U.S. Department of the Interior

2018/2019 Annual Performance Plan

& 2017 Report (APP&R)

March 8, 2018
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Table of Contents

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

Bureau and Office Summaries...................................................................................................................... 5

Use of Evidence and Data Accuracy and Reliability ...................................................................................... 8

How to Use the Annual Performance Plan & Report..................................................................................10

FY 2018-2022 Strategic Plan Framework....................................................................................................11

Mission Area 1: Conserving Our Land and Water......................................................................................12

Mission Area 2: Generating Revenue and Utilizing Our Natural Resources..............................................41

Mission Area 3: Expanding Outdoor Recreation and Access.....................................................................68

Mission Area 4: Fulfilling Our Trust Responsibilities..................................................................................78

Mission Area 5: Protecting Our People and the Border ............................................................................99

Mission Area 6: Modernizing Our Organization and Infrastructure for the Next 100 Years...................116

Appendix A: Major Management Challenges..........................................................................................136

Appendix B – Program Evaluations...........................................................................................................148

Appendix C – Acronym List .......................................................................................................................158
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Introduction

The Department of the Interior 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, 

creates 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 providing access to 

more over 480 million surface acres of public lands, 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 Bureau of Land 

Management public lands. It manages resources that supply 30 percent of the Nation’s energy,

supplies and manages water in the 17 Western states, supplies 15 percent of the Nation’s

hydropower energy, and upholds Federal trust responsibilities to 573 federally recognized Indian

tribes and Alaska Native villages. The Department is responsible for migratory bird and 

wildlife conservation, historic restoration, mapping, geological, hydrological, and biological

science for the Nation, and financial and technical assistance for the insular areas.

The Department of the Interior strives to fulfill a vision to:

• Promote energy dominance and critical minerals development to create jobs for Americans, 

insulate our nation from volatile political developments overseas, provide additional energy 

security to allies via surplus domestic supply, and generate revenue for all levels of 

government so they in turn have the resources to better serve the American people.

• Increase access to outdoor recreation opportunities for all Americans so that our people can 

be healthier, more fully enjoy the wonderful features of their federal lands, and take 

advantage of hunting, fishing, and other outdoor recreation pursuits that are the roots of 

the conservation movement.

• Enhance conservation stewardship whereby all levels of government and private 

landowners work cooperatively together in an atmosphere of mutual respect to achieve 

shared natural resource management goals across landscapes.

• Improve management of species and their habitats by focusing our financial and staff 

resources on improving the status of our nation’s fish and wildlife and the healthy habitats 

that support them, and by streamlining bureaucracy to help us spend relatively more of our 

funding productively on the ground to better meet societal needs and our own natural 

resource management responsibilities.

• Uphold trust and related responsibilities, recognizing the importance of government-togovernment relationships with Indian tribes, Alaska Natives, and insular areas, and 

respecting self-determination and sovereignty.

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. This edition of the APP&R accompanies the FY 2018-2022 
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Strategic Plan, reflecting the proposed updated mission areas, goals, and strategic objectives, with 

corresponding key performance indicators. 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; and

  Managing working landscapes to support sustainable 

livestock grazing operations; and timber and biomass 

production.

  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 over 3,000 active fluid mineral leases on over

16 million OCS acres;

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

the oil produced domestically; and

 Oversees lease and grant issuance for off shore renewable 

energy projects. 

 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 decision.

 Produces topographic, geologic, hydrographic, and 

biogeographic data and maps.
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Bureau and Office Summaries

Bureau of Safety and Environmental Enforcement 

(BSEE)

 Fosters secure and reliable energy production from the 

1.7 billion acre US 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 855 million-acre 

National Wildlife Refuge System, primarily for the benefit of 

fish and wildlife.

 Manages 73 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 48 million visitors annually at more than 560 

refuges located in all 50 states and 38 wetland management 

districts.

Indian Affairs (IA)

 Fulfills Indian trust responsibilities.

 Promotes self-determination on behalf of 573 federally 

recognized Indian Tribes.

 Funds self-determination compact and contracts to 

support all Federal programs including education, law 

enforcement, and social service programs that are delivered by 

Tribal Nations.

 Supports 183 elementary and secondary schools and 

dormitories, providing educational services to approximately 

48,000 students in 23 states.

 Supports 32 community colleges, universities, postsecondary schools, and technical colleges.

Note: IA includes the Bureau of Indian Affairs (BIA) and the 

Bureau of Indian Education (BIE)
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Bureau and Office Summaries

National Park Service (NPS) 

 Maintains and manages a system of 417 natural, cultural, 

and recreational sites for the benefit and enjoyment of the 

American people.

 Manages and protects over 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 324 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.

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: contains the Office of Insular Affairs and the 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, Performance and Acquisition;

  Public Safety, Resource Protection, and Emergency 

Services;

  Natural Resources Revenue Management;

  Human Capital and Diversity;

  Technology, Information and Business Services;

  Policy and Environmental Management 

 Office of Inspector General 

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

Departmental bureaus and offices use data from multiple sources as evidence in supporting the 

Annual Performance Plan & Report (APP&R). The Department ensures the accuracy and reliability 

of the performance data in its APP&R and in measuring progress towards its Agency Priority Goals, 

in accordance with the five data quality specifications in the GPRA Modernization Act of 2010 

including:

• 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 are 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). Bureau heads confirm in writing the validity of their data. In the case of 

Agency Priority (Performance) Goals, bureau heads personally present their data on a 

quarterly basis to the senior Departmental leadership.

• Sources for the data: Program managers provide evidence in the form of 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 http://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 data 

is that considered necessary to provide a reasonable representation of the degree of 

progress made relative to a target or goal for discussion purposes, so as to help:

o determine if the progress is considered adequate

o explain why the goal is being achieved or not

o determine if any further study or evaluation is needed to diagnose problems or 

determine how to better achieve the goal; and

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

management, or 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 description in http://www.performance.gov/. However, based on multiple 

review levels and accuracy certifications, these limitations are not significant. 
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• 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 is described/documented in data measurement 

templates posted on the OMB MAX website, or described in each Agency Priority 

(Performance) Goal on http://www.performance.gov/. Along with the bureau head’s 

official assurance of employing the data verification and validation standards, submitted 

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

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

bureau or office, the data are reviewed within their 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. Past 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 are made publicly available 

through http://www.performance.gov/. Annual performance plan and report data are provided 

with historical, organizational, and supporting context to provide the reader with a fuller 

perspective of the data and are 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 (APP&R) 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 of each contributing bureau and program to present the progress made and plans for 

achieving each goal. Each section contains six 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 2017 accomplishments, risks, and major 

management challenges.

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 2013 through FY 2017. In addition, 

performance targets are provided for FY’s 2017, 2018, and 2019. 

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 is provided for FY 2013

through FY 2017. Target data is provided for FY’s 2017, 2018, and FY 2019.

6. Strategic Actions Planned through FY 2019 – this section contains a bulleted list of strategic 

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

of FY 2019 to attain the performance targets associated with the Department’s FY 2019

budget request, explaining any deviations from historical performance and from the FY 

2018 plans.

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 2013 through FY 2017. For planning purposes, amounts for FY 2018 are 

based on an estimated full year continuing resolution and amounts for FY 2019 are based on 

the President’s Budget Request. The amounts presented in this APP&R do not reflect the 

Budget Policy Addendum for FY 2019, which includes an increase for the National Park 

Service, Operation of the National Park System of $270.9 million. 
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 public 

receives fair 

market value for 

resources; and 

recover costs 

where appropriate

Ensure energy and 

economic security 

for America

Ensure access to 

mineral resources

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 partners in 

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 12

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

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Mission Area 1: Conserving Our Land and Water

Goal #1: Utilize science in land, water, species, and habitat management supporting decisions

and activities

Strategy #1: Apply science to land, water, and species management

Program Performance Overview: Overall, performance improved from FY 2016 to FY 2017, with seven of eight strategic plan measures 

improving performance or remaining level. Performance between 2017 and 2018 was mixed, with water measures improving. 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 and policy makers for decision-making.

Performance in the monitoring and assessing of the Nation’s water availability and quality shows steady improvement from FY 2013 

through FY 2019. 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 seeks to understand the Nation’s urgent environmental, natural resource, and economic challenges through 

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; prevent or control invasive species and 

wildlife disease outbreaks; and apply decision science so that management and policy actions will be transparent and durable.

The USGS conducts monitoring, assessments, and research in order 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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent completion of targeted 

land and water management 

research actions

USGS N/A N/A N/A 100% 100% 100% 100% 14%

N/A N/A N/A 1 7 7 7 1

N/A N/A N/A 1 7 7 7 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 N/A 35%

N/A N/A 0 0 0 0 0 108

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

Percent completion of planned 

water quality sampling and 

studies for the Nation's 

groundwater, streams and 

rivers

USGS N/A 11% 22% 35% 47% 47% 59% 66%

Percent completion of the USGS 

National Water Census baseline

USGS N/A N/A N/A N/A 0% 0% 10% 30%

Percent completion of U.S. 

aquifer groundwater availability 

baseline studies 

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

N/A N/A 10 11 12 12 14 14

N/A N/A 40 40 40 40 40 40

Percent completion of targeted 

species management research 

actions

USGS N/A N/A N/A N/A 100% 100% 100% 20%

N/A N/A N/A N/A 5 5 5 1

N/A N/A N/A N/A 5 5 5 5

Percent completion of targeted 

biological threats research 

actions

USGS N/A N/A N/A 100% 100% 100% 100% 91%

N/A N/A N/A 9 11 11 11 10

N/A N/A N/A 9 11 11 11 11

Percent completion of 

collaborative research projects 

on effects to fish and wildlife 

habitat from changing 

conditions

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

N/A N/A 41 55 45 45 20 6

N/A N/A 41 55 50 50 30 6
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

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Supporting Performance Measures

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

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 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 N/A 9% 18% 18% 19% 19%

N/A N/A N/A 15 30 30 32 32

N/A N/A N/A 168 168 168 168 168

Percent of Cooperative 

Research Units fully operational

USGS 81% 78% 78% 79% 71% 71% 71% N/A

96 93 93 94 84 84 84 0

119 119 119 119 119 119 119 119

Strategic Actions Planned through FY 2019

U.S. Geological Survey

• Work collaboratively with Interior bureaus and other federal, state, and tribal agencies to provide information, tools, and 

technologies to conserve species and habitats to avoid the need for federal protection. Assess wildlife populations, life histories, 

and factors affecting at-risk, and threatened and endangered species. 

• Facilitate enhanced recreational, commercial, and subsistence fisheries in large river systems by designing more effective fish 

passage structures and evaluating outcome of dam removal. 

• Reduce fire risk to communities by developing new methods to control fuel loads, understand factors influencing fire movement, 

identifying factors causing loss of homes and habitat, and developing strategies to protect communities and fish and wildlife

species. 

• Provide science to protect, manage, and rebuild coastal ecosystems by developing tools, data, and technologies that protect lives 

and infrastructure during coastal storms and support recreational and commercial fisheries, create jobs, and support local 

communities.

• Measure and analyze water use information 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 two, and continue work on the remaining seven, regional groundwater availability studies, providing resource managers 

more information and new tools to understand groundwater resources and make management decisions in their area.
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

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• Begin assessment of water quality in alluvial aquifers across the country as well as continued sampling of NAWQA trend networks.

• Publish National Water Use compilation trends report. The USGS has published this report every five years since 1950.

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

represent coastal basins, large inland rivers, and small (generally less than 100 mi2

) agricultural, urban, and minimally disturbed 

reference watersheds.

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

and important principal aquifers. 

• 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.

• Continue providing the science needed to better understand the factors and implications of drought, flooding, wildfire, and other 

extreme events; coastal resources; invasive species; high priority species, communities, and ecosystems; and maintaining 

sustainable harvests of fish and wildlife.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 

Request

2013 - 2019 

Trend

U.S. Geological Survey

Status and Trends 20,473 20,473 20,473 20,473 20,473 20,334 11,325

Fisheries Program 20,886 20,886 20,886 20,886 21,136 20,992 9,701

Wildlife Program 44,252 44,757 45,257 45,757 46,007 45,695 33,440

Environments Program 34,024 36,244 36,224 38,415 37,415 37,161 24,569

Invasive Species 12,080 13,080 16,830 17,330 17,330 17,212 17,096

Cooperative Research Units 17,371 17,371 17,371 17,371 17,371 17,253 ---

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 --- --- --- --- --- 25,163 12,989
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

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Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 

Request

2013 - 2019 

Trend

Water Availability and Use Science Program --- 16,846 22,360 22,360 24,360 29,045 19,623

National Water Quality Program --- 50,770 50,772 50,722 50,722 50,722 44,196

Total 149,086 244,162 256,908 259,749 260,149 263,577 172,939
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

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Mission Area 1: Conserving Our Land and Water

Goal #1: Utilize science in land, water, species and habitat management supporting 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: Land and water health and wildlife management performance measures showed generally stable

performance trends over the past several years. Programs that were able to sustain performance generally did so because of redirection 

of resources to higher priority activities, multi-year efforts coming to fruition in 2013-2016, or sustained results from prior-year efforts 

remaining intact. In 2016 resources increased as a result of additional funds made available to help celebrate the National Park Services’ 

Centennial (1916-2016). There is some potential for declining performance due to the limited ability to address the risk of pervasive and 

persistent problems, such as invasive species. Performance in maintaining and preserving migratory birds, fish populations, and 

endangered species is positive.

More recently in 2017, the Department met or exceeded the performance targets on 8 of the 10 measures targeted in 2017 in these two 

strategies to improve land and water health and recover and sustain species. Favorable weather, the ability to redirect funds to priority 

projects, additional partner support, and the deployment of invasives species strike teams and volunteers led to better-than-expected 

performance in many areas. 

Public Benefit: Protecting America’s land, water and natural resources is among the Department’s most important conservation goals. 

The Department provides stewardship for over 500 million 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 regarding decisions that impact public and private 

lands and waters and fish and wildlife resources.
Conserving Our Land and Water Utilize Science in Land, Water, Species, and Habitat Management

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Strategic Plan Performance Measures 

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

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of DOI acres that have 

achieved desired conditions 

where condition is known and 

as specified in management 

plans

DOI 74.5% 76.7% 78.1% 78.2% 78.6% 82.5% 89.3% 87.3%

324,908,501 353,869,240 360,116,825 361,651,952 363,234,879 472,556,098 746,623,779 736,796,598

436,341,566 461,495,700 461,325,882 462,520,691 462,189,543 572,940,348 836,053,382 844,053,382

BLM 62.6% 62.6% 62.8% 63.1% 63.7% 63.4% 66.1% 64.1%

155,210,537 155,317,905 155,861,568 156,434,421 158,000,000 157,120,885 158,600,000 159,000,000

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

FWS 93.8% 93.4% 97.3% 97.7% 97.8% 98.7% 99.6% 97.6%

140,741,380 140,150,828 145,791,353 145,948,626 146,229,364 246,396,015 518,693,756 508,319,881

150,050,843 150,059,055 149,889,237 149,426,338 149,546,808 249,712,459 520,825,493 520,825,493

NPS 75.6% 92.1% 92.2% 91.1% 91.3% 91.8% 92.2% 92.4%

28,956,584 58,400,507 58,463,904 59,268,905 59,005,515 69,039,198 69,330,023 69,476,717

38,290,723 63,436,645 63,436,645 65,094,353 64,642,735 75,227,889 75,227,889 75,227,889

Percent of DOI riparian 

(stream/shoreline) miles that 

have achieved desired 

conditions where condition is 

known and as specified in 

management plans

DOI 93.8% 89.3% 89.4% 89.6% 89.6% 89.6% 89.2% 88.0%

444,235 442,707 443,433 443,890 444,313 444,391 443,721 437,514

473,643 495,851 495,764 495,584 495,721 495,721 497,430 497,430

BLM 86.3% 85.4% 85.9% 86.2% 86.5% 86.5% 85.1% 85.1%

133,866 132,344 133,070 133,579 134,010 134,010 133,350 133,350

155,151 154,976 154,976 154,976 154,976 154,976 156,697 156,697

FWS 97.4% 91.0% 91.1% 91.1% 91.1% 91.1% 91.1% 89.3%

310,369 310,363 310,363 310,311 310,303 310,381 310,371 304,164

318,492 340,875 340,788 340,608 340,745 340,745 340,733 340,733

Percent of baseline acres 

infested with target invasive 

plant species that are under 

control

DOI 0.6% 0.6% 0.3% 0.3% 0.9% 0.3% 0.3% 0.3%

243,220 228,545 246,678 222,779 733,921 241,723 271,958 246,315

39,859,790 39,930,649 83,246,310 82,914,580 82,931,239 83,020,208 83,044,723 83,102,142

BLM 0.4% 0.4% 0.2% 0.2% 0.8% 0.2% 0.2% 0.2%
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Interior Annual Performance Plan and Report Page 20

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

159,865 147,277 149,743 141,103 656,087 161,482 192,854 175,000

35,762,000 35,762,000 79,236,079 79,236,079 79,236,079 79,236,079 79,236,079 79,236,079

BOR 53.3% 51.5% 100.0% 97.7% 97.5% 100.0% 91.3% 91.3%

3,557 3,329 2,620 1,916 1,911 2,181 1,792 1,792

6,678 6,463 2,620 1,961 1,961 2,181 1,963 1,963

FWS 2.2% 2.2% 2.7% 2.0% 1.8% 1.4% 1.4% 1.4%

57,032 52,839 59,696 46,836 41,478 33,751 35,006 34,306

2,558,619 2,399,819 2,245,244 2,337,279 2,345,638 2,345,638 2,450,769 2,499,784

NPS 1.5% 1.4% 2.0% 2.5% 2.6% 3.1% 3.1% 2.6%

22,766 25,100 34,619 32,924 34,445 44,309 42,306 35,217

1,532,493 1,762,367 1,762,367 1,339,261 1,347,561 1,436,310 1,355,912 1,364,316

Percent of invasive animal 

species populations that are 

under control

DOI 10.0% 11.5% 11.2% 8.7% 10.1% 9.5% 9.3% 8.5%

298 340 337 279 321 309 304 287

2,980 2,959 2,999 3,189 3,179 3,256 3,285 3,357

FWS 8.1% 6.9% 7.5% 5.6% 7.0% 5.6% 5.4% 5.1%

154 118 127 97 119 95 95 93

1,900 1,701 1,699 1,745 1,700 1,700 1,771 1,806

NPS 13.3% 17.6% 16.2% 12.6% 13.7% 13.8% 13.8% 12.5%

144 222 210 182 202 214 209 194

1,080 1,258 1,300 1,444 1,479 1,556 1,514 1,551

Percent completion of 

abandoned coal mine lands 

restored by eliminating health, 

safety, and environmental 

concerns.

