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Pending Senate ConfirmationSecretary
Department of the Interior (DOI)
Mission
Overview
The Department has identified a limited number of high priority performance goals that are providing a focus over FY 2014 and FY 2015 to help pursue priorities issued by the Secretary of the Interior. These priority goals are commensurate with the range of goals that are defined in the Departments FY 2014-2018 Strategic Plan. The Strategic Plan defines six Mission Areas with 19 Goals, and corresponding Management Initiatives with five Goals, as follows:
Mission Area 1: Provide Natural and Cultural Resource Protection and Experiences
Goal 1: Protect America's Landscapes
Goal 2: Protect America's Cultural and Heritage Resources
Goal 3: Provide Recreation and Visitor Experience
Mission Area 2: Strengthen Tribal Nations and Insular Communities
Goal 1: Meet Our Trust, Treaty, and Other Responsibilities to American Indians and Alaska Natives
Goal 2: Improve the Quality of Life in Tribal and Native Communities
Goal 3: Empower Insular Communities
Mission Area 3: Powering Our Future and Responsible Use of the Nation's Resources
Goal 1: Secure America's Energy Resources
Goal 2: Sustainably Manage Timber, Forage, and Non-Energy Minerals
Mission Area 4: Engaging the Next Generation
Goal 1: Create New, Systemic Opportunities for Outdoor Play
Goal 2: Provide Educational Opportunities
Goal 3: Provide Volunteers on Public Lands
Goal 4: Develop the Next Generation of Lifelong Conservation Stewards and Ensure Our Own Skilled and Diverse Workforce Pipeline
Mission Area 5: Ensuring Healthy Watersheds and Sustainable, Secure Water Supplies
Goal 1: Manage Water and Watersheds for the 21st Century
Goal 2: Extend Water Supplies Through Conservation
Goal 3: Availability of Water to Tribal Communities
Mission Area 6: Building a Landscape-Level Understanding of our Resources
Goal 1: Provide Shared Landscape-Level Management and Planning Tools
Goal 2: Provide Science to Understand, Model and Predict Ecosystem, Climate and Land Use Change
Goal 3: Provide Scientific Data to Protect, Instruct, and Inform Communities
Goal 4: Provide Water and Land Data to Customers
Management Initiatives: Building a 21st Century Department the Interior
Goal 1: Build a 21st Century Workforce
Goal 2: Sustainability of Interiors Operations
Goal 3: Dependability and Efficiency of Information Technology
Goal 4: Improve Acquisition and Real Property Management
Goal 5: Promote Small and Disadvantaged Business
To view the complete Strategic Plan, with corresponding missions, goals, and performance measures, including the high priority goals, please visit: http://www.doi.gov/bpp/upload/DOI-Strategic-Plan-for-FY-2014-2018-POSTED-ON-WEBSITE.pdf.
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Strategic Goals & Objectives
Agencies establish a variety of organizational goals to drive progress toward key outcomes for the American people. Long-term strategic goals articulate clear statements of what the agency wants to achieve to advance its mission and address relevant national problems, needs, challenges and opportunities. Strategic objectives define the outcome or management impact the agency is trying to achieve, and also include the agency's role. Each strategic objective is tracked through a suite of performance goals, indicators and other evidence. Click here for more information on stakeholder engagement during goal development.
Strategic Goal:
Protect America's Landscapes
Statement:
We will ensure that America’s natural endowment – America’s Great Outdoors – is protected for the benefit and enjoyment of current and future generations. We will maintain the condition of lands and waters that are healthy, and we will restore the integrity of natural areas that have been damaged. We will strive to retain abundant and sustainable habitat for our diverse fish and wildlife resources, and we will reduce or eliminate threats to at-risk plant and animal species.
Strategic Objectives
Statement:
Improve land and water health by managing the wetlands, uplands, and riparian areas that comprise our national parks, wildlife refuges, and BLM lands.
Description:
Protecting America’s landscapes and natural resources is among the Department’s high priority 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 mitigating the adverse environmental effects of past mining on private lands. Land in desired condition is valued for providing ecosystem services, recreational and scenic merits, 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. Protecting the thousands of native plant and animal species, including those with special status under the Endangered Species Act (ESA), preserves the rich natural legacy of this Nation both today and for future generations.
Priority Goal: Climate Change Adaptation
Statement:
Climate change adaptation.
By September 30, 2015, the Department of the Interior will demonstrate maturing implementation of climate change adaptation as scored when carrying out strategies in its Strategic Sustainability Performance Plan.
Description:
Problem or opportunity being addressed
The Department has established policy emphasizing the importance of considering and analyzing potential climate change impacts when undertaking long-range planning exercises. Such plans must evaluate risks to and vulnerabilities in bureau operations and missions, and outline actions to manage these in the short- and long-term. The Department continues to develop, implement and update comprehensive plans to integrate consideration of climate change science and response strategies into operations to help make the nation’s communities, watersheds, and natural resources more resilient, and safeguard our cultural heritage.
Relationship to agency strategic goals and objectives
The Secretary of the Interior has identified the effects of climate change as a major challenge affecting missions across the Department, just as the President has identified in his Climate Change Action Plan Policy and Executive Order 13514 (October 5, 2009) and on “Preparing the United States for the Impacts of Climate Change” (November 1, 2013). The Department’s Climate Change Adaptation Policy (523 DM 1) provides a set of principles and guidance to bureaus and offices for addressing climate change impacts on the Department’s mission, programs, operations and personnel. The policy also establishes roles and responsibilities for carrying out climate change adaptation principles.
Key barriers and challenges
Understanding, communicating, and responding to the diversity of impacts associated with climate change across the various landscapes of the United States is an ambitious undertaking. Identifying similar terminology and means of measurement, engaging in collaborative communications with partners both within and outside DOI, obtaining adequate scientific understanding, and integrating various datasets and information sources are just some aspects of this undertaking that are already underway, and each of these activities is challenging.
Stakeholder Engagement
Climate Science Centers and Landscape Conservation Cooperatives are engaging Interior and other Federal agencies, local and State partners, and the public to craft practical, landscape-level strategies for managing climate-change impacts within the eight regions. The Department is building the scientific and organizational infrastructure to work with partners in the development of adaptation tools and the coordination of climate-change responses at the landscape level. We are partnering to develop state-of-the-art strategies to translate science into adaptive management and to develop robust ecological-forecasting models.
Statement:
Sustain fish, wildlife, and plant species by protecting and recovering the Nation’s fish and wildlife in cooperation with partners, including states.
Description:
Protecting America’s landscapes and natural resources is among the Department’s high priority 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 mitigating the adverse environmental effects of past mining on private lands. Land in desired condition is valued for providing ecosystem services, recreational and scenic merits, 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. Protecting the thousands of native plant and animal species, including those with special status under the Endangered Species Act (ESA), preserves the rich natural legacy of this Nation both today and for future generations.
Statement:
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.
Description:
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 and resilience of our forest 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 our most severely damaged lands from high impact wildfires minimizes future threats to life, property, natural and cultural resources in order to stabilize and prevent unacceptable degradation to these key values. The Department works collaboratively with other Federal, Tribal, State, and local governments to help protect life and property, limit damages to natural and cultural resources during wildfire response, and reduce program and management duplication.
Strategic Goal:
Protect America's Cultural and Heritage Resources
Statement:
We will ensure that our Nation’s rich cultural heritage and abundant historic and prehistoric resources are preserved for the enjoyment and enlightenment of current and future generations.
Strategic Objectives
Statement:
Protect and maintain the Nation’s most important historic areas and structures, archaeological sites, and museum collections.
Description:
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 Goal:
Enhance Recreation and Visitor Experience
Statement:
We will endeavor to encourage the appreciation and use of our lands by facilitating visitor use and recreational experiences. We will strive to provide visitors with beneficial physical, mental, and social opportunities including those that result from outdoor recreational experiences.
Strategic Objectives
Statement:
Enhance the enjoyment and appreciation of our natural and cultural heritage by creating opportunities for play, enlightenment, and inspiration.
Description:
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 Goal:
Meet Our Trust, Treaty, and Other Responsibilities to American Indians and Alaska Natives
Statement:
We will restore the integrity of nation-to-nation relationships with tribes and work diligently to fulfill the United States’ trust responsibilities. We will work in partnership with tribes to build stronger economies and safer Indian communities.
Strategic Objectives
Statement:
Fulfill fiduciary trust.
Description:
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 on several Departmental offices and programs.
- The Office of the Special Trustee for American Indians (OST) ensures sufficient resource dedication to manage Indian fiduciary assets, reform and improve trust-related processes and performance, and provide technical and economic assistance to Tribes. Additionally, OST works 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.
- 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. As of October, 2015, purchase offers totaling more than $1.7 billion have been sent to approximately 66,500 individual landowners with fractional interests at 19 locations. Of these offers, nearly $715 million have been accepted with almost 1.5 million equivalent acres purchased.
Strategic Goal:
Improve the Quality of Life in Tribal and Native Communities
Statement:
With self-governance and self-determination as our North Star, the Department will work to restore tribal homelands, settle Indian water rights claims, increase renewable and conventional energy on Indian lands, expand educational opportunities for Native American youth, and protect natural and cultural resources in the face of climate change.
Strategic Objectives
Statement:
Support self-governance and self-determination.
Description:
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.
Statement:
Create economic opportunity.
Description:
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.
Statement:
Strengthen Indian education.
Description:
This strategy initiative includes two components: 1) providing quality education opportunities starting in early childhood in accordance with 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.
Statement:
Make communities safer.
Description:
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.
Priority Goal: Safer and More Resilient Communities in Indian Country
Statement:
Safer and More Resilient Communities in Indian Country.
By September 30, 2015, reduce rates of repeat incarceration in three target tribal communities by 3% through a comprehensive “alternatives to incarceration” strategy that seeks to address underlying causes of repeat offenses, including substance abuse and social service needs through tribal and federal partnerships.
Description:
Problem or opportunity being addressed
The rate of recidivism nationally among Native Americans is estimated to be 33% higher than non-native populations, according to one Department of Justice report. Locally recidivism creates a huge drain on already overtaxed economies as well as overcrowded and dilapidated detention facilities.Individuals who repeat offend and are incarcerated, fill court dockets, and in many cases take primary bread winners out of the home.
Relationship to agency strategic goals and objectives
This goal and associated activities will facilitate the ability of Interior to realize one of the President’s key objectives and a key priority for the Secretary of the Interior. The effort is in direct support of the goal to re-establish the relationship with Indian Tribes and support the Strategic Goal to “Advance Government-to-Government Relationships with Indian Nations and Honor Commitments to Insular Areas.”
Key barriers and challenges
Conducting a focused program in highly geographically dispersed communities, with high levels of crime, disparate levels of staffing and training, and equipment have proven to be significant challenges. Cooperation and support from Federal, State and tribal participants is a key requirement. Tribal justice program commitment, differences and gaps in technology and program availability and participation is a key issue. Funding increases for these program components has been aligned with the priority goal making this more feasible.
Other key challenges may include but not limited to:
- Record access of Tribal Correctional facilities
- Availability of funding for components of the program that are not under Interior’s jurisdiction, e.g. detention facilities
- Availability of substance abuse treatment programs – social program budgets, staffing and capacity have not kept pace with the increased law enforcement effort
- Sentencing resources and alternative program availability.
Stakeholder Engagement
The Department conducts consultation with tribal leaders and other stakeholders during the development of the budget and prior to the development and implementation of the Priority Goal on their respective reservations. This ensures a high level of understanding and commitment is received from all parties.
The Department has already begun to assist the Tribes in developing alternative to incarceration strategic plans based on the available resources in the community and or resources that stakeholders can provide to assist.
The Department assists the tribal programs with developing and coordinating stakeholder and community meetings throughout the initiative to discuss progress and any barriers or issues that may negatively affect meeting the goal.
Strategic Goal:
Empower Insular Communities
Statement:
The Department empowers insular communities by improving the quality of life, creating economic opportunity, and promoting efficient and effective governance. The U.S.-affiliated insular areas include: the territories of American Samoa, Guam, the U.S. Virgin Islands, and the Commonwealth of the Northern Mariana Islands. Interior also administers and oversees Federal assistance provided to the three Freely Associated States: the Federated States of Micronesia, the Republic of the Marshall Islands, and the Republic of Palau. The Assistant Secretary and the Office of Insular Affairs carry out these responsibilities on behalf of the Secretary.
Strategic Objectives
Statement:
Improve quality of life.
Description:
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.
Statement:
Create economic opportunity.
Description:
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.
Statement:
Promote efficient and effective governance.
Description:
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.
Strategic Goal:
Secure America's Energy Resources
Statement:
We will promote responsible development of renewable energy and ensure safe and environmentally responsible access to natural resources.
Strategic Objectives
Statement:
Ensure environmental compliance and the safety of energy development.
Description:
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 effected lands. These efforts are also key to maintaining the public’s confidence that energy development can be and is subject to strong and effective oversight.
Priority Goal: Oil and gas resource management
Statement:
Oil and gas resources management. By September 30, 2015, the Bureau of Land Management (BLM) will increase the completion of inspections of federal and Indian high risk oil and gas cases by 9 percent over FY 2011 levels, which is equivalent to covering as much as 95% of the potential high risk cases.
Description:
Problem or opportunity being addressed
The inspection of high risk producing oil and gas cases is paramount to help ensure that hydrocarbon production on federally managed lands are properly accounted for and results in accurate royalty payments to the public and Indian owners of such minerals.Oil and gas production on federally supervised lands represent a significant part of the nation’s hydrocarbon production.Operating regulations at 43 CFR 3161.3 (a) require the BLM to inspect all leases which produce high volumes of oil or natural gas and those leases that have a history of non-compliance at least once a year.The high risk cases are determined by four risk factors: production rating; number of missing Oil and Gas Operations Reports (OGOR); non-compliance rating; and, last production inspection date rating.
