

Management System for increasing efficiency and data integrity by one record system.

• Update the Leasing Handbook to assist, standardize, and streamline leasing processes and approvals.

• To create and implement systemized training on a national, regional and agency level.

Fee to Trust

• Continue designing and enhancing the automated solutions in the processing of Fee-To-Trust applications in the 

Trust Asset and Accounting Management System (TAAMS).

• Enhancing services and supports by conducting outreach efforts to state, local, and tribal governments.

• Implement guidance for the new policy regarding Fee-To-Trust off-reservation cases.

Land Buy-Back Program 

• Implement a streamlined process that facilitates tribal purchases of fractional interests. The process leverages the 

technology proven successful by the Land Buy-Back Program, which automates the steps required to generate purchase 

offers and for those offers accepted, the steps to approve, record and certify each land acquisition. 

• Employ standard operating procedures that support the streamlined acquisition process.

• Continue implementation of the Land Buy-Back Program; consolidating fractional interests and restoring them to tribal 

trust. 
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 90

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Indian Affairs

Tribal Government Program Oversight 8,128 8,181 8,273 8,377 --- 8,616 8,422

Social Services (TPA) 35,763 40,871 45,179 52,343 50,997 53,084 51,548

Welfare Assistance (TPA) 74,809 74,809 74,791 74,773 76,000 476,000 74,734

Indian Child Welfare Act (TPA) 10,710 15,433 15,641 18,946 19,128 19,154 13,357

Probate (TPA) 11,989 12,043 11,928 12,039 12,668 12,724 12,676

Land Title and Records Offices 13,732 13,981 13,905 13,891 14,839 14,906 14,803

Real Estate Services 46,360 36,435 36,837 37,070 37,892 38,059 37,753

Job Placement and Training (TPA) 10,920 11,463 11,445 12,504 12,568 12,577 12,497

Economic Development (TPA) 1,713 1,706 1,794 1,801 1,834 1,838 1,779

Bureau of Indian Education --- --- --- --- 914,413 --- ---

Subtotal 214,124 214,922 219,793 231,744 1,140,339 636,958 227,569

Office of the Special Trustee for American Indians

Executive Direction 3,522 3,214 3,421 3,035 2,897 1,697 2,452

Program Operations and Support 136,155 135,815 135,608 135,994 116,503 105,370 102,691

Subtotal 139,677 139,029 139,029 139,029 119,400 107,067 105,143

Total 353,801 353,951 358,822 370,773 1,259,739 744,025 332,712

*Requested FY 2020 Funding for Social Services, Welfare Assistance, Indian Child Welfare Act, Job Placement &Training and Economic Development was not reduced. The lower funding levels 

within the table are due to internal transfers of funding to the Self-Governance Program line for tribes that have entered into Self Government compacts. 
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 91

Mission Area 4: Fulfilling Our Trust Responsibilities

Goal #2: Fulfill Fiduciary Trust

Strategy #2: Strengthen Indian Education

Program Performance Overview: The Bureau of Indian Education (BIE) provides funding to 183 elementary and secondary 

schools and dormitories serving approximately 48,000 students, across 23 states, with over two-thirds of the schools operated by tribes 

and the remainder operated directly by BIE. Additionally, BIE funds 33 tribal colleges, universities, tribal technical colleges, and postsecondary schools. In 2018, the program began tracking the high school graduation rate and attendance data. While both measures did 

not meet the national goal, BIE increased resources to improve data collection and reporting. With these improvements, BIE is 

evaluating what factors impact both graduation rates as well as attendance to develop and implement appropriate intervention 

strategies to improve performance. 

Public Benefit: Providing quality education opportunities starting in early childhood by tribally identified strategies and needs. Tribal 

communities need an educated citizenry to lead their governments, develop reservation economies, contribute to the social well-being 

of the community, and sustain Indian cultures. 

Strategic Plan Performance Measures

Strategy: Strengthen Indian Education

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of students attending BIE-funded 

schools completing high school with a regular 

diploma within four years of their 9th grade 

entry date 

BIE 48% 51% 49% 63% 65% 64% 67% 67%

Number 1,616 1,626 1,520 1,761 1,822 1,863 1,878 1,878

Total 3,363 3,209 3,119 2,803 2,803 2,929 2,803 2,803
Fulfilling Our Trust and Insular Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 92

Supporting Performance Measures

Strategy: Strengthen Indian Education

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of student’s at Bureau of Indian 

Education (BIE) funded schools attending 93% 

or more of enrolled days

BIE N/A N/A 55% 50% 53% 43% 53% 55%

Number N/A N/A 24,127 23,594 25,083 20,738 25,083 26,029

Total N/A N/A 43,837 47,326 47,326 48,505 47,326 47,326

Strategic Actions Planned through FY 2020: 

Bureau of Indian Education

• Complete the reorganization of the Bureau of Indian Education to firmly establish it as a separate entity from BIA, to better 

focus it on providing the resources and customized technical assistance to support tribes in establishing and operating highperforming schools on their own. 

• BIE will continue to expand its capacity to improve services to students by regulating the scope of organizational processes 

and setting priorities that will result in better data management and reporting.
Interior Annual Performance Plan and Report Page 93

Mission Area 4: Fulfilling Our Trust and Insular Responsibilities 

Goal #3: Strengthen Economic and Health Capacities in the US Territories, and Fulfill US 

Compact Obligations to the Freely Associated States 

Strategy #1: Bolster Healthcare Capacity 

Program Performance Overview: Performance metrics for this strategy focus on health issues directly impacting insular area 

residents.

Community Water System (CWS) Violations: Availability of clean water serves as a key indicator of quality of life and, for this 

goal, performance is indicated by CWS violation notices from the U.S. Environmental Protection Agency. Continued economic 

challenges and aging infrastructure impact the insular area residents’ ability to maintain water system conditions, but more than 90% 

of the 131 water systems are free of health-based violation notices each year.

Tuberculosis: The Office of Insular Affairs (OIA) will work to promote health and quality of life by preventing, controlling, and 

eventually eliminating tuberculosis (TB) from the islands by collaborating with the Territories, Freely Associated States (FAS) and 

Federal partners. Monitoring TB incidence allows OIA to identify new cases and transmission in the communities since ensuring that 

patients complete treatment for active TB disease is part of the goal.

Infant Mortality: Infant mortality is considered a basic measure of public health for countries around the world. Over the past 

decade, the overall infant mortality rate in the United States has improved, declining 15% from 6.9 infant deaths per 1,000 live births 

in 2005—a recent high—to 5.8 infant deaths per 1,000 live births in 2014. The infant mortality rate in the insular areas is more than 

double that of the entire United States. Infant mortality continues to be an extremely complex health issue with many medical, social, 

and economic factors including race/ethnicity, maternal age, education, smoking and health status.

Public Benefit: The Territories and the Freely Associated States experience significant healthcare challenges. The Department of the 

Interior along with other partners, such as the Department of Health and Human Services (HHS), will work with insular area partners 

to improve the quality of healthcare across the insular areas. The Department will make investments to implement corrective action 

plans to address chronic operational and facility shortcomings at hospitals which serve their U.S. citizens and residents and focus on 

those factors identified by the HHS/U.S. Centers for Medicare/Medicaid Services (CMS) and local elected officials. Additional 

investments will be made to combat non-communicable and communicable diseases impacting the Pacific and Caribbean such as 

obesity, diabetes, and tuberculosis. 
Interior Annual Performance Plan and Report Page 94

Strategic Plan Performance Measures 

Strategy: Bolster Healthcare Capacity

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of Community Water Systems (CWS) 

that receive health-based violations notices 

from the US Environmental Protection Agency.

OIA 8% 13% 8% 11% 10% 8% N/A 10%

Number of notices 12 19 11 14 13 11 N/A 13

Total number of inspections 147 147 131 132 132 139 N/A 132

Number of new and relapse tuberculosis cases 

occurring during the calendar year on the 

islands (per 1,000 people in the population)

OIA 64 72 77 91 85 104 N/A 75

Percent of patients with newly diagnosed 

tuberculosis disease for whom 12 months or 

less of treatment is indicated, who complete 

treatment within 12 months

OIA 72% 89% 93% 81% 85% 81% N/A 90%

Number 303 299 339 257 270 257 N/A 285

Total 421 336 365 317 317 317 N/A 317

Infant mortality rate per 1,000 live births 

(number of deaths to infants from birth 

through 1 year of age per number of live 

births)

OIA N/A 12 12 15 14 12 N/A 12

Strategic Actions Planned through FY 2020 

Office of Insular Affairs

• Continue water infrastructure projects that support clean water objectives.

• Invest in healthcare infrastructure and operations. 

• Target financial assistance to combat non-communicable and communicable diseases.
Interior Annual Performance Plan and Report Page 95

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Office of Insular Affairs

American Samoa Operations --- --- 7,900 7,900 8,053 7,900 7,900

Capital Improvement Project Grants --- --- 5,400 --- 4,115 5,000 5,000

Technical Assistance --- --- 1,012 456 1,763 1,000 500

Maintenance Assistance Fund --- --- 100 --- --- --- ---

Marshall Islands Compact --- --- 9,188 9,202 9,608 8,767 5,929

Federated States of Micronesia Compact --- --- 22,053 23,509 23,312 23,754 21,258

Compact Impact --- --- 15,020 12,610 13,579 12,610 12,610

Total --- --- 60,673 53,677 60,430 59,031 53,197
Interior Annual Performance Plan and Report Page 96

Mission Area 4: Fulfilling Our Trust Responsibilities

Goal #3: Strengthen Economic and Health Capacities in the US Territories, and Fulfill US 

Compact Obligations to the Freely Associated States 

Strategy #2: Strengthen Island Economies

Program Performance Overview: Performance metrics for this strategy focus on economic issues directly impacting insular area 

residents. The economic prosperity of the States is important to the United States for national security, diplomatic, and humanitarian 

purposes. 

Average per capita Gross Domestic Product (GDP): In the four U.S. Territories (Guam, US Virgin Islands, American Samoa, and 

Commonwealth of the Northern Mariana Islands (CNMI)), GDP per capita is 45% of the GDP per capita for the U.S. The Office of 

Insular Affairs (OIA) provides technical assistance to the insular areas to assist with economic development planning and execution 

and supports local planning and education activities related to tourism, agriculture, and aquaculture. In addition, OIA funds 

infrastructure projects related to economic development, such as fiber optic connectivity, port improvements, and renovations to 

tourist districts.

Cost of electricity: Without indigenous fossil fuels, insular areas face great challenges in achieving reliable, affordable, and secure 

energy. The resulting increased costs can have severe economic effects on the island communities which depend almost entirely on 

imported petroleum products for energy. The residential cost per kilowatt hour for power in the territories directly impacts the quality 

of life in the insular areas and remains approximately two times higher than the national average. To try to address electricity costs, 

OIA contracts with the Department of Energy to engage territories and provide energy efficiency and renewable energy assessments, 

help develop strategic energy plans, and provide technical assistance in reviewing and implementing sustainable energy projects. The 

OIA, through its Energizing Insular Communities grant program, continues to provide funding for the highest priority projects 

identified in the energy plans including photovoltaic, wind, and geothermal development projects.

Public Benefit: Strong local economies provide employment and a viable tax base for citizens in the insular areas. The Department 

will assist the insular areas to strengthen their economies through strategic investments in infrastructure, public services, and technical 

assistance which will attract and retain private sector investment. The Department will promote policies and improve federal

coordination on issues to enhance insular economies. 
Interior Annual Performance Plan and Report Page 97

Strategic Plan Performance Measures 

Strategy: Strengthen Island Economies

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Difference in the mean GDP per capita in the 4 

US territories compared to the mean GDP per 

capita in the US

OIA 41% 44% 43% 45% 46% 47% N/A 48%

GDP per capita 19,972 22,205 22,159 23,388 23,700 24,476 N/A 25,000

GDP per capita 49,210 50,051 51,241 51,737 51,737 52,490 N/A 51,737

Difference in the residential cost per kilowatt 

hour for power from the national average

OIA 3.1 3.0 2.4 1.9 2.4 2.4 N/A 2.0

Cost per kilowatt hour $0.37 $0.39 $0.31 $0.25 $0.31 $0.29 N/A $0.26

Cost per kilowatt hour $0.12 $0.13 $0.13 $0.13 $0.13 $0.12 N/A $0.13

Strategic Actions Planned through FY 2020 

Office of Insular Affairs

• Support energy planning committees in the insular areas and implement action items/projects contained in local sustainable 

energy plans. 

• Fund public infrastructure projects that attract investment and provide technical assistance for economic development 

activities.

• Supply professional training and consultation services to insular governments to help improve financial reporting. 

• Equip insular area leadership with the statistical tools necessary for informed decision-making.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Office of Insular Affairs

American Samoa Operations --- --- 14,852 14,852 14,949 13,629 13,629

American Samoa Direct Loan Program Account --- --- 115 --- --- --- ---

Capital Improvement Project Grants --- --- --- --- 23,605 22,720 22,720

Office of Insular Affairs --- --- 9,448 9,448 9,448 9,430 9,430
Interior Annual Performance Plan and Report Page 98

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Technical Assistance --- --- 14,492 16,328 16,237 13,671 14,171

Maintenance Assistance Fund --- --- 981 4,000 4,000 1,023 1,023

Brown Tree Snake Control --- --- 3,500 3,500 3,500 2,837 2,837

Coral Reef Initiative & Natural Resources --- --- 1,000 1,250 2,200 946 946

Energizing Insular Communities --- --- 2,971 3,471 5,000 2,811 2,811

Compact Impact - Discretionary --- --- 3,000 3,000 4,000 --- ---

Assistance to American Samoa Direct Loan Financing Account --- --- -489 -469 -65 --- ---

Compact Impact --- --- 14,980 17,390 16,421 17,390 17,390

Guam Section 30 Income Taxes --- --- 79,238 85,712 77,047 78,000 78,000

VI Rum Excise Taxes --- --- 211,851 242,099 254,026 224,000 224,000

Total --- --- 355,939 400,581 430,368 386,457 386,957
Interior Annual Performance Plan and Report Page 99

Mission Area 4: Fulfilling Our Trust Responsibilities

Goal #3: Strengthen Economic and Health Capacities in the US Territories, and Fulfill US 

Compact Obligations to the Freely Associated States 

Strategy #3: Fulfill US Compact Obligations

Program Performance Overview: Performance metrics for this strategy focus on the economic benefits of Compact of Free 

Association annual financial assistance on Freely Associated States (FAS) residents. Financial assistance is provided through the 

Office of Insular Affairs.