OSMRE 46% 47% 49% 50% 51% 51% 52% 54%

434,920 450,779 463,118 475,250 486,848 487,569 500,846 513,941

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 89% 90% 89% 91% 88% 90% 89% 89%

6,568 5,995 6,034 5,995 5,747 5,785 5,676 5,588

7,403 6,671 6,775 6,608 6,517 6,414 6,378 6,288

Percent of coal mine acreage 

reclaimed to beneficial postOSMRE 37% 37% 38% 39% 35% 40% 41% 41%

1,338,786 1,377,569 1,419,963 1,459,792 1,495,516 1,505,975 1,542,514 1,580,506
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Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

mining land use 3,660,895 3,711,422 3,712,704 3,715,854 4,272,901 3,738,306 3,774,845 3,812,837

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

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of Threatened or 

Endangered species listed for 

2.5 years or more with a final 

recovery plan

FWS 84% 83% 81% 78% 76% 76% 76% 73%

1,108 1,113 1,112 1,124 1,129 1,129 1,141 1,153

1,319 1,338 1,379 1,449 1,479 1,479 1,505 1,579

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 N/A N/A 18% 38%

N/A N/A N/A N/A N/A N/A 9 15

N/A N/A N/A N/A N/A N/A 49 40

Percent of listed species with 

current five-year reviews 

(completed in the last five 

years)

FWS 70% 63% 48% 47% 49% 49% 62% 76%

1,000 937 723 713 782 782 980 1,200

1,433 1,498 1,503 1,530 1,580 1,580 1,580 1,580

Percent of rules and findings 

completed based on 

Threatened or Endangered 

Species Status Assessments 

(SSAs)

FWS N/A N/A N/A N/A N/A N/A 42% 35%

N/A N/A N/A N/A N/A N/A 10 9

N/A N/A N/A N/A N/A N/A 24 26

Percent of Threatened and 

Endangered species listings with 

proposed critical habitat

FWS N/A N/A N/A N/A N/A N/A 83% 91%

N/A N/A N/A N/A N/A N/A 10 10

N/A N/A N/A N/A N/A N/A 12 11

Percent of migratory bird 

species that are at healthy and 

sustainable levels

FWS 72.1% 72.8% 72.8% 72.8% 72.8% 72.8% 72.8% 72.7%

726 747 747 747 747 747 747 747

1,007 1,026 1,026 1,026 1,026 1,026 1,026 1,027

Percent of fish species of 

management concern that are 

managed to self-sustaining 

levels, in cooperation with 

affected States, Tribes, and 

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

45 44 45 42 42 42 42 42

185 183 185 183 183 183 183 183
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Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

others, as defined in approved 

management documents

Supporting Performance Measures

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

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Wild Horse and Burro 

Management Areas: Percent of 

Herd Management Areas 

(HMAs) achieving appropriate 

management levels

BLM 26% 17% 15% 16% 10% 18% 10% 8%

47 31 26 29 18 32 18 15

179 179 179 177 177 177 177 177

Percent of Resource 

Management plans completed 

within four years of start

BLM 39% 38% 32% 36% 36% 36% 35% 34%

29 29 30 40 41 42 42 43

75 77 95 110 115 116 119 128

Number of acres where 

reclamation goals are achieved 

as evidenced by release from 

Phase III Performance Bonds

OSMRE 50,861 38,783 42,394 40,709 35,724 46,183 36,539 37,992

Number of acres released from 

Phase I & II Performance Bonds

OSMRE 71,094 82,916 57,235 79,827 65,573 98,911 65,832 73,881

Number of students trained -

National Technical Training 

Program (NTTP)

OSMRE 590 688 667 700 650 701 650 650

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

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Number of threatened or 

endangered species recovery 

activities implemented

DOI 1,934 1,610 1,830 1,900 1,781 1,761 1,652 802

BLM 1,844 1,519 1,740 1,816 1,680 1,660 1,550 700

BOR 90 91 90 84 101 101 102 102

Number of acre feet of 

optimum refuge water supply 

BOR 48,096 25,150 13,548 37,073 54,600 96,021 55,000 52,250
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Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

delivered

Performance Trend Clarifications

Fluctuations in a particular year’s funding may cause spikes in performance. Redefinitions of activities, such as increases to the 

denominator of measures based on better science data also cause some performance to change even when the resources and the level of 

effort addressing these activities remain relatively constant from year to year. Some examples are:

• The percent of migratory bird species that are at healthy and sustainable levels increased in 2014, due to the required updates to 

the published List of Migratory Birds. Each update redefined the number of bird species categorized as “migratory,” thereby 

changing both the number of species and the number at healthy and sustainable levels. 

• In 2014, the BLM conducted a large number of new surveys and updates to treated acres of invasive plant areas, resulting in both 

the number of acres infested and the number of acres treated to change in 2015 for the measure tracking percentage of baseline 

acres infested with invasive plants.

• In 2014, the FWS added newly assessed miles of streams to the measure for stream/shoreline miles in desired condition. Most of 

these newly assessed stream miles are not yet in desired condition so the change to the denominator causes the overall 

percentage to display what looks like a lower level of accomplishment. 

Strategic Actions Planned through FY 2019

Fish and Wildlife Service

• Benefit from the Administration’s Public Lands Infrastructure Initiative that will bring in vitally needed funds to address deferred 

maintenance at National Wildlife Refuges.

• 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.

• Manage FWS lands to help pollinators while also working in partnership with other landowners to provide pollinator habitat.

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

boardwalks.
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Interior Annual Performance Plan and Report Page 24

• 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 increased law enforcement capacity and education to reduce international 

market demand for wildlife products.

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, and implement on-the-ground 

conservation in priority areas and as part of larger landscape-scale strategies 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.

• Realize savings in the Wild Horse and Burro Program via limited authority for sales for wild horses and burros, as well as reductions 

in gathers, birth control treatments, and other activities.

National Park Service

• Benefit from the Administration’s Public Lands Infrastructure Initiative that will bring in vitally needed funds to address deferred 

maintenance at National Parks.

• 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; the control of 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. 

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

renewable energy generation, fishing, and boating. 

Bureau of Reclamation

• Evaluate strategies to continue efficient management of invasive species and reduce their impact on project operations. 

• 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.
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Interior Annual Performance Plan and Report Page 25

• 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.

Office of Surface Mining Reclamation and Enforcement

• Provide technical support and assistance to states and tribes to help develop and support better mining and reclamation practices.

• 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 Abandoned Mine Land site reclamation and area-wide reclamation 

planning.

• Ensure prompt problem identification and resolution of off-site impacts from blasting, land instability, encroachment, etc.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Land Management

Soil, Water, and Air Management - 41,445 42,939 43,239 43,609 43,609 27,034 ---

Rangeland Management 37,978 39,500 39,500 39,500 39,500 33,877 46,354

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

Wild Horse and Burro Management 71,836 77,245 77,245 80,555 80,555 70,719 66,719

Wildlife Habitat Management - new structure --- --- --- --- --- --- 81,753
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Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Aquatic Habitat Management - new structure --- --- --- --- --- --- 37,664

Wilderness Management 17,300 18,264 18,264 18,264 --- --- 11,931

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

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

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

Abandoned Mine Lands and Hazardous Materials 

Management - new structure --- --- --- --- --- --- 13,260

Western Orgeon - Resource Management Planning 5,338 7,140 7,140 3,985 3,985 2,010 ---

Range Improvements 9,490 9,280 9,270 9,320 10,000 10,000 10,000

Subtotal 274,132 285,113 286,703 300,237 286,594 222,141 303,812

Bureau of Reclamation

Water and Related Resources 30,186 28,566 32,519 31,848 31,693 45,398 46,418

Fish and Wildlife Service

Resource Management 1,134,081 1,089,715 1,109,372 1,138,840 1,136,692 1,149,582 1,034,268

Construction 21,105 14,307 14,275 21,555 21,514 16,825 14,329

Land Acquisition 54,416 53,878 47,060 67,815 67,685 58,992 11,833

Cooperative Endangered Species Conservation Fund 47,493 49,594 49,594 52,960 52,859 52,601 ---

North American Wetlands Conservation Fund 35,714 34,145 34,145 35,145 35,078 37,886 33,600

Multinational Species Conservation Fund 9,524 9,061 9,061 11,061 11,039 10,986 6,000

Neotropical Migratory Bird Conservation 3,809 3,660 3,660 3,910 3,903 3,883 3,900

State Wildlife Grants 28,998 27,587 27,587 28,468 28,414 29,209 14,704
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Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Subtotal 1,335,140 1,281,947 1,294,754 1,359,754 1,357,184 1,359,964 1,118,634

National Park Service

Operation of the National Park System 236,877 256,802 261,619 270,344 271,354 267,410 240,433

Centennial Challenge --- --- 1,000 1,500 2,000 1,986 ---

National Recreation and Preservation 13,994 15,068 15,801 15,624 15,627 15,522 6,520

Construction (and Major Maintenance) 9,370 5,529 3,753 16,164 8,810 15,305 18,098

Land Acquisition and State Assistance 36,915 38,793 39,016 72,917 70,008 69,534 ---

Subtotal 297,156 316,192 321,189 376,549 367,799 369,757 265,051

Office of Surface Mining Reclamation and Enforcement

Regulation and Technology 122,753 122,753 122,753 109,432 121,017 120,235 101,338

Abandoned Mine Reclamation Fund 195,190 279,054 195,190 227,307 161,888 325,316 232,975

Subtotal 317,943 401,807 317,943 336,739 282,905 445,551 334,313

Total 2,254,557 2,313,625 2,253,108 2,405,127 2,326,175 2,442,811 2,068,228
Conserving Our Land and Water Manage DOI Water Storage and Delivery

Interior Annual Performance Plan and Report Page 28

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, primarily due to funding for WaterSMART (Sustain and Manage America’s Resources for Tomorrow) and related water 

conservation programs. 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 2017, 80% of Reclamation’s facilities were evaluated as being in good condition, a decrease of one

percent from the previous fiscal year. The water facility inventory dropped by one from 343 to 342 because the Tehama Colusa Fish 

Facility in the Mid-Pacific Region was decommissioned, taken apart, filled in, and disconnected from the river. 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 2017, Reclamation provided funding for projects that will increase 

potential water savings of 37,777 acre-feet. While only 12 of 43 Water and Energy Efficiency Grant projects were awarded in FY 2017, the 

water savings from the remaining 31 projects will be reported in FY 2018. Cumulatively, projects funded from 2010-2017 have enabled 

1,182,599 acre-feet of water conservation capacity.

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.
Conserving Our Land and Water Manage DOI Water Storage and Delivery

Interior Annual Performance Plan and Report Page 29

Strategic Plan Performance Measures

Strategy: Manage water resources and delivery

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of water infrastructure 

in good condition as measured 

by the Facility Reliability Rating 

(FRR) [high- and significanthazard dams]

BOR 79% 78% 79% 81% 72% 80% 73% 73%

274 269 272 279 248 272 251 251

345 344 344 344 343 342 342 342

Acre feet of water conservation 

capacity enabled through 

Reclamation's Priority Goal 

conservation programs 

(cumulative since 2010)

BOR 734,851 860,299 977,454 1,144,822 1,205,323 1,182,599 1,226,414 1,236,399

Annual percent of projects 

completed in support of water 

management, planning, and 

pre-development

BIA 75% 85% 88% 83% 77% 87% 78% 78%

69 66 68 71 65 76 65 35

92 78 77 86 84 87 83 45

Supporting Performance Measures

Strategy: Manage water resources and delivery

Supporting Performance

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Percent of annual water facility 

condition assessments 

completed

BOR 84% 97% 90% 99% 99% 94% 100% 100%

163 191 179 181 184 175 184 182

193 196 198 183 186 187 184 182

Annual acre feet of water 

reclaimed and delivered

BOR 328,940 434,827 369,414 387,648 430,995 388,416 440,206 454,330

Installed capacity of water 

conveyance systems in CFSMiles (nominal flow rate (CFS) 

per pipe size times installed 

length (miles))

BOR 9,694 10,073 4,821 663 871 876 2,463 1,403

Percent complete of milestones BOR 38% 59% 62% 90% 93% 76% 76% 76%
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Interior Annual Performance Plan and Report Page 30

Supporting Performance

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

for on-going surface water 

storage projects

21 17 18 26 27 22 22 22

55 29 29 29 29 29 29 29

Number of linear miles of 

functional BIA irrigation project 

canals servicing irrigated lands

BIA 87% 91% 99% 99% 98% 99% 98% 99%

3,927 5,863 5,326 5,312 5,241 5,309 5,264 5,350

4,517 6,460 5,358 5,354 5,353 5,350 5,350 5,410

Percentage of maintenance 

projects that are completed 

within established timeframes

BIA 91% 86% 90% 96% 93% 92% 92% 95%

1,149 1,555 1,178 1,110 920 1,083 1,060 950

1,265 1,813 1,313 1,154 986 1,178 1,150 1,000

Prcent 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 84% 95% 97% 94% 100% 95% 100% 100%

80 74 89 76 81 79 103 77

95 78 92 81 81 83 103 77

Strategic Actions Planned through FY 2019

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 rehabilitations 

and replacements data and annual O&M costs.

• Install wide-head turbines to improve efficiencies.
Conserving Our Land and Water Manage DOI Water Storage and Delivery

Interior Annual Performance Plan and Report Page 31

Bureau of Indian Affairs

• Maintain and expand a managerial environment with tribes that 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 regarding BIA performance servicing tribes.

• 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 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.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

Bureau of Indian Affairs

Irrigation Operations and Maintenance 11,322 11,342 11,539 11,398 12,905 14,009 9,134

Water Mgmt., Planning & Predevelopment 5,427 6,439 6,452 6,469 6,478 4,734 4,747

Irrigation Project Construction 4,368 4,382 6,000 6,004 6,006 7,334 6,542

Subtotal 21,117 22,163 23,991 23,871 25,389 26,077 20,423

Bureau of Reclamation

Water and Related Resources 522,853 576,214 643,494 706,172 679,808 782,047 613,375

Total 543,970 598,377 667,485 730,043 705,197 808,124 633,798
Conserving Our Land and Water Partnerships for Balanced Stewardship and Use of Public Lands

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 our public lands

Strategy #1: Build and maintain partnership programs

Program Performance Overview: Performance was positive with most of the measures exceeding their planned targets for FY 2016. 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 2017, targets for these measures are different from past years due to internal reorganizations and reallocation of 

resources, but in many 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 500 million acres. 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.

