U.S. Department of the Interior

2017/2018 Annual Performance Plan

& 2016 Report (APP&R)

May 26, 2017
Table of Contents

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

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

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

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

Mission Area 1: Natural and Cultural Resource Management ..................................................................11

Mission Area 2: Relationships with Tribal Nations and Insular Communities...........................................37

Mission Area 3: Managing Use of the Nation’s Resources........................................................................66

Mission Area 4: Ensuring Healthy Watersheds and Supplies ....................................................................92

Mission Area 5: Science for Understanding Our Resources and Serving Communities..........................103

Appendix A – Acronym List.......................................................................................................................131
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Introduction

The Department of the Interior protects and manages the Nation’s natural resources and cultural 

heritage, provides scientific and other information about those resources, and honors the Nation’s 

trust responsibilities or special commitments to American Indians, Alaska Natives, and affiliated 

island communities.

The Department manages the Nation’s public lands and minerals, including providing access to 

more than 530 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 public lands. It 

manages resources providing over 20 percent of the Nation’s energy; delivers and manages 

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

upholds Federal trust responsibilities to 567 federally recognized Indian tribes, Alaska Native

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

wildlife, promotes healthy forests and suppresses fire, manages energy resource 

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

promotes outdoor recreation including hunting, fishing, boating, hiking, biking, etc.) and 

provides mapping, geological, hydrological, and biological science for the Nation.

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

of the Government Performance and Results Act (GPRA) Modernization Act of 2010, P.L. 111-352. 

The APP&R provides an assessment of the Department’s progress toward achieving its Strategic 

Plan goals using a collection of key performance indicators, including the results over the past five 

years and targets for the next two years. This edition of the APP&R is the final report on the FY 

2014-2018 Strategic Plan. The Department's Strategic Plan will be updated in the coming months 

for FY 2018-2022, with a review of goals, objectives, and key performance indicators to best reflect 

the Department’s priorities and main activities for the next five years. As part of this program 

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

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

transparency and accountability to the public. 
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Bureau and Office Summaries

Bureau of Land Management (BLM)

 Manages and conserves resources for multiple use and 

sustained yield on approximately 246 million onshore acres of 

public land, as well as 700 million acres of subsurface federal 

mineral estate, including the following:

  Renewable and conventional energy and mineral 

development;

  Forest management, timber and biomass production

  Wild Horse and Burro management; 

  Management of diverse landscapes for the benefit of 

wildlife, domestic grazing and recreational uses; and

  Resource management at sites of natural, scenic, 

scientific, and historical value including the National 

Landscape Conservation System.

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 5 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. 

U.S. Geological Survey (USGS)

 Produces information to increase understanding of natural 

hazards such as earthquakes, volcanoes, and landslides.

 Conducts research on oil, gas, and alternative energy 

potential, production, consumption, and environmental effects.

 Conducts reliable scientific research in land resources, 

mineral assessments, environmental health, and water 

resources to inform effective decision making and planning.

 Provides ready access to natural science information that 

supports smart decisions about how to respond to natural risks 

and manage natural resources.
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Bureau of Safety and Environmental Enforcement 

(BSEE)

 Provides oversight of worker safety, oil spill 

preparedness, environmental protection, and conservation of 

offshore resources on the 1.7 billion acre US Outer Continental 

Shelf (OCS).

 Conducts inspections on over 2,300 offshore facilities and 

carries out investigations when serious incidents do occur. 

 Supports research to develop new, advance existing, and 

identify the best available safest technologies to improve 

offshore safety and oil spill preparedness

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 

populations.

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 567 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 

47,000 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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National Park Service (NPS) 

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

and recreational sites for the benefit and enjoyment of the 

American people.

 Manages and protects nearly 27,000 historic and 

prehistoric structures, over 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 and 

local natural and cultural resource sites and programs, and 

fulfills responsibilities under the National Historic Preservation 

Act of 1966.

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 Analysis;

 International Affairs; 

  Natural Resource Damage Assessment;

  Wildland Fire Management;

  Environmental Policy and Compliance; and

  Native Hawaiian Relations

 Office of Inspector General 

 Office of the Special Trustee for American Indians

 Assistant Secretary for Insular Areas and the Office of 

Insular Affairs
Data Accuracy and Reliability

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

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

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

for:

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

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

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

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

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

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

Departmental leadership.

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

observations that can include extrapolations of selected representative samples or past 

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 is 

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

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

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

the www.performance.gov website. 

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

the Annual Performance Plan & Report and on http://www.performance.gov/ is 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 which is considered necessary to provide a reasonable representation of the progress 

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

o determine if the progress is considered adequate

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

implemented to achieve the goal

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

achievement of the goal; and

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

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

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

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

measurement is impractical and/or too costly; individual observation; miscommunication; 

and/or failure to effectively employ the guidance described in the performance measure 

template or the “Indicator” description in http://www.performance.gov/. However, based 

on multiple review levels and accuracy certifications, these limitations are not significant. 
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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 the “Indicator” block for each 

Agency Priority (Performance) Goal on http://www.performance.gov/. Along with the 

implementing organization’s official assurance of faithfully employing the data verification 

and validation standards, submitted data is 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 is reviewed within its 

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 is reviewed during quarterly status reviews where 

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

publicly available through http://www.performance.gov/. Annual performance plan and 

report data is provided with historical, organizational, and supporting context to provide the 

reader with a fuller perspective of the data and is reviewed annually at the “strategic 

objective” level.
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How to Use the Annual Performance Plan & Report 

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

Objectives of the Department’s Strategic Plan, which is being updated during 2017. The APP&R 

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

the progress made and plans for achieving each goal. Each section contains eight 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 2016 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 2012 through FY 2016. In addition, 

performance targets are provided for FY’s 2016, 2017, and 2018. 

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 2012 

through FY 2016. Target data is provided for FY’s 2016, 2017, and FY 2018.

6. Strategic Actions Planned through FY 2018 – this section contains a bulleted list of strategic 

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

of FY 2018 to attain the performance targets associated with the Department’s FY 2018 

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

2017 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 2012 through FY 2016. Amounts for FY 2017 assume a full year continuing 

resolution. Amounts for FY 2018 are based on the Department’s 2018 budget submission to 

OMB. 
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Strategic Plan Framework (Under Review in 2017)

Natural and 

Cultural Resource 

Management

Land and Water 

Health; Sustaining 

Fish, Wildlife, and 

Plant Species

Managing / 

Protecting Against 

Wildland Fire

Protecting 

America’s Cultural 

and Heritage 

Resources

Enhance Recreation 

and Visitor 

Experience

Relationships 

with Tribal 

Nations and 

Insular 

Communities

Meeting Indian and 

Alaska Native Trust 

Responsibilities

Improving Quality 

of Life for Tribes 

and Alaska Native 

Americans

•Self governance 

and self 

determination

•Economic 

Opportunity

•Indian Education

•Make Communities 

Safer

Empower Insular 

Communities 

Managing Use of 

the Nation’s 

Resources 

Secure America’s 

Energy Resources

•Conventional Energy 

Resource 

Management

•Renewable Energy 

Resource 

Development

•Account for Energy 

Revenues

Sustainably Manage 

Timber, Forage and 

Non-energy Minerals

Ensuring Healthy 

Watersheds and 

Supplies

Manage Water and 

Watersheds for the 

21st Century

Extend Water 

Supplies Through 

Conservation

Ensure Availability 

of Water to Tribal 

Communities

Science for 

Understanding 

our Resources 

and Serving 

Communities 

Provide Science 

to Understand 

and Model 

Ecosystems and 

Land Resources

Provide Scientific 

Data to Protect, 

Instruct, and 

Inform 

Communities

Provide Water 

and Land Data to 

Customers
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Mission Area 1: Natural and Cultural Resource Management
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

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Mission Area 1: Natural and Cultural Resource Management

Goal #1: Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

Strategy #1: Improve land and water health by managing the wetlands, uplands, and 

riparian areas that comprise our national parks, wildlife refuges, and BLM lands.

Strategy #2: Sustain fish, wildlife, and plant species by protecting and recovering the 

Nation’s fish and wildlife in cooperation with partners, including states.

Program Performance Overview: Land and water health and wildlife management performance measures sustained level or slightly 

decreasing performance trends over the past several years. Resources for land and water health and wildlife management have been 

trending down since 2010, restricting the levels of effort from year to year in carrying out the work plans of the programs supporting these 

strategies. 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 2012-2016, 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 System’s 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.

In 2016, the Department met or exceeded the performance targets on 12 of the 15 measures 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 invasive species strike teams and volunteers led to better-than-expected performance in many areas. One 

priority effort, restoring and enhancing habitat to support monarch butterflies and other pollinators, has done well with over 360,000 

acres restored or enhanced as of December 2016. Scientists will evaluate the use of these newly available acres by pollinator species 

during upcoming seasons.

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

The Department manages over 530 million acres of public lands, together with associated waterways and plant and animal species. In 

addition, the Department provides grant funding to states and Tribes for addressing the adverse environmental effects of past mining on 

private lands. Land in desired condition is valued for providing ecosystem services, recreational merits (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. 
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

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Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Improve land and water health by managing wetlands, uplands, and riparian areas

Percent of DOI acres that have 

achieved desired conditions 

where condition is known and 

as specified in management 

plans (cum.)

DOI 77.0% 74.5% 76.7% 78.1% 77.0% 78.2% 78.6% 77.6%

332,894,215 324,908,501 353,869,240 360,116,825 355,412,221 361,651,952 363,234,879 359,004,962

432,178,434 436,341,566 461,495,700 461,325,882 461,843,264 462,520,691 462,189,543 462,641,161

BLM 66.0% 62.6% 62.6% 62.8% 63.2% 63.1% 63.7% 64.0%

163,558,379 155,210,537 155,317,905 155,861,568 156,650,000 156,434,421 158,000,000 158,600,000

248,000,000 248,000,000 248,000,000 248,000,000 248,000,000 248,000,000 248,000,000 248,000,000

FWS 93.8% 93.8% 93.4% 97.3% 93.7% 97.7% 97.8% 95.8%

140,421,921 140,741,380 140,150,828 145,791,353 140,001,101 145,948,626 146,229,364 143,304,776

149,722,119 150,050,843 150,059,055 149,889,237 149,426,338 149,426,338 149,546,808 149,546,808

NPS 83.9% 75.6% 92.1% 92.2% 91.2% 91.1% 91.3% 87.7%

28,913,915 28,956,584 58,400,507 58,463,904 58,761,120 59,268,905 59,005,515 57,100,186

34,456,315 38,290,723 63,436,645 63,436,645 64,416,926 65,094,353 64,642,735 65,094,353

Percent of DOI riparian 

(stream/shoreline) miles that 

have achieved desired 

conditions where condition is 

known and as specified in 

management plans (cum.)

DOI 93.5% 93.8% 89.3% 89.4% 89.5% 89.6% 89.6% 89.2%

443,085 444,235 442,707 443,433 443,323 443,890 444,313 437,447

473,784 473,643 495,851 495,764 495,584 495,584 495,721 490,627

BLM 85.7% 86.3% 85.4% 85.9% 85.9% 86.2% 86.5% 85.1%

133,055 133,866 132,344 133,070 133,090 133,579 134,010 133,350

155,274 155,151 154,976 154,976 154,976 154,976 154,976 156,697

FWS 97.3% 97.4% 91.0% 91.1% 91.1% 91.1% 91.1% 91.1%

310,030 310,369 310,363 310,363 310,233 310,311 310,303 304,097

318,510 318,492 340,875 340,788 340,608 340,608 340,745 333,930

Percent of baseline acres 

infested with invasive plant 

species that are controlled

DOI 0.8% 0.8% 0.7% 1.6% 1.4% 1.0% 0.9% 0.9%

331,821 330,065 291,663 1,334,295 1,147,989 865,435 733,921 729,229

39,775,989 39,859,790 39,930,649 83,245,651 82,925,319 82,914,580 82,931,239 83,033,416

BLM 0.6% 0.7% 0.6% 1.6% 1.3% 1.0% 0.8% 0.8%
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

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Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

204,667 246,710 210,395 1,237,360 1,050,000 783,759 656,087 656,087

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

BOR 96.7% 53.3% 51.5% 133.6% 91.2% 97.7% 97.5% 91.4%

6,410 3,557 3,329 2,620 1,789 1,916 1,911 1,792

6,630 6,678 6,463 1,961 1,961 1,961 1,961 1,961

FWS 3.9% 2.2% 2.2% 2.7% 2.6% 2.0% 1.8% 1.6%

94,868 57,032 52,839 59,696 61,200 46,836 41,478 39,819

2,409,758 2,558,619 2,399,819 2,245,244 2,337,279 2,337,279 2,345,638 2,439,464

NPS 1.6% 1.5% 1.4% 2.0% 2.6% 2.5% 2.6% 2.3%

25,876 22,766 25,100 34,619 35,000 32,924 34,445 31,531

1,597,601 1,532,493 1,762,367 1,762,367 1,350,000 1,339,261 1,347,561 1,355,912

Percent of invasive animal 

species populations that are 

controlled

DOI 15.5% 10.0% 11.5% 11.2% 10.7% 8.7% 10.1% 9.3%

430 298 340 337 345 279 321 306

2,778 2,980 2,959 2,999 3,226 3,189 3,179 3,282

FWS 16.1% 8.1% 6.9% 7.5% 7.7% 5.6% 7.0% 6.4%

297 154 118 127 135 97 119 114

1,847 1,900 1,701 1,699 1,745 1,745 1,700 1,768

NPS 14.3% 13.3% 17.6% 16.2% 14.2% 12.6% 13.7% 12.7%

133 144 222 210 210 182 202 192

931 1,080 1,258 1,300 1,481 1,444 1,479 1,514

Acres of abandoned coal mine 

lands remediated by eliminating 

health, safety, and 

environmental concerns.

OSMRE 17,821 11,347 15,859 12,339 14,000 12,132 11,598 10,600

Number of non-DOI acres 

restored, including through 

partnerships, as specified in 

plans or agreements that 

involve DOI

DOI 441,674 704,291 613,138 408,405 380,508 636,918 492,348 583,931

BOR 8,798 2,565 2,518 3,126 2,634 2,634 2,744 2,815

FWS 432,876 701,726 610,620 405,279 377,874 634,284 489,604 581,116
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

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Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

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 560,941 11,482,422 618,406 495,206 443,108 835,027 459,960 652,602

Number of non-DOI riparian 

(stream/shoreline) miles 

restored, including through 

partnerships, as specified in 

plans or agreements that 

involve DOI

FWS 871 411 579 727 422 413 174 155

Number of non-DOI riparian 

(stream/shoreline) miles 

managed or protected to 

achieve desired condition, 

including through partnerships, 

as specified in plans or 

agreements that involve DOI

FWS 1,748 1,699 5,180 2,280 1,641 442 17 15

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Sustain fish, wildlife, and plant species

Percent of Threatened & 

Endangered species that have 

improved based on the latest 5-

year status review 

recommendation

FWS 4.5% 4.5% 4.4% 4.1% 3.7% 4.1% 4.0% 3.8%

47 48 50 48 43 47 49 46

1,037 1,067 1,131 1,178 1,152 1,152 1,221 1,221

Percent of Threatened or 

Endangered species recovery 

actions implemented

FWS 73.3% 68.1% 68.6% 69.1% 69.9% 71.3% 71.7% 71.6%

24,625 24,285 24,621 24,951 24,380 24,875 25,087 24,601

33,616 35,678 35,878 36,109 34,864 34,864 34,971 34,378
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

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Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Number of threatened or 

endangered species recovery 

activities implemented

DOI 5,609 5,696 5,770 5,836 5,374 6,081 4,841 4,598

BLM 1,921 1,844 1,519 1,740 1,650 1,816 1,680 1,550

BOR 92 90 91 90 86 84 101 102

FWS 3,596 3,762 4,160 4,006 3,638 4,181 3,060 2,946

Percent of migratory bird 

species that are at healthy and 

sustainable levels

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

726 726 747 747 747 747 747 747

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

Percent of fish species of 

management concern that are 

managed to self-sustaining 

levels, in cooperation with 

affected States, Tribes, and 

others, as defined in approved 

management documents

FWS 16.7% 24.3% 24.0% 24.3% 23.4% 23.0% 22.8% 23.0%

39 45 44 45 43 42 42 42

233 185 183 185 184 183 184 183

Number of international species 

of management concern whose 

status has improved in 

cooperation with affected 

countries

FWS 247 247 247 263 258 258 258 258

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Improve land and water health by managing wetlands, uplands, and riparian areas

Wild Horse and Burro 

Management Areas: Percent of 

Herd Management Areas 

(HMAs) achieving appropriate 

management levels

BLM 40% 26% 17% 15% 15% 16% 10% 10%

72 47 31 26 26 29 18 18

179 179 179 179 179 177 177 177
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

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Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Percent of Resource 

Management plans completed 

within four years of start

BLM 39% 39% 38% 32% 37% 36% 36% 35%

28 29 29 30 38 40 41 42

72 75 77 95 104 110 115 119

# of acre feet of optimum 

refuge water supply delivered

BOR 57,825 48,096 25,150 13,548 54,200 37,073 54,600 55,000

# of acre feet of water provided 

as flow for fish habitat

BOR 825,714 700,000 400,000 300,000 400,000 795,000 803,000 1,000,000

Performance Trend Clarifications

Fluctuations in a particular year’s funding cause spikes in performance. Redefinitions of activities also cause some performance measures 

to change unexpectedly even when the resources and the level of effort addressing these activities remain relatively constant from year to 

year. 

• 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. 

• Similar redefinitions caused the apparent increase in performance for fish species of management concern managed to 

sustainable levels. The FWS Fisheries Program overhauled its Fisheries Information System in 2012 to encourage better definitions 

for priority species, species that are self-sustaining in the wild, etc. In some cases, self-sustaining fish species will now be excluded 

(no longer a priority), new self-sustaining fish species were added (usually with a small number of self-sustaining populations), and 

new self-sustaining populations were identified and added. Species, populations, and performance measures will now better 

reflect priority species of fishes and priority aquatic populations.

• 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 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. The FWS will maintain its efforts to keep most of its stream 

miles in desired condition, although the change to the denominator causes the measure data to look as if FWS is targeting and

achieving a lower level of accomplishment. 

• 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.
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

Interior Annual Performance Plan and Report Page 18

Strategic Actions Planned through FY 2018

Fish and Wildlife Service

• The Service will continue to work with all Federal and other partners to design energy projects that will facilitate energy 

development while incorporating sustainable environmental considerations. 

• 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, to the extent possible with available funding, existing ecosystem restoration efforts in the Klamath Basin, Chesapeake 

Bay, Everglades, and California Bay Delta.

• 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.

• Support the Federal Pollinator Strategy by managing Service 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.

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 maintain and enhance populations of native wildlife and plants, and implement onthe-ground conservation in priority areas in partnership with others.

• 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 unrestricted sales for wild horses and burros, as well as reductions in 

gathers, birth control treatments, and other activities.
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

Interior Annual Performance Plan and Report Page 19

National Park Service

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

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

water quality and geological, paleontological, and marine resources; 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. 

Bureau of Reclamation

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

• In 2018, collaborate with the California Department of Food and Agriculture to target invasive species infestations in the Redding, 

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

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

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

and Research Plans.

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

National Pollutant Discharge Elimination Permit and Aquatic Application Plan.

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

annually receive water of specified quantity, timing, and suitable quality to support their wetland and aquatic environments.

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

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

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

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

Office of Surface Mining Reclamation and Enforcement

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

• Provide technical support and assistance to states and Tribes to support reclamation of sites. 

• Provide economic and community development grants to Appalachian states to further their progress on reclaiming abandoned 

mines.
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

Interior Annual Performance Plan and Report Page 20

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Land Management

Soil, Water, and Air Management 46,229 41,455 42,939 43,239 43,609 43,529 27,034

Rangeland Management 35,381 34,939 36,340 36,340 36,340 36,287 31,166

Riparian Management 22,682 21,321 21,321 21,321 21,321 21,282 20,222

Wild Horse and Burro Management 74,888 71,836 77,245 77,245 80,555 80,408 70,719

Fisheries Management 13,333 12,530 12,530 12,530 12,530 12,507 11,812

Wildlife Management 36,914 48,606 52,338 52,338 89,381 89,219 75,107

Threatened and Endangered Species Management 21,633 20,326 21,458 21,458 21,567 21,528 20,322

Resource Protection - Resource Management 

Planning 38,060 74,250 37,125 38,125 48,125 48,037 38,437

Abandoned Mine Lands 19,819 33,374 19,947 16,987 19,946 19,910 9,062

Hazardous Materials Management 16,641 31,224 16,823 15,612 15,612 15,583 10,780

Western Oregon - Resource Management Planning 5,601 10,672 7,140 7,140 3,985 3,921 2,010

Range Improvements 9,400 17,860 9,400 9,400 9,320 9,981 8,179

Subtotal 340,581 418,393 354,606 351,735 402,291 402,192 324,850

Bureau of Reclamation

Water and Related Resources 29,135 27,601 27,447 31,295 30,629 30,267 27,588

Fish and Wildlife Service

Resource Management 1,123,402 1,052,652 1,090,013 1,107,753 1,137,205 1,135,059 1,053,860

Construction 21,012 16,497 14,331 14,299 21,592 21,551 14,402
Natural and Cultural Resource Management Land and Water Health; Sustaining Fish, Wildlife, and Plant Species

Interior Annual Performance Plan and Report Page 21

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Land Acquisition 53,753 50,942 53,546 46,770 67,398 67,269 16,777

National Wildlife Refuge Fund 13,958 13,228 13,228 13,228 13,228 13,203 ---

Cooperative Endangered Species Conservation Fund 47,315 44,839 49,711 49,711 53,085 52,983 19,155

North American Wetlands Conservation Fund 35,415 33,562 34,066 34,066 35,064 34,997 33,522

Multinational Species Conservation Fund 9,466 8,971 9,061 9,061 11,060 11,039 9,000

Neotropical Migratory Bird Conservation 3,776 3,579 3,650 3,650 3,900 3,893 3,890

State and Tribal Wildlife Grants 28,867 27,357 27,630 27,630 28,512 28,459 24,872

Subtotal 1,336,964 1,251,627 1,295,236 1,306,168 1,371,044 1,368,453 1,175,478

National Park Service

Operation of the National Park System 414,001 398,741 426,203 434,542 449,087 449,331 428,884

Centennial Challenge --- --- --- 2,500 3,750 3,743 3,743

National Recreation and Preservation 13,784 13,159 13,886 13,993 14,008 13,981 11,885

Construction (and Major Maintenance) 54,359 23,044 51,480 34,600 30,270 40,114 47,173

Land Acquisition and State Assistance 33,108 39,892 37,293 28,881 32,863 34,201 4,783

Subtotal 515,252 474,836 528,862 514,516 529,978 541,370 496,468

Office of Surface Mining Reclamation and Enforcement

Abandoned Mine Reclamation Fund 332,899 306,286 279,054 195,190 280,453 251,805 227,307

Total 2,554,831 2,478,743 2,485,205 2,398,904 2,614,395 2,594,087 2,251,691
Natural and Cultural Resource Management Managing/Protecting Against Wildland Fire

Interior Annual Performance Plan and Report Page 22

Program Performance Overview: The Department’s Wildland Fire Management (WFM) program strives to achieve a risk-based, costeffective, technically efficient, and scientifically grounded wildland fire management program that safely meets fire and resource 

management goals. The guiding principles and priorities of the WFM program are to restore and maintain fire-resilient landscapes, 

promote fire-adapted communities, reduce 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, increasing risks to firefighters, communities and their values (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 and earlier arrival of spring make for drier soils, increased likelihood of drought, and a longer wildland fire season.