Public Benefit: In coordination with the State Department, the Department will implement Compact obligations with three U.S.-

affiliated Freely Associated States: The Federated States of Micronesia (FSM), the Republic of the Marshall Islands (RMI) and the 

Republic of Palau (Palau). The Department will make direct grants to the FSM and RMI under their amended Compacts to provide 

assistance in six sectors: education, healthcare, infrastructure, public sector capacity building, private sector development, and 

environment. The Department is implementing the 2010 Compact Review Agreement with appropriations provided in 2018.

Strategic Plan Performance Measures 

Strategy: Fulfill US Compact Obligations

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Ratio of FAS private sector jobs versus total 

FAS employment

OIA 49% 49% 50% 50% 50% 47% N/A 51%

Number 17,833 18,229 18,803 18,803 18,900 18,081 N/A 19,250

Total 36,513 36,865 37,844 37,844 37,844 38,652 N/A 37,844

Ratio of FAS public sector jobs versus total FAS 

Employment

OIA 51% 51% 50% 50% 50% 53% N/A 50%

Number 18,680 18,636 19,041 19,041 18,950 20,572 N/A 18,800

Total 36,513 36,865 37,844 37,844 37,844 38,652 N/A 37,844

Percent of FAS employment attributable to OIA 

Grants and Programs

OIA 36% 39% 36% 36% 35% 36% N/A 35%

Number 13,246 14,233 13,486 13,486 13,400 13,794 N/A 13,250

Total 36,513 36,865 37,844 37,844 37,844 37,844 N/A 37,844

Percent of FAS employee compensation 

attributable to OIA grants and programs

OIA 31% 30% 30% 30% 30% 37% N/A 29%
Interior Annual Performance Plan and Report Page 100

Number 102,065 103,086 109,742 109,742 109,000 138,579 N/A 107,000

Total 331,988 348,882 367,746 367,746 367,746 376,764 N/A 367,746

Average FAS private sector wage rate as a 

percentage of average FAS central government 

wage rate

OIA 41% 42% 42% 42% 42% 46% N/A 42%

Number 19,873 20,963 21,738 21,738 21,800 21,289 N/A 22,100

Total 48,984 50,284 52,076 52,076 52,076 46,788 N/A 52,076

Strategic Actions Planned through FY 2020 

Office of Insular Affairs

• Execute financial assistance agreements with the Freely Associated States in line with Compacts of Free Association.

• Implement the 2010 Palau Compact Review Agreement. 

• Increase the expenditure rate of infrastructure sector grant funding in the Federated States of Micronesia. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Office of Insular Affairs

Federal Services --- --- 2,818 2,818 2,813 2,636 2,636

Enewetak --- --- 500 500 550 473 473

Palau Compact Extension --- --- 13,147 13,147 123,824 --- ---

Marshall Islands Compact --- --- 65,410 66,625 67,340 69,451 73,394

Federated States of Micronesia Compact --- --- 87,123 86,388 88,188 89,590 93,690

Judicial Training --- --- 365 370 361 367 372

Total --- --- 169,363 169,848 283,076 162,517 170,565
Interior Annual Performance Plan and Report Page 101

Mission Area 5: Protecting Our People and the Border
Protecting Our People and the Border Ensure Emergency Preparedness & DOI Law Enforcement Staffing Addresses Public Safety Risks

Interior Annual Performance Plan and Report Page 102

Mission Area 5: Protecting Our People and the Border 

Goal #1: Ensure Emergency Preparedness & DOI Law Enforcement Staffing Addresses 

Public Safety Risks

Strategy #1: Ensure public safety on our lands

Program Performance Overview: The Office of Law Enforcement and Security worked with bureaus during FY 2018 to update 

current law enforcement staffing plans. As a result, 57 percent of the bureaus now have a current law enforcement staffing plan. 

OLES plans to have 85 percent of the bureaus with a current law enforcement staffing plan by FY 2020. The BIA Office of Justice 

Services (OJS) program continues to focus on efficient use of resources to maintain the quality of law enforcement services provided 

to tribes. To reduce costs, the program maximized the use of technology such as conference calls and web-hosted meetings to 

maintain the existing level of technical assistance to tribal programs. Cost and level-of-effort tracking and reporting mechanisms are 

being utilized by the program to ensure mission objectives can be achieved within the resource levels provided. Among these 

objectives is improved consistency and effectiveness of program reviews conducted, which in turn is expected to result in higher 

nation-wide offense clearance rates each year although OJS is facing nationwide staffing issues. 

Public Benefit: Inherent in our management of public lands is the obligation to protect DOI employees and visitors to those public 

lands. Ensuring employee and public safety is complex and requires the resources of multiple bureaus and offices. The Department’s 

Law Enforcement Program has the third largest contingent of federal law enforcement officers in the Executive Branch. Depending on 

the season, approximately 3,500-4,000 law enforcement officers, rangers, and other employees patrol vast acres of public lands, 

national parks, wildlife refuges, and Indian communities and protect people, as well as natural, cultural, and heritage resources from 

illegal activities.

The Department works to provide visitors and other users to our lands and facilities with a safe environment. Accordingly, the OLES 

provides program direction and oversight on law enforcement policy, border security, drug enforcement, and training at the national 

academy on internal affairs, victims assistance, program compliance, and inspections, as well as emergency deployment of the 

Department’s law enforcement resources. 

The Security Program provides oversight and compliance of the Department’s physical, personnel, and national security programs, in 

addition to the protection of critical infrastructure such as dams, national monuments, and icons. The Office coordinates with other 

federal, state and local agencies (including the Department of Homeland Security, Federal Bureau of Investigation (FBI), and Central 

Intelligence Agency (CIA)) on all law enforcement and security issues. In addition, the Department coordinates with law enforcement 
Protecting Our People and the Border Ensure Emergency Preparedness & DOI Law Enforcement Staffing Addresses Public Safety Risks

Interior Annual Performance Plan and Report Page 103

and security partners to assist in the protection of assets that the Department does not own, including infrastructure on the Outer 

Continental Shelf, the Trans-Alaska pipeline, and gas transmission lines. 

The Intelligence Program, through the Federal Senior Intelligence Coordinator (FSIC), maintains situational awareness both 

internationally and domestically, manages the mandated Insider Threat Program, coordinates with the Intelligence Community on 

matters affecting the Department, and is a partner on the National Joint Terrorism Task Force.

BIA’s Office of Justice Services (OJS) is responsible for the protection of lives, resources, and property which lies at the heart of the 

BIA's law enforcement effort. OJS fully supports the Secretary's ongoing commitment to safe and healthy Indian communities. 

Under the direction of the Deputy BIA Director, OJS is responsible for the overall management of the Bureau's law enforcement 

program. Its main goal is to uphold the constitutional sovereignty of federally recognized Tribes and preserve peace within Indian 

country. 

Strategic Plan Performance Measures

Strategy: Ensure public safety on our lands

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of agencies with a current law 

enforcement staffing plan

OLES N/A N/A N/A N/A 30 57 70 85

Percent of criminal offenses solved by arrest 

(Part 1 Offense Clearance Rate)

BIA N/A N/A N/A N/A 40% 37% 40% 40%

Number N/A N/A N/A N/A 8,400 9,004 8,400 8,400

Total N/A N/A N/A N/A 21,000 24,468 21,000 21,000

Supporting Performance Measures

Strategy: Ensure public safety on our lands

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of BIA/tribal law enforcement 

agencies reviewed by OJS through PL-93-638 

Contract review or by Corrective Action 

Support Team (CAST)

BIA N/A N/A N/A N/A 85% 107% 85% 85%

Number N/A N/A N/A N/A 50 63 50 50

Total N/A N/A N/A N/A 59 59 59 59
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Interior Annual Performance Plan and Report Page 104

Strategic Actions Planned through FY 2020 

Office of Law Enforcement and Security

• To reduce costs, OJS will maximize the use of technology such as conference calls and web-hosted meetings to maintain the 

existing level of technical assistance to tribal programs. Cost and level-of-effort tracking and reporting mechanisms will 

continue to be utilized by OJS to ensure mission objectives can be achieved within the resource levels provided. Among these 

objectives, OJS will improved consistency and effectiveness of program reviews conducted, which in turn are expected to 

result in higher nation-wide offense clearance rates over time. 

Bureau of Indian Affairs 

• Initiate the upgrade of current GL-8 and GL-9 police officer and supervisory police officer positions to attract and retain 

qualified personnel and ensure the effective level and distribution of staffing. 

• Distribute resources to assist tribally run programs to implement the same goal.

• Address the problem of unreported and unclosed missing and murdered persons in Indian county, especially women. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Indian Affairs

Law Enforcement 325,696 328,296 347,976 353,556 377,502 411,517 409,159

Bureau of Land Management

Resource Protection and Law Enforcement 25,325 25,325 25,495 26,616 25,708 24,166 26,616

Bureau of Reclamation

Water and Related Resources 117,490 110,560 115,760 113,760 115,760 120,310 122,586

National Park Service

Operation of the National Park System 324,562 329,033 336,676 340,029 349,414 349,414 340,458
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Interior Annual Performance Plan and Report Page 105

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Construction (and Major Maintenance) 7,489 7,495 7,495 7,495 9,967 9,967 7,441

Subtotal 332,051 336,528 344,171 347,524 359,381 359,381 347,899

Total 800,562 800,709 833,402 841,456 878,351 915,374 906,260
Protecting Our People and the Border Ensure Emergency Preparedness & DOI Law Enforcement Staffing Addresses Public Safety Risks

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Mission Area 5: Protecting Our People and the Border

Goal #1: Ensure Emergency Preparedness & DOI Law Enforcement Staffing Addresses 

Public Safety Risks

Strategy #2: Prepare DOI to respond to and recover from emergencies and incidents

Program Performance Overview: The Department plays a vital role in supporting the Federal Emergency Management Agency in 

its disaster response mission. Within the Department, the PMB Office of Emergency Management (OEM) promotes all-hazard 

preparedness and response; ensures continuity of the Department to perform essential functions during catastrophic events; and assists 

communities during imminent threats. To assess its readiness to perform its mission, the OEM has established a readiness index 

measure that assesses each bureau across four components and then averages the result for the Department. Since 2014, the readiness 

index has remained constant at a high level.

Public Benefit: The Department’s All-Hazards Baseline Operational Plan provides the baseline guidance for how the Department 

prepares for and responds to emergencies, regardless of type or cause. The OEM leads the efforts for preparedness and response, and 

leads coordination and information sharing among the emergency management, communications, public health, environmental health, 

wildlife health, integrated pest management, invasive species, and occupational safety and health mission areas across the 

Department’s bureaus and offices.

Strategic Plan Performance Measures 

Strategy: Prepare DOI to respond to and recover from emergencies and incidents

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

DOI average I-READ index PEM 89.46 87.80 88.75 88.52 90.00 88.14 N/A 90.50

Strategic Actions Planned through FY 2020 

Office of Emergency Management

• Support the five National Planning Frameworks (Protection, Prevention, Mitigation, Response, and Recovery) and their related 

five Federal Interagency Operational Plans, the National Incident Management System, and the National Oil and Hazardous 

Substances Pollution Contingency Plan while continuing the Department’s mission to protect natural and cultural resources.
Protecting Our People and the Border Ensure Emergency Preparedness & DOI Law Enforcement Staffing Addresses Public Safety Risks

Interior Annual Performance Plan and Report Page 107

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

National Park Service

Operation of the National Park System 83,163 85,108 87,663 88,368 89,150 89,150 87,079

Construction (and Major Maintenance) 7,739 745 745 745 670 670 677

Land Acquisition and State Assistance 8,200 --- --- --- --- --- ---

Total 99,102 85,853 88,408 89,113 89,820 89,820 87,756
Protecting Our People and the Border Support Securing Our Southern Continental US Border

Interior Annual Performance Plan and Report Page 108

Mission Area 5: Protecting Our People and the Border 

Goal #2: Support Securing Our Southern Continental US Border

Strategy #1: Support securing our southern continental US border

Program Performance Overview: The Department supports the Administration’s plan to secure our borders and protect our citizens 

and resources along the border. The Department continues collaboration efforts by searching for opportunities to share resources and 

balance efforts. This is accomplished by routine interagency coordination, participating in local Border Management Task Force 

(BMTF) meetings, interagency training, and law enforcement specific operations. 

The US Border Patrol is the main partner agency responsible for patrolling Department lands adjacent to the US/Mexican Border. The 

Department works with US Border Patrol in decreasing illegal immigration through DOI-managed public lands through collaborative 

efforts with partnering agencies. 

Public Benefit: The Department manages lands adjacent to 41 percent of the southwest border of the continental US, 14 percent of its 

northern border, and 31 percent of the southeast border, totaling 1,900 miles along the three borders. With an estimated 500 million 

visitors a year and over 500 million acres to manage, the Department’s managers in the field are faced with tough decisions on how to 

best utilize their law enforcement assets. One strategy is adopting a whole government approach. Through partnering, Federal, State, 

tribal, and local law enforcement agencies working in proximity to each other have been able to address critical issues like illegal 

immigration, and the natural resource impacts often associated with it.