Strategic Plan Performance Measures 

Strategy: Build and maintain partnership programs

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Number of estimated work DOI 8,353,521 8,262,654 9,460,324 9,544,385 8,634,884 8,634,884 9,394,140 9,250,328
Conserving Our Land and Water Partnerships for Balanced Stewardship and Use of Public Lands

Interior Annual Performance Plan and Report Page 33

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

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

BLM N/A N/A N/A N/A N/A N/A 900,000 900,000

FWS 1,572,912 1,527,869 1,539,142 1,480,590 1,444,306 1,444,306 1,303,562 1,303,562

NPS 6,780,609 6,734,785 7,921,182 8,063,795 7,190,578 7,190,578 7,190,578 7,046,766

Number of non-DOI acres 

restored, including through 

partnerships, as specified in 

plans or agreements that 

involve DOI

DOI 704,291 613,138 408,405 636,918 492,431 544,144 593,966 583,909

BOR 2,565 2,518 3,126 2,634 2,744 2,744 2,815 2,815

CUPCA N/A N/A N/A N/A 83 83 240 325

FWS 701,726 610,620 405,279 634,284 489,604 541,317 590,911 580,769

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 11,482,422 618,406 495,206 835,027 459,960 310,720 602,654 206,405

Number of non-DOI riparian 

(stream/shoreline) miles 

restored, including through 

partnerships, as specified in 

plans or agreements that 

involve DOI

DOI 411 579 727 413 175 309 209 182

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

FWS 411 579 727 413 174 308 205 178

Strategic Actions Planned through FY 2019

Fish and Wildlife Service

• The National Wildlife Refuge System will train and supervise approximately 36,000 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.
Conserving Our Land and Water Partnerships for Balanced Stewardship and Use of Public Lands

Interior Annual Performance Plan and Report Page 34

• 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.

• Manage FWS lands to help pollinators while also working in partnership with other landowners to provide pollinator habitat.

• Maintain maintenance capacity for the National Conservation Training Center to maintain 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) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

National Park Service

Operation of the National Park System --- --- --- --- --- 107,754 96,999

National Recreation and Preservation --- --- --- --- --- 168 ---

Construction (and Major Maintenance) --- --- --- --- --- 2,196 1,877

Land Acquisition and State Assistance --- --- --- --- --- 9,938 ---

Total --- --- --- --- --- 120,056 98,876
Conserving Our Land and Water Inform Land Use Planning Processes 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 processes 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.
Conserving Our Land and Water Inform Land Use Planning Processes for Public Use and Access

Interior Annual Performance Plan and Report Page 36

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, three-dimensional 

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 2016 to 2017, with eight of ten performance measures improving or 

remaining level. Mapping and land remote sensing continue to improve in 2018 and 2019 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) supplies up-to-date topographic information and precise three –dimensional 

representations and models of natural and man-made features. By 2019, the USGS plans to acquire 3DEP-quality topographic information 

for 45 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 for Public Use and Access

Interior Annual Performance Plan and Report Page 37

Strategic Plan Performance Measures 

Strategy: Inform land use planning with mapping and land imaging

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of land-area coverage 

available to the public thru the 

National Geologic Mapping 

Database

USGS N/A N/A 52.47% 53.01% 53.50% 53.52% 53.90% 54.29%

N/A N/A 1,856,018 1,875,026 1,892,529 1,893,157 1,906,679 1,920,447

N/A N/A 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 N/A N/A 25% 50%

N/A N/A N/A 0 0 0 2 4

N/A N/A N/A 0 0 0 8 8

Percent completion of research 

efforts related to land resource 

management

USGS N/A N/A 100% 92% 83% 100% 100% 100%

N/A N/A 268 245 220 281 145 125

N/A N/A 268 265 265 281 145 125

Terabytes of remotely-sensed 

data managed

USGS N/A N/A 12,582 14,997 14,997 18,536 17,894 18,431

Percent increase of scientific 

research enhanced with 

Advanced Research 

Computation

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

N/A N/A 165 254 412 412 550 675

N/A N/A 900 900 900 900 900 900

Supporting Performance Measures

Strategy: Inform land use planning with mapping and land imaging

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Percent of the Nation with 

National Hydrography Dataset 

Plus High Resolution produced

USGS N/A N/A N/A N/A 42% 43% 63% 76%

N/A N/A N/A N/A 1,544,137 1,593,480 2,320,943 2,792,859

N/A N/A N/A N/A 3,676,516 3,676,516 3,676,516 3,676,516

Number of remotely-sensed 

data products distributed to 

partners and stakeholders

USGS 8,249,372 14,622,000 19,553,000 27,621,000 30,903,000 44,358,000 38,628,750 41,332,763

Percent of the Nation with 3DEP 

quality data acquired

USGS N/A N/A N/A N/A 34% 37% 46% 51%

N/A N/A N/A N/A 1,225,132 1,342,721 1,661,196 1,821,715
Conserving Our Land and Water Inform Land Use Planning Processes for Public Use and Access

Interior Annual Performance Plan and Report Page 38

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

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

N/A N/A N/A 4 4 7 10 11

N/A N/A N/A 4 4 7 10 11

Percent completion of planned 

U.S. Surface Area Coverage 

mapping via the National Land 

Cover Database

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

N/A N/A N/A 78 100 100 90 100

N/A N/A N/A 78 100 100 90 100

Strategic Actions Planned through FY 2019

U.S. Geological Survey

• 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 FY 2021. Refine the ground system design and procure data processing, ground 

network, and mission operations center initial software and hardware. 

• Continue to implement an operating capability of the Land Change Monitoring, Assessment, and Projection (LCMAP) suite of 

utilities. LCMAP will allow users to access the entire Landsat archive to examine past land surface conditions, reconstruct trends 

change through time, identify land change as it occurs, develop more frequent land cover products with a greater degree of 

automation, and project future conditions. LCMAP initial operational capability will occur in late FY 2018, providing Landsat 

analysis-ready data and land change products for all U.S. lands, with full operating capability for Alaska expected in FY 2019.

• Compile and publish a continental-scale synthesis of natural patterns of drought to quantify the extent and magnitude of past 

long-term droughts, as well as their impacts on terrestrial and aquatic communities and other natural resources. Results will 

improve capabilities to anticipate future changes in water availability and the impacts on society, agriculture, and ecosystems.

• Prepare a synthesis of glacier and permafrost change patterns in Alaska, and summarizing the resulting impacts on water 

availability, sea level, ground stability and erosion, terrestrial and aquatic communities and other natural resources in FY 2018. 

Results will improve capabilities to anticipate future changes and the impacts of long-term seasonal changes on society, 

infrastructure, and ecosystems.

• Develop spatial models that couple hydrodynamics (the study of liquids in motion) and vegetation to project changes in coastal 

habitats and ecosystem processes in the southeastern United States. These models will allow resource managers to evaluate 

potential impacts of various land use and water management strategies and improve the likelihood of effective and sustainable

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

Interior Annual Performance Plan and Report Page 39

• Provide coastal resource managers with data and models on coastal hydrodynamics and vegetation, especially in the southeastern 

United States that allow managers to evaluate potential impacts of various land use and water management strategies and 

improve the likelihood of effective and sustainable outcomes.

• Continue acquisition of high-resolution lidar elevation data to achieve the first-ever cycle of nationwide lidar coverage collection in 

2033 to support topographic map production.

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

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

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

infrastructure improvements; and energy resource management.

• Optimize 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.

• Work with partners at the American Geosciences Institute, Geological Society of America, and universities to develop more 

opportunities to train geologic mappers in all facets of the science, including emerging mapping technologies.

• Establish geologic map standards, build a seamless geologic 3D framework model for the nation based on new and prior geologic

mapping at regional to local scales, and use new and existing tools to extrapolate surface geologic mapping into the Earth’s 

subsurface.

• 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 support emergency operations that support major disasters such as hurricanes, tornados, flood response, and public 

safety (e.g., post-hurricanes Harvey, Irma, and Maria and California wildfire recovery efforts).

• Provide an additional 40,000 square miles of geologic map coverage to the American public through the NCGMP’s National 

Geologic Map Database.
Conserving Our Land and Water Inform Land Use Planning Processes for Public Use and Access

Interior Annual Performance Plan and Report Page 40

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

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 --- ---

National Land Imaging Program --- --- --- --- --- 85,211 75,514

Land Change Science --- --- --- --- --- 37,887 14,739

Science Synthesis, Analysis, and Research 

Program 23,914 24,314 24,299 24,299 24,299 24,134 19,010

National Cooperative Geological Mapping 

Program 24,397 24,397 24,397 24,397 24,397 24,231 22,390

National Geospatial Program 59,332 60,096 58,532 62,854 67,354 66,897 50,878

Total 107,643 207,688 207,109 215,731 231,031 238,360 182,531
Interior Annual Performance Plan and Report Page 41

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 42

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 achieve energy 

dominance, 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 newly developed 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 oil and gas activity remained steady, assisted by a decrease in demand due to lower oil prices. Onshore, BLM’s processing 

of Applications for Permit to Drill (APDs) is consistent with previous performance, 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.

Starting in 2017, the BLM focused on all high priority inspections (e.g. production, drilling, abandonment, workover, idle well or 

environmental) rather than being limited to production related inspections. The BLM plans to significantly increase the number of acres of 

public lands made available for oil and gas leasing. Providing access to these resources on public lands will help make our nation stronger 

by decreasing our dependency on other nations, creating jobs, and helping drive economic growth. The BLM expects the number of coal 

lessee applications processed to return to a level of about 3 per year.

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.

The Department facilitates the development and use of renewable energy that employs wind, solar, geothermal, and hydropower energy, 

as part of an “all-of-the-above” energy strategy. Connecting renewable energy projects to the transmission grid and key markets is central 

to making renewable energy generation projects viable. Performance has been strong with an increase of over 16,000 megawatts of 

capacity approved in the last 7 years.

Science and safety are essential to a robust and secure domestic energy-enabling environment. BOEM integrates science across program 

areas and planning activities, conducting extensive research necessary for environmental studies and environmental assessments for 
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 43

offshore energy resources. Additionally, science provided by the USGS Energy Resources Program (http://energy.usgs.gov) facilitates 

energy resource discovery and responsible development. 

Performance measures for both oil spill and recordable injuries were on target and consistent with recent performance, bolstered by 

BSEEs Oil Spill Research focused on preventing and/or mitigating oil spills, and collaborative work between BSEE and BOEM to establish 

appropriate permitting and oversight processes to ensure safety of offshore operations.

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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of pending fluid 

minerals Applications for 

Permits to Drill (APDs) which 

are processed

BLM 59.8% 55.6% 57.2% 56.5% 0.9% 57.0%(E) 59.6% 64.1%

4,892 4,924 4,913 3,093 3,000 3,322(E) 3,410 3,520

8,180 8,862 8,596 5,477 4,924 5,826(E) 5,719 5,493

Percent of high risk production 

facility and operations 

inspected

BSEE N/A N/A N/A N/A N/A N/A 90 90

Number of recordable injuries 

per 200,000 Offshore Man 

Hours Worked (or 100 man 

years)

BSEE 0.379 0.330 0.280 0.214 0.400 0.245 (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 N/A N/A 90 90

Percent of high priority fluid 

mineral cases that have 

completed inspection during 

the year

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

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

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

Percent of coal lease BLM 15% 10% 23% 9% 12% 20% 9% 11%
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 44

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

applications processed. (cum.) 6 4 9 3 4 6 3 3

40 41 39 32 33 30 32 27

Number of acres of public lands 

made available for oil and gas 

leasing

BLM N/A N/A 4,017,062 1,983,887 N/A 2,408,536 15,000,000 17,000,000

Number of megawatts of 

approved capacity authorized

(each year) on public land and 

the OCS for renewable energy 

development while ensuring full 

environmental review

DOI 5,923 822 1,007 447 990 210 682 2,020

BLM 5,923 822 977 435 990 210 682 2,000

BOEM 0 0 30 12 0 0 0 20

Percentage of Exploration and 

Development Plan reviews 

completed within statutory 

timelines

BOEM N/A N/A N/A N/A N/A N/A 100 100

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%

3 3 2 3 3 3 2 2

3 3 2 3 3 3 2 2

Percent completion of targeted 

energy resource assessments 

and research

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

Amount (in barrels) of 

operational offshore oil spilled 

per million barrels produced

BSEE 2.490 0.580 3.420 3.660 2.500 0.065 (E) 3.000 2.900

Supporting Performance Measures

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

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Percent completion of 

publications in support of 

energy resource assessments 

and research

USGS 100% 100% 100% 100% 100% 100% 100% 100%

454 272 238 291 280 321 200 180

454 272 238 291 280 321 200 180
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 45

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

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 93% 87% 96% 91% 85% 91% 85% 85%

Strategic Actions Planned through FY 2019

Bureau of Land Management

Oil and Gas Management

• Continue applying 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 backlogs.

• Improve internal processes to simplify and streamline the leasing process in order 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 (AFMSS), creating Right-of-Way (ROW) 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.

Coal Management

• The BLM will continue applying the Administration’s priority of Generating Revenue and Utilizing Our Natural Resources by 

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

• Established the BLM Energy and Minerals Task Force to assist BLM State and Field offices with expediting the leasing and 

permitting of energy minerals including updating surface and sub-surface data layers and Public Lands Survey System data.
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 46

• Continue processing Lease By Application (LBA’s), Lease Modification Applications (LMA’s), and trespasses cases to ensure that the 

public receives fair return for its non-renewable coal resources.

Renewable Energy

• Continue to process pending applications for new wind, solar and geothermal projects.

• Focus on streamlining review processes.

Bureau of Ocean Energy 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 249, 250, 251, 252, and 253.

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

Lands Act.

• Continue to identify potential OCS renewable energy leasing areas in the Atlantic and Pacific OCS through stakeholder

engagement and environmental reviews; plan and hold at least one renewable energy lease sale.

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

project plans.

• Continue to fund data collection efforts, baseline and impact studies in support of planning, decision- making, and identifying

best practices for offshore oil, gas, and renewable energy exploration and development and long term monitoring efforts.

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

• Fund studies to examine actual and potential effects of offshore activities to support NEPA reviews and development of

mitigation measures.

Bureau of Safety and Environmental Enforcement

• Undertake technical assessments and sponsor research on new technologies in order 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 processes and regulations that no longer reflect the 

innovations in technology and attendant changes in industry project planning processes.
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Interior Annual Performance Plan and Report Page 47

• Implement an enhanced inspection strategy to foster risk reduction.

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

improvement to the Safety and Environmental Management Systems (SEMS) program, use of SafeOCS to identify safety trends 

and issues, and other expanded collaborative efforts.

• 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.

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.

U.S. Geological Survey - Energy Resources Program

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

the underlying geological, geophysical and geochemical research that underpins the assessments.

• Lead an interagency effort (with BLM and BOEM) in support of Secretarial Order 3352, which directs the Department to update 

assessments of Alaska North Slope oil and gas resource potential.

• 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, aiming for initiating a multi-year gas hydrate 

production test on the Alaska North Slope in 2018.

• Continue efforts to assess domestic coal resources in the unevaluated U.S. basins.

• Submit for external peer review the USGS-reviewed assessment methodology of the potential environmental impacts associated 

with uranium resource development. 

• Complete implementation of a revised Quality Management System (QMS) to promote and enhance the quality of laboratory 

practices and analytical data.
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Interior Annual Performance Plan and Report Page 48

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Land Management

Oil and Gas Management 70,877 80,877 53,183 59,671 67,574 75,927 83,101

Oil and Gas Permit Processing 32,500 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

Coal Management 7,552 9,595 9,595 10,868 10,868 19,015 19,015

Other Mineral Resources Management 8,834 --- --- --- --- --- ---

Renewable Energy 21,275 29,061 29,061 29,061 29,061 16,292 12,000

Subtotal 141,038 152,033 165,465 154,725 161,868 165,356 168,238

Bureau of Ocean Energy Management

Renewable Energy 18,537 23,656 23,104 24,278 23,887 21,676 16,179

Offsetting Collections - Renewable Energy --- --- --- --- --- --- 4,541

Conventional Energy 100,393 102,659 107,845 137,327 135,344 137,733 49,783

Offsetting Collections - Conventional Energy --- --- --- --- --- --- 9,512

Environmental Programs 6,300 10,000 7,500 6,600 7,700 7,900 48,256

Offsetting Collections - Environmental Programs --- --- --- --- --- --- 31,518

Executive Direction --- --- --- 2,652 2,629 2,221 12,728

Offsetting Collections - Executive Direction --- --- --- --- --- --- 4,245

Subtotal 125,230 136,315 138,449 170,857 169,560 169,530 176,762
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Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Safety and Environmental Enforcement

Environmental Enforcement 1,420 3,027 3,027 3,027 3,027 1,568 1,568

Offsetting Collections - Environmental Enforcement --- 5,287 5,287 5,287 5,287 2,885 2,495

Operations, Safety and Regulation 34,993 46,390 51,833 72,913 71,605 69,412 69,412

Offsetting Collections - Operations, Safety, and 

Regulation --- 85,817 81,764 72,041 73,349 78,529 55,477

Oil Spill Research 14,120 14,899 14,899 14,899 14,899 12,700 12,700

Subtotal 50,533 155,420 156,810 168,167 168,167 165,094 141,652

U.S. Geological Survey

Energy Resources 25,970 25,970 24,895 24,695 24,695 24,527 25,879

Total 342,771 469,738 485,619 518,444 524,290 524,507 512,531
Generating Revenue and Utilizing Our Natural Resources Ensure Energy and Economic Security for America

Interior Annual Performance Plan and Report Page 50

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 million 

megawatt-hours of electricity each year. In 2017, 85% of Reclamation’s hydropower facilities were evaluated as being in good condition, a 

decrease of two percentage points from the previous fiscal year but similar to prior years. Reclamation employees were proactive in 

identifying deficiencies contributing to lower Facility Reliability Rating (FRR) scores and took action to correct 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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Amount of hydropower 

capability, in megawatts (MW), 

installed from 2018 through 

2022

BOR N/A N/A N/A N/A N/A 4.5 10.0 10.0

Percent of hydropower facilities 

in good condition as measured 

BOR 82% 88% 81% 87% 75% 85% 77% 77%

45 46 42 45 39 44 40 40
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Interior Annual Performance Plan and Report Page 51

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

by the Facility Reliability Rating 55 52 52 52 52 52 52 52

Percent of time that Bureau of 

Reclamation hydroelectric 

generating units are available to 

the interconnected Western 

electrical system during daily 

peak demand periods

BOR 85% 84% 83% 82% 80% 81% 79% 79%

85 84 83 82 80 81 79 79

100 100 100 100 100 100 100 100

Supporting Performance Measures

Strategy: Provide hydropower

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Number of Annual, Periodic and

Comprehensive Reviews 

Completed

BOR 47 52 50 52 52 52 52 52

Percent of generating capacity 

that has a major 

generator/turbine related 

component rated in poor 

condition.