This effort is a component of addressing the deficiencies identified in the GAO High Risk report, which identified the areas for needed improvement including:
- ensuring data on production verification and royalties are consistent and reliable,
- meeting goals for oil and gas verification inspections, and
- ensuring that informal employee training is supported by formalized training courses offered on a consistent basis.
Relationship to agency strategic goals and objectives
Achieving a high rate of inspecting high risk producing cases will advance the BLM’s mission by ensuring that oil and gas operations are conducted in compliance with lease terms, with the regulations in title 43 CFR 3161.3 (a), and all other applicable regulations. The BLM is charged, in Section 101. (a) of the Federal Oil and Gas Royalty Management Act of 1982, with procedures to ensure that each federal and Indian lease site which is producing or is expected to produce significant quantities of oil or gas in any year or which has a history of non-compliance be inspected at least once annually.
Key barriers and challenges
The Bureau is limited in its ability to meet the requirement of inspecting all high risk cases by the number of certified inspectors available to inspect these cases. Competing priorities take time from these inspectors in completing high risk production inspections. High priority drilling and abandonment inspections must be completed prior to high risk production inspections. In addition the Bureau has historically had a high turnover of certified inspectors.
Stakeholder Engagement
The Government Accountability Office (GAO) and the Department of the Interior Office of Inspector General (OIG) has pointed out the failure of the BLM to adequately ensure production of federal and Indian minerals. The BLM answered the requests from both the GAO and OIG. This Priority Goal was created to help address some of the identified concerns while providing a forum by which the Department can continue to track the progress toward addressing the other concerns identified by GAO. The goal was developed in concert with the White House and released with the President’s FY 2013 Budget.
Statement:
Develop renewable energy potential.
Description:
As four Department bureaus, BLM, BOEM, BSEE and the Bureau of Reclamation (BOR), work to promote domestic energy production by ensuring that renewable energy resources on the Department’s managed lands and waters are developed in an environmentally responsible manner. Standing up new sources of clean energy generation 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 provide for a cleaner energy future.
Priority Goal: Renewable Energy Resource Development
Statement:
Renewable energy resource development.
By September 30, 2015, increase approved capacity authorized for renewable (solar, wind, and geothermal) energy resources affecting Department of the Interior managed lands, while ensuring full environmental review, to at least 16,500 Megawatts (since 2009).
Description:
The Obama Administration’s coordinated strategy to develop all appropriate sources of renewable and conventional energy on U.S. public lands calls for development of onshore and offshore renewable energy under a ‘Smart from the Start’ approach that prioritizes and processes existing applications in a coordinated, focused manner with full environmental analysis and public review.
As manager of one-fifth of the nation’s landmass and 1.7 billion acres of the outer continental shelf, the U.S. Department of the Interior has the resources to help America produce more energy at home, thereby supporting a growing economy and job creation and reducing dependence on foreign oil and increasing sustainable practices with reduced greenhouse gas emissions. Secretary Sally Jewell has placed a priority on “Powering Our Future,” emphasizing the responsible development of conventional and renewable resources on our nation’s public lands and waters.
Onshore, the Bureau of Land Management (BLM) has identified 20.6 million acres of public land with wind energy potential in 11 western states, 30 million acres with solar energy potential in six southwestern states, and 111 million acres of public land in western states and Alaska with geothermal resource potential. Offshore, the Bureau of Ocean Energy Management (BOEM) manages the Outer Continental Shelf, 1.7 billion acres of federal-offshore lands with enormous wind-energy potential, and approved in 2011 the construction plan for Cape Wind Energy off the coast of Massachusetts.
In addition to the multiple renewable energy efforts on public lands, the Department of Interior is reducing energy consumption within its own buildings while also self-generating renewable energy at over 1,000 Interior sites nationwide, including locations such as visitor centers, wildlife refuges, recreation centers, and tribal facilities. Developing such renewable energy resources responsibly could help support a growing economy and protect our national interests while reducing our dependence on foreign oil and climate-changing greenhouse gas emissions.
Relationship to agency strategic goals and objectives
As the means for advancing the Administration’s ‘all-of-the-above’ strategy to develop domestic energy resources, realizing one of the Secretary of the Interior’s key priorities in creating a new energy frontier and as reflected in Interior’s Strategic Plan’s mission area to “Powering Our Future and Responsible Use of the Nation’s Resources,” this goal continues to expand upon the efforts started with the initial FY 2010/2011 Priority Goal to, “Increase approved capacity authorized for renewable (solar, wind, and geothermal) energy resources on Department of the Interior managed lands, while ensuring full environmental review, by at least 9,000 megawatts through 2011.” As part of securing America’s energy future, DOI is helping to move our nation toward a clean-energy economy. At Interior, this means changing the way we do business by opening our doors to responsible development of renewable energy on our public lands. This means using a ‘Smart from the Start’ approach that prioritizes and processes existing applications in a coordinated, focused manner with full environmental analysis and public review. Efforts include facilitating environmentally appropriate renewable-energy projects involving solar, wind and waves, geothermal, and hydropower. These resources, developed in the right ways and the right places, will help curb our dependence on foreign oil, reduce our use of fossil fuels and promote new industries and jobs here in America.
Key barriers and challenges
Renewable energy projects, especially solar and wind, are complex. The Department is committed to permitting renewable energy projects on public lands in an environmentally responsible manner. As a result, proposed projects are sometimes rejected or reduced in size and scope to avoid or minimize impacts to tribal and cultural resources, threatened and endangered species and their habitat, or areas near or adjacent to lands designated by Congress, the President, or Secretary for the protection of sensitive viewsheds, resources, and values that could be adversely affected by development. Additionally, renewable energy companies sometimes decide to scale down, modify timelines and develop their projects in phases, or otherwise modify or withdraw projects for reasons unrelated to the permitting process.
By tracking progress on a quarterly basis, Interior is aware of the emerging complex issues and challenges associated with the formulation of renewable energy projects that require time and resources to address—including for example, rerouting and modification of plans to avoid impacts to natural resources like sensitive avian and wildlife species and tribal concerns. Further, while Interior agencies play a critical role in facilitating the siting and permitting of renewable energy projects on public lands, there are other factors that impact a potential project’s progress, including the project proponent’s ability to secure financing and to obtain power purchase agreements with electric utility companies. Technology and transmission constraints, such as an applicant needing to upgrade a transmission line, can also impact the overall schedule.
Stakeholder Engagement
This goal includes a broad number of stakeholders within Interior and externally. It is a continuation of a FY 2012-2013 goal that was developed by BLM in concert with the Assistant Secretary for Land and Minerals Management. Other Federal agencies including DOI, USDA, EPA, NOAA; Interior bureaus including FWS, NPS, USGS; as well as States, local entities, conservation groups, industry and others are engaged to advance the Administration’s ‘all-of-the-above’ strategy to develop domestic energy resources and to achieve one of the Secretary of the Interior’s top priorities for “Powering Our Future.”
Statement:
Manage conventional energy development.
Description:
The DOI oversees vast resources that, when developed the right way and in the right places, support an “all of the above” energy strategy that expands the production of energy at home, promotes energy security, and helps drive the economy and job growth. The Department’s landscape-level approach focuses on environmentally responsible energy development.
Statement:
Account for energy revenue.
Description:
ONRR disburses mineral and renewable energy revenues to a number of entities. Distributions to the Land and Water Conservation Fund, the Historic Preservation Fund, and the Reclamation Fund help ensure America’s natural resources, landscapes, and rich history are available to be enjoyed by current and future generations. Distributions to states are used to fund large capital projects such as schools, roads, and public buildings. Revenues collected from leases on Indian lands work directly to benefit members of the Indian community.
Priority Goals
Statement:
Renewable energy resource development.
By September 30, 2015, increase approved capacity authorized for renewable (solar, wind, and geothermal) energy resources affecting Department of the Interior managed lands, while ensuring full environmental review, to at least 16,500 Megawatts (since 2009).
Description:
The Obama Administration’s coordinated strategy to develop all appropriate sources of renewable and conventional energy on U.S. public lands calls for development of onshore and offshore renewable energy under a ‘Smart from the Start’ approach that prioritizes and processes existing applications in a coordinated, focused manner with full environmental analysis and public review.
As manager of one-fifth of the nation’s landmass and 1.7 billion acres of the outer continental shelf, the U.S. Department of the Interior has the resources to help America produce more energy at home, thereby supporting a growing economy and job creation and reducing dependence on foreign oil and increasing sustainable practices with reduced greenhouse gas emissions. Secretary Sally Jewell has placed a priority on “Powering Our Future,” emphasizing the responsible development of conventional and renewable resources on our nation’s public lands and waters.
Onshore, the Bureau of Land Management (BLM) has identified 20.6 million acres of public land with wind energy potential in 11 western states, 30 million acres with solar energy potential in six southwestern states, and 111 million acres of public land in western states and Alaska with geothermal resource potential. Offshore, the Bureau of Ocean Energy Management (BOEM) manages the Outer Continental Shelf, 1.7 billion acres of federal-offshore lands with enormous wind-energy potential, and approved in 2011 the construction plan for Cape Wind Energy off the coast of Massachusetts.
In addition to the multiple renewable energy efforts on public lands, the Department of Interior is reducing energy consumption within its own buildings while also self-generating renewable energy at over 1,000 Interior sites nationwide, including locations such as visitor centers, wildlife refuges, recreation centers, and tribal facilities. Developing such renewable energy resources responsibly could help support a growing economy and protect our national interests while reducing our dependence on foreign oil and climate-changing greenhouse gas emissions.
Relationship to agency strategic goals and objectives
As the means for advancing the Administration’s ‘all-of-the-above’ strategy to develop domestic energy resources, realizing one of the Secretary of the Interior’s key priorities in creating a new energy frontier and as reflected in Interior’s Strategic Plan’s mission area to “Powering Our Future and Responsible Use of the Nation’s Resources,” this goal continues to expand upon the efforts started with the initial FY 2010/2011 Priority Goal to, “Increase approved capacity authorized for renewable (solar, wind, and geothermal) energy resources on Department of the Interior managed lands, while ensuring full environmental review, by at least 9,000 megawatts through 2011.” As part of securing America’s energy future, DOI is helping to move our nation toward a clean-energy economy. At Interior, this means changing the way we do business by opening our doors to responsible development of renewable energy on our public lands. This means using a ‘Smart from the Start’ approach that prioritizes and processes existing applications in a coordinated, focused manner with full environmental analysis and public review. Efforts include facilitating environmentally appropriate renewable-energy projects involving solar, wind and waves, geothermal, and hydropower. These resources, developed in the right ways and the right places, will help curb our dependence on foreign oil, reduce our use of fossil fuels and promote new industries and jobs here in America.
Key barriers and challenges
Renewable energy projects, especially solar and wind, are complex. The Department is committed to permitting renewable energy projects on public lands in an environmentally responsible manner. As a result, proposed projects are sometimes rejected or reduced in size and scope to avoid or minimize impacts to tribal and cultural resources, threatened and endangered species and their habitat, or areas near or adjacent to lands designated by Congress, the President, or Secretary for the protection of sensitive viewsheds, resources, and values that could be adversely affected by development. Additionally, renewable energy companies sometimes decide to scale down, modify timelines and develop their projects in phases, or otherwise modify or withdraw projects for reasons unrelated to the permitting process.
By tracking progress on a quarterly basis, Interior is aware of the emerging complex issues and challenges associated with the formulation of renewable energy projects that require time and resources to address—including for example, rerouting and modification of plans to avoid impacts to natural resources like sensitive avian and wildlife species and tribal concerns. Further, while Interior agencies play a critical role in facilitating the siting and permitting of renewable energy projects on public lands, there are other factors that impact a potential project’s progress, including the project proponent’s ability to secure financing and to obtain power purchase agreements with electric utility companies. Technology and transmission constraints, such as an applicant needing to upgrade a transmission line, can also impact the overall schedule.
Stakeholder Engagement
This goal includes a broad number of stakeholders within Interior and externally. It is a continuation of a FY 2012-2013 goal that was developed by BLM in concert with the Assistant Secretary for Land and Minerals Management. Other Federal agencies including DOI, USDA, EPA, NOAA; Interior bureaus including FWS, NPS, USGS; as well as States, local entities, conservation groups, industry and others are engaged to advance the Administration’s ‘all-of-the-above’ strategy to develop domestic energy resources and to achieve one of the Secretary of the Interior’s top priorities for “Powering Our Future.”
Statement:
Oil and gas resources management. By September 30, 2015, the Bureau of Land Management (BLM) will increase the completion of inspections of federal and Indian high risk oil and gas cases by 9 percent over FY 2011 levels, which is equivalent to covering as much as 95% of the potential high risk cases.
Description:
Problem or opportunity being addressed
The inspection of high risk producing oil and gas cases is paramount to help ensure that hydrocarbon production on federally managed lands are properly accounted for and results in accurate royalty payments to the public and Indian owners of such minerals.Oil and gas production on federally supervised lands represent a significant part of the nation’s hydrocarbon production.Operating regulations at 43 CFR 3161.3 (a) require the BLM to inspect all leases which produce high volumes of oil or natural gas and those leases that have a history of non-compliance at least once a year.The high risk cases are determined by four risk factors: production rating; number of missing Oil and Gas Operations Reports (OGOR); non-compliance rating; and, last production inspection date rating.
This effort is a component of addressing the deficiencies identified in the GAO High Risk report, which identified the areas for needed improvement including:
- ensuring data on production verification and royalties are consistent and reliable,
- meeting goals for oil and gas verification inspections, and
- ensuring that informal employee training is supported by formalized training courses offered on a consistent basis.