Strategic Plan Performance Measures 

Strategy: Support securing our southern US continental border

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Number of apprehensions on DOI-managed 

lands (BLM, FWS, NPS)

OLES N/A N/A N/A 51,989 N/A 56,874 Reduce 

Annually

Reduce Annually
Protecting Our People and the Border Support Securing Our Southern Continental US Border

Interior Annual Performance Plan and Report Page 109

Strategic Actions Planned through FY 2020 

Office of Law Enforcement and Security

• Continue interagency coordination by participating in local Border Management Task Force (BMTF) meetings, interagency 

training, and law enforcement specific operations.
Protecting Our People and the Border Manage Wildland Fire

Interior Annual Performance Plan and Report Page 110

Mission Area 5: Protecting Our People and the Border

Goal #3: Manage Wildland Fire to Reduce Risk and Improve Ecosystem and Community

Resilience

Strategy #1: Assess, protect against, and address risk of wildfire

Program Performance Overview: The Department of the Interior has determined that performance toward this objective is 

making noteworthy progress. The Department is working to update its forest and rangeland management practices to address the 

increased frequency, severity, and cost of wildland fires. Uncontrolled wildfire kills people, destroys property, and harms fish and 

wildlife. The Department’s Office of Wildland Fire (OWF) program strives to achieve a risk-based, cost-effective, technically 

efficient, and scientifically grounded wildland fire management program that safely meets fire and resource management goals. The 

guiding principles and priorities of the OWF program are to restore and maintain fire-resilient landscapes, promote fire-adapted 

communities, reduce unplanned human-caused ignitions, and safely and effectively respond to wildfires, through direct program 

activities and strong federal, tribal, state, and local collaboration. The Department faces challenges from the uncertainties and risk of 

impacts of natural effects, of increasing risks to firefighters, communities and their assets (e.g., water supplies, recreation areas, 

infrastructure, etc.) and the increasing need to protect and conserve America’s federal and tribal lands. Natural effects such as higher 

temperatures, spread of invasive plants that burn relatively easily, and earlier arrival of spring make for drier soils, increased 

likelihood of drought, and a longer wildland fire season. 

OWF aligns programs, budgets, and performance to implement the intergovernmental National Cohesive Wildland Fire Management 

Strategy, a science-based and innovative, collaborative approach to mitigating wildfire risk. The Department sustained its performance 

at existing levels over the past five years with only minor year-to-year variance for acres in desired condition and initial response 

strategy success. The measure for treatments has been more variable due to changes in available funding and the set of projects 

undertaken in a given year. 

The Department achieved its targets on all the wildland fire measures in FY 2018 and experienced only small deviations from planned 

targets for the other two measures, despite a challenging fire season.

The Department continues to develop new wildland fire management performance measures to better evaluate program efficacy in 

achieving resource conditions that reduce the intensity, severity, or negative effects of wildfire. The work entails the application of 

wildfire risk mitigation concepts and principles, such as the strategic placement of fuels treatments based on risk assessment factors 

and mitigation plans. To carry out the project, the Department has established a working group comprised of representatives from the 
Protecting Our People and the Border Manage Wildland Fire

Interior Annual Performance Plan and Report Page 111

four DOI wildland fire bureaus and the Office of Policy Analysis. The Department will also coordinate with the U.S. Forest Service as 

the work progresses. The project aims to develop recommendations for a) establishing outcome-based targets, and b) better evaluating 

program performance in meeting the objectives of the wildland fire management program and the Department’s Strategic Plan. When 

completed, the Department will incorporate the new performance measures into its Strategic Plan implementation.

Public Benefit: Preparedness activities provide the foundation for a safe and effective strategic response to unplanned ignitions and 

enable land managers to develop collaborative efforts to achieve fire-adapted communities and landscapes that are resilient to the 

effect of wildfire. Fuel treatments improve the integrity of the forests and rangelands while reducing the risks of high severity 

wildfires and the impacts of such fires on people, communities, and natural and cultural resources located near or adjacent to federal 

or tribal lands. Rehabilitation of the most severely damaged lands from high impact wildfires minimizes future threats to life, property, 

and natural and cultural resources by stabilizing and preventing unacceptable degradation of these key values. The Department works 

collaboratively with other federal, tribal, state, and local governments to help protect life and property, limit damages to natural and 

cultural resources during wildfire response and reduce program and management duplication. 

Strategic Plan Performance Measures 

Strategy: Assess, protect against, and address risk of wildfire

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of DOI-managed landscape acres that 

are in a desired condition because of fire 

management objectives

OWF 36.0% 36.2% 35.8% 35.6% 35.8% 35.9% 33.9% 35.8%

Acres 161,237,140 161,982,762 160,224,280 159,635,707 160,510,000 160,717,749 151,728,572 160,360,000

Acres 447,806,489 447,806,489 447,806,489 447,806,489 447,806,489 447,806,489 447,806,489 447,806,489

Percent of DOI-managed treatments that 

reduce risk to communities that have a 

wildland fire mitigation plan

OWF 68% 89% 91% 93% 92% 95%1 92% 95%

Treatments 1,655 1,979 2,508 2,319 2,300 2,317 2,188 2,310

Treatments 2,417 2,234 2,768 2,488 2,500 2,428 2,385 2,426

Percent of wildfires on DOI-managed 

landscapes where the initial strategies fully 

succeeded during the initial response phase

OWF 97.2% 97.2% 96.7% 96.2% 96.6% 97.3% 96.6% 97.1%

Number of Fires 5,593 6,182 5,858 7,238 6,310 6,640 6,269 6,625

Number of Fires 5,757 6,362 6,061 7,527 6,530 6,826 6,492 6,820

 

1 Includes Resilient Landscapes projects.
Protecting Our People and the Border Manage Wildland Fire

Interior Annual Performance Plan and Report Page 112

Strategic Actions Planned through FY 2020 

Office of Wildland Fire 

• Foster an integrated approach ensuring that wildland fire management principles and concepts are a fundamental component of 

resource programs throughout the Department. 

• Work collaboratively with federal, tribal, state, and local entities to ensure a coordinated approach to wildland fire response 

that work across boundaries to manage wildfire risk at a landscape scale and improve ecosystem and community resilience. 

• Facilitate shared stewardship of land management by enabling protection responsibilities and resources to be leveraged to gain 

economic efficiency, reduce management duplication, and meet resource management objectives.

• Develop and implement policies to manage wildland fires to meet safety and protection objectives, manage risk, and achieve 

resource management objectives.

• Maintain, improve, and implement fire management plans that allow shared interagency resources in training, prevention, and 

detection to facilitate appropriate responses to wildfire in accordance with land-use plan objectives. 

• Identify and conduct fuels treatments to improve the resiliency of Departmental and tribal lands; contribute to community 

adaptation to fire; and improve the ability to safely and appropriately respond to wildfire. 

• Prioritize the Secretary’s Wildland Fire Directive to better incorporate active fuels management into resource management 

planning to reduce the spread, intensity, and/or severity of wildfire. This includes targeted fuels management efforts along the 

southern border that support national security objectives carried out by the Department of Homeland Security Customs and 

Border Protection and address the threat of wildfire. 

• Provide training, resources, and other program support to ensure that firefighters can safely and effectively perform the full 

range of their work, including fuels management, prescribed fire, and wildfire response. 

• Support community assistance in the form of community education, prevention (to reduce human caused ignitions), and 

collaborative planning to reduce wildfire risk. 

• Support wildland firefighting assistance to rural fire departments, volunteer fire departments, rangeland fire protection 

associations, and other similar organizations aiding in wildfire response. 

• Rehabilitate and restore lands degraded and damaged by wildfire.

• Support the use and integration of cost-effective technology advancements, such as Unmanned Aircraft Systems, in wildfire 

operations. 

• Manage an interagency information technology enterprise portfolio of fire applications and systems to improve wildland fire 

planning, preparedness, and response. 

• Continue to strengthen oversight of wildland fire management program spending and accountability through improved 

performance and the use of risk management principles to guide decision-making at the strategic and program level.
Protecting Our People and the Border Manage Wildland Fire

Interior Annual Performance Plan and Report Page 113

• Coordinate internal and external communication on the Department’s wildland fire management programs and priorities to 

stakeholders, including the media, Congress, and other partners. 

• Support Administration comprehensive legislation on active forest management to reduce wildland fire risks. 

National Park Service 

• Conduct active forest management work, including fuels reduction, fire effects monitoring, educational outreach, pre-fire 

preparation of burn units, and participation in prescribed fires in the Western and Southern United States. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Office of Wildland Fire

Preparedness 281,928 318,970 323,685 332,784 332,784 332,784 332,784

Suppression Operations 285,878 291,657 291,673 395,000 389,406 389,406 383,657

Fuels Management 145,024 164,000 170,000 180,000 184,000 184,000 194,000

Burned Area Rehabilitation 22,935 18,035 18,970 20,470 20,470 20,470 9,467

Joint Fire Science --- --- --- --- 3,000 3,000 ---

FLAME Wildfire Suppression Reserve Fund 42,000 29,000 177,000 65,000 --- --- ---

Total 777,765 821,662 981,328 993,254 929,660 929,660 919,908
Protecting Our People and the Border Provide Science to Safeguard Communities from Natural Hazards

Interior Annual Performance Plan and Report Page 114

Mission Area 5: Protecting Our People and the Border

Goal #4: Provide Science to Safeguard Communities from Natural Hazards 

Strategy #1: Monitor and assess natural hazards risk and response planning 

Program Performance Overview: USGS replaced most performance measures in FY 2017 with index measures that capture and 

portray more information than the previous measures. The index measures represent two or more individual measures from years 

past. Overall, program performance remained relatively flat from FY 2017 to FY 2018, with two of five strategic plan performance 

measures improving performance, two decreasing performance, and one remaining constant. The actual number of landslide hazard 

and risk assessments which the Landslide Hazards Program (LHP) delivers in a given year is largely a function of the number of 

wildfires that occur each year in areas prone to debris flows. The 2017 and 2018 fire seasons were both very active in areas prone to 

debris flows which resulted in increased efforts in landslide assessments. The percent completion of coastal and marine hazards and 

subsidence research increased from the target largely due to more observations being conducted because of data collection 

improvements in remote sensing applications. This level of performance indicates that critical natural hazard knowledge and tools 

continue to be developed and provided to land managers and policy makers and the public to inform decision making. 

Public Benefit: The USGS provides scientific information to emergency responders, policy makers, and the public to reduce the risk 

of life and property losses from a wide range of natural hazards, including earthquakes, floods, hurricanes, landslides, magnetic 

storms, tsunamis, volcanic eruptions, and wildfires. 

Strategic Plan Performance Measures 

Strategy: Monitor and assess natural hazards risk and response planning

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent completion of targeted natural 

hazards assessments of very high and highthreat regions of the Nation (Index; 2022 

target = 63% of targeted natural hazards 

assessments completed)

USGS 4% 4% 5% 7% 7% 7% 4% 4%

Percent completion of targeted landslide 

hazard research (Index; 2022 target = 85% of 

targeted landslide hazard research completed)

USGS 12% 11% 13% 14% 9% 15% 8% 8%
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Percent completion of coastal and marine 

hazards and subsidence research (Index; 2022 

target = 96% of targeted coastal and marine 

hazards and subsidence research completed)

USGS N/A N/A 94% 94% 91% 94% 93% 93%

Percent progress towards optimal monitoring 

capability for natural hazards situational 

awareness (Index; 2022 target = 48% of 

optimal monitoring network capacity)

USGS 53% 54% 54% 55% 55% 54% 56% 56%

Percent of the National Streamflow Network 

that is fully operational

USGS 86% 87% 88% 88% (E) 88% 87% (E) 88% 88%

Number of streamgages operational 8,030 8,130 8,220 8,230 (E) 8,260 8,120 (E) 8,200 8,200

Total number of streamgages 9,360 9,360 9,360 9,360 (E) 9,360 9,360 (E) 9,360 9,360

Supporting Performance Measures

Strategy: Monitor and assess natural hazards risk and response planning

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent completion of next generation 

National Data Water Infrastructure (NWDI) 

strategy

USGS N/A N/A N/A 10% 30% 30% 41% 84%

Number of studies and scientific 

investigations initiated with benefits to 

Western water management of extreme 

hydrologic events such as droughts and floods 

BOR N/A N/A N/A N/A 3 3 4 3 

Number of Reclamation activities developing 

or applying science for water management of 

extreme hydrologic events (e.g. droughts and 

/ or floods) that involve partnerships or 

stakeholders 

BOR N/A N/A N/A N/A 8 8 8 8 

Number of high- and significant-hazard dams 

modified based upon applied science and 

engineering to reduce risk to the public 

BOR N/A N/A N/A N/A 2 2 1 2 
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Interior Annual Performance Plan and Report Page 116

Strategic Actions Planned through FY 2020 

U.S. Geological Survey 

Hazards Program (HAZ):

• Monitor and report on the nation's earthquakes via the Advanced National Seismic System (ANSS) and through support to 

several regional seismic networks operated by State and university partners; provide 24x7 reporting on domestic and global 

earthquakes; deliver rapid earthquake impact and situational awareness products to support emergency response; and develop 

improved methods for continued improvement in the quality and timeliness of real-time earthquake information. 

• Deliver real-time earthquake data to NOAA, supporting tsunami alerting in the Pacific Rim and tsunami warning in Alaska, 

Hawaii, Washington, California, and U.S. Territories in the Western Pacific and Caribbean. 

• Communicate earthquake information to the public and to key stakeholders, including federal and state emergency response 

agencies, disaster relief organizations, operators of utilities and lifelines, and communities at risk. 

• Maintain the basic operations of the ShakeAlert earthquake early warning system in partnership with the States. 

• Continue to improve the USGS National Seismic Hazard Model, which describes the likelihood and potential impacts of 

earthquakes nationwide, and which serves as the basis of seismic provisions in building codes; revise as needed a model update 

with input from the Building Seismic Safety Council, which develops building code updates; maintain associated databases 

and tools that are widely used by engineers for site-specific engineering design and seismic risk analysis; and update the 

separate USGS seismic hazard model for Alaska 

• Conduct applied field, laboratory and theoretical research on the causes, characteristics and effects of earthquakes, including 

investigations of earthquakes related to wastewater disposal and other industrial activities. Support relevant research by expert 

partners in academia, state agencies and the private sector via competitive grants and cooperative agreements.

• Conduct field investigations of Very-High-Threat volcanoes and generation of volcanic hazard assessments for these 

volcanoes. 

• Finish work on hardening the Alaska Volcano Observatory Operations Room with a new emergency generator to maintain 

situational awareness and monitoring capability even during power failures caused by human or natural causes. 

• Convert 30 analog seismometers and analog telemetry nodes at Alaska monitoring stations to digital seismometers with digital 

data telemetry to make progress on compliance of monitoring networks with the National Telecommunications and 

Information Administration (NTIA) restrictions on radio frequency utilization. 

• Partner with USGS 3-DEP initiative and other Federal and State agencies to leverage resources towards acquiring highresolution light distance and ranging (LiDAR) data over Very-High-Threat and High-Threat volcanoes. 
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• Conduct field, laboratory, and modeling studies of landslide initiation and mobility processes in cooperation with federal, state, 

academic, and private sector partners to develop, test, and advance tools and methods for landslide monitoring, hazard 

assessment, and forecasting. 