BOR 14% 17% 29% 21% 28% 20% 29% 29%

2,116 2,554 4,195 3,147 4,075 2,976 4,339,658 4,339,658

14,721 14,721 14,719 14,719 14,729 14,729 14,728,608 14,728,608

Forced outage factor lower than 

or equal to the industry average 

of 2.2%

BOR 1.7% 2.7% 3.6% 1.6% 2.2% 2.6% 2.2% 2.2%

Strategic Actions Planned through FY 2019

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.
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Interior Annual Performance Plan and Report Page 52

• 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.

• 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) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

Bureau of Reclamation

Water and Related Resources 58,008 56,633 49,620 54,081 56,358 44,452 47,954
Generating Revenue and Utilizing Our Natural Resources Ensure Access to Mineral Resources

Interior Annual Performance Plan and Report Page 53

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.

Starting in 2018, the BLM will increase requests processed 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 through expediting permit approvals while 

ensuring the American taxpayer receives fair return for mineral materials and leasable mineral commodities. Performance for USGS 

remains level from 2016 through 2018, thereby allowing non-energy mineral research and assessments to keep up with demand. To date, 

BOEM has conveyed the rights to more than 139 million cubic yards of Outer Continental Shelf (OCS) sediment by executing 52 negotiated 

agreements for projects in eight states and that have restored over 303 miles of coastline.

Based on the President's Executive Order and Secretarial Order 3359, the Department's budget includes $10.6 million to help spur critical 

mineral resource development in the United States. The increase will provide the advanced topographic, geologic, and geophysical data 

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.

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 

our 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, marine, and coastal environments.
Generating Revenue and Utilizing Our Natural Resources Ensure Access to Mineral Resources

Interior Annual Performance Plan and Report Page 54

Strategic Plan Performance Measures

Strategy: Manage non-energy mineral development

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of non-energy mineral 

exploration and development 

requests processed

BLM 24% 22% 12% 19% 20% 35% 22% 22%

114 105 58 81 85 174 91 91

475 475 482 432 415 493 415 415

Number of sand and gravel 

requests processed for coastal 

restoration projects

BOEM N/A 5 5 5 7 7 7 8

Percent completion of targeted 

non-energy mineral resource 

assessments and research

USGS N/A N/A 92% 100% 100% 100% 100% 100%

Percent completion of targeted 

Critical Mineral Early Warning 

System (CMEWS) analyses and 

evaluations 

USGS N/A N/A N/A N/A 17% 17% 33% 50%

N/A N/A N/A N/A 4 4 8 12

N/A N/A N/A N/A 24 24 24 24

Supporting Performance Measures

Strategy: Manage non-energy mineral development

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Number of Non-energy Solid 

Mineral (potassium, gypsum, 

etc.) Inspections and Production 

Verifications.

BLM 1,757 1,684 1,651 1,367 1,370 1,161 1,400 1,400

Number of Mineral Material 

(sand, gravel, clay, etc.) 

Inspections and Production 

Verifications

BLM 2,969 3,106 2,899 2,991 2,750 2,781 2,700 2,700
Generating Revenue and Utilizing Our Natural Resources Ensure Access to Mineral Resources

Interior Annual Performance Plan and Report Page 55

Strategic Actions Planned through FY 2019

Bureau of Land Management

• Continue program reform efforts by improving alignment of staffing resources and work prioritization to successfully achieve 

corrective actions to ensure that mineral materials are sold at fair market value.

• Complete Environmental Impact Statements associated with the potential permitting of three new phosphate mines in Idaho that 

will sustain current production. 

• Continue to work on the Mineral Tracking System (MTS) which will be used to support the automation and tracking of licenses, 

leases, permitting and inspection capabilities of the solid minerals program.

Bureau of Ocean Energy Management 

• Respond to every request for the use of OCS sand and gravel for the purpose of 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.

U.S. Geological Survey - Mineral Resources Program

• Continue support for collection, analysis, and dissemination of minerals information and materials flow studies.

• Conduct work on new sources of critical minerals and on the lifecycles of critical minerals.

• Evaluate the genesis and distribution of the Nation’s critical mineral resources, particularly in Alaska and the midcontinent and 

southeast regions of the U.S.

• Initiate a prioritized nationwide program of topographic, geologic and geophysical mapping to enhance our understanding of the 

Nation’s mineral resource potential in order to better ensure a reliable supply of critical minerals.
Generating Revenue and Utilizing Our Natural Resources Ensure Access to Mineral Resources

Interior Annual Performance Plan and Report Page 56

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Land Management

Other Mineral Resources Management --- 10,586 10,586 11,879 10,978 12,043 12,043

Bureau of Ocean Energy Management

Conventional Energy --- --- --- --- --- --- 2,504

U.S. Geological Survey

Mineral Resources 45,931 45,931 45,931 48,371 48,371 48,043 58,226

Total 45,931 56,517 56,517 60,250 59,349 60,086 72,773
Generating Revenue and Utilizing Our Natural Resources Ensure Public Receives Fair Market Value for Resources

Interior Annual Performance Plan and Report Page 57

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, and for the amount of the resource 

extracted. These resources include oil, gas, coal, and access to renewable energy resources such as solar, wind, and geothermal. In order 

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 Royalty Policy Committee was reconvened in 2017 to provide advice to the Secretary on the fair market value and the 

collection of revenue from energy and mineral resources on federal and Indian lands, and advise on the potential impacts of proposed 

policies and regulations related to revenue collection.

The Office of Natural Resource Revenue (ONNR) maintains a high level of achievement for timely disbursement of federal and Indian 

revenues, with performance targets averaging 98% 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 2017 result for timely disbursement of 

revenues exceeded the target due to a newly streamlined electronic reporting website for companies, which resulted in more efficient 

and accurate reports and payments from companies.

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 onshore and 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 past history of noncompliance.

Public Benefit: The Department employs data driven procedures to verify, collect and disburse energy and natural resources revenue to a 

number of 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. The Administration’s Public Lands Infrastructure Initiative entails dedicating a fraction of 
Generating Revenue and Utilizing Our Natural Resources Ensure Public Receives Fair Market Value for Resources

Interior Annual Performance Plan and Report Page 58

new energy revenues to addressed deferred maintenance in National Parks, National Wildlife Refuges, and Indian schools. States use the 

distributed funds to support large capital projects such as schools, roads, and public buildings. The balance of revenue disbursements is

applied to reduce the deficit.

Strategic Plan Performance Measures

Strategy: Ensure accurate and timely accounting of energy revenues

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of federal and Indian 

revenues disbursed on a timely 

basis per statute ($ Billions)

ONRR 98.8% 99.5% 99.3% 99.2% 98.0% 99.4% 98.0% 98.0%

3.009 3.407 2.659 1.910 1.960 1.989 2.450 2.450

3.045 3.423 2.679 1.926 2.000 2.001 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 N/A N/A 6% 7%

Strategic Actions Planned through FY 2019

Office of Natural Resources Revenue

• ONRR will continue to collect and disburse revenues associated with the Department’s energy leasing on federal and Indian land.

Bureau of Ocean Energy Management

• Continue to implement, and refine and update BOEM’s fair market value (FMV) evaluation processes to ensure the

government receives the FMV for OCS resources.

Bureau of Safety and 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.
Generating Revenue and Utilizing Our Natural Resources Ensure Public Receives Fair Market Value for Resources

Interior Annual Performance Plan and Report Page 59

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Safety and Environmental Enforcement

Operations, Safety and Regulation --- --- --- --- --- 3,120 3,120

Office of Natural Resources Revenue 113,199 119,383 121,631 125,519 126,487 125,628 137,505

Total 113,199 119,383 121,631 125,519 126,487 128,748 140,625
Generating Revenue and Utilizing Our Natural Resources Ensure Public Receives Fair Market Value for Resources

Interior Annual Performance Plan and Report Page 60

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. During 2017, the National Park Service initiated a comprehensive review to evaluate and consider 

bringing entrance fees at all park units into compliance with their assigned tier through a process of public engagement by January 1, 

2018. Even with proposed increases, entrance fees remain affordable at $15-$30 per vehicle, which is normally good for several days. 

Fees are reinvested in the National Park System to enhance the visitor experience. The America the Beautiful Pass Annual Pass remains at 

the price of $80 for one year for unlimited entrance fees for almost all national parks, Fish and Wildlife and BLM sites where fees are 

required. Congress has already raised the one-time cost of the America the Beautiful Lifetime Senior Pass for those age 62 or older from 

the previous fee of $10 to $80 effective in August 2017. 

As part of its commitment to improve the visitor experience, in FY 2018 the NPS is considering increases to fees at selected national parks 

that are highly-visited during peak visitor seasons. Under the proposal, during a five-month peak-season at each of the 17 parks, the 

seven day entrance fee would be $70 per vehicle, $50 per motorcycle, and $30 per person. The NPS is also considering a proposal to 

increase entrance and permit fee adjustments for commercial tour operators. All of the funds collected would be used to enhance visitor 

services, with an emphasis on improving infrastructure and deferred maintenance projects. If fully implemented as proposed, estimates 

suggest that peak-season price structure could increase revenue by $70 million per year, compared to FY 2016.

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, museums, etc., that enable visitors to 

enjoy their public lands and sites. All of the major 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 for visitors. 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.
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Interior Annual Performance Plan and Report Page 61

Strategic Actions Planned through FY 2019

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.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

National Park Service

Operation of the National Park System 31,850 37,658 37,110 36,530 36,726 37,020 33,650
Generating Revenue and Utilizing Our Natural Resources Focus Timber Programs on “Healthy Forests” Lifecycle

Interior Annual Performance Plan and Report Page 62

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 62% 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 hard to employ 

sound forestry practices that address the increased risk of wildfire exacerbated by damage from invasive insects.

The BLM did not meet its target for Allowable Sale Quantity (ASQ) due to multiple factors including required protection for Endangered 

Species Act (ESA) species, finalizing ESA consultation and NEPA on ASQ sales, and ensuring all timber sales were compatible with new 2016 

Resource Management Plans (RMPs) transition plan.

Public Benefit: Timber and by-product sales contribute to the economic stability of local communities and industry. Timber and byproduct sales also lead to increased forest health through restoration.

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.

The Western Oregon Forest Management program includes 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 lands, and 

Public Domain land within western Oregon, except for activities directly related to reforestation and forest development. The program 

offers for sale timber and other forest products in such a way as to sustain a permanent source of timber supply while also maintaining 

forest health.
Generating Revenue and Utilizing Our Natural Resources Focus Timber Programs on “Healthy Forests” Lifecycle

Interior Annual Performance Plan and Report Page 63

Strategic Plan Performance Measures

Strategy: Manage sales of timber and forest product resources

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of allowable sale 

quantity timber offered for sale 

consistent with applicable 

resource management plans 

(O&C--Oregon and California--

only) (cum.)

BLM 80% 76% 80% 62% 60% 57%(E) 65% 71%

162 155 162 126 123 116(E) 134 145

203 203 203 203 205 205(E) 205 205

Volume of wood products 

offered consistent with 

applicable management plans. 

(cum.)

BLM 243 269 251 228 230 231(E) 232 210

Percentage of Annual Allowable 

Cut Prepared and Offered for 

Sale or Free Use

BIA N/A N/A N/A N/A N/A N/A 48% 48%

N/A N/A N/A N/A N/A N/A 13,667 13,667

N/A N/A N/A N/A N/A N/A 28,473 28,473

Strategic Actions Planned through FY 2019

Bureau of Land Management

• Through responsible 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.

• 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. 

• Improve customer service for vegetation permitting by developing a pilot website to enable the public to purchase fuelwood 

permits over the internet. It is expected that this will especially benefit the public in rural areas that currently drive long distances 

to purchase permits over the counter. 

Bureau of Indian Affairs

• Create career development paths to improve employee skills and enhance retention.

• Communicate natural resources funding opportunities to regions and tribes.
Generating Revenue and Utilizing Our Natural Resources Focus Timber Programs on “Healthy Forests” Lifecycle

Interior Annual Performance Plan and Report Page 64

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Indian Affairs

Forestry 41,742 47,735 45,895 51,914 54,155 49,013 48,872

Bureau of Land Management

Public Domain Forest Management 5,889 9,838 9,838 9,980 10,076 10,135 9,527

Forest Management - old structure 30,383 33,447 33,447 33,752 32,942 33,872 ---

Other Forest Resources Management - old structure 34,672 36,985 36,985 33,495 33,495 25,385 ---

Reforestation and Forest Development - old 

structure 22,387 23,851 23,851 24,023 24,023 20,086 ---

Subtotal 93,331 104,121 104,121 101,250 100,536 89,478 9,527

Total 135,073 151,856 150,016 153,164 154,691 138,491 58,399
Generating Revenue and Utilizing Our Natural Resources Manage Grazing Resources

Interior Annual Performance Plan and Report Page 65

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: In recent years, the amount of time, effort, and cost devoted to issuing grazing permits has increased 

mostly due to dramatic increases in litigation when permits are appealed during the decision process. Increased litigation is impacting 

performance and has led to fewer permits processed and a growing backlog in grazing permit renewals. At the same time continued 

drought requires staff time and other resources needed for permit renewals and lease processing to be used to deal with the effects of 

drought on the public lands. 

The 2017 target for grazing permits and leases processed as planned consistent with applicable resource management plans was not met 

due to unexpected vacancies in range staffing positions for several months, along with additional permitting restrictions on sage grouse 

habitat.

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.

Strategic Plan Performance Measures

Strategy: Provide for sustainable forage and grazing

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of grazing permits and 

leases processed as planned 

consistent with applicable 

resource management plans. 

(cum.)

BLM 21% 22% 18% 13% 18% 13%(E) 14% 10%

1,344 1,374 1,213 862 1,240 917(E) 1,005 1,000

6,300 6,300 6,900 6,800 6,800 6,800(E) 7,400 10,000

Percent of range units assessed 

during the reporting year for 

level of utilization and/or 

rangeland condition/trend.

BIA 32% 31% 44% 42% 37% 49% 40% 15%

1,247 1,131 1,547 1,377 1,226 1,498 1,333 490

3,901 3,642 3,539 3,252 3,278 3,050 3,316 3,275
Generating Revenue and Utilizing Our Natural Resources Manage Grazing Resources

Interior Annual Performance Plan and Report Page 66

Supporting Performance Measures

Strategy: Provide for sustainable forage and grazing

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Percentage of grazing permits 

monitored annually for 

adherence to permit provisions, 

including permittee compliance 

with requirements described in 

conservation plans.

BIA 24% 35% 40% 41% 35% 37% 36% 20%

3,387 4,849 5,670 5,558 4,682 5,093 4,947 2,700

14,033 13,788 14,058 13,523 13,529 13,792 13,764 13,525

Strategic Actions Planned through FY 2019

Bureau of Land Management

• Continue to streamline the grazing permit process and provide more 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. 

• 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. 

Bureau of Indian Affairs

• Employ innovative methods to improve forest health and meet tribal land management objectives.