Relationship to agency strategic goals and objectives
Achieving a high rate of inspecting high risk producing cases will advance the BLM’s mission by ensuring that oil and gas operations are conducted in compliance with lease terms, with the regulations in title 43 CFR 3161.3 (a), and all other applicable regulations. The BLM is charged, in Section 101. (a) of the Federal Oil and Gas Royalty Management Act of 1982, with procedures to ensure that each federal and Indian lease site which is producing or is expected to produce significant quantities of oil or gas in any year or which has a history of non-compliance be inspected at least once annually.
Key barriers and challenges
The Bureau is limited in its ability to meet the requirement of inspecting all high risk cases by the number of certified inspectors available to inspect these cases. Competing priorities take time from these inspectors in completing high risk production inspections. High priority drilling and abandonment inspections must be completed prior to high risk production inspections. In addition the Bureau has historically had a high turnover of certified inspectors.
Stakeholder Engagement
The Government Accountability Office (GAO) and the Department of the Interior Office of Inspector General (OIG) has pointed out the failure of the BLM to adequately ensure production of federal and Indian minerals. The BLM answered the requests from both the GAO and OIG. This Priority Goal was created to help address some of the identified concerns while providing a forum by which the Department can continue to track the progress toward addressing the other concerns identified by GAO. The goal was developed in concert with the White House and released with the President’s FY 2013 Budget.
Strategic Goal:
Sustainably Manage Timber, Forage, and Non-Energy Minerals
Statement:
Interior lands designated for multiple use offer harvestable timber, grasslands for grazing, and deposits of non-energy minerals. Interior will manage these lands sustainably to enhance public benefit, promote responsible use, and generate economic value.
Strategic Objectives
Statement:
Manage timber and forest product resources.
Description:
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. There 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.
Statement:
Provide for sustainable forage and grazing.
Description:
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.
Statement:
Manage non-energy mineral development.
Description:
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 Goal:
Develop the next generation of lifelong conservation stewards and ensure our own skilled and diverse workforce pipeline
Statement:
To develop the next generation of lifelong conservation stewards and ensure our own skilled and diverse workforce pipeline, Interior will provide 100,000 work & training opportunities to young people (ages 15 to 25) over four years. In order to achieve the goal, we will utilize public-private partnerships to leverage additional resources and provide additional work and training opportunities than those we could do on our own. Our work and training opportunities will support the 21st Century Conservation Service Corps (21CSC) which is a multi-agency effort to provide work and training opportunities in stewardship of our public lands to young people and veterans, helping them develop skills to serve both the nation’s natural and cultural resources, but also their own futures. The other 21 CSC federal agency partners are Agriculture, Commerce, Labor, Environmental Protection Agency, Army, Council on Environmental Quality and the Corporation for National and Community Service.
Strategic Objectives
Statement:
Number of work and training opportunities provided to young people.
Description:
Young people’s involvement in the Department’s stewardship activities provides benefits that are far reaching, including: educating a generation about nature and the values surrounding conservation; infusing energy and new thinking into the Federal Government; creating opportunities to improve the health of younger generations; providing hands-on green job experience and career pathways; and supplying important economic benefits in both rural and urban communities. The Department’s bureaus and offices are taking a number of steps to engage the next generation in the Department’s conservation work, including partnering with schools, coordinating volunteers, and welcoming young people to play, learn, serve, and work in the outdoors. With one-third of the Department’s workforce eligible to retire within the next 5 years, engaging the next generation is critical not only for the health of our public lands and economy, it also is key to ensuring a new generation of land managers, wildlife biologists, tribal experts, park rangers, scientists, civil engineers, lawyers, and the many other professionals that enable the Department to carry out its diverse missions.
Priority Goal: Engaging the Next Generation
Statement:
Engaging the Next Generation: By September 30, 2015, the Department of Interior will provide 40,000 work and training opportunities over two fiscal years (FY 2014 and FY 2015) for individuals age 15 to 35 to support the mission of the Department.
Description:
a. Problem or opportunity being addressed
The future of the Country’s natural, cultural and historic heritage depends on the next generation of active stewards. The Millennial generation, defined as individuals born in 1980 or later, is larger, more urban and diverse than any generation in our history. Yet Millennials have grown up more disconnected from the natural world. As Secretary Sally Jewell indicated, “Engaging the millennial generation in service on public lands, welcoming them into the Department of the Interior, and so many other opportunities to have work within public lands management, is going to be a critical part of our future, if we care about these special places that help define us.”
Secretary Sally Jewell, March 14, 2014 – Announcing the Next Generation Priority http://www.doi.gov/youth/news/engaging-the-next-generation.cfm
The underlying objective of Interior's Engaging the Next Generation priority is to establish meaningful and deep connections between young people from every background and every community to the great outdoors. Interior is investing millions of dollars in our Engaging the Next Generation priority to inspire millions of young people to play, learn, serve and work outdoors. To that end, Interior has established a goal of providing 100,000 work and training opportunities over four years to individuals up to the age of 35. In support of this long-term goal, the FY 2014-FY 2015 priority goal is being extended to include ages 15-35 in providing 40,000 work and training opportunity over the two year period, starting in FY 2015.
This priority goal complements Interior’s efforts to develop a 21st Century Workforce. The Department benefits from a workforce that is passionate about the mission, dedicated to public service, and highly skilled and knowledgeable. Across Interior, 40% of our permanent workforce will be eligible to retire within the next five years. Providing a variety of work and training opportunities to students and recent graduates is critical to our succession planning.
b. Relationship to agency strategic goals and objectives
This priority goal supports Strategic Plan mission area 4, “Engaging the Next Generation” as well as efforts to create a 21st Century Workforce. The priority goal aims to address reductions in work and training opportunities created by fiscal challenges in FY 2013 and builds upon the number of opportunities provided in FY 2010-FY 2012.
This priority goal for work and training opportunities builds upon other Engaging the Next Generation initiatives at DOI. The Department’s goal of engaging youth in conservation includes programs to encourage the nation’s youth to play, learn, serve, and work in the great outdoors. As the culmination of this four pronged approach, work and training opportunities for youth depend in great part on successful efforts to promote recreation on DOI-managed public lands, encourage the nation’s educators to bring our natural environment into classrooms, and cultivate a culture of service in support of conservation and natural resource management.
c. Key barriers and challenges
Work and training opportunities, both directly by the Department and through partners, must occur within a specific time-frame for seasonal and temporary summer employment in order to secure commitments from participants. If bureaus miss the window of opportunity during the limited time-frame, participants may seek employment opportunities elsewhere. Additionally, with approximately one-third of DOI youth employment stemming from partnership agreements, budget uncertainty creates significant challenges to Bureaus’ ability to enter into partnership agreements, particularly for the peak hiring seasons when colleges are out of session. These public/private partnership efforts help to leverage Federal dollars, in some cases by a 3 to 1 ratio, and assist the Department in increasing youth employment opportunities.
In FY 2013, fiscal and budgetary challenges significantly impacted the Department’s ability to fund work and training opportunities for youth. Furthermore, the timing of the budgetary uncertainty, as well as the implementation of new models of youth employment across the government, via the Pathways program, made timely hiring of youth for those available positions difficult. Should current budgetary and fiscal trends continue, the Department expects these to pose a barrier to fulfillment of this goal.
d. Stakeholder Engagement
Key partners include the over 150 members of the Corps Network that engage 30,000 young people in all 50 States in addition to the work of the Public Lands Service Coalition. These public/private partnership efforts help to leverage Federal dollars in some cases 3 to 1 and have assisted the Departments in increasing youth employment opportunities. In addition, there are many non-profit, corporate, state, local and tribal entities that partner with the Department to enhance volunteer service opportunities and youth employment in the great outdoors. It will continue to be important to engage these stakeholders as we implement related recommendations for the broader youth stewardship and engagement priority goal.
Priority Goals
Statement:
Engaging the Next Generation: By September 30, 2015, the Department of Interior will provide 40,000 work and training opportunities over two fiscal years (FY 2014 and FY 2015) for individuals age 15 to 35 to support the mission of the Department.
Description:
a. Problem or opportunity being addressed
The future of the Country’s natural, cultural and historic heritage depends on the next generation of active stewards. The Millennial generation, defined as individuals born in 1980 or later, is larger, more urban and diverse than any generation in our history. Yet Millennials have grown up more disconnected from the natural world. As Secretary Sally Jewell indicated, “Engaging the millennial generation in service on public lands, welcoming them into the Department of the Interior, and so many other opportunities to have work within public lands management, is going to be a critical part of our future, if we care about these special places that help define us.”
Secretary Sally Jewell, March 14, 2014 – Announcing the Next Generation Priority http://www.doi.gov/youth/news/engaging-the-next-generation.cfm
The underlying objective of Interior's Engaging the Next Generation priority is to establish meaningful and deep connections between young people from every background and every community to the great outdoors. Interior is investing millions of dollars in our Engaging the Next Generation priority to inspire millions of young people to play, learn, serve and work outdoors. To that end, Interior has established a goal of providing 100,000 work and training opportunities over four years to individuals up to the age of 35. In support of this long-term goal, the FY 2014-FY 2015 priority goal is being extended to include ages 15-35 in providing 40,000 work and training opportunity over the two year period, starting in FY 2015.
This priority goal complements Interior’s efforts to develop a 21st Century Workforce. The Department benefits from a workforce that is passionate about the mission, dedicated to public service, and highly skilled and knowledgeable. Across Interior, 40% of our permanent workforce will be eligible to retire within the next five years. Providing a variety of work and training opportunities to students and recent graduates is critical to our succession planning.
b. Relationship to agency strategic goals and objectives
This priority goal supports Strategic Plan mission area 4, “Engaging the Next Generation” as well as efforts to create a 21st Century Workforce. The priority goal aims to address reductions in work and training opportunities created by fiscal challenges in FY 2013 and builds upon the number of opportunities provided in FY 2010-FY 2012.
This priority goal for work and training opportunities builds upon other Engaging the Next Generation initiatives at DOI. The Department’s goal of engaging youth in conservation includes programs to encourage the nation’s youth to play, learn, serve, and work in the great outdoors. As the culmination of this four pronged approach, work and training opportunities for youth depend in great part on successful efforts to promote recreation on DOI-managed public lands, encourage the nation’s educators to bring our natural environment into classrooms, and cultivate a culture of service in support of conservation and natural resource management.
c. Key barriers and challenges
Work and training opportunities, both directly by the Department and through partners, must occur within a specific time-frame for seasonal and temporary summer employment in order to secure commitments from participants. If bureaus miss the window of opportunity during the limited time-frame, participants may seek employment opportunities elsewhere. Additionally, with approximately one-third of DOI youth employment stemming from partnership agreements, budget uncertainty creates significant challenges to Bureaus’ ability to enter into partnership agreements, particularly for the peak hiring seasons when colleges are out of session. These public/private partnership efforts help to leverage Federal dollars, in some cases by a 3 to 1 ratio, and assist the Department in increasing youth employment opportunities.
In FY 2013, fiscal and budgetary challenges significantly impacted the Department’s ability to fund work and training opportunities for youth. Furthermore, the timing of the budgetary uncertainty, as well as the implementation of new models of youth employment across the government, via the Pathways program, made timely hiring of youth for those available positions difficult. Should current budgetary and fiscal trends continue, the Department expects these to pose a barrier to fulfillment of this goal.
d. Stakeholder Engagement
Key partners include the over 150 members of the Corps Network that engage 30,000 young people in all 50 States in addition to the work of the Public Lands Service Coalition. These public/private partnership efforts help to leverage Federal dollars in some cases 3 to 1 and have assisted the Departments in increasing youth employment opportunities. In addition, there are many non-profit, corporate, state, local and tribal entities that partner with the Department to enhance volunteer service opportunities and youth employment in the great outdoors. It will continue to be important to engage these stakeholders as we implement related recommendations for the broader youth stewardship and engagement priority goal.
Strategic Goal:
Manage Water and Watersheds for the 21st Century
Statement:
We will deliver water in the 17 western states; managing water resources through the safe and effective performance of our facilities. For almost a decade, the Nation has experienced drought in major river basins while population and resulting demands for water have increased. The Department has a role in developing innovative approaches to meet water needs and anticipate future challenges.
Strategic Objectives
Statement:
Improve reliability of water delivery.
Description:
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.
Statement:
Better ensure the future of watersheds against impacts of climate change.
Description:
Through the Basin Studies, Reclamation works with non-Federal stakeholders to analyze the risks and impacts of climate change to water resources in river basins across the 17 western states. The Basin Studies are selected through a competitive process using established criteria and are cost-shared with non-Federal partners. Each Study includes state-of-the-art projections of future water supply and demand, i.e. analyze how well existing water and power infrastructure are meeting current demands, and then forecast the ability to meet future demands. The Studies identify adaptation strategies and actions for non-structural (i.e. management and operations) and structural (i.e. improvement) changes to address projected imbalances in supply and demand.
Priority Goals
Statement:
Water Conservation. By September 30, 2015, the Department of the Interior will further enable the capability to increase the available water supply for agricultural, municipal, industrial, and environmental uses in the western United States through Reclamation water conservation programs to 840,000 acre-feet, cumulatively since the end of FY2009.
Description:
Problem or opportunity being addressed
The Nation faces an increasing set of water resource challenges: aging water-related infrastructure, rapid population growth, depletion of groundwater resources, and climate variability and change. Shortages and water use conflicts have become more commonplace in many areas of the US, even in "normal" years. Water issues and challenges are especially increasing in the West, due to prolonged drought and population shift.Traditional water management approaches, by themselves, no longer meet today's need.Federal leadership is critical to widespread acceptance and implementation of effective conservation and recycling techniques.
Relationship to agency strategic goals and objectives
As the means for realizing one of the Secretary of the Interior’s key priorities for tackling the water challenges in the west, this goal will add to the achievements reflected in the Strategic Plan under the mission area to “Sustainably Manage Energy, Water, and Natural Resources.