• Provide post-wildfire debris-flow hazard assessments for major wildfires to Burned Area Emergency Response (BAER) 

Teams, State Geological Surveys, federal, state, and local emergency management and the public. 

• Collect observations, conduct studies, and test methods and models to expand the NOAA-USGS partnership for post-wildfire 

debris-flow early warning beyond the prototype area in southern California to other parts of the western United States. 

• Operate the network to provide seismic data needed for earthquake alerts and situational awareness products, tsunami 

warnings, national security, hazard assessments, and research.

• Continue progress deploying the new borehole seismometer sensors and improving the physical infrastructure of select 

network sites. The borehole seismometer deployments would be completed at the end of FY 2022 at current funding levels. 

• With respect to operations, and in support of both Executive Order 13744, Coordinating Efforts to Prepare the Nation for 

Space Weather Events and the National Space Weather Strategy and Action Plan (NSWSAP), the USGS Geomagnetism 

Program will focus on its core priority for operating magnetic observatories and providing real-time geomagnetic data needed 

for issuing warnings and forecasts of geomagnetic storms. 

• With respect to hazard research, and in support of the NSWSAP, the USGS Geomagnetism Program will continue to develop 

prospective geoelectric hazard maps, develop existing data sets needed to estimate Earth surface impedance, and develop 

computer-based tools need for real-time mapping of geomagnetic and geoelectric field variation, all of which are needed to 

help mitigate hazards for the electric-power grid industry. 

• Conduct marine geological and geophysical investigations to provide federal, state, and local users with improved assessments 

of hazard sources (earthquakes, tsunami, and submarine landslides) and their potential impacts on offshore operations, coastal 

communities and infrastructure. 

• Provide regional real-time forecasts of erosion and inundation due to coastal storms, including hurricanes; and long-term 

forecasts of the likelihood of future coastal change and inundation due to storms, erosion and sea-level rise. 

• Conduct field and laboratory studies with other federal and academic partners to characterize marine methane systems and 

associated sea-bed processes to enhance understanding of their substantial energy resource potential, the risk they represent to 

offshore operations, and their role in the global carbon system and marine ecological productivity. 

• Contribute analyses and expertise to delineate the U.S. Extended Continental Shelf consistent with international law and apply 

unique USGS expertise to understanding the occurrence and potential of deep-sea mineral resources. 
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Water Resources:

• Collect, manage, and disseminate high quality and reliable integrated hydrologic information in real time and over the long 

term for flood and drought planning, warnings, and forecasting; designing water infrastructure; operating waterways for power 

production and navigation; managing water rights issues; and assessing safety conditions for water recreational activities. 

• Maintain a unified National Streamgage Network of more than 8,200 real-time streamgages, including 3,460 Federal Priority 

Streamgages that support strategic Federal responsibilities. 

• Support a nationwide network of 690 groundwater monitoring sites established specifically to understand the effects of drought 

and other climate variability on long-term trends in groundwater levels across the Nation. 

• Develop, refine, and apply hazard information and tools to minimize loss of life and property, such as Rapid Deployment 

Gages (RDG’s), Storm Tide Sensors, and Wave Height Sensors. 

• Improve data collection and dissemination during hydrologic hazards (floods, droughts, hurricanes) and deploy information 

tools for water resource managers to minimize loss of life and property. 

• Support improvement of flood forecast predictions, drought management, and development of National water prediction 

capabilities.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Reclamation

Water and Related Resources --- --- --- --- 828 934 750

U.S. Geological Survey

Contaminant Biology 9,647 10,197 10,197 10,197 --- --- ---

Toxic Substances Hydrology 9,967 11,248 11,248 11,048 --- --- ---

Natural Hazards 116,202 121,164 123,798 124,675 140,039 140,039 125,883

Water Observing Systems Program --- --- --- --- --- --- 64,399

Groundwater and Streamflow Information Program --- 62,934 63,434 65,158 67,476 65,049 ---

Groundwater and Streamflow Information Program 62,134 --- --- --- --- --- ---

Subtotal 197,950 205,543 208,677 211,078 207,515 205,088 190,282
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Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Total 197,950 205,543 208,677 211,078 208,343 206,022 191,032
Interior Annual Performance Plan and Report Page 120

Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 

Years
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Interior Annual Performance Plan and Report Page 121

Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 Years

Goal #1: Align DOI Organizational Structure to Improve Partnership Engagement and 

Mission Delivery 

Strategy #1: Ensure effective alignment of DOI organizational structure in the field and 

with partners

Program Performance Overview: The Department established 12 new unified regions for many of its bureaus (except BIA and 

BIE) in 2018 and will further implement this approach in 2019. The goal is to improve overall operations, internal communications, 

customer service, and stakeholder engagement. Aligning geographic areas across the DOI will enhance coordination of resource 

decisions and policies and will simplify how citizens engage with the DOI. 

A common geographic frame of reference means regional executives can be focused on the same resources, constituents, and 

possibilities. Aligning bureaus with common geographies will allow for more integrated and better coordinated decision making 

across bureaus. Unified regions will help streamline operations and in doing so, provide better service to the American people. 

Bureaus within a region will focus on common issues, taking a comprehensive approach versus a bureau-centric approach. This 

culture shift will help us work better together to accomplish one vision. 

In 2018, regional facilitators were selected to lead the reorganization from the field and are building teams of subject matter experts in 

the primary Mission Areas (Recreation, Collaborative Conservation, and Permitting) and Support Areas (Human Resources 

Management, Information Technology, and Procurement of goods and services). The unified region teams will be comprised of 

experts from all the participating bureaus present in the region. The unified regions were established in August 2018 and are planned 

to be fully operational in 2019. 

Public Benefit: The Department is improving its organizational model to determine how to best achieve its mission of serving the 

American public, honoring our tribal and fiduciary trust responsibilities, and managing and protecting our land, water and natural 

resources for the next 100 years. 
Modernizing Our Organization and Infrastructure Align DOI Organizational Structure to Improve Mission Delivery

Interior Annual Performance Plan and Report Page 122

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Land Management

Implementation of Unified Regions --- --- --- --- --- 900 2,700

Modernize Interior's Business --- --- --- --- --- --- 1,000

Relocation and Regional Stand Up --- --- --- --- --- 5,000 4,000

Subtotal --- --- --- --- --- 5,900 7,700

Bureau of Reclamation

Implementation of Unified Regions --- --- --- --- --- 400 1,300

Modernize Interior's Business --- --- --- --- --- --- 1,000

Relocation and Regional Stand Up --- --- --- --- --- 3,000 ---

Subtotal --- --- --- --- --- 3,400 2,300

Fish and Wildlife Service

Implementation of Unified Regions --- --- --- --- --- 900 2,700

Modernize Interior's Business --- --- --- --- --- --- 1,000

Relocation and Regional Stand Up --- --- --- --- --- 5,000 2,000

Subtotal --- --- --- --- --- 5,900 5,700

National Park Service

Implementation of Unified Regions --- --- --- --- --- 900 2,700

Modernize Interior's Business --- --- --- --- --- --- 1,000

Relocation and Regional Stand Up --- --- --- --- --- --- 2,000

Subtotal --- --- --- --- --- 900 5,700

U.S. Geological Survey
Modernizing Our Organization and Infrastructure Align DOI Organizational Structure to Improve Mission Delivery

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Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Implementation of Unified Regions --- --- --- --- --- 500 2,700

Modernize Interior's Business --- --- --- --- --- --- 1,000

Relocation and Regional Stand Up --- --- --- --- --- --- 2,500

Subtotal --- --- --- --- --- 500 6,200

Total --- --- --- --- --- 16,600 27,600
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Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 Years

Goal #1: Align DOI Organizational Structure to Improve Partnership Engagement and 

Mission Delivery 

Strategy #2: Improve strategic hiring, placement and retention efforts to ensure 

mission-critical service delivery through data driven processes and increased employee 

engagement efforts

Program Performance Overview: To facilitate strategic human capital planning, the Department will leverage automation to 

improve employee performance and training opportunities and examine additional data to determine if operational efficiencies can be 

gained while minimizing redundancies under the current organizational design. 

Public Benefit: The Department is committed to managing America’s vast natural and cultural resources with a 70,000-strong and 

350 occupation-plus workforce that exemplifies high performance, customer service and accountability. 

Strategic Plan Performance Measures 

Strategy: Improve strategic hiring, placement and retention efforts to ensure mission-critical service delivery through data driven processes and increased employee engagement efforts

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Employee engagement index for DOI in the 

Federal Employee Viewpoint Survey

PHR 61 62 63 66 68 69 70 72

DOI’s ranking among large agencies in the 

Partnership for Public Services’ Best Places to 

Work report

PHR 12 13 11 9 8 9 7 6 

Strategic Actions Planned through FY 2020 

Office of Human Resources

The Office of Human Resources will analyze organizational data and recommend strategies for improvement from: 

• Federal Employee Viewpoint Survey (e.g., employee engagement)
Modernizing Our Organization and Infrastructure Align DOI Organizational Structure to Improve Mission Delivery

Interior Annual Performance Plan and Report Page 125

• Geographic Representation of Bureau Mission Critical Occupations

• Geographic Representation of Administrative and Support Services 

• Customer Service data

• Benchmarking cost allocations for administrative and support functions 

• DOI Human Capital Framework Evaluations 

• Accountability drivers on performance, labor management, EEO, etc.

• Bureau plans in response to the Department-wide Workplace Environment Survey

• Leveraging technology and federal and industry best practices to provide career pathing information to present and prospective 

employees
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Interior Annual Performance Plan and Report Page 126

Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 Years

Goal #2: Reduce Administrative and Regulatory Burden

Strategy #1: Evaluate and improve the net benefits of regulatory reform initiatives and 

policies, and identify regulations for repeal, replacement, or modification.

Program Performance Overview: On February 24, 2017, President Trump signed Executive Order (EO) 13777, entitled “Enforcing 

the Regulatory Reform Agenda,” to alleviate unnecessary regulatory burdens placed on the American people. The Executive Order 

provides direction to identify regulations for repeal, replacement, or modification that eliminate jobs, inhibit job creation, are outdated, 

unnecessary, ineffective, impose costs that exceed benefits, or rely on data or methods that are not publicly available or insufficiently 

transparent to meet the standard for reproducibility. In accordance with Executive Order 13771 entitled, “Reducing Regulation and 

Controlling Regulatory Costs,” the costs of the regulatory and deregulatory actions are measured as the opportunity costs or cost 

savings to society, as defined in OMB Circular A-4. 

The Department’s Regulatory Reform Task Force is guiding implementation of regulatory reform to alleviate unnecessary burdens 

placed on the American people. Periodically, the Department will review the written input to the Federal Rulemaking 

Portal (www.regulations.gov) to determine whether additional regulations should be targeted for review and considered for 

suspension, revision, or rescission. The DOI achieved cumulative savings of $3.67B (net present value) from its deregulatory actions 

in FY 2017 and FY 2018. Goals for subsequent years will be established as the DOI completes its review of target regulations.

Public Benefit: The Department strives to be prudent and financially responsible in the expenditure of funds. In addition to the 

management of the direct expenditure of taxpayer dollars through the budgeting process, it is essential to manage the costs associated 

with the governmental imposition of private sector costs required to comply with Federal regulations. The Administration’s policy is 

that for every new regulation issued, at least two prior regulations be identified for elimination, and that the cost of planned 

regulations be prudently managed and controlled through a budgeting process. 
Modernizing Our Organization and Infrastructure Reduce Administrative and Regulatory Burden

Interior Annual Performance Plan and Report Page 127

Strategic Plan Performance Measures 

Strategy: Evaluate and improve the net benefits of regulatory reform initiatives and policies, and identify regulations for repeal, replacement, or modification. 

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Total incremental cost of all EO 13771 

regulatory actions and EO 13771 deregulatory 

actions (in millions; includes costs or cost 

savings carried over from previous fiscal years).

DOI N/A N/A N/A (1,150.3) (2,800.0) (3,669.7) (4,463.3) (4,463.3)

Supporting Performance Measures

Strategy: Evaluate and improve the net benefits of regulatory reform initiatives and policies, and identify regulations for repeal, replacement, or modification. 

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Number of evaluations to identify potential 

deregulatory actions that included 

opportunity for public input and/or peer 

review

DOI N/A N/A N/A 12 28 18 51 0 

Number of deregulatory actions 

recommended by the Regulatory Reform Task 

Force to the agency head, consistent with 

applicable law

DOI N/A N/A N/A 12 28 18 51 0 

Number of deregulatory actions issued that 

address recommendations by the Regulatory 

Reform Task Force

DOI N/A N/A N/A 12 28 18 51 0 

Number of deregulatory actions issued DOI N/A N/A N/A 12 28 18 51 0 

Number of regulatory actions issued DOI N/A N/A N/A 0 0 0 3 0 
Modernizing Our Organization and Infrastructure Reduce Administrative and Regulatory Burden

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Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 Years

Goal #2: Reduce Administrative and Regulatory Burden

Strategy #2: Improve transparency and timeliness of the infrastructure permitting 

process. 

Program Performance Overview: Compliance with permitting requirements is often unnecessarily prolonged and expensive. As 

outlined in the President’s Executive Order “Establishing Discipline and Accountability in the Environmental Review and Permitting 

Process for Infrastructure,” and the corresponding Secretarial Order 3355, a significant opportunity exists to decrease the time 

required to complete environmental review and authorization for infrastructure projects. The Department believes this can best be 

achieved through streamlined processing and unified regional boundaries that facilitate resolution of intersecting bureau issues within 

the same geography.

Secretarial Order 3355 implementation guidance issued in April 2018 identified the Department’s plans to streamline and collaborate 

on National Environmental Policy Act (NEPA) compliance efforts. In addition to reducing the time and page limits for environmental 

review documents, the guidance is expected to significantly improve the overall timeliness of major right-of-way applications for 

water and energy infrastructure projects.