• Provide up-to-date guidance to regions, agencies, and tribes.
Generating Revenue and Utilizing Our Natural Resources Manage Grazing Resources

Interior Annual Performance Plan and Report Page 67

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Indian Affairs

Agriculture and Range 27,494 30,558 30,494 30,751 30,769 28,822 27,977

Bureau of Land Management

Rangeland Management 37,977 39,500 39,500 39,500 39,500 33,876 35,762

Total 65,471 70,058 69,994 70,251 70,269 62,698 63,739
Interior Annual Performance Plan and Report Page 68

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 69

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 is a new strategic plan goal and strategy to support and highlight Secretary Zinke’s Secretarial Order 

3356, 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 addition, this Order gave greater priority to recruiting and retaining sportsmen and women 

conservationists, with an emphasis on engaging youth, veterans, minorities, and underserved communities that traditionally have low 

participation in outdoor recreation activities. 

Currently, 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 addition, the Fish and Wildlife Service has 372 National Wildlife Refuges and wetland management districts open 

to hunting and 308 refuges and wetland management districts open to fishing. As practiced on refuges, hunting and fishing do not pose a 

threat to wildlife populations, and in some instances, are actually 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. 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 recreation areas developed as a result 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.

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 have the 

opportunity to 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 
Expanding Outdoor Recreation and Access Expand Hunting, Fishing, and Other Recreation on DOI Lands

Interior Annual Performance Plan and Report Page 70

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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Number of National Wildlife 

Refuge acres newly opened to 

hunting and fishing

FWS N/A N/A 1,078 2,435 71,769 71,769 172,450 177,624

Number of legal public access 

transactions completed that 

facilitate open access to 

recreation opportunities

BLM N/A N/A N/A N/A N/A N/A 4 8

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 N/A N/A N/A

Number of individuals 

participating in outdoor 

recreation activities at special 

events

DOI 1,572,281 1,578,173 1,481,817 1,626,423 1,928,389 1,928,389 4,506,671 4,272,916

BLM N/A N/A N/A N/A N/A N/A 2,000,000 2,200,000

BOR N/A N/A N/A N/A N/A N/A 1,401,129 967,374

FWS 1,572,281 1,578,173 1,481,817 1,626,423 1,928,389 1,928,389 1,105,542 1,105,542

Strategic Actions Planned through FY 2019

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 
Expanding Outdoor Recreation and Access Expand Hunting, Fishing, and Other Recreation on DOI Lands

Interior Annual Performance Plan and Report Page 71

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.

• 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. 

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

boardwalks.

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.

Bureau of Land Management

• Provide recreation opportunities for tens of millions of visitors, including but not limited to hiking, biking, camping, hunting, 

fishing, skiing, horse riding, and snow mobiling and off-highway vehicles. 

• 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. 

• 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.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

Bureau of Land Management

Recreation Resources Management 23,064 24,348 24,348 25,598 26,732 23,617 26,617
Expanding Outdoor Recreation and Access Expand Hunting, Fishing, and Other Recreation on DOI Lands

Interior Annual Performance Plan and Report Page 72

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

National Monuments and National Conservation Areas 14,954 15,909 15,909 18,409 18,409 13,847 13,130

National Monuments and National Conservation Areas - old 

structure

354 370 370 383 389 348 ---

Subtotal 38,372 40,627 40,627 44,390 45,530 37,812 39,747

Bureau of Reclamation

Water and Related Resources --- --- --- --- --- 7,603 8,188

Fish and Wildlife Service

Resource Management 93,236 92,466 92,118 93,686 93,494 94,380 90,300

Construction 1,855 1,258 1,255 1,895 1,891 1,479 1,260

Land Acquisition 550 544 475 685 684 596 120

Cooperative Endangered Species Conservation Fund 480 501 501 535 534 531 ---

State Wildlife Grants 32,700 31,108 31,108 32,103 32,042 32,937 16,582

Subtotal 128,821 125,877 125,457 128,904 128,645 129,923 108,262

National Park Service

Operation of the National Park System --- --- 110,153 113,938 115,260 115,791 101,592

Centennial Challenge --- --- 1,500 2,250 3,000 2,980 ---

National Recreation and Preservation --- --- 14,455 14,335 14,338 14,241 6,145

Construction (and Major Maintenance) --- --- 2,211 2,211 2,211 2,196 1,877

Land Acquisition and State Assistance --- --- 36,769 72,417 69,509 69,037 ---

Subtotal --- --- 165,088 205,151 204,318 204,245 109,614
Expanding Outdoor Recreation and Access Expand Hunting, Fishing, and Other Recreation on DOI Lands

Interior Annual Performance Plan and Report Page 73

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

Total 167,193 166,504 331,172 378,445 378,493 379,583 265,811
Expanding Outdoor Recreation and Access Enhance Public Satisfaction at DOI Sites

Interior Annual Performance Plan and Report Page 74

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: Visitor satisfaction with the quality of experiences on public lands remains very high. In 2017, the 

Department continued its high level of performance in the recreation and visitor experience measure. Survey results show that almost all 

(about 93%) visitors are satisfied with their experiences at parks, refuges and other public lands. Collectively, satisfaction is above 95 

percent for visitors served by facilitated programs. The Administration’s Public Lands Infrastructure Initiative will result in additional new 

dollars being devoted to infrastructure in our National Parks and National Wildlife Refuges which will improve visitor satisfaction.

Continued urbanization and competition from other forms of entertainment pose challenges to the Department in its quest to ensure that 

all Americans understand, appreciate and enjoy the special places protected by the National Parks, Wildlife Refuges and BLM public lands. 

Many urban residents and other individuals are not aware of the opportunities and scope of activities available to them at the

Department’s natural and cultural locations.

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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of visitors satisfied with 

the quality of experience

DOI 94% 95% 95% 95% 95% 93% 94% 94%

BLM 96% 96% 96% 96% 96% 91% 95% 95%

FWS 90% 90% 90% 90% 90% 90% 90% 90%

NPS 97% 98% 98% 98% 98% 98% 98% 98%
Expanding Outdoor Recreation and Access Enhance Public Satisfaction at DOI Sites

Interior Annual Performance Plan and Report Page 75

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of visitors satisfied with 

facilitated programs

DOI 95% 96% 96% 96% 96% 96% 96% 94%

BLM 94% 95% 94% 94% 95% 95% 95% 95%

NPS 96% 97% 97% 97% 97% 97% 97% 92%

Supporting Performance Measures

Strategy: Enhance the enjoyment and appreciation of our natural and cultural heritage

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Percent of visitors 

understanding and appreciating 

the significance of the park they 

are visiting

NPS 87% 77% 74% 80% 80% 79% 82% 78%

Strategic Actions Planned through FY 2019

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 20 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 Service lands (Wildlife Refuges) and partner lands. 

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

boardwalks.
Expanding Outdoor Recreation and Access Enhance Public Satisfaction at DOI Sites

Interior Annual Performance Plan and Report Page 76

Bureau of Land Management

• Provide recreation opportunities for tens of millions of visitors, including but not limited to hiking, biking, camping, hunting, 

fishing, skiing, horse riding, and snowmobiling and off-highway vehicles. 

• 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. 

• 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.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

Bureau of Land Management

Recreation Resources Management 23,065 24,349 24,349 25,599 26,733 23,617 26,617

National Monuments and National Conservation Areas 14,955 15,910 15,910 18,410 18,410 13,848 13,130

Challenge Cost Share 2,413 2,413 2,413 2,413 --- --- ---

Recreational Access --- --- 2,000 8,000 8,000 --- ---

National Monuments and National Conservation Areas - old 

structure

355 378 383 384 390 348 ---

Subtotal 40,788 43,050 45,055 54,806 53,533 37,813 39,747
Expanding Outdoor Recreation and Access Enhance Public Satisfaction at DOI Sites

Interior Annual Performance Plan and Report Page 77

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

Fish and Wildlife Service

Resource Management 6,364 6,157 6,167 6,245 6,231 6,252 6,076

Construction 232 157 157 237 236 185 157

Subtotal 6,596 6,314 6,324 6,482 6,467 6,437 6,233

National Park Service

Operation of the National Park System 397,783 407,246 418,101 434,841 443,050 446,897 387,897

Centennial Challenge --- --- 1,500 2,250 3,000 2,980 ---

National Recreation and Preservation 9,256 10,079 10,775 10,574 10,574 10,486 777

Historic Preservation Fund 22,240 23,963 23,962 31,963 46,463 46,147 13,467

Construction (and Major Maintenance) 12,547 13,148 13,004 13,004 13,004 12,916 9,718

Land Acquisition and State Assistance 13,497 12,503 12,711 15,418 12,506 12,421 ---

Subtotal 455,323 466,939 480,053 508,050 528,597 531,847 411,859

Total 502,707 516,303 531,432 569,338 588,597 576,097 457,839
Interior Annual Performance Plan and Report Page 78

Mission Area 4: Fulfilling Our Trust Responsibilities
Fulfilling Our Trust Responsibilities Support Self-Determination and Self-Governance

Interior Annual Performance Plan and Report Page 79

Mission Area 4: Fulfilling Our Trust Responsibilities

Goal #1: Support Self-Determination, Self-Governance, and Sovereignty

Strategy #1: Support self-governance and self-determination

Program Performance Overview: This strategy focuses on the accountability aspects of supporting tribal self-governance and selfdetermination programs. Tribes operating under self-governance and self-determination demonstrate financial statement accuracy 

and compliance with generally accepted accounting principles by obtaining “clean audits.” In recent years, performance on tribal audits 

has fluctuated near 80 percent.

Though the Department met its FY 2016 targets for both clean audits and timeliness of management actions on audits and 

recommendations, challenges exist including inaccurate documentation filed by tribes to certify how they are spending funds and BIA’s 

failure to review single audits submitted by tribes. BIA also is challenged by a limited number of warranted contracting officers and 

contracting officers’ representatives, who are responsible for monitoring and overseeing contracts. 1

• Self-Determination: Under a self-determination contract, a tribe contracts with BIA to take over operation of a program formerly 

operated by BIA. The funds BIA previously used to run the program transfer to the tribe. Self-determination typically is a programby-program decision. The Indian Self-Determination Program within BIA works to further American Indian Tribes’ exercise of SelfDetermination and conducts oversight of self-determination contracts and grants.

• Self-Governance: Under a self-governance compact, a tribe takes over most or all of BIA operations affecting that tribe. The Office 

of Self-Governance (OSG) implements the Tribal Self-Governance Act of 1994 by developing and implementing regulations, policies, 

and guidance in support of self-governance initiatives. OSG advocates for the transfer of Federal programmatic authorities and 

resources to tribal governments and supports tribal sovereignty and an expanded role in the operation of Indian programs. The 

program work includes negotiating annual funding agreements with eligible tribes and consortia, coordinating budget and 

performance data collection from self-governance Tribes, and resolving issues identified in financial and program audits of selfgovernance operations.

 1 Office of the Inspector General, U.S. Department of Interior, Report No: 2016-ER-049, page 30.
Fulfilling Our Trust Responsibilities Support Self-Determination and Self-Governance

Interior Annual Performance Plan and Report Page 80

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, self-determination, 

and self-reliance, applying local expertise and knowledge to managing tribal functions and services.

Strategic Plan Performance Measures

Strategy: Support self-governance and self-determination activities

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

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

BIA N/A N/A N/A N/A N/A 51% 99% 99%

N/A N/A N/A N/A N/A 91 124 126

N/A N/A N/A N/A N/A 177 125 127

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

AS-IA N/A N/A N/A N/A N/A 96% 91% 91%

N/A N/A N/A N/A N/A 71 172 172

N/A N/A N/A N/A N/A 74 190 190

Strategic Actions Planned through FY 2019

Bureau of Indian Affairs - Division of Self Determination

• Continue to monitor monthly Single Audit Reports to ensure timely management decisions are made, and collections are being 

imposed.

• Continue to provide Audit Training to Awarding Officials responsible for issuing findings and determinations related to A-133 

Audits. 

Indian Affairs - Office of Self-Governance

• Negotiate funding agreements with tribes.

• Conduct information meetings with tribes considering self-governance.
Fulfilling Our Trust Responsibilities Support Self-Determination and Self-Governance

Interior Annual Performance Plan and Report Page 81

• Provide curriculum based Self-Governance Training to new and existing Tribes and their federal partners.

• Offer planning and negotiation meetings through teleconference and in-person visits.

• Gain approval for an ongoing Self-Governance Youth internship program.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Indian Affairs

Indian Self-Determination Fund (TPA) 1,895 5,000 5,000 5,000 --- --- ---

Small and Needy Tribes (TPA) 1,845 1,845 1,845 1,845 4,448 --- ---

Tribal Government Program Oversight 8,066 8,128 8,181 8,273 8,377 8,014 ---

Subtotal 11,806 14,973 15,026 15,118 12,825 8,014 ---

National Park Service

Operation of the National Park System 5,306 5,837 6,940 7,209 7,249 7,091 6,298

National Recreation and Preservation 3,330 3,346 3,445 3,476 3,476 3,468 1,683

Historic Preservation Fund 8,518 8,985 8,985 9,985 10,485 10,414 5,738

Subtotal 17,154 18,168 19,370 20,670 21,210 20,973 13,719

Total 28,960 33,141 34,396 35,788 34,035 28,987 13,719
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 82

Mission Area 4: Fulfilling Our Trust 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 ranges 

from 90 to 100 percent as the Department reviews, processes, and carries out trust responsibilities in a timely and accurate manner.

In FY 2016, the Department continued its strong performance in fulfilling its trust responsibilities except processing times for land-intotrust determinations.

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.

• The Office of the Special Trustee for American Indians (OST) ensures sufficient resource dedication to manage Indian fiduciary 

assets, assists in reforming and improving trust-related processes and performance, and provides technical and economic 

assistance to Tribes. In additional, OST coordinates with the programs described below in fulfilling fiduciary trust for Native 

American lands and assets.

• Probate Services ensures timely distribution of trust assets. The Cobell litigation settlement created substantial growth in 

customer service requests for information on estate distribution of trust assets.

• Human Services and OST collaborate in operating the BIA Service Center to settle unresolved issues or concerns related to 

supervised trust accounts. BIA monitors trust accounts for up-to-date information, tracks supervised accounts requiring 

assessments, and quantifies completed assessments. Additionally, BIA administers supervised Individual Indian Money (IIM) 

accounts through an automated case management system that increases transparency and accountability of the assets in IIM 

accounts.
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 83

• The Land Title and Records Office (LTRO) improves Native American ownership information and protects and preserves trust lands 

and resources through accurate, timely, accountable, and efficient processing of complete title ownership and encumbrance for all 

Federal Indian trust and restricted lands.

• 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-energy 

mineral development on tribal land, (IV) issuing rights-of-way on tribal lands, and (V) addressing unresolved Indian trust rights.

• The Land Buy-Back Program for Tribal Nations was established to implement the land consolidation aspects of the Cobell 

Settlement Agreement. In 2017, the Buy-Back Program surpassed $1 billion in cumulative land sales paying nearly $343 million to 

landowners who accepted offers resulting in more than 244,400 fractional interests purchased (475,600 equivalent acres 

consolidated). In addition, the Program’s contributions to the Cobell Education Scholarship Fund reached the maximum amount of 

$60 million during 2017.

The Program has paid landowners approximately $1.2 billion since its inception, and it has created or increased tribal ownership in 

nearly 42,000 tracts of allotted land – with nearly 1,500 of those tracts reaching 100 percent tribal trust ownership. The Program 

has acquired nearly 730,000 interests, which is a 24.5 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 2.1 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.

Strategic Plan Performance Measures

Strategy: Ensure accurate and timely management of fiduciary trusts

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Total average gain in earnings 

of participants that obtain 

unsubsidized employment 

through Job Placement Training 

programs for tribes submitting 

BIA $10.40 $9.27 $10.20 $9.69 $9.83 $9.54 $9.97 $10.11

$26,225 $33,092 $24,330 $31,861 $29,500 $34,172 $31,889 $34,380

2,522 3,568 2,385 3,288 3,000 3,582 3,200 3,400
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 84

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

P.L. 102-477 related reports

Percent of active, supervised 

Individual Indian Monies (IIM) 

case records reviewed in 

accordance with regulations

BIA 98% 96% 97% 97% 96% 100% 96% 97%

710 716 699 665 681 665 672 701

726 747 720 686 707 667 697 725

Increase in the percentage of 

submitted land-into-trust 

applications with 

determinations (Fee to Trust)

BIA 37% 42% 29% 38% 38% 22% 33% 40%

387 962 299 263 150 158 90 360

1,035 2,278 1,029 697 392 705 270 900

Percent of financial information 

initially processed accurately in 

trust beneficiaries' accounts.