Wildland Fire Management (WFM) 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 all of the wildland fire measures in FY 2016 despite a challenging fire season. 

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. 

Mission Area 1: Natural and Cultural Resource Management

Goal #2: Managing/Protecting Against Wildland Fire

Strategy #1: Manage wildland fire for landscape resiliency, strengthen the ability of 

 communities to protect against fire, and provide for public and firefighter safety

 in wildfire response
Natural and Cultural Resource Management Managing/Protecting Against Wildland Fire

Interior Annual Performance Plan and Report Page 23

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Manage wildland fire for landscape resiliency, strengthen the ability of communities to protect against fire, and provide for public and firefighter safety in wildfire response

Percent of DOI-managed 

landscape acres that are in a 

desired condition as a result of 

fire management objectives

PWF 36.1% (E) 35.7% (E) 36.0% 36.2% 35.9% 35.8% 36.1% 35.9%

161,820,333 (E) 160,066,449 (E) 161,237,140 161,982,762 160,912,775 160,224,280 161,525,000 160,800,000

447,806,489 (E) 447,806,489 (E) 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

PWF 93.9% (E) 75.6% (E) 68.5% 88.6% 89.3% 90.6% 90.2% 90.0%

2,736 (E) 1,597 (E) 1,655 1,979 2,090 2,508 2,300 2,160

2,914 (E) 2,113 (E) 2,417 2,234 2,340 2,768 2,550 2,400

Percent of wildfire on DOImanaged landscapes where the 

initial strategy(ies) fully 

succeeded during the initial 

response phase

PWF 97.0% (E) 97.7% (E) 97.2% 97.2% 97.2% 96.7% 97.1% 97.7%

9,175 (E) 6,330 (E) 5,593 6,182 6,910 5,858 6,760 6,060

9,454 (E) 6,482 (E) 5,757 6,362 7,110 6,061 6,960 6,200

Strategic Actions Planned through FY 2018

Office of Wildland Fire 

• Support safe, effective, and efficient wildfire response by mitigating risks posed by wildfire, such as changing fire behavior 

characteristics before wildfires occur, which may increase wildfire management options.

• Support Rural Fire Readiness programs assisting in response to wildfire near communities. 

• Implement program activities and fuels treatments to improve the integrity of forests and rangelands, contribute to community 

adaptation to fire, reduce human-caused ignitions, and improve the ability to safely and appropriately respond to wildfire. 

• Treat Departmental lands near communities and in locations further from communities where risk to habitat and values are 

threatened, thereby reducing the negative impact of wildland fires on communities and natural and cultural resources.

• Manage wildfire risk by maintaining areas at low - moderate risk and moving areas of high risk to a lower risk rating, thereby 

reducing the negative impact of wildfires on communities, natural and cultural resources, and Federal and Tribal lands.

• Conduct fuels inventories and assessments, prepare sites for treatment, remove hazardous fuels, and monitor and evaluate 

completed treatments to reduce the risk of intense wildfire behavior. 
Natural and Cultural Resource Management Managing/Protecting Against Wildland Fire

Interior Annual Performance Plan and Report Page 24

• Ensure close coordination with Federal, State, local and Tribal representatives to ensure firefighter and public safety, mitigate loss 

from wildfire leverage resources and gain efficiencies. 

• Implement existing policies that allow for wildfires to meet multiple objectives by suppressing parts of a fire that threaten valuable 

resources and utilizing other parts of the same fire to achieve desired resource benefits, such as fuels reduction or enhancing 

natural resources. 

• Establish and maintain approved fire management plans that include shared interagency resources, training, prevention, and 

detection, which facilitate appropriate responses to wildfire as defined by land use plan objectives.

• Rehabilitate lands degraded and damaged by wildfire.

• Provide training, resources and other support to ensure that firefighters can safely and effectively implement prescribed fires and 

respond to wildfires. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Office of Wildland Fire

Preparedness 276,522 264,833 281,928 318,970 323,685 323,685 322,179

Suppression Operations 80,904 261,206 285,878 291,657 291,673 291,673 389,406

Fuels Management 183,021 137,685 145,024 164,000 170,000 170,000 149,466

Burned Area Rehabilitation 13,025 12,341 22,935 18,035 18,970 18,970 9,467

FLAME Wildfire Suppression Reserve Fund 91,853 91,669 92,000 92,000 177,000 177,000 ---

Total 645,325 767,734 827,765 884,662 981,328 981,328 870,518
Natural and Cultural Resource Management Protecting America’s Cultural and Heritage Resources

Interior Annual Performance Plan and Report Page 25

Mission Area 1: Natural and Cultural Resource Management

Goal #3: Protecting America’s Cultural and Heritage Resources

Strategy #1: Protect and maintain the Nation’s most important historic areas and 

structures, archaeological sites, and museum collections

Program Performance Overview: The Department’s protection of cultural and heritage resources held steady or had a slight uptrend over 

the five-year period of 2012 to 2016 for archaeological sites, historic structures, and museum collections. However, most of these 

measures dipped slightly in FY 2016. The five-year trend shows that the percentage of archaeological sites in good condition increased 

from 65 percent to 66 percent, and the percentage of historic structures in good condition remained at 56 percent. Incremental 

improvements in efficiencies and processes resulted in gradual increases of assets brought into good condition. However, the bureaus 

have many challenges 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. (Note: Beginning in 2014, data reported for museum 

collections is different from earlier years due to implementation of a revised definition of a collection.)

The Department did not meet its target for 2016 for historic structures in good condition. The National Park Service did not complete 

documentation of the baseline condition status of many of its structures, as had been planned. (NPS manages almost 90 percent of all the 

Department’s historic structures.) 

Public Benefit: 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 and learn from our past. 

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Protect and maintain the Nation’s most important historic areas and structures, archaeological sites, and museum collections 

Percent of historic structures on 

DOI inventory in good condition

DOI 56% 53% 57% 65% 65% 56% 62% 56%

16,316 15,390 14,942 16,932 16,906 14,370 16,155 14,610

29,016 29,173 26,269 26,200 26,192 25,685 26,039 26,055

BIA 18% 18% 36% 31% 19% 31% 36% 19%
Natural and Cultural Resource Management Protecting America’s Cultural and Heritage Resources

Interior Annual Performance Plan and Report Page 26

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

46 46 93 90 51 90 93 51

250 250 259 291 275 288 259 275

BLM 48% 52% 51% 51% 53% 51% 54% 52%

197 217 221 218 230 216 230 221

410 421 431 429 435 425 425 425

FWS 11% 11% 11% 12% 12% 11% 11% 11%

229 235 243 251 252 259 256 251

2,113 2,142 2,154 2,171 2,173 2,309 2,261 2,261

NPS 60% 56% 61% 70% 70% 61% 67% 61%

15,844 14,892 14,385 16,373 16,373 13,805 15,576 14,087

26,243 26,360 23,425 23,309 23,309 22,663 23,094 23,094

Percent of museum collections 

on DOI inventory in good 

condition

DOI 45% 46% 57% 66% 64% 63% 61% 59%

1,197 1,214 576 664 641 692 669 646

2,674 2,661 1,005 1,000 1,003 1,106 1,102 1,103

BIA 56% 66% 70% 73% 53% 75% 55% 52%

90 103 109 117 85 119 88 83

161 155 156 161 160 159 160 160

BLM 83% 86% 84% 85% 87% 87% 87% 87%

120 123 132 135 139 144 144 143

144 143 158 159 160 165 165 164

BOR 65% 64% 66% 76% 72% 77% 77% 75%

51 50 51 54 53 53 53 53

79 78 77 71 74 69 69 71

FWS 36% 36% 14% 41% 41% 36% 37% 36%

704 706 40 115 115 140 139 136

1,966 1,971 288 281 281 384 379 379

NPS 72% 74% 75% 74% 76% 72% 74% 70%

232 232 244 243 249 236 245 231

324 314 326 328 328 329 329 329
Natural and Cultural Resource Management Protecting America’s Cultural and Heritage Resources

Interior Annual Performance Plan and Report Page 27

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Percent of archaeological sites 

on DOI inventory in good 

condition

DOI 65% 64% 65% 65% 67% 66% 67% 66%

111,214 107,814 113,050 117,096 126,016 122,883 124,389 123,982

170,454 167,625 173,200 179,168 187,791 185,927 184,837 186,726

BIA 78% 78% 78% 78% 78% 79% 78% 78%

52 52 52 52 52 53 52 52

67 67 67 67 67 67 67 67

BLM 86% 85% 85% 85% 87% 86% 87% 87%

69,362 64,562 68,588 72,267 80,400 77,412 78,525 78,525

80,653 75,918 80,685 84,788 92,000 90,259 90,259 90,259

FWS 20% 23% 23% 24% 24% 23% 25% 25%

3,038 3,549 3,557 3,660 3,662 3,659 3,658 3,585

15,072 15,302 15,366 15,504 15,519 15,679 14,400 14,400

NPS 52% 52% 53% 52% 52% 52% 53% 51%

38,762 39,651 40,853 41,117 41,902 41,759 42,154 41,820

74,662 76,338 77,082 78,809 80,205 79,922 80,111 82,000

Number of completed historic 

rehabilitation tax credit projects 

(since 1976)

NPS N/A 39,662 40,380 41,254 41,254 42,289 43,166 44,043

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Protect and maintain the Nation’s most important historic areas and structures, archaeological sites, and museum collections

Percent of cultural landscapes 

in DOI inventory in good 

condition (NPS)

NPS 51% 52% 51% 51% 52% 51% 51% 51%

345 367 386 386 411 401 402 404

678 711 762 762 790 781 787 793
Natural and Cultural Resource Management Protecting America’s Cultural and Heritage Resources

Interior Annual Performance Plan and Report Page 28

Strategic Actions Planned through FY 2018

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.

National Park Service

• 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.

• Provide focused investments in park resources and projects to document and preserve history in parks. Make competitive grants 

(via the Historic Preservation Fund) for the preservation of these resources nationwide.

• Strive towards the goals and objectives identified in the NPS Cultural Resource Challenge that provides focus for NPS stewardship 

and partnership responsibilities for America’s cultural heritage. The Challenge promotes collaboration with American Indian 

Tribes, States, local governments, nonprofit organizations, historic property owners, educational institutions, and others.

• Protect and preserve lands within authorized park boundaries containing irreplaceable resources for the enjoyment of current and 

future visitors.

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.

• Conduct public education programs to promote public stewardship and enjoyment of America’s cultural and paleontological 

resources, developing public outreach projects to sustain and facilitate existing volunteerism.

• Continue to develop and implement low-cost solutions for supporting and coordinating with repositories curating museum 

collections.

• Continue to inventory, repatriate, and transfer custody of Native American Graves Protection and Repatriation Act (NAGPRA) 

items.

• Provide cultural expertise to law enforcement investigating Archaeological Resources Protection Act (ARPA) and NAGPRA 

violations, and coordinate repatriation or curation, as appropriate, of artifacts recovered through investigations.
Natural and Cultural Resource Management Protecting America’s Cultural and Heritage Resources

Interior Annual Performance Plan and Report Page 29

Bureau of Reclamation

• In 2017, complete facility conditions assessments and continue maintenance of museum property management activities for 

inventory of fine 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, and art that are cataloged, preserved, and inventoried in accordance with Federal statutes and Departmental 

directives.

• In 2018, maintain the environment (temperature & humidity) inside the museum to protect the artifacts from degradation of 

appearance over time. 

• In 2018, develop and establish a mitigation strategy for factors which 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.

• Perform mandatory annual inventories to assess the condition of collections and provide accountability.
Natural and Cultural Resource Management Protecting America’s Cultural and Heritage Resources

Interior Annual Performance Plan and Report Page 30

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Indian Affairs

Museum Property Program 256 256 256 256 256 256 256

Bureau of Land Management

Cultural Resources Management 16,105 15,131 15,131 15,131 16,131 16,101 16,365

Wilderness Management 18,392 17,300 18,264 18,264 18,264 18,231 15,515

National Scenic and Historic Trails Program 6,520 5,813 6,358 6,395 6,395 6,346 5,952

Wild and Scenic River Program 7,267 6,504 6,926 6,926 6,926 6,912 6,406

Subtotal 48,284 44,748 46,679 46,716 47,716 47,590 44,238

Bureau of Reclamation

Water and Related Resources 793 2,585 1,119 1,224 1,219 1,230 1,361

Fish and Wildlife Service

Resource Management 8,856 8,088 8,411 8,473 8,585 8,567 8,273

Construction 175 137 119 119 180 179 120

Land Acquisition 80 75 79 69 100 100 25

Cooperative Endangered Species Conservation 

Fund

1 1 1 1 1 1 1

Subtotal 9,112 8,301 8,610 8,662 8,866 8,848 8,418
Natural and Cultural Resource Management Protecting America’s Cultural and Heritage Resources

Interior Annual Performance Plan and Report Page 31

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

National Park Service

Operation of the National Park System 528,055 473,286 513,722 518,130 589,141 590,520 548,644

Centennial Challenge --- --- --- 2,500 3,750 3,743 3,743

National Recreation and Preservation 43,875 41,483 44,689 46,887 46,387 46,299 23,217

Historic Preservation Fund 55,910 52,997 56,410 56,410 65,410 65,286 51,100

Construction (and Major Maintenance) 40,463 8,002 16,298 10,774 71,535 42,768 50,593

Land Acquisition and State Assistance 17,143 16,246 15,960 16,102 19,339 17,854 9,582

Subtotal 685,446 592,014 647,079 650,803 795,562 766,470 686,879

Total 743,891 647,904 703,743 707,661 853,618 824,394 741,152
Natural and Cultural Resource Management Recreation and Visitor Experience

Interior Annual Performance Plan and Report Page 32

Mission Area 1: Natural and Cultural Resource Management

Goal #4: Recreation and Visitor Experience

Strategy #1: Enhance the enjoyment and appreciation of our natural and cultural 

 heritage by creating opportunities for play, enlightenment, and inspiration 

Program Performance Overview: Visitor satisfaction with the quality of experiences on public lands remains very high. Collectively, 

satisfaction is above 90 percent for all three bureaus providing recreation services, e.g., interpretive programs, visitor centers, camping, 

fishing, hiking, horseback riding, boating, off-highway vehicle driving, wildlife viewing, photography, climbing, and other opportunities. 

Performance for recreation services provided through facilitated programs remains very high – also above 90 percent.

In 2016, the Department continued its high level of performance in the recreation and visitor experience strategy. Survey results show 

that almost all (about 95%) visitors are satisfied with their experiences at parks, refuges and other public lands. 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 lands. Many urban 

residents and other individuals are not aware of the opportunities and scope of activities available to them at DOI’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.

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

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

Percent of visitors satisfied with 

the quality of experience

DOI 94% 94% 95% 95% 95% 95% 95% 91%

BLM 94% 96% 96% 96% 96% 96% 96% 89%

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

NPS 97% 97% 98% 98% 98% 98% 98% 96%
Natural and Cultural Resource Management Recreation and Visitor Experience

Interior Annual Performance Plan and Report Page 33

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Percent satisfaction among 

visitors served by facilitated 

programs

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

BLM 97% 94% 95% 94% 94% 94% 95% 93%

NPS 96% 96% 97% 97% 97% 97% 97% 95%

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

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

Percent of visitors 

understanding and appreciating 

the significance of the park they 

are visiting

NPS 89% 87% 77% 74% 80% 80% 80% 78%

Strategic Actions Planned through FY 2018

Fish and Wildlife Service

• Promote new strategies to engage urban 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. 

• Foster recreational fishing through sustained hatchery production in support of enhancing opportunities for the 58 million 

recreational anglers in the U.S.

• 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. 

• Welcome more than 48 million visitors to the Refuge System to enjoy educational and interpretive programs, hunting, fishing, 

wildlife observation, and photography. The System will also train and supervise approximately 36,000 volunteers that contribute 

more than 1.4 million hours to conservation and recreation programs.
Natural and Cultural Resource Management Recreation and Visitor Experience

Interior Annual Performance Plan and Report Page 34

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

boardwalks. 

Bureau of Land Management

• Continue to provide public service opportunities for volunteers for continuing education and to help reduce operational costs, 

including the Hands on the Land program. Volunteers serve visitors, maintain facilities and restore resources. Work in 

partnership with recreation groups, non-profit organizations, businesses, and local communities to leverage resources, visitorservice business opportunities and recreation services.

• Focus on maintaining the BLM’s fee-generating sites and areas.

• Evaluate BLM’s non-fee recreation sites and areas for opportunities to increase operational efficiencies. These efficiencies will 

include the hours of operation, seasons of use, amenities provided, staffing levels, and evaluating sites and facilities for 

decommissioning where feasible.

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.

• Protect and preserve lands within authorized park boundaries containing irreplaceable resources, for the enjoyment of current 

and future visitors.

• Supply visitors with up-to-date interpretive, logistical, and safety information.

• Connect visitors to parks to increase citizen stewardship and continued care of resources for the enjoyment of all visitors, present 

and future alike.
Natural and Cultural Resource Management Recreation and Visitor Experience

Interior Annual Performance Plan and Report Page 35

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Land Management

Recreation Management 41,675 39,225 41,353 41,353 43,876 43,796 34,876

National Monuments and National Conservation 

Areas 31,819 59,818 31,819 31,819 36,819 36,752 27,695

Western Oregon National Landscape Conservation 

System

748 1,418 748 753 767 703 696

Subtotal 74,242 100,461 73,920 73,925 81,462 81,251 63,267

Fish and Wildlife Service

Resource Management 93,919 89,062 89,915 91,433 92,981 92,791 88,996

Construction 1,864 1,464 1,271 1,269 1,916 1,912 1,278

Land Acquisition 800 758 796 696 1,003 1,001 250

Cooperative Endangered Species Conservation Fund 365 345 383 383 409 408 148

North American Wetlands Conservation Fund 82 78 79 79 81 81 78

Neotropical Migratory Bird Conservation 10 9 10 10 10 10 10

State and Tribal Wildlife Grants 32,456 30,758 31,065 31,065 32,058 31,997 27,964

Subtotal 129,496 122,474 123,519 124,934 128,458 128,200 118,723

National Park Service

Operation of the National Park System 1,125,593 1,057,834 1,125,628 1,143,097 1,254,222 1,254,841 1,165,870

Centennial Challenge --- --- --- 5,000 7,500 7,486 7,486

National Recreation and Preservation 584 584 584 589 589 588 589

Construction (and Major Maintenance) 43,856 45,649 19,510 76,130 91,132 109,689 128,763
Natural and Cultural Resource Management Recreation and Visitor Experience

Interior Annual Performance Plan and Report Page 36

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Land Acquisition and State Assistance 51,646 48,944 53,833 53,977 121,468 121,284 12,015

Subtotal 1,221,679 1,153,011 1,199,555 1,278,793 1,474,911 1,493,888 1,314,723

Total 1,425,417 1,375,946 1,396,994 1,477,652 1,684,831 1,703,339 1,496,713
Interior Annual Performance Plan and Report Page 37

Mission Area 2: Relationships with Tribal Nations and Insular Communities
Relationships with Tribal Nations and Insular Communities Meeting Indian and Alaska Native Trust Responsibilities

Interior Annual Performance Plan and Report Page 38

Mission Area 2: Relationships with Tribal Nations and Insular Communities

Goal #1: Meeting Indian and Alaska Native Trust Responsibilities

Strategy #1: Fulfill Fiduciary Trust

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.

• 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. 
Relationships with Tribal Nations and Insular Communities Meeting Indian and Alaska Native Trust Responsibilities

Interior Annual Performance Plan and Report Page 39

• 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 FY 2016, the Program paid more than $207 million to landowners who accepted offers. The Program has paid 

landowners approximately $900 million since its inception and has restored the equivalent of nearly 1.7 million acres of land to tribal 

trust ownership. Implementation challenges of the Land Buy-Back program include dependence on other programs and agencies (for 

example, to accurately value the land for buy-back purposes including providing current mineral and timber values and validating tract 

maps), sensitivity surrounding acquisition of Indian lands by the Government, a short implementation timeframe requiring funds to be 

expended by 2022, the breadth and scale of the task, and limited funding.