Public Benefit: America needs increased infrastructure investment to strengthen our economy, enhance our competitiveness in world 

trade, create jobs and increase wages for our workers, and reduce the costs of goods and services for our families. The poor condition 

of America's infrastructure has been estimated to cost typical American household thousands of dollars each year. Inefficiencies in 

current infrastructure project decisions, including management of unnecessarily expensive and prolonged environmental reviews and 

permit decisions or authorizations, have delayed infrastructure investments, increased project costs, and blocked the American people 

from enjoying improved infrastructure that would benefit our economy, society, and environment. More efficient and effective federal 

infrastructure decisions can transform our economy, so the Federal Government must change the way it processes environmental 

reviews and authorization decisions.
Modernizing Our Organization and Infrastructure Reduce Administrative and Regulatory Burden

Interior Annual Performance Plan and Report Page 129

Strategic Plan Performance Measures 

Strategy: Improve transparency and timeliness of the infrastructure permitting process

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Average amount of time (in days) to process 

and administratively complete Applications for 

Permit to Drill

BLM N/A N/A N/A N/A 90 80 90 90

Average amount of time (in months) to issue a 

decision on major right-of-way applications

BLM N/A N/A N/A N/A 48 38 48 48

Average amount of time (in days) to process 

and administratively complete a grazing permit

BLM N/A N/A N/A N/A N/A 657 600 575

Percent of formal Endangered Species Act 

Section 7 consultations addressed in a timely 

manner

FWS 79% 77% 82% 82% 83% 68% 80% 80%

Consultations 713 737 838 774 750 618 705 705

Consultations 900 959 1,020 948 900 912 876 876

Average number of days to complete 

environmental reviews for infrastructure 

projects. 

DOI 0 0 0 0 0 0 0 0 

days BIA N/A N/A N/A N/A N/A N/A Baseline TBD

days BLM N/A N/A N/A N/A N/A N/A Baseline TBD

days BOEM N/A N/A N/A N/A N/A N/A Baseline TBD

days BOR N/A N/A N/A N/A N/A N/A Baseline TBD

days FWS N/A N/A N/A N/A N/A N/A Baseline TBD

days NPS N/A N/A N/A N/A N/A N/A Baseline TBD

days OSMRE N/A N/A N/A N/A N/A N/A Baseline TBD
Modernizing Our Organization and Infrastructure Reduce Administrative and Regulatory Burden

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Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Land Management

Cadastral Survey 11,276 --- --- --- --- --- ---

Land and Realty Management 34,382 --- --- --- --- --- ---

Cadastral, Land and Realty Management --- 45,658 51,252 51,480 45,892 --- ---

Total 45,658 45,658 51,252 51,480 45,892 --- ---
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

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Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 Years

Goal #3: Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Strategy #1: Maintain critical DOI infrastructure and facilities to ensure effective 

operations and service delivery 

Program Performance Overview: The Department of the Interior has highlighted this objective as a focus area for 

improvement. Real property assets are integral to the success of the Department’s mission. The Department’s real property inventory 

includes approximately 43,000 buildings and 80,000 structures with a replacement value of approximately $300 billion, across six 

bureaus. Management of deferred maintenance is a Departmental priority to ensure completion of needed repairs and prevent further 

deterioration and unsafe conditions. The Administration’s Public Lands Infrastructure Fund legislation will go a long way toward 

addressing the deferred maintenance of our National Parks, National Wildlife Refuges, BLM facilities, and Indian schools. The 

Department will address deferred maintenance/repair needs with priority given to those that support critical mission activities and 

manage risk to improve the condition of assets. Across the Department, there are currently 51,000 buildings and structures considered 

highest priority. The Facility Condition Index (FCI) and Asset Priority Index (API) performance measures are key indicators for 

managing the portfolio in support of the Department’s diverse missions. The Bureau of Indian Affairs employs a Service Level Index 

to determine the conditions of the roads and bridges in tribal communities. The overarching goal is to maximize the efficient use of 

real property and to optimize expenditures on the real property portfolio. 

A significant factor impacting a sustainable portfolio of constructed assets is the aging infrastructure. Many assets already exceed 

original design life, and this trend continues to increase maintenance demands. Furthermore, the Department’s mission is to maintain 

heritage assets in perpetuity for the benefit of future generations. The Department must continue to maintain and repair these aging 

assets and cannot simply divest these assets as is typically done in private industry. These examples illustrate why the backlog of 

deferred maintenance continues to increase, now estimated at more than $16 billion. 

The Department conserves the Nation’s cultural and heritage sites that reflect a rich and diverse history. The Department safeguards 

our heritage for the generations that follow, to better understand our country’s present and learn from our past. Many challenges exist 

in protecting and maintaining historic and archeological sites, especially with the impacts of weather on fragile sites and structures. 

Sites are exposed to changing weather conditions that cause damage and deterioration of the structures and sites, and some locations 

are vandalized or accidentally damaged by visitors to federal lands. 
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The BIA Road Construction Program maintains and operates the 30,000 miles of BIA-owned roads and bridges. These roads and 

bridges serve as the primary access points to tribal communities, without which critical resources and services would not reach tribal 

members. The Department will continue to improve and provide safe, functional, energy efficient, and universally accessible BIA 

facilities. The Department is also working to improve its Bureau of Indian Education (BIE) funded schools and improve the learning 

environment of BIE students. 

Public Benefit: The Department manages the full life‐cycle requirements of nearly every type of constructed asset, including visitor 

centers, dams, schools, health clinics, power generating facilities, housing, hotels, fire stations, campgrounds, roads, water and 

wastewater treatment plants, offices, and more. Many of these assets have historic or cultural significance that not only support the 

Department’s mission, but also are important to our Nation’s heritage. Improving our infrastructure means we can better accomplish 

our mission for the American people. 

Strategic Plan Performance Measures 

Strategy: Maintain critical DOI infrastructure and facilities to ensure effective operations and service delivery

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of priority assets in acceptable 

condition (i.e. meet investment objective)

PAM N/A N/A N/A 80.6% 81.0% 84.3% 84.5% 84.5%

Percent of students in BIE school facilities that 

are in acceptable condition as measured by the 

Facilities Condition Index (FCI)

AS-IA N/A N/A 66% 64% 65% 70% 66% 67%

Buildings N/A N/A 29,846 29,023 29,347 31,500 29,799 30,250

Buildings N/A N/A 45,095 45,231 45,149 45,149 45,149 45,149

Amount of priority deferred maintenance 

(repair) needs/activities addressed (in billions)

PAM N/A N/A N/A N/A $1.00 $1.26 $1.00 $1.00

Value of NPS deferred maintenance work 

orders closed ($000)

NPS $492,000 $508,000 $854,000 $664,000 $623,000 $671,000 $662,000 $632,000

Percent of historic structures on DOI inventory 

in good condition

DOI 57% 65% 56% 56% 56% 57% 58% 54%

14,942 16,932 14,370 13,179 14,619 13,321 13,371 12,278

26,269 26,200 25,685 23,639 26,089 23,327 23,097 22,722

Percent BIA 36% 31% 31% 31% 31% 34% 45% 32%

Structures 93 90 90 90 89 97 94 91

Structures 259 291 288 288 288 288 208 287
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Percent BLM 51% 51% 51% 50% 50% 49% 49% 49%

Structures 221 218 216 199 199 194 194 194

Structures 431 429 425 400 400 399 399 399

Percent FWS 11% 12% 11% 11% 11% 10% 10% 10%

Structures 243 251 259 263 244 244 263 243

Structures 2,154 2,171 2,309 2,350 2,307 2,555 2,605 2,351

Percent NPS 61% 70% 61% 61% 61% 64% 64% 60%

Structures 14,385 16,373 13,805 12,627 14,087 12,786 12,820 11,750

Structures 23,425 23,309 22,663 20,601 23,094 20,085 19,885 19,685

Percent of museum collections on DOI 

inventory in good condition

DOI 57% 66% 63% 68% 66% 69% 66% 64%

576 664 692 798 768 802 793 754

1,005 1,000 1,106 1,179 1,169 1,167 1,199 1,181

Percent BIA 70% 73% 75% 80% 59% 82% 68% 62%

Museum collections 109 117 119 122 90 126 106 97

Museum collections 156 161 159 153 153 154 156 156

Percent BLM 84% 85% 87% 84% 84% 84% 84% 84%

Museum collections 132 135 144 142 142 144 144 144

Museum collections 158 159 165 170 170 171 171 171

Percent BOR 66% 76% 77% 77% 77% 77% 78% 78%

Museum collections 51 54 53 53 54 54 52 52

Museum collections 77 71 69 69 70 70 67 67

Percent FWS 14% 41% 36% 55% 56% 57% 55% 55%

Museum collections 40 115 140 256 251 255 264 250

Museum collections 288 281 384 463 447 445 476 456

Percent NPS 75% 74% 72% 69% 70% 68% 69% 64%

Museum collections 244 243 236 225 231 223 227 211

Museum collections 326 328 329 324 329 327 329 331

Percent of archaeological sites on DOI 

inventory in good condition

DOI 65% 65% 66% 67% 63% 61% 61% 59%

113,050 117,096 122,883 130,018 100,369 97,451 100,414 95,387

173,200 179,168 185,927 194,014 159,611 158,790 165,676 161,760

Percent BIA 78% 78% 79% 79% 81% 81% 81% 78%

Sites 52 52 53 53 54 54 54 52

Sites 67 67 67 67 67 67 67 67

Percent BLM 85% 85% 86% 86% 87% 83% 82% 82%

Sites 68,588 72,267 77,412 83,942 56,948 53,062 54,339 54,339

Sites 80,685 84,788 90,259 97,063 65,701 63,905 66,305 66,305

Percent FWS 23% 24% 23% 23% 13% 12% 22% 13%

Sites 3,557 3,660 3,659 3,668 1,547 1,545 3,671 1,546

Sites 15,366 15,504 15,679 15,799 11,843 12,510 16,496 12,080

Percent NPS 53% 52% 52% 52% 51% 52% 51% 47%
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Sites 40,853 41,117 41,759 42,355 41,820 42,790 42,350 39,450

Sites 77,082 78,809 79,922 81,085 82,000 82,308 82,808 83,308

Maintain a completion rate of 95% for Safety 

of Dam recommendations

BOR N/A N/A N/A 95% 95% 95% 95% 95%

Percent of BIA miles of road in acceptable 

condition based on the Service Level Index

BIA 17% 16% 15% 14% 13% 14% 13% 12%

Miles 4,985 4,541 4,450 3,942 3,850 3,963 3,785 3,575

Miles 28,893 28,989 29,400 29,047 29,100 29,105 29,100 29,100

Percent of BIA bridges in acceptable condition 

based on the Service Level Index

BIA 68% 66% 68% 69% 69% 71% 69% 67%

Bridges 625 607 639 642 691 715 697 670

Bridges 919 918 937 926 1,000 1,010 1,010 1,000

Supporting Performance Measures

Strategy: Maintain critical DOI infrastructure and facilities to ensure effective operations and service delivery

Supporting Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Cost per mile of BIA owned roads maintained 

in acceptable condition

BIA $4,639 $5,175 $6,571 $7,646 $7,864 $8,207 $8,627 $7,741

Total Cost $23,126,909 $26,286,253 $27,057,533 $30,142,239 $30,277,627 $32,525,369 $32,653,000 $26,318,000

Miles 4,985 5,079 4,118 3,942 3,850 3,963 3,785 3,400

Percent of cultural landscapes in DOI 

inventory in good condition (NPS)

NPS 51% 51% 51% 51% 51% 50% 50% 46%

Landscapes 386 386 401 417 404 416 415 387

Landscapes 762 762 781 821 793 826 831 836

Percent of funding going to actual 

construction or repair of housing (HIP)

BIA 86% 89% 87% 90% 87% 91% 87% 87%

Number 9,776,283 6,730,742 6,738,485 6,527,627 6,523,182 6,700,177 6,512,830 6,523,182

Total 11,395,076 7,589,958 7,731,557 7,278,564 7,467,131 7,334,729 7,483,284 7,467,131

Percent of construction schedules met within 

the established project timeframe (HIP)

BIA N/A N/A N/A 100% 100% 89% 82% 100%

Number N/A N/A N/A 87 87 78 74 87

Total N/A N/A N/A 87 87 88 90 87
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Strategic Actions Planned through FY 2020 

Fish and Wildlife Service

• Complete compliance audits and inspections on dams, bridges, and facilities with seismic risk as required by law. Any 

deficiencies uncovered will be identified for maintenance, deferred maintenance, or line-item construction.

• Continue maintenance and improvements to visitor facilities, including parking areas, kiosks, interpretive signs, trails, and 

boardwalks. 

• Provide safe and accessible facilities for visitors to view/photograph/learn about archaeological sites, historic structures, and 

historical collections. 

• Invest in the Service’s aviation program to maintain the DOI fleet and improve pilot safety.

National Park Service 

• Prioritize maintenance on the highest-priority assets with a focus on preventing and addressing deferred maintenance and 

critical health and safety needs, in accordance with the NPS Capital Investment Strategy.

• Remove, rehabilitate, and/or replace obsolete employee housing units that are in poor condition. 

• Maintain efforts to preserve and protect cultural resources, including but not limited to stabilization and preservation of historic

and prehistoric structures, protection of archaeological sites, and preservation of museum objects and archival collections.

Bureau of Land Management

• Continue to ensure that BLM’s management approach fully incorporates the Cultural Resource Program. The program is 

responsible for the diverse, culturally significant, and scientifically important aggregation of archaeological sites, historic 

structures, and paleontological resources on public lands. 

• Prioritize Deferred Maintenance and Capital Improvement projects, emphasizing projects that create jobs in local communities,

those that improve recreation access, and those that enhance visitor safety. 

• Work closely with the Federal Highway Administration on Federal Lands Transportation Program, Federal Lands Access 

Programs, and Emergency Relief for Federally Owned Roads to complete high-priority projects to increase public access to 

BLM lands. 

• Protect life, critical infrastructure, and natural and cultural resources through the BLM’s Fire and Aviation Program. Utilize 

mitigation, education, and community assistance programs to partner with local entities, homeowners, and business owners on 

projects to protect homes and the public. The BLM will partner with Rangeland Fire Protection Associations and rural fire 

departments to protect livelihoods, working landscapes, and local economies by conducting fuels management projects and 
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 136

collaborative efforts to create fuel breaks and reduce flammable vegetation to protect homes, communities, and the public in 

wildland-urban interface areas.