Reclamation works collaboratively with non-federal, state, local and tribal governments, water districts, and other entities, on a cost-shared basis to implement projects that improve water management and result in water conservation in the 17 Western states. This includes projects to line unlined canals, install remote technology to allow for more accurate control over water deliveries, install new water measurement devices, and other projects that allow water users to decrease water diversions by increasing efficiency and operational flexibility. By conserving water that can be made available for other uses, these projects contribute to the goal by increasing the available water supply and contribute to Reclamation’s broader objective of achieving a more sustainable water supply.
A sustainable water supply is critical to address current and future water shortages; degraded water quality; increased demands for water from growing populations and energy needs; amplified recognition of environmental water requirements; the potential for decreased water supply availability due to drought, climate change, or decreased storage and delivery capacity; and water inequity for Indian tribes and rural communities disadvantaged by financial need or geographic isolation. Reclamation believes that water conservation, use of water markets, and improved efficiency are crucial elements of any plan to address western water issues. With leveraged water sustainability grants, an important step will be taken towards increasing conservation for a more efficient use of water in the West.
Key barriers and challenges
The primary challenges and risks that influence achievement of the Priority Goal include:
- The availability of data needed to measure water conserved.
- Water savings are heavily dependent upon applications submitted by project sponsors.
- State Water Laws (e.g., disincentives to water conservation).
- Ability to complete environmental compliance in a reasonable timeframe and cost.
- Local cost-shares (e.g., inability to meet cost-share requirements identified by respective program).
Stakeholder Engagement
This goal is a continuation of the FY 2012-2013 goal that was developed by the Reclamation Commissioner and the Assistant Secretary Water and Science as a means for helping achieve one of the Secretary of the Interior’s top priorities in addressing the water challenges facing the western U.S.
Programs that contribute to the Priority Goal for Water Conservation provide funding for improvements proposed, planned, and carried out by non-Federal entities with Reclamation’s assistance.Collaboration is therefore a crucial aspect of efforts to achieve this Priority Goal. Reclamation also incorporates stakeholder feedback into its conservation efforts by engaging stakeholders during program formulation and significant program revisions.For example, Reclamation made draft funding criteria for the Title XVI Program available for public review and comment in 2010 and incorporated feedback into final criteria.Similarly, the WaterSMART Strategic Implementation Plan was published in the Federal Register in March 2011 and comments were incorporated into the final document.Reclamation also routinely works with its partners at the State and local level through public outreach meetings, scoping committees, and through reporting and program oversight.
Strategic Goal:
Extend Water Supplies through Conservation
Statement:
The American West is now the fastest growing region of the country and faces serious water challenges. Competition for finite water supplies is increasing as a result of population growth, agricultural demands, and water for environmental needs. An increased emphasis on domestic energy development will place additional pressure on limited water supplies, as significant amounts of water may be required for unconventional and renewable energy development.
Impacts of climate change, as evidenced by increases in temperature, decreases in precipitation and snowpack, extended droughts, and depleted aquifers and stream flow in several Reclamation river basins are reducing water supplies. Water is vital for the environment and the economies of rural and urban communities in the west. The Department will “increase” water supplies through BOR’s Priority Goal conservation programs.
Strategic Objectives
Statement:
Expand water conservation capabilities.
Description:
Reclamation delivers water to one in every five farmers in the West and to over 31 million people. The water conservation programs, i.e. WaterSMART, Title XVI, CALFED, Water Conservation Field Services, 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.
Priority Goal: Water conservation
Statement:
Water Conservation. By September 30, 2015, the Department of the Interior will further enable the capability to increase the available water supply for agricultural, municipal, industrial, and environmental uses in the western United States through Reclamation water conservation programs to 840,000 acre-feet, cumulatively since the end of FY2009.
Description:
Problem or opportunity being addressed
The Nation faces an increasing set of water resource challenges: aging water-related infrastructure, rapid population growth, depletion of groundwater resources, and climate variability and change. Shortages and water use conflicts have become more commonplace in many areas of the US, even in "normal" years. Water issues and challenges are especially increasing in the West, due to prolonged drought and population shift.Traditional water management approaches, by themselves, no longer meet today's need.Federal leadership is critical to widespread acceptance and implementation of effective conservation and recycling techniques.
Relationship to agency strategic goals and objectives
As the means for realizing one of the Secretary of the Interior’s key priorities for tackling the water challenges in the west, this goal will add to the achievements reflected in the Strategic Plan under the mission area to “Sustainably Manage Energy, Water, and Natural Resources.
Reclamation works collaboratively with non-federal, state, local and tribal governments, water districts, and other entities, on a cost-shared basis to implement projects that improve water management and result in water conservation in the 17 Western states. This includes projects to line unlined canals, install remote technology to allow for more accurate control over water deliveries, install new water measurement devices, and other projects that allow water users to decrease water diversions by increasing efficiency and operational flexibility. By conserving water that can be made available for other uses, these projects contribute to the goal by increasing the available water supply and contribute to Reclamation’s broader objective of achieving a more sustainable water supply.
A sustainable water supply is critical to address current and future water shortages; degraded water quality; increased demands for water from growing populations and energy needs; amplified recognition of environmental water requirements; the potential for decreased water supply availability due to drought, climate change, or decreased storage and delivery capacity; and water inequity for Indian tribes and rural communities disadvantaged by financial need or geographic isolation. Reclamation believes that water conservation, use of water markets, and improved efficiency are crucial elements of any plan to address western water issues. With leveraged water sustainability grants, an important step will be taken towards increasing conservation for a more efficient use of water in the West.
Key barriers and challenges
The primary challenges and risks that influence achievement of the Priority Goal include:
- The availability of data needed to measure water conserved.
- Water savings are heavily dependent upon applications submitted by project sponsors.
- State Water Laws (e.g., disincentives to water conservation).
- Ability to complete environmental compliance in a reasonable timeframe and cost.
- Local cost-shares (e.g., inability to meet cost-share requirements identified by respective program).
Stakeholder Engagement
This goal is a continuation of the FY 2012-2013 goal that was developed by the Reclamation Commissioner and the Assistant Secretary Water and Science as a means for helping achieve one of the Secretary of the Interior’s top priorities in addressing the water challenges facing the western U.S.
Programs that contribute to the Priority Goal for Water Conservation provide funding for improvements proposed, planned, and carried out by non-Federal entities with Reclamation’s assistance.Collaboration is therefore a crucial aspect of efforts to achieve this Priority Goal. Reclamation also incorporates stakeholder feedback into its conservation efforts by engaging stakeholders during program formulation and significant program revisions.For example, Reclamation made draft funding criteria for the Title XVI Program available for public review and comment in 2010 and incorporated feedback into final criteria.Similarly, the WaterSMART Strategic Implementation Plan was published in the Federal Register in March 2011 and comments were incorporated into the final document.Reclamation also routinely works with its partners at the State and local level through public outreach meetings, scoping committees, and through reporting and program oversight.
Priority Goals
Statement:
Water Conservation. By September 30, 2015, the Department of the Interior will further enable the capability to increase the available water supply for agricultural, municipal, industrial, and environmental uses in the western United States through Reclamation water conservation programs to 840,000 acre-feet, cumulatively since the end of FY2009.
Description:
Problem or opportunity being addressed
The Nation faces an increasing set of water resource challenges: aging water-related infrastructure, rapid population growth, depletion of groundwater resources, and climate variability and change. Shortages and water use conflicts have become more commonplace in many areas of the US, even in "normal" years. Water issues and challenges are especially increasing in the West, due to prolonged drought and population shift.Traditional water management approaches, by themselves, no longer meet today's need.Federal leadership is critical to widespread acceptance and implementation of effective conservation and recycling techniques.
Relationship to agency strategic goals and objectives
As the means for realizing one of the Secretary of the Interior’s key priorities for tackling the water challenges in the west, this goal will add to the achievements reflected in the Strategic Plan under the mission area to “Sustainably Manage Energy, Water, and Natural Resources.
Reclamation works collaboratively with non-federal, state, local and tribal governments, water districts, and other entities, on a cost-shared basis to implement projects that improve water management and result in water conservation in the 17 Western states. This includes projects to line unlined canals, install remote technology to allow for more accurate control over water deliveries, install new water measurement devices, and other projects that allow water users to decrease water diversions by increasing efficiency and operational flexibility. By conserving water that can be made available for other uses, these projects contribute to the goal by increasing the available water supply and contribute to Reclamation’s broader objective of achieving a more sustainable water supply.
A sustainable water supply is critical to address current and future water shortages; degraded water quality; increased demands for water from growing populations and energy needs; amplified recognition of environmental water requirements; the potential for decreased water supply availability due to drought, climate change, or decreased storage and delivery capacity; and water inequity for Indian tribes and rural communities disadvantaged by financial need or geographic isolation. Reclamation believes that water conservation, use of water markets, and improved efficiency are crucial elements of any plan to address western water issues. With leveraged water sustainability grants, an important step will be taken towards increasing conservation for a more efficient use of water in the West.
Key barriers and challenges
The primary challenges and risks that influence achievement of the Priority Goal include:
- The availability of data needed to measure water conserved.
- Water savings are heavily dependent upon applications submitted by project sponsors.
- State Water Laws (e.g., disincentives to water conservation).
- Ability to complete environmental compliance in a reasonable timeframe and cost.
- Local cost-shares (e.g., inability to meet cost-share requirements identified by respective program).
Stakeholder Engagement
This goal is a continuation of the FY 2012-2013 goal that was developed by the Reclamation Commissioner and the Assistant Secretary Water and Science as a means for helping achieve one of the Secretary of the Interior’s top priorities in addressing the water challenges facing the western U.S.
Programs that contribute to the Priority Goal for Water Conservation provide funding for improvements proposed, planned, and carried out by non-Federal entities with Reclamation’s assistance.Collaboration is therefore a crucial aspect of efforts to achieve this Priority Goal. Reclamation also incorporates stakeholder feedback into its conservation efforts by engaging stakeholders during program formulation and significant program revisions.For example, Reclamation made draft funding criteria for the Title XVI Program available for public review and comment in 2010 and incorporated feedback into final criteria.Similarly, the WaterSMART Strategic Implementation Plan was published in the Federal Register in March 2011 and comments were incorporated into the final document.Reclamation also routinely works with its partners at the State and local level through public outreach meetings, scoping committees, and through reporting and program oversight.
Strategic Goal:
Availability of Water to Tribal Communities
Statement: No Data Available
Strategic Objectives
Statement:
Protect Tribal water rights.
Description:
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.
Statement:
Improve infrastructure and operation efficiency of Tribal water facilities.
Description:
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 Goal:
Provide Shared Landscape-Level Management and Planning Tools
Statement:
Harnessing emerging technologies, DOI works with partners to elevate understanding of resources on a landscape-level. The DOI will leverage these partnerships and its role as the managing partner for the National Geospatial Platform to turn vast amounts of data into usable information and advance broader-based and more consistent landscape and resource management.
Strategic Objectives
Statement:
Ensure the use of landscape-level capabilities and mitigation actions.
Description:
The USGS works with its many partners to deliver a comprehensive and high resolution characterization of the Nation’s land surface. Modern mapping includes Earth observations from many platforms (such as satellites and aircraft) and uses continuously evolving technologies that can sense and map an expanding list of features using the latest technologies. Highly accurate elevation maps and data, for example, are essential for hazards mitigation, conservation, infrastructure development, national security, coastal shoreline erosion, and many other applications. The benefits apply to flood risk management, agriculture and precision farming, water supply, homeland security, renewable energy, aviation safety, and other activities. Specific examples demonstrating the benefits of geospatial information include: emergency responders for search and rescue missions, Federal Emergency Management Agency (FEMA) for preliminary damage assessments and rebuilding efforts from natural disasters, and entrepreneurial companies for mobile device applications. Although US topographic maps are updated on a 3-year cycle, all geospatial layers regardless of vintage are archived and continue to provide value to the public for historical trends. Hawaii and Puerto Rico topographic maps have also recently been revised.
Strategic Goal:
Provide Science to Understand, Model, and Predict Ecosystem, Climate, and Land Use Change
Statement:
We will support scientific research to assess, understand, model, and forecast the impacts of climate change and other environmental drivers on our ecosystems, natural resources, and communities. Our bureaus will develop and construct strategies for adapting to climate change based on scientific analysis. The Department will assist Federal, state, local, and tribal entities by monitoring water quality and quantity; analyzing energy and mineral resources potential and environmental effects of their extraction and use; and analyzing and monitoring changes to the land and ocean environments.
Strategic Objectives
Statement:
Identify and predict ecosystem and land use changes at targeted and landscape-levels (biota, land cover, and Earth and ocean systems).
Description:
USGS data holdings and observation networks are vital to understanding the status and trends and health of our Nation’s ecosystems and natural resources. Many of these databases include decades-long records of observations, collected under strict standards of quality assurance and quality control. These programs fill a key role in adaptive management for the Nation’s ecosystems. Data from Landsat and other land-observing systems operated by the USGS are vital for scientists to understand changes occurring on the Earth’s land surface, and to model their impacts for land and resource managers. Socioeconomic data shows a significant return on Landsat investments, with productivity enhancements and cost savings in the public and private sectors. For example, a study demonstrates the potential for approximately $100 million annual savings by using Landsat-derived applications for better water management for irrigated agriculture in the Western United States. The National Land Cover Database (NLCD) supports thousands of science applications in the private, public, and academic sectors, and offers the only national database portraying land cover change spatially as a comprehensive “wall-to-wall” 30-meter cell database. It also provides a critical data layer in national assessments of biological carbon sequestration, water-quality monitoring, wildfire monitoring and modeling, and biodiversity conservation efforts.
Statement:
Assess and forecast climate change and its effects.
Description:
The USGS provides scientific research on patterns and impacts of climate and land use change on Earth and human systems. The understanding of these impacts is communicated through peer-reviewed journal articles, vulnerability assessments, resource assessments, forecasts, models and maps to advance the science of climate change and to support land and resource managers and policymakers in their decision making to manage and mitigate the impacts of climate change.