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Fulfill Fiduciary Trust

Percent of active, supervised 

Individual Indian Monies (IIM) 

case records reviewed in 

accordance with regulations.

BIA 90% 98% 96% 97% 95% 97% 96% 97%

715 710 716 699 718 665 681 695

792 726 747 720 753 686 707 720

Percent of financial information 

initially processed accurately in

trust beneficiaries' accounts.

OST 99.99% 99.99% 99.99% 99.99% 99.00% 99.99% 99.00% 99.00%

8,803,464 9,367,301 9,980,933 10,723,816 10,395,000 10,261,456 10,890,000 9,900,000

8,804,688 9,368,497 9,981,933 10,724,403 10,500,000 10,262,924 11,000,000 10,000,000

Percent of oil and gas revenue 

transmitted by ONRR recorded 

in the Trust Funds Accounting 

System within 24 hours of 

receipt.

OST 100.00% 100.00% 100.00% 100.00% 99.00% 100.00% 99.00% 99.00%

372,372,320 634,094,209 912,751,133 570,897,122 627,361,575 381,372,922 495,000,000 594,000,000

372,372,320 634,094,209 912,751,133 570,897,122 633,698,561 381,372,922 500,000,000 600,000,000

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%

786,838 833,022 870,140 895,984 821,674 877,759 820,000 880,000

786,838 833,022 870,140 895,984 821,674 877,759 820,000 880,000
Relationships with Tribal Nations and Insular Communities Meeting Indian and Alaska Native Trust Responsibilities

Interior Annual Performance Plan and Report Page 40

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Fee to Trust: Increase in the 

percentage of submitted landinto-trust applications with 

determinations.

BIA 44% 37% 42% 29% 47% 38% 38% 39%

603 387 962 299 318 263 150 270

1,386 1,035 2,278 1,029 676 697 392 690

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Fulfill Fiduciary Trust

Percent of title encumbrances 

requested during the reporting 

year that are completed by the 

end of the reporting year

BIA N/A N/A N/A 80% 80% 74% 74% 76%

N/A N/A N/A 5,548 4,046 5,023 3,119 3,250

N/A N/A N/A 6,911 5,059 6,827 4,226 4,300

Percent of disposals approved 

(Alaska measure)

BIA 214% 87% 108% 84% 84% 97% 94% 94%

154 219 200 510 170 228 190 188

72 253 186 609 203 236 203 201

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

4,575 5,507 4,797 4,356 6,413 4,095 6,909 4,185

4,776 5,702 4,977 4,642 6,890 4,221 7,424 4,500

Percent of qualifying probate 

orders encoded within 72 hours

BIA 80% 90% 93% 90% 89% 91% 89% 88%

5,240 5,647 5,010 4,009 5,142 4,630 4,573 4,545

6,524 6,288 5,409 4,472 5,795 5,079 5,130 5,160

Percent of qualifying nonprobate conveyance 

documents, including deeds, 

recorded within 48 hours

BIA 92% 92% 96% 98% 91% 98% 93% 92%

7,632 8,025 9,382 22,359 17,205 18,119 16,418 16,210

8,337 8,707 9,736 22,922 18,970 18,464 17,585 17,550

Percent of land titles certified 

within 48 hours

BIA 80% 93% 80% 46% 74% 71% 70% 70%

32,662 46,886 121,789 194,243 238,995 122,797 97,815 121,000

40,674 50,206 152,245 418,881 321,355 173,420 140,480 173,990

Trust Beneficiary Call Center's 

(TBCC) first line resolution rate 

for beneficiary inquiries

OST 97.5% 97.1% 97.8% 98.1% 95.0% 98.5% 95.0% 95.0%

182,209 178,498 214,483 222,211 200,000 192,605 185,250 185,250

186,920 183,735 219,308 226,469 210,526 195,558 195,000 195,000
Relationships with Tribal Nations and Insular Communities Meeting Indian and Alaska Native Trust Responsibilities

Interior Annual Performance Plan and Report Page 41

Strategic Actions Planned through FY 2018

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

• The Division of Human Services will partner with BIA Regional IIM Social Workers to provide quality Individual Indian Money 

Accounts (IIM) training to BIA agency and tribes. 

• The Division will standardize and automate IIM Assessment tools and conduct joint regional IIM Supervised account reviews to 

ensure 96% of cases are reviewed. 

• The Division will enhance the Financial Assistance and Social Services – Case Management System (FASS-CMS) in 2018 to include 

electronic case management system for Supervised IIM Accounts. 

• The Division of will work to collaboratively with the Office of the Special Trustee to update policy and the BIA-OST Joint Handbook 

that incorporates the updated policy and procedures. 

Land Titles and Records 

• Implement new Trust Asset and Accounting Management System (TAAMS) report tools to ensure consistent national standard and 

detailed reporting between program Assist compact and contract tribes to improve processing times.

• Ensure all program offices are applying current policy and review of titles for both non-Land Buy Back and Land Back conveyances.

• Plan for training and new standard operating procedures for the deployment of the Realty Acquisition and Disposal Module about 

recording, the creation of new tracts and application of title.

• Address and plan for any new work and backlogs due to Land Buy Back Acquisition Center processing procedures.

• Plan for prioritizing work with expected reduced staffing levels and funding.

Probate 

• Reporting death notifications on a timely basis to begin the probate process. 

• Conduct research on a timely basis regarding trust assets and family history for submission to the Office of Hearing and Appeals 

(OHA) for the adjudication process. 

• 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).
Relationships with Tribal Nations and Insular Communities Meeting Indian and Alaska Native Trust Responsibilities

Interior Annual Performance Plan and Report Page 42

• 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.

• Update the Leasing Handbook to assist, standardize, and streamline leasing processes and approvals.

• To create and implement systemized training.

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.
Relationships with Tribal Nations and Insular Communities Meeting Indian and Alaska Native Trust Responsibilities

Interior Annual Performance Plan and Report Page 43

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Indian Affairs

Social Services (TPA) 34,324 32,494 35,763 40,871 45,179 45,093 34,987

Human Services Tribal Design (TPA) 429 414 411 407 246 246 243

Human Services Program Oversight 3,367 3,054 3,085 3,105 3,126 120 3,007

Trust Services (TPA) 10,982 15,235 15,303 15,150 15,043 15,014 8,328

Probate (TPA) 12,728 11,967 11,989 12,043 11,928 11,905 11,869

Land Title and Records Offices 14,413 13,588 13,732 13,891 13,905 13,879 13,478

Real Estate Services 37,692 35,449 36,460 36,435 36,837 36,767 35,574

Land Records Improvement 6,782 6,416 6,423 6,436 6,439 6,426 6,109

Subtotal 120,717 118,617 123,166 128,338 132,703 132,450 113,595

Office of the Special Trustee for American Indians

Executive Direction 4,471 1,693 2,026 2,031 2,040 2,043 1,688

Program Operations and Support 147,604 136,365 137,651 136,998 140,938 138,195 117,712

Subtotal 152,075 138,058 139,677 139,029 142,978 140,238 119,400

Total 272,792 256,675 262,843 267,367 275,681 272,688 232,995
Relationships with Tribal Nations and Insular Communities Improving Quality of Life for Tribes and Alaska Native Americans

Interior Annual Performance Plan and Report Page 44

Mission Area 2: Relationships with Tribal Nations and Insular Communities

Goal #2: Improving Quality of Life for Tribes and Alaska Native Americans

Strategy #1: 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 program-by-program decision. The Indian Self-Determination Program within BIA works to further American Indian Tribes’ 

exercise of Self-Determination 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 self-governance operations.

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. 

 1 Office of the Inspector General, U.S. Department of Interior, Report No: 2016-ER-049, page 30.
Relationships with Tribal Nations and Insular Communities Improving Quality of Life for Tribes and Alaska Native Americans

Interior Annual Performance Plan and Report Page 45

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Support self-governance and self-determination

Percent of P.L. 93-638 Title IV 

contracts (Title IV compact 

agreements) with clean audits.

AS-IA 75% 71% 80% 82% 77% 79% 77% 77%

103 79 96 84 85 90 91 94

138 111 120 103 110 114 118 122

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.

BIA 95% 99% 91% 96% 96% 100% 91% 91%

144 405 172 189 189 125 172 172

152 408 190 196 196 125 190 190

Strategic Actions Planned through FY 2018

Bureau of Indian Affairs - Division of Self Determination

• Use A-123 audit self-assessments and on-line training when feasible due to travel restrictions and self-determination staff 

shortages nationwide. 

• Revise Awarding Officials Handbook to provide up-to-date guidance on their required roles and responsibilities.

• In FY 2017, gain approval for a pilot program with the Department of Treasury Office of Technical Assistance (OTA) to improve the 

rationalization and transparency of spending policy and priorities and reduce opportunities for corruption. 

Indian Affairs - Office of Self-Governance

• Expand tribal self-governance by negotiating funding agreements with tribes, delivering curriculum-based Self-Governance training 

to new and existing tribes and their federal partners, providing implementation support to tribes new to Self-Governance, and 

conducting informational meetings with tribes considering Self-Governance.

• In FY 2017, offer planning and negotiation meetings through teleconferences and some in-person visits.
Relationships with Tribal Nations and Insular Communities Improving Quality of Life for Tribes and Alaska Native Americans

Interior Annual Performance Plan and Report Page 46

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Indian Affairs

Aid to Tribal Government 30,492 28,167 25,839 24,614 24,833 24,786 25,127

Consolidated Tribal Gov't Program (TPA) 76,398 73,366 74,623 76,348 77,088 76,942 72,224

Self-Governance Compacts (TPA) 154,836 149,977 152,881 158,767 162,321 162,012 156,634

New Tribes (TPA) 314 303 463 463 464 463 160

Small & Needy Tribes (TPA) 1,947 1,845 1,845 1,845 1,845 1,842 ---

Tribal Government Program Oversight 12,115 8,066 8,128 8,181 8,273 8,257 8,014

Sub-total 276,102 261,724 263,779 270,218 274,824 274,302 262,159

Contract Support – Contract Support (TPA) 219,209 207,743 242,000 246,000 272,000 272,000 236,000

Contract Support – Indian Self-Determination Fund 1,997 1,895 5,000 5,000 5,000 5,000 5,000

Subtotal 221,206 209,638 247,000 251,000 277,000 277,000 241,600

Total 497,308 471,362 510,779 521,218 551,824 551,302 503,759
Relationships with Tribal Nations and Insular Communities Improving Quality of Life for Tribes and Alaska Native Americans

Interior Annual Performance Plan and Report Page 47

Mission Area 2: Relationships with Tribal Nations and Insular Communities

Goal #2: Improving Quality of Life for Tribes and Alaska Native Americans

Strategy #2: Economic Opportunity

Program Performance Overview: A number of Indian Affairs programs work to create economic opportunities for tribal and native 

communities and performance varies by program type. Relevant programs for which performance is being tracked and reported include:

• The Indian Loan Guarantee Program regularly maintains loss rates of less than 5% on DOI guaranteed and insured loans. By 

offering loan guarantees and insurance covering up to 90 percent of outstanding loan principal and accrued interest, the program 

reduces lender risk and makes Indian business financing more readily available. 

• The Agriculture and Range Program monitors grazing unit vegetation to assess rangeland use and management decision 

outcomes. Additionally, the program monitors compliance with permit and lease provisions and management plan stipulations to 

ensure authorized land use and adherence to conservation plans. In FY 2016, increased emphasis by line officers, and greater 

attention to timing of assignments through the calendar year led to exceeding the target for monitoring permits and assessing 

range units. However, the target for the percentage of active agricultural and grazing leases monitored was missed due to low 

reporting by contract and compact tribes.

• The Forestry Program ensures 100 percent of forested reservations have Forest Management Plans addressing tribal management 

objectives and economic goals as well sustainable yield of forest resources. These plans provide the framework for well-managed 

forests by directing job-creating forestry activities and providing tribal revenue through sales of forest products. In tribal 

communities with sawmills or other wood utilization facilities, forestry programs significantly impact reservation economies.

• The Minerals and Mining Program promotes and provides technical assistance for the development of renewable energy, 

conventional energy, and mineral resources. The program assists Indian Trust land owners in identifying and quantifying their

energy and mineral resources and ensuring that the Indian Trust land owners realize a maximum economic return from the 

responsible development of their resources. In FY 2015, GAO identified BIA management issues, including lack of comprehensive 

data to identify ownership and resources available for development that increase cost and project development times, leading to 

missed development opportunities and lost revenue for Tribal communities. GAO recommended steps be taken to address data 

limitations, track the review process, and provide clarifying guidance to improve energy development and management. Through 
Relationships with Tribal Nations and Insular Communities Improving Quality of Life for Tribes and Alaska Native Americans

Interior Annual Performance Plan and Report Page 48

its new Indian Energy Service Center, BIA plans to institute streamlined processes, standardized procedures, and best practices to

remediate backlogs and expedite energy-related services to tribes.2

• The Welfare Assistance Program provides welfare assistance to American Indians and Alaska Natives who have no access to 

Temporary Assistance to Needy Families (TANF), do not meet eligibility criteria for TANF, or have exceeded the lifetime limit for 

TANF services. Designed to be secondary in nature, participants determined to be eligible for other public assistance programs, 

such as Supplemental Security Insurance (SSI), Social Security Disability Insurance, medical assistance, and state-operated general 

assistance programs, are screened and referred to those programs rather than the BIA welfare assistance program. The program 

shows improvements in recent years in the number of recipients completing Individual Self-Sufficiency Plan (ISP) goals, though 

with a slight decline in FY 2016 to 85 percent. 

Public Benefit: The Department assists American Indian and Alaska Native communities in developing capabilities needed to strengthen 

their communities and maintain economic self-sufficiency. Efforts such as reducing fractionation of Indian lands and developing 

conservation and resource management plans help Tribes maximize economic benefits of their lands (for example, energy, timber, 

agricultural, and grazing development) in a way that protects tribal natural resources. Additionally, securing unsubsidized employment 

reduces dependency on Federal subsidized programs such as childcare assistance, food stamps, and welfare.

Strategic Plan Performance Measures

Maintain loss rates on DOI 

guaranteed and insured loans of 

less than 5%

AS-IA 2.4% 2.3% 2.6% 2.5% 4.0% 2.5% 5.0% 5.0%

$28,507 $28,912 $33,027 $34,633 $58,600 $37,509 $77,750 $81,250

$1,198,391 $1,270,498 $1,249,394 $1,375,680 $1,465,000 $1,488,492 $1,555,000 $1,755,000

Percentage of grazing permits 

monitored annually for 

adherence to permit provisions, 

including permittee compliance 

with requirements described in 

conservation plans

BIA 32% 24% 35% 40% 34% 41% 35% 31%

4,439 3,387 4,849 5,670 4,790 5,558 4,682 4,215

13,798 14,033 13,788 14,058 13,983 13,523 13,529 13,525

 2 Office of the Inspector General, U.S. Department of Interior, Report No: 2016-ER-049, page 33-34.
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Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Economic opportunity

Percentage of active agricultural 

and grazing leases monitored 

annually for adherence to lease 

provisions, including lessee 

compliance with responsibilities 

described in conservation plans.

BIA 40% 35% 41% 47% 46% 43% 46% 39%

9,997 9,154 8,109 9,920 9,541 8,520 9,053 7,700

25,204 26,019 19,948 21,227 20,886 19,626 19,654 19,630

Percent of range units assessed 

during the reporting year for 

level of utilization and/or 

rangeland condition/trend.

BIA 39% 32% 31% 44% 38% 42% 37% 30%

1,417 1,247 1,131 1,547 1,261 1,377 1,226 980

3,601 3,901 3,642 3,539 3,309 3,252 3,278 3,275

Percent of sustainable harvest 

of forest biomass utilized for 

energy and other products.

BIA 53% 57% 57% 43% 66% 96% 54% 54%

2,141,693 2,081,027 2,423,519 1,649,828 2,811,977 2,717,541 2,055,748 2,051,107

4,045,428 3,681,788 4,252,312 3,810,831 4,290,561 2,828,132 3,798,282 3,798,281

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Economic opportunity

Percent of recipients who 

complete the goals identified in 

the Individual Self-sufficiency 

Plans (Welfare Assistance

Program)

BIA 83% 87% 89% 88% 85% 85% 82% 82%

46,817 31,401 29,658 29,326 29,559 24,896 23,901 23,800

56,139 36,184 33,390 33,490 34,691 29,338 29,250 29,150

Percentage of forested 

reservations covered by forest 

management plans

BIA 64% 65% 80% 100% 100% 100% 100% 100%

193 201 248 310 310 309 310 310

300 307 310 310 310 309 310 310

Percentage of acres on forested 

reservations that have a forest 

management plan or IRMP with 

forest management provisions

BIA 93% 97% 95% 100% 100% 100% 100% 100%

17,034,981 17,091,888 17,583,247 18,138,221 18,143,619 18,065,489 18,088,614 18,088,614

18,405,141 17,608,392 18,555,220 18,138,218 18,143,619 18,065,489 18,088,614 18,088,614
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Strategic Actions Planned through FY 2018

Bureau of Indian Affairs

Loan Guarantee, Insurance and Interest Subsidy Program

• In FY 2017, introduce loan insurance as a Program feature in all four zones of the Division of Capital Investment. In FY 2018, 

continue expanding the footprint of loan insurance in Indian Country, attracting new lenders and increasing awareness of loan 

insurance advantages for Indian borrowers with lower borrowing needs (typically less than $250,000).

• Continue outreach efforts through trade shows, seminars, and educational outlets aimed at entrepreneurs, lenders, and economic 

development specialists to increase Indian business financing. Host first ever Native Banks gathering in FY 2017 to help network 

Indian-owned banks. Follow up in FY 2018 with a similar event aimed at Native-owned Community Development Financial 

Institutions (CDFI’s). 

Agriculture and Range Program 

• Expand summer internship program to include non-Indian rangeland management students.

• Investigate the possibility of establishing a seasonal employee program.

• Work with the US Department of Agriculture to receive reports of National Resources Conservation Service (NRCS) conservation 

plan reviews conducted with lessees/permittees.

• Assign and train non-agriculture staff to perform incidental, non-technical monitoring, e.g., record livestock presence/absence and 

counts, etc.

Forestry Program

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

• Communicate natural resources funding opportunities to regions and tribes.

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

• Provide up-to-date guidance to regions, agencies, and tribes.

Minerals and Mining

• Perform assessments of energy and mineral potential, including geologic field studies, laboratory analyses, geophysical 

interpretation, and land status.

• Assist tribes and Indian mineral owners in proactively marketing energy and mineral resources at industrial trade shows and other 

forums where tribes can interact directly with prospective industry partners. Provide tribally authorized technical presentations 

detailing the geology, geophysics, engineering and resource potential of tribal lands to potential partners.
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• Generate risk-adjusted economic analyses for Indian mineral owners to utilize as frameworks for negotiating value-added 

agreements with potential business partners.

Welfare Assistance Program

• The Division and regions will provide quality training that focuses on how tribes can prioritize Welfare Assistance funding and 

leverage resources in developing realistic and sustainable Individual Self-Sufficiency Plan (ISP) goals. The training will give the 

social service staff the skills to work with challenging clients and help them obtain a level of self-sufficiency via a General Education 

Development test or through obtaining employment. 

• The Division will partner with BIA Regional Social Workers and the University of Montana to provide specialized training in areas 

such as, but not limited to, trauma informed care, working with drug endangered children and families, self-care, child protection, 

the Native American Children’s Safety Act, and family violence prevention. 

• The Division will enhance the Financial Assistance and Social Services – Case Management System (FASS-CMS) in 2018, creating a 

national database for Indian Child Welfare Act (ICWA) notices for BIA offices. 

• The Division will ensure that ICWA notices are responded to within the 15-day timeframe and publish the ICWA Designated Agent 

List.

Job Placement & Training (JPT) Strategic Actions

• Continue to train and work with newly hired tribal JPT coordinators to develop comprehensive plans for job training and 

employment opportunities for eligible tribal members with a particular focus on employable adults who lack employment skills 

and need help overcoming barriers to employment.

• Work to enhance program efficiencies at the tribal level in service delivery and case management and share best practices with 

tribes that participate in the JPT program.
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Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Indian Affairs

Welfare Assistance (TPA) 74,791 70,879 74,809 74,809 74,791 74,649 70,794

Housing Improvement Program (TPA) 12,599 11,943 8,000 8,009 8,021 8,006 ---

Natural Resources (TPA) 5,116 4,939 5,165 5,089 5,168 5,158 4,829

Endangered Species 1,245 1,170 2,673 2,675 2,684 2,679 1,302

Integrated Resource Info Program 2,106 1,996 1,996 2,996 2,996 2,990 2,815

Agriculture & Range 28,836 27,494 30,558 30,494 30,751 30,692 28,822

Forestry 43,574 41,742 47,735 45,895 51,914 51,815 49,013

Water Resources Program (TPA) 4,345 4,162 4,104 3,845 3,898 3,891 3,800

Resource Management Program Oversight 6,111 5,700 5,986 6,018 6,066 6,055 5,723

Job Placement and Training (TPA) 11,502 10,922 10,920 11,463 11,445 11,423 10,897

Economic Development (TPA) 2,342 2,247 1,713 1,706 1,794 1,790 1,725

Minerals and Mining 18,660 17,610 20,464 20,612 25,153 25,106 24,709

Community Development Oversight 2,306 2,193 2,203 2,215 2,227 2,223 2,133

Indian Guaranteed Loan Program Account 7,103 6,731 6,731 6,731 7,748 7,733 6,692

Tribal Climate Resilience 200 947 9,947 9,948 9,955 13,056 ---

Total 220,836 210,675 233,004 232,505 244,611 247,266 213,254
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Mission Area 2: Relationships with Tribal Nations and Insular Communities

Goal #2: Improving Quality of Life for Tribes and Alaska Native Americans

Strategy #3: Indian Education

Program Performance Overview: The Bureau of Indian Education (BIE) provides funding to 183 elementary and secondary schools and 

dormitories serving over 40,000 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. 

