America is Open for Business Strategic Plan FY 2014-2018

1.1. Increase opportunities for U.S. 2.1. Grow a more productive, agile, and high-value manufacturing sector through companies by opening markets globally partnerships and collaborations that accelerate technology development and (ITA, NOAA, NTIA, USPTO) commercialization (NIST)

1.2. Increase U.S. exports by broadening 2.2. Increase the capacity of U.S. regional economies to accelerate the production and deepening the U.S. exporter base of value-added goods and services by providing services to and investments (BIS, EDA, ESA, ITA, MBDA, OS) in businesses and communities (EDA, ESA, MBDA, NIST, USPTO)

1.3. Increase high-impact inward foreign 2.3. Strengthen the Nation’s digital economy by championing policies that will direct investment into the United States maximize the potential of the Internet, expanding broadband capacity, and (EDA, ESA, ITA) enhancing cybersecurity (NIST, NTIA, USPTO)

1.4. Strengthen fair competition in 2.4. Accelerate the development of industry-led skills strategies that result in international trade for U.S. firms a productive workforce for employers and high-quality jobs for workers and workers by addressing and (EDA, ESA, NIST) resolving foreign unfair trade practices and enforcing international trade 2.5. Accelerate growth of innovation-intensive economic sectors by building public and private capacity to invent, improve, and commercialize new agreements (ITA) products and services (EDA, NIST, USPTO) 3 4 ENVIRONMENT DATA Ensure communities and businesses have the necessary Improve government, business, and information, products, and services to prepare for and prosper community decisions and knowledge by in a changing environment transforming Department data capabilities and supporting a data-enabled economy

3.1. Advance the understanding and prediction of changes in the 4.1. Transform the Department’s data capacity to environment through world class science and observations (NIST, enhance the value, accessibility and usability NOAA) of Commerce data for government, business and the public (ESA, NIST, NOAA, NTIS)

3.2. Improve preparedness, response, and recovery from weather and water events by building a Weather-Ready Nation (ESA, NOAA) 4.2. Improve data-based services, decision- making, and data sharing within the

3.3. Strengthen the resiliency of communities and regions by delivering Department and with other parts of the targeted services to build capacity (EDA, ESA, NIST, NOAA) federal government (BIS, ESA, ITA)

3.4. Foster healthy and sustainable marine resources, habitats, and 4.3. Collaborate with the business community to ecosystems through improved management and partnerships (NOAA) provide more timely, accurate, and relevant

3.5. Enable U.S. businesses to adapt and prosper by developing data products and services for customers environmental and climate-informed solutions (ESA, ITA, NIST, NOAA) (ESA, NOAA) 5 OPERATIONAL EXCELLENCE Deliver better services, solutions, and outcomes that benefit the American people

5.1. Strengthen organizational capabilities to drive customer-focused, outcomes-driven mission performance (OS, All Bureaus) Note: ESA includes the Bureau of Economic Analysis (BEA) and the Census Bureau. 6 | DEPA RT ME N T O F C O MME R C E • F Y 20 1 4 – FY 2 0 1 8 STRATE GI C P LAN NCE TRA DE LLE AN CE D EX IN L V A E N IO TRADE AND INVESTMENT S AT TM ER EN OP T Strategic Goal 1: Expand the U.S. economy through ENVIR ON TA increased exports and inward foreign investment that DA M EN T lead to more and better American jobs INNO VAT I O N Trade and investment are critical to the Nation’s engaged with the 95 percent of consumers prosperity. The United States is the world’s who live outside U.S. borders. Encouraging largest economy—the largest exporter and investment will help the United States in the importer of goods and services and the world’s growing competition for global foreign direct largest recipient of foreign direct investment. In investment which will continue to increase 2013, the United States exported more than $2.3 as emerging markets mature. As the lead trillion worth of goods and services. Exports fuel trade and investment promotion agency in the U.S. economic growth; support good jobs; and federal government, the Department’s goal is to spread ideas, innovation, and American values. increase the global fluency of U.S. businesses and make trade and investment a bigger part Being the leader, however, is not enough. Too of the U.S. economy’s DNA. few U.S. companies export to too few markets. Of the more than 300,000 U.S. exporters, the top one percent account for approximately 80 percent of the value of U.S. merchandise exports, underscoring the tremendous opportunity for U.S. companies to export more. Increasing trade will help the U.S. economy continue to rebalance from one mostly driven by domestic consumption to one increasingly F Y 2 01 4 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 7 T R A D E A N D I NV E ST M E NT STRATEGIC OBJECTIVE 1.1 Increase opportunities for U.S. companies by opening markets globally (ITA, NOAA, NTIA, USPTO) The strength of the U.S. economy continues to depend Department, including ITA, NTIA, USPTO, and NOAA, on competitive manufacturing and services sectors working alongside the Office of the U.S. Trade Repre- and a vibrant open global marketplace. Growth in key sentative, ensure that U.S. negotiating objectives reflect foreign markets will help drive global economic recov- the priority needs of U.S. industries competing in the ery. More than one billion new consumers worldwide global market. These priorities include new agreements will enter the middle class during the next 15 years, with strong and effective disciplines on trade barriers. and their buying power will increase the consumption Additionally, NOAA participates in international agree- of goods and services worldwide. ments to promote policies that protect the environment. The playing field is leveled when businesses from all As economies around the world grow, some foreign nations share responsibility for sustainability. governments develop policies that create barriers to U.S. companies in those markets. These trade barriers Ensure that U.S. commercial interests are advanced and other trade practices cost U.S. companies billions of with foreign governments (ITA, NTIA, USPTO). In dollars in lost revenue. Trade barriers result not only in many markets around the world, most U.S. companies financial loss, but also limit the ability of U.S. companies do not have direct access to foreign government to expand production, hire additional workers, or pursue regulators or decisionmakers. Formal government- investment opportunities. Studies indicate that trade to-government mechanisms, such as the U.S.-China openness added $800 billion to $1.4 trillion to the U.S. Joint Commission on Commerce and Trade, enable economy since World War II, amounting to $7 thousand regular exchanges to raise and resolve systemic trade to $13 thousand per U.S. household. Removing the and investment issues. Other dialogues that involve remaining trade barriers could result in an additional the private sector, such as the U.S.-Brazil CEO Forum, $400 billion to $1.3 trillion annually, or about an additional provide U.S. companies with an opportunity to engage $4 thousand to $12 thousand per U.S. household. directly with key foreign government officials with whom they normally would not have access. Furthermore, The Department will deploy its policy and promotional world-wide competition for large government contracts tools to help U.S. firms compete for new opportunities is fierce as many of these contracts result in billions globally. A renewed focus on global competitiveness of dollars in sales. President Obama recognized the will help strengthen the long-term health of U.S. importance of such contracts and has established industries and stimulate domestic job creation. an Interagency Task Force on Commercial Advocacy, The Department will also use its expertise on export led by the Secretary of Commerce, to put the full promotion and industry-economic-country issues to force of U.S. government resources toward winning conduct holistic analyses of U.S. trade issues and more government contracts abroad. ITA leads all needs, make recommendations, and take actions. U.S. government advocacy efforts, coordinating U.S. government resources and authority to level the playing KEY STRATEGIES field for U.S. business interests competing for specific international public contracts (both civilian and defense). Ensure U.S. commercial and economic interests are advanced in trade agreements and in other interna- Reduce foreign trade barriers (ITA, NTIA, USPTO). tional fora (ITA, NOAA, NTIA, USPTO). With greater Foreign government-imposed trade barriers cost U.S. interdependencies in global supply chains and the rise of exporters billions of dollars each year. Barriers include cross-border issues, the global trading system and the inadequate protections for IP rights; discriminatory, international agreements that govern it have become arbitrary, or otherwise unfair regulations and standards; more complex. Recognizing these complexities, effec- lack of transparency; localization requirements; and tive U.S. participation in bilateral, regional, and multilat- corruption. ITA, USPTO, and NTIA, working alongside eral trade agreements is critical. Multiple bureaus at the other U.S. government agencies including the Office of 8 | DEPA RT ME N T O F C O MME R C E • F Y 20 1 4 – FY 2 0 1 8 STRATE GI C P LAN TR A D E A N D I N VES TMENT the U.S. Trade Representative, will take steps to resolve United States will protect U.S. IP rights abroad. ITA trade barriers, while protecting U.S. regulatory interests, and USPTO will also continue to share best practices particularly those with industry-wide or market-wide and facilitate technical assistance to foreign govern- impacts. Enhanced cooperation among patent and ments and organizations to improve predictability and trademark offices of Europe, Japan, Korea, and the transparency in foreign markets. STRATEGIC OBJECTIVE 1.1 PERFORMANCE INDICATORS Future Indicators llDollar value of exports enabled by prevention, reduction, or removal of trade (the outcomes that we will strive barriers (ITA, NTIA, USPTO) to measure in the future) Key Indicators llNumber of advocacy wins (ITA) (the outcomes that we can llDollar value of U.S. contracts from advocacy wins (ITA) measure now) llNumber of target foreign trade barriers prevented, reduced, or removed (ITA) Supporting Indicators llNumber of foreign government officials trained on best practices to protect (other measures that have an and enforce intellectual property (IP) (USPTO) impact on our target outcomes) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 1.2 Increase U.S. exports by broadening and deepening the U.S. exporter base (BIS, EDA, ESA, ITA, MBDA) Recognizing the important role of exports to the U.S. target foreign markets, meet qualified international economy, President Obama announced the National buyers and distributors, and overcome challenges Export Initiative in 2010. U.S. exports have increased and barriers when they doing business overseas. steadily since the launch of this Initiative, reaching a Moreover, the Secretary of Commerce, as chair of the record $2.3 trillion in 2013. However, the Nation still Trade Promotion Coordinating Committee, will lead the remains below its full export potential. U.S. firms national export strategy, set priorities, and drive federal under-export compared to competitor industrialized efforts to increase exports. nations. Of the U.S. companies that do export merchan- dise, 58 percent export to only one market. The Inter- KEY STRATEGIES national Monetary Fund forecasts that approximately 80 percent of world economic growth over the next five Educate U.S. companies and communities on years (2014 – 2018) will take place outside of the United the benefits of exporting (ESA, ITA, MBDA). States. Yet many small and medium-sized companies in ITA and MBDA will increase efforts to communicate the the United States, the engines of economic growth and benefits and importance of exporting to the U.S. econ- innovation, rarely export. omy, long-term competitiveness of U.S. businesses, and consumers. ITA, working with ESA and MBDA, will The Department, through its programs, expertise, and develop and implement business engagement strate- global presence, is uniquely positioned to help U.S. gies, including outreach and educational events around companies understand the importance of exporting. the country, analyses of the impact of exports, and Department research and analyses can identify the best testimonials from successful exporters. export opportunities for U.S. goods and services. With offices located in more than 70 countries, 48 U.S. states, Provide tailored export assistance to U.S. companies Puerto Rico and Washington D.C., Department experts, and communities to connect U.S. companies to including those in the U.S. and Foreign Commercial foreign markets and qualified buyers and partners Service, help U.S. companies access valuable market (BIS, EDA, ITA, MBDA, OS). ITA will provide information, promote their products and services in foreign market intelligence, identify industry-specific F Y 2 01 4 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 9 T R A D E A N D I NV E ST M E NT opportunities and best market prospects, and help the way federal agencies collect data from exporters. develop market entry strategies. ITA is positioned to The Department will support the President’s effort to help U.S. companies find the right buyers and business develop an efficient and cost-effective trade processing partners through its presence in U.S. embassies and infrastructure, including the International Trade Data consulates around the world and relationships with trade System which will reduce the administrative burden of show organizers and trade multiplier organizations. ITA export data filings. In addition, reducing inefficiencies provides opportunities for business partnerships through in U.S. supply chains will increase exports across trade missions and trade shows, and by researching industries. The U.S. supply chain (including supply buyers, agents, and distributors for U.S. companies. chain management, transportation services, logistics, Helping small and medium-sized enterprises and freight forwarding, and port management) provides the businesses in distressed communities will continue to infrastructure to support the U.S. export enterprise. be a key focus. BusinessUSA will assist entrepreneurs ITA will pursue opportunities to eliminate supply chain and businesses to discover and access resources inefficiencies internationally through formal and informal that can help them export. EDA will also help regions bilateral and multilateral engagement with key trading and communities by providing grants to develop partners. In the United States, ITA will partner with the and implement place-based strategies that leverage Department of Transportation to identify ways to make regional assets and build capacity to expand exports. the U.S. supply chain infrastructure more competitive. BIS will provide exporters and potential exporters Efficiencies gained in these areas will have a direct with information on how to navigate the U.S. export positive impact on U.S. exporters’ ability to compete control system. and export. Utilize public-private partnerships to increase U.S. Overhaul and simplify the Nation’s export control exports worldwide (ITA, MBDA). Partnerships with system (BIS). The President’s Export Control Reform state and local export resources, economic development Initiative is fundamentally a national security effort offices, trade associations, and corporations enable intended to achieve greater regulatory efficiency and ITA and MBDA to accelerate international sales of rationality, and focus controls on the most significant exporters. ITA will continue to partner with multiplier items and destinations—higher fences around the trade organizations and other U.S. private-sector entities most sensitive items. A key element of the reform to advance the U.S. trade agenda. These partnerships is moving tens of thousands of items—mostly parts include Market Development Cooperator Program and components—from the U.S. Munitions List to the partners that are dedicated to creating opportunities more flexible Commerce Control List. The move will for U.S. companies in foreign markets. ITA will enable more nuanced distinctions among technologies, also continue to partner with localities through the destinations, and end users than under the State Metropolitan Export Initiative, which seeks to increase Department’s International Traffic in Arms Regulations. U.S. exports across metropolitan areas around the This will strengthen the U.S. defense industrial base by United States. removing incentives for foreign manufacturers to avoid using U.S. parts and components. U.S. exporters of Reduce the transaction costs and complexities of such items, particularly small and medium-­‐sized firms, exporting (ESA, ITA). One way to make it easier for will be more competitive. U.S. companies to export is to simplify and modernize 10 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN TR A D E A N D I N VES TMENT STRATEGIC OBJECTIVE 1.2 PERFORMANCE INDICATORS Future Indicators llDollar value of U.S. exports generated from Department assistance (ITA, (the outcomes that we will strive MBDA, BIS) to measure in the future) Key Indicators llPercentage of Global Markets clients that achieved their export objectives (the outcomes that we can (APG for FY 2014 – 2015) (ITA) measure now) llNumber of clients