OST 99.99% 99.99% 99.99% 99.99% 99.50% 99.99% 99.00% 99.79%

9,367,301 9,980,933 10,723,816 10,261,456 10,447,500 10,673,067 9,900,000 10,477,500

9,368,497 9,981,933 10,724,403 10,262,924 10,500,000 10,673,871 10,000,000 10,500,000

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% 99.00% 100.00% 100.00% 99.00%

634,094,209 912,751,133 570,897,122 381,372,922 495,000,000 473,425,865 594,000,000 693,000,000

634,094,209 912,751,133 570,897,122 381,372,922 500,000,000 473,425,865 594,000,000 700,000,000

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%

833,022 870,140 895,984 877,759 850,000 884,303 880,000 850,000

833,022 870,140 895,984 877,759 850,000 884,303 880,000 850,000

Supporting Performance Measures

Strategy: Ensure accurate and timely management of fiduciary trusts

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Percent of title encumbrances 

requested during the reporting 

year that are completed by the 

end of the reporting year

BIA N/A N/A 80% 74% 74% 82% 84% 70%

N/A N/A 5,548 5,023 3,119 10,137 5,440 2,940

N/A N/A 6,911 6,827 4,226 12,302 6,479 4,200

Percent of Estates Closed BIA 97% 96% 94% 97% 93% 98% 93% 93%

5,507 4,797 4,356 4,095 6,909 4,512 5,731 3,720

5,702 4,977 4,642 4,221 7,424 4,603 6,155 4,000
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 85

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Percent of qualifying probate 

orders encoded within 72 hours

BIA 90% 93% 90% 91% 89% 95% 92% 84%

5,647 5,010 4,009 4,630 4,573 6,190 5,616 4,480

6,288 5,409 4,472 5,079 5,130 6,512 6,115 5,330

Percent of qualifying nonprobate conveyance 

documents, including deeds, 

recorded within 48 hours

BIA 92% 96% 98% 98% 93% 97% 94% 84%

8,025 9,382 22,359 18,119 16,418 24,817 16,898 14,660

8,707 9,736 22,922 18,464 17,585 25,476 18,070 17,500

Percent of land titles certified 

within 48 hours

BIA 93% 80% 46% 71% 70% 95% 86% 65%

46,886 121,789 194,243 122,797 97,815 284,058 209,775 116,000

50,206 152,245 418,881 173,420 140,480 299,601 243,150 178,990

Percent of recipients who 

complete the goals identified in 

the Individual Self-sufficiency 

Plans (Welfare Assistance 

Program)

BIA 87% 89% 88% 85% 82% 75% 77% 82%

31,401 29,658 29,326 24,896 23,901 17,374 17,400 23,800

36,184 33,390 33,490 29,338 29,250 23,317 22,568 29,100

Percent of Indian Child Welfare 

Act notices processed within 15 

days of receipt

BIA 100% 95% 95% 98% 96% 100% 96% 97%

21,114 17,923 21,715 22,442 20,708 26,368 25,368 22,455

21,213 18,860 22,821 22,900 21,471 26,411 26,411 23,150

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 N/A N/A N/A N/A

Strategic Actions Planned through FY 2019

Office of the Special Trustee for American Indians

• Coordinate with Departmental offices and bureaus to improve trust services to Indian Country.

• Address Trust Services recommendations from internal and external program reviews. 

Bureau of Indian Affairs

Human Services

• Facilitate Core-Competency IIM Case Management Training as part of the overall Human Services Training Plan in FY2019 and train 

on the updated BIA-OST Joint Handbook, The IIM component of the training will focus on providing training to BIA Agency Case 

Workers and Tribal Workers who manage supervised IIM accounts. 
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 86

• Develop FASS-CMS electronically based methods to monitor and support BIA Regional Human Services Offices to ensure the 

annual review of Supervised IIM Accounts are conducted within the required annual timeframe. 

• Develop the IIM Core Competency Training into online training modules to make it more accessible to Tribal and BIA Agency case 

workers across the Nation in alignment with the Division’s goals under the Center for Federal Excellence. 

• Build partnerships with Universities and other Organizations on recruiting and hiring Master Level Social Workers to fill IIM 

Specialist positions across the nation. The Division will conduct on-going training in FY2019 on the Native American Children's 

Safety Act Guidance (NACSA) issued in FY2018. The Division of Human Services will deploy an online training module focused on 

the NACSA in alignment with the Divisions work under the Center for Excellence.

• Partner with the BIA Regional Social Workers and the University of Montana to provide specialized training in areas such as, but 

not limited to, trauma-informed child welfare and child protection services; Supervision; Self-Care; the Native American Children’s 

Safety Act.

• Build its partnership with the University of Oklahoma towards the development Assimilation Training in the field of Indian Child 

Welfare in alignment with the Division of Human Services efforts under the Center for Excellence. 

• Deploy the enhancements to the Financial Assistance and Social Services – Case Management System in FY 2019 for the Child and 

Family Services portion of the system. The Division of Human Services will continue to provide ongoing training on the ICWA 

portion of the system in FY 2019, to ensure better data collection and reporting by the BIA Regional Offices. 

• Ensure that ICWA notices are responded to within the 15-day timeframe.

• Publish the ICWA Designated Agent List.

Land Titles and Records 

• Test new standardized performance reports capturing recording of all transaction types not just conveyances.

• Collaborate with 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 LTROs 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. 
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 87

• 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. 

• Perform review on a timely basis of the Decision Order issued by Office of Hearing and Appeals (OHA) for completion.

• Complete and forward all cases to the Division of Land, Title and Records Office for distribution of land interest by the order from 

Office Hearing and Appeals (OHA).

• Complete and forward all cases promptly to the Office of Special Trustee for distribution of IIM Account by the order from the 

Office of Hearing and Appeals (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 

increase 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. 
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 88

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Indian Affairs

Tribal Government Program Oversight --- --- --- --- --- --- 7,326

Social Services (TPA) 32,494 35,763 40,871 45,179 52,343 34,987 32,864

Welfare Assistance (TPA) 70,879 74,809 74,809 74,791 74,773 70,794 65,794

Indian Child Welfare Act (TPA) 9,995 10,710 15,433 15,641 18,946 14,918 13,696

Probate (TPA) 11,967 11,989 12,043 11,928 12,039 11,869 10,989

Land Title and Records Offices 6,416 13,732 13,981 13,905 13,891 6,109 12,610

Real Estate Services 35,449 46,360 36,435 36,837 37,070 35,574 34,909

Job Placement and Training (TPA) 10,922 10,920 11,463 11,445 12,504 10,987 8,027

Economic Development (TPA) 2,247 1,713 1,706 1,794 1,801 1,725 1,737

Total 180,369 205,996 206,741 211,520 223,367 186,963 187,952
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 89

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, with over two-thirds of the schools operated by tribes and the remainder operated 

directly by BIE. Additionally, BIE funds 32 tribal colleges, universities, tribal technical colleges, and post-secondary schools.

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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of students attending 

BIE-funded schools completing 

high school with a regular 

diploma within four years of 

their 9th grade entry date 

BIE N/A 48% 51% 49% N/A 63% 65% 67%

N/A 1,616 1,626 1,520 N/A 1,761 1,822 1,878

N/A 3,363 3,209 3,119 N/A 2,803 2,803 2,803

Strategic Actions Planned through FY 2019: 

• Complete the reorganization of the Bureau of Indian Education that will focus on providing the resources and customized technical 

assistance to support tribes in establishing and operating high-performing schools on their own.
Fulfilling Our Trust Responsibilities Fulfill Fiduciary Trust

Interior Annual Performance Plan and Report Page 90

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request

Bureau of Indian Education 754,064 788,754 810,531 852,367 850,747 786,372 741,852

Total 754,064 788,754 810,531 852,367 850,747 786,372 741,852
Fulfilling Our Trust Responsibilities Strengthen Economic and Health Capacities in the US Territories

Interior Annual Performance Plan and Report Page 91

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 #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, and ensuring 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 in 2014. The infant mortality rate in the insular areas is more than double the larger 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 FAS 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 noncommunicable and communicable diseases impacting the Pacific and Caribbean such as obesity, diabetes, and tuberculosis.
Fulfilling Our Trust Responsibilities Strengthen Economic and Health Capacities in the US Territories

Interior Annual Performance Plan and Report Page 92

Strategic Plan Performance Measures

Strategy: Bolster Healthcare Capacity

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of Community Water 

Systems (CWS) that receive 

health-based violations notices 

from the US Environmental 

Protection Agency.

OIA 19% 8% 13% 8% 10% 11% 10% 10%

28 12 19 11 13 14 13 13

148 147 147 131 131 132 132 132

Number of new and relapse 

tuberculosis cases occurring 

during the calendar year on the 

islands (per 1,000 people in the 

population)

OIA N/A 64 72 77 N/A 91 85 80

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 N/A 72% 89% 93% N/A 81% 85% 88%

N/A 303 299 339 N/A 257 270 280

N/A 421 336 365 N/A 317 317 317

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 N/A 12 12 N/A 15 14 13

Strategic Actions Planned through FY 2019

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.
Fulfilling Our Trust Responsibilities Strengthen Economic and Health Capacities in the US Territories

Interior Annual Performance Plan and Report Page 93

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Office of Insular Affairs

American Samoa Operations --- --- --- 7,900 7,900 7,900 7,900

Covenant Grants --- --- --- 5,400 --- --- ---

American Samoa Construction --- --- --- 1,900 --- --- ---

Guam Construction --- --- --- 3,500 --- --- ---

Technical Assistance --- --- --- 1,012 456 456 500

Maintenance Assistance Fund --- --- --- 100 --- --- ---

Marshall Islands Compact --- --- --- 9,188 9,202 6,869 5,929

Federated States of Micronesia Compact --- --- --- 22,053 23,509 22,623 21,258

Compact Impact --- --- --- 15,020 12,610 12,610 12,610

Total --- --- --- 66,073 53,677 50,458 48,197
Fulfilling Our Trust Responsibilities Strengthen Economic and Health Capacities in the US Territories

Interior Annual Performance Plan and Report Page 94

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. 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’s National Renewable Energy Laboratory (NREL) 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 Empowering 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 impacting insular economies.
Fulfilling Our Trust Responsibilities Strengthen Economic and Health Capacities in the US Territories

Interior Annual Performance Plan and Report Page 95

Strategic Plan Performance Measures 

Strategy: Strengthen Island Economies

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Difference in the mean GDP per 

capita in the 4 US territories 

compared to the mean GDP per 

capita in the US

OIA 47% 41% 44% 43% 60% 45% 46% 46%

20,483 19,972 22,205 22,159 29,526 23,388 23,700 24,000

43,236 49,210 50,051 51,241 49,210 51,737 51,737 51,737

Difference in the residential 

cost per kilowatt hour for 

power from the national 

average

OIA 3.1 3.1 3.0 2.4 2.0 1.9 2.4 2.4

0.37 0.37 0.39 0.31 0.24 0.25 0.31 0.31

0.12 0.12 0.13 0.13 0.12 0.13 0.13 0.13

Strategic Actions Planned through FY 2019

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) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Office of Insular Affairs

American Samoa Operations --- --- --- 14,852 14,852 14,697 13,629

American Samoa Direct Loan Program Account --- --- --- 115 --- --- ---

Northern Mariana Islands Construction --- --- --- 9,606 9,082 8,124 8,124

American Samoa Construction --- --- --- 7,605 9,613 10,321 10,321
Fulfilling Our Trust Responsibilities Strengthen Economic and Health Capacities in the US Territories

Interior Annual Performance Plan and Report Page 96

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Guam Construction --- --- --- 2,170 6,578 6,620 6,620

Virgin Islands Construction --- --- --- 2,939 2,447 2,655 2,655

Office of Insular Affairs --- --- --- 9,448 9,448 9,384 9,430

Technical Assistance --- --- --- 14,492 16,328 16,214 14,171

Maintenance Assistance Fund --- --- --- 981 4,000 3,973 1,023

Brown Tree Snake Control --- --- --- 3,500 3,500 3,476 2,837

Coral Reef Initiative & Natural Resources --- --- --- 1,000 1,250 1,242 946

Empowering Insular Communities --- --- --- 2,971 3,471 3,447 2,811

Compact Impact - Discretionary --- --- --- 3,000 3,000 2,980 ---

Assistance to American Samoa Direct Loan Financing 

Account --- --- --- -489 -469 --- ---

Compact Impact --- --- --- 14,980 17,390 17,390 17,390

Guam Section 30 Income Taxes --- --- --- 79,238 85,712 78,000 78,000

VI Rum Excise Taxes --- --- --- 211,851 242,099 224,000 209,000

Total --- --- --- 378,259 428,301 402,523 376,957
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Interior Annual Performance Plan and Report Page 97

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 U.S. 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 

FAS: 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, 

health care, infrastructure, public sector capacity building, private sector development, and environment. The Department will request

continuing appropriations which support U.S. Compact obligations to Palau.

Strategic Plan Performance Measures 

Strategy: Fulfill US Compact Obligations

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Ratio of FAS private sector jobs 

versus total FAS employment

OIA 49% 49% 49% 50% N/A 50% 50% 50%

18,004 17,833 18,229 18,803 N/A 18,803 18,900 19,100

36,461 36,513 36,865 37,844 N/A 37,844 37,844 37,844

Ratio of FAS public sector jobs 

versus total FAS Employment

OIA 51% 51% 51% 50% N/A 50% 50% 50%

18,457 18,680 18,636 19,041 N/A 19,041 18,950 18,915

36,461 36,513 36,865 37,844 N/A 37,844 37,844 37,844

Percent of FAS employment 

attributable to OIA Grants and 

Programs

OIA 34% 36% 39% 36% N/A 36% 35% 35%

12,220 13,246 14,233 13,486 N/A 13,486 13,400 13,350

36,461 36,513 36,865 37,844 N/A 37,844 37,844 37,844

Percent of FAS employee OIA 31% 31% 30% 30% N/A 30% 30% 30%
Fulfilling Our Trust Responsibilities Strengthen Economic and Health Capacities in the US Territories

Interior Annual Performance Plan and Report Page 98

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

compensation attributable to 

OIA grants and programs

100,032 102,065 103,086 109,742 N/A 109,742 109,000 108,500

322,854 331,988 348,882 367,746 N/A 367,746 367,746 367,746

Average FAS private sector 

wage rate as a percentage of 

average FAS central

government wage rate

OIA 42% 41% 42% 42% N/A 42% 42% 42%

19,244 19,873 20,963 21,738 N/A 21,738 21,800 22,000

45,794 48,984 50,284 52,076 N/A 52,076 52,076 52,076

Strategic Actions Planned through FY 2019

Office of Insular Affairs

• Execute financial assistance agreements with the FAS in line with Compacts of Free Association.

• Pursue enactment of the 2010 Palau Compact Review Agreement, and implement the agreement once enacted.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

Office of Insular Affairs

Federal Services --- --- --- 2,818 2,818 2,798 2,636

Eniwetok --- --- --- 500 500 497 473

Palau Compact Extension --- --- --- 13,147 13,147 13,058 ---

Marshall Islands Compact --- --- --- 65,410 66,625 70,079 71,349

Federated States of Micronesia Compact --- --- --- 87,123 86,388 88,877 90,721

Judicial Training --- --- --- 365 370 361 367

Total --- --- --- 169,363 169,848 175,670 165,546
Interior Annual Performance Plan and Report Page 99

Mission Area 5: Protecting Our People and the Border
Protecting Our People and the Border Ensure Emergency Preparedness & Address Pubic Safety Risks

Interior Annual Performance Plan and Report Page 100

Mission Area 5: Protect 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 Department works to provide visitors and other users to our lands and facilities with a safe 

environment. Accordingly, the Office of Law Enforcement and Security (OLES) provides program direction and oversight on law 

enforcement policy, border security, drug enforcement, training at the national academy, 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), Central Intelligence Agency, etc.) on all law 

enforcement and security issues. In addition, the Department coordinates with law enforcement 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 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.