Bureau of Reclamation 

• Assess accountability and control issues related to museum property collections. This includes collections of museum 

properties, natural history, and art that are catalogued, preserved, and inventoried in accordance with Federal statutes and 

Departmental directives.

• Develop and establish a mitigation strategy for factors that may have negative impacts on the collection’s condition. 

• Engage law enforcement and install surveillance protections on a continuous basis to prevent theft, destruction, and vandalism 

of artwork collections and archaeological and cultural resources, especially in facilities not managed by Reclamation.

• Review and update curation agreement with National Park Service at Lake Mead National Recreation Area.

Indian Affairs

Trust Services - Natural Resources 

• Continue to assure compliance with applicable cultural resource statutes such as the National Historic Preservation Act, 

Archaeological Resources Protection Act, and the Native American Graves Protection and Repatriation Act (NAGPRA).

• Work with repositories to designate and train staff to be responsible for and improve the day-to-day management of 

museum collections, to ensure the preservation of the collections in perpetuity.

• Continue to catalog and assess museum objects in all repositories.

• Perform mandatory annual inventories to assess the condition of collections and provide accountability. 

OFPSM - Construction 

• Identify areas of risk with the deferred maintenance and annual work plans.

Indian Services - Transportation

• Acquire Transportation Facility Maintenance Management Software that will assist program field units engaged in road 

maintenance activities.

• Continue to update the BIA Roads Maintenance Manual and reassess its applicability to limited field resources.

• Develop guidance to BIA regions and tribal contractors performing the level of service road maintenance assessments 

for deferred maintenance reporting as well as to implement a uniform assessment schedule for field units.
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 137

• Support tribes operating their Road Maintenance program through contracts and agreements by increasing capacity 

through technical assistance improved guidance and performance reporting.

• Continue to monitor the installation of signs addressing load posting deficiencies on BIA-owned bridges.

• Develop the BIA Bridge Inspection handbook, improvement plan, and implementation plan regarding the Bridge 

inspection program.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Bureau of Indian Affairs

Road Maintenance (TPA) 24,303 26,461 26,693 30,307 34,768 35,823 34,893

EQ Program (TPA) 256 256 256 256 256 256 256

Education Construction 55,285 74,501 138,245 133,257 68,855 238,250 68,858

Public Safety and Justice Construction 11,306 11,306 11,306 11,306 10,421 35,310 10,422

Subtotal 91,150 112,524 176,500 175,126 114,300 309,639 114,429

Bureau of Land Management

Cultural Resources Management 15,131 15,131 16,131 16,131 16,365 15,383 15,585

Deferred Maintenance and Capital Improvements 26,995 26,995 31,387 29,201 26,474 24,886 53,826

Annual Maintenance and Operations Cost 38,637 38,637 38,942 39,125 36,344 33,613 39,500

Western Oregon Construction and Acquisition --- --- --- --- --- --- 336

Annual Maintenance and Operations 10,063 9,517 9,602 9,628 6,087 --- 9,642

Subtotal 90,826 90,280 96,062 94,085 85,270 73,882 118,889

Bureau of Reclamation

Water and Related Resources --- --- --- --- 1,139 1,424 1,456

National Park Service

Operation of the National Park System 709,622 718,885 767,804 806,371 789,039 789,039 765,383
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 138

Key Funding Sources (dollars in thousands) 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Actual 2019 Request 2020 Request

Centennial Challenge --- 6,000 9,000 12,000 13,800 13,800 ---

National Recreation and Preservation 18,175 18,236 18,237 18,237 18,237 18,237 16,941

Historic Preservation Fund 23,462 23,463 23,462 23,962 74,463 24,463 13,467

Construction (and Major Maintenance) 102,588 105,614 149,343 173,113 507,406 299,806 204,626

Subtotal 853,847 872,198 967,846 1,033,683 1,402,945 1,145,345 1,000,417

Total 1,035,823 1,075,002 1,240,408 1,302,894 1,603,654 1,530,290 1,235,191
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 139

Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 Years

Goal #3: Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Strategy #2: Provide dependable and efficient information technology

Program Performance Overview: Information Management Technology (IMT) supports every facet of the Department’s diverse 

mission. Employees, volunteers, and the public require modern, reliable, secure, and agile IMT services delivered in a cost-effective 

and transparent manner. The increasing sophistication of cyber-attacks demand increased situational awareness, risk-based 

implementation of technology, demonstrated resilience in critical technologies, and a dynamically trained cybersecurity workforce. 

The Department implements many of the capabilities through the Continuous Diagnostics and Mitigation (CDM) program which 

provides the capabilities and tools that identify, prioritize, and mitigate cybersecurity threats and risks in near real-time. The 

Department must also implement a multitude of security controls to protect its mission-critical High Value Assets (HVAs) information 

systems. Key priorities for the Department will be to strengthen the cybersecurity resiliency of these assets by eliminating

vulnerabilities and isolating HVA assets from the rest of the network. 

The Department’s employees and customers desire a computing experience that allows the user to seamlessly access, integrate, 

analyze, and capture data without sacrificing security. Securing mobile devices is essential for employees and customers to access 

Departmental data and information from any device. The Department is expanding the number of mobile platforms and devices 

supported while protecting and securing the data. Departmental users expect a personalized IT experience that is standardized, 

compatible, and interoperable. With this goal in mind, the Department is developing standard computing and IMT provisioning 

practices for laptops and mobile devices which enables portability of devices. 

The Department also seeks to provide services at a lower cost by consolidating and standardizing IMT services and systems. The 

OMB's Data Center Optimization Initiative (DCOI) aims to reduce annual costs associated with federal data centers, resulting in 

significant cost savings and avoidance. Some of these savings will be used to optimize the IMT services provided by the remaining 

data centers, enabling more cloud computing services and improving public access to information. A primary focus for consolidation 

is the Department's hosting strategy. The goal is to build a ubiquitous computing environment where IMT and Cloud services are 

provided seamlessly and on-demand to the customer. The Department will continue to take advantage of federal-wide contracts for 

optimizing telecommunications and network services. 

The Federal Information Technology Acquisition Reform Act (FITARA) was enacted to clarify executive responsibilities and 

establish accountability for the acquisition and management of resources. Successful implementation of FITARA will lead to more 
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 140

effective management of IMT assets and, in turn, improve the government's ability to serve the public. It will also increase the number 

of successful federal technology programs and accountability of trust in using public funds. 

Public Benefit: Implementing the Continuous Diagnostics and Mitigation (CDM) program and ensuring the protection of the 

Department’s high value assets will greatly enhance the ability to protect any Personally Identifiable Information (PII) that is collected 

and stored as well as increase the dependability and survivability of the information technology that provides essential services to the 

public. Improving network connectivity and expanding the use of mobile devices will allow our employees to more easily obtain the 

tools and data they need to efficiently and effectively perform their mission to serve the public. The Department exchanges 

information with a wide range of the public, from scientists working in remote areas to the family planning their next trip to a national 

park. Today, every government organization and program depend upon the effective and efficient use of IMT assets to securely 

deliver services and manage internal operations.

Strategic Plan Performance Measures 

Strategy: Provide dependable and efficient information technology

Strategic Plan Performance Measures Bureau 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Target 2018 Actual 2019 Target 2020 Target

Percent of unclassified network hardware and 

software assets appropriately authorized and 

managed

PIO N/A N/A N/A 65% 66% 98% 73% 81%

Assets N/A N/A N/A 195,624 198,332 251,216 219,850 205,117

Assets N/A N/A N/A 299,356 299,356 255,240 299,356 254,402

Percent completion of DOI’s Federal 

Information Technology Acquisition Reform 

Act (FITARA) Implementation Plan

PIO N/A N/A N/A 50% 100% 100% 100% 100%

Key actions N/A N/A N/A 11 22 22 22 22

Key actions N/A N/A N/A 22 22 22 22 22

Strategic Actions Planned through FY 2020 

Office of the Chief Information Officer

• Implement Department of Homeland Security Continuous Diagnostics and Mitigation capabilities resulting in automated 

network monitoring, real-time analysis of critical security-related information, and enhanced risk-based decision-making. 

• Protect high value information assets by isolating these assets from the shared computing environment.
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 141

• Improve connectivity, with an emphasis on broadband in remote areas and standardized and streamlined WiFi capabilities. 

• Optimize Data Centers by reducing the total number of data centers, using Trusted Internet Connections, and promoting 

standard services.

• Establish accountability, compliance and risk management functions for improving management of IMT resources. 
Interior Annual Performance Plan and Report Page 142

Appendix A - Major Management Challenges

The following table provides APP&R page references, corresponding action offices, and performance measures that correspond with 

topics in the DOI Office of Inspector General’s (OIG) Report on Major Management Challenges (also referenced in the DOI Agency 

Financial Report).
Interior Annual Performance Plan and Report Page 143

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF 

CONCERN

CORRESPONDING 

GOAL or 

STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU 

OR 

OFFICE

STRATEGIC PLAN PERFORMANCE 

MEASURES

Energy 

Management

Revenue 

collection, 

verification, and 

distribution 

Reduced 

Offsetting 

Collections 

Aging Offshore 

and Onshore 

Infrastructure

Renewable 

energy 

development 

Ensure accurate and 

timely accounting and 

collection of energy 

revenues

Ensure accurate and 

timely management of 

fiduciary trust assets

Promote safe and 

robust oil, gas, coal, 

and renewable energy 

resource development

Provide hydropower 

59-61 

83-90 

44-51 

52-54 

• ONRR

• BOEM

• BSEE

• OST

• BLM

• BOR

• Percent of federal and Indian oil and gas 

revenues disbursed on a timely basis per 

statute ($ Billions) 

• Percent of oil royalty meters (identified as 

high-risk using a risk-based methodology) 

where meter provings will be observed

• Percent of oil and gas revenue transmitted by 

ONRR recorded in the Trust Funds 

Accounting System within 24 hours of 

receipt

• Percent of high priority fluid mineral cases 

that have completed inspection during the 

year.

• Percent of (offshore) high risk production and 

facilities operations inspected.

• Percent of hydropower facilities in good 

condition as measured by the Facility 

Reliability Rating.

• Percent of time that Bureau of Reclamation 

hydroelectric generating units are available to 
Interior Annual Performance Plan and Report Page 144

the interconnected Western electrical system 

during daily peak demand periods. 

• Number of megawatts of approved capacity 

authorized on public land and the Outer 

Continental Shelf for renewable energy 

development while ensuring compliant 

environmental review 

• Amount of hydropower capability (in 

megawatts) installed from 2018 through 2022 

Public Safety and 

Disaster Response

Safety and 

Security on 

Public Lands 

Disaster Response 

Preparedness and 

Management

Infrastructure 

Challenges to 

Safety and 

Services

Ensure public safety 

on our lands

Prepare DOI to 

respond to and 

recover from 

emergencies and 

incidents

Maintain critical DOI 

infrastructure and 

facilities to ensure 

effective operations 

and service delivery 

Manage water 

resources and delivery

102-105 

106-107 

131-138 

27-31 

• OLES

• BIA

• BIE

• BLM

• BOEM

• BOR

• BSEE

• FWS

• NPS

• OSMRE

• OWF

• USGS

• Percent of agencies with an updated law 

enforcement staffing plan 

• Percent of criminal offenses solved by arrest 

(Part 1 Offense Clearance Rate

• Average Interior Readiness (I-READ) Index 

score for emergency preparedness across 

DOI Bureaus/Offices

• Percent of DOI-managed landscape acres that 

are in a desired condition as a result of fire 

management

• Percent of DOI-managed treatments that 

reduce risk to communities that have a 

wildland fire mitigation plan

• Percent of wildfire on DOI-managed 

landscapes where the initial strategy(ies) 

fully succeeded during the initial response 

phase 

• Percent completion of targeted natural 

hazards assessments of very high and highthreat regions of the Nation (Index) 

• Percent completion of targeted landslide 

hazard research 

• Percent completion of coastal and marine 

hazards and subsidence research (Index) 
Interior Annual Performance Plan and Report Page 145

• Percent progress towards optimal monitoring 

capability for natural hazards situational 

awareness (Index)

• Percent of the National Streamflow Network 

(NSN) streamgages that are fully operational

• Percent of priority assets in acceptable 

condition (i.e. meet investment objective) 

• Amount of priority deferred maintenance 

(repair) needs/activities addressed

• Maintain a completion rate of 95% for Safety 

of Dam recommendations 

• Percent of miles of BIA road in acceptable 

condition based on the Service Level Index 

• Percent of BIA bridges in acceptable 

condition based on the Service Level Index 

• Percent of students in BIE school facilities 

that are in acceptable condition as measured 

by the Facilities Condition Index

• Percent of water infrastructure in good 

condition as measured by the Facility 

Reliability Rating (FRR) [high- and 

significant-hazard dams]

Information 

Technology 

Adoption of 

Revised Security 

Standards

Resolution of 

Audit Findings 

and 

Recommendation

s

Recurring 

Findings in 

Provide dependable 

and efficient 

information 

technology 

139-141 • PIO

• BIA

• BLM

• BOEM

• BOR

• BSEE

• FWS

• NPS

• OSMRE

• Progress and plans for effective management 

of IT is discussed using narrative; includes 

Federal Information Technology Acquisition 

Reform Act (FITARA) implementation and 

addressing cybersecurity.

• Percent of unclassified network hardware and 

software assets appropriately authorized and 

managed

• Percent completion of DOI’s Federal 

Information Technology Acquisition Reform 

Act (FITARA) Implementation Plan
Interior Annual Performance Plan and Report Page 146

Vulnerability 

Scanning 

Implementation 

of Continuous 

Monitoring and 

Mitigation 

Programs

Cloud Computing 

Contingency 

Planning and 

Data Backup

Water Programs

Extreme Drought 

Rural Water 

Systems

Expanding Water 

Demand

Rehabilitation and 

Replacement

Manage DOI water 

storage and delivery 

to resolve conflicts 

and expand capacity 

Apply science to land, 

water, and species 

management

27-31 

12-17 

• BOR

• USGS

• BIA

• Amount of acre feet of water conservation 

capacity enabled to help address drought 

• Percent of projects completed in support of 

water management, planning, and predevelopment. 