BIE established an Agency Priority Performance Goal of increasing high school graduation rates by the end of FY 2017 by five percent 

above the FY 2015 baseline. Regarding school facilities, growth in the percent of schools in acceptable condition ranges from 62 to as high 

as 81 percent, supporting education goals by providing safe and quality education environments for Native American students and their 

communities. 

Public Benefit: This initiative includes two components: 1) providing quality education opportunities starting in early childhood by tribally 

identified strategies and needs; and 2) providing safe, functional, energy efficient, and universally accessible facilities to enhance the 

learning environment. 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 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Indian education

% of BIE school facilities in 

acceptable condition, as 

measured by the Facilities 

Condition Index (FCI).

AS-IA 66% 81% 77% 72% 70% 62% 60% 62%

120 147 140 128 125 111 108 111

183 182 182 179 179 179 179 179
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Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Indian education

% of students attending BIEfunded schools completing HS 

with a regular diploma within 

four years of 9th grade entry 

date 

BIE N/A N/A 48% 51% N/A 49% 56% 58%

N/A N/A 1,616 1,626 N/A 1,520 N/A N/A

N/A N/A 3,363 3,206 N/A 3,119 N/A N/A

Strategic Actions Planned through FY 2018

Bureau of Indian Education

• Complete the redesign and restructuring 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.

Education Construction

• Validate inventory and deferred maintenance backlogs through condition assessments at selected BIE locations.

• Continue facility improvement and repair projects at BIE schools in "Poor" condition as measured by the Facilities Condition Index 

(FCI) and maintain a rating of "Fair" or "Good" at other schools.

• Validate School Bus route inventories with the Bureau of Indian Education facilities database. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Indian Affairs

Bureau of Indian Education 795,480 754,064 788,754 810,531 852,367 850,747 786,372

Education Construction 70,826 52,779 55,285 74,501 138,245 137,982 80,187

Total 866,306 806,843 844,039 885,032 990,612 988,729 866,559
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\Mission Area 2: Relationships with Tribal Nations and Insular Communities

Goal #2: Improving Quality of Life for Tribes and Alaska Native Americans

Strategy #4: Make Communities Safer

Program Performance Overview: A number of Indian Affairs programs work to make safer tribal and native communities. Performance 

varies by program type as noted below.

• Law Enforcement : The Department implemented a pilot project in five tribal communities (three communities with a baseline 

established in FY 2013 and two with a baseline established in FY 2015) focusing on a comprehensive “alternatives to incarceration” 

strategy. The strategy seeks to address underlying causes of repeat offenses, including substance abuse and social service needs, 

through tribal and federal partnerships. As of the end of FY 2016, 57 of the 150 habitual offenders tracked at the initial three tribal 

communities had not re-offended, while 42 of the 60 habitual offenders in the two new communities had not re-offended. Given 

the length of time typically required to address the causes of repeat offenses, such as meeting social service needs and providing 

drug and alcohol programs, the Department is continuing this goal into FY 2017 to examine results over several years of 

measurement.

• Violent crime continues to be a very challenging issue in Indian country since crime rates are influenced by a variety of factors, 

many of which are not under the control of DOI. Overall, violent crime rates have been lower since 2006. However, after several 

years of lower violent crime incidents, a higher level was reported in FY 2016. This increase appears to be due to more accurate 

reporting as a result of crime classification training and improved access to reporting databases in 190+ locations. It is critical that 

crime incidents be accurately categorized (between violent and non-violent crime) and reported so that deployment of assistance 

can be coordinated with the corresponding needs of the various communities. Also, the overall national violent crime rate 

increased in FY 2016, which has spillover effects in Indian Country. The Bureau of Indian Affairs continues to follow-up with Indian 

Country districts providing technical assistance and training on crime reporting, particularly in those districts with higher turnover, 

to better ensure accurate reporting.

• Public Safety and Justice Construction: The improvement in the percent of law enforcement facilities in acceptable condition 

through FY 2014 resulted from prior investments under the American Recovery and Reinvestment Act (ARRA). In FY 2016, BIA did 

not meet its target for the number of facilities in acceptable condition. In the future, the program will prioritize funding and 

project execution for those detention and law enforcement facilities in poor condition and in need of additional space. There is a 

continued collaborative effort with all stakeholders to identify, review, prioritize, and subsequently fund the maximum amount of 

repair and space needs of the most critical facilities.
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• Tribal Courts: Over 300 tribal justice systems and seven Courts of Indian Offenses (commonly referred to as “CFR Courts” – Courts 

of Federal Regulations) exist in Indian Country. The percent of tribal judicial systems reviewed climbed from 28 to 88 percent 

between FY 2012 and FY 2016. 

• The 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. Approximately two-thirds of BIA bridges consistently remain in acceptable condition while less than one in five

miles of BIA roads is in acceptable condition. In FY 2016, the target for roads in acceptable condition was not met as severe storms 

impacted road conditions. Additionally, issues with hiring and retaining staff affect routine maintenance and reporting 

responsibilities.

• Indian Child Welfare Act (ICWA): The ICWA program prevents the separation of Indian families and provides assistance for the 

reunification of families. The percent of ICWA notices processed by BIA within 15 days of receipt remains at very high levels, 

above 95 percent most years.

Public Benefit: The Administration’s commitment to making Indian communities safer includes collaborative initiatives such as: 

strengthening law enforcement; construction, renovation, and maintenance of facilities, roads, and bridges; supporting Indian Affairs 

mission critical functions and facilities and protection of the public, employees, information technologies, and vital records in case of 

emergency; and ensuring the welfare and safety of Indian children. 

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Make communities safer

Percent of law enforcement 

facilities that are in acceptable 

condition as measured by the 

Facilities Condition Index

AS-IA 88% 92% 92% 83% 80% 75% 83% 87%

44 46 46 50 48 45 50 52

50 50 50 60 60 60 60 60

Part I violent crime incidents 

per 100,000 Indian Country 

inhabitants receiving law 

enforcement services.

BIA 412 442 419 460 433 559 (E) 441 581

5,160 5,538 5,245 5,769 5,423 7,003 (E) 5,531 7,283

12.53 12.53 12.53 12.53 12.53 12.53 (E) 12.53 12.53
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Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Percent of miles of road in 

acceptable condition based on 

the Service Level Index

BIA 17% 17% 17% 16% 16% 15% 13% 13%

5,087 5,048 4,985 4,541 4,650 4,450 3,900 3,900

29,087 29,193 28,893 28,989 29,100 29,400 29,000 29,000

Percent of bridges in acceptable 

condition based on the 

Service Level Index

BIA 65% 68% 68% 66% 69% 63% 69% 69%

603 622 625 607 635 591 644 644

925 921 919 918 924 939 937 937

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Make communities safer

Percent of Indian Child Welfare 

Act notices processed within 15 

days of receipt

BIA 99% 100% 95% 95% 96% 98% 96% 96%

17,851 21,114 17,923 21,715 20,656 22,422 20,708 21,216

17,943 21,213 18,860 22,821 21,582 22,900 21,471 22,100

Strategic Actions Planned through FY 2018

Bureau of Indian Affairs

Law Enforcement 

• Office of Justice Services (OJS) will focus on efficient use of resources to maintain the quality of law enforcement services provided 

to tribes. Cost and level-of-effort tracking and reporting mechanisms are being utilized by OJS to ensure mission objectives can be 

achieved within the resource levels provided. 

• To reduce costs, OJS will also maximize the use of technology such as conference calls and web-hosted meetings to maintain the 

existing level of technical assistance to tribal programs.
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Tribal Justice Support (TJS) 

• In 2018, TJS will continue to provide recommendations for fundamental infrastructure and capacity related to tribal court 

assessments, but only for core OJS jurisdictions averaging 10-15 assessments per year.

• In 2018, TJS will provide training for tribal court personnel to address needs identified within the assessment process twice a year.

• The 2018 budget eliminates pilot projects for Tiwahe and reducing recidivism initiatives. 

• Tribal Justice Support will utilize the Tribal Court Review as the fundamental mechanism to assess tribal court processes overall, as 

well as about ICWA & Probate matters.

Public Safety and Justice Construction

• Continue development of a process of data reporting from the local tribal/agency level programs.

• Continue to update the Roads Maintenance Charter and reassess its applicability to the limited field resources.

• Identify areas of risk with the deferred maintenance and annual work plans. 

• Maintain efforts to improve coordination with contracted tribal programs to increase their maintenance activities on roads.

• Maintain efforts to increase training efforts to address the need of data reporting by tribes.

• Conduct Right-of-Way inventories and assessments and ensure regulatory compliance thereby reducing negative impact to 

communities. 

• Enhance administrative capacity to develop and expand opportunities for road safety improvement projects.

• Implement actions to install signing addressing load posting deficiencies on BIA-Owned bridges.

• Validate school bus route inventories with the Bureau of Indian Education facilities database.

Indian Child Welfare Act (ICWA)

• The Division will partner with the Office of the Assistant Secretary of Indian Affairs, Department of Justice, and Department of 

Health and Human Services to conduct Tribal consultation and guidance on the Native American Children’s Safety Act. 

• The Division will partner with BIA Regional Social Workers and the University of Montana to provide specialized training in areas 

such as, but not limited to, trauma informed care, working with drug endangered children and families, self-care, child protection, 

the Native American Children’s Safety Act, and family violence prevention. 

• The Division will enhance the Financial Assistance and Social Services – Case Management System in 2018, creating a national 

database for ICWA notices for BIA offices. 

• The Division will ensure that ICWA notices are responded to within the 15-day timeframe and publish the ICWA Designated Agent 

List.
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Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Indian Affairs

Road Maintenance (TPA) 25,390 24,123 24,303 26,461 26,693 26,642 28,148

Indian Child Welfare Act (TPA) 10,850 9,995 10,710 15,433 15,641 15,611 14,918

Law Enforcement 321,944 303,351 325,696 328,296 347,976 347,315 325,965

Tribal Courts (TPA) 23,407 23,404 23,241 23,280 28,173 28,119 21,984

Public Safety and Justice Construction 11,311 11,283 11,306 11,306 11,306 11,285 10,416

Total 392,902 372,156 395,256 404,776 429,789 428,972 401,431
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Mission Area 2: Relationships with Tribal Nations and Insular Communities

Goal #3: Empower Insular Communities

Strategy #1: Improve Quality of Life

Program Performance Overview: Performance metrics for this strategy focus on issues directly impacting insular area residents—access 

to safe drinking water, the cost of electricity, and functional school facilities.

• Community Water System (CWS) Violations: Availability of clean water serves as a key indicator of quality of life and for this goal, 

performance assessment is indicated by water system violation notices. Continued economic and aging infrastructure challenges

impact the ability to maintain water system conditions. However, the number of community water systems with health-based 

violations decreased in 2016 for three of the four territories compared to the previous year. The territory with increasing 

violations, the Commonwealth of the Northern Marianas Islands (CNMI), transitioned water system management in 2015 from the 

Water Task Force to the Commonwealth Utilities Corporation. The Office of Insular Affairs (OIA) will monitor water system 

violation trends in the CNMI under its new management.

• Cost of electricity: Without indigenous fossil fuels, Insular Areas face great challenges in achieving reliable, affordable, and secure 

energy which 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 over three times higher than the national average. To try to address electricity costs, the Office of 

Insular Affairs (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. Looking forward, the US Virgin Islands is changing its power generation source from 

diesel fuel to propane which could result in future costs savings for residents.

• School Facility Conditions: A baseline study in 2012-2013 identified 38% of schools in the U.S. territories in acceptable condition 

based on safety and functionality standards. The study provided an accounting of deferred maintenance, estimated facility 

replacement costs, and identified trends in maintenance practices and requirements that offer opportunities for efficiency 

enhancements. OIA continues to make outcome-focused school investments in the territories with the intent of increasing the 

percent of schools in acceptable condition.
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Public Benefit: OIA implements activities that improve quality of life in U.S.-affiliated insular areas. OIA focuses on basic infrastructure 

such as community water systems, school facilities, health care facilities, and affordable power generation. OIA also provides technical 

and operations assistance to improve the public services provided in each community. 

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Improve quality of life

Percent of Community Water 

Systems (CWS) that receive 

health-based violations notices 

from the US Environmental 

Protection Agency.

OIA 13.5% 18.9% 8.2% 12.9% 9.5% 8.4% 9.9% 9.2%

20 28 12 19 14 11 13 12

148 148 147 147 147 131 131 131

Residential cost per kilowatt 

hour for power compared to 

the national average

OIA 3.09 3.08 3.08 3.00 2.00 2.38 2.00 2.00

0.34 0.37 0.37 0.39 0.24 0.31 0.24 0.26

0.11 0.12 0.12 0.13 0.12 0.13 0.12 0.13

Percent of schools in acceptable 

condition based on specified 

safety and functionality 

standards.

OIA N/A 37.6% 37.6% 37.6% 37.6% 37.6% 60.0% 60.0%

N/A 701 701 701 701 701 1,120 1,120

N/A 1,866 1,866 1,866 1,866 1,866 1,866 1,866

Strategic Actions Planned through FY 2018

• Work with insular school systems to implement the plans and systems necessary to most efficiently address deferred maintenance 

items and targeted improvements in school facilities based on the Insular Schools: Assessment of Buildings and Classrooms

initiative data.

• Support sustainable energy planning committees in the insular areas and implement action items/projects contained in local 

sustainable energy plans.

• Continue water infrastructure projects that support clean water objectives.
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Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Office of Insular Affairs

Assistance to Territories 87,901 84,356 85,976 85,976 86,976 86,863 80,967

Compact of Free Association (Current) 16,460 16,454 16,465 16,465 16,465 16,434 3,286

Compact of Free Association (Permanent) 202,163 205,100 209,825 212,395 214,139 216,570 219,620

Payments to the United States Territories, Fiscal 

Assistance 312,547 341,866 346,277 298,814 291,089 288,000 288,000

Total 619,071 647,776 658,543 613,650 608,669 607,867 591,873
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Mission Area 2: Relationships with Tribal Nations and Insular Communities

Goal #3: Empower Insular Communities

Strategy #2: Create Economic Opportunity

Program Performance Overview: The 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)) for which GDP is measured, remains a fraction of 

that for the U.S. The Office of Insular Affairs (OIA) provides technical assistance to the insular areas to assist with economic development 

planning and execution and supports local planning and education activities related to tourism, agriculture, and aquaculture. In addition, 

OIA funds infrastructure projects related to economic development, such as fiber optic connectivity, port improvements and renovations 

to tourist districts. 

Public Benefit: OIA implements activities that create economic opportunity in all US-affiliated insular areas. OIA helps create economic 

opportunity by forging partnerships to bolster tourism and attract industry by promoting the unique island cultures, natural resources, 

and by preparing the next generation of business leaders. OIA also pursues economic development initiatives to encourage private sector 

investment in the insular areas. 

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Create economic opportunity 

Mean GDP per capita in the 4 

US territories compared to the 

mean GDP per capita in the US

OIA 50.5% 47.4% 40.6% 44.4% 60.0% 43.2% 60.0% 60.0%

21,627 20,483 19,972 22,205 29,526 22,159 29,526 30,745

42,831 43,236 49,210 50,051 49,210 51,241 49,210 51,241

Strategic Actions Planned through FY 2018

• Fund public infrastructure projects that attract investment and provide technical assistance for economic development activities.

• Support educational programs, such as Junior Statesman, which help prepare the next generation of insular leadership.

Key Funding Sources

All funds presently accounted for under Strategy 1
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Mission Area 2: Relationships with Tribal Nations and Insular Communities

Goal #3: Empower Insular Communities

Strategy #3: Promote Efficient and Effective Governance

Program Performance Overview: In the Insular Areas, transparent procurement continues to be a challenge. Insular Area operations have 

longstanding deficiencies in records management and inadequate policies and procedures which continue to hinder their accountability 

when handling public funds. The Office of Insular Affairs (OIA) works to increase the number of insular areas with unqualified audit 

opinions by providing technical assistance and training opportunities. In 2016, three of the seven insular areas had on-time and 

unqualified audit opinions. 

• Training: OIA provides the insular governments with continuous access to management training opportunities in the areas of 

procurement and contract management, governmental accounting, auditing, supervision, personnel and human resource 

management, leadership, fraud, grants management, indirect costs, internal and management controls, and performance and 

project management. 

• Statistics: OIA technical assistance and Compact of Free Association funding support the collection of basic insular economic, 

labor, and demographic information. 

• Information Systems: Local governments in the insular areas often employ inadequate information systems resulting in 

administrative inefficiencies. OIA invests in information system improvements for critical government functions including revenue 

and taxation, accounting, acquisition, customs, health care and land management.

Public Benefit: OIA implements activities that promote efficient and effective governance in U.S.-affiliated insular areas. OIA works with 

the insular areas to ensure that local and Federal funding is being used efficiently and effectively by improving insular government 

financial policies and procedures, financial management systems, and technical planning abilities. OIA also equips insular area leadership 

with the statistical tools necessary for informed decision making.
Relationships with Tribal Nations and Insular Communities Empower Insular Communities

Interior Annual Performance Plan and Report Page 65

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Promote efficient and effective governance

Number of insular governments 

with on-time and unqualified 

single audits.

OIA 3 3 3 4 4 3 4 4

Strategic Actions Planned through FY 2018

• Support the Island Government Finance Officers’ Association (IGFOA) and the Association of Pacific Island Public Auditors (APIPA).

• 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

All funds presently accounted for under Strategy 1
Interior Annual Performance Plan and Report Page 66

Mission Area 3: Managing Use of the Nation’s Resources
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 67

Mission Area 3: Managing Use of the Nation’s Resources

Goal #1: Secure America's Energy Resources

Strategy #1: Conventional Energy Resource Development

Program Performance Overview: The Department is updating policies, leveraging technology, and looking across the government and 

industry for best practices to improve the transparency and timeliness of the energy development permitting process. Consistent with the 

America First Energy Plan, these policies include expanding exploration and production of U.S. domestic oil and gas supplies, both offshore 

and onshore, seeking regulatory and oversight efficiencies, and facilitating transportation/transmission across federal lands, so as to 

create a more accessible, efficient, and predictable oil and gas leasing process for government, industry and other stakeholders. Through 

the Bureau of Ocean Energy Management (BOEM), the Department is initiating a new National Outer Continental Shelf (OCS) Oil and Gas 

Leasing Program development process in accordance with the President’s Executive Order Implementing an America-First Offshore Energy 

Strategy (4/28/17). The coal lease application process continues to pose a challenge in this strategy, due in large part to complex 

environmental documents required for lease processing, and the extensive coordination required with landowners.

The 2016 target for percent of coal lease applications processed was not met as the BLM was able to process the applications ahead of 

schedule in FY 2015 and a moratorium placed on coal mining in January 2016, resulting in a lower number of actionable applications in FY 

2016. Historically, the coal lease applications processed averages 15%, and the two year average for FY 2015-2016 is consistent with that 

rate at 16%. The BLM’s processing of Applications for Permit to Drill (APDs) has also remained steady, assisted by a decrease in demand 

due to lower oil prices, modernizing the Automated Fluid Minerals Support System (AFMSS), and receiving authority from the Congress to 

collect additional processing fees to supplement workforce needs.

Public Benefit: The DOI oversees vast energy and mineral resources that contribute to the production of energy in the U.S., promote 

energy security, and generate revenue and job growth. Four Department bureaus, Office of Surface Mining Reclamation and 

Enforcement (OSMRE), Bureau of Safety and Environmental Enforcement (BSEE), Bureau of Land Management (BLM), and Bureau of 

Ocean Energy Management (BOEM), implement this responsibility.
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 68

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Conventional energy resource development

Number of offshore lease sales 

held consistent with the 

Secretary's Five Year Oil and 

Gas Program.

BOEM 2 3 3 2 3 3 3 2

Percent of coal lease 

applications processed. (cum.)

BLM 18% 15% 10% 23% 11% 9% 12% 13%

8 6 4 9 4 3 4 4

45 40 41 39 35 32 33 32

Percent of pending fluid 

minerals Applications for 

Permits to Drill (APDs) which 

are processed

BLM 61.4% 59.8% 55.6% 57.2% (E) 56.8% 56.5% 60.9% 73.1%

5,861 4,892 4,924 4,913 (E) 4,100 3,093 3,000 4,259

9,549 8,180 8,862 8,596 (E) 7,220 5,477 4,924 5,826

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Conventional energy resource development

Percent of Federal oil and gas 

lease assignments processed

BLM -- 80% 87% 91% 92% 99% 95% 100%

-- 12,140 12,194 10,800 12,000 12,884 12,350 13,500

-- 15,361 14,000 11,844 13,000 13,000 13,000 13,500

Percent of oil and gas Reservoir 

Management Agreements 

processed

BLM -- 86% 91% 111% 91% 94% 96% 100%

-- 3,443 4,089 4,468 3,557 3,808 3,900 4,200

-- 4,000 4,453 4,009 4,044 4,044 4,044 4,200

Number of blocks/tracts 

evaluated

BOEM 14,612 12,200 9,184 33,977 15,000 10,000 2,000 2,000
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 69

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Maintain the ratio of 1.8 to 1 

(+/-0.4) of accepted high bids to 

BOEM's estimated value (1)

BOEM 2.013 2.116 1.840 1.920 1.800 1.800 1.800 1.800

2.013 2.116 1.840 1.920 1.800 1.800 1.800 1.800

1 1 1 1 1 1 1 1

Strategic Actions Planned through FY 2018

Bureau of Land Management

Oil and Gas Management

• Streamline oil & gas leasing and permitting activities. 