Public Benefit: Inherent in our management of public lands is the obligation to protect employees of 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 natural, cultural, and heritage resources from illegal activities.
Protecting Our People and the Border Ensure Emergency Preparedness & Address Pubic Safety Risks

Interior Annual Performance Plan and Report Page 101

Strategic Plan Performance Measures 

Strategy: Ensure public safety on our lands

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of agencies with a 

current law enforcement 

staffing plan

OLES N/A N/A N/A N/A N/A N/A 30% 50%

Percent of criminal offenses 

solved by arrest (Part 1 Offense 

Clearance Rate)

BIA N/A N/A N/A N/A N/A N/A 40% 41%

N/A N/A N/A N/A N/A N/A 8,400 8,610

N/A N/A N/A N/A N/A N/A 21,000 21,000

Strategic Actions Planned through FY 2019

Office of Law Enforcement and Security

• Each bureau will determine the effective level and distribution of law enforcement staffing for each of its programs on a unit-byunit basis.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Indian Affairs

Law Enforcement 303,351 325,696 328,296 347,976 353,556 325,965 326,649

Bureau of Land Management

Resource Protection and Law Enforcement 25,325 25,325 25,325 25,495 26,616 25,708 24,166

Bureau of Reclamation
Protecting Our People and the Border Ensure Emergency Preparedness & Address Pubic Safety Risks

Interior Annual Performance Plan and Report Page 102

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Water and Related Resources 117,156 117,490 110,560 115,760 113,760 112,988 115,810

National Park Service

Operation of the National Park System 315,310 324,562 329,033 336,676 340,029 341,105 310,851

Construction (and Major Maintenance) 7,182 7,489 7,495 7,495 7,495 7,444 7,439

Subtotal 322,492 332,051 336,528 344,171 347,524 348,549 318,290

Total 768,324 800,562 800,709 833,402 841,456 813,210 784,915
Protecting Our People and the Border Ensure Emergency Preparedness & Address Pubic Safety Risks

Interior Annual Performance Plan and Report Page 103

Mission Area 5: Protect 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 often plays a vital role in supporting the Federal Emergency Management Agency in its 

disaster response mission. Within the Department, the 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 2013, the readiness index has slightly improved.

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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

DOI average I-READ index PEM 88 89 88 89 N/A 89 90 90

Strategic Actions Planned through FY 2019

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 & Address Pubic Safety Risks

Interior Annual Performance Plan and Report Page 104

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

National Park Service

Operation of the National Park System 76,958 83,163 85,108 87,663 88,368 87,067 79,077

Construction (and Major Maintenance) 8,907 7,739 745 745 745 740 675

Land Acquisition and State Assistance -13,268 8,200 --- --- --- --- ---

Total 72,597 99,102 85,853 88,408 89,113 87,807 79,752
Protecting Our People and the Border Support Securing Our Southern Continental US Border

Interior Annual Performance Plan and Report Page 105

Mission Area 5: Protect 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, an annual interagency border forum, 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 on DOI-managed public lands through collaborative efforts with 

partnering agencies.

Public Benefit: The Department manages lands adjacent to 41% of the southwest border of the continental US, 14% of its northern 

border, and 31% 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 way is by 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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Number of apprehensions on 

DOI-managed lands (BLM, FWS, 

NPS)

OLES N/A N/A N/A N/A N/A 51,989 Reduce 

Annually

Reduce 

Annually
Protecting Our People and the Border Support Securing Our Southern Continental US Border

Interior Annual Performance Plan and Report Page 106

Strategic Actions Planned through FY 2019

• Continue interagency coordination by participating in local Border Management Task Force (BMTF) meetings, interagency training, 

an interagency border forum, as needed, and law enforcement specific operations.
Healthy Watersheds and Secure Water Supplies Manage Wildland Fire

Interior Annual Performance Plan and Report Page 107

Mission Area 5: Protect 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 wildland fire

Program Performance Overview: 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 particular set of projects 

undertaken in a given year.

The Department achieved its targets on one of the three wildland fire measures in FY 2017 and experienced only small deviations from 

planned targets for the other two measures despite a challenging fire season.

The DOI is developing new wildland fire management performance measures to better articulate and determine the efficacy of 

Department and Administration resources in achieving desired resource conditions that reduce the intensity, severity or negative effects 

of wildfire. As part of this effort, the Department has established a working group among the four DOI wildland fire bureaus, as well as the 

U.S. Forest Service, which will explore the feasibility of concepts and principles in wildfire risk mitigation, and examine the value of the 
Healthy Watersheds and Secure Water Supplies Manage Wildland Fire

Interior Annual Performance Plan and Report Page 108

strategic placement of fuels treatments as informed by a risk assessment and mitigation plan. This group will develop recommendations 

for a) establishing outcome-based targets, and b) annually evaluating the performance of the program in meeting the desired objectives of 

the National Cohesive Wildland Fire Management Strategy. When completed, the DOI 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 to 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, natural and 

cultural resources in order to stabilize and prevent unacceptable degradation to 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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of DOI-managed 

landscape acres that are in a 

desired condition as a result of 

fire management objectives

OWF 35.7% (E) 36.0% 36.2% 35.8% 36.1% 35.6% 35.8% 35.8%

160,066,449 (E) 161,237,140 161,982,762 160,224,280 161,525,000 159,635,707 160,510,000 160,400,000

447,806,489 (E) 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 76% (E) 68% 89% 91% 90% 93% 92%2 93%

1,597 (E) 1,655 1,979 2,508 2,300 2,319 2,300 2,230

2,113 (E) 2,417 2,234 2,768 2,550 2,488 2,500 2,400

Percent of wildfires on DOImanaged landscapes where the 

initial strategies fully succeeded 

during the initial response 

OWF 97.7% (E) 97.2% 97.2% 96.7% 97.1% 96.2% 96.6% 96.9%

6,330 (E) 5,593 6,182 5,858 6,760 7,238 6,310 6,240

6,482 (E) 5,757 6,362 6,061 6,960 7,527 6,530 6,440

 2 Includes Resilient Landscapes projects.
Healthy Watersheds and Secure Water Supplies Manage Wildland Fire

Interior Annual Performance Plan and Report Page 109

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

phase

Strategic Actions Planned through FY 2019

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 firefighting that 

enable protection responsibilities to be exchanged and shared resources to be leveraged, in order to gain economic efficiency and 

reduce management duplication.

• Develop and implement policies to manage wildfires to meet safety and protection objectives, manage risk, and achieve resource 

benefits.

• 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 integrity of Departmental and tribal lands; contribute to community 

adaptation to fire; reduce human-caused ignitions; and improve the ability to safely and appropriately respond to 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 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.

• Continue to strengthen oversight and accountability of suppression spending and use risk management principles to guide 

decision-making at the strategic, program, and operational levels.
Healthy Watersheds and Secure Water Supplies Manage Wildland Fire

Interior Annual Performance Plan and Report Page 110

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Office of Wildland Fire

Preparedness 264,833 281,928 318,970 323,685 332,784 322,179 322,179

Suppression Operations 261,206 285,878 291,657 291,673 395,000 389,406 388,135

Fuels Management 137,685 145,024 164,000 170,000 180,000 149,466 149,466

Burned Area Rehabilitation 12,341 22,935 18,035 18,970 20,470 9,467 9,467

FLAME Wildfire Suppression Reserve Fund 91,669 42,000 29,000 177,000 65,000 --- ---

Total 767,734 777,765 821,662 981,328 993,254 870,518 869,247
Healthy Watersheds and Secure Water Supplies Provide Science to Safeguard Communities from Natural Hazards

Interior Annual Performance Plan and Report Page 111

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 improved slightly from FY 2016 to FY 2017, with four of five measures improving performance or remaining level, 

while funding increased marginally. This level of performance indicates that critical natural hazard knowledge and tools are being 

developed and provided to land managers and policy makers to inform decision making. Performance is expected to be reduced in FY 

2018 and FY 2019 with proposed budget reductions.

Public Benefit: The USGS provides scientific information to emergency responders, policy makers, and the public to reduce the risk of 

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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent completion of targeted 

natural hazards assessments of 

very high and high-threat 

regions of the Nation (Index)

USGS N/A 3 3 5 7 7 7 3

Percent completion of targeted 

landslide hazard research

USGS N/A 12 11 13 9 14 9 8

Percent completion of coastal 

and marine hazards and 

subsidence research (Index)

USGS N/A N/A N/A 94 94 94 91 89

Percent progress towards 

optimal monitoring capability 

for natural hazards situational 

awareness (Index)

USGS N/A 53 54 54 56 55 55 48
Healthy Watersheds and Secure Water Supplies Provide Science to Safeguard Communities from Natural Hazards

Interior Annual Performance Plan and Report Page 112

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of the National 

Streamflow Network (NSN) 

Streamgages that are fully 

operational

USGS N/A 87% 87% 88% 88% 88% (E) 88% 88%

N/A 8,150 8,160 8,260 8,260 8,260 (E) 8,260 8,260

N/A 9,360 9,360 9,360 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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Percent completion of next 

generation National Data Water 

Infrastructure (NWDI) strategy

USGS N/A N/A N/A N/A 10% 10% 30% 50%

Percent completion of 

ShakeAlert seismic sensor 

network implementation

USGS N/A N/A 0 0 0 0 0 0

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 N/A N/A 8 8

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 N/A N/A 3 3

Number of high- and significanthazard dams modified based 

upon applied science and 

engineering to reduce risk to 

the public 

BOR N/A N/A N/A N/A N/A N/A 2 1
Healthy Watersheds and Secure Water Supplies Provide Science to Safeguard Communities from Natural Hazards

Interior Annual Performance Plan and Report Page 113

Strategic Actions Planned through FY 2019

U.S. Geological Survey

• Monitor 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 monitoring in the Pacific Rim and tsunami disaster alerting 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. 

• 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; and maintain associated databases and tools that are 

widely used by engineers for site-specific engineering design and seismic risk analysis.

• 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.

• Continue to 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.

• Continue to opportunistically convert 6 to 8 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.

• Continue to 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.

• 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.

• Continue to 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 general public.
Healthy Watersheds and Secure Water Supplies Provide Science to Safeguard Communities from Natural Hazards

Interior Annual Performance Plan and Report Page 114

• Continue to collect observations, conduct studies, and test methods and models to expand the NOAA-USGS partnership for postwildfire debris-flow early warning beyond the prototype area in southern California to other parts of the Western United States

• Continue operating the Advanced National Seismic System (ANSS) in its current state to provide seismic data needed for 

earthquake alerts and situational awareness products, tsunami warnings, national security, hazard assessments, and research.

• Continue to develop prospective geoelectric hazard maps, develop existing data sets needed to estimate Earth surface impedance, 

and develop computer-based tools needed 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.

• Continue 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.

• Collect, manage, and disseminate high quality and reliable integrated hydrologic information in real time and over the long term. 

• 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.

• Continue development, refinement, and application of 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.
Healthy Watersheds and Secure Water Supplies Provide Science to Safeguard Communities from Natural Hazards

Interior Annual Performance Plan and Report Page 115

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 CR 2019 Request 2013 - 2019 

Trend

Bureau of Reclamation

Water and Related Resources --- --- --- --- --- 828 828

U.S. Geological Survey

Contaminant Biology 8,647 9,647 10,197 10,197 10,197 10,128 ---

Toxic Substances Hydrology 9,967 9,967 11,248 11,248 11,048 10,973 ---

Natural Hazards 112,772 116,202 121,164 123,798 124,675 123,732 97,621

Groundwater and Streamflow Information 

Program --- 62,134 62,934 63,434 65,158 64,436 64,436

Subtotal 131,386 197,950 205,543 208,677 211,078 209,269 162,057

Total 131,386 197,950 205,543 208,677 211,078 210,097 162,885
Interior Annual Performance Plan and Report Page 116

Mission Area 6: Modernizing Our Organization and Infrastructure 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 117

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 DOI intends to establish unified regional boundaries for its bureaus in 2018 and to further develop 

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.

Organizing bureaus with common geographic areas will allow for more integrated and better coordinated decision making across bureaus. 

Currently, the DOI’s bureaus have more than 40 distinct regions, each with its own geographic boundaries. This complicates coordination 

and hampers the DOI’s ability to get things done expeditiously. Having 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. The new regional 

boundaries currently under discussion – and subject to modification – are expected to have minimal budgetary impact.

To improve customer service and reduce operational costs, sharing functions at field locations has already begun. For a number of years, 

the Department of the Interior and Department of Agriculture’s US Forest Service (USFS) have pooled resources, conducted joint projects, 

and shared services under Service First agreements where field locations are in close proximity to each other. Service First authority 

promotes partnering across agency boundaries to develop joint solutions to common problems and to address federal land management 

issues in an integrated way.

Public Benefit: The Department is reevaluating 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 118

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 has put in place hiring controls to 

emphasize new hiring for field-related positions rather than administrative and support positions in the Washington, D.C., and Denver, 

Colorado metropolitan areas. 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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Employee engagement index 

for DOI in the Federal Employee 

Viewpoint Survey

PHR 62 61 62 63 N/A 66 68 70

DOI’s ranking among large 

agencies in the Partnership for 

Public Services’ Best Places to 

Work report

PHR N/A 12.0 13.0 11.0 10.0 9.0 8.0 7.0
Modernizing Our Organization and Infrastructure Align DOI Organizational Structure to Improve Mission Delivery

Interior Annual Performance Plan and Report Page 119

Strategic Actions Planned through FY 2019

The Office of Human Resources will analyze organizational data and recommend strategies for improvement from:

• Federal Employee Viewpoint Survey (e.g., employee engagement)

• 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
Modernizing Our Organization and Infrastructure Reduce Administrative and Regulatory Burden

Interior Annual Performance Plan and Report Page 120

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. 

In 2017, the Department established a Regulatory Reform Task Force, which 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 net savings of $1.15B (net present value) from its deregulatory actions in 

FY 2017. 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 expenditures required to comply with Federal regulations. Toward that end, the 

Administration’s policy is that for every one 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 121

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

The following measure is an OMB requirement based on the Presidential Memorandum M-17-23. 

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

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 N/A N/A (1,150.3) (2,800.0) (3,100.0)

Supporting Performance Measures

Strategy: Evaluate and improve the net benefits of regulatory reform initiatives and policies, and identify regulations for repeal, replacement, 

or modification

The following measures are an OMB requirement based on the Presidential Memorandum M-17-23. 

Supporting Performance 

Measures Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Number of EO 13771 

deregulatory actions issued

DOI N/A N/A N/A N/A N/A 11 28 11

Number of EO 13771 regulatory 

actions issued

DOI N/A N/A N/A N/A N/A 0 0 1

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 N/A N/A 11 28 11

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 N/A N/A 11 28 11

Number of deregulatory actions DOI N/A N/A N/A N/A N/A 11 28 11
Modernizing Our Organization and Infrastructure Reduce Administrative and Regulatory Burden

Interior Annual Performance Plan and Report Page 122

Supporting Performance 

Measures Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

issued that address 

recommendations by the 

Regulatory Reform Task Force
Modernizing Our Organization and Infrastructure Reduce Administrative and Regulatory Burden

Interior Annual Performance Plan and Report Page 123

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 for agencies to streamline and collaborate 

on National Environmental Protection Act (NEPA) compliance efforts. The Department believes this can best be achieved through a 

unified common structure that focuses on the intersecting bureau issues within the same geographical boundaries.

In 2018, the Department plans to significantly decrease the time to administratively process applications for making decisions on major 

right-of-way applications, and 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, as a whole, 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 124

Strategic Plan Performance Measures 

Strategy: Improve transparency and timeliness of the infrastructure permitting process

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Average amount of time to 

process and administratively 

complete Applications for 

Permit to Drill

BLM N/A N/A N/A N/A N/A N/A 90 90

Average amount of time to 

issue a decision on major rightof-way applications

BLM N/A N/A N/A N/A N/A N/A 48 48

Average amount of time to 

process and administratively 

complete a grazing permit

BLM N/A N/A N/A N/A N/A N/A N/A N/A

Percent of formal Endangered 

Species Act Section 7 

consultations addressed in a 

timely manner

FWS 78% 79% 77% 82% 82% 82% 83% 78%

787 713 737 838 774 774 750 718

1,013 900 959 1,020 948 948 900 926
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 125

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: 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 Initiative will go a long way toward 

addressing the deferred maintenance of our National Parks, National Wildlife Refuges, and Indian schools. The Department will address 

deferred maintenance/repair needs with priority given to those that support critical mission activities and manage risk as a means 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 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. 
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 126

The BIA Road Construction Program maintains and operates the 29,000 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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of priority assets in 

acceptable condition (i.e. meet 

investment objective)

PAM N/A N/A N/A N/A N/A 80.6 81.0 82.0

Percent of students in BIE 

school facilities that are in 

acceptable condition as 

measured by the Facilities 

Condition Index (FCI)

AS-IA 81% 77% 72% 62% 60% 69% 62% 63%

147 140 128 111 108 123 111 113

182 182 179 179 179 179 179 179

Amount of priority deferred 

maintenance (repair) 

needs/activities addressed (in 

billions)

PAM N/A N/A N/A N/A N/A N/A $1.00 $1.00

Value of NPS deferred 

maintenance work orders 

closed ($000)

NPS $840,000 $492,000 $508,000 $854,000 $664,000 $664,000 $623,000 $662,000

Percent of historic structures on 

DOI inventory in good condition

DOI 53% 57% 65% 56% 62% 56% 56% 48%

15,390 14,942 16,932 14,370 16,155 13,179 14,619 12,452

29,173 26,269 26,200 25,685 26,039 23,639 26,089 26,076
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 127

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

BIA 18% 36% 31% 31% 36% 31% 31% 18%

46 93 90 90 93 90 89 49

250 259 291 288 259 288 288 275

BLM 52% 51% 51% 51% 54% 50% 50% 49%

217 221 218 216 230 199 199 196

421 431 429 425 425 400 400 400

FWS 11% 11% 12% 11% 11% 11% 11% 10%

235 243 251 259 256 263 244 233

2,142 2,154 2,171 2,309 2,261 2,350 2,307 2,307

NPS 56% 61% 70% 61% 67% 61% 61% 52%

14,892 14,385 16,373 13,805 15,576 12,627 14,087 11,974

26,360 23,425 23,309 22,663 23,094 20,601 23,094 23,094

Percent of museum collections 

on DOI inventory in good 

condition

DOI 46% 57% 66% 63% 61% 68% 66% 64%

1,214 576 664 692 669 798 768 751

2,661 1,005 1,000 1,106 1,102 1,179 1,169 1,178

BIA 66% 70% 73% 75% 55% 80% 59% 50%

103 109 117 119 88 122 90 80

155 156 161 159 160 153 153 160

BLM 86% 84% 85% 87% 87% 84% 84% 84%

123 132 135 144 144 142 142 144

143 158 159 165 165 170 170 172

BOR 64% 66% 76% 77% 77% 77% 77% 77%

50 51 54 53 53 53 54 54

78 77 71 69 69 69 70 70

FWS 36% 14% 41% 36% 37% 55% 56% 55%

706 40 115 140 139 256 251 246

1,971 288 281 384 379 463 447 447

NPS 74% 75% 74% 72% 74% 69% 70% 69%

232 244 243 236 245 225 231 227

314 326 328 329 329 324 329 329
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 128

Strategic Plan Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of archaeological sites 

on DOI inventory in good 

condition

DOI 64% 65% 65% 66% 67% 67% 63% 61%

107,814 113,050 117,096 122,883 124,389 130,018 100,369 100,117

167,625 173,200 179,168 185,927 184,837 194,014 159,611 164,410

BIA 78% 78% 78% 79% 78% 79% 81% 76%

52 52 52 53 52 53 54 51

67 67 67 67 67 67 67 67

BLM 85% 85% 85% 86% 87% 86% 87% 83%

64,562 68,588 72,267 77,412 78,525 83,942 56,948 56,600

75,918 80,685 84,788 90,259 90,259 97,063 65,701 68,600

FWS 23% 23% 24% 23% 25% 23% 13% 13%

3,549 3,557 3,660 3,659 3,658 3,668 1,547 1,516

15,302 15,366 15,504 15,679 14,400 15,799 11,843 11,843

NPS 52% 53% 52% 52% 53% 52% 51% 50%

39,651 40,853 41,117 41,759 42,154 42,355 41,820 41,950

76,338 77,082 78,809 79,922 80,111 81,085 82,000 83,900

Maintain a completion rate of 

95% for Safety of Dam 

recommendations

BOR N/A N/A N/A N/A N/A 95% 95% 95%

Percent of BIA miles of road in 

acceptable condition based on 

the Service Level Index

BIA 17% 17% 16% 15% 13% 14% 13% 14%

5,048 4,985 4,541 4,450 3,900 3,942 3,850 4,000

29,193 28,893 28,989 29,400 29,000 29,047 29,100 29,000

Percent of BIA bridges in 

acceptable condition based on 

the Service Level Index

BIA 68% 68% 66% 68% 69% 69% 69% 69%

622 625 607 639 644 642 691 643

921 919 918 937 937 926 1,000 931
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 129

Supporting Performance Measures

Strategy: Maintain critical DOI infrastructure and facilities to ensure effective operations and service delivery

Supporting Performance 

Measures

Bureau 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

Cost per mile of BIA owned 

roads maintained in acceptable 

condition

BIA $4,498 $4,639 $5,175 $6,571 $7,006 $7,646 $7,864 $6,656

$24,264,113 $23,126,909 $26,286,253 $27,057,533 $26,622,865 $30,142,239 $30,277,627 $26,622,865

5,394 4,985 5,079 4,118 3,800 3,942 3,850 4,000

Percent of cultural landscapes 

in DOI inventory in good 

condition (NPS)

NPS 52% 51% 51% 51% 51% 51% 51% 43%

367 386 386 401 402 417 404 344

711 762 762 781 787 821 793 799

Percent of law enforcement 

detention facilities that are in 

acceptable condition as 

measured by the Facilities 

Condition Index

AS-IA 92% 92% 83% 75% 83% 80% 87% 90%

46 46 50 45 50 48 52 54

50 50 60 60 60 60 60 60

Strategic Actions Planned through FY 2019

Fish and Wildlife Service

• Complete compliance audits and inspections on dams, bridges, and facilities with seismic risk as required by law. Any 

deficiencies uncovered are 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. 

National Park Service

• Prioritize maintenance on the highest-priority assets with a focus on addressing deferred maintenance and critical health and 

safety needs, in accordance with the NPS Capital Investment Strategy.

• 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.
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 130

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, paleontological localities, national scenic and historic trails, and wild and scenic rivers 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 accomplish high-priority projects will increase public access to BLM lands. 

• Protect life, critical infrastructure, and natural/cultural resources through the BLM’s Fire and Aviation Program. This will be 

accomplished by utilizing 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 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

• Complete facility conditions assessments and continue maintenance of museum property management activities for inventory of 

artwork, archaeological and cultural museum items such as replace the climate control unit housed in the Fine Art Repository in 

Denver, Colorado, to increase the performance and notification of alarm codes. 

• Assess accountability and control issues related to museum property collections. This includes collections of museum properties, 

natural history, & art that are cataloged, preserved, & inventoried in accordance with Federal statutes & Departmental directives.

• In 2018, 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.

Indian Affairs

• 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.
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 131

• Perform mandatory annual inventories to assess the condition of collections and provide accountability.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Bureau of Indian Affairs

Road Maintenance (TPA) 24,123 24,303 26,461 26,693 30,307 28,148 28,317

EQ Program (TPA) 256 256 256 256 256 256 2,613

Education Construction 52,779 55,285 74,501 138,245 133,257 80,187 72,851

Public Safety and Justice Construction 11,283 11,306 11,306 11,306 11,306 10,416 10,421

Subtotal 88,441 91,150 112,524 176,500 175,126 119,007 114,202

Bureau of Land Management

Cultural Resources Management 15,131 15,131 15,131 16,131 16,131 16,365 15,383

Deferred Maintenance and Capital Improvements 26,995 26,995 26,995 31,387 29,201 26,474 24,886

Annual Maintenance and Operations Cost 38,637 38,637 38,637 38,942 39,125 36,344 33,613

Annual Maintenance 838 --- --- --- --- --- ---

Annual Maintenance and Operations 9,571 10,063 9,517 9,602 9,628 6,087 ---

Subtotal 91,172 90,826 90,280 96,062 94,085 85,270 73,882

Bureau of Reclamation

Water and Related Resources --- --- --- --- --- 1,097 1,409

National Park Service
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 132

Key Funding Sources (dollars in thousands) 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Request 2019 Request 2013 - 2019 

Trend

Operation of the National Park System 650,288 709,622 718,885 767,804 806,371 804,564 689,025

Centennial Challenge --- --- 6,000 9,000 12,000 11,918 ---

National Recreation and Preservation 17,066 18,175 18,236 18,237 18,237 18,113 16,881

Historic Preservation Fund 69,729 23,462 23,463 23,462 23,962 23,800 13,467

Construction (and Major Maintenance) 414,746 102,588 105,614 149,343 173,113 165,384 200,056

Subtotal 1,151,829 853,847 872,198 967,846 1,033,683 1,023,779 919,429

Total 1,331,442 1,035,823 1,075,002 1,240,408 1,302,894 1,229,153 1,108,922
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 133

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 by 25 percent by the end of FY 

2018, resulting in $2.7 billion in 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. 
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 134

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 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 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 depends 

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 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Target 2017 Actual 2018 Target 2019 Target

2013-2019 

Trend

Percent of unclassified network 

hardware and software assets 

appropriately authorized and 

managed

PIO N/A N/A N/A N/A N/A 65% 66% 73%

N/A N/A N/A N/A N/A 195,624 198,332 219,850

N/A N/A N/A N/A N/A 299,356 299,356 299,356

Percent completion of DOI’s 

Federal Information Technology 

Acquisition Reform Act (FITARA) 

Implementation Plan

PIO N/A N/A N/A N/A N/A 50% 100% 100%

N/A N/A N/A N/A N/A 11 22 22

N/A N/A N/A N/A N/A 22 22 22

Strategic Actions Planned through FY 2019

• 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.

• 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 
Modernizing Our Organization and Infrastructure Prioritize DOI Infrastructure Needs and Reduce Deferred Maintenance Backlog

Interior Annual Performance Plan and Report Page 135

services.

• Establish accountability, compliance and risk management functions for improving management of IMT resources.
Interior Annual Performance Plan and Report Page 136

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 137

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

60-62

85-91

45-52

53-55

• 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 highrisk 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 

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
Interior Annual Performance Plan and Report Page 138

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF CONCERN

CORRESPONDING 

GOAL or STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU OR 

OFFICE STRATEGIC PLAN PERFORMANCE MEASURES

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

103-105

106-107

127-134

29-33

• 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 high-threat 

regions of the Nation (Index)

• Percent completion of targeted landslide hazard 

research 

• Percent completion of coastal and marine 

hazards and subsidence research (Index)

• Percent progress towards optimal monitoring 

capability for natural hazards situational 

awareness (Index)

• Percent of the National Streamflow Network 
Interior Annual Performance Plan and Report Page 139

(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]
Interior Annual Performance Plan and Report Page 140

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF CONCERN

CORRESPONDING 

GOAL or STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU OR 

OFFICE STRATEGIC PLAN PERFORMANCE MEASURES

Information 

Technology

Adoption of 

Revised Security 

Standards

Resolution of Audit 

Findings and 

Recommendations

Recurring Findings 

in Vulnerability 

Scanning

Implementation of 

Continuous 

Monitoring and 

Mitigation 

Programs

Cloud Computing

Contingency 

Planning and Data 

Backup

Provide dependable 

and efficient 

information 

technology

135-137 • 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 141

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF CONCERN

CORRESPONDING 

GOAL or STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU OR 

OFFICE STRATEGIC PLAN PERFORMANCE MEASURES

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

29-33

13-17

• 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 Reliability 

Rating (FRR) [high- and significant-hazard dams]
Interior Annual Performance Plan and Report Page 142

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF CONCERN

CORRESPONDING 

GOAL or STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU OR 

OFFICE STRATEGIC PLAN PERFORMANCE MEASURES

Responsibility to 

American Indians 

and Insular Areas

Administration of 

the Land Buy-Back 

Program

Energy 

development and 

management

Indian Country 

schools

Financial 

management in the 

Insular Areas

Fulfill fiduciary trust

Strengthen Indian 

education

Strengthen island 

economies

85-91

92-93

97-99

• 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 
Interior Annual Performance Plan and Report Page 143

• Percent of FAS employee compensation 

attributable to OIA grants and programs
Interior Annual Performance Plan and Report Page 144

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF CONCERN

CORRESPONDING 

GOAL or STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU OR 

OFFICE STRATEGIC PLAN PERFORMANCE MEASURES

Acquisition and 

financial 

assistance

Public Law 93-638 

Contracts

Staff Training and 

Retention

Support tribal selfgovernance and selfdetermination 82-84 • 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.
Interior Annual Performance Plan and Report Page 145

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF CONCERN

CORRESPONDING 

GOAL or STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU OR 

OFFICE STRATEGIC PLAN PERFORMANCE MEASURES

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

29-33

• 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 predevelopment.

• Amount of acre feet of water conservation 

capacity enabled to help address drought 

• Percent of projects completed in support of water 

management, planning, and pre-development.

• 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

• Percent completion of the USGS National Water 

Census baseline

• Percent completion of U.S. aquifer groundwater 

availability baseline studies
Interior Annual Performance Plan and Report Page 146

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF CONCERN

CORRESPONDING 

GOAL or STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU OR 

OFFICE STRATEGIC PLAN PERFORMANCE MEASURES

Operational 

Efficiencies

Hiring, Training, 

and Retaining Staff

Park Fees and 

Concessions

Deferred 

Maintenance and 

Repair

Improve strategic 

hiring, placement and 

retention efforts to 

ensure mission-critical 

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

121-122

63-64

127-134

• 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 water infrastructure in good 

condition as measured by the Facility Reliability 

Rating (FRR) [high- and significant-hazard dams]
Interior Annual Performance Plan and Report Page 147

MAJOR 

MANAGEMENT 

CHALLENGE

AREA OF CONCERN

CORRESPONDING 

GOAL or STRATEGIC 

OBJECTIVE

PAGES 

IN 

APP&R

BUREAU OR 

OFFICE STRATEGIC PLAN PERFORMANCE MEASURES

Workplace culture 

and ethics

Improve strategic 

hiring, placement and 

retention efforts to 

ensure mission-critical 

service delivery 

through data driven 

processes and 

increased employee 

engagement efforts

121-122 • 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 148

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 through the use of customer and internal surveys.

******************************

Bureau: BSEE

Title of Program Evaluated: National Academy of Public Administration - Bureau of Safety and Environmental Enforcement: Strategic 

Organizational Assessment 

Strategic Plan Mission Area: Managing Use of the Nation’s Resources

Purpose of Program Evaluation: Review BSEE’s organizational structure, relationships, systems, policies, and processes; assess results; and present 

recommendations to build on the progress BSEE has made since its reorganization in FY 2012.

Findings / Actions Taken/Planned in Response to Evaluation: NAPA developed a set of recommendations to assist BSEE in in improving operation 

of a sustainable and effectively functioning bureau. The majority of the recommendations are associated with areas where correction and/or 

mitigation are within the control of BSEE. Several recommendations, however, require heightened awareness and action by the Department of the 

Interior, the Office of Management and Budget, and Congress. NAPA’s recommendations are listed below.

Recommendations:

1. Maintain a Deconflicted Mission

2. Complete the Inventory and Updating of Bureau Guidance

3. Support the Environmental Compliance Mission

4. Maintain Alignment with BOEM

5. Elevate Decommissioning Issues
Interior Annual Performance Plan and Report Page 149

6. Improve Alignment with the National Program Manager Model

7. Complete the Environmental Compliance National Program Design

8. Improve Utilization of the Engineering Technology Assessment Center

9. Strengthen Data Stewardship with Knowledge Management

10. Reactivate the Strategic Plan Working Group

11. Continue the Foresight Initiative

12. Enhance Annual and Multi-year Planning

13. Expand Understanding and Use of Enterprise Risk Management

14. Conduct Targeted Succession Planning for Senior Leadership

15. Increase Integration of Training Programs

16. Increase Fees and Collections

17. Budget for Renewable Energy Compliance and Enforcement

18. Budget for Decommissioning

19. Implement a Change Management Strategy

Action taken: A number of the NAPA recommendations are being implemented in conjunction with bureau work to close related Government 

Accountability Office (GAO) and Office of Inspector General (OIG) audit recommendations. The Change Management Initiative, instituted in mid FY 

2017 by BSEE’s new Director, also includes actions that address some of the NAPA recommendations. NAPA recommendations that fall outside the 

work scope of GAO/OIG audit recommendations and the Change Management Initiative are being reviewed by BSEE leadership for potential 

implementation.

For Copy Contact: (Name, Email, Telephone): Molly Madden, molly.madden@bsee.gov 202-219-7271

******************************

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
Interior Annual Performance Plan and Report Page 150

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, that can affect the bureau's ability to achieve its objectives.

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. This recommendation is being addressed with human capital strategic actions, public affairs communication plans, employee 

engagement handbook, and outreach efforts through a change management initiative.

2. Program offices will consider a revised risk management strategy in FY18 and make adjustments, as necessary, for implementation 

in FY19. Regarding performance measures, BSEE will integrate vital statistics and performance measurement framework efforts in 

FY18, and make adjustments as appropriate, for implementation in FY19.
Interior Annual Performance Plan and Report Page 151

3. This recommendation 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 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
Interior Annual Performance Plan and Report Page 152

Title of Program Evaluated: Business Management Operations – Denver 

Strategic Plan Mission Area: Modernizing Our Organization and Infrastructure for the Next 100 Years

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
Interior Annual Performance Plan and Report Page 153

******************************

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: 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

******************************

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
Interior Annual Performance Plan and Report Page 154

******************************

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 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

******************************

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 our 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 Joachim Group 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: 
Interior Annual Performance Plan and Report Page 155

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. 

• 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

******************************

Bureau: FWS

Title of Program Evaluated: Ecological Services
Interior Annual Performance Plan and Report Page 156

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 Services’ implementation of our Section 4 

programs. GAO-17-304

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

******************************

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

******************************

Bureau: FWS

Title of Program Evaluated: Midway Atoll National Wildlife Refuge (NWR)
Interior Annual Performance Plan and Report Page 157

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

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

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 158

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 159

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 160