• Percent completion of targeted land and 

water management research actions

• Millions of people living in targeted 

watersheds covered by completed water 

quality models 

• Percent completion of water quality sampling 

of the Nation's groundwater, streams and 

rivers

• Percent completion of the USGS National 

Water Census baseline

• Percent completion of U.S. aquifer 

groundwater availability baseline studies

• Percent of water infrastructure in good 

condition as measured by the Facility 
Interior Annual Performance Plan and Report Page 147

Reliability Rating (FRR) [high- and 

significant-hazard dams]

Responsibility to 

American Indians 

and Insular Areas

Administration of 

the Land BuyBack Program

Energy 

development and 

management

Indian Country 

schools 

Financial 

management in 

the Insular Areas 

Fulfill fiduciary trust

Strengthen Indian 

education 

Strengthen island 

economies 

83-90 

91-92 

96-98 

• AS-IA

• OST

• BIA

• BIE

• OIA

• Since its inception, the Land Buy-Back 

program has paid landowners approximately 

$900 million and restored the equivalent of 

nearly 1.7 million acres of land to tribal trust 

ownership. 

• Total average gain in earnings of participants 

that obtain unsubsidized employment through 

Job Placement Training programs for tribes 

submitting P.L. 102-477 related reports

• Percent of active, supervised Individual 

Indian Monies (IIM) case records reviewed in 

accordance with regulations

• Increase in the percentage of submitted landinto-trust beneficiaries’ accounts

• Percent of timeliness of financial account 

information provided to trust beneficiaries

• Percent of students attending BIE-funded 

schools completing high school with a 

regular diploma within four years of their 9th

grade entry date

• Difference in the mean GDP per capita in the 

4 US territories compared to the mean GDP 

per capita in the US

• Difference in the residential cost per kilowatt 

hour for power from the national average 

• Percent of Freely Associated States (FAS) 

employment attributable to Office of Insular 

Affairs (OIA) grants and programs 

• Percent of FAS employee compensation 

attributable to OIA grants and programs 
Interior Annual Performance Plan and Report Page 148

Acquisition and 

financial 

assistance

Public Law 93-

638 Contracts 

Staff Training and 

Retention

Support tribal selfgovernance and selfdetermination 80-82 • AS-IA

• BIA

• PAM

• Percent of P.L. 93-638 Title IV contracts 

(Title IV compact agreements) with clean 

audits. 

• Percent of Single Audit Act reports submitted 

during the reporting year for which 

management action decisions on audit or 

recommendations are made within 180 days. 

Climate Effects

Wildland Fire 

Costs and 

Strategy

Impact on 

American Indian 

and Alaska Native 

Tribes

Water scarcity

Impact on Insular 

Areas

Manage wildland fire 

to reduce risk and 

improve ecosystem 

and community 

resilience

Manage DOI water 

storage and delivery 

to resolve conflicts 

and expand capacity 

110-113 

27-31 

• OWF

• BIA

• BOR

• USGS

• OIA

• Percent of DOI-managed landscape acres that 

are in a desired condition as a result of fire 

management objectives

• Percent of DOI-managed treatments that 

reduce risk to communities that have a 

wildland fire mitigation plan

• Percent of wildfire on DOI-managed 

landscapes where the initial strategy(ies) 

fully succeeded during the initial response 

phase 

• Percent of (tribal water) projects completed 

in support of water management, planning, 

and pre-development. 

• Amount of acre feet of water conservation 

capacity enabled to help address drought 

• Percent of projects completed in support of 

water management, planning, and predevelopment. 

• Percent completion of targeted land and 

water management research actions

• Number of people living in targeted 

watersheds covered by completed water 

quality models 

• Percent completion of water quality sampling 

of the Nation's groundwater, streams and 

rivers
Interior Annual Performance Plan and Report Page 149

• Percent completion of the USGS National 

Water Census baseline

• Percent completion of U.S. aquifer 

groundwater availability baseline studies

Operational 

Efficiencies

Hiring, Training, 

and Retaining 

Staff

Park Fees and 

Concessions 

Deferred 

Maintenance and 

Repair

Improve strategic 

hiring, placement and 

retention efforts to 

ensure missioncritical service 

delivery through data 

driven processes and 

increased employee 

engagement efforts

Ensure effective 

collection and 

application of 

recreation fees

Prioritize DOI 

infrastructure needs 

and reduce deferred 

maintenance backlog 

124-125 

62-63 

131-138 

• PHR

• BIA

• BIE

• BLM

• BOEM

• BOR

• BSEE

• FWS

• NPS

• OSMRE

• USGS

• Improvement in the employee engagement 

index for DOI in the Federal Employee 

Viewpoint Survey

• Improvement in DOI’s ranking among large 

agencies in the Partnership for Public 

Services’ Best Places to Work report

• Percent of priority assets in acceptable 

condition (i.e. meet investment objective)

• Amount of priority deferred maintenance 

(repair) needs/activities addressed

• Value of deferred work orders retired ($000)

• Percent of historic structures on DOI 

inventory in good condition as measured by 

the Facility Condition Index 

• Percent of museum collections on DOI 

inventory in good condition 

• Percent of archaeological sites on DOI 

inventory in good condition 

• Maintain a completion rate of 95% for Safety 

of Dam recommendations 

• Percent of miles of BIA road in acceptable 

condition based on the Service Level Index 

• Percent of BIA bridges in acceptable 

condition based on the Service Level Index 

• Percent of students in BIE school facilities 

that are in acceptable condition as measured 

by the Facilities Condition Index 
Interior Annual Performance Plan and Report Page 150

• Percent of water infrastructure in good 

condition as measured by the Facility 

Reliability Rating (FRR) [high- and 

significant-hazard dams]

Workplace culture 

and ethics 

Improve strategic 

hiring, placement and 

retention efforts to 

ensure missioncritical service 

delivery through data 

driven processes and 

increased employee 

engagement efforts

124-125 • PHR

• BIA

• BIE

• BLM

• BOEM

• BOR

• BSEE

• FWS

• NPS

• OSMRE

• USGS

• Employee engagement index for DOI in the 

Federal Employee Viewpoint Survey

• DOI’s ranking among large agencies in the 

Partnership for Public Services’ Best Places 

to Work report
Interior Annual Performance Plan and Report Page 151

Appendix B – Program Evaluations

Program evaluations are an important tool in analyzing the effectiveness and efficiency of the Department’s programs, and in 

evaluating whether the programs are meeting their intended objectives. The Department’s programs are evaluated through a variety of 

means, including performance audits, financial audits, management control reviews, and external reviews from Congress, OMB, 

GAO, OIG, and other organizations, such as the National Academy of Public Administration and the National Academy of Sciences. 

The Department uses self-assessments to verify that performance information and measurement systems are accurate and support the 

Department’s strategic direction and goals. Data collection and reporting processes are further reviewed and improved using customer 

and internal surveys. 

****************************** 

Bureau: BSEE

Title of Program Evaluated: Government Accountability Office - Stronger Leadership Commitment Needed at Interior to Improve 

Offshore Oversight and Internal Management 

Strategic Plan Mission Area: Managing Use of the Nation’s Resources

Purpose of Program Evaluation: The GAO audit examined efforts BSEE leadership has made in implementing key strategic 

initiatives to improve its (1) offshore safety and environmental oversight and (2) internal management. 

Findings / Actions Taken/Planned in Response to Evaluation: GAO found that BSEE leadership has started several key strategic 

initiatives to improve its offshore safety and environmental oversight, but its limited efforts to obtain and incorporate input from 

within the bureau have hindered its progress. Additionally, BSEE leadership has started several key strategic initiatives to improve its 

internal management, but none have been successfully implemented, in part, because of limited leadership commitment. Without 

higher-level oversight within Interior addressing leadership commitment deficiencies within BSEE, the bureau is unlikely to succeed 

in implementing internal management initiatives.

 

Recommendations:

1. The Secretary of the Interior should direct the Assistant Secretary for Land and Minerals Management, who oversees 

BSEE, to establish a mechanism for BSEE management to obtain and incorporate input from bureau personnel and any 

external parties, such as Argonne National Laboratory, that can affect the bureau's ability to achieve its objectives.
Interior Annual Performance Plan and Report Page 152

2. The Secretary of the Interior should direct the Assistant Secretary for Land and Minerals Management, who oversees 

BSEE, to address leadership commitment deficiencies within BSEE, including by implementing internal management 

initiatives and ongoing strategic initiatives (e.g., Enterprise Risk Management and performance measure initiatives) in 

a timely manner.

3. The Secretary of the Interior should direct the BSEE Director to address trust concerns that exist between headquarters 

and the field, BSEE should expand the scope of its employee engagement strategy to incorporate the need to 

communicate quality information throughout the bureau. 

4. The Secretary of the Interior should direct the BSEE Director to increase organizational trust in Integrity and 

Professional Responsibility Advisor (IPRA) activities, BSEE should assess and amend IPRA guidance to clarify (1) 

severity threshold criteria for referring allegations of misconduct to the IG and (2) its reporting chain. 

Actions taken: BSEE is taking and has completed the following actions to address the GAO recommendations. 

1. Recommendation 1 is being addressed with human capital strategic actions, public affairs communication plans, 

employee engagement handbook, and outreach efforts through a change management initiative. 

2. BSEE initiated a new ERM cycle this year which will benefit from the findings and lessons learned from the previous 

cycle. A cross-bureau team will meet in March 2019 to reassess the bureau's strategic and cross-cutting risks. In the 

case of performance measurement, BSEE made developed additional measures for GPRAMA reporting as well as 

integrating the performance measure approach with the Director's "vital statistics" initiative, which has led to the 

development of quarterly reports and recent establishment of vital statistics committees to dive deeper into the analysis 

of the information. An additional management initiative is the bureau's Risk-Based Inspection Program, which was 

formalized in in March 2018 through issuance of a bureau directive. BSEE conducted two rounds of PerformanceBased Risk Inspections (cranes, fired vessels) and Facility-Based Risk Inspections on 3 facilities in 2018, and 

additional inspections are planned for 2019. BSEE is finalizing a report for release in March that summarizes progress 

to date and the lessons learned from the Risk-Based Inspections Program since issuance of the bureau directive. 

Finally, BSEE has developed two new GPRAMA performance measures related to its Risk-Based Inspection program, 

specifically (1) the percentage of high-risk drilling rigs and well workover operations inspected and (2) the percentage 

of high-risk production facilities and operations inspected. 

3. Recommendation 3 is being addressed with human capital strategic actions, public affairs communication plans, 

employee engagement handbook, and outreach efforts through a change management initiative. 

4. BSEE updated case reporting requirements for the IPRA by issuing an Information Memorandum to bureau staff on 

May 18, 2017, that clarifies applicable guidance on what to do and how to report allegations of employee misconduct. 

The May 18, 2017, guidance memorandum supersedes the Case Reporting Requirements Information Memorandum 
Interior Annual Performance Plan and Report Page 153

dated October 19, 2015. The updated guidance eliminates the previous requirement for review and assessment by the 

IPRA Board, composed of the IPRA, the head of Human Resources, and the Deputy Director. Instead, the IPRA is 

responsible for investigating allegations of serious misconduct involving any employee not accepted for investigation 

by the OIG. The IPRA manages the process by which allegations of misconduct are reported to the IPRA and 

investigated, and the dissemination of results to the appropriate officials. 

For Copy Contact: (Name, Email, Telephone): Molly Madden, molly.madden@bsee.gov 202-219-7271 

****************************** 

Bureau: FWS

Title of Program Evaluated: National Fish Hatchery System (NFHS) Propagation Program Analysis 

Strategic Plan Mission Area: Expanding Outdoor Recreation and Access 

Purpose of Program Evaluation: Outcome Evaluation - To evaluate key NFHS propagation programs to determine their 

effectiveness in meeting objectives for restoration and recovery.

Findings / Actions Taken/Planned in Response to Evaluation: Findings for Lake Trout and Lahontan Cutthroat Trout propagation 

programs were the basis of the following actions: 1) Lake trout restoration stocking was discontinued in Lake Superior (as natural 

reproduction was successfully restored), and 2) Lahontan Cutthroat Trout propagation will continue its significant contribution to 

recovery efforts. 

For Copy Contact: (Name, Email, Telephone): Nate Wilke, Nathan_wilke@fws.gov 703-358-2463 

****************************** 

Bureau: FWS

Title of Program Evaluated: Business Management Operations – Denver 

Strategic Plan Mission Area: Modernizing Our Organization and Infrastructure for the Next 100 Years 
Interior Annual Performance Plan and Report Page 154

Purpose of Program Evaluation: External Annual Financial Audit - The objective of an audit of consolidated financial statements is 

the expression of an opinion as to whether the presentation of the consolidated financial statements, taken as a whole, which have been 

prepared by management with the oversight of those charged with governance, conforms to U.S. generally accepted accounting 

principles. 

Findings / Actions Taken/Planned in Response to Evaluation: Corrective Action Plans are developed and implemented for all 

Notices of Findings and Recommendations (NFR) issued by the auditors. 

• NFR 2016-403 Manual Journal Voucher Review 

• NFR-2016-002R Timeliness of Property, Plant, and Equipment Additions and Disposals 

• NFR-2016-401 Grant Accrual 

For Copy Contact: (Name, Email, Telephone): Michael Sciortino, Michael_Sciortino@fws.gov 703-358-2054 

****************************** 

Bureau: FWS

Title of Program Evaluated: Business Management Operations – Contracting and General Services 

Strategic Plan Mission Area: Modernizing Our Organization and Infrastructure for the Next 100 Years 

Purpose of Program Evaluation: OMB A-123 Appendix A Review Internal controls that Management has determined to be 

properly designed must be tested to determine whether they are operating effectively. The following sub-process is a program that 

BMO is responsible for: Acquisition Management Review. 

Findings / Actions Taken/Planned in Response to Evaluation: Corrective Action Plans are developed and implemented for all 

Summaries of Findings and Recommendations drafted by staff that completed the current year’s testing cycle. 

For Copy Contact: (Name, Email, Telephone): Kristin Young, Kristin_Young@fws.gov 703-358-2176 

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Bureau: FWS
Interior Annual Performance Plan and Report Page 155

Title of Program Evaluated: Business Management Operations – Contracting and General Services 

Strategic Plan Mission Area: Modernizing Our Organization and Infrastructure for the Next 100 Years 

Purpose of Program Evaluation: OMB A-123 Appendix A Review internal controls that Management has determined to be 

properly designed must be tested to determine whether they are operating effectively. The following sub-process is a program that 

BMO is responsible for: Personal Property (including Fleet), Space Leasing, and Quarters Management. Annual reviews (remote and 

on-site) are performed to evaluate Regional and Headquarters’ compliance with property management policies.