Strategic Goal:
Provide Scientific Data to Protect, Instruct, and Inform Communities
Statement:
We will support scientific research to improve the resilience of communities to natural hazards and wildlife diseases in order to preserve the quality of life and reduce the likelihood of fatalities and economic losses. The USGS will lead the scientific research on the environment and natural hazards and provide information to partners and stakeholders for use in making decisions that will protect lives.
Strategic Objectives
Statement:
Monitor and assess natural hazards risk and resilience.
Description:
The USGS works with its many partners to characterize the potential impact and consequences of natural hazard events on human activity, health, the economy, and the environment. The USGS supports national and global monitoring capabilities and long-term investigations of earthquakes, volcanic eruptions, landslides and geomagnetic storms. Timely and relevant data, maps and assessments are provided to support emergency response and decrease loss of life and property due to a wide range of natural hazards.
Statement:
Provide environmental health science to guide decision making.
Description:
The USGS Environmental Health program provides data, knowledge, and tools on the occurrence, behavior, and effects of environmental contaminants, including their impacts on susceptible ecosystems and implications for human health and the health of aquatic and terrestrial organisms. These capabilities help: inform decision making made by Federal, State, local, and Tribal governments, industry, and the public; resource managers and policymakers assess environmental risks and prevent contamination; regulatory entities make decisions on the licensing and approval of chemicals; and manage, protect, and restore natural resources, contaminated lands, and important natural ecosystems, including trust resources of the Department of the Interior.
Strategic Goal:
Provide Water and Land Data to Customers
Statement:
The Department, through the USGS, will lead the effort to create a scientific framework that will provide knowledge of the ever-changing Earth. We will invest in cyber-infrastructure, nurture and cultivate programs in Earth systems science informatics, and participate in efforts to build and connect a global integrated science and computing platform. The USGS will gather, integrate, and present data in multi-dimensional ways to advance and refine our understanding of the Earth and its geologic and ecologic systems. Three-dimensional models of ground water aquifers and energy and mineral deposits in the subsurface will be generated to help identify prospective areas for exploration and utilization. We will produce vegetation maps to pinpoint areas with high risks of wildland fire occurrence. We will deliver high resolution geospatial databases and topographic map images to support public purposes and enhance resource management.
Strategic Objectives
Statement:
Monitor and assess water availability and quality.
Description:
The USGS Water Science Strategy (Strategy), outlined in Circular 1383-G Observing, Understanding, Predicting, and Delivering Water Science to the Nation, identifies water science goals and objectives that serve the Nation and address the water challenges for the future. 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. The Strategy is intended to inform long-term approaches to USGS program planning, technology investment, partnership development, and workforce and human capital strategies. The choice of strategic water science priority actions, goals and objectives is based on the guiding principles to observe, understand, predict and deliver water information that allows society to meet the water challenges of the Nation, current and future. While the Strategy does not cover all facets of USGS work in hydrology, it builds on a hierarchy of planning documents and provides a science-based response to the overarching issues of water availability and hydrologic hazards.
Water science actively promotes the use of information by decision makers to minimize loss of life and property as a result of water-related natural hazards, such as floods, droughts, and land movement; effectively manages groundwater and surface water resources for domestic, agricultural, commercial, industrial, recreational, and ecological uses; protects and enhances water resources for human health, aquatic health, and environmental quality; and contributes to the wise physical and economic development of our Nation's resources for the benefit of present and future generations.
Statement:
Generate geologic maps.
Description:
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. Detailed, accurate information about the nature and origin of the geology of an area, portrayed through geologic maps and three-dimensional frameworks, is essential for identifying mineral, oil, and gas resources, finding and protecting groundwater, guiding earthquake damage prediction, identifying landslide and post-wildfire hazards, guiding transportation planning, and generally improving the quality of life and economic vitality of the Nation.
Statement:
Assess national and international energy and mineral resources.
Description:
The USGS provides research, assessments, maps, and data to understand and communicate national and global energy and mineral resource accumulation, distribution, and potential. These products are provided to resource managers and policymakers to support informed policy and management decisions on land and resource use and the evaluation of trade-offs and environmental risks.
Strategic Goal:
Build a 21st Century Workforce
Statement:
Our ability to maintain a highly effective organization that meets the needs of the Nation is challenged by a highly decentralized organization, which employs significant numbers of employees and volunteers at the local level and a variety of models for service delivery that are unique to Interior’s nine bureaus and multiple offices. Over 70,000 employees, including a cadre of seasonal employees, and over 280,000 volunteers perform a spectrum of duties that require highly skilled and unique disciplines to conduct specialized activities such as fi refighting, inspection of oil and gas operations, management of wild horse and burros, migratory bird aerial surveys, wildlife disease necropsy, and others.
The Department benefits from a workforce that is passionate about the mission, dedicated to public service, and highly skilled and knowledgeable. These are the Department’s greatest asset. They are challenged by factors including an aging workforce and the demands of technology and knowledge management. Interior is focusing on the improvement of key areas that will strengthen workforce management capabilities including recruitment, retention, and development. Activities underway include workforce assessment and planning and hiring reforms to reduce the time it takes to bring employees on board.
Interior’s vision for a highly skilled workforce that reflects the diversity of the Nation includes a new inclusivity strategy that uses multiple cultural backgrounds as tools for competition and workforce development. Differences in background, thought, education, and experience contribute to the varied perspectives in the workplace and create a dynamism for higher performance and success in achieving mission goals.
Strategic Goal:
Sustainability of Interior's Operations
Statement:
Earlier this year, the Department completed a Strategic Sustainability Performance Plan mapping out strategies to reduce Interior’s environmental footprint over the coming years with a goal to incorporate sustainable practices throughout and more effectively utilize resources and protect the environment.
The Department is complying with the requirements of Executive Order 13514, Federal Leadership in Environmental, Energy, and Economic Performance by aligning sustainability goals with mission goals and focused strategies to reduce greenhouse gas emissions, build and rehabilitate facilities using sustainability principles, and reducing water consumption. The Department’s Sustainability Council links the efforts of employees in the field with senior management’s efforts to modify policies and practices in order to foster an inclusive and transparent process to promote sustainability including inviting employees to submit their ideas for improving sustainable practices.
Strategic Goal:
Dependability and Efficiency of Information Technology
Statement:
Information technology is a key tool that supports the accomplishment of mission goals; technology can significantly advance the effectiveness and efficiency of programs and help employees to be more productive. Information technology can also help Interior to address increasingly complex challenges in managing a large and geographically dispersed organization. Interior’s vision is developing and providing the right mix of information technology products and services at a lower cost while delivering greater service to employees and customers.
To realize this vision, the Department is implementing a series of technology innovations and efficiencies to deliver improved services at a lower cost, including consolidation of infrastructure and shifting commodity technology services from in-house delivery mechanisms to capable external providers. These efforts will yield benefits in improved sustainability, reduced carbon footprint, and energy and efficiency savings.
Strategic Goal:
Improve Acquisition and Real Property Management
Statement:
Interior’s programs utilize the skills and services of the private sector with approximately $2.7 billion annually in contracted work and including over 50 percent of this work performed by small businesses. The mission goals of the Department are significantly advanced through effective management of contracts in a manner that reduces risk, and achieves desired results that cost less. Through a combination of innovative procurement methods, the Department is focused on the achievement of goals that will leverage purchasing power, promote efficient business practices, and focus on development and retention of a skilled acquisition workforce.
Interior owns and operates 47,000 buildings and 112,000 structures including the iconic monuments and memorials on the National Mall in Washington, D.C., Hoover Dam straddling the border of Arizona and Nevada, and Bureau of Indian Education schools. These assets are treasured for their cultural and historic significance; scenic, recreational, and environmental values; functional purposes like water control; and in some cases the revenues they provide. The Department’s asset management programs focus on the proper stewardship of these assets and proper upkeep and maintenance to support mission goals based on the use of condition indices and on incorporating initiatives to promote the effective operation and management of facilities, including the disposal of excess assets.
Strategic Goal:
Promote Small and Disadvantaged Business
Statement:
The Department promotes the use of small and disadvantaged businesses in its execution of a $2.7 billion annual portfolio of contracting and as a result is able to contract with small business for over 50 percent of this amount. The Department’s program managers, acquisition specialists, and small business advocates promote the use of small businesses; conduct outreach with small businesses to inform them of upcoming contracting opportunities; and provide advice and counseling about the contracting process.
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FY16-17 Agency Priority Goals
An Agency Priority Goal is a near-term result or achievement that agency leadership wants to accomplish within approximately 24 months that relies predominantly on agency implementation as opposed to budget or legislative accomplishments. Click below to see this agency's FY16-17 Priority Goals.
Agency Priority Goal:
Statement:
Increase the approved capacity for production of energy from domestic renewable resources to support a growing economy and protect our national interests while reducing our dependence on foreign oil and climate-changing greenhouse gas emissions.
By September 30, 2017, increase approved capacity authorized for renewable (solar, wind, geothermal, and hydropower) energy resources affecting Department of the Interior managed lands, while ensuring full environmental review, to at least 16,600 Megawatts (since the end of FY 2009).
Description:
Problem or opportunity being addressed
As manager of one-fifth of the nation’s landmass and 1.7 billion acres of the outer continental shelf, the Department of the Interior plays a major role in implementing the Obama Administration’s “Smart from the Start” strategy to develop all appropriate sources of renewable and conventional energy on U.S. public lands. Responsible development of conventional and renewable resources on Interior managed lands and waters involve processing applications in a focused manner with full environmental analysis and public review. By advancing renewable energy, Interior helps America produce more energy at home, reducing our dependency on foreign oil while supporting a growing economy, creating jobs, and reducing greenhouse gas emissions.
Onshore, the Bureau of Land Management (BLM) has identified 20.6 million acres of public land with wind energy potential in 11 western states, 30 million acres with solar energy potential in six southwestern states, and 111 million acres of public land in western states and Alaska with geothermal resource potential. Offshore, the Bureau of Ocean Energy Management (BOEM) manages the Outer Continental Shelf, 1.7 billion acres of federal-offshore lands with enormous wind-energy potential.
In addition, Interior reduces energy consumption within its own buildings at over 1,000 Interior sites nationwide ranging from visitor centers to wildlife refuges and tribal facilities, and increasingly self-generates energy by installing rooftop solar panels at Interior owned sites as appropriate.
Relationship to agency strategic goals and objectives
This goal ties directly to Mission Area 3, “Powering Our Future and Responsible Use of the Nation’s Resources,” of the Department of the Interior’s FY 2014-2018 Strategic Plan. The priority goal helps Interior meet Goal 1, “Secure America’s Energy Resources,” through responsible development of renewable energy on our public lands by facilitating environmentally appropriate solar, wind and wave, geothermal, and hydropower projects in the right ways and right locations.
Key barriers and challenges
Permitting in an environmentally responsible manner sometimes results in changes to applicants’ project proposals. For example, proposed projects may be rejected or reduced in size and scope to avoid or minimize impacts to tribal and cultural resources, threatened and endangered species and their habitat, viewsheds, and other areas designated for protection by Congress, the President, or the Secretary of the Interior. Additionally, renewable energy companies themselves sometimes scale down, modify timelines, develop projects in phases, or otherwise modify or withdraw projects for reasons unrelated to Interior’s permitting process. By tracking progress on a quarterly basis, Interior monitors emerging issues and challenges associated with renewable energy projects. In recent years, private companies’ applications for renewable energy projects on Interior lands have declined due to difficulties in securing financing and obtaining power purchase agreements with electric utility companies. Additionally, technology and transmission constraints, such as an applicant needing to upgrade a transmission line, impact the number of renewal energy applications and approvals.
Stakeholder Engagement
BLM developed the goal in conjunction with the Assistant Secretary for Land and Minerals Management as well as other Federal agencies including DOD, USDA, EPA, NOAA; Interior bureaus including BIA, FWS, NPS, USGS; and States, local entities, conservation groups, industry and others engaged in advancing the Administration’s ‘all-of-the-above’ strategy to develop domestic energy resources and to achieve one of the Secretary of the Interior’s top priorities for “Powering Our Future.” Additional information is available via http://www.blm.gov/wo/st/en/prog/energy/renewable_energy.html.
Agency Priority Goal:
Statement:
Enable capability to increase the available water supply in the Western States through conservation-related programs to ensure adequate and safe water supplies.
By September 30, 2017, the Department of the Interior will facilitate the availability of water supplies employing conservation, efficiency, and technology in the western United States through Bureau of Reclamation water conservation programs to 1,100,000 acre-feet cumulatively since the end of FY2009.
Description:
Problem or opportunity being addressed
The Nation faces an increasing set of water resource challenges: aging water-related infrastructure, rapid population growth, depletion of groundwater resources, and climate variability and change. Shortages and water use conflicts have become more commonplace in many areas of the US, even in "normal" years. Water issues and challenges are especially increasing in the West due to prolonged drought and population shift. A sustainable water supply is critical to address current and future water shortages, degraded water quality, increased demands for water and energy from growing populations, recognition of environmental water requirements, and water inequity for Indian tribes and rural communities disadvantaged by financial need or geographic isolation. Traditional water management approaches, by themselves, no longer meet today's needs. Federal leadership is critical to widespread acceptance and implementation of effective conservation and recycling techniques.
Relationship to agency strategic goals and objectives
This goal contributes to Mission Area 5, “Ensuring Healthy Watersheds and Sustainable, Secure Water Supplies,” of the Department of the Interior’s FY 2014-2018 Strategic Plan. This latest version of the Priority Goal builds upon efforts started with the initial FY 2010/2011 Priority Goal to “Enable capability to increase available water supply for agricultural, municipal, industrial, and environmental uses in the western United States up to 350,000 acre-feet (estimated amount) by 2012 through the bureau’s various conservation-related programs, such as water reuse and recycling (Title XVI) and WaterSMART Grants.