• Reassess methods and opportunities for increasing oil and gas lease sales.

• Continue to address the backlog in Applications for Permits to Drill (APDs) and Expression of Interests (EOIs) in leasing, as well as 

rights-of way (ROW) to support increased capacity for the energy development.

• Continue BLM’s implementation of recommendations from the GAO and OIG in oil and gas resources management.

• Improve and expand the capabilities of the automated tracking system to continue the risk-based strategy for production 

inspections. Automating the risk-based strategy helps the BLM maximize the use of inspection staff to better meet the inspection 

goals and requirements. The BLM will also continue to seek out new technology and improve existing automated systems for 

reporting.

• Determine potential areas for co-location with other federal offices where potential reorganizations could expedite federal review 

of projects.

Coal Management

• Improve the processing time frame for coal lease applications.

• BLM will work to enhance the appraisal process and determination of fair market value when conducting lease sales as well as 

implementing other recommendations contained in reports by the GAO and the OIG. 

• Continue to group lease applications that are in close geographic proximity for a streamlined analysis of environmental impacts for

potential decreases in processing times from sequential processing. 

Bureau of Ocean Energy Management

• Conduct five lease sales –

o Gulf of Mexico Central Planning Area Sale 247 (March 2017)

o Alaska Cook Inlet Sale 244 (June 2017)
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 70

o Gulf of Mexico Region wide Sale 249 (August 2017)

o Gulf of Mexico Region wide Sale 250 (March 2018)

o Gulf of Mexico Sale 251 (August 2018)

• Allocate resources to support a programmatic environmental analysis, initiate environmental studies, advance modeling 

capabilities, and conduct outreach to public stakeholders.

• Initiate a new National Outer Continental Shelf (OCS) Oil and Gas Leasing Program development process that provides increased 

access in accordance with Interior Secretary’s Order #3350.

• Work with federal partners to streamline permitting process for offshore geological and geophysical activities. 
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 71

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Land Management

Oil and Gas Management 34,233 35,439 40,439 43,183 49,671 49,563 65,927

Oil and Gas Permit Processing 32,500 30,847 32,500 32,500 7,125 7,112 5,737

Offsetting Collections - Oil and Gas Permit Processing 

Fees --- --- --- --- --- 41,503 42,878

Coal Management 4,643 5,152 7,195 7,195 8,468 8,450 16,616

Energy Act Permit Processing Fund 21,000 14,495 14,066 15,418 --- --- ---

Subtotal 92,376 85,933 94,200 98,296 65,264 106,628 131,158

Bureau of Ocean Energy Management

Conventional Energy 47,245 46,115 49,441 49,633 59,869 59,755 58,123

Environmental Programs 53,716 54,278 53,218 58,212 61,445 56,716 65,934

Subtotal 100,961 100,393 102,659 107,845 121,314 116,471 124,057

Total 193,337 186,326 196,859 206,141 186,578 223,099 255,215
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 72

Mission Area 3: Powering Our Future and Responsible Use of the Nation’s Resources

Goal #1: Secure America's Energy Resources

Strategy #2: Ensure environmental compliance and the safety of energy development

Program Performance Overview: One of the keys to further expanding energy development is maintaining the public’s confidence that 

this activity can be conducted in a safe and responsible manner. Performance in energy development safety and environmental 

compliance has been consistent through FY 2016 due in large part to the Department’s robust reform agenda, including improving,

inspection and enforcement, and an increased focus on high-risk activities. The Department is working diligently to address oil and gas 

management issues stemming from its inclusion on the Government Accountability Office’s high risk list, including implementing 

recommendations related to recruitment, retention, and relocation of specialized technical and scientific personnel needed to carry out 

safety and compliance oversight work. The Department has focused resources on increasing the number of inspectors for energy 

development operations. Incentive pay rates implemented in 2016 resulted in 98 targeted oil and gas hires, and yielded an acceptance 

rate above 80% among targeted oil and gas personnel in BOEM and BSEE, bolstering improvement for both onshore and offshore 

oversight.

In 2016, the target for 38% of disturbed oil and gas acres reclaimed was exceeded as more acres were reclaimed than predicted due to the 

decline in oil and gas prices, a decrease in drilling activity, and more industry emphasis on reclamation. As a result, 96% of the acres 

disturbed by oil and gas drilling operations was reclaimed as the number of acres being reclaimed increased and the number of acres 

being disturbed decreased. Modest increases also occurred in coal reclamation as a result of reclamation taking place faster than the 

anticipated pace of new mining. Preliminary estimates for recordable injuries indicate approximately 38% fewer injuries than previous 

years. While the BLM did not meet the 2016 target for all production related inspections, this is due to the focus shifting during the last 3 

years to completing all "high-priority" inspections under the risk-based strategy, including high-priority production, drilling, abandonment, 

workover, idle well and environmental inspections. The BLM successfully accomplished all targeted high-priority production inspections.

Public Benefit: Four Department bureaus, Office of Surface Mining Reclamation and Enforcement (OSMRE), Bureau of Safety and 

Environmental Enforcement (BSEE), Bureau of Land Management (BLM), and Bureau of Ocean Energy Management (BOEM), oversee 

responsible energy development on private, public, and tribal lands and waters. Safety, environmental, and conservation compliance 

activities safeguard the Nation’s onshore and offshore energy resources, and mitigate the effects of mining on natural resources, including 

the protection and restoration of coal affected lands. These efforts are also key to maintaining the public’s confidence that energy 

development can be and is subject to effective oversight. 
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 73

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Ensure environmental compliance and the safety of energy development

Percent of active coal mining 

sites that are free of off-site 

impacts

OSMRE 87.3% 88.7% 89.9% 89.1% 88.0% 90.7% 88.2% 88.0%

6,749 6,568 5,995 6,034 5,723 5,995 5,747 6,020

7,731 7,403 6,671 6,775 6,504 6,608 6,517 6,841

Percent of coal mine acreage 

reclaimed

OSMRE 75.6% 76.0% 76.4% 77.8% 76.0% 81.3% 81.2% 78.0%

4,989,588 5,111,545 5,233,244 5,332,873 5,438,873 5,451,671 5,554,859 5,650,873

6,603,770 6,729,259 6,850,958 6,855,824 7,156,412 6,705,622 6,843,997 7,244,709

Percent of oil and gas acres 

reclaimed to appropriate final 

land condition.

BLM 23% 24% 24% 41% (E) 38% 96% 69% 45%

1,949 1,661 2,122 2,328 (E) 1,920 4,872 3,000 2,500

8,651 6,992 8,822 5,643 (E) 5,078 5,078 4,350 5,510

Percent of Producing fluid 

mineral cases that have a 

completed inspection during 

the year.

BLM 38% 37% 27% 27% (E) 31% 30% 31% 31%

10,297 10,204 7,915 7,758 (E) 9,000 8,953 9,100 9,100

27,419 27,719 29,321 29,212 (E) 29,200 29,443 29,350 29,350

Amount (in barrels) of 

operational offshore oil spilled 

per million barrels produced

BSEE 0.299 2.490 (E) 0.580 (E) 3.420 (E) 1.000 3.660 (E) 2.500 1.000

Number of Recordable Injuries 

per 200,000 Offshore Man 

Hours Worked (or 100 man 

years).

BSEE 0.332 0.379 0.342 0.241 (E) 0.400 0.200 (E) 0.400 0.400
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 74

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Ensure environmental compliance and the safety of energy development

Number of acres where 

reclamation goals are achieved 

as evidenced by release from 

Phase III Performance Bonds

OSMRE 43,843 50,861 38,783 42,394 37,000 40,709 35,724 37,000

Number of acres released from 

Phase I & II Performance Bonds

OSMRE 55,727 71,094 82,916 57,235 69,000 79,827 65,573 69,000

Number of students trained -

National Technical Training 

Program (NTTP)

OSMRE 973 590 688 667 850 700 650 850

Total number of compliance 

inspections completed

BSEE 23,025 24,195 21,033 20,468 18,500 19,704 (E) 18,500 19,000

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 94% 93% 87% 96% 85% 91% 85% 85%

Strategic Actions Planned through FY 2018

Office of Surface Mining Regulation and Enforcement

• Increase training and technical assistance to States and Tribes for Abandoned Mine Land site reclamation and area-wide reclamation 

planning.

• In 2018, provide financial guidance to mitigate risks posed by recent bankruptcies to assure companies’ legal obligations for completing 

reclamation of mined lands.

• Evaluate changes to the oversight process and emphasize problem identification, resolution and prevention of off-site impacts.
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 75

Bureau of Land Management

• Provide premium pay for certain occupational series and geographic locations to recruit and retain highly qualified employees 

supporting environmentally compliance and safety.

• Expedite oil and gas applications for permits to drill; conduct oil and gas lease sales consistent with statutory requirements, land 

use plans, and requirements for public participation; and administer existing oil and gas leases and process post-lease actions.

• Continue to carry out trust responsibilities by managing operational activities on approximately 4,500 oil and gas leases for Indian 

Tribes and individual Indian allottees.

Bureau of Safety and Environmental Enforcement

• Continue to foster secure and reliable energy production through a program of efficient permitting, appropriate oversight, 

compliance monitoring and enforcement, technical assessments, inspections, and incident investigations.
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 76

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Land Management

Oil and Gas Management 36,233 35,439 40,439 10,000 10,000 9,981 10,000

Est. Cost for Coal Inspect. And Enforcement (average) 2,400 2,400 2,400 2,400 2,400 2,398 2,400

Oil and Gas Inspection and Enforcement --- --- --- 41,126 48,000 47,912 48,385

Subtotal 38,633 37,839 42,839 53,526 60,400 60,291 60,785

Bureau of Safety and Environmental Enforcement

Environmental Enforcement 4,108 3,899 8,314 8,314 8,314 7,953 4,453

Operations, Safety and Regulation 132,079 125,388 132,207 133,597 144,204 144,204 150,311

Oil Spill Research (OSR) 14,899 14,120 14,899 14,899 14,899 14,871 12,700

Subtotal 151,086 143,407 155,420 156,810 167,417 167,028 167,464

Office of Surface Mining Reclamation and Enforcement

Regulation and Technology 122,713 116,333 122,753 122,753 123,293 123,059 109,432

Total 312,432 297,579 321,012 333,089 351,110 350,378 374,349
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 77

Mission Area 3: Managing Use of the Nation’s Resources

Goal #1: Secure America's Energy Resources

Strategy #3: Renewable Energy Resource Development

Program Performance Overview: The Department facilitates the development and use of renewable energy that employs wind, solar, 

geothermal, and hydropower energy to strengthen US energy security, economic vitality, and quality of life. 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 seven years. FY 2017 performance will include 

decisions on multiple projects providing additional capacity.

FY 2016 results for megawatts of approved capacity fell short of the target as a result of external scheduling issues and wild fires.

Public Benefit: Four Department bureaus, the Bureau of Land Management (BLM), Bureau of Ocean Energy Management (BOEM), Bureau 

of Safety and Environmental Enforcement (BSEE) and the Bureau of Reclamation (BOR), work to promote domestic energy production by 

enabling new energy generation from renewable sources and facilitating the construction of new or upgraded transmission networks are 

helping to create new industries and supply chains, driving economic growth and job creation, and helping to provide more energy from 

domestic sources.

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Renewable Energy Resource Development

Percent of hydropower facilities 

in good condition as measured 

by the Facility Reliability Rating.

BOR 89.1% 81.8% 88.5% 80.8% 72.7% 86.5% 75.0% 76.9%

49 45 46 42 40 45 39 40

55 55 52 52 55 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 86% 85% 84% 83% 80% 82% 80% 80%

86 85 84 83 80 82 80 80

100 100 100 100 100 100 100 100
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 78

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Number of megawatts of 

approved capacity authorized 

on public land and the OCS for 

renewable energy development 

while ensuring full 

environmental review (since the 

start of FY 2010) (cum.)

DOI 7,863 13,786 14,608 15,615 16,466 16,062 17,052 20,010

BLM 7,395 13,318 14,140 15,117 15,912 15,552 16,542 19,500

BOEM 468 468 468 498 554 510 510 510

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Renewable Energy Resource Development

# of Annual, Periodic and 

Comprehensive Reviews 

Completed

BOR 51 47 52 50 52 52 52 52

% of generating capacity that 

has a major generator/turbine 

related component rated in 

poor condition.

BOR 10% 14% 17% 29% 19% 21% 28% 27%

1,472 2,116 2,554 4,195 2,782 3,147 4,075 3,933

14,721 14,721 14,721 14,719 14,721 14,719 14,729 14,719

Forced outage factor lower than 

or equal to the industry average 

of 2.2%

BOR 2% 2% 3% 4% 2% 2% 2% 2%

Number of offshore renewable 

energy leasing or ROW/RUE 

grant processes initiated (i.e., 

first public notice issued)

BOEM 4 5 2 0 2 3 1 1

Number of limited leases issued 

for offshore renewable energy 

testing and data collection, 

including 238 research leases

BOEM 0 0 1 1 2 0 0 1

Number of commercial leases 

issued for offshore renewable 

energy generation

BOEM 0 3 1 4 3 2 2 3

Number of right-of-way/rightof-use and easement grants BOEM 0 0 0 1 0 0 0 0
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 79

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

issued for offshore renewable 

energy transmission

Number of offshore NEPA 

documents (EIS/EAs) finalized 

for Renewable Energy

BOEM 1 4 5 5 8 2 4 7

Strategic Actions Planned through FY 2018

Bureau of Land Management

• Develop greater opportunities for geothermal renewable energy projects.

• Implement actions to identify leasing and development opportunities for solar energy projects and use competitive leasing to 

accelerate the process of offering public lands for solar energy development.

• Continue to streamline the review of site-specific wind projects using updated analysis to increase opportunities available for wind 

energy development.

Bureau of Ocean Energy Management

• Efficiently process site assessment and construction and operations plans for existing leases including thorough engineering and 

environmental reviews.

• Following leases being issued offshore of New York and North Carolina, assess and determine the path forward for renewable 

energy leasing on the Atlantic Outer Continental Shelf (OCS), especially offshore of Massachusetts.

• Continue to identify areas that appear suitable for renewable energy development on the Pacific OCS.

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

coasts and integrate local stakeholders in the planning process.

• Plan and hold at least 2-3 commercial wind energy lease sales in Atlantic or Pacific OCS states that ensure fair return to the United 

States.

• Finalize decision on issuance of a research lease for a national wave energy testing facility.

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 needs for reliable, affordable, and environmentally sustainable hydropower.

• Support the development of non-federal hydropower at existing Reclamation facilities through the Lease of Power Privilege and 

Federal Energy Regulatory Commission licensing processes.
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 80

• Leverage Reclamation’s Hydropower Efficiency Research Systems initiative to improve operational efficiencies at Reclamation 

power plants.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Land Management

Renewable Energy 19,703 21,275 29,061 29,061 29,061 29,008 16,292

Geothermal Energy funding (formerly in O&G 

Mgt) 2,000 --- --- --- --- --- ---

Subtotal 21,703 21,275 29,061 29,061 29,061 29,008 16,292

Bureau of Ocean Energy Management

Renewable Energy 22,685 18,537 23,656 23,104 24,278 24,231 21,676

Environmental Programs 8,300 6,300 10,000 7,500 6,600 11,200 7,900

Subtotal 30,985 24,837 33,656 30,604 30,998 35,431 29,576

Bureau of Reclamation

Water and Related Resources 54,154 58,008 56,633 49,620 54,081 50,407 53,340

Bureau of Safety and Environmental Enforcement

Operations, Safety and Regulation --- --- --- --- 750 750 750

Total 106,842 104,120 119,350 109,285 114,890 115,596 99,958
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 81

Mission Area 3: Managing Use of the Nation’s Resources

Goal #1: Secure America's Energy Resources

Strategy #4: Account for Energy Revenues

Program Performance Overview: The Department collects, disburses and verifies Federal and Indian energy and other natural resource 

revenue on behalf of the American public through the Office of Natural Resource Revenue (ONNR). ONNR continues to maintain 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. ONRR is expanding data mining, training, and system functionality as part of its ongoing efforts to improve company 

compliance, and seeking other innovative improvements and operational efficiencies to best pursue ONRR’s mission and to serve the 

American people. 

The FY 2016 result for timely disbursement of revenues exceeded the target despite significant decreases in market prices for oil and gas. 

These unforeseen market fluctuations had a minor impact on total collections and the return on investment; however, improvements in 

upfront compliance enabled ONRR to exceed the planned disbursement rate.

Public Benefit: ONRR collects and disburses energy and natural resources revenues to a number of entities. Revenues collected from 

leases in Indian lands work directly to benefit members of the Indian community. Funds collected from offshore oil and natural gas 

production directly contribute to the Land and Water Conservation Fund, the Historic Preservation Fund, and the Reclamation Fund and 

help ensure America’s natural resources, landscapes, and rich history are available and enjoyed by current and future generations. States 

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

disbursements benefits the General Fund of the U.S. Treasury. 

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018

Trend

Strategy: Account for energy revenue

Percent of federal and Indian 

revenues disbursed on a timely 

basis per statute ($ Billions)

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

2.857 3.009 3.407 2.659 2.744 1.910 1.960 2.450

2.878 3.045 3.423 2.679 2.800 1.926 2.000 2.500
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 82

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Account for energy revenues

Total ONRR Compliance 

Collections ($Millions)

ONRR $154.3 $115.9 $139.4 $115.0 $110.0 $164.6 $110.0 $105.3

Three-year average compliance 

ROI ($)

ONRR N/A $2.83 $2.87 $2.26 $2.00 $2.73 $2.00 $2.00

Strategic Actions Planned through FY 2018

Office of Natural Resources Revenue

• Continue phased implementation of an oil and gas revenue and production reporting and verification program on Osage mineral 

lands. The delegated authority from BIA will add approximately 5,000 leases, 30,000 producing wells, and 800 operators to ONRR’s 

systems, which will increase ONRR’s Indian lease administration workload by 82 percent.

• Integrate BOEM’s lease data and geospatial data to enable accurate allocation and timely disbursement of qualified Gulf of Mexico 

Energy Security Act of 2006 related revenues

• Enhance Geospatial Information System capability to enable in-depth analysis of lease revenue related to existing leases and 

transportation infrastructure.

• Re-compete the Information Technology Systems contract for the operations and maintenance of ONRR’s mission critical Minerals 

Revenue Management Support System (MRMSS), which supports all of ONRR in the collection, analysis, disbursement and 

verification of revenues.

• Expand integration of business intelligence and analytic tools to support mission-critical data exchange and shared business 

processes.

• Join our DOI leasing partners in standing up the Royalty Policy Committee to provide advice on the fair market value of, and on the 

collection of revenues derived from, the development of energy and natural resources on Federal and Indian lands. 
Managing Use of the Nation’s Resources Secure America’s Energy Resources

Interior Annual Performance Plan and Report Page 83

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Office of Natural Resources Revenue 119,418 113,199 119,383 121,631 125,519 125,280 137,757*

*includes a one-time internal transfer from Central Services Funding of approximately $15 million
Managing Use of the Nation’s Resources Sustainably Manage Timber, Forage, and Non-Energy Minerals

Interior Annual Performance Plan and Report Page 84

Mission Area 3: Managing Use of the Nation’s Resources

Goal #2: Sustainably Manage Timber, Forage, and Non-Energy Minerals

Strategy #1: Manage Timber and Forest Products Resources

Program Performance Overview: Over the past four years, performance has fluctuated between to a high of 85% to a low of 62% of 

timber resources made available for sale due to fluctuations in the housing market and transportation costs, affecting BLM’s ability to sell 

timber, utilize the by-products of treatments, and litigation stemming from environmental issues. However, recent market conditions 

have started improving, sawmills are reopening, and bioenergy facilities are coming online.

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. Additionally, since 

most forest health treatments are accomplished through the sale of timber and by-products, timber and by-product sales also lead to 

increased forest restoration and forests maintained in healthy and desired condition.

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. These resources serve as valuable wildlife habitat, and play an important 

role in carbon storage and clean water and air. 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.
Managing Use of the Nation’s Resources Sustainably Manage Timber, Forage, and Non-Energy Minerals

Interior Annual Performance Plan and Report Page 85

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Manage timber and forest products resources

Percent of allowable sale 

quantity timber offered for sale 

consistent with applicable 

resource management plans 

(O&C--Oregon and California--

only) (cum.)

BLM 85% 80% 76% 80% (E) 80% 62% 60% 65%

172 162 155 162 (E) 162 126 123 134

203 203 203 203 (E) 203 203 205 205

Volume of wood products 

offered consistent with 

applicable management plans. 

(cum.)

BLM 242 243 269 251 (E) 228 228 230 232

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Manage timber and forest products resources

Volume of wood products 

offered (biomass for energy) 

consistent with applicable 

management plans. (Bur) (Tons)

BLM 157,751 137,347 116,559 125,076 100,000 108,000 100,000 105,000

Strategic Actions Planned through FY 2018

Bureau of Land Management

• Implement new guidelines for Allowable Sale Quantity as specified by the completed Western Oregon Resource Management 

Plans.

• Inventory, layout, design, engineer, and appraise forest and woodland vegetation.

• Offer for sale timber and other forest products in such a way as to maintain a permanent source of timber supply, including
Managing Use of the Nation’s Resources Sustainably Manage Timber, Forage, and Non-Energy Minerals

Interior Annual Performance Plan and Report Page 86

timber under contract from previous year’s operational timber sales (normally 3-year contracts).