Findings / Actions Taken/Planned in Response to Evaluation: Corrective Action Plans are developed and implemented for all 

Summaries of Findings and Recommendations drafted by staff that completed the current year’s testing cycle. 

For Copy Contact: (Name, Email, Telephone): Kristin Young, Kristin_Young@fws.gov 703-358-2176 

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Bureau: FWS

Title of Program Evaluated: Business Management Operations – Contracting and General Services 

Strategic Plan Mission Area: Modernizing Our Organization and Infrastructure for the Next 100 Years 

Purpose of Program Evaluation: FY 2017 Government Accountability Office (GAO) review of the DOI Heavy Equipment property 

management inventory and processes. 

Findings / Actions Taken/Planned in Response to Evaluation: GAO report is not yet final. FWS expects findings for incomplete 

acquisition justification documents. Corrective action plan has already been initiated via updated policy and guidance.

For Copy Contact: (Name, Email, Telephone): Kristin Young, Kristin_Young@fws.gov 703-358-2176 

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Bureau: FWS

Title of Program Evaluated: Business Management Operations – Contracting and General Services 
Interior Annual Performance Plan and Report Page 156

Strategic Plan Mission Area: Modernizing Our Organization and Infrastructure for the Next 100 Years 

Purpose of Program Evaluation: FY 2017 DOI Office of the Inspector General (OIG) review of the DOI Fleet property 

management inventory and processes. 

Findings / Actions Taken/Planned in Response to Evaluation: OIG evaluation is ongoing. 

For Copy Contact: (Name, Email, Telephone): Kristin Young, Kristin_Young@fws.gov 703-358-2176 

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Bureau: FWS

Title of Program Evaluated: Wildlife and Sport Fish Restoration Program

Strategic Plan Mission Area: Conserving Our Land and Water; Generating Revenue and Utilizing Our Natural Resources; 

Expanding Outdoor Recreation and Access 

Purpose of Program Evaluation: Independent Auditors' Biennial Report on the Audit of Expenditures and Obligations Used by the 

Secretary of the Interior in the Administration of the Wildlife and Sport Fish Restoration Programs Improvement Act of 2000 for 

Fiscal Years 2015 through 2016 Report No. 2016-FIN-074. The objective of the work was to determine whether expenditures and 

obligations used by the Secretary as reported by the U.S. Fish and Wildlife Service (FWS) in administering the Act for FYs 2015 and 

2016 were appropriate, adequately supported by appropriate documentation, and complied with administrative requirements of the 

Act. This performance audit did not constitute an audit of financial statements in accordance with government auditing standards. The 

independent auditor was not engaged to and did not render an opinion on the Department of the Interior’s or FWS’s internal controls 

over financial reporting or over financial management systems (for purposes of the Office of Management and Budget’s Circular No. 

A-127, Financial Management Systems, dated July 23, 1993, as revised). 

Findings / Actions Taken/Planned in Response to Evaluation: 

1. Internal controls were not operating effectively to ensure that non-payroll costs were accurately recorded. In particular: 

• One of 108 transactions sampled for 2015 for non-payroll transactions was posted to the wrong grant program. 

• Three of 108 transactions for travel for 2015 were not allocated between the appropriate grant programs. 

• One of 108 transactions for travel for 2015 was posted to the wrong grant program. 

• Two of 118 transactions for travel for 2016 were not allocated between the appropriate grant programs. 
Interior Annual Performance Plan and Report Page 157

• Two transactions for travel for 2016 were posted to the wrong grant programs. 

2. Policy and procedures were not effective to ensure full compliance with Act provisions and to ensure that funds for WR/SFR 

programs would be used only for purposes allowable by the Act. We identified these instances of non-compliance: 

• FWS’s practice for charging personnel time did not fully comply with provisions of the Act. These provisions limit 

personnel who can charge time to the Act to only full-time staff members who spend 100 percent of their time 

managing the Act or part-time staff members who do so for at least 20 hours a week (repeat finding). 

• $559 allocated to the Act for support costs was not allowed because the funds were not directly attributable to 

administering the Act. 

• $332,952 allocated to the Act for overhead by regions was not allowed because the funds were either already assessed 

or should have been assessed to the Act by FWS HQ through its cost allocation methodology process. 

• $2,075 in travel costs were not allowed because they did not directly relate to managing WR/SFR grants. 

• $38,231 in travel costs was not appropriate because they included personal travel at government expense. 

FWS continued its efforts to strengthen controls and comply with the Act’s provisions through training, monitoring, and other 

management initiatives. Continued diligence is required for full compliance and to ensure that funds for the programs are used only 

for purposes allowable by the Act. 

For Copy Contact: (Name, Email, Telephone): Stephen Lee, Stephen_lee@fws.gov 703-358-1738 

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Bureau: FWS

Title of Program Evaluated: Ecological Services

Strategic Plan Mission Area: Conserving Our Land and Water 

Purpose of Program Evaluation: The Government Accountability Office (GAO) was asked to review deadline litigation brought 

under Section 4 of the ESA. The report examines (1) the number and scope of deadline suits filed against the Services during fiscal 

years 2005 through 2015 under Section 4 of the ESA, and (2) the outcomes of these suits and the effect, if any, the suits had on the 

Service’s implementation of the Section 4 programs. GAO-17-304 
Interior Annual Performance Plan and Report Page 158

Findings / Actions Taken/Planned in Response to Evaluation: FWS has initiated several changes to help improve Section 4 

program implementation, including developing a 7-year work plan that prioritizes the order for completing overdue actions and 

revising information requirements for listing petitions.

For Copy Contact: (Name, Email, Telephone): Bridget Fahey, bridget_fahey@fws.gov 703-358-2163 

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Bureau: FWS

Title of Program Evaluated: Ecological Services

Strategic Plan Mission Area: Conserving Our Land and Water 

Purpose of Program Evaluation: To help improve FWS's ability to evaluate the effectiveness of its compensatory mitigation 

strategies and ensure that the agency appropriately plans the obligations necessary for this purpose. GAO-17-154 

Findings / Actions Taken/Planned in Response to Evaluation: The U.S. Fish and Wildlife Service will establish a timetable with 

milestones for modifying the RIBITS database to incorporate FWS's in-lieu fee program information.

For Copy Contact: (Name, Email, Telephone): Craig Aubrey, craig_aubrey@fws.gov 703-358-2442 

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Bureau: FWS

Title of Program Evaluated: Midway Atoll National Wildlife Refuge (NWR)

Strategic Plan Mission Area: Fulfilling our Trust and Insular Responsibilities 

Purpose of Program Evaluation: To fulfill the secretarial order's directive that FWS manage Midway in accordance with the 

National Historic Preservation Act (NHPA), to ensure that the public, including key parties that have previously expressed interest in 

historic preservation issues on Midway, are notified about future FWS undertakings that may have an adverse effect on historic 

properties so that they have an opportunity to provide comment and input. GAO-16-382 
Interior Annual Performance Plan and Report Page 159

Findings / Actions Taken/Planned in Response to Evaluation: The FWS Cultural Resources Team, as part of their responsibilities 

in support of NHPA, developed and will maintain a database of historic resources that tracks maintenance/preservation actions, dates, 

costs, and participants. 

For Copy Contact: (Name, Email, Telephone): Bob Peyton, Midway Refuge Manager, Bob_peyton@fws.gov 808-954-4818 

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Bureau: FWS

Title of Program Evaluated: Wildlife and Sport Fish Restoration Program 

Strategic Plan Mission Area: Modernizing Our Organization and Infrastructure for the Next 100 Years

Purpose of Program Evaluation: To improve transparency in the grant merit-review process 

Findings / Actions Taken/Planned in Response to Evaluation: The Service issued an update to the ‘Notice of Funding Opportunity 

(NOFO) Template’ that all programs use for developing program-specific NOFOs. Also, developed new guidance ‘Establishing 

Written Application Review and Selection Procedures’ that ensures discretionary programs include all the required elements from 2 

CFR 200, Departmental policy, and other best practices in their written procedures.

For Copy Contact: (Name, Email, Telephone): Jean Kvasnicka, Jean_kvasnicka@fws.gov 703-358-1738 
Interior Annual Performance Plan and Report Page 160

Appendix C – Acronym List

21CSC 21st Century Conservation Service Corps DOE Department of Energy

AAR After Action Report DOI Department of the Interior

AGO America’s Great Outdoors DOL Department of Labor

APD Application for Permit to Drill DRR Dam Reliability Rating

API Asset Priority Index EHP Earthquake Hazard Program

APIPA Association of Pacific Island Public Auditors EPA Environmental Protection Agency

APP Annual Performance Plan ERP Energy Resource Program

APP&R Annual Performance Plan and Report ESP Environmental Studies Program

APR Annual Performance Report FASS-CMS Financial Assistance and Social 

ARPA Archeological Resources Protection Act Services – Case Management System

ARRA America Recovery and Reinvestment Act FCI Facilities Condition Index

AS-IA Assistant Secretary for Indian Affairs FELD Forum on Economic and Labor Development

AS-PMB Assistant Secretary for Policy, Management, and 

Budget

FERC Federal Energy Regulatory Commission

FLETC Federal Law Enforcement Training Center

AYP Adequate Yearly Progress FPPS Federal Personnel Payroll System

BEA U.S. Bureau of Economic Analysis FRPP Federal Real Property Profile

BIA Bureau of Indian Affairs FRR Facility Reliability Rating

BIE Bureau of Indian Education FWS Fish and Wildlife Service

BIMD Biological Information and Management 

Delivery

GAM Geographic Analysis and Monitoring

GAO Government Accountability Office

BLM Bureau of Land Management GDP Gross Domestic Product

BOEM Bureau of Ocean Energy Management GIS Geographic Information System

BOEMRE Bureau of Ocean Energy Management, 

Regulation, and Enforcement

GLAS Guaranteed Loan Accounting System

GPRA Government Performance Results Act

BOR Bureau of Reclamation GPS Geospatial Positioning System

BSEE Bureau of Safety and Environmental 

Enforcement

GRP Groundwater Resources Program

GSN Global Seismographic Network

CA Commoditization Agreement HHS Department of Health and Human Services

CBRS Coastal Barrier Resources System HIP Housing Improvement Plan

CCS Cuts, Consolidations, and Savings HMA Herd Management Area

CERCLA Comprehensive Environmental Response, 

Compensation, and Liability Act

HPPG High Priority Performance Goal

ICQS Incident Qualification Certification System

CFR Comprehensive Facility Review ICWA Indian Child Welfare Act

CFR Code of Federal Regulations IGFOA Island Government Finance Officers’ 

CFS Cubic Foot per Second Association

CHF Central Hazardous Materials Fund IIM Individual Indian Money

CLEO Conservation Law Enforcement Officer ILCO Indian Land Consolidation Office

CMGP Coastal and Marine Geology Program ILCP Indian Land Consolidation Program

CNMI Commonwealth of the Northern Mariana Islands IMARS Incident Management Analysis Reporting 

COP Construction and Operations Plan System

CR Continuing Resolution I-READ Interior Readiness

CSC Climate Science Center JOA Job Opportunity Announcement

CTM Comprehensive Trust Management JP&T Job Placement and Training

CWP Cooperative Water Program LCC Landscape Conservation Cooperative

CWS Community Water Systems LEO Law Enforcement Officer
Interior Annual Performance Plan and Report Page 161

LH Labor Hours OSMRE Office of Surface Mining Reclamation and 

LHP Landslide Hazard Program Enforcement

LIDAR Light Detection And Ranging OST Office of Special Trustee

LRS Land Remote Sensing OWFM Office of Wildland Fire Management

LTRO Land Title and Records Office OMT Operations Management Tool

MCO Mission Critical Occupation ONRR Office of Natural Resources Revenue

MMBF Million Board Feet OPM Office of Personnel Management

MR&R Major Rehabilitations and Replacements PAM Office of Acquisitions and Property 

MRP Mineral Resource Program Management

MTS Mineral Tracking System PEP Office of Environmental Policy and Compliance

NAGPRA Native American Graves Protection and 

Repatriation Act 

PFM Office of Financial Management

NAWQA National Water Quality Assessment Program PFR Periodic Facility Review

PG Priority Goal

NCCWSC National Climate Change and Wildlife 

Science Center

PHR Office of Human Resources

NCGMP National Geologic Map Database PIO Office of the Chief Information Officer

PNH Office of Native Hawaiian Relations

NCLB No Child Left Behind Act of 2001 PYGO Office of Youth in the Great Outdoors

NEPA National Environmental Policy Act R&D Research and Development

NERC North American Electric Reliability 

Corporation

REA Rapid Eco-regional Assessment

NFHS National Fish Hatchery System RO&M Review of Operation and Maintenance

ROW Right of Way

NHPA National Historic Preservation Act RP Revised Program

NIBRS National Incident Based Reporting System SMART Sustain and Manage America’s Resources 

NIMS National Incident Management System for Tomorrow

NLCD National Land Cover Database SMCRA Surface Mining Control and Reclamation 

NOAA National Oceanic and Atmospheric Act of 1977

Administration

NPS National Park Service STEM Science, Technology, Engineering and 

Mathematics

NREL National Renewable Energy Lab T&E Threatened and Endangered

NSIP National Streamflow Information Program T&M Time and Materials

NTTP National Technical Training Program TAOS Technical Assessment & Operations Support

NWRS National Wildlife Refuge System TFAS Trust Financial Accounting System

O&C Oregon and California TLOA Tribal Law Enforcement Act

O&M Operations and Maintenance USDA U.S. Department of Agriculture

OCS Outer Continental Shelf USERRA Uniformed Services Employment and 

OEPC Office of Environmental Policy and Reemployment Rights Act

Compliance

OIA Office of Insular Affairs USGS U.S. Geological Survey

VHP Volcano Hazard Program

OIG Office of the Inspector General VRM Visual Resource Management

OJS Office of Justice Services WECC Western Electricity Coordinating Council

OLES Office of Law Enforcement and Security WRIA Water Resource Inventory Analysis

OMB Office of Management and Budget WUI Wildland-Urban Interface
Interior Annual Performance Plan and Report Page 162