assisted (ITA) llNumber of export transactions completed under the new authority of Commerce export licenses and license exceptions (BIS) Supporting Indicators llNumber and dollar amount of grants that support place-based export (other measures that have an strategies (EDA) impact on our target outcomes) llNumber of jobs created or retained, and dollars leveraged (contracts and financings) through minority business export activity (MBDA) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 1.3 Increase high-impact inward foreign direct investment into the United States (EDA, ESA, ITA) For the last 10 years of available data (2002-2012), the Led by the Department, SelectUSA, involves multiple United States has been the world’s largest recipient of Department bureaus, includes other federal agencies, foreign direct investment. Every day, foreign companies and works alongside U.S. states and localities to establish new operations in the United States or provide advocate aggressively for the United States as a premier additional capital to existing businesses. The United investment destination. This coordinated federal effort States has an attractive investment climate as the world’s assures the global investment community that America largest consumer market, with skilled and productive is open for business. The Department’s advocacy efforts workers, a highly innovative culture, a strong and effective are also backed up by capacity building grants that help legal system, a predictable regulatory environment, and communities create an economic ecosystem in which low cost energy. In addition, the Nation’s strong commit- the private sector can leverage regional and community ment to environmental protection adds sustainability to assets to promote foreign investment. U.S. assets. To remain a premier investment destination, the United States must continue to nurture and build upon these strengths, fostering the conditions necessary KEY STRATEGIES to attract business production back to the United States (reshoring) or locate facilities within the United States Lead coordinated investment promotion (ITA). Invest- rather than in other countries. ment teams will develop country and industry-specific strategies in 32 economies with substantial potential Foreign direct investment in the United States contributes for investments in the United States. ITA will lead the significantly to U.S. economic growth and prosperity. development of the strategies and create single points In 2011, value added by majority-owned U.S. affiliates of contact for categories of investors. U.S. missions of foreign companies accounted for 4.7 percent of total around the world and offices in the United States will U.S. private output. These firms employed 5.6 million expand outreach to prospective investors, host or people in the United States, or 5.1 percent of private- participate in in-country or regional events to encourage sector employment. The United States competes with investment, and leverage local business connections to countries that have aggressive national programs to promote investment in the United States. Research will encourage businesses to move to or expand within their identify high-potential sectors, and industry and invest- own borders. In response to this competition, President ment experts will engage potential foreign investors Obama announced a federal SelectUSA initiative in 2011. in those sectors. This direct engagement will also be F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 11 T R A D E A N D I NV E ST M E NT supported and complemented by more robust online ment organizations with information on foreign direct marketing and training efforts. investment trends, effective global outreach methods, and marketing strategies to promote U.S. locations to Provide tailored investment assistance to investors foreign investors. These services will be provided on a (ESA, ITA). ITA will enhance its outreach efforts and geographically neutral basis. Furthermore, EDA will help proactively engage the foreign investment community to regions and communities by providing grants to develop identify the information and services they need to invest and implement place-based strategies to leverage in the United States. This input will be used to develop regional assets and build overall capacity to expand clear, complete, and consistent information for potential foreign direct investment. foreign investors. The input will also be used to address unnecessary obstacles to investment. SelectUSA will Advocate globally for the United States as a provide a formal ombudsman service for businesses destination for investment (ITA). For the first time, investment. the U.S. government will advocate systematically to Provide coordinated support to states and localities to business leaders to locate production and investment attract investment (EDA, ITA). ITA and EDA will amplify in the United States. This tactic is often employed by their support to regional, state, and local economic competitor nations looking to attract investment. The development organizations to attract investment. The Department, through SelectUSA, will coordinate actions Department will help coordinate these efforts and by top federal officials, including the President, to provide platforms and opportunities for local efforts to increase investment by foreign business in the United connect with potential foreign investors. The Depart- States. When these businesses “select USA,” new ment, through ITA, will also provide economic develop- U.S. jobs and investment result. STRATEGIC OBJECTIVE 1.3 PERFORMANCE INDICATORS Future Indicators llNumber of U.S. jobs supported as a result of inward investment facilitated (the outcomes that we will strive by the Department (ITA) to measure in the future) llDollar value of inward investment successes facilitated by the Department (ITA) llPercentage of clients that achieved their investment objectives (ITA) Key Indicators llNumber of investment clients assisted by the Department (ITA) (the outcomes that we can llRecipient estimated number of jobs and dollar amount of private investment measure now) generated as a result of grants that support inward investment (EDA) Supporting Indicators llNumber of ombudsman cases facilitated by the Department (ITA) (other measures that have an impact on our target outcomes) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 1.4 Strengthen fair competition in international trade for U.S. firms and workers by addressing and resolving foreign unfair trade practices and enforcing international trade agreements (ITA) Efforts to enhance U.S. commercial competitiveness and ITA helps domestic manufacturers compete against maximize potential U.S. exports can be thwarted by unfair unfairly traded imports into the United States. ITA’s and injurious practices of foreign firms and their govern- petition counseling unit helps U.S. workers and firms ments. Only with a level playing field can U.S. companies who assert damage from violations. In particular, the strengthen and develop the capacity to expand into new unit’s focus is to ensure that small and medium-sized markets or maintain market share at home and abroad. enterprises understand their rights and the requirements for filing a petition to initiate an investigation of possible As the federal agency charged with administering foreign dumping and subsidization. Once petitions the U.S. antidumping and countervailing duty laws, seeking relief under the trade remedy laws are filed, 12 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN TR A D E A N D I N VES TMENT ITA investigates the allegations. When imports are found Enhance partnership with other U.S. enforcement to be dumped or subsidized and a cause of injury to agencies and private sector stakeholders to identify and U.S. industry, ITA instructs U.S. Customs and Border thwart evasion of border measures (ITA). In recent years, Protection (CBP) to collect duties to offset the impact. unscrupulous foreign exporters and their domestic import- ers have stepped up efforts to illegally evade antidumping The Department also offers assistance to U.S. exporters and countervailing duty orders aimed at counteracting and investors, particularly small and medium-sized enter- unfair trade practices. To ensure proper enforcement of prises, by coordinating government resources to overcome these orders, ITA will continue to work collaboratively trade barriers. This assistance educates U.S. industry with U.S. enforcement agencies, including CBP and with on international trade agreements that maintain open affected domestic industries. ITA and CBP also develop markets. ITA’s trade experts monitor foreign government strategies, such as the implementation of import certifi- compliance with the more than 250 trade agreements cations, which are intended to better identify and subse- so that companies, investors, and workers can realize quently thwart efforts by foreign exporters to illegally the benefits of the agreements. Through its full range of evade the collection of duties. Through partnerships with legal, analytical, investigatory, trade policy, and commercial affected domestic industries, ITA is able to gather informa- expertise, the Department provides robust and compre- tion and assess efforts by importers and foreign exporters hensive services to help U.S. exporters confront, forestall, to circumvent the imposition of border measures. These and resolve foreign unfair trade practices. and other actions demonstrate that, by working closely and collaboratively with U.S. enforcement agencies and private KEY STRATEGIES stakeholders, ITA can provide domestic industries with timely and effective relief from the unfair trade practices Enforce U.S. antidumping and countervailing duty of certain foreign exporters and their governments. trade remedy laws (ITA). ITA defends U.S. industry against injurious trade practices by administering the Monitor and ensure compliance with trade agreements antidumping and countervailing duty laws of the United (ITA). There are more than 250 trade agreements in States efficiently, fairly, and in a manner consistent with force that open up foreign markets to U.S. goods and U.S. international obligations. The Department enforces services. ITA works with other compliance agencies and the laws by conducting investigations and reviews the Interagency Trade Enforcement Center to ensure that based on U.S. industry petitions that allege imports are U.S. companies benefit from the new market access being dumped or unfairly subsidized, and that those these agreements should create. As U.S. companies imports are causing or threatening material injury to the encounter problems in overseas markets, the Department competing U.S. industry. Furthermore, the Department invokes commitments under trade agreements and closely will vigorously defend the results of U.S. antidumping monitors activity to ensure foreign government compli- and countervailing duty determinations before domes- ance. Strengthened focus of ITA resources on compliance, tic courts and international tribunals. Through the coupled with more rigorous engagement of foreign govern- timely identification and measurement of the unfair ments that are not honoring their obligations, will yield trade practices, ITA is able to impose, when appropri- significant benefits for U.S. exporters in terms of market ate, border measures which offset the trade-distorting access and removal of discrete trade barriers. Monitor- impact of the dumped and subsidized imports. ing compliance also creates better visibility for specific problems and informs government trade policy-making. STRATEGIC OBJECTIVE 1.4 PERFORMANCE INDICATORS Future Indicators llDollar value of exports enabled or retained by ensuring compliance with (the outcomes that we will strive trade agreements (ITA) to measure in the future) Key Indicators llPercent of antidumping and countervailing duty determinations issued (the outcomes that we can within statutory and/or regulatory deadlines (ITA) measure now) llNumber of antidumping and countervailing duty petition counseling engagements involving small and medium-sized enterprises (ITA) llNumber of compliance cases resolved successfully (ITA) See Appendix A for additional details on key performance indicators. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 13 NCE TRA DE LLE AN CE D EX IN L V A E N IO INNOVATION S AT TM ER EN OP T Strategic Goal 2: Foster a more innovative U.S. ENVIR ON TA economy—one that is better at inventing, improving, DA M EN T and commercializing products and technologies that lead to higher productivity and competitiveness INNO VAT I O N Innovation is the invention, improvement, Innovative manufacturing can be an engine of and commercialization of new products, sustained growth and competitiveness. The processes, and services. Now, more than ever Department will increase regional and national before, innovation is the primary driver of U.S. capacity for innovative manufacturing through competitiveness, wage and job growth, and partnerships with state and local governments, long-term economic growth. As much as half academic institutions, and the private sector. of economic growth in the United States can be It will continue to be the principal defender and attributed to advances in science, technology, champion of the digital economy—the greatest and business processes. driver of innovation and economic growth in the 21st century. The Department’s convening Innovation is the result of a virtuous cycle power, regional economic development planning where initial advancements in technology and know-how, and statistical and economic analysis processes often lead to additional technology expertise will enable industry-driven solutions and process improvements, as well as positive to the shortage of high demand skills and industry spillovers in general. It starts with to sustainability issues that could threaten the generation of new ideas that are nurtured U.S. industry’s competitiveness. Finally, the through applied research and development (R&D) Department will continue to support R&D that and then manufactured to take those ideas to leads to transformative changes in technology scale and generate new products and services. and promote intellectual property (IP) policy that The experience and knowledge gained through supports innovation. manufacturing then leads to new ideas that start the cycle again. The Department has central responsibility for supporting and expanding each part of this cycle and has the relationships with businesses necessary to identify workforce skills needed in growing industries. 14 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN I N N OVATIO N STRATEGIC OBJECTIVE 2.1 Grow a more productive, agile, and high-value manufacturing sector through partnerships and collaborations that accelerate technology development and commercialization (NIST) The U.S. manufacturing sector continues to be a KEY STRATEGIES mainstay of U.S. economic productivity, generating $2 trillion in GDP in 2012 (which equates to 12.5 percent Lead outreach through the White House Office of of total U.S. GDP). Moreover, manufacturing has a Manufacturing Policy (NIST, OS). The challenges larger multiplier effect than any other major economic of globalization and technological change require a activity—$1 spent in manufacturing generates $1.35 concerted effort across the Administration to support in additional economic activity. Despite the U.S. an innovative, vibrant manufacturing sector. Through manufacturing sector’s apparent productivity, missed the Office of Manufacturing Policy, NIST, the Secretary, opportunities remain where the full economic and and the White House will conduct targeted outreach commercial value from investments in research are to business leaders, and craft and oversee the not realized. Administration’s manufacturing agenda. The United States excels at basic science and invention, Establish the National Network for Manufacturing but the commercial and economic rewards that Innovation (NIST). There is a gap in the U.S. emerge from these accomplishments are primarily innovation infrastructure that hinders the transition realized only after discovery—especially at the points of new manufacturing processes and technologies of manufacturing scale-up and commercialization. from the lab bench to the manufacturing floor. The This is particularly true for complex, cost-efficient, National Network for Manufacturing Innovation high-value-added products whose commercialization (NNMI), a proposed national network of up to 45 requires development and mastery of equally complex institutes, will bring together companies, universities manufacturing processes. and community colleges, and government to develop world-leading technologies and capabilities that U.S.- As overall U.S. R&D efforts have begun to lag that based manufacturers can apply in production. As self- of other nations, the composition of industrial R&D sustaining hubs, these institutes will create, showcase, has shifted toward short-term research. These and deploy new capabilities, new products, and new trends leave industry’s long-term needs unmet and processes that can impact commercial production. ultimately undermine the Nation’s competitiveness. They will build workforce skills at all levels and enhance The Department is ideally positioned to address these manufacturing capabilities in companies large and small. challenges through its unique convening power. It will bring together public-private partnerships that can Support industry consortia to identify and address produce cutting edge research. These partnerships with shared technical challenges (NIST). A common vision businesses will accelerate technology development of long-term technology challenges can spur innovation and commercialization, and strengthen the Nation’s across an industry. NIST’s Advanced Manufacturing position in the global competition for new products, new Technology (AMTech) program will provide grants to markets, and new jobs. In addition, NIST is the only industry-led consortia to identify and prioritize research research laboratory in the U.S. government specifically projects critical to long-term industrial advances. These focused on enhancing industrial competitiveness, technology roadmaps and related outputs will help including a robust research portfolio concentrated on guide applied research to meet industry’s needs, some the technical challenges associated with advanced of which AMTech will support through university and manufacturing. government laboratory research funding. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 15 IN N O VAT IO N Collaborate with industry on measurement science ships with the U.S. manufacturing sector to develop and standards to solve technical challenges (NIST). and disseminate test methods, measurement tools and Rejuvenating U.S. manufacturing will require the devel- know-how, and scientific data that are embedded in the opment of measurements that support new, advanced processes, products, and services of nearly every U.S. manufacturing techniques. NIST will enhance partner- manufacturing industry. STRATEGIC OBJECTIVE 2.1 PERFORMANCE INDICATORS Future Indicators llGlobal market share of U.S. companies in advanced technologies (NIST) (the outcomes that we will strive to measure in the future) Key Indicators llDollar amount of co-investment by non-federal sources in NNMI institutes (the outcomes that we can (NIST) measure now) llNumber of businesses using NIST research facilities (NIST) Supporting Indicators llNumber of Full-Time Equivalents (FTEs) supporting AMTech consortia (NIST) (other measures that have an impact on our target outcomes) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 2.2 Increase the capacity of U.S. regional economies to accelerate the production of value-added goods and services by providing services to and investments in businesses and communities (EDA, ESA, MBDA, NIST, USPTO) U.S. communities must position themselves to compete Through this multi-pronged approach, the Department in the new economy. However, communities with signif- is increasing the capacity of U.S. regional economies to icant economic challenges may not have the knowledge produce value-added goods and services, increasing their or network needed to leverage their assets and identify competitiveness in the modern global economy. opportunities. To understand the needs of producers and attract and expand investment, they need partners and KEY STRATEGIES expert guidance. The Department assists with strategic place-based investments that help create a productive Support small and mid-sized manufacturing by industrial ecosystem. This support includes resources restoring robust supply chains (NIST). Small and for infrastructure, planning, and technical assistance to mid-sized manufacturers are central to regional strengthen the capacity for innovation in manufactur- economic growth and innovation, but they can ing. Technical assistance funding focuses on enhanc- face unique challenges in deploying advanced ing industry-required skills and identifying international manufacturing technologies. Through its national supplier opportunities for small businesses. network of 60 centers, the NIST Hollings Manufacturing Extension Partnership (MEP) will expand its efforts The Department is dedicated to helping regional to strengthen the competitive position of small and economies thrive and provides grants to state and mid-sized manufacturers through new programs such local governments and non-profits in communities and as Manufacturing Technology Acceleration Centers regions suffering from economic distress. Technical and supplier scouting. and business assistance is also provided to smaller manufacturers through partnerships between federal Strengthen community and regional capacity for and state governments and non-profit organizations. advanced manufacturing (EDA, ESA). Increased inter- Some grants and services are specifically targeted to national competition and rapid technological change have increasing the competitiveness of minority businesses. diminished manufacturing capacity of communities and 16 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN I N N OVATIO N regions. To help restore this capacity, EDA will provide Under the Minority Business Public-Private Partnerships economic development planning, technical assistance, Program, MBDA will leverage other federal, state, and and infrastructure construction grants to develop or local advanced manufacturing programs to expand the enhance economic ecosystems. These ecosystems capacity of MBDA business centers to provide advanced provide the critical mass of aligned resources needed for manufacturing assistance to minority businesses. the private sector to leverage regional and community assets to grow advanced manufacturing capabilities and Provide local resources for protecting and scaling create jobs. In addition, EDA will continue to lead the technologies (USPTO). By establishing four new Investing in Manufacturing Communities Partnership, satellite offices throughout the country, USPTO will which streamlines community access to the funding be able to interact directly with area entrepreneurs, and technical resources of multiple federal agencies. clarify questions about protecting and moving their technologies to the marketplace; promote a better Increase advanced manufacturing assistance for understanding of the IP system; and create good paying, minority firms (MBDA). Minority businesses can high-skilled jobs. Local proximity to regional clusters will benefit from targeted technical expertise, and market also empower USPTO to establish new programming and capital access assistance to improve their produc- tailored to the needs of local start-ups and industries. tion of higher value manufactured goods and services. STRATEGIC OBJECTIVE 2.2 PERFORMANCE INDICATORS Key Indicators llNumber of firms receiving in-depth technical assistance from MEP centers (the outcomes that we can (NIST) measure now) llPercentage of MEP clients receiving in-depth technical assistance that increases their competitiveness (NIST) llRecipient estimated number of jobs and dollar amount of private investment generated as a result of grants that support advanced manufacturing (EDA) Supporting Indicators llNumber of jobs created or retained for minority businesses advanced (other measures that have an manufacturing (MBDA) impact on our target outcomes) llDollars leveraged (contracts and financings) for minority business advanced manufacturing (MBDA) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 2.3 Strengthen the Nation’s digital economy by championing policies that will maximize the potential of the Internet, expanding broadband capacity, and enhancing cybersecurity (NIST, NTIA, USPTO) The digital economy is the great engine of innovation personal information and IP be protected online? How and economic growth of the 21st century, and the can the Nation’s critical digital infrastructure be defended Department is its principal defender and champion in the from cyber-attacks? How can high-speed and affordable federal government. The Internet engine that powers Internet access for all Americans be ensured? And, how this vast marketplace of electronic goods and services can these goals be achieved while preserving, here and was developed within the federal government, but it has around the world, the fundamentally open nature of the flourished in the private sector—where it should remain. Internet, free from unnecessary regulation? This extraordinary platform for innovation, growth, The Department has essential responsibility and a central and social progress faces urgent policy questions that role in answering these questions. It advises the Presi- demand a thoughtful government response. How can dent on telecommunications issues and manages national F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 17 IN N O VAT IO N spectrum resources needed for expanded high-speed Create a standards framework to reduce cyber risks broadband service. It develops U.S. policy on online IP to critical infrastructure (NIST). The national and protection and enforcement. It oversees the development economic security of the United States depends on the of voluntary industry cybersecurity and other online safety reliability of critical infrastructure, including the electric standards. It houses FirstNet which is charged with build- grid, financial sector, and communications system. ing a nationwide wireless broadband network for public Taking full advantage of existing cross-sector security safety users. And, the Department represents the United standards and guidelines, NIST is leading the develop- States on Internet governance issues before international ment of a Cybersecurity Framework that will help critical multi-stakeholder bodies. infrastructure owners and operators to identify, assess, and manage cyber risk. NIST will support future private KEY STRATEGIES sector implementation of this framework. Ensure policies promote the Internet as an engine of Facilitate the continued development of the online growth (NTIA). The Internet’s potential to drive inno- marketplace by ensuring copyright policy adapts vation and economic growth relies on the free flow of appropriately to current digital technologies (NTIA, information as well as the Internet’s inherent flexibility. USPTO). Digital technologies have presented The Department will advocate for relevant domestic and unprecedented challenges and opportunities for U.S. international policies that do not unnecessarily hinder industries. The goals of both copyright and Internet the digital economy or chill innovation in the online policies can and should work in tandem to advance environment. The Department will use and participate the digital economy. The Department will convene in multi-stakeholder processes to develop solutions to stakeholders—creators, rights holders, service evolving digital economy issues. providers, and consumers—to develop a public record on critical digital copyright issues. These issues are Increase broadband infrastructure and use (NTIA). identified in the Department’s green paper titled Broadband capabilities and the capacity to leverage “Copyright Policy, Creativity, and Innovation in the Digital those capabilities to attract commerce can have a Economy.” The product of this stakeholder engagement tremendous impact on local economies. The Depart- will be policy recommendations that advance the goal ment will use its expertise in funding broadband projects of both ensuring a balanced and effective copyright and providing technical assistance to help communities system and promoting the continued development of increase their broadband infrastructure and provide an efficient online marketplace for creative works. citizens with the tools to use the infrastructure to attract jobs and investments. Foster advanced communications technologies (NIST, NTIA). Spectrum sharing and other innovations in advanced communications will drive economic growth and development. The Department will leverage the key research and engineering expertise and capabilities of NIST and NTIA by establishing the Center for Advanced Communications (CAC). This unique national asset will provide both research and testing capabilities. NIST and NTIA will partner with industry, academia, and govern- ment agencies to foster the invention, development, and deployment of future advanced communications technologies. 18 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN I N N OVATIO N STRATEGIC OBJECTIVE 2.3 PERFORMANCE INDICATORS Future Indicators llPercentage of milestones met in developing digital economy policy process (the outcomes that we will strive (ITA, NTIA) to measure in the future) llNumber of communities with increased broadband capabilities and capacity (NTIA) llNumber of major sector/organization-specific Framework profiles or Framework implementation guidance created (NIST) Key Indicators APG for FY 2014 – 2015, consisting of: ll (the outcomes that we can measure now) • Miles of broadband infrastructure (NTIA) • Number of community anchor institutions connected (NTIA) • Number of new broadband adopters (NTIA) llSpectrum identified for commercial broadband use (NIST, NTIA) llNumber of products integrating the Cybersecurity Framework (NIST) llNumber of citations of the Cybersecurity Framework (NIST) Supporting Indicators llNumber of government and private test-bed facilities partnering with (other measures that have an the Center for Advanced Communications (NIST, NTIA) impact on our target outcomes) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 2.4 Accelerate the development of industry-led skills strategies that result in a productive workforce for employers and high-quality jobs for workers (EDA, ESA, NIST) A skilled and adaptable workforce is critical to U.S. KEY STRATEGIES global competitiveness and sustainable economic growth. A demand-driven, comprehensive approach to Implement industry-driven initiatives that provide U.S. skills development is essential to helping businesses workers with in-demand skills (EDA, NIST). Many across all sectors better access skilled workers to grow, unemployed or underemployed workers lack the skills innovate, and be more productive. A skills strategy that businesses need to fill the millions of open jobs focused on industry-driven solutions helps address the across the Nation. The Department will capitalize on difficulties many industries, particularly manufacturing, its relationships with businesses and state and local have in filling jobs requiring specific technical skills— governments to champion and support employer-aligned even with many Americans still looking for work. skills programs. By funding infrastructure grants that encourage demand-driven skill training, EDA will build The Department is an honest broker for business and regional and community capacity for workforce training possesses the convening power, regional economic relevant to the local business community. Through development expertise, and supply-chain analytical MEP’s national system of centers, NIST will support capability needed to highlight and address the workforce and promote programs that identify the future hiring demands of growing industries. In addition to supporting needs of small manufacturers and expose young people a Presidential effort to align federal agency initiatives to to science, technology, engineering, and mathematics industry workforce needs, the Department’s programs (STEM) fields. will support the development of a strong pipeline of workers with in-demand skills. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 19 IN N O VAT IO N Engage businesses to identify and facilitate Capture, coordinate, and analyze U.S. workforce industry-driven training best practices (EDA, OS). data (ESA, OS). Current federal data on workforce A fragmented approach to skills training often ignores dynamics is not used in a comprehensive, coordinated the immediate and long-term needs of the business fashion. This undermines the ability of communities and community. The Department will directly engage regions to build the capacity to train professionals for business and the economic development community to high demand fields. By developing partnerships within identify and articulate workforce skills needed and help government and with the private sector to release this create a pipeline of well-trained 21st century workers. data, the Department will help communities develop Moreover, by partnering and sharing information with more customized skills and economic development the Department of Labor (DOL) and the Department of strategies. Specifically, ESA will convene private and Education (Ed) to inform policy and grant opportunities, public sector stakeholders (in partnership with DOL the Department will enable a comprehensive approach and Ed) to develop new data dissemination tools. The to skills training that results in careers. Department will also obtain and share qualitative data on businesses’ perceived skills gaps, challenges to hiring, and the value of industry-driven workforce partnerships. STRATEGIC OBJECTIVE 2.4 PERFORMANCE INDICATORS Future Indicators llNumber of businesses receiving MEP assistance with workforce programs (the outcomes that we will strive (NIST) to measure in the future) Key Indicators llNumber of MEP centers partnering with skills training providers (e.g., (the outcomes that we can community colleges) to link manufacturing firms with skills training measure now) resources (NIST) llRecipient-estimated number of jobs and dollar amount of private investment generated as a result of infrastructure for industry-driven skills training (EDA) Supporting Indicators llNumber of industry-driven workforce partnerships supported (OS) (other measures that have an llImplementation progress on Presidential Memorandum for job-driven impact on our target outcomes) training (OS) llNumber of data dissemination tools and improvements fueled by Department data on the U.S. workforce (ESA) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 2.5 Accelerate growth of innovation-intensive economic sectors by building public and private capacity to invent, improve, and commercialize new products and services (EDA, NIST, USPTO) In order for innovative products to enter and compete measure the performance and quality of new products in the marketplace successfully, a