• Provide biomass for the direct conversion and use of woody biomass for energy.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Land Management

Public Domain Forest Management 9,714 5,889 9,838 9,838 9,980 9,962 10,135

Forest Management 32,060 30,383 33,447 33,447 33,752 33,688 33,872

Other Forest Resources Management 36,616 34,672 36,985 36,985 33,495 33,431 25,385

Reforestation and Forest Development 23,622 22,387 23,851 23,851 24,023 23,977 20,086

ECOSYS Health 4,603 5,741 4,841 12,018 8,910 4,984 7,325

Timber Pipeline Restoration Fund 3,883 3,633 3,217 9,843 5,321 2,866 3,293

Total 110,498 102,705 112,179 125,982 112,941 109,263 100,096
Managing Use of the Nation’s Resources Sustainably Manage Timber, Forage, and Non-Energy Minerals

Interior Annual Performance Plan and Report Page 87

Mission Area 3: Managing Use of the Nation’s Resources

Goal #2: Sustainably Manage Timber, Forage, and Non-Energy Minerals

Strategy #2: 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 which have been holding at about

20% processed annually except for FY 2016. 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 2016 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. 

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 and minimizing the impact of catastrophic wildfires.

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Provide for sustainable forage and grazing

Percent of grazing permits and 

leases processed as planned 

consistent with applicable 

resource management plans. 

(cum.)

BLM 22% 21% 22% 18% 20% 13% 18% 14%

1,491 1,344 1,374 1,213 1,350 862 1,240 1,005

6,685 6,300 6,300 6,900 6,800 6,800 6,800 7,400

Strategic Actions Planned through FY 2018

Bureau of Land Management

• Pursue a number of strategies to help guide the location of land health evaluations, complete grazing permit renewals, monitor

grazing allotments, and improve environmental and other documents related to permit renewal. 
Managing Use of the Nation’s Resources Sustainably Manage Timber, Forage, and Non-Energy Minerals

Interior Annual Performance Plan and Report Page 88

• Prioritizing the processing of livestock grazing permit renewals on higher environmental sensitivities and/or resource conflicts 

allows for better use of available staff resources and better land management outcomes consistent with Resource Management 

Plans and NEPA documents.

• Conduct a pilot project for three years which will allow the BLM to recover some of the costs of issuing grazing permits/leases on 

BLM lands which will assist the BLM in processing pending applications for grazing permit renewals. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Land Management

Rangeland Management 52,011 41,016 42,600 42,660 42,600 42,582 36,587
Managing Use of the Nation’s Resources Sustainably Manage Timber, Forage, and Non-Energy Minerals

Interior Annual Performance Plan and Report Page 89

Mission Area 3: Managing Use of the Nation’s Resources

Goal #2: Sustainably Manage Timber, Forage, and Non-Energy Minerals

Strategy #3: Manage Non-Energy Mineral Development

Program Performance Overview: 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 

BOEM provides sand and gravel resources to protect and improve coastal infrastructure and the environment locally, regionally and 

nationally. 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. 

In 2016, the target was not met for the percent of non-energy mineral development and exploration requests processed in part due to 

hard rock leasable applications on hold in Minnesota pending decisions relating to potential mining near the Boundary Waters Canoe 

Wilderness Area and potash prospecting applications on hold until finalization of the Moab Master Leasing Plan. The number of nonenergy solid mineral inspections and production verifications did not meet the 2016 target due to the unanticipated closure of New 

Mexico mine, which reduced the potential inspection population. The number of mined acres reclaimed to appropriate land and water 

standards in 2016 did not meet the target mainly due to some areas remaining active; acres are not reclaimed until operational areas are 

no longer needed and the amount of reclamation depends on industry activity.

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. 

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Manage non-energy mineral development

Percent of non-energy mineral 

exploration and development 

requests processed

BLM 11.3% 24.0% 22.1% 12.0% (E) 26.5% 18.8% 20.5% 20.5%

73 114 105 58 (E) 110 81 85 85

645 475 475 482 (E) 415 432 415 415

Number of mined acres 

reclaimed to appropriate land 

condition and water quality 

BLM 1,408 2,279 1,554 5,637 (E) 1,500 483 1,500 1,500
Managing Use of the Nation’s Resources Sustainably Manage Timber, Forage, and Non-Energy Minerals

Interior Annual Performance Plan and Report Page 90

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

standards (cum.)

Number of sand and gravel 

requests processed for coastal 

restoration projects

BOEM N/A N/A 5 5 7 5 7 7

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Manage non-energy mineral development

Percent of Notices and Plans of 

Operations Inspected for 

locatable minerals (gold, 

copper, silver, etc...)

BLM 44% 47% 48% 65% 50% N/A 50% 50%

1,338 1,393 1,293 1,624 1,525 N/A 1,525 1,525

3,039 2,954 2,674 2,514 3,050 N/A 3,050 3,050

Number of Mineral Material 

(sand, gravel, clay, etc.?) 

Inspections and Production 

Verifications.

BLM 3,076 2,969 3,106 2,899 2,770 2,991 2,750 2,750

Number of Non-energy Solid 

Mineral (potassium, gypsum, 

etc.?) Inspections and 

Production Verifications.

BLM 1,817 1,757 1,684 1,651 1,474 1,367 1,370 1,400

Strategic Actions Planned through FY 2018

Bureau of Land Management

• The BLM will continue efforts on inspections of mining operations and resolution of trespass and production verification issues.

• Issue updated guidance and instructions addressing the valuation of non-energy mineral resources.

• The BLM will continue to work on the Mineral Tracking System (MTS) for the coal program, which is used to support the 

automation and tracking of licenses, leases and permitting as well as inspection activities, including production verification, 

associated with coal and other solid mineral commodities. Similar to the BLM’s modernization of its Automated Fluid Minerals 
Managing Use of the Nation’s Resources Sustainably Manage Timber, Forage, and Non-Energy Minerals

Interior Annual Performance Plan and Report Page 91

Support System (AFMSS) the MTS is intended to enhance the overall management of very complex solid mineral commodity 

permitting and leasing regimes.

Bureau of Ocean Energy Management

• Respond to every request to provide Outer Continental Shelf (OCS) sand and gravel resources that are used primarily for natural 

infrastructure such as beaches and dunes and to protect coastal investments and habitats locally, regionally, and nationally.

• Develop a National Inventory of OCS Sand Resources; an integrated inventory of the character, quantity, and location of sand 

resources on the OCS and the habitat they provide.

• Develop a Marine Minerals Information System (MMIS) that provides a framework for historic resource data, current information 

collected under the Sandy-funded Atlantic Sand Assessment Project (ASAP) and state cooperative agreements, lease-specific 

information, and future data collection efforts.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Land Management

Other Mineral Resources Management 8,402 8,834 10,586 10,586 11,879 11,857 12,043

Mining Law Administration 39,696 37,711 39,696 39,696 39,696 39,621 39,696

Total 48,098 46,545 50,282 50,282 51,575 51,478 51,739
Interior Annual Performance Plan and Report Page 92

 

Mission Area 4*: Ensuring Healthy Watersheds and Supplies

*The previous Mission Area 4, "Engaging the Next Generation," is not included in this report as a Department-level Mission Area as those activities are now tracked 

solely at the bureau level.
Ensuring Healthy Watersheds and Supplies Manage Water and Watersheds for the 21st Century

Interior Annual Performance Plan and Report Page 93

Mission Area 4: Ensuring Healthy Watersheds and Supplies

Goal #1: Manage Water and Watersheds for the 21st Century

Strategy #1: Improve Reliability of Water Delivery 

Program Performance Overview: In 2016, 81% of Reclamation’s facilities were evaluated as being in good condition, an increase of two 

percent from the previous fiscal year. This accomplishment can be attributed to the facility reviews and assessments completed and 

reflect improved condition indices, as Reclamation was 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. 

Protecting and extending the life of aging infrastructure are significant challenges facing Reclamation and the Department, and 

maintenance, rehabilitation, and replacement will become more costly over time. The FRR reflects a certain level of volatility inherent in 

the development of the condition rating for a facility. Two factors which cause fluctuations are outstanding Operation and Maintenance 

(O&M) recommendations and the Major Rehabilitation and Replacement (MR&R) cost ratio. The first factor is the age of the O&M 

recommendations - the older a recommendation is the greater impact it has on the condition rating of the facility. Older 

recommendations are weighed against the ability to address other needs which may have higher risks or benefits. The second factor is 

the MRR cost ratio - Reclamation has just revised its guidance for MRR needs which is anticipated to increase the magnitude and number 

of MRR needs reported and result in lower scores for more facilities. The lower scores should not be viewed as decreased performance, 

rather a reflection of an adjustment to the reporting criteria. Reclamation prioritizes infrastructure assets based on detailed design 

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

Public Benefit: 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. 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, 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.
Ensuring Healthy Watersheds and Supplies Manage Water and Watersheds for the 21st Century

Interior Annual Performance Plan and Report Page 94

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Improve reliability of water delivery

Percent of water infrastructure 

in good condition as measured 

by the Facility Reliability Rating 

(FRR) [high- and significanthazard dams]

BOR 75.8% 79.4% 78.2% 79.1% 70.9% 81.1% 72.3% 71.4%

260 274 269 272 244 279 248 245

343 345 344 344 344 344 343 343

Percent of basin studies that 

have been completed

BOR 12% 21% 42% 63% 79% 79% 84% 89%

2 4 8 12 15 15 16 17

17 19 19 19 19 19 19 19

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Improve reliability of water delivery

% complete of milestones for 

on-going surface water storage 

projects

BOR 36.36% 38.18% 58.62% 62.07% 89.66% 89.66% 93.10% 96.55%

20 21 17 18 26 26 27 28

55 55 29 29 29 29 29 29

% of annual water facility 

condition assessments 

completed

BOR 90.20% 84.46% 97.45% 90.40% 89.47% 98.91% 98.92% 98.90%

184 163 191 179 170 181 184 179

204 193 196 198 190 183 186 181

% 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 143.06% 84.21% 94.87% 96.74% 99.02% 93.83% 100.00% 100.00%

103 80 74 89 101 76 81 100

72 95 78 92 102 81 81 100
Ensuring Healthy Watersheds and Supplies Manage Water and Watersheds for the 21st Century

Interior Annual Performance Plan and Report Page 95

Strategic Actions Planned through FY 2018

Bureau of Reclamation

• Implement authorized financial assistance measures for water users in funding extraordinary maintenance needs (e.g., 

Infrastructure Investment). 

• 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.

• In FY 2018, assess the increasing development and urbanization near water facilities to determine potential challenges in 

addressing maintenance issues.

• In FY 2018, monitor safety and implement required modifications with state-of-the-art design upgrades to ensure safety of dams.

• In FY 2018, 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. 

• In FY 2018, install wide-head turbines to improve efficiencies. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Reclamation

Water and Related Resources 527,519 525,073 601,729 614,347 659,159 586,305 641,745
Ensuring Healthy Watersheds and Supplies Extend Water Supplies Through Conservation

Interior Annual Performance Plan and Report Page 96

Mission Area 4: Ensuring Healthy Watersheds and Supplies

Goal #2: Extend Water Supplies Through Conservation

Strategy #1: Expand water conservation capabilities

Program Performance Overview: The Department is providing a much needed capability in the West to help support water supplies 

through conservation. Performance is trending upward, primarily due to additional funding for WaterSMART and related water 

conservation programs. 

In FY 2016, Reclamation approved grants that will increase potential water savings of 167,368 acre-feet. Cumulatively, projects funded 

from 2010-2016 have enabled 1,144,822 acre-feet of capacity toward the goal, allowing Reclamation to exceed the FY 2016 target of 

1,039,454 acre-feet. During 2016, and after target development, Congress provided additional funding for water conservation efforts to 

mitigate the effects of drought conditions, and Reclamation was able to provide grants to achieve the additional water conservation 

capacity. 

Public Benefit: Reclamation delivers water to one in every five farmers in the West and to over 31 million people. 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. 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 to the Goal by increasing the available water supply and contribute to Interior’s 

broader objective of achieving a more sustainable, secure water supply.

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Expand water conservation capabilities

Acre feet of water conservation 

capacity enabled through 

Reclamation's Priority Goal 

conservation programs (cum.)

BOR 616,226 734,851 860,299 977,454 1,039,454 1,144,822 1,205,323 1,258,323
Ensuring Healthy Watersheds and Supplies Extend Water Supplies Through Conservation

Interior Annual Performance Plan and Report Page 97

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Expand water conservation capabilities

% of WaterSMART Grant and 

Title XVI applications evaluated 

timely

BOR 100% 100% 100% 100% 100% 99% 100% 100%

Annual acre feet of water 

reclaimed and delivered

BOR 301,875 328,940 434,827 369,414 436,282 387,648 430,995 451,284

Installed capacity of water 

conveyance systems in CFSMiles (nominal flow rate (CFS) 

per pipe size times installed 

length (miles))

BOR 10,438 9,694 10,073 4,821 661 663 871 2,522

Percent of WaterSMART Grant 

and Title XVI agreements 

awarded by fiscal year end

BOR 100% 98% 100% 98% 94% 97% 94% 93%

44 41 46 58 34 64 31 40

44 42 46 59 36 66 33 43

Strategic Actions Planned through FY 2018

Bureau of Reclamation

• Beginning this year, the Water Conservation Field Services Program (WCFSP) will fund water conservation planning and other preconstruction activities, but no longer fund on-the-ground project implementation.

• Revise and implement funding criteria to identify projects that most effectively stretch water supplies and contribute to water 

supply sustainability.

• Update the WaterSMART Grants evaluation criteria to include an assessment of water sustainability benefits of a proposed 

project, with greatest consideration given to projects that dedicate water for instream flows.

• Issue new WaterSMART Grants funding opportunities for water marketing activities and small-scale water efficiency projects.
Ensuring Healthy Watersheds and Supplies Extend Water Supplies Through Conservation

Interior Annual Performance Plan and Report Page 98

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Reclamation

Water and Related Resources 112,463 114,936 91,975 139,707 162,773 81,929 88,284
Ensuring Healthy Watersheds and Supplies Availability of Water to Tribal Communities

Interior Annual Performance Plan and Report Page 99

Mission Area 4: Ensuring Healthy Watersheds and Supplies

Goal #3: Availability of Water to Tribal Communities

Strategy #1: Protection of Tribal Water Rights

Program Performance Overview: This program funds tribal water projects to provide Tribes the necessary technical research, studies and 

other information to serve as knowledgeable and prudent water managers. The percent of projects completed in support of water 

utilization, conservation, planning, management, and pre-development grew from 73 to 83 percent between 2012 and 2016. However, in 

2017 and 2018, BIA will improve monitoring plans to track progress on tribal water management projects and review contractual 

commitments with Tribes.

Public Benefit: BIA’s Water Rights Negotiation/Litigation Program defines and protects Indian water rights and settles claims through 

negotiations and litigation. Additionally, BIA conducts projects to aid Tribes in protecting and managing their water resources including 

water needs assessments, ground and surface water quality and quantity studies, and the development of comprehensive Water Resource 

Management Plans.

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Protection of Tribal water rights

Annual percent of projects 

completed in support of water 

management, planning, and 

pre-development.

BIA 73% 75% 85% 88% 82% 83% 77% 79%

52 69 66 68 79 71 65 67

71 92 78 77 96 86 84 85

Strategic Actions Planned through FY 2018

Bureau of Indian Affairs

• Provide technical assistance to tribes and coordinate with local, state, and Federal agencies that are engaged in managing, 

planning, and developing non-Indian water resources that may impact Indian water resources and other treaty-protected natural 

resources dependent on water. 
Ensuring Healthy Watersheds and Supplies Availability of Water to Tribal Communities

Interior Annual Performance Plan and Report Page 100

• Verify with awarding officials and tribes that the projects funded in the preceding year are expected to be completed in the fiscal 

year for which the targets are being set.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Indian Affairs

Water Mgmt., Planning & Predevelopment 5,789 5,427 6,439 6,452 6,469 6,457 4,734
Ensuring Healthy Watersheds and Supplies Availability of Water to Tribal Communities

Interior Annual Performance Plan and Report Page 101

Mission Area 4: Ensuring Healthy Watersheds and Supplies

Goal #3: Availability of Water to Tribal Communities

Strategy #2: Improve Infrastructure and Operation Efficiency of Tribal Water Facilities

Program Performance Overview: The scope of BIA’s Water Management, Planning and Pre-development program covers over 5,000 

linear miles of irrigation project canals. Every year, BIA funds projects to address unfinished irrigation canal projects as well as current and 

deferred maintenance issues to ensure irrigation canals are capable of delivering water to tribal customers. The BIA continues 

assessments of the current infrastructure through condition assessments, Global Information System inventories and mapping tools to 

move toward improved tribal irrigation projects in the future. In FY 2015 and FY 2016, 99 percent of the linear miles of canals on BIAowned irrigation projects were functional.

Public Benefit: The Indian Affairs Irrigation Program conducts irrigation construction, dam rehabilitation, and oversight (operation and 

maintenance) of dams, irrigation, and power projects on trust lands to ensure effective water and power distribution. The Program sets 

high standards for maintenance of irrigation systems to prevent risk to lives and property.

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Improve infrastructure and operation efficiency of Tribal water facilities

Number of linear miles of 

functional BIA irrigation project 

canals servicing irrigated lands.

BIA 100% 87% 91% 99% 99% 99% 98% 99%

4,472 3,927 5,863 5,326 5,276 5,312 5,241 5,350

4,487 4,517 6,460 5,358 5,353 5,354 5,353 5,410
Ensuring Healthy Watersheds and Supplies Availability of Water to Tribal Communities

Interior Annual Performance Plan and Report Page 102

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Improve infrastructure and operation efficiency of Tribal water facilities

Percent of revenue generating 

irrigation projects for which 

comprehensive condition 

assessments have been 

completed annually (BIA)

BIA 80% N/A 87% 72% 89% 94% 94% 29%

12 0 13 13 16 17 17 5

15 0 15 18 18 18 18 17

Percentage of maintenance 

projects that are completed 

within established timeframes 

(BIA)

BIA 78% 91% 86% 90% 90% 96% 93% 95%

734 1,149 1,555 1,178 1,140 1,110 920 950

947 1,265 1,813 1,313 1,261 1,154 986 1,000

Strategic Actions Planned through FY 2018

Bureau of Indian Affairs

• Continue those rehabilitation projects highest on the deferred maintenance list in accordance with the Department and Indian 

Affairs Asset Management Plan.

• Support tribal program implementation of protection and enhancement measures for trust and other Indian resources affected by 

hydropower development.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

Bureau of Indian Affairs

Irrigation Operations and Maintenance 11,920 11,322 11,342 11,359 11,398 11,376 14,009

Irrigation Project Construction 4,368 4,368 4,382 6,000 6,004 5,993 7,334

Total 16,288 15,690 15,724 17,359 17,402 18,911 21,343
Interior Annual Performance Plan and Report Page 103

Mission Area 5: Science for Understanding Our Resources and Serving Communities
Science for Understanding Our Resources and Serving Communities Provide Science to Model Ecosystems and Land Resources

Interior Annual Performance Plan and Report Page 104

Mission Area 5: Science for Understanding Our Resources and Serving Communities

Goal #1: Provide Science to Understand and Model Ecosystems and Land Resources 

Strategy #1: Identify and predict ecosystem and land use changes

Program Performance Overview: This strategic objective has had modest performance gains from FY 2012 through FY 2016. However, 

performance is expected to decrease due to proposed funding reductions in 2018. Although maintaining many of the core functions of its 

missions, USGS will experience a reduction in its capacity to provide scientific knowledge and tools to land managers and policy makers for 

decision making. 

In 2018, the USGS Climate and Land Use (CLU) Mission Area will be restructured into the Land Resources Mission Area (LMRA) to 

streamline decisions to the field sites and begin the first phase of budget restructuring efforts. The restructure will allow USGS to focus on 

its core functions and capabilities including classifying and examining land and associated resources/products of National interest; 

detecting and understanding changes in lands and associated resources/products; and delivering scientific information in forms/formats 

that are relevant to and capable of being used by land and natural resource planners, managers, and decision makers. The two 

CLU subactivities (Climate Variability and Land Use Change) will be reorganized into the following three LMRA subactivities: National Land 

Imaging Program, Land Change Science Program, and National and Regional Climate Adaptation Science Centers.

The National Land Cover Database (NLCD) provides nationwide data on land cover and land cover change at a 30-meter resolution level of 

detail. NLCD provides spatial reference and descriptive data for characteristics of the land surface such as thematic class (e.g., urban, 

agriculture, and forest), percent impervious surface, and percent tree canopy cover. The current production schedule for this database is 

currently based on a five year update schedule that most recently ended in 2015 (at which time 54% of US land surface area with 

contemporary land cover data was available for major environmental monitoring and assessment programs) and began anew in 2016 (as 

demonstrated by a “target” and “actual” figure of 70% coverage in that year). However, as more satellite resources become available and 

computing capabilities increase, the schedule will shift to an update every two years.

Public Benefit: The Department of Interior and other Federal, State, and tribal partners make countless resource management decisions 

every year on issues as diverse as hunting and fishing regulations, land management for multiple use, water allocations, and permitting for 

economic activities such as energy production and transmission, mining, timbering, agriculture, and residential and commercial 

development. Ecosystems science is essential for making cost-effective resource management decisions for the Nation’s land and 

waterways, and provides decision makers with regional and nationwide monitoring of key environmental indicators for terrestrial, 

freshwater, and marine habitats, and information on the abundance and distribution of fish and wildlife, invasive species, wildlife disease, 

and other natural resources. The USGS works with many partners to sustain the hunting, fishing, and wildlife-related recreation needs of the 
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public by providing data, science research and monitoring that informs and supports the hunting and recreational fishing sectors that contribute

$144 billion in expenditures and 480,000 American jobs (2017 National Recreation Economy Report, Outdoor Industry Association). Data holdings 

and observation networks maintained by the Ecosystems Mission Area are vital to understand the status, trends, and health of our Nation’s 

natural resources.