Key barriers and challenges
Measuring water conservation can be complex. The primary challenges and risks that influence achievement of the Priority Goal include:
- The availability of water measurement data;
- The number and scope of the projects proposed from year-to-year;
- State water laws (e.g., disincentives to water conservation);
- The ability to complete environmental compliance in a reasonable timeframe and cost;
- Local cost-shares (e.g., inability to meet cost-share requirements identified by respective program).
Stakeholder Engagement
Reclamation works collaboratively with non-federal, state, local and tribal governments, water districts, and other entities on a cost-shared basis to implement water management and conservation projects in the 17 Western states. Reclamation incorporates stakeholder feedback into its conservation efforts by engaging stakeholders during program formulation and significant program revisions. For example, based on applicant feedback, Reclamation revised the Title XVI funding opportunity to make it easier for applicants to request funding for ongoing work without having to break it into project phases. Similarly, Reclamation published the WaterSMART Strategic Implementation Plan in the Federal Register in March 2011 (http://www.usbr.gov/watersmart/docs/FedRegister_WaterSMART_Implementation_plan_FINAL.PDF) and incorporated comments into the final document. Reclamation also routinely works with its partners at the State and local level through public outreach meetings, scoping committees, and through reporting and program oversight.
Agency Priority Goal:
Statement:
Reduce the need for repeat incarcerations in Indian communities
By September 30, 2017, reduce rates of repeat incarceration in five target tribal communities by 3% through a comprehensive “alternatives to incarceration” strategy that seeks to address underlying causes of repeat offenses, including substance abuse and social service needs, through tribal and federal partnerships.
Description:
Problem or opportunity being addressed
The rate of recidivism nationally among Native Americans, an estimated 33% higher than non-native populations, creates a huge drain on the already overtaxed local Native economies: overcrowding at dilapidated detention centers, court dockets overwhelmed with cases, and, in many instances, loss of family primary bread winners.
This priority goal seeks to reduce recidivism by addressing root causes and by implementing alternatives to incarceration. In terms of addressing underlying causes of re-arrest, BIA focuses resources on drug and alcohol abuse treatment and prevention programs, including addressing pre-disposing factors such as safety in the home and community; emotional, psychological, and physical poverty; and grief from loss of family and culture. BIA coordinates social service needs of the target population, including mental health, education, employment, and family issues with the goal of reducing re-offenses. In terms of alternatives to incarceration, BIA uses, as appropriate, probation, courts specific to substance abuse cases, and traditional cultural courts including healing to wellness courts that apply solutions-focused sentencing options and talking circles for truant juveniles.
This priority goal focuses on reducing repeat incarceration in five tribal communities. Three communities, Duck Valley, Red Lake, and Ute Mountain, carry over from the FY 2014-15 priority goal. For FY 2016-17, two additional communities will be identified and included. Communities are chosen based on existing infrastructure and services, and the potential for enhancing these services/infrastructure, as well as tribal willingness to participate. During the 2014-15 goal period, the first year involved putting into place the services, infrastructure, and activities at the pilot locations. Actual measurement began in FY 2015, during which there were 81 repeat offenders among the 150 habitual offenders initially identified in FY 2013 at the three tribal communities; a reduction of 69 in the number of repeat offenders . Given the length of time required to address the causes of repeat offenses, the FY 2016-17 results, combined with those of FY 2015, will give the Department a more realistic, multi-year picture of these recidivism reduction efforts.
Relationship to agency strategic goals and objectives
The recidivism reduction effort ties directly to Mission Area 2, “Strengthening Tribal Nations and Insular Communities,” in the Department of the Interior’s FY 2014-2018 Strategic Plan as well as Administration initiatives to improve the quality of life in tribal and native communities.
Key barriers and challenges
While pursuing the prior FY 2010-2013 Priority Goal on reducing violent crime, BIA realized that reducing the number of repeat offenses could have a significant effect on the crime rate. Techniques used in other cities that direct attention and services to reducing repeat offenses were considered for application in tribal communities. Duck Valley, Red Lake and Ute Mountain, three very geographically dispersed communities, experience high levels of crime, disparate levels of staffing and training, equipment shortages, and significant differences and gaps in technology. Additionally, reducing recidivism requires negotiating commitments with the Justice Department’s Tribal justice program and internal BIA programs. Successful reduction in repeat incarcerations also requires cooperation and support from federal, state and tribal participants.
Other key challenges may include:
- Access to tribal correctional facilities records;
- Availability of funding for components of the program not under Interior’s jurisdiction, e.g. detention facilities;
- Availability of substance abuse treatment programs – social program budgets, staffing, and capacity have not kept pace with the increased law enforcement effort;
- Sentencing resources and alternative program availability; and
- Other environmental, social, and economic factors.
Stakeholder Engagement
This priority goal and the implementation plan included consultation with tribal leaders of the participating reservations to ensure a high level of understanding and commitment for the goal. Developing alternatives to incarceration requires ongoing coordination with, and assistance from, multiple entities within the tribal community to confront issues such as substance abuse, domestic violence, and worker training that can impact recidivism rates. Interior regularly meets with and assists tribal programs to discuss progress and any barriers or issues that may negatively affect meeting the goal.
Agency Priority Goal:
Statement:
Understand, communicate, and respond to the diversity of impacts associated with climate change to improve the resilience of the nation’s communities, natural resources, and safeguard our cultural heritage sites.
By September 30, 2017, the Department of the Interior will mainstream climate change adaptation and resilience into program and regional planning, capacity building, training, infrastructure, and external programs, as measured by scoring at least 400 of 500 points using the Strategic Sustainability Performance Plan scorecard.
Description:
Problem or opportunity being addressed
Interior established policy emphasizing the importance of considering and analyzing potential climate change impacts in long-range planning exercises. These plans evaluate risks to and vulnerabilities in bureau operations and missions, and outline actions to manage these in the short- and long-term. Interior continues to develop, implement and update comprehensive plans to integrate consideration of climate change science and response strategies to make the nation’s communities, watersheds, and natural resources more resilient, and safeguard our cultural heritage.
Relationship to agency strategic goals and objectives
The Secretary of the Interior identified the effects of climate change as a challenge affecting missions across Interior, just as the President identified in his Climate Change Action Plan Policy and Executive Order 13514 (October 5, 2009) and “Preparing the United States for the Impacts of Climate Change” (November 1, 2013). (https://www.whitehouse.gov/climate-change) Interior has developed Climate Change resilience policies and strategies providing principles and guidance to bureaus and offices for addressing climate change impacts on Interior’s mission, programs, operations and personnel. (See https://www.doi.gov/climate).
Key barriers and challenges
Understanding, communicating, and responding to the diversity of impacts associated with climate change across the various landscapes of the United States is an ambitious undertaking. Identifying similar terminology and means of measurement, engaging in collaborative communications with partners both within and outside Interior, obtaining adequate scientific understanding, and integrating various datasets and information sources are just some aspects of this effort that are already underway, and each of these activities is challenging.
Stakeholder Engagement
Climate Science Centers and Landscape Conservation Cooperatives engage Interior and other Federal agencies, local and State partners, and the public to design practical, landscape-level strategies for managing climate-change impacts. Interior is building the scientific and organizational infrastructure to work with partners to develop adaptation tools and coordinate climate-change responses at the landscape level. Interior is partnering to develop state-of-the-art strategies to translate science into adaptive management and to develop robust ecological-forecasting models.
Agency Priority Goal:
Statement:
Build the next generation of conservation and community leaders by supporting employment of youth and Millennials at the Department of the Interior.
By September 30, 2017, the Department of the Interior will provide 100,000 work and training opportunities over four fiscal years (FY 2014 through FY 2017) for individuals age 15 to 35 to support Interior’s mission.
Description:
Problem or opportunity being addressed
The future of the Nation’s natural, cultural and historic heritage depends on the next generation of active stewards. The Millennial generation, defined as individuals born in 1980 or later, is larger, more urban and diverse than any generation in our history. Yet Millennials have grown up more disconnected from the natural world. As Secretary Sally Jewell has said, “Engaging the Millennial generation in service on public lands, welcoming them into the Department of the Interior, and so many other opportunities to have work within public lands management, is going to be a critical part of our future, if we care about these special places that help define us.”
Secretary Sally Jewell, March 14, 2014 – Announcing the Next Generation Priority http://www.doi.gov/youth/news/engaging-the-next-generation.cfm
Interior's Engaging the Next Generation priority goal seeks to establish meaningful and deep connections between young people from every background and every community to the great outdoors. Interior is working to inspire millions of young people to play, learn, serve and work outdoors, and aims to provide 100,000 work and training opportunities over four years to individuals up to the age of 35.
Relationship to agency strategic goals and objectives
This priority goal supports Mission Area 4, “Engaging the Next Generation,” of the Department of the Interior’s FY 2014-2018 Strategic Plan, as well as efforts to create a 21st Century Workforce. Interior benefits from a workforce that is passionate about the mission, dedicated to public service, and highly skilled and knowledgeable. Across Interior, 40% of our permanent workforce will be eligible to retire within the next five years. As part of our succession planning, a variety of work and training opportunities to next generation students and recent graduates are provided. Interior’s goal of engaging youth in conservation includes programs to encourage the nation’s youth to play, learn, serve, and work in the great outdoors.
Key barriers and challenges
By and through its partners, Interior must provide work and training opportunities within a specific time-frame for seasonal and temporary summer employment. If bureaus miss the window of opportunity during the limited time-frame, participants may seek employment opportunities elsewhere. Additionally, with approximately one-third of Interior youth employment stemming from partnership agreements, our ability to enter into partnership agreements is essential, particularly for the peak hiring seasons when colleges are out of session. These public/private partnership efforts help to leverage Federal dollars, in some cases by a 3 to 1 ratio, and assist Interior in increasing youth employment opportunities.
Stakeholder Engagement
Interior partners with the Corps Network, which engages 30,000 young people in all 50 States, in addition to the Public Lands Service Coalition. Also, Interior partners with non-profit, corporate, state, local and tribal entities to enhance volunteer service opportunities and youth employment in the great outdoors. Interior will continue to engage these stakeholders in implementing broader youth stewardship and engagement.
Agency Priority Goal:
Statement:
Improve production accountability, safety, and environmental protection of oil and gas operations through increased inspection of high-risk oil and gas production cases.
By September 30, 2017, the Bureau of Land Management (BLM) will complete 100 percent of the inspections for federal and Indian potential high-risk oil and gas production cases annually to better ensure accountability and safety.
Description:
Problem or opportunity being addressed
Oil and gas production on Interior’s managed lands represents a significant part of the nation’s hydrocarbon production. In February 2011, the Government Accountability Office (GAO) listed Interior’s management of Federal oil and gas on GAO’s High-Risk List for deficiencies in its oversight of three broad areas:
- Revenue Collection: (a) whether Interior is collecting a “fair return”; (b) whether Interior is consistently meeting its target for production verification inspections; and (c) whether Interior has sufficient capacity to ensure that it is collecting reliable and consistent data on the production and sale of oil and gas from Federal lands and waters.
- Human Capital: Interior’s ability to adequately address persistent problems in hiring, training, and retaining sufficient staff for oversight and management of oil and gas operations on Federal lands and waters.
- Reorganization: whether Interior has the capacity to undertake the broad reorganization of its offshore oil and gas management and revenue collection functions while still providing reasonable assurance that billions of dollars in revenue are properly assessed and collected as well as managing oil and gas exploration and production on Federal lands and waters. In February 2013, GAO reported Interior’s completion of addressing this deficiency.
Conducting annual inspections of high risk oil and gas cases helps ensure accurate production reporting and correct royalty payments, as part of addressing the recommendations specified in the GAO High Risk Listing. High risk case identification focuses on the following seven risk factors, four generated by the BLM and three derived from the Office of Natural Resources Revenue’s (ONRR) risk model:
- BLM : (1) production rating; (2) number of missing Oil and Gas Operations Reports (OGOR); (3) non-compliance rating; and (4) date of last production inspection.
- ONRR: (1) OGOR reporting error rating; (2) production variance rating; and (3) audit findings rating.
Relationship to agency strategic goals and objectives
In addition to assisting with addressing the revenue collection deficiency, this priority goal ties directly to Mission Area 3, Powering Our Future and Responsible Use of the Nation’s Resources, in the Department of the Interior’s FY 2014-2018 Strategic Plan. Additionally, inspecting high risk producing cases ensures compliance of oil and gas operations with lease terms, regulations in title 43 CFR 3161.3 (a), and other applicable regulations. Section 101(a) of the Federal Oil and Gas Royalty Management Act of 1982 requires, at a minimum, annual inspections of those federal and Indian lease sites producing, or expected to produce, significant quantities of oil or gas or for which a history of non-compliance exists.
Key barriers and challenges
The number of certified inspectors limits the Department’s ability to meet annual high risk cases inspection requirements. Historically, high turnover of certified Interior inspectors resulted from competing private sector companies’ hiring efforts. Recent oil price drops, however, seem to be slowing this trend.
Stakeholder Engagement
Interior developed this goal in conjunction with the White House/OMB and oil and gas production recommendations in response to GAO and the Office of the Inspector General.
Agency Priority Goal:
Statement:
Restore or enhance habitat to improve the health of the monarch butterfly and other pollinator populations that help sustain functioning ecosystems and the long-term productivity of working agricultural lands.
By September 30, 2017, the Department of the Interior (through the Fish & Wildlife Service) will double the acres of restored or enhanced habitat for Monarch butterflies and other pollinators. (Doubling the number of acres restored or enhanced for Monarch butterflies and other pollinators by September 30, 2017 will result in a total of 320,000 acres of agency land, private land, and state land restored or enhanced.)
Description:
Problem or opportunity being addressed
This Agency Priority Goal (APG) is part of Interior’s efforts to support and implement the National Strategy to Promote the Health of Honey Bees and Other Pollinators (Strategy) released on May 19, 2015, by the White House Pollinator Health Task Force (Task Force). The Strategy documents current and planned Federal actions to achieve three longer-term overarching goals:
- Honey Bees: Reduce honey bee colony losses during winter within 10 years.
- Monarch Butterflies: Increase the Eastern population of the monarch butterfly by 2020.
- Pollinator Habitat Acreage: Restore or enhance land for pollinators over the next 5 years through Federal actions and public/private partnerships.
The Strategy addresses four themes:
- conducting research to understand, prevent, and recover from pollinator losses;
- expanding public education programs and outreach;
- increasing and improving pollinator habitat; and
- developing public-private partnerships across all these activities.
The Strategy consists of a Pollinator Research Action Plan (Plan), and plans for outreach and education; habitat enhancement and increased acreage; and public-private partnerships. The Task Force will modify and adjust the Strategy to reflect evolving science. This will ensure that Federal agencies use resources effectively to improve pollinator habitat and health. The President directed representatives from each of the departments and agencies responsible for various elements of the plan to report regularly to the Task Force.
Interior’s proposed FY2016/2017 priority goal is one portion of the Government-wide response to the Strategy and complements other agencies’ efforts (as both part of proposed APGs, as well as other Task Force implementation actions) without being duplicative.
- The monarch butterfly population is in crisis, having declined by more than 90 percent from its peak in the late 1990’s to the lowest population count on record during the winter of 2013-2014. The Fish and Wildlife Service (FWS) leads the federal government’s efforts to guide actions for monarch conservation, which serves as a flagship effort for broader pollinator conservation work. Interior’s APG on Monarchs and Other Pollinators directly addresses two of the three Task Force overarching goals (on Monarch Butterflies and Pollinator Habitat) as well as addressing public education and outreach and public-private partnerships.
- The other agencies with APGs related to pollinators also address multiple but not identical facets of the National Strategy to Promote the Health of Honey Bees and Other Pollinators.
- The U.S. Department of Agriculture’s (USDA) APG focuses on habitat restoration to assist honey bees and other pollinators (not specifically Monarchs). This effort directly addresses the goal for honey bees while also addressing pollinator habitat in general.
- The Environmental Protection Agency’s (EPA) APG addresses assessment of pesticides, other commercially available chemicals, and the risks those may pose to honey bees and other pollinators. This goal also addresses larger issues affecting all pollinators and is complementary to all other agency efforts since it uses EPA’s expertise in risk evaluation of the use of chemicals in the environment.
Relationship to agency strategic goals and objectives
This priority goal supports Goal 1, “Protect America’s Landscapes,” in Mission Area 1 of the Department of the Interior’s FY 2014-2018 Strategic Plan. The strategies employed in this goal are: 1) Improve land and water health by managing the wetlands, uplands, and riparian areas that comprise our national parks, wildlife refuges, and BLM lands; and 2) Sustain fish, wildlife, and plant species by protecting and recovering the Nation’s fish and wildlife in cooperation with partners, including states. The state of Monarchs reflects the health of the American landscape and its pollinators. Monarch population declines are symptomatic of environmental problems that also pose risks to food production; the spectacular natural places that help define our national identity, and our own health. Conserving and connecting habitat for monarchs will benefit many other plants and animals, including critical insect pollinators, as well as future generations of Americans.
Key barriers and challenges
North American monarch butterflies are in trouble. Threats, including loss of milkweed habitat needed to lay their eggs and for their caterpillars to eat, are having a devastating impact on monarch populations and the migration phenomenon. Much of the habitat that Monarchs and other pollinators utilize is on private lands, so it is crucial to have a strong set of partners who can reach out and work with private landowners to create sufficient habitat to protect and sustain healthy populations of Monarchs and other pollinators.
Stakeholder Engagement
The Memorandum of Understanding (MOU) between the National Wildlife Federation (NWF) and the Fish and Wildlife Service serves as a catalyst for national collaboration on monarch conservation, particularly in planting native milkweed and nectar plants - the primary food sources in breeding and migration habitats for the butterfly. One of the MOU goals is to stimulate efforts to work together — individuals, communities, farmers, land managers, and local, state, and federal agencies — to ensure that every American child has a chance to experience amazing Monarchs in their backyards. Stakeholder engagement plans address the growing threats affecting so much of America’s treasured wildlife — habitat loss, pesticide overuse and climate change — to preserve Monarchs and America’s rich wildlife legacy. The NWF and its state affiliates will engage other key partners on the front lines of action. The USDA agencies implementing the conservation provisions of the 2014 Farm Bill will play a key role in helping engage agricultural producers in monarch conservation efforts.
The National Fish and Wildlife Federation’s (NFWF) new Monarch Conservation Fund provides the first dedicated source of funding for projects working to conserve monarchs. From California to the Corn Belt, the FWS will fund numerous conservation projects totaling $2 million in 2015 to restore and enhance more than 200,000 acres of habitat for Monarchs while also supporting over 750 schoolyard habitats and pollinator gardens. Many of the projects will focus on the monarch flyway anchored around the I-35 corridor from Texas to Minnesota - areas that provide important spring and summer breeding habitats for the eastern population.
Agency Priority Goal:
Statement:
Improve the graduation rate of tribal high school students and facilitate tribal self-determination in shaping the educational curriculum for students.
By September 30, 2017, the Department of the Interior will increase the percentage of tribal students attending bureau funded schools who complete high school with a regular diploma within four years of their 9th grade entry date by 5% (relative to 2014-2015 school year) and convert 4 schools from bureau to tribal operated.
Description:
Problem or opportunity being addressed
The 183 federally-funded Bureau of Indian Education (BIE) schools, educating more than 48,000 students on 63 reservations in 23 states, have a graduation rate of 53 percent compared to a national average of 80 percent.[1]
Removing barriers to the success of Native American youth includes improving Indian education. Low rates of educational attainment perpetuate a cycle of limited opportunity for higher education or economic success. Tribal communities can best identify barriers and opportunities for Indian education and design effective, culturally-relevant strategies for operating tribal schools that improve outcomes for their students. 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.[2]
Relationship to agency strategic goals and objectives
This priority goal ties directly to Mission Area 2, “Strengthening Tribal Nations and Insular Communities,” of the Department of the Interior’s FY 2014-2018 Strategic Plan. Additionally, improving graduation rates and giving tribes more control over educational curricula supports Administration initiatives to improve the quality of life in tribal and native communities.
Key barriers and challenges
Educational achievement can also be affected by conditions in the community including its economy, available nutrition, wellness, mental health, substance abuse, family life, exposure to bullying and violence, housing shortages, etc. As such, the education provided by BIE-funded schools may be only one of several factors impacting graduation rates.
Stakeholder Engagement
BIE engages with tribal education departments and tribal colleges to help build the capacity and needs of schools.
In education, as in other areas of Federal Indian services, the Administration recognizes that successful Indian education involves tribal management of their schools. Today, tribes operate more than 2/3 of BIE funded schools, with BIE directly operating the remaining schools. Interior comprehensively reviewed BIE operations for achieving improvements in Indian education, as described in “Findings & Recommendations” prepared by the Indian Education Study Group (see http://www.bie.edu/NewsEvents/StudyGroup/index.htm and http://www.doi.gov/news/upload/Study-Group-Blueprint-DOI-FINAL.pdf). The review revealed significant organizational changes necessary to provide tribes the resources and support needed to directly operate high-performing schools, to remove institutional obstacles that hamper student achievement, and to enable principals to focus on instructional leadership. The review also highlighted the need to provide targeted and highly customized technical assistance that meets the unique instructional needs of each BIE-funded school, including instruction on the tribe’s language, history, and culture.
[1] Page 5, 2014 Native Youth Report, Executive Office of the President, December 2014.
[2] Page 19, 2014 Native Youth Report, Executive Office of the President, December 2014.
Expand All
FY14-15 Agency Priority Goals
An Agency Priority Goal is a near-term result or achievement that agency leadership wants to accomplish within approximately 24 months that relies predominantly on agency implementation as opposed to budget or legislative accomplishments. Click below to see this agency's FY14-15 Priority Goals.
Agency Priority Goal:
Statement:
Climate change adaptation.
By September 30, 2015, the Department of the Interior will demonstrate maturing implementation of climate change adaptation as scored when carrying out strategies in its Strategic Sustainability Performance Plan.
Description:
Problem or opportunity being addressed
The Department has established policy emphasizing the importance of considering and analyzing potential climate change impacts when undertaking long-range planning exercises. Such plans must evaluate risks to and vulnerabilities in bureau operations and missions, and outline actions to manage these in the short- and long-term. The Department continues to develop, implement and update comprehensive plans to integrate consideration of climate change science and response strategies into operations to help make the nation’s communities, watersheds, and natural resources more resilient, and safeguard our cultural heritage.
Relationship to agency strategic goals and objectives
The Secretary of the Interior has identified the effects of climate change as a major challenge affecting missions across the Department, just as the President has identified in his Climate Change Action Plan Policy and Executive Order 13514 (October 5, 2009) and on “Preparing the United States for the Impacts of Climate Change” (November 1, 2013). The Department’s Climate Change Adaptation Policy (523 DM 1) provides a set of principles and guidance to bureaus and offices for addressing climate change impacts on the Department’s mission, programs, operations and personnel. The policy also establishes roles and responsibilities for carrying out climate change adaptation principles.
Key barriers and challenges
Understanding, communicating, and responding to the diversity of impacts associated with climate change across the various landscapes of the United States is an ambitious undertaking. Identifying similar terminology and means of measurement, engaging in collaborative communications with partners both within and outside DOI, obtaining adequate scientific understanding, and integrating various datasets and information sources are just some aspects of this undertaking that are already underway, and each of these activities is challenging.
Stakeholder Engagement
Climate Science Centers and Landscape Conservation Cooperatives are engaging Interior and other Federal agencies, local and State partners, and the public to craft practical, landscape-level strategies for managing climate-change impacts within the eight regions. The Department is building the scientific and organizational infrastructure to work with partners in the development of adaptation tools and the coordination of climate-change responses at the landscape level. We are partnering to develop state-of-the-art strategies to translate science into adaptive management and to develop robust ecological-forecasting models.
Agency Priority Goal:
Statement:
Renewable energy resource development.
By September 30, 2015, increase approved capacity authorized for renewable (solar, wind, and geothermal) energy resources affecting Department of the Interior managed lands, while ensuring full environmental review, to at least 16,500 Megawatts (since 2009).
Description:
The Obama Administration’s coordinated strategy to develop all appropriate sources of renewable and conventional energy on U.S. public lands calls for development of onshore and offshore renewable energy under a ‘Smart from the Start’ approach that prioritizes and processes existing applications in a coordinated, focused manner with full environmental analysis and public review.
As manager of one-fifth of the nation’s landmass and 1.7 billion acres of the outer continental shelf, the U.S. Department of the Interior has the resources to help America produce more energy at home, thereby supporting a growing economy and job creation and reducing dependence on foreign oil and increasing sustainable practices with reduced greenhouse gas emissions. Secretary Sally Jewell has placed a priority on “Powering Our Future,” emphasizing the responsible development of conventional and renewable resources on our nation’s public lands and waters.
Onshore, the Bureau of Land Management (BLM) has identified 20.6 million acres of public land with wind energy potential in 11 western states, 30 million acres with solar energy potential in six southwestern states, and 111 million acres of public land in western states and Alaska with geothermal resource potential. Offshore, the Bureau of Ocean Energy Management (BOEM) manages the Outer Continental Shelf, 1.7 billion acres of federal-offshore lands with enormous wind-energy potential, and approved in 2011 the construction plan for Cape Wind Energy off the coast of Massachusetts.
In addition to the multiple renewable energy efforts on public lands, the Department of Interior is reducing energy consumption within its own buildings while also self-generating renewable energy at over 1,000 Interior sites nationwide, including locations such as visitor centers, wildlife refuges, recreation centers, and tribal facilities. Developing such renewable energy resources responsibly could help support a growing economy and protect our national interests while reducing our dependence on foreign oil and climate-changing greenhouse gas emissions.
Relationship to agency strategic goals and objectives
As the means for advancing the Administration’s ‘all-of-the-above’ strategy to develop domestic energy resources, realizing one of the Secretary of the Interior’s key priorities in creating a new energy frontier and as reflected in Interior’s Strategic Plan’s mission area to “Powering Our Future and Responsible Use of the Nation’s Resources,” this goal continues to expand upon the efforts started with the initial FY 2010/2011 Priority Goal to, “Increase approved capacity authorized for renewable (solar, wind, and geothermal) energy resources on Department of the Interior managed lands, while ensuring full environmental review, by at least 9,000 megawatts through 2011.” As part of securing America’s energy future, DOI is helping to move our nation toward a clean-energy economy. At Interior, this means changing the way we do business by opening our doors to responsible development of renewable energy on our public lands. This means using a ‘Smart from the Start’ approach that prioritizes and processes existing applications in a coordinated, focused manner with full environmental analysis and public review. Efforts include facilitating environmentally appropriate renewable-energy projects involving solar, wind and waves, geothermal, and hydropower. These resources, developed in the right ways and the right places, will help curb our dependence on foreign oil, reduce our use of fossil fuels and promote new industries and jobs here in America.
Key barriers and challenges
Renewable energy projects, especially solar and wind, are complex. The Department is committed to permitting renewable energy projects on public lands in an environmentally responsible manner. As a result, proposed projects are sometimes rejected or reduced in size and scope to avoid or minimize impacts to tribal and cultural resources, threatened and endangered species and their habitat, or areas near or adjacent to lands designated by Congress, the President, or Secretary for the protection of sensitive viewsheds, resources, and values that could be adversely affected by development. Additionally, renewable energy companies sometimes decide to scale down, modify timelines and develop their projects in phases, or otherwise modify or withdraw projects for reasons unrelated to the permitting process.
By tracking progress on a quarterly basis, Interior is aware of the emerging complex issues and challenges associated with the formulation of renewable energy projects that require time and resources to address—including for example, rerouting and modification of plans to avoid impacts to natural resources like sensitive avian and wildlife species and tribal concerns. Further, while Interior agencies play a critical role in facilitating the siting and permitting of renewable energy projects on public lands, there are other factors that impact a potential project’s progress, including the project proponent’s ability to secure financing and to obtain power purchase agreements with electric utility companies. Technology and transmission constraints, such as an applicant needing to upgrade a transmission line, can also impact the overall schedule.
Stakeholder Engagement
This goal includes a broad number of stakeholders within Interior and externally. It is a continuation of a FY 2012-2013 goal that was developed by BLM in concert with the Assistant Secretary for Land and Minerals Management. Other Federal agencies including DOI, USDA, EPA, NOAA; Interior bureaus including FWS, NPS, USGS; as well as States, local entities, conservation groups, industry and others are engaged to advance the Administration’s ‘all-of-the-above’ strategy to develop domestic energy resources and to achieve one of the Secretary of the Interior’s top priorities for “Powering Our Future.”
Agency Priority Goal:
Statement:
Water Conservation. By September 30, 2015, the Department of the Interior will further enable the capability to increase the available water supply for agricultural, municipal, industrial, and environmental uses in the western United States through Reclamation water conservation programs to 840,000 acre-feet, cumulatively since the end of FY2009.
Description:
Problem or opportunity being addressed
The Nation faces an increasing set of water resource challenges: aging water-related infrastructure, rapid population growth, depletion of groundwater resources, and climate variability and change. Shortages and water use conflicts have become more commonplace in many areas of the US, even in "normal" years. Water issues and challenges are especially increasing in the West, due to prolonged drought and population shift.Traditional water management approaches, by themselves, no longer meet today's need.Federal leadership is critical to widespread acceptance and implementation of effective conservation and recycling techniques.
Relationship to agency strategic goals and objectives
As the means for realizing one of the Secretary of the Interior’s key priorities for tackling the water challenges in the west, this goal will add to the achievements reflected in the Strategic Plan under the mission area to “Sustainably Manage Energy, Water, and Natural Resources.
Reclamation works collaboratively with non-federal, state, local and tribal governments, water districts, and other entities, on a cost-shared basis to implement projects that improve water management and result in water conservation in the 17 Western states. This includes projects to line unlined canals, install remote technology to allow for more accurate control over water deliveries, install new water measurement devices, and other projects that allow water users to decrease water diversions by increasing efficiency and operational flexibility. By conserving water that can be made available for other uses, these projects contribute to the goal by increasing the available water supply and contribute to Reclamation’s broader objective of achieving a more sustainable water supply.
A sustainable water supply is critical to address current and future water shortages; degraded water quality; increased demands for water from growing populations and energy needs; amplified recognition of environmental water requirements; the potential for decreased water supply availability due to drought, climate change, or decreased storage and delivery capacity; and water inequity for Indian tribes and rural communities disadvantaged by financial need or geographic isolation. Reclamation believes that water conservation, use of water markets, and improved efficiency are crucial elements of any plan to address western water issues. With leveraged water sustainability grants, an important step will be taken towards increasing conservation for a more efficient use of water in the West.
Key barriers and challenges
The primary challenges and risks that influence achievement of the Priority Goal include:
- The availability of data needed to measure water conserved.
- Water savings are heavily dependent upon applications submitted by project sponsors.
- State Water Laws (e.g., disincentives to water conservation).
- Ability to complete environmental compliance in a reasonable timeframe and cost.
- Local cost-shares (e.g., inability to meet cost-share requirements identified by respective program).
Stakeholder Engagement
This goal is a continuation of the FY 2012-2013 goal that was developed by the Reclamation Commissioner and the Assistant Secretary Water and Science as a means for helping achieve one of the Secretary of the Interior’s top priorities in addressing the water challenges facing the western U.S.
Programs that contribute to the Priority Goal for Water Conservation provide funding for improvements proposed, planned, and carried out by non-Federal entities with Reclamation’s assistance.Collaboration is therefore a crucial aspect of efforts to achieve this Priority Goal. Reclamation also incorporates stakeholder feedback into its conservation efforts by engaging stakeholders during program formulation and significant program revisions.For example, Reclamation made draft funding criteria for the Title XVI Program available for public review and comment in 2010 and incorporated feedback into final criteria.Similarly, the WaterSMART Strategic Implementation Plan was published in the Federal Register in March 2011 and comments were incorporated into the final document.Reclamation also routinely works with its partners at the State and local level through public outreach meetings, scoping committees, and through reporting and program oversight.
Agency Priority Goal:
Statement:
Safer and More Resilient Communities in Indian Country.
By September 30, 2015, reduce rates of repeat incarceration in three target tribal communities by 3% through a comprehensive “alternatives to incarceration” strategy that seeks to address underlying causes of repeat offenses, including substance abuse and social service needs through tribal and federal partnerships.
Description:
Problem or opportunity being addressed
The rate of recidivism nationally among Native Americans is estimated to be 33% higher than non-native populations, according to one Department of Justice report. Locally recidivism creates a huge drain on already overtaxed economies as well as overcrowded and dilapidated detention facilities.Individuals who repeat offend and are incarcerated, fill court dockets, and in many cases take primary bread winners out of the home.
Relationship to agency strategic goals and objectives
This goal and associated activities will facilitate the ability of Interior to realize one of the President’s key objectives and a key priority for the Secretary of the Interior. The effort is in direct support of the goal to re-establish the relationship with Indian Tribes and support the Strategic Goal to “Advance Government-to-Government Relationships with Indian Nations and Honor Commitments to Insular Areas.”
Key barriers and challenges
Conducting a focused program in highly geographically dispersed communities, with high levels of crime, disparate levels of staffing and training, and equipment have proven to be significant challenges. Cooperation and support from Federal, State and tribal participants is a key requirement. Tribal justice program commitment, differences and gaps in technology and program availability and participation is a key issue. Funding increases for these program components has been aligned with the priority goal making this more feasible.
Other key challenges may include but not limited to:
- Record access of Tribal Correctional facilities
- Availability of funding for components of the program that are not under Interior’s jurisdiction, e.g. detention facilities
- Availability of substance abuse treatment programs – social program budgets, staffing and capacity have not kept pace with the increased law enforcement effort
- Sentencing resources and alternative program availability.
Stakeholder Engagement
The Department conducts consultation with tribal leaders and other stakeholders during the development of the budget and prior to the development and implementation of the Priority Goal on their respective reservations. This ensures a high level of understanding and commitment is received from all parties.
The Department has already begun to assist the Tribes in developing alternative to incarceration strategic plans based on the available resources in the community and or resources that stakeholders can provide to assist.
The Department assists the tribal programs with developing and coordinating stakeholder and community meetings throughout the initiative to discuss progress and any barriers or issues that may negatively affect meeting the goal.
Agency Priority Goal:
Statement:
Engaging the Next Generation: By September 30, 2015, the Department of Interior will provide 40,000 work and training opportunities over two fiscal years (FY 2014 and FY 2015) for individuals age 15 to 35 to support the mission of the Department.
Description:
a. Problem or opportunity being addressed
The future of the Country’s natural, cultural and historic heritage depends on the next generation of active stewards. The Millennial generation, defined as individuals born in 1980 or later, is larger, more urban and diverse than any generation in our history. Yet Millennials have grown up more disconnected from the natural world. As Secretary Sally Jewell indicated, “Engaging the millennial generation in service on public lands, welcoming them into the Department of the Interior, and so many other opportunities to have work within public lands management, is going to be a critical part of our future, if we care about these special places that help define us.”
Secretary Sally Jewell, March 14, 2014 – Announcing the Next Generation Priority http://www.doi.gov/youth/news/engaging-the-next-generation.cfm
The underlying objective of Interior's Engaging the Next Generation priority is to establish meaningful and deep connections between young people from every background and every community to the great outdoors. Interior is investing millions of dollars in our Engaging the Next Generation priority to inspire millions of young people to play, learn, serve and work outdoors. To that end, Interior has established a goal of providing 100,000 work and training opportunities over four years to individuals up to the age of 35. In support of this long-term goal, the FY 2014-FY 2015 priority goal is being extended to include ages 15-35 in providing 40,000 work and training opportunity over the two year period, starting in FY 2015.
This priority goal complements Interior’s efforts to develop a 21st Century Workforce. The Department benefits from a workforce that is passionate about the mission, dedicated to public service, and highly skilled and knowledgeable. Across Interior, 40% of our permanent workforce will be eligible to retire within the next five years. Providing a variety of work and training opportunities to students and recent graduates is critical to our succession planning.
b. Relationship to agency strategic goals and objectives
This priority goal supports Strategic Plan mission area 4, “Engaging the Next Generation” as well as efforts to create a 21st Century Workforce. The priority goal aims to address reductions in work and training opportunities created by fiscal challenges in FY 2013 and builds upon the number of opportunities provided in FY 2010-FY 2012.
This priority goal for work and training opportunities builds upon other Engaging the Next Generation initiatives at DOI. The Department’s goal of engaging youth in conservation includes programs to encourage the nation’s youth to play, learn, serve, and work in the great outdoors. As the culmination of this four pronged approach, work and training opportunities for youth depend in great part on successful efforts to promote recreation on DOI-managed public lands, encourage the nation’s educators to bring our natural environment into classrooms, and cultivate a culture of service in support of conservation and natural resource management.
c. Key barriers and challenges
Work and training opportunities, both directly by the Department and through partners, must occur within a specific time-frame for seasonal and temporary summer employment in order to secure commitments from participants. If bureaus miss the window of opportunity during the limited time-frame, participants may seek employment opportunities elsewhere. Additionally, with approximately one-third of DOI youth employment stemming from partnership agreements, budget uncertainty creates significant challenges to Bureaus’ ability to enter into partnership agreements, particularly for the peak hiring seasons when colleges are out of session. These public/private partnership efforts help to leverage Federal dollars, in some cases by a 3 to 1 ratio, and assist the Department in increasing youth employment opportunities.
In FY 2013, fiscal and budgetary challenges significantly impacted the Department’s ability to fund work and training opportunities for youth. Furthermore, the timing of the budgetary uncertainty, as well as the implementation of new models of youth employment across the government, via the Pathways program, made timely hiring of youth for those available positions difficult. Should current budgetary and fiscal trends continue, the Department expects these to pose a barrier to fulfillment of this goal.
d. Stakeholder Engagement
Key partners include the over 150 members of the Corps Network that engage 30,000 young people in all 50 States in addition to the work of the Public Lands Service Coalition. These public/private partnership efforts help to leverage Federal dollars in some cases 3 to 1 and have assisted the Departments in increasing youth employment opportunities. In addition, there are many non-profit, corporate, state, local and tribal entities that partner with the Department to enhance volunteer service opportunities and youth employment in the great outdoors. It will continue to be important to engage these stakeholders as we implement related recommendations for the broader youth stewardship and engagement priority goal.
Agency Priority Goal:
Statement:
Oil and gas resources management. By September 30, 2015, the Bureau of Land Management (BLM) will increase the completion of inspections of federal and Indian high risk oil and gas cases by 9 percent over FY 2011 levels, which is equivalent to covering as much as 95% of the potential high risk cases.
Description:
Problem or opportunity being addressed
The inspection of high risk producing oil and gas cases is paramount to help ensure that hydrocarbon production on federally managed lands are properly accounted for and results in accurate royalty payments to the public and Indian owners of such minerals.Oil and gas production on federally supervised lands represent a significant part of the nation’s hydrocarbon production.Operating regulations at 43 CFR 3161.3 (a) require the BLM to inspect all leases which produce high volumes of oil or natural gas and those leases that have a history of non-compliance at least once a year.The high risk cases are determined by four risk factors: production rating; number of missing Oil and Gas Operations Reports (OGOR); non-compliance rating; and, last production inspection date rating.
This effort is a component of addressing the deficiencies identified in the GAO High Risk report, which identified the areas for needed improvement including:
- ensuring data on production verification and royalties are consistent and reliable,
- meeting goals for oil and gas verification inspections, and
- ensuring that informal employee training is supported by formalized training courses offered on a consistent basis.
Relationship to agency strategic goals and objectives
Achieving a high rate of inspecting high risk producing cases will advance the BLM’s mission by ensuring that oil and gas operations are conducted in compliance with lease terms, with the regulations in title 43 CFR 3161.3 (a), and all other applicable regulations. The BLM is charged, in Section 101. (a) of the Federal Oil and Gas Royalty Management Act of 1982, with procedures to ensure that each federal and Indian lease site which is producing or is expected to produce significant quantities of oil or gas in any year or which has a history of non-compliance be inspected at least once annually.
Key barriers and challenges
The Bureau is limited in its ability to meet the requirement of inspecting all high risk cases by the number of certified inspectors available to inspect these cases. Competing priorities take time from these inspectors in completing high risk production inspections. High priority drilling and abandonment inspections must be completed prior to high risk production inspections. In addition the Bureau has historically had a high turnover of certified inspectors.
Stakeholder Engagement
The Government Accountability Office (GAO) and the Department of the Interior Office of Inspector General (OIG) has pointed out the failure of the BLM to adequately ensure production of federal and Indian minerals. The BLM answered the requests from both the GAO and OIG. This Priority Goal was created to help address some of the identified concerns while providing a forum by which the Department can continue to track the progress toward addressing the other concerns identified by GAO. The goal was developed in concert with the White House and released with the President’s FY 2013 Budget.
Success Stories
Since 2009, the Department of the Interior has approved the development of 16,000 megawatts of capacity for power generation or transmission using renewable energy resources; enough to potentially power approximately 5 million homes
Since 2009, the Department of the Interior has approved grants that will increase water conservation by over 1 million acre feet of water, extending the available water supply in the Western States.