robust scientific and against more established technologies provide the technological infrastructure is required. Fundamental foundations of product interoperability and allow them to research at the forefront of science provides the seeds compete in the international marketplace. By investing for the development of new products and services. in knowledge transfer mechanisms that are critical to Strong, responsive, and balanced IP protection growing new companies and facilitating innovation, the establishes an attractive environment for innovation and Department promotes regional and community capacity investment. Policies that accelerate the rate of transfer to generate and take advantage of new ideas about of technologies from lab to market bolster the return on products and processes. government investment in R&D. Agreed upon ways to 20 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN I N N OVATIO N The Department plays a central role in providing the ment science in all disciplines. Through the Centers foundation critical to the growth of high-value, innovative of Excellence Program, NIST will partner with leaders economic sectors. NIST’s measurement science exper- in academia and industry to augment internal research tise creates the infrastructure necessary to measure programs and develop access to leading talent, ensur- the performance and quality of products and services. ing that the Department can meet future measurement USPTO programs enable innovators to accelerate the science needs. movement of new products and technologies to the marketplace. EDA provides capacity-building grants Optimize patent and trademark application review to help foster an economic ecosystem in which the efficiency and quality and improve enforcement of private sector can more effectively leverage regional IP rights (USPTO). USPTO has made historic strides and community assets to engage in commercialization. in reducing the backlog of applications in the past four years. The Department will continue the pace by engag- KEY STRATEGIES ing with stakeholders, developing new standards and tools, optimizing information technology (IT) capabilities, Develop and provide next-generation measurement and hiring a nationwide workforce. USPTO will also tools and standards (NIST). Precise measurements work to implement a series of White House executive and robust standards are critical for an innovative actions aimed at ensuring innovators are not squander- high-technology economy and provide the foundations ing valuable R&D dollars on frivolous law suits. USPTO for interoperability between products and systems, will continue to coordinate with international counter- enabling global trade. In close cooperation with parts in pursuit of meaningful, effective, and balanced industry, academia, and other federal agencies, NIST IP protection and enforcement worldwide. will advance measurement science, develop standard protocols and test methods, and evaluate and generate Accelerate rate of lab-to-market commercialization data supporting innovative areas of the economy. NIST’s (EDA, NIST, USPTO). A wide range of life-changing connections with private sector standards developing commercial technologies were nurtured by federally organizations will help ensure that new and updated funded R&D, from the Internet, to the global positioning standards have strong technical underpinning. system (GPS), to leading-edge vaccines. The federal R&D enterprise must continue to support fundamental Build capacity in emerging areas of research to research and diffuse this knowledge through open data meet tomorrow’s challenges (NIST). Technological and publications. Through streamlined processes and innovation is accelerating at a pace unprecedented in increased engagement with entrepreneurs, the Depart- human history, and the continued competitiveness of ment will facilitate industry access to federal laboratories U.S. industries will require breakthroughs in measure- and federally funded research. STRATEGIC OBJECTIVE 2.5 PERFORMANCE INDICATORS Key Indicators APG for FY 2014 – 2015, consisting of: ll (the outcomes that we can measure now) • First action patent pendency (USPTO) • Total patent pendency (USPTO) • Patent backlog (USPTO) • Patent quality composite score (USPTO) llNumber of industry-federal partnerships (NIST) Supporting Indicators llRelative citation impact of NIST-authored publications (NIST) (other measures that have an llPercentage of prioritized countries for which country teams have made impact on our target outcomes) progress (USPTO) llNumber and dollar amount of grants that support entrepreneurial activities (EDA) llFirst action trademark pendency (months) (USPTO) See Appendix A for additional details on key performance indicators. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 21 NCE TRA DE LLE AN CE D EX IN L V A E N IO S ENVIRONMENT AT TM ER EN OP T Strategic Goal 3: Ensure communities and businesses ENVIR ON DA TA have the necessary information, products, and services to prepare for and prosper in a changing environment M EN T INNO VAT I O N The Department has a longstanding role and Superstorm Sandy in 2012, demonstrate in the protection of life and property from the need for better environmental intelligence environmental hazards and in the stewardship to ensure that communities and businesses of natural resources. This traditional role is have the tools and information they need to now augmented by a robust agenda focused address these challenges. The strategies and on providing communities and businesses with initiatives that have been developed to support the information, products, and services they this goal area will positively impact the lives of all need to prepare for and prosper in a changing Americans, from coast-to-coast and everywhere environment. in between, every day. As social and economic systems evolve and become more complex, it becomes even more critical to have timely, actionable environmental intelligence. That intelligence can preserve and improve human and environmental health, help develop and maintain a viable national infrastructure, and promote growth. Recent events, such as the Deepwater Horizon oil spill in 2010, the historical tornado outbreaks of 2011, 22 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN EN VI R ON MENT STRATEGIC OBJECTIVE 3.1 Advance the understanding and prediction of changes in the environment through world class science and observations (NIST, NOAA) In order to meet the needs of communities and busi- ities will support NOAA’s weather, climate, mapping, and nesses in a changing environment, comprehensive and ecosystem observation and prediction needs, as well as integrated observations and an improved understanding integrated federal observing requirements. of the Earth system are needed. To make this improved understanding useful to society, it must be employed in Advance holistic, integrative ecosystem research models and applications that are used in planning and (NOAA). An integrated approach to R&D will improve decision-making. the understanding of interrelated changes in ecosystems’ biological, chemical, physical, and social processes and The Department has a tremendous diversity of world-­ dynamics. With this focus, NOAA will deliver science leading capabilities supporting the research, development, solutions to further the evaluation of management strate- and observations required for state-of-the-art models gies and tradeoffs and to make informed decisions about and applications critical to national well being. NOAA’s resource management and the changing environment. five-year R&D plan will advance innovative research that pushes the boundaries of scientific understanding, Develop the next-generation environmental modeling integrates information across scientific disciplines, system (NOAA). In many cases, what limits the ability and transitions new information and technology into to make predictions is the complex and dynamic intercon- improved products and services. NOAA will strive to nectedness of large-scale physical and ecological systems. modernize observation systems of satellites and ships NOAA will improve its predictive capability through while maintaining core observation system infrastructure. sustained improvements in high-performance comput- Also, NIST is working to develop reliable, internationally- ing systems and by developing a suite of state-of-the-art accepted measurement standards and methodologies models. These models will integrate physical and biologi- that are the basis for future-generation measurement and cal observations and processes, and provide earth-system monitoring capabilities. Underpinning this world class predictions and projections at varying geographic scales capability, NOAA and NIST will invest in STEM education across time scales from minutes to decades. that will build the Department’s future workforce and Improve the understanding of greenhouse gas processes increase public understanding of critical STEM issues. (NIST, NOAA). As the effects of increased greenhouse gas become more apparent, there is a growing need for KEY STRATEGIES a better understanding of the processes that cause the Deploy the next generation of satellites and observa- increase. NOAA and NIST will work cooperatively to link tion and data gathering systems (NOAA). Accurate measurements and standards supporting the atmospheric and reliable data from sustained and integrated observa- and emissions monitoring communities. The efforts of tion systems is essential. To maintain and improve this both bureaus will advance measurement capabilities of capability, NOAA will launch and operate the next gener- the monitoring networks and improve measurements of ation of geostationary and polar-orbiting satellites and greenhouse gas emissions on scales ranging from global will sustain a modern survey vessel fleet. These capabil- to metropolitan areas and cities. STRATEGIC OBJECTIVE 3.1 PERFORMANCE INDICATORS Key Indicators llKey milestones completed on time for satellites and ships (NOAA) (the outcomes that we can llAnnual number of peer-reviewed publications related to environmental measure now) understanding and prediction (NIST, NOAA) Supporting Indicators llNumber of comparative greenhouse gas emissions studies completed (NIST, NOAA) (other measures that have an llPercentage of data processed and delivered to the user community (relative to all impact on our target outcomes) data transmitted to NOAA from NOAA-managed satellites) (NOAA) See Appendix A for additional details on key performance indicators. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 23 EN VIR O N ME NT STRATEGIC OBJECTIVE 3.2 Improve preparedness, response, and recovery from weather and water events by building a Weather-Ready Nation (ESA, NOAA) Weather affects almost every endeavor in the Nation. management practices, services, workforce, science, Major industries and small businesses alike depend and technology. As the roadmap’s new approaches on weather, water, and climate information to make are implemented, the National Weather Service will be informed decisions and plan for the future. Extreme more effective in supporting emergency managers, first events are becoming the norm. Winter storms, flooding, responders, government officials, businesses, and the drought, hurricanes, wildfires, extreme temperatures, public to help them make faster, smarter decisions that and tornados can cost lives and billions of dollars in save lives and protect livelihoods. damage. The steep increases in damaging weather-­ related events and associated societal impacts highlight Improve the accuracy and usefulness of forecasts the growing importance of weather, water, and climate (NOAA). A Weather-Ready Nation needs improved information. Urbanization, migration to coastal commu- warning and forecast accuracy. Through improvements nities, and a growing population also increasingly put in high-performance computing, NOAA will deliver people and businesses at greater risk. improved weather forecasts and warnings, monthly and seasonal drought outlooks, and other water A Weather-Ready Nation is about building community resources prediction information. NOAA will also use preparedness in the face of increasing vulnerability to social science to increase the effectiveness of forecast extreme weather and water events. The Department will communications and to better to assist users in their continue its critical role in protecting the lives, property, decision-making. and the economy by providing valuable weather, water, and climate products and services. This role will be Enhance decision support services for emergency expanded to embrace collaboration and seek new managers (Census, NOAA). Understanding and ways to create value beyond traditional forecasting responding to the needs of emergency managers activities. By delivering enhanced weather, water, and before a weather-related event occurs is vital. To build a climate information and refining how the information is Weather-Ready Nation, NOAA will partner more effec- shared and ultimately used, the Department will help tively with other government agencies at all levels to communities and businesses to be ready, responsive, provide and integrate weather-related services into and resilient. the National Response Framework. NOAA will deploy new forecasting and decision support tools and train KEY STRATEGIES users to assess and communicate weather risks to the emergency management community. The Census Evolve NOAA’s National Weather Service (NOAA). Bureau will enhance decision support services for NOAA’s National Weather Service has collaborated with emergency managers by providing socio-economic data, stakeholders to become more responsive, engaged, and such as the website tool, OnTheMap for Emergency transparent. The resulting Weather-Ready Nation Road- Management. map 2.0 describes a more flexible and agile approach to STRATEGIC OBJECTIVE 3.2 PERFORMANCE INDICATORS Key Indicators llNumber of days of forecast accuracy and warning lead time (the outcomes that we can (APG for FY 2014 – 2015) (NOAA) measure now) llAmerican Customer Satisfaction Index for NOAA’s National Weather Service (NOAA) Supporting Indicators llNumber of trainings available and enhancements to the Census Bureau’s (other measures that have an OnTheMap for Emergency Management website (Census) impact on our target outcomes) See Appendix A for additional details on key performance indicators. 24 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN EN VI R ON MENT STRATEGIC OBJECTIVE 3.3 Strengthen the resiliency of communities and regions by delivering targeted services to build capacity (EDA, ESA, NIST, NOAA) Many U.S. communities face significant environmental Enhance coastal intelligence (Census, NOAA). changes, natural disasters, or economic disruptions. Coastal intelligence includes nautical charts, They need plans to reduce the effects, adapt to future environmental monitoring and assessment, and changes, and support long-term recovery efforts. socioeconomic data and tools. NOAA, Census, and A key component of these plans should be access partners will increase the integration of science and to actionable information to aid in managing risk and services to provide targeted, actionable information that in developing and evaluating options to adapt to and strengthens the resilience of communities and regions. mitigate future environmental and economic change. More sophisticated ocean and coastal intelligence will The Department will continue to provide the essential improve the ability of public and private decisionmakers information needed to invigorate communities, to make informed choices. ecosystems, and economies. Lead the development of a Disaster Resilience The Department will also continue to strengthen Framework (NIST). To protect critical infrastructure community-based resilience efforts. It will promote and public resources, NIST will lead the development preparedness, protect critical public resources, support of a Disaster Resilience Framework for building and safe and efficient marine transportation, and ensure infrastructure resilience. The framework will apply that federal operations continue to serve citizens in a to many types of hazards such as tornadoes in the changing climate. The means to these ends relies on Midwest and earthquakes on the West Coast. A building on a strong scientific foundation and continuing Disaster Resilience Standards Panel convened by NIST decades of engagement with interagency, academic, will further refine the framework and identify model and private-sector partners. resilience guidelines to put the framework into action. This national effort will require significant engagement KEY STRATEGIES with stakeholders and federal agencies, including NOAA, the Department of Homeland Security, the Build partnerships to produce and deliver Federal Emergency Management Agency, the U.S. climate information and services (NOAA). To Geological Survey, the Department of Transportation, improve community resilience, NOAA will support the Department of Housing and Urban Development, decisionmakers by building government, academic, and the National Science Foundation. and private partnerships. The input and collaboration will be used to develop regionally and locally-applied Help communities and regions leverage assets to climate information and provide open-access data for build capacity for resilience (EDA, NOAA). The catastrophe risk modeling. It will also produce new Department will provide tools, training, assistance, and and improved information systems and visualization grants to communities and regions for actions needed tools, refinement of the Climate.gov website, and to adapt to environmental change before, during, and communicate uncertainties when applying information after events. The development and implementation of to vulnerability assessments and preparedness resiliency strategies will help them better understand solutions. and employ their regional assets for economic resiliency. In addition, coastal decisionmakers will benefit from updated decision-support tools, technical assistance, and training. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 25 EN VIR O N ME NT STRATEGIC OBJECTIVE 3.3 PERFORMANCE INDICATORS Key Indicators llPercentage of U.S. coastal states and territories demonstrating annual (the outcomes that we can improvements in resilience capacity to weather and climate hazards (NOAA) measure now) Supporting Indicators llNumber and dollar amount of grants that support resiliency in communities (other measures that have an and regions (EDA) impact on our target outcomes) llNumber of communities that utilize Digital Coast (NOAA) llCumulative number of coastal, marine, and Great Lakes issue-based forecasting capabilities developed and used for management (NOAA) llPercentage of key milestones met for Disaster Resilience Standards Panel (NIST) llWeb activity by risk management community for long-term catastrophe risk assessment (NOAA) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 3.4 Foster healthy and sustainable marine resources, habitats, and ecosystems through improved management and partnerships (NOAA) The ocean economy contributes more than $250 billion KEY STRATEGIES annually to the U.S. economy, supports approximately 44 million jobs in coastal counties, and enhances diverse Strengthen capabilities to assess and monitor fish and ocean-based communities. Many economic, social, and protected resources (NOAA). Ensuring sustainable environmental benefits that ocean ecosystems provide populations of living marine resources is a key Depart- are jeopardized by global demands for seafood, energy, mental mandate. NOAA will increase the precision of coastal development, increased tourism, and recreational stock assessments, performing more robust monitor- use. Threats from climate change, ocean acidification, ing, and applying ecosystem-based management to coastal wetland loss, and other environmental stressors ensure healthy, sustainable populations of living marine are even more ominous. These threats impact human resources. NOAA will incorporate integrated biological, health and the domestic food supply. They place greater physical, and chemical data and ecosystem modeling stress on overexploited fish stocks, iconic marine species, into fish stock and protected species assessments. and their habitats; and reduce ecosystem sustainability, NOAA will also produce more advanced technologies for biodiversity, and resilience. monitoring of living marine resources and ecosystems. Effective policy and management of human activities, Improve recovery of listed species through innovative based on strong science, partnerships, and technol- partnerships (NOAA). International, federal, state, local, ogy, are essential to sustain healthy ocean resources, tribal, and nongovernmental organizations play a role in habitats, ecosystems, and coastal communities. The conservation. NOAA will strengthen partnerships with Department has strong legislative mandates and an these stakeholder groups to ensure greater collabora- important stewardship role in sustaining marine fisheries tion toward the recovery and conservation of protected and ecosystems, protecting sensitive areas and cultural species in marine and coastal ecosystems. Greater collab- heritage, and limiting the consequences of cumulative oration will improve the development and implementation impacts. of effective recovery and conservation plans for marine mammals and endangered and threatened species. 26 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN EN VI R ON MENT Enhance place-based conservation (NOAA). Through of these special places to local communities. NOAA will its coastal management and place-based conservation implement efforts such as the Habitat Blueprint frame- programs, NOAA will expand protections at current work, which employs partnerships to improve habitat sites, add protections at new sites, and work with conditions for fisheries, and coastal and marine life, to public and private partners. This place-based approach achieve economic, cultural, and environmental benefits. will preserve the economic and environmental benefits STRATEGIC OBJECTIVE 3.4 PERFORMANCE INDICATORS Key Indicators llNumber of domestic stocks listed as subject to overfishing, as of June 30, (the outcomes that we can 2013, for which the annual catch does not exceed the overfishing limit in any measure now) fishing year (APG for FY 2014 – 2015) (NOAA) llNumber of protected species designated as threatened, endangered, or depleted with stable or increasing population levels (NOAA) Supporting Indicators llFish Stock Sustainability Index (FSSI) (NOAA) (other measures that have an llNumber and percentage of recovery actions ongoing or completed (NOAA) impact on our target outcomes) llHabitat acres conserved (NOAA) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 3.5 Enable U.S. businesses to adapt and prosper by developing environmental and climate informed solutions (ESA, ITA, NIST, NOAA) To survive and flourish in the 21st century economy, KEY STRATEGIES businesses must be able to adapt to the changing environment by balancing environmental, social, and Boost exports of environmental and clean energy economic concerns. When businesses adopt processes technologies (ITA). Governments around the world and solutions that recognize the importance of the envi- are creating regulations and policies to address the ronment and climate, the results can include cost savings changing environment. ITA, with the Department of and new commercial products and services that improve Energy and the Environmental Protection Agency, profitability and competitiveness. At the same time, the will lead interagency efforts to support and anticipate positive power and reach of business and markets will the needs of U.S. exporters and foreign investors further shared environmental, social, and economic goals who want to address the growing global demand for for the health of the Nation. environmental and clean energy technologies. U.S. companies are well poised to take advantage of these The Department is uniquely equipped to develop and opportunities. To speed up the deployment of climate- provide new environmental and climate informed friendly technologies, ITA, working with the Office of the services that help businesses enhance their value. U.S. Trade Representative, will seek to eliminate import The Department’s capabilities in this area span a tariffs and market access barriers in these sectors. ITA range of activities that help create new businesses, will also promote the global competitiveness of U.S.- improve competitiveness, promote environmental based firms in these industries, developing in-depth goals, and provide important environmental information analyses to help industry and U.S. government agencies for decision-making. Ultimately, the Department’s prioritize efforts. Additionally, ITA will underscore the programs in this area can be leveraged to empower value and innovative nature for appropriate sectors, U.S. companies and foster environmental and climate using the advice of relevant advisory committees, business solutions that benefit the Nation. and increasing ITA services to link buyers and sellers. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 27 EN VIR O N ME NT Develop standards and tools to assess green building Engage Targeted Business Sectors to integrate technologies (NIST). NIST will develop measurement natural capital values into their business models science that enables architects and developers to design (ESA, NOAA). By considering the natural capital buildings that produce as much energy as they consume representative of the benefits that society receives from and to use more durable materials. NIST will leverage nature or environmental processes in their planning its expertise in the areas of energy, service life predic- and investments, U.S. businesses can reduce risks and tion, life-cycle assessment, and indoor air quality to costs while enhancing their image and revenue. ESA deliver test methods and performance metrics that will and NOAA will identify business sectors that could assist the marketplace in capturing the value of green benefit most from integrating the benefits of natural building technologies. This work requires partnerships capital into their operations and decision-making. with the Department of Energy, industry, and standards These two bureaus will work with industry to acquire development organizations. the information and tools most critical to better account for natural capital values. STRATEGIC OBJECTIVE 3.5 PERFORMANCE INDICATORS Future Indicators llDollar value of exported goods and services for clean energy and (the outcomes that we will strive environmental technologies (ITA) to measure in the future) Key Indicators llNumber of visits to information portals focusing on environmental and (the outcomes that we can clean energy exports (ITA) measure now) llNumber of trade promotion and trade policy missions that support U.S. environmental and clean energy businesses (ITA) Supporting Indicators llNumber of page visits to BIRDS, a free online software tool for businesses (other measures that have an to assess the economic and environmental tradeoffs in developing green impact on our target outcomes) buildings (NIST) See Appendix A for additional details on key performance indicators. 28 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN NCE TRA DE LLE AN CE D EX IN L V A E N IO S AT TM DATA ER EN OP T Strategic Goal 4: Improve government, business, and ENVIR ON DA TA community decisions and knowledge by transforming M EN T Department data capabilities and supporting a data-enabled economy INNO VAT I O N Commerce Department data plays key roles in the the Department to provide more valuable data 21st century information-driven economy. Every by anticipating customer’s needs; deliver data in day the Department’s data benefits a wide-ranging more usable timely and accessible ways; better customer base—businesses, governments, and utilize and share data to make businesses and the public at large. governments more responsive, cost-effective, and efficient; and collaborate with the private America’s 30 million businesses depend on the sector to develop new data products and Department’s data to spark innovation, advance services. scientific discovery, satisfy their customers’ demands, and create jobs. State, local and tribal This strategic plan is the Department’s roadmap governments—and there are more than 90,000 to better serve customers and, in doing so, to of them—mine the Department’s data to warn make businesses more competitive, govern- of coming danger, position first-responders, ments smarter, and citizens more informed. construct high-tech classrooms, and make critical While remaining ever vigilant to protect data decisions on fiscal and monetary policy. Across confidentiality, personal privacy, and national the Nation, nearly 320 million Americans look to economic security interests, the Department the Department’s data to understand their families will unleash its potential to: of yesterday, their communities of today, and llMaximize the value of Commerce data to what future generations might look like. governments, businesses, and communities; llMake data easier to find, access, and use; The world is at the forefront of a data revolution. The explosion of Big Data—both in the llPartner with other government agencies and government and the private sectors—presents the private sector to improve interoperability and dissemination; enormous opportunities and challenges. Businesses, citizens, and governments will llCollect and manage data more efficiently use this data to expand their knowledge and and less intrusively; and make better-informed decisions. To support llSpark innovation and fuel entrepreneurship these changes and maximize opportunities, the with open dialogue and integrated feedback. Department must transform its aging systems into 21st century data powerhouses. The key outcomes targeted for this transformation are for F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 29 D ATA STRATEGIC OBJECTIVE 4.1 Transform the Department’s data capacity to enhance the value, accessibility and usability of Commerce data for government, business and the public (ESA, NIST, NOAA, NTIS) The Department collects, stores, and analyzes a treasure KEY STRATEGIES trove of data, including data on the Nation’s economy, population, and environment. This data is fundamen- Increase capacity to make data accessible, tal to the Department’s mission and is used for the discoverable, and usable by the public (NIST, NOAA). protection of life and property and to enhance economic The Department’s Big Data vision will not be realized growth. However, the capacity to analyze and dissemi- simply by making data available through conventional nate this magnitude of data is significantly constrained. means. Through public-private partnerships, scientific In response to this challenge, the Department must data can be intelligently positioned in the cloud and be strive to make its data accessible, usable, reliable, and co-located with easy, affordable access to computing, comprehensive. storage, and advanced analytical capabilities. Public-private partnerships have the ability to scale and surge at the pace Barriers to accessing and using data must be minimized of U.S. innovation, enabling new value-added services in order to realize the potential value of the data the and unimaginable integration into the daily lives of the Department collects, stores, and disseminates. There American public. For example, NIST will seek public input are differing standards, methodologies, operations, on how it, partnering with private sector operators, might infrastructures, websites, architecture, platforms, and structure the operation of an ensemble of time servers formats that make it difficult to access, find, use, and that will provide time information in a number of different combine data sets. The Department will undertake a formats over the Internet. Much as making GPS data comprehensive effort to improve the interoperability of publicly available in the early 1980s led to an explosion its own data by developing internally-adopted standards, of GPS-related innovations, access to precision network and through better integration of data from different timing could lead to innovative applications for industry, bureaus. Consistent with privacy and security consider- commerce, government, research, and the general ations, the Department is firmly committed to unleashing public. With the success of public-private partnerships its untapped data resources in ways that best support for scientific data, the Department will be well positioned downstream information access, processing, analytics, to lead similar partnership efforts for other segments and dissemination. of its data. Partnering with the private sector will increase the Drive the development of Big Data standards and capacity of the Department to release raw scientific and measurement science (ESA, NIST). The availability climate data that cannot be cost-effectively disseminated of vast data resources carries the potential to answer by the federal government under current resource questions previously out of reach. There is also broad constraints. Public-private partnerships to develop agreement that Big Data will overwhelm traditional and disseminate common standards and architectures approaches. The rate at which data volumes, speeds, could also result in a powerful data platform that would and complexity is growing is outpacing scientific and help provide more widespread access to public data technological advances in data analytics, management, in usable forms. However, this infrastructure and its transport, and more. A lack of consensus on some enabling standards will only work if they are developed important, fundamental questions will confuse potential collaboratively between the public and private sectors. users and hold back progress. The Department will Additionally, the Department will lead efforts to make drive advancements in Big Data standards by forming sure government data is accessible in ways that enable communities of interest from industry, academia, businesses to be more competitive, governments government, and other standards bodies, with the goal smarter, and citizens more informed. of developing consensus definitions, taxonomies, secure reference architectures, and a technology roadmap. 