The National Land Imaging Program (NLI) delivers the remote sensing observation capacity, data, and research required to provide spatial 

reference and descriptive data for characteristics of the land surface such as impacts on urban, agriculture, and forest systems, percent 

impervious surface, and percent tree canopy cover. These sensors provide unique capabilities such as enabling users to monitor water 

use, discriminate moisture content of soils and vegetation, and estimate heat units in urban areas. 

A recent study estimated the annual economic benefit of Landsat data to be $1.7 billion for U.S. users.

Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Identify and predict ecosystem and land use changes

Percent of targeted fish and 

aquatic populations and their 

habitats for which information 

is available regarding limiting 

factors such as migratory 

barriers, habitat, and effects of 

disturbance (e.g. fire flood, 

nutrient enhancement). (cum.)

USGS 42.9% 42.9% 43.7% 44.5% 44.5% 44.5% 45.4% 45.4%

51 51 52 53 53 53 54 54

119 119 119 119 119 119 119 119

Percent of targeted wildlife 

populations for which science 

information is provided for 

management decision making. 

(cum.)

USGS 61.2% 61.2% 61.2% 62.3% 62.3% 62.3% 62.3% 62.3%

216 216 216 220 220 220 220 220

353 353 353 353 353 353 353 353

Percent of targeted species for 

which monitoring and decision 

support information on their 

status and trends are available. 

(cum.)

USGS 28.5% 28.5% 28.5% 29.0% 29.0% 29.0% 29.0% 29.0%

187 187 187 190 190 190 190 190

655 655 655 655 655 655 655 655
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Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Percent of critical science 

information products available 

for successful control and 

management of targeted 

groups of invasive species. 

(cum.)

USGS 45% 45% 45% 48% 48% 48% 48% 48%

27 27 27 29 29 29 29 29

60 60 60 60 60 60 60 60

Percent of targeted ecosystems 

with information products 

forecasting ecosystem change. 

(cum.)

USGS 33% 33% 44% 44% 44% 44% 44% 44%

3 3 4 4 4 4 4 4

9 9 9 9 9 9 9 9

Percent of US land surface area 

with contemporary land cover 

data available for major 

environmental monitoring and 

assessment programs. (Land 

Change Science Program) 

(cum.)

USGS 15% 78% 98% 100% 15% 15% 78% 100%

70 354 445 454 70 70 354 454

454 454 454 454 454 454 454 454

Number of natural resource and 

cultural habitat, population, or 

ecosystem models, 

assessments, or major datasets 

developed by scientists and in 

cooperation with land 

managers.

USGS 16 10 29 20 20 20 20 10

Percent of Climate Research & 

Development program products 

cited/used within 3 years of 

publication (includes Land 

Change Science and the former 

Climate Research & 

Development program)

USGS N/A N/A 95% 95% 95% 95% 95% 95%

N/A N/A 289 390 390 388 390 191

N/A N/A 303 410 410 410 410 201
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Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Identify and predict ecosystem and land use changes

Number of students complete 

degree requirements for MS, 

PhD, and post-doctoral program 

under the direction and 

mentorship of Unit Scientists 

(Cooperative Research Units)

USGS 83 83 76 81 70 92 90 90

Number of systematic analyses 

and investigations completed 

(Ecosystems)

USGS 1,444 1,262 1,257 1,540 1,265 1,793 1,780 1,468

Number of formal workshops or 

training provided to customers 

(Ecosystems)

USGS 129 75 121 130 70 157 157 130

Number of terabytes managed 

cumulatively (Land Remote 

Sensing)

USGS 5,073 7,397 10,057 12,582 14,618 14,997 16,215 18,590

Number of remote sensing 

products distributed (LRS)

USGS 5,923,825 8,249,372 14,622,000 19,553,000 21,508,000 27,621,000 34,587,000 36,316,000

Number of systematic analyses 

and investigation completed 

(Land Use Change)

USGS 84 106 100 103 100 98 100 100

Number of systematic analyses 

and investigations completed 

(Climate Variability)

USGS 177 137 371 165 165 165 150 13

Number of masters and 

doctoral level students 

supported at CSC consortium 

universities (NCCWSC/CSC)

USGS N/A 19 86 20 35 35 35 17
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Strategic Actions Planned through FY 2018

U.S. Geological Survey

The Ecosystems programs will conduct work in the following priority areas:

Fish and Wildlife Heritage: 

• Continue providing the science needed to maintain sustainable harvests of fish and wildlife.

• Work collaboratively with Interior bureaus and other federal, state, and tribal agencies to conserve species and habitats before 

federal protection is needed by assessing fish and 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.

Land and Water Stewardship:

• 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.

• Work collaboratively with Interior bureaus and other federal, state, and tribal agencies to develop methods and tools to evaluate 

potential impacts of solar power plants on wildlife and statistical tools that enable resource managers to make decisions to protect 

wildlife at wind energy farms.

• Inform long-term conservation and management strategies by providing science on interactions of rangeland fire and drought 

management and wildlife and invasive species interactions under stressed conditions.

• 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

• Develop automated methods and tools supporting near real-time, satellite-based drought monitoring that will help managers 

identify the onset and severity of drought events in near real-time, and effectively allocate scarce water resources.

Invasive Species and Wildlife Disease (biothreats):

• Expand the national Nonindigenous Aquatic Species (NAS) database to add more species profiles and promote online reporting of

non-native aquatic species for watch lists, allocation of early detection and response efforts, and conduct risk assessments.

• Improve detection and control methods for economically and ecologically costly invasives including Asian carp, sea lamprey, 

brown tree snakes, and Burmese pythons.
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• Enhance wildlife disease risk assessment, surveillance, and management tools including the national wildlife disease online 

reporting tool (WHISPers), avian influenza risk assessment web tool, and chronic wasting disease online surveillance design tool for

state agencies. 

The Land Resources subactivities will conduct work in the following priority areas:

National Land Imaging Program 

• The USGS will continue to develop the Landsat 9 mission ground and flight systems in close collaboration with NASA with a target 

launch in FY 2021. The USGS will refine the ground system design and procure data processing, ground network, and mission 

operations center initial software and hardware in FY 2018. 

• The USGS will implement an initial operating capability this year of the Land Change Monitoring, Assessment, and Projection 

(LCMAP) suite of utilities that 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.

Land Change Science Program

• Compile 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. Results will 

improve capabilities to anticipate future changes and the impacts on society, infrastructure, and ecosystems.

• Develop spatial models that couple hydrodynamics 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.

National and Regional Climate Adaptation Centers (CASC’s)

• The CASCs will deliver ready-to-use science to support tribal efforts in planning for and adapting to climate change impacts to fish 

and wildlife resources. The USGS is working with south-central U.S. Tribes to increase basic knowledge of climate science, connect 

them with tools to assess their communities’ vulnerabilities, and build their skills to develop adaptation and mitigation strategies. 
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Scientists will conduct multiple two-day climate training sessions for Native American Tribes in Louisiana and New Mexico to 

increase participants’ knowledge that will help them better manage their resources.

• The CASCs drought project will share latest science on long-term drought history in the Upper Missouri Headwaters (upstream 

from Three Forks, MT) and future climate projections of relevance to drought planning to designated Drought Planners from eight 

watersheds

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

U.S. Geological Survey

Ecosystems 158,268 149,086 152,811 157,041 160,232 159,927 132,128

Climate Research and Development 21,759 20,495 20,495 21,495 21,495 12,454 ---

Carbon Sequestration 8,874 8,874 9,359 9,359 9,359 9,341 ---

Land Change Science Program 11,137 10,492 10,492 10,492 10,492 10,472 19,285

National Land Imaging Program 72,077 67,894 67,894 67,894 72,194 72,057 76,127

National and Regional Climate Adaptation 

Centers 25,198 23,735 23,735 23,735 26,735 26,385 17,435

Total 297,313 280,576 284,786 290,016 300,507 290,636 244,975

* Funding above represents the funding for the restructured Land Resources (formerly Climate and Land Use Change), which includes: Land Change Science Program; National Land Imaging Program; 

and National and Regional Climate Adaptation Centers. The Climate Research and Development and Carbon Sequestration programs will be defunded and funds transferred.
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Mission Area 5: Science for Understanding Our Resources and Serving Communities

Goal #2: Provide Scientific Data to Protect, Instruct, and Inform Communities 

Strategy #1: Monitor and assess natural hazards risk 

Program Performance Overview: In 2016, 92 percent of the performance measures of the USGS natural hazard programs met or 

exceeded their targets. Specifically: the Volcano Hazards Program (VHP) purchased and installed new monitoring equipment; the 

Earthquake Hazards Program (EHP) increased work on induced seismicity and analyzed data from new, low-cost seismic instrumentation; 

the Geomagnetism Program improved observatory equipment, which resulted in an increase of reliable data being collected; the 

Landslide Hazards Program (LHP) increased work on post-fire debris flows delivering hazard assessments for 29 wildfires; and the CoastalMarine Hazards and Resources Program (CMHRP) had continued success in their research data being cited in a significant number of

coastal and ocean studies. This level of performance indicates that critical natural hazard knowledge and tools were being developed and 

provided to land managers and policy makers to inform decision making. 

The 2018 President’s Budget request allows the USGS to focus Natural Hazard activities on its core mission of natural hazard monitoring, 

assessments, research, and coastal resource studies. While preserving critical mission activities the request also includes several proposed 

eliminations, suspensions, and reductions. Activities to be eliminated include: development of the ShakeAlert Earthquake Early Warning 

System for the West Coast; Geomagnetic monitoring, hazard assessment, and research in support of the National Space Weather 

Program; Marine habitat mapping, ocean studies to inform resource management, delivery of regional offshore/onshore elevation 

models, coastal resource vulnerability assessments; and support for regional coastal management, restoration, and risk reduction. 

Activities that will be suspended are: seismic station upgrades and implementation of the National Volcano Early Warning System 

(NVEWS); maintenance of monitoring networks and data analysis at Yellowstone and the Commonwealth of the Northern Mariana Islands. 

Reductions of activities include: volcano hazard assessments for low risk areas; and regional earthquake monitoring, hazards assessments, 

and research in the lower risk regions of Alaska and the Central and Eastern United States.

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. Mitigating the risks to successfully accomplish this strategic objective depends upon having the right type and 

quantity of scientists, facilities, and information technology systems to aid scientific research, information sharing, and information 

publication. In addition, strong communication, collaboration, and cooperation between the USGS and the National Oceanic and

Atmospheric Administration (NOAA) are required for the success of the natural hazards programs. 
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Strategic Plan Performance Measures

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Monitor and assess natural hazards risk 

Percent completion of 

earthquake and volcano hazard 

assessments for moderate to 

high hazard areas. (cum.)

USGS 36.8% 37.9% 39.9% 41.4% 40.0% 43.0% 44.5% 47.0%

74 76 80 83 80 86 89 94

200 200 200 200 200 200 200 200

Percent implementation of 

optimal earthquake and 

volcano monitoring for 

moderate to high hazard areas. 

(cum.)

USGS 32.9% 34.0% 36.0% 36.5% 33.5% 37.0% 37.2% 36.5%

66 68 72 73 67 74 74 73

200 200 200 200 200 200 200 200

Percent of regional and topical 

ocean and coastal studies that 

cite USGS products within three 

years of study completion.

USGS 78.6% 80.0% 81.8% 90.9% 89.5% 89.5% 94.1% 93.8%

22 20 18 20 17 17 16 15

28 25 22 22 19 19 17 16

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Monitor and assess natural hazards risk 

Number of monitoring stations 

operated by Volcanoes Hazard 

Program (VHP)

USGS 785 848 789 804 775 787 790 727

Number of systematic analyses 

and investigations completed 

(EHP)

USGS 101 130 144 165 120 149 130 125

Number of systematic analyses 

and investigations completed 

(VHP)

USGS 80 119 63 84 68 75 75 70

Number of systematic analyses 

and investigations completed 

USGS 15 15 14 14 15 15 15 15
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Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

(Landslide Hazard Program)

Percent completion of optimal 

monitoring (EHP)

USGS 36.1% 38.7% 41.9% 41.1% 41.2% 42.1% 42.1% 41.3%

2,563 2,746 2,977 2,922 2,922 2,991 2,991 2,935

7,100 7,100 7,100 7,101 7,100 7,100 7,100 7,100

Percent completion of optimal 

monitoring (VHP)

USGS 29.7% 29.6% 29.6% 32.2% 29.1% 31.6% 32.1% 31.6%

2,614 2,604 2,608 2,834 2,560 2,781 2,829 2,781

8,800 8,800 8,800 8,800 8,800 8,800 8,800 8,800

Percent completion of optimal 

monitoring (GSN)

USGS 89.8% 86.3% 85.3% 89.4% 86.3% 89.2% 89.2% 89.2%

92 88 87 91 88 91 91 91

102 102 102 102 102 102 102 102

Percent completion of optimal 

monitoring (Geomagnetism)

USGS 85.8% 86.0% 86.7% 85.7% 90.0% 86.7% 86.7% N/A

26 26 26 26 27 26 26 0

30 30 30 30 30 30 30 0

Number of systematic analyses 

and investigations completed 

(CMGP)

USGS 190 186 185 190 175 175 197 181

Strategic Actions Planned through FY 2018

U.S. Geological Survey

The Earthquake Hazards Program will:

• Monitor the nation's earthquakes via the Advanced National Seismic System (ANSS) and through support of 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 disaster alerting in Alaska, 

Hawaii, Washington, California, and U.S. Territories in the Western Pacific and Caribbean.

• Continue to improve the USGS National Seismic Hazard Model, which describes the likelihood and potential impacts of 

earthquakes nationwide, and which serves as the basis of seismic provisions in building codes; deliver a draft model update to 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; and will support relevant research by 

expert partners in academia, state agencies and the private sector via competitive grants and cooperative agreements.
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• 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.

The Coastal-Marine Hazards and Resources Program will:

• Conduct marine geological and geophysical investigations to provide Federal, State, and local users with improved assessments of 

hazard sources (earthquakes, tsunami, submarine landslides) and their potential impacts on offshore operations, coastal 

communities and infrastructure.

• 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 will apply 

unique USGS expertise to understanding the occurrence and potential of deep-sea mineral resources.

• 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.

• For priority coastal locations, develop and deliver data and knowledge on physical setting and processes that informs local, State, 

and Federal coastal management, planning, and public safety efforts to design and assess strategies for regional restoration, risk 

reduction, and coastal management.

The Volcano Hazards Program will:

• Continue to conduct field investigations of Very-High-Threat volcanoes and generation of volcanic hazard assessments for these 

volcanoes.

• Conduct field and laboratory based studies of volcanic processes that will inform volcano monitoring strategies and the generation 

of updated volcanic hazard assessments.

• Harden the Alaska Volcano Observatory Operations Room with upgraded Uninterruptible Power supply and 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 NTIA restrictions on 

radio frequency utilization.

• Continue to revise the national assessment of volcano threat levels with the availability of new data generated after the 2005 

national assessment.
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• Continue to partner with USGS 3-DEP initiative and other Federal and state agencies to leverage resources towards acquiring high 

resolution light distance and ranging (LiDAR) data over Very-High-Threat and High-Threat volcanoes.

The Global Seismographic Network Program will:

• Focus on its core priority of operating the existing network 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 the Data Quality Analyzer (DQA) software in order to expand its use in monitoring and improving the data 

quality from the existing instrumentation. The DQA will refine its automated tracking of data quality metrics and will be combining 

different metrics to help diagnose station problems.

The Landslide Hazards Program will:

• Conduct field, laboratory, and modeling studies of landslide initiation and mobility processes in cooperation with Federal, state, 

academic, and private sector partners to develop, test, and advance tools and methods for landslide monitoring, hazard 

assessment, and forecasting.

• Provide post-wildfire debris-flow hazard assessments for major wildfires to Burned Area Emergency Response (BAER) Teams, State 

Geological Surveys, Federal, State, and local emergency management and the general public.

• 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 US. The LHP will 

also continue to collect observations and conduct studies to expand debris-flow early warning to non-burned landscapes in select 

high-risk areas of the Nation.

• Test and deploy a system for near-real-time hazard assessment to support Federal, State, and local response to major landslide 

crises.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

U.S. Geological Survey

Natural Hazards 131,145 123,536 128,486 135,186 139,013 138,748 118,111
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Program Performance Overview: The Environmental Health Subactivity met or exceeded its FY 2016 performance targets, with 247 

knowledge products, such as publications, provided to the public and decision makers, which is a 21 percent increase over the prior year. 

Successful accomplishment of program objectives is dependent upon having the right types and quantities of scientists, facilities, and 

information technology systems to aid in scientific research, information sharing, and information publication. In FY 2018, program 

performance is expected to decrease due to the proposed budget reductions, with fewer studies and recommendations made available 

each year.

Public Benefit: A key role for the USGS Environmental Health (EH) Subactivity is to provide impartial, non-regulatory science to 

understand actual versus perceived risks to the health of humans and other organisms—as a result, USGS Environmental Health science 

can help reduce costs and balance regulatory burdens with opportunities to protect health. On matters of human health, EH 

collaborates with partners from other Federal health agencies (e.g., the National Institute of Environmental Health Sciences, the 

National Institute for Occupational Safety and Health, and the Centers for Disease Control and Prevention), State and local health 

departments, academia (including schools of public health or medicine), and other public health experts. EH also works with many other 

partners outside of human health agencies, including the U.S. Department of Agriculture, the National Park Service, and the U.S. Fish 

and Wildlife Service, among others.

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Provide environmental health science to guide decision making

Number of knowledge products 

on the quality and health of the 

environment that inform the 

public and decision makers 

(Contaminant)

USGS N/A 85 88 100 101 101 102 98

Number of knowledge products 

on the quality and health of the 

environment that inform the 

public and decision makers 

(Toxic)

USGS N/A 139 111 104 103 146 104 89

Mission Area 5: Science for Understanding Our Resources and Serving Communities

Goal #2: Provide Scientific Data to Protect, Instruct, and Inform Communities 

Strategy #2: Provide environmental health science to guide decision making
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Strategic Actions Planned through FY 2018

U.S. Geological Survey

The Environmental Health Subactivity will conduct work in the following areas:

Harmful Algal Toxins:

• Continue to develop and apply new methods to forecast, detect, predict extent of, and help understand health implications of 

toxins produced by harmful algal blooms. 

Drinking Water Infrastructure:

• Continue science to understand occurrences and potential health implications of contaminants and pathogens related to the 

sources, treatment methods, and conveyance of private and public drinking waters, including sites in National Parks. 

Energy and Mineral Resource Development:

• In collaboration with other USGS Mission Areas, continue science activities to examine potential implications of past, current, and 

future energy and mineral resource development on the health of humans and other organisms, in order to inform land 

stewardship decisions and abandoned mine lands cleanup.

Compounds Used to Enhance Public Safety and Management of Natural Resources:

• Continue science activities to understand occurrences and potential health implications of environmental exposures to 

compounds used for control of vector-borne disease agents, agricultural pest control, agricultural productivity enhancement, and 

natural resource and fire management. 

Disasters and Natural Hazards:

• Continue science activities to understand implications of contaminants and pathogens produced by disasters on the health of 

humans and other organisms.

Environmental Mercury Research:

• Continue science activities to better understand exposures of humans and other organisms to environmental mercury, and on the 

toxicological and ecological significance of these exposures to the health of aquatic and terrestrial organisms. 
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Environmental Pathogen Exposures:

• Continue science to understand occurrences, environmental viability, and potential health effects of pathogens found in, or 

released from hosts into, waters, sediments, soils, dusts, and foods (e.g., highly pathogenic avian influenza virus, the soil fungus 

that causes Valley Fever, and the amoeba that causes Primary Amoebic Meningoencephalitis).

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

U.S. Geological Survey

Contaminant Biology 9,180 8,647 9,647 10,197 10,197 8,628 8,230

Toxic Substances Hydrology 10,580 9,967 9,967 11,248 11,248 11,227 8,876

Total 19,760 18,614 19,614 21,445 21,445 19,855 17,106
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Mission Area 5: Science for Understanding Our Resources and Serving Communities

Goal #3: Provide Water and Land Data to Customers

Strategy #1: Monitor and assess water availability and quality

Program Performance Overview: Performance in the monitoring and assessing of the Nation’s water availability and quality shows steady 

improvement from FY 2013 through FY 2016 toward long term, cumulative targets associated with the increase in scope of the National 

Water Quality Assessment (NAWQA) Project coverage as specified in the Cycle 3 Science Plan 

(http://pubs.er.usgs.gov/publication/ofr20131160). 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. The FY 2018 request 

maintains core goals and priorities for the Water Resources programs.

The USGS Water Science Strategy (Strategy), outlined in its Circular 1383-G Observing, Understanding, Predicting, and Delivering Water 

Science to the Nation (http://pubs.usgs.gov/circ/1383g/circ1383-G.pdf), identifies water science goals and objectives that serve the 

Nation and addresses the risks of water challenges for future water supplies. The Strategy outlines areas where hydrologic science can 

make substantial contributions to the Nation and identifies opportunities for the USGS to better use its hydrologic science capabilities to 

address Administration priorities to ensure healthy watersheds and sustainable, secure water supplies. 

Public Benefit: As the primary Federal science agency for water information, the USGS monitors and assesses the amount and 

characteristics of the Nation’s water sources, assesses sources and behaviors of contaminants in the water environment, and develops 

tools to improve management and understanding of water resources. The USGS is an important source of information during times of 

drought and flood. Information and tools allow first responders, the public, water managers and planners, and policy makers to:

• Minimize loss of life and property as a result of water-related natural hazards, such as floods, droughts, landslides, and chemical

spills.

• Manage freshwater, both above and below the land surface, for domestic, public, agricultural, commercial, industrial, recreational, 

and ecological uses.

• Protect and enhance water resources for human health, aquatic health, and environmental quality.

• Contribute to wise use, development, and conservation of the Nation’s water resources for the benefit of present and future 

generations. 
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Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Monitor and assess water availability and quality

Percent of U.S. with current 

groundwater quality status and 

trends information. (National 

Water Quality Program) (cum.)

USGS 100.2% 5.8% 12.2% 17.8% 23.5% 22.8% 28.1% 31.0%

847 691 1,464 2,137 2,815 2,742 3,366 3,721

845 12,000 12,000 12,000 12,000 12,000 12,000 12,000

Percent of U.S. with 

groundwater availability status 

and trends information. (Water 

Availability and Use Science 

Program) (cum.)

USGS 20% 20% 22% 25% 28% 28% 28% 32%

8 8 9 10 11 11 11 13

40 40 40 40 40 40 40 40

Percent of U.S. with current 

streamwater quality status and 

trends information. (National 

Water Quality Program) (cum.)

USGS 103.1% 2.6% 5.1% 7.7% 10.2% 10.9% 12.3% 17.0%

5,109 1,546 3,090 4,669 6,178 6,565 7,413 10,259

4,956 60,390 60,390 60,390 60,390 60,390 60,390 60,390

Percent of planned streamgages 

that are fully operational by the 

National Streamflow 

Information Program. 

(Groundwater and Streamflow 

Information Program) (cum.)

USGS 8.8% 9.4% 20.5% 23.9% 23.9% 24.7% 24.7% 24.9%

421 446 976 1,138 1,138 1,178 1,178 1,185

4,758 4,759 4,759 4,758 4,760 4,760 4,760 4,760

Number of water monitoring 

sites supported jointly with 

State, local, or tribal 

cooperators. (Groundwater and 

Streamflow Information 

Program) (cum.)

USGS 18,655 18,500 19,000 18,600 18,600 18,600 18,600 18,600

Percent of U.S. with completed, 

consistent water availability 

products. (Water Availability 

and Use Science Program) 

(cum.)

USGS N/A N/A 17% 20% 25% 25% 30% 35%

0 0 352 423 528 528 634 736

2,112 2,112 2,112 2,112 2,112 2,112 2,112 2,112
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Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Monitor and assess water availability and quality

Number of retrievals of 

groundwater and surface water 

quantity and quality data and 

information (Water Availability 

and Use Program, Groundwater 

and Streamflow Information 

Program, National Water 

Quality Program)

USGS 314,369,456 406,220,000 494,020,000 640,186,119 435,000,000 872,049,086 435,000,000 478,500,000

Number of knowledge products 

on the water availability and 

quality of the Nation's water 

resources provided to support 

management decisions (Water 

Availability and Use Program)

USGS N/A N/A N/A N/A 180 297 230 230

Number of knowledge products 

on the water availability and 

quality of the Nation's water 

resources provided to support 

management decisions 

(Groundwater and Streamflow 

Information Program)

USGS N/A N/A N/A N/A 137 137 137 120

Number of knowledge products 

on the water availability and 

quality of the Nation's water 

resources provided to support 

management decisions 

(National Water Quality 

Program)

USGS N/A N/A N/A N/A 186 216 125 95
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Strategic Actions Planned through FY 2018

U.S. Geological Survey

The Water Availability and Use Science Program (WAUSP) will:

• Measure and analyze water use information in cooperation with other federal agencies, States, localities, and Tribes to determine 

the amount of water used, where it is used, and how it is used to allow management of water resources.

• Publish the 2015 National Water Use compilation report. The USGS has published this report every 5 years since 1950. 

• Continue work on Regional groundwater availability studies that will provide managers more information and new tools to 

understand groundwater resources in their area.

• Work with other partners, to conduct national water-budget component studies that will provide quantitative information about 

the amount of water that resides in or is moving through individual components of the water budget as part of the National Water 

Census.

• Expand work related to water availability issues on tribal lands and enhance cooperative activities related to energy and water, 

drought, and data collection related to tribal water issues.

• Synthesize and report information at regional and national scales, with an emphasis on compiling and reporting the information in 

a way that is useful to the States and others responsible for water management and natural resource issues, especially for areas 

affected by drought. 

• Focus on drought research, including determining the changing importance of snowmelt in the hydrologic cycle, that can provide a 

regional and national picture of how water availability and use changes during drought. This would include effects of human water 

use, including withdrawals, diversions, and return flows. 

The Groundwater and Streamflow Information Program (GWSIP) will: 

• Collect, manage, and disseminate consistently high-quality and reliable hydrologic information in real time and over the long term. 

This includes maintaining a unified national streamgage network of more than 8,200 real-time streamgages, more than 1,600 realtime groundwater wells, as well as, a growing network of interdisciplinary “Super Gages.” 

• Research, development, and application of innovative techniques and technical oversight for cost-effective monitoring.

• Development 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. Maintain data collection during hydrologic hazards and deploy 

information tools for water resource managers to minimize loss of life and property.
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The National Water Quality Program (NWQP) will:

• Support long-term, nationally consistent monitoring of sediment, nutrients, and pesticides at 116 stream monitoring sites, and 

collect and analyze water-quality samples from about 625 groundwater wells in some of the most important aquifers used as a 

source of water supply. 

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

important principal aquifers will continue as planned.

• Conduct research on the interactions among water-mediated processes in a warming Arctic, assess system feedbacks (e.g., effects 

of warming on hydrology and biogeochemical cycling, which subsequently affects climate and hydrology), and better anticipate 

future system changes, expand monitoring of hydrologic (groundwater, surface water, thermal-karst features) cycles.

• Continue long-term monitoring and modeling studies of nutrients, pesticides, sediment and other important water-quality 

constituents to provide critical information for water managers, policy makers and the public about current water-quality 

conditions, how they are changing through time and the major factors that influence observed conditions and trends. 

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

U.S. Geological Survey

Water Resources 209,614 197,449 207,281 211,267 210,687 210,286 173,042
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Mission Area 5: Science for Understanding Our Resources and Serving Communities

Goal #3: Provide Water and Land Data to Customers

Strategy #2: Deliver Geospatial Data for Nationwide Mapping

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. 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. 

Performance shows steady improvement from FY 2012 through 2016, from 50 percent to 53 percent of the United States covered by a 

geologic map. This level of performance indicates that national coverage is increasing for baseline geological maps, research, and 

assessments for informing land manager and policymaker decision making. In 2018, program performance in terms of map production 

will slow due to the proposed budget reductions.

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 the end of FY 2017, 84 percent of Alaska’s elevation data would be 

either in-process or available, and 60 percent of the topographic maps would be completed. By 2018, the USGS plans to acquire #DEPquality topographic information for 35 percent of the Nation. 

Public Benefit: State-of-the-art technology (e.g., airborne remote sensing) using an ever-expanding suite of sophisticated instruments has 

replaced traditional methods of surveying and land-surface mapping. As a result, dramatically new methods for observing and mapping of our 

land, water and resources are available with the capability of measuring and monitoring the Earth’s surface, sub-surface, and biota with 

unprecedented accuracy. 

Core Science Systems (CSS) foundational data, tools, and mapping technologies provide valuable productivity, safety, and cost-saving benefits to 

the public by facilitating infrastructure improvement, construction and engineering projects, energy-siting evaluations, aviation safety, flood risk 

management, and natural hazard evaluations. Nationwide topographic maps produced by the USGS remain a critical part of many business 

processes and applications across the country, particularly for identifying mineral, oil, and gas resources; finding and protecting 

groundwater; guiding earthquake and flood hazard mitigation; identifying landslide and post-wildfire hazards; and guiding transportation 

and other infrastructure planning. One report estimated that geologic maps return up to 39 times (or nearly $900 million) their value to 

the American public.
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Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Deliver geospatial data for nationwide mapping

Percent of the U.S. that is 

covered by at least one geologic 

map available to the public 

through the National Geologic 

Map Database. (cum.)

USGS 50.0% 51.3% 52.2% 52.5% 53.0% 53.0% 53.5% 54.0%

1,767,763 1,814,735 1,846,543 1,856,018 1,874,842 1,875,026 1,892,529 1,908,544

3,537,438 3,537,438 3,537,438 3,537,438 3,537,438 3,537,438 3,537,438 3,537,438

Number of communities on the 

Geospatial Platform that 

provide information relevant to 

landscape-level decision making

USGS N/A N/A 17 20 23 23 24 24

Number of tools registered on 

the Geospatial Platform that 

can be used to support 

landscape-level decision making

USGS N/A N/A 6 9 15 15 19 19

Percent of the lower 48 States, 

Hawaii, District of Columbia, 

and Puerto Rico published 

(mapped) as high-resolution 

geospatial databases

USGS 35% 67% 100% 34% 67% 65% 100% 23%

18,546 35,781 53,940 18,132 36,242 35,349 54,059 12,692

53,684 53,684 53,940 54,059 54,059 54,059 54,059 54,059

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Deliver geospatial data for nationwide mapping

Annual production of geologic 

maps for the Nation (summed 

and represented as a percent of 

U.S. land area) made available 

USGS 1.8% 2.1% 2.1% 1.8% 1.8% 1.8% 1.8% 1.6%
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Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

to the public through the 

National Geologic Map 

Database

Percent of Alaska published as 

high-resolution geospatial 

databases.

USGS N/A 31% 44% 49% 55% 68% 73% 79%

Percent of U.S. surface area 

published as new enhanced 

elevation data.

USGS N/A N/A 4% 5% 10% 11% 15% 23%

Strategic Actions Planned through FY 2018

U.S. Geological Survey

The National Cooperative Geologic Mapping Program will:

• Improve beneficial partnering between National Cooperative Geologic Mapping Program (NCGMP) FEDMAP, STATEMAP and 

EDMAP components to maximize return on program investment and facilitate intellectual exchange and data sharing.

• Enhance the performance and relevance of NCGMP program components (FEDMAP, STATEMAP, EDMAP) to maximize efficiency in 

program function, funding allocation, prioritization of need, and program accountability.

• Optimize the use of remote sensing, 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 to boost geologic mapping productivity.

• Provide guidance and education for the National Cooperative Geologic Mapping Program 09 (NCGMP09) data schema and assist 

State geological surveys and USGS scientists in their adoption of this data standard.

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

outreach and develop more opportunities to train geologic mappers in all facets of the science, including emerging mapping 

technologies.

• Strengthen and expand the National Geologic Map Database (NGMDB) by establishing geologic map standards, creating, 

interpreting and building a seamless geologic map database for the nation based on new geologic mapping at regional to local 

scales, and utilizing new and existing tools to extrapolate surface geologic mapping to subsurface interpretation and temporal 

geologic evolution of the Earth.
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The National Geospatial Program will:

• Continue acquisition of high-resolution lidar elevation data to achieve the first-ever cycle of nationwide lidar coverage 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 (NHD+HR) for the Nation to support flood risk management; infrastructure 

improvements; and energy resource management.

• Continue to strengthen the outreach and communication strategy for Federal, State, local, and tribal partners and private sector users 

that receive matching funds to acquire new elevation data.

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

(e.g., Hurricane Matthew recovery, Oroville, CA Dam flooding).

• Implement a cloud-based system capable of topographic map production and distribution.

• Initiate quarterly updates to national foundational mapping databases in dynamic web services, substantially improving user access to 

current information.

• Lead the development of a Federal Geographic Data Committee (FGDC) transition plan strategy with recommendations that highlight 

the utility and value of geospatial data, information and services that support Administration priorities.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

U.S. Geological Survey

National Cooperative Geological Mapping 

Program 27,713 24,397 24,397 24,397 24,397 24,351 22,281

National Geospatial Program 62,988 59,332 60,096 58,532 62,854 62,735 51,935

Total 90,701 83,729 84,493 82,929 87,251 87,086 74,216
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Mission Area 5: Science for Understanding Our Resources and Serving Communities

Goal #3: Provide Water and Land Data to Customers

Strategy #3: Assess national and international energy and mineral resources

Program Performance Overview: In FY 2016, improvements were made to the Mineral Resources Program site, including interactive map 

applications, allowing users easier access to data in map form. In FY 2017 and 2018, the Mineral Resources Program will expand its 

geophysical and remote sensing work in different regions of the U.S., including Alaska and the midcontinent region, producing new digital 

geologic maps with a searchable database. This work will facilitate the identification and evaluation of mineral and energy resources 

potential in these geographic regions. The USGS will also increase its work on understanding new sources of critical minerals. 

In FY 2017 and 2018, the Energy Resources Program will continue collaborative assessments with the Mineral Resources Program of 

domestic uranium, and will expand unconventional oil and gas research on the geologic causes of variability in petroleum and water 

recovery, in addition to releasing a global assessment of unconventional oil and gas resources. Lastly, in FY 2018, the ERP will implement 

an externally vetted Quality Management System across its Energy Geochemistry Laboratories. The ERP also expects completion of a 

strategic evaluation of the program being conducted by the National Academies of Sciences, Engineering and Medicine.

Public Benefit: Energy and mineral resources are a critical component of the Nation’s economy. Our Nation continues to depend on 

energy to power our homes and businesses, as well as minerals to manufacture products we rely on every day, from our cell phones and 

laptops to our cars. As demands for energy and mineral resources grow, USGS research and assessments become increasingly critical to 

understand the occurrence, quality, supply, and use of national and global resources. The impartial, in-depth science provided by the 

USGS Mineral Resources Program (MRP) and the Energy Resources Program (ERP) and the USGS Mineral Resources Program (MRP) 

facilitates resource discovery and responsible natural resource development as well as providing information and analyses for strategic, 

evidence-based economic and geopolitical decisions.

Strategic Plan Performance Measures 

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Strategy: Assess national and international energy and mineral resources

Number of times USGS Energy 

Resource Program products 

were successfully accessed 

online (millions).

USGS 5.0 4.6 3.9 5.2 4.5 4.1 4.5 4.5
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Interior Annual Performance Plan and Report Page 129

Strategic Plan Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

2012-2018 

Trend

Number of times USGS Mineral 

Resource Program products 

were successfully accessed 

online (millions).

USGS 21.9 19.8 17.0 25.7 26.0 80.2 81.0 81.0

Supporting Performance Measures

Supporting Performance 

Measures

Bureau 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Target 2016 Actual 2017 Target 2018 Target

Strategy: Assess national and international energy and mineral resources

Number of systematic analyses 

and investigations delivered to 

customers (MRP)

USGS 3 559 N/A 338 350 303 315 315

Number of outreach activities 

provided to customers (MRP)

USGS N/A 1,355 1,272 1,634 1,700 1,474 1,500 1,500

Number of mineral commodity 

reports available for decisions 

(MRP)

USGS 729 759 610 699 700 683 700 700

Number of megabytes collected 

annually (ERP)

USGS 2,147 549 5,241 1,360 1,325 172 172 172

Number of systematic analyses 

and investigations delivered to 

customers (ERP)

USGS 149 454 272 238 133 470 125 250

Strategic Actions Planned through FY 2018

U.S. Geological Survey

The Energy and Mineral Resources Subactivity will conduct work in following areas:

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.

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

midcontinent and southeast regions of the U.S.
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• Conduct work on environmental impacts of resource extraction and understanding how mineral resources interact with the 

environment to affect human and ecosystem health. 

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.

• Expand unconventional oil and gas research efforts 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 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 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 remaining basins of the U.S. that have yet to be evaluated.

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

with uranium resource development. The assessment methodology, a collaborative effort between the Energy Resources Program 

and the USGS Toxic Substances Hydrology Program, will be reviewed by a panel of external technical experts.

Key Funding Sources

Key Funding Sources (dollars in thousands) 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 CR 2018 Request 2012 - 2018 

Trend

U.S. Geological Survey

Mineral Resources 48,760 45,931 45,931 45,931 48,371 48,279 48,279

Energy Resources 27,570 25,970 25,970 24,895 24,695 24,648 26,125

Total 76,330 71,901 71,901 70,826 73,066 72,927 74,404
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Appendix A – Acronym List

21CSC 21st Century Conservation Service Corps DOL Department of Labor

AAR After Action Report DRR Dam Reliability Rating

AGO America’s Great Outdoors EHP Earthquake Hazard Program

APD Application for Permit to Drill EPA Environmental Protection Agency

API Asset Priority Index ERP Energy Resource Program

APIPA Association of Pacific Island Public Auditors ESP Environmental Studies Program

APP Annual Performance Plan FASS-CMS Financial Assistance and Social 

APP&R Annual Performance Plan and Report Services – Case Management System

APR Annual Performance Report FCI Facilities Condition Index

ARPA Archeological Resources Protection Act FELD Forum on Economic and Labor Development

ARRA America Recovery and Reinvestment Act FERC Federal Energy Regulatory Commission

AS-IA Assistant Secretary for Indian Affairs FLETC Federal Law Enforcement Training Center

AS-PMB Assistant Secretary for Policy, Management, and FPPS Federal Personnel Payroll System

Budget FRPP Federal Real Property Profile

AYP Adequate Yearly Progress FRR Facility Reliability Rating

BEA U.S. Bureau of Economic Analysis FWS Fish and Wildlife Service

BIA Bureau of Indian Affairs GAM Geographic Analysis and Monitoring

BIE Bureau of Indian Education GAO Government Accountability Office

BIMD Biological Information and Management GDP Gross Domestic Product

Delivery GIS Geographic Information System

BLM Bureau of Land Management GLAS Guaranteed Loan Accounting System

BOEM Bureau of Ocean Energy Management GPRA Government Performance Results Act

BOEMRE Bureau of Ocean Energy Management, GPS Geospatial Positioning System

Regulation, and Enforcement GRP Groundwater Resources Program

BOR Bureau of Reclamation GSN Global Seismographic Network

BSEE Bureau of Safety and Environmental HHS Department of Health and Human Services

Enforcement HIP Housing Improvement Plan

CA Commoditization Agreement HMA Herd Management Area

CBRS Coastal Barrier Resources System HPPG High Priority Performance Goal

CCS Cuts, Consolidations, and Savings ICQS Incident Qualification Certification System

CERCLA Comprehensive Environmental Response, ICWA Indian Child Welfare Act

Compensation, and Liability Act IGFOA Island Government Finance Officers’ 

CFR Comprehensive Facility Review Association

CFR Code of Federal Regulations IIM Individual Indian Money

CFS Cubic Foot per Second ILCO Indian Land Consolidation Office

CHF Central Hazardous Materials Fund ILCP Indian Land Consolidation Program

CLEO Conservation Law Enforcement Officer IMARS Incident Management Analysis Reporting 

CMGP Coastal and Marine Geology Program System

CNMI Commonwealth of the Northern Mariana Islands I-READ Interior Readiness

COP Construction and Operations Plan JOA Job Opportunity Announcement

CR Continuing Resolution JP&T Job Placement and Training

CSC Climate Science Center LCC Landscape Conservation Cooperative

CTM Comprehensive Trust Management LEO Law Enforcement Officer

CWP Cooperative Water Program LG Loan Guaranty

CWS Community Water Systems LH Labor Hours

DOC Department of Commerce LHP Landslide Hazard Program
Interior Annual Performance Plan and Report Page 132

DOE Department of Energy LIDAR Light Detection And Ranging

DOI Department of the Interior LRS Land Remote Sensing

LTRO Land Title and Records Office OWFM Office of Wildland Fire Management

MCO Mission Critical Occupation OMT Operations Management Tool

MMBF Million Board Feet ONRR Office of Natural Resources Revenue

MR&R Major Rehabilitations and Replacements OPM Office of Personnel Management

MRP Mineral Resource Program PAM Office of Acquisitions and Property 

MTS Mineral Tracking System Management

NAGPRA Native American Graves Protection and PEP Office of Environmental Policy and Compliance

Repatriation Act PFM Office of Financial Management

NAWQA National Water Quality Assessment Program PFR Periodic Facility Review

NCCWSC National Climate Change and Wildlife PG Priority Goal

Science Center PHR Office of Human Resources

NCGMP National Geologic Map Database PIO Office of the Chief Information Officer

NCLB No Child Left Behind Act of 2001 PNH Office of Native Hawaiian Relations

NEPA National Environmental Policy Act PYGO Office of Youth in the Great Outdoors

NERC North American Electric Reliability R&D Research and Development

Corporation REA Rapid Eco-regional Assessment

NFHS National Fish Hatchery System RO&M Review of Operation and Maintenance

NHPA National Historic Preservation Act ROW Right of Way

NIBRS National Incident Based Reporting System RP Revised Program

NIMS National Incident Management System SMART Sustain and Manage America’s Resources 

NLCD National Land Cover Database for Tomorrow

NOAA National Oceanic and Atmospheric SMCRA Surface Mining Control and Reclamation 

Administration Act of 1977

NPS National Park Service STEM Science, Technology, Engineering and 

NREL National Renewable Energy Lab Mathematics

NSIP National Streamflow Information Program T&E Threatened and Endangered

NTTP National Technical Training Program T&M Time and Materials

NWRS National Wildlife Refuge System TAOS Technical Assessment & Operations Support

O&C Oregon and California TFAS Trust Financial Accounting System

O&M Operations and Maintenance TLOA Tribal Law Enforcement Act

OCS Outer Continental Shelf USDA U.S. Department of Agriculture

OEPC Office of Environmental Policy and USERRA Uniformed Services Employment and 

Compliance Reemployment Rights Act

OIA Office of Insular Affairs USGS U.S. Geological Survey

OIG Office of the Inspector General VHP Volcano Hazard Program

OJS Office of Justice Services VRM Visual Resource Management

OLES Office of Law Enforcement and Security WECC Western Electricity Coordinating Council

OMB Office of Management and Budget WRIA Water Resource Inventory Analysis

OSG Office of Self-Governance WUI Wildland-Urban Interface

OSMRE Office of Surface Mining Reclamation and

Enforcement

OST Office of Special Trustee