30 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN D ATA Establish data interoperability across the Department Make Commerce data easier to access, use, download, and expand open data access (ESA, NIST, NTIS). The and combine through a Find it-Connect It service (ESA, Department will use a standards-based approach to NTIS). Providing customers with an agile and unified develop an interoperable data infrastructure. Adherence user-data interface will allow businesses and the public to a set of common standards and architecture can result to have access and use of data sets to an extent many of in a powerful data platform that provides universal access them have never experienced. The government’s current to data in usable form. Improving discovery and anal- data systems are significantly different, requiring users to ysis by enhancing access will make data produced by become specialists in the various government systems the Department more effective. Usable open data will to obtain and manipulate data. In order to best serve the promote economic growth and energize a data-as-a-ser- public and their diverse interests, the Department will vice marketplace for entrepreneurs, new businesses, and format its data in a manner that can be queried from any the public. This infrastructure and its enabling standards of a number of different perspectives through the creation will be developed in a close collaboration between the of a common system: Find it-Connect It. This new service public and private sectors. NTIS will serve both as a will guide users to interoperable data sets with built-in convener and enabler and provide a shared governance intelligence to make data easier to access, use, download, framework for agencies to collaborate. NTIS will use its and combine. To develop the new service, the Department authorities to be a center of excellence for expertise and will host engagement events and forums, obtaining stake- capabilities in enterprise data management, data analytics, holder input on how best to structure the Find It-Connect It data dissemination, and data delivery business models. capability. STRATEGIC OBJECTIVE 4.1 PERFORMANCE INDICATORS Key Indicators llPercentage of milestones met for Commerce interoperability framework (the outcomes that we can (NIST) measure now) llNumber of consensus-based standards on Big Data (NIST) llPercentage of milestones met for Find It-Connect It (Census) llPercentage of NOAA environmental data available to the public (NOAA) See Appendix A for additional details on key performance indicators. STRATEGIC OBJECTIVE 4.2 Improve data based services, decision-making and data sharing within the Department and with other parts of the federal government (BIS, ESA, ITA) The federal government collects vast amounts of data For the Department to be a leader in the data revolution, every day to support, protect, and defend the U.S. it must re-engineer current ways of doing business public. Data can and should be used to drive program and aggressively push progress toward this important excellence and sound decision-making within the federal strategic objective. Leading change requires change. In government. Data can also be used more widely to help short, the Department must practice what it preaches. measure the efficacy of a wide variety of government assistance programs, allowing policymakers to make Achieving this strategic objective will require re-evaluat- better and wiser choices on how best to spend limited ing the utility of the data the Department collects and resources. In other cases, data can be better shared whether that data is being used to inform decisions both or combined between agencies to make government within the Department and in other federal agencies. For programs more informed and more efficient. example, the Department intends to use its existing data, F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 31 D ATA along with data obtained from other federal agencies, to Execute high profile statistical data programs well help design the 2020 Census and potentially save billions (ESA). The Department is committed to conducting the of dollars. Making better use of existing data will require 2020 Census at lower costs per housing unit than the the ability to combine different data from different agen- 2010 Census. The Department will do this by focusing on cies to create new, more useful data products, and cost-effective ways to collect, process, and disseminate enable sharing data across agencies. information. This requires increased sharing of administrative data collected by other federal agencies, The Department’s customers demand efficiency. as well as more efficient collection and processing of Businesses, governments, and the public at large will data. Census recognizes that these innovations must benefit from the enhanced value of Commerce data be flexible enough to respond to social and technological products and services and from the resultant savings. changes, while reducing the cost of conducting the Businesses and the public will see reduced demands 2020 Census and ensuring there is no degradation for information, lessening their concerns about survey in data quality. response burdens, confidentiality of data, and privacy. Increase data sharing among federal agencies and KEY STRATEGIES reduce the public’s burden of providing information (ESA). Many federal agencies face legislative, regulatory, Improve the use of existing federal databases to help or policy limitations on sharing administrative record analyze business assistance and economic growth data with others. Addressing these limitations will drive programs throughout the government (BIS, ESA, ITA, down costs and reduce the public burden of redundant MBDA). The federal government provides billions of data collections, resulting in improved government dollars in business assistance programs each year and efficiency. The International Trade Data System (ITDS) is many of the Department’s programs play an active role an example of early government efforts to better share in this process. Analyzing the effectiveness of this data. The Department will identify and champion other assistance and identifying key drivers of success can be potential avenues that will continue the data sharing difficult and time-consuming. Better and perhaps faster success of ITDS. However, current law prohibits sharing assessments could be made if the federal government’s data among the Census Bureau, BEA, and the Bureau of existing economic, demographic, and scientific data are Labor Statistics (BLS). Enactment of a simple, proposed applied to the decision-making process in a meaningful legislative amendment to Title 26 allowing more data way. The aim is to arrive at the best way to incorporate sharing would reduce cost and enhance data quality information and analyses gleaned from existing datasets without sacrificing the confidentiality of the data. into business-assistance program decisions. Once a methodology is developed, the Department will provide the data and expertise needed to position business- assistance programs to operate more effectively and increase their returns on investment. STRATEGIC OBJECTIVE 4.2 PERFORMANCE INDICATORS Key Indicators llPercentage of milestones met for business assistance analysis (Census, (the outcomes that we can ESA) measure now) llCost efficiency of 2020 decennial census (Census) llCensus count measure for quality of 2020 decennial census (Census) Supporting Indicators llTimeliness of cyclical census programs (Census) (other measures that have an impact on our target outcomes) See Appendix A for additional details on key performance indicators. 32 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN D ATA STRATEGIC OBJECTIVE 4.3 Collaborate with the business community to provide more timely, accurate, and relevant data products and services for customers (ESA, NOAA) The demands for information change over time, Business customers will be the first beneficiaries of this reflecting the ever-changing nature of households, the process, but the 90,000 governmental entities and nearly economy, and the environment. For instance, the U.S. 320 million Americans the Department serves will also economy has gone through tectonic shifts over the past benefit from the new data products and services that are several decades, moving toward a more service-based, fueled by these efforts. internationally-connected, and digitally-enabled economy. However, the Department’s data on these new, emerging KEY STRATEGIES portions of the economy has not kept pace. Likewise, the Department is not currently meeting customer Foster the growth of private sector weather, water, and expectations for more detailed data products in smaller climate information and service-providers (NOAA). geographic areas, such as information on regional and Information on the environment from local to regional to local economies or their changing environments. In many global is becoming increasingly relevant. This information cases, the government has a responsibility to transform affects the way people live and do business. Although the data it collects into the most accessible and usable the federal government provides considerable environ- information possible to meet the needs of the public mental information services, there is demand for even it serves. In other cases, the government is not best more information—information parsed in ways beyond positioned to fully satisfy these needs. Consequently, the government’s current capability. A vibrant private many businesses have emerged to add value to available sector industry is poised to fill this gap. The Department government data, transforming it in ways that help meet can accelerate the development of this industry and drive the vast and diverse public needs. The strategies this increasingly important sector of the economy. To do supporting this objective have been designed to this, the Department will provide sustained and reliable encourage this trend. information and expand partnerships with private sector and other enterprise partners to encourage the develop- By partnering with the business community and the ment and marketing of enhanced products and services private sector at large, the Department will generate new to the Nation. data products helping to grow current businesses and catalyze the development of new businesses. Through Explore combining of federal and private-sector data- outreach to the business community and users, the sets to strengthen decision-making (ESA). The federal Department will measure customer demand and deter- government is no longer the sole provider of data. Big mine what new data products to produce. Generating Data includes datasets that exist at all levels of govern- these new products will be done in one of three ways, ment and throughout the private sector. This recognition depending on the nature of what is needed: (1) using presents a unique opportunity to combine datasets and in-house, traditional means and methods to produce new use them effectively to promote decision-making at all data products; (2) partnering with the private sector to levels—from governmental to individual. Yet this opportu- couple its data with government data; or (3) providing nity also presents a variety of challenges, including: How government data in ways that are more useful to busi- can the data be shared in a manner that is consistent with nesses and others so they can more easily combine it national values? Are there legal impediments to sharing? with their own private data resources. Can the Department provide the desired data transpar- ency? And what is the impact or burden associated with F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 33 D ATA providing the information? Recognizing that this is an The Department will continually reassess the way in which evolving strategy, the Department will explore, research, its data can add value to the public and to the economy. and test the extent to which government and private data In this rapidly evolving environment, the Department can be shared and the economic potential such sharing must remain nimble to meet future demands and needs. represents. To discover new areas for cooperative development, the Department will establish an interdisciplinary team, Continually revisit and revise the Department’s data focused on evaluating whether data collection, storage, products to meet changing needs (ESA). The data and dissemination efforts are appropriately aligned with revolution is still in its infancy. The pace of change in the private-sector changes. This team will work with the data sphere will grow exponentially as the availability private sector and other government agencies to keep and use of data play an increasingly important role in the the Department on the cutting edge. Based on customer national economy. Because the data-services landscape is feedback, the Department will re-evaluate its data changing so rapidly, the Department cannot fully predict all products and develop new data products to better meet the strategies it will utilize to reach the goals established customer needs and maximize the value of the data it in this plan. collects and distributes. STRATEGIC OBJECTIVE 4.3 PERFORMANCE INDICATORS Key Indicators llPercentage of milestones met for stakeholder outreach (ESA) (the outcomes that we can llNumber of visits to NOAA information portals (NOAA) measure now) Supporting Indicators llTimeliness of release of key data products (Census) (other measures that have an impact on our target outcomes) See Appendix A for additional details on key performance indicators. 34 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN NCE TRA DE LLE AN CE D EX IN L V A E N IO S AT TM OPERATIONAL EXCELLENCE ER EN OP T Strategic Goal 5: Deliver better services, solutions, ENVIR ON DA TA and outcomes that benefit the American people M EN T INNO VAT I O N One of the biggest challenges currently facing the Department is how to be responsive and nimble, constantly adapting to the fast-changing needs of the U.S. private sector in the 21st century. In this highly competitive environment, achieving operational excellence is essential for the Department to achieve mission-focused objectives and maximize value to its customers. The factors that determine operational excellence include people, processes, technology, and management, each of which involves its own unique set of opportunities and challenges. However, launching multiple improvement initiatives across a broad scope of areas will create activity but not necessarily progress. Thus, the underpinning of the Department’s operational excellence goal is focus. The intent is to generate rapid impact as well as longer term transformation through a focused set of actions that yields significant and measurable progress across the Department. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 35 O P ER AT IO NA L E X CE L L E NCE STRATEGIC OBJECTIVE 5.1 Strengthen organizational capabilities to drive customer-focused, outcomes-driven mission performance (OS, All Bureaus) This objective focuses on the high-priority, cross- Create a 21st century IT infrastructure (OS, All cutting initiatives that the Department’s leadership Bureaus). The Department depends on high quality, team believes are the most critical to mission success. reliable, and secure IT to carry out its mission. To create First and foremost, mission success depends on a an IT infrastructure that employs developments and fully engaged workforce with the knowledge, skills, manages vulnerabilities, the Department will design and and effective leadership necessary to achieve results. implement an integrated enterprise-wide IT architecture. Second, mission success during a time of rapidly- The new architecture will deliver mission and business evolving technology is achieved only when employees data anytime, anywhere through swift, seamless, and have the right technology, tools, and information to do secure services on-demand to internal and external their job effectively. Third, mission success demands a stakeholders. Key architecture principles will guide this results-driven management approach, using performance effort from each of three viewpoints: mission, user, and metrics and effective program research and evaluations technology. The architecture will align mission needs, to provide the evidence needed to align and optimize technology drivers, a common set of requirements for resources in implementing this strategic plan. capabilities and services, and minimum standards for interoperability and cybersecurity. A single federated roadmap will guide phased implementation of the KEY STRATEGIES architecture. Build a learning organization (OS, All Bureaus). Devel- The Department will also develop and deploy a oping the right skills and knowledge is critical for accom- customer-­driven set of IT shared services. The integrated plishing the Department’s mission, improving employee enterprise IT architecture is intended to meet customer satisfaction, and growing the next generation of leaders. and program needs by adopting an approach that enables The Department is committed to transforming itself into doing in common that which is commonly done. The a learning organization that excels in serving customers Department’s CIO Council will engage customers and delivering results by valuing learning as an ongoing in bureaus and offices to define shared commodity, creative process; continually developing, adapting, and business, and mission IT services. The collaboration transforming itself in response to changing conditions; will also establish priorities for the change management and improving the core capabilities of its people at all activities essential for the successful deployment of levels, both individually and collectively. these services. As a part of this strategy, a staff development framework Manage for results (OS, All Bureaus). To drive will be designed to drive excellence in all aspects of progress toward its mission-focused objectives, mission delivery: systems thinking, customer service, the Department plans to be on the leading edge of personal mastery, and teamwork. Recognizing that an evolving management paradigm. Managing for senior leaders play a critical role in leading the cultural results requires aligning the Department’s programs, transformation needed to become a learning organization, people, and resources to the clearly defined goals, the Department will focus first on designing a framework objectives, and measures of progress established in of knowledge and skills that are essential for all members this strategic plan. Development and better utilization of the Department’s Senior Executive Service (SES). The of outcome-based performance metrics will enable goal is to develop proactive leaders, who are able to drive continuous improvement at all levels of the organization. strong workforce engagement, maximizing the impact The Department’s Executive Management Team will of each individual’s talents and increasing collaboration leverage the expertise of leaders from across the among staff. 36 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN OPER ATI ON A L EXC ELLENCE Department to conduct regular reviews of progress they escalate as well as share best practices. Data toward the outcomes targeted in this plan. These on performance will also help identify research and performance reviews will enable senior executives evaluations needed to further optimize resource to identify and resolve emerging problems before allocation decisions and deliver high impact results. STRATEGIC OBJECTIVE 5.1 PERFORMANCE INDICATORS Key Indicators llPercentage of milestones met for the development and implementation (the outcomes that we can of the senior leader framework (OS, All Bureaus) measure now) llPercentage of milestones met for the development and implementation of an integrated Commerce-wide IT enterprise architecture (OS, All Bureaus) llPercentage of milestones met for the development and implementation of a Commerce-wide enterprise IT shared services plan (OS, All Bureaus) llPercentage of milestones met for the development and implementation of a strategic plan dashboard (OS, All Bureaus) See Appendix A for additional details on key performance indicators. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 37 A P P EN D IX A — P E R F ORM A NCE I NDI CATOR D EFI N I TI ON S APPENDIX A – PERFORMANCE INDICATOR DEFINITIONS STRATEGIC GOAL 1: TRADE AND INVESTMENT Indicator Definition Strategic Objective 1.1 Dollar value of exports enabled by The revenue from exports that continued or were increased because of prevention, reduction, or removal of successful Department efforts to address foreign government actions that trade barriers infringe trade agreements, restrict market access, or treat U.S. industry or investment unfairly. Number of advocacy wins The number of foreign government contracts won by U.S. businesses with Department assistance. Dollar value of U.S. contracts from The dollar value of contracts to provide goods or services to a foreign advocacy wins government when the contracts were won by U.S. businesses with Department assistance. Number of target foreign trade barriers The number of foreign trade barriers prevented, reduced or removed with prevented, reduced, or removed Department assistance on behalf of U.S. exporters. Number of foreign government officials The number of foreign government officials with intellectual property trained on best practices to protect and responsibilities who participate in Department-sponsored conferences enforce IP and training programs aimed at improving the protection and enforcement of IP rights. Strategic Objective 1.2 Dollar value of U.S. exports generated from Increase in U.S. business revenue from Department efforts to increase U.S. Department assistance exports through programs of ITA. Percentage of Global Markets clients that The percentage of Global Markets business clients that meet export objectives achieved their export objectives agreed to at the outset of assistance. Data is collected via surveys. Number of clients assisted The number of U.S. companies that receive ITA exporting assistance. Number of export transactions completed The number of exports of items that have become subject to the Export under the new authority of Commerce Administration Regulations (EAR) that were formerly subject to the International export licenses and license exceptions Traffic in Arms Regulations (ITAR). The measure of these transactions will be exports under a Commerce license, Commerce license exception, no license required (NLR) shipments, or exports under the catch-all authority of a State Department authorization for EAR items as reported in the Automated Export System by exporters. Number and dollar amount of grants that The number and dollar amount of grants that support the development and support place-based export strategies implementation of regional place-based strategies that foster exports. Number of jobs created or retained, and The jobs and investment reported to be the result of exports that occurred with dollars leveraged (contracts and financings) the assistance of the Minority Business Public Private Partnership Program. through minority business export activity (continued on next page) 38 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN A PPEN D I X A — PER FOR M A N C E I N D I C ATOR D EFI N I TIO NS (continued from previous page) Indicator Definition Strategic Objective 1.3 Number of U.S. jobs supported as a result The estimated number of U.S. jobs supported as a result of foreign direct of inward investment facilitated by the investments facilitated by the Department. Department Dollar value of inward investment successes The dollar value of foreign direct investments in the United States supported by facilitated by the Department the Department. Percentage of clients that achieved their The percentage of Global Markets investment clients that meet investment investment objectives objectives agreed to at the outset of assistance. Data is collected via surveys. Number of investment clients assisted The number of domestic and foreign firms, as well as domestic and foreign by the Department Economic Development Organizations, assisted by the Department to attract inward investment into the United States. Recipient estimated number of jobs The estimated number of jobs to be created or retained and dollar amount of and dollar amount of private investment private capital investment to be generated as a result of inward investment- generated as a result of grants that support focused EDA Public Works and Economic Adjustment Assistance construction inward investment grants. Job and investment estimates encompass long-term rather than short-term (i.e., construction) impacts. Number of ombudsman cases facilitated The number of ombudsman cases (both visa-related and non-visa-related) closed by SelectUSA. Strategic Objective 1.4 Dollar value of exports enabled or retained by The value of exports that occurred or were sustained because of successful ensuring compliance with trade agreements Department efforts to seek foreign government adherence to trade agreement obligations. Estimates are based on industry information and analysis. Number of antidumping and countervailing The total proportion of antidumping and countervailing duty investigations, duty determinations issued within statutory administrative reviews and other case proceedings that are completed by and/or regulatory deadlines Enforcement & Compliance within the timeframes established under U.S. trade remedy statutes and Department regulations. Number of antidumping and countervailing The counseling assistance to U.S. small and medium-sized enterprises (SME) duty petition counseling engagements and their workers to improve their understanding of and access to the U.S. involving small and medium-sized enterprises unfair trade laws, as a percentage of total petition counseling assistance to all U.S. companies, regardless of size. Number of compliance cases resolved The number of foreign government-imposed trade barriers that are removed/ successfully mitigated to industry satisfaction. Data is gathered through client surveys. STRATEGIC GOAL 2: INNOVATION Indicator Definition Strategic Objective 2.1 Global market share of U.S. companies in The U.S. share of the market for products with industry codes associated with advanced technologies advanced technology. Dollar amount of co-investment by Measures the sustainability of NNMI Institutes by tracking private contribution. non-federal sources in NNMI institutes Number of businesses using NIST research The number of businesses that send staff to conduct research at NIST facilities User Facilities and number of businesses engaged in cooperative research agreements with NIST. Number of Full-Time Equivalents (FTEs) Measures the sustainability/growth of funded AMTech partnerships by tracking supporting AMTech consortia private contribution. (continued on next page) F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 39 A P P EN D IX A — P E R F ORM A NCE I NDI CATOR D EFI N I TI ON S (continued from previous page) Indicator Definition Strategic Objective 2.2 Number of firms receiving in-depth In-depth technical assistance requires eight hours or more of staff time. technical assistance from MEP centers Percentage of MEP clients receiving Competitiveness is increased through product diversification, increased sales, in-depth technical assistance that increases decreased costs, and/or capital investment; data will be based on client surveys. their competitiveness Recipient estimated number of jobs The estimated number of jobs that will be created or retained and dollar and dollar amount of private investment amount of private investment that will be generated as a result of advanced generated as a result of grants that support manufacturing-focused EDA Public Works and Economic Adjustment Assistance advanced manufacturing construction grants. Jobs and investment estimates to not include investments and jobs from constructing facilities but rather those that result from the activity in new facilities. Number of jobs created or retained for The number of positions created or retained as the result of business expansion minority business advanced manufacturing supported by Minority Business Public Private Partnership Program grants. Dollars leveraged (contracts and The value of contracts and financing achieved as the result of business expansion financings) for minority business advanced supported by Minority Business Public Private Partnership Program grants. manufacturing Strategic Objective 2.3 Percentage of milestones met in The process will be successfully defined and documented as the key method of developing digital economy policy process Administration Internet policy development. Number of communities with increased The number of communities with improved capability for managing and broadband capabilities and capacity increasing the benefits of broadband expansion and utilization. A rubric will be used to assess changes in capabilities. Number of major sector/organization- Measures the implementation of the Cybersecurity Framework by critical specific Framework profiles or Framework infrastructure organizations. implementation guidance created Miles of broadband infrastructure The number of miles of network (e.g., fiber, microwave) deployed using federal funding. Number of community anchor institutions The number of anchor institutions (e.g., libraries, schools) connected with new or connected improved broadband capabilities. Number of new broadband adopters The number of new household and business subscribers to broadband generated by Department initiatives. Spectrum identified for commercial Spectrum identified by NTIA to achieve 500 MHz goal of additional spectrum for broadband use commercial broadband use. Number of products integrating the The number of information technology and operational technology products that Cybersecurity Framework have integrated Cybersecurity Framework concepts and components. Number of citations of the Cybersecurity The number of citations of the Cybersecurity Framework in industry and Framework government cybersecurity surveys and reports. Data is collected through web applications. Number of government and private test- The number of partners that invest funding, facilities and/or staff to test and bed facilities partnering with the Center evaluate new advanced wireless technologies. for Advanced Communications (continued on next page) 40 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN A PPEN D I X A — PER FOR M A N C E I N D I C ATOR D EFI N I TIO NS (continued from previous page) Indicator Definition Strategic Objective 2.4 Number of businesses receiving MEP Assistance includes on-the-job-training, training at community colleges, revised assistance with workforce programs job descriptions to better match today’s skill needs, and analysis of small and medium-enterprise business goal-aligned workforce needs. Will be measured through center-reported data and client surveys. Number of MEP Centers partnering with Partnering is developing and affecting training programs to meet specific needs skills training providers (e.g., community of firms. colleges) to link manufacturing firms with skills training resources Recipient-estimated number of jobs The estimated number of jobs to be created or retained and dollar amount of and dollar amount of private investment private investment to be generated as a result of industry-driven skill training generated as a result of infrastructure for infrastructure supported by EDA Public Works and Economic Adjustment industry-driven skills training Assistance construction grants. Job and investment estimates do not include investments and jobs from constructing facilities but rather those that result from the activity in new facilities. Number of industry-driven workforce Workforce partnerships are collaborations between employer, education, partnerships supported labor, government, and workforce systems; are led by employers from a specific sector; and focus on a specific economic region. Reflects number of partnerships supported through technical assistance, guidance, grants, and direct implementation. Implementation progress on Presidential Development of multi-agency action plan to make the federal workforce and Memorandum for job-driven training training system more industry-driven, integrated, and effective; due to the President by the end of July 2014. Number of data dissemination tools and The number of tools that have Longitudinal Employer-Household Dynamics improvements fueled by Department data (LEHD) data as a primary data source and the number of improvements to on the U.S. workforce the quality of the LEHD data. Strategic Objective 2.5 First action patent pendency First Office Action pendency is the average number of months from the patent application filing date to the date a First Office Action is mailed by USPTO. Total patent pendency Patent pendency is the average time in months for a complete review of a utility, plant, and reissue (UPR) patent application, from the filing date to issue a patent decision or abandonment of the application. Patent backlog The unexamined patent application backlog is the number of new UPR patent applications at any given time which are awaiting a First Office Action by the patent examiner. Patent quality composite score The score is composed of seven individual quality metrics; a weight is applied to each metric and they are added to measure overall quality; scores are assigned by senior examiners who review a sample of patent determinations. Number of industry-federal partnerships The number of Cooperative Research and Development Agreements (CRADAs) between federal laboratories and outside organizations and the number of CRADAs with small businesses. Relative citation impact of NIST-authorized The relative citation impact indicator is the ratio of the average number of publications citations per publication (citation rate) for all NIST publications in a year to the average citation rate for a large group of peer institutions in the world. Percentage of prioritized countries for Progress is measured using the following criteria: (1) institutional improvements of which country teams have made progress the IP office administration for advancing IP rights; (2) institutional improvements of IP enforcement entities; (3) improvements of IP laws and regulations; and (4) estab- lishment of government-to-government cooperative mechanisms. This measure tracks the implementation of country-specific action plans in prioritized countries. (continued on next page) F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 41 A P P EN D IX A — P E R F ORM A NCE I NDI CATOR D EFI N I TI ON S (continued from previous page) Indicator Definition Number and dollar amount of grants that Number and dollar amount of grants that support entrepreneurial activities, support entrepreneurial activities commercialization, and/or technology transfer. First action trademark pendency (months) First Action Trademark pendency measures the average number of months from the date of application filing to the examining attorney’s first office action. STRATEGIC GOAL 3: ENVIRONMENT Indicator Definition Strategic Objective 3.1 Key milestones completed on time for Key activities for the development and launch of weather satellites and satellites and ships fleet modernization and products are identified and tracked using a project management system. Annual number of peer-reviewed publications The annual number of peer-reviewed publications is an indicator of productivity related to environmental understanding and and relevance and is tracked using online resources. Peer review is one of the prediction important procedures used to ensure that the quality of published information meets the standards of the scientific and technical community. Number of comparative greenhouse gas Scientific studies comparing top-down and bottom-up emission estimation emissions studies completed methodologies provide the means to improve the quality of greenhouse gas emissions data. Percentage of data processed and delivered Ensures that NOAA provides real time (or near real time) availability of critical to the user community (relative to all data satellite data and products without gaps. transmitted to NOAA from NOAA-managed satellites) Strategic Objective 3.2 Number of days of forecast accuracy and Measures the time available to prepare for and mitigate the impact of severe warning lead time weather. Longer lead time on forecasts is driven by improved forecast models and more accurate data. American Customer Satisfaction Index for Weather information users are periodically surveyed using the American the NOAA’s National Weather Service Customer Satisfaction Index. The survey rates customer satisfaction on a range of National Weather Service data and products. Number of trainings available and The access to training and enhancements to the Census Bureau’s OnTheMap enhancements to the Census Bureau’s for Emergency Management website improves emergency managers’ ability to OnTheMap for Emergency Management plan and respond to natural hazard and emergency events. Data is maintained website on class attendance and the type of enhancements made to the website. Strategic Objective 3.3 Percentage of U.S. coastal states An index of a range of activities to mitigate coastal community risk and and territories demonstrating annual vulnerability to coastal hazards. It measures improvement in the Nation’s improvement in resilience to weather capacity for end-to-end preparedness, response, recovery, and resilience to and climate hazards hazards. Number and dollar amount of grants that The number and dollar amount of grants that help communities and regions support resiliency in communities and build the capacity to be more resilient (i.e., ability to withstand and minimize regions the potential impacts of disruptions due to a natural or man-made event). Number of communities that utilize Digital Digital Coast is a web platform providing coastal geospatial information. The Coast number of communities using Digital Coast is based on Census-designated places within coastal states, including all Census-defined cities, towns, townships, boroughs, and incorporated municipalities. (continued on next page) 42 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN A PPEN D I X A — PER FOR M A N C E I N D I C ATOR D EFI N I TIO NS (continued from previous page) Indicator Definition Cumulative number of coastal, marine, Geographically specific forecasts will allow resource managers to make deci- and Great Lakes issue-based forecasting sions based on predicted environmental and socioeconomic impacts, predict capabilities developed and used for the impacts of ecosystem stressors, and evaluate the potential options to management mitigate those stressors to better manage ecosystem use and condition. Percentage of key milestones met for A series of nationwide workshops will be held to gather input for a draft disaster Disaster Resilience Standards Panel resilience framework. A plan will be established to develop a complete Disaster Resilience Framework that puts community-level guidelines into action. Web activity by risk management community Web activity will be measured to determine the climate data records used for long-term catastrophe risk assessment by federal, state, and local governments and the private sector for climate research, modeling, and assessment of risk from events such as coastal inundation and patterns of extreme weather. Strategic Objective 3.4 Number of domestic stocks listed as subject to Confirm overfishing has been eliminated on all domestic stocks identified as overfishing, as of June 30, 2013, for which the subject to overfishing using catch data relative to overfishing limits. Stocks annual catch does not exceed the overfishing identified as subject to overfishing after June 30, 2013 are not included in limit in any fishing year this APG. Number of protected species designated as Population trends are estimated using best practice research methodologies. threatened, endangered, or depleted with This measure tracks progress at achieving partial recovery of endangered, stable or increasing population levels threatened, or depleted protected species. Fish Stock Sustainability Index The index is a composite of several measures of the health of fish stocks. It measures the sustainability of 230 fish stocks selected for their importance to commercial and recreational fisheries. Data is gathered using best practice research methodologies. Number and percentage of recovery actions Measures documented recovery actions that are expected to contribute to a ongoing or completed change in population trends (such as completed habitat restorations, successful reintroductions of injured animals, etc.). Habitat acres conserved The number of acres includes: (1) the number of habitat acres acquired or designated for long-term protection which includes land, marine, and estuarine areas conserved as sanctuaries, reserves, or other protected areas; and (2) the number of habitat acres restored describes restoration by NOAA or with NOAA funding following habitat degradation or injury. Strategic Objective 3.5 Dollar value of exported goods and services This future indicator will require the World Customs Organization (WCO) to for clean energy and environmental establish a specific Harmonized System (HS) tariff code for renewable energy technologies and energy efficiency equipment, components, and products. Number of visits to information portals Tracks growth in the number of visits to select websites that are used as focusing on environmental and clean central sources of environmental and clean energy export information. energy exports Number of trade promotion and trade policy Standard definitions will be used to define “environmental and clean energy missions that support U.S. environmental businesses” to assure data integrity. and clean energy businesses Number of page visits to BIRDS, a free A new online software tool called BIRDS will be released to help stakeholders online software tool for businesses to assess put an environmental score on a proposed building and to assess the life the economic and environmental tradeoffs in cycle costs associated with that building. Usage will be measured by software developing green buildings downloads and/or page visits. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 43 A P P EN D IX A — P E R F ORM A NCE I NDI CATOR D EFI N I TI ON S STRATEGIC GOAL 4: DATA Indicator Definition Strategic Objective 4.1 Percentage of milestones met for Commerce Key milestones completed on time for developing and implementing a interoperability framework reference data architecture and interoperability framework for Commerce data services. Number of consensus-based standards on Measures success of NIST in accelerating consensus on important, Big Data fundamental questions about Big Data that accelerate progress. Percentage of milestones met for Key milestones completed on time to create an inventory of all available data Find it-Connect it sets within the Department to be included in a Find it-Connect it service and a plan to make the data sets interoperable. Percentage of NOAA environmental data The percentage of NOAA environmental data available to general users. available to the public Strategic Objective 4.2 Percentage of milestones met for business Key milestones completed on time for a plan to identify and provide the data assistance analysis and expertise needed to analyze business assistance programs across the government. Cost efficiency of 2020 decennial census Finalize a design for the 2020 decennial census and conduct at less cost, as adjusted for inflation, than was spent on the 2010 Census ($77.00 per housing unit, not including ACS). Census count measure for quality of the Maintaining the same or better quality as the 2010 Census count (using the 2020 decennial census Census Count Measure - CCM). Timeliness of cyclical census programs Complete key activities for cyclical census programs on time to support effective decision-making by policymakers, businesses, and the public. Strategic Objective 4.3 Percentage of milestones met for Key milestones completed on time for a formal outreach plan to current data stakeholder outreach users and potential data users. Number of visits to NOAA information The number of visits to NOAA information portals: Climate Portal, Drought portals Portal, Weather. Timeliness of release of key data products Release data products for key Census Bureau programs on time to support effective decision-making of policymakers, businesses, and the public. STRATEGIC GOAL 5: OPERATIONAL EXCELLENCE Indicator Definition Strategic Objective 5.1 Percentage of milestones met for the Key milestones completed on time for the design, pilot test, and implementa- development and implementation of the tion of the senior leader component of the Commerce organizational learning senior leader framework framework. Percentage of milestones met for the devel- Bureaus complete key milestones on time for developing an integrated opment and implementation of an integrated Commerce-wide IT enterprise architecture; adopting a federated implementa- Commerce-wide IT enterprise architecture tion roadmap; and transitioning their IT systems, services, and device. Percentage of milestones met for develop- Bureaus complete key milestones on time for developing a Commerce-wide ment and implementation of a Commerce- enterprise IT shared services plan; adopting a federated implementation wide enterprise IT shared services plan roadmap and transitioning delivery of common IT services to shared services. Percentage of milestones met for the Key milestones completed on time for the design and implementation of development and implementation of a a dashboard to track implementation of the strategic plan and a revised strategic plan dashboard performance management approach that aligns performance indicators and engages the workforce in driving results. 44 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN APPENDIX B – CONTRIBUTING PROGRAMS STRATEGIC GOAL 1: TRADE AND INVESTMENT STRATEGIC OBJECTIVE 1.4 Bureau Program STRATEGIC OBJECTIVE 1.1 ITA llEnforcement and Compliance Bureau Program llIndustry and Analysis llGlobal Markets ITA llGlobal Markets llIndustry and Analysis STRATEGIC GOAL 2: INNOVATION llEnforcement and Compliance USPTO llPatents and Trademarks STRATEGIC OBJECTIVE 2.1 NOAA llCorporate Services Bureau Program NTIA llInternational Policies NIST llAdvanced Manufacturing Technology Consortia llNational Network for Manufacturing STRATEGIC OBJECTIVE 1.2 Innovation Bureau Program llLaboratory Programs ITA llExecutive Administration llGlobal Markets STRATEGIC OBJECTIVE 2.2 llIndustry and Analysis Bureau Program EDA llPublic Works NIST llHollings Manufacturing Extension llEconomic Adjustment Assistance Partnership llTechnical Assistance ESA llPolicy Support llPartnership Planning EDA llPublic Works llResearch and Evaluation llEconomic Adjustment Assistance llTrade Adjustment Assistance llTechnical Assistance MBDA llMinority Business Public Private llPartnership Planning Partnerships Program llRegional Innovation Strategies BIS llExport Enforcement llResearch and Evaluation llExport Administration llTrade Adjustment Assistance llManagement and Policy Coordination MBDA llMinority Business Public Private ESA llPolicy Support Partnerships Program STRATEGIC OBJECTIVE 1.3 STRATEGIC OBJECTIVE 2.3 Bureau Program Bureau Program ITA llGlobal Markets NIST llLaboratory Programs llIndustry and Analysis llSpecial Programs and Standards Coordination EDA llPublic Works llWireless Innovation (WIN) Fund llEconomic Adjustment Assistance llTechnical Assistance NTIA llDomestic and International Policies llPartnership Planning llSpectrum Management llResearch and Evaluation llBroadband Technology Opportunities Program llTrade Adjustment Assistance llFirstNet ESA llBureau of Economic Analysis F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 45 A P P EN D IX B — CONT R I B U T I NG P R OG R A M S USPTO llPatents STRATEGIC GOAL 3: ENVIRONMENT llTrademarks STRATEGIC OBJECTIVE 3.1 STRATEGIC OBJECTIVE 2.4 Bureau Program Bureau Program NOAA llNational Environmental Satellite Data and Information Service-Environmental Satellite NIST llHollings Manufacturing Extension Observation Systems Partnership llNational Environmental Satellite Data and EDA llPublic Works Information Service-National Environmental llEconomic Adjustment Assistance Information llTechnical Assistance llOffice National Environmental Satellite Data and Information Service-Systems Acquisition llPartnership Planning llNational Environmental Satellite Data and llRegional Innovation Strategies Information Service-Construction llResearch and Evaluation llNational Ocean Service-Navigation, llTrade Adjustment Assistance Observations, and Positioning Census llLongitudinal Employer Household llNational Ocean Service-Coastal Science Dynamics (LEHD) and Assessment llNational Ocean Service-Ocean and Coastal ESA llPolicy Support Management and Services llNational Marine Fisheries Service-Fisheries STRATEGIC OBJECTIVE 2.5 Research and Management Bureau Program llNational Marine Fisheries Service-Habitat Conservation and Restoration NIST llLaboratory Programs llNational Marine Fisheries Service-Protected llSpecial Programs and Standards Species Research and Management Coordination llNational Marine Fisheries Service-Other llCorporate Services Activities Supporting Fisheries llConstruction and Major Renovations llNational Weather Service-Observations llWorking Capital Fund llNational Weather Service-Central Processing llNational Weather Service-Analyze, Forecast EDA llPublic Works and Support llEconomic Adjustment Assistance llNational Weather Service-Dissemination llTechnical Assistance llNational Weather Service-Science and llPartnership Planning Technology Integration llResearch and Evaluation llOceanic and Atmospheric Research- llTrade Adjustment Assistance Climate Research llRegional Innovation Strategies llOceanic and Atmospheric Research- Weather and Air Chemistry Research USPTO llPatents llOceanic and Atmospheric Research- llTrademarks Oceans, Coastal, and Great Lakes Research llOceanic and Atmospheric Research- Innovative Research and Technology llOceanic and Atmospheric Research- Systems Acquisitions llOffice of Marine and Aviation Operations NIST llLaboratory Programs llStandards Coordination and Special Programs 46 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN A PPEN D I X B — C ON TR I B U TI N G PR OGRAMS STRATEGIC OBJECTIVE 3.2 STRATEGIC OBJECTIVE 3.3 Bureau Program Bureau Program NOAA llNational Weather Service-Observations NOAA llNational Weather Service-Operations llNational Weather Service-Central and Research Processing llNational Weather Service-Systems llNational Weather Service-Analyze, Forecast Acquisition and Support llNational Ocean Service-Navigation, llNational Weather Service-Dissemination Observations, and Positioning llNational Weather Service-Science and llNational Ocean Service-Coastal Science Technology Integration and Assessment llNational Weather Service-Systems llNational Ocean Service-Ocean and Acquisition Coastal Management and Services llNational Weather Service-Construction llNational Ocean Service-Acquisition llNational Environmental Satellite Data and llNational Ocean Service-Construction Information Service-Environmental Satellite llNational Marine Fisheries Service-Protected Observation Systems Species Research and Management llNational Environmental Satellite Data llNational Marine Fisheries Service-Habitat and Information Service-Data Center and Conservation and Restoration Information Services llOceanic and Atmospheric Research-Ocean, llNational Environmental Satellite Data and Coastal, and Great Lakes Research Information Service-Systems Acquisition llOceanic and Atmospheric Research-Climate llNational Ocean Service-Navigation, Research Observations, and Positioning llNational Environmental Satellite Data llNational Ocean Service-Coastal Science and Information Service-Data Center and and Assessment Information Services llNational Ocean Service-Ocean and Coastal llOffice of Marine and Aviation Operations Management and Services llOceanic and Atmospheric Research-Climate NIST llLaboratory Programs Research llStandards Coordination and Special llOceanic and Atmospheric Research- Programs Weather and Air Chemistry Research EDA llPublic Works llOceanic and Atmospheric Research- Oceans, Coastal, and Great Lakes Research llEconomic Adjustment Assistance llOceanic and Atmospheric Research- llTechnical Assistance Innovative Research and Technology llPartnership Planning llOffice of Marine and Aviation Operations llResearch and Evaluation llProgram Support-Corporate Services llTrade Adjustment Assistance Census llLongitudinal Employer Household ESA llPolicy Support Dynamics (LEHD) Census llLongitudinal Employer Household Dynamics (LEHD) F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 47 A P P EN D IX B — CONT R I B U T I NG P R OG R A M S STRATEGIC OBJECTIVE 3.4 STRATEGIC GOAL 4: DATA Bureau Program STRATEGIC OBJECTIVE 4.1 NOAA llNational Marine Fisheries Service-Protected Species Research and Management Bureau Program llNational Marine Fisheries Service-Fisheries NIST llStandards Coordination and Special Research and Management Programs llNational Marine Fisheries Service-Habitat llLaboratory Programs Conservation and Restoration llNational Network for Manufacturing llNational Marine Fisheries Service- Innovation Enforcement and Observers llNational Marine Fisheries Service-Other ESA llPolicy Support Activities Supporting Fisheries llBureau of Economic Analysis llNational Marine Fisheries Service-Pacific Census llCurrent Surveys and Statistics Coastal Salmon Recovery Fund llOffice of Marine and Aviation Operations NTIS llInformation Clearinghouse Programs llNational Ocean Service-Ocean and Coastal NOAA llGlobal Services Management and Services llNational Climate llNational Ocean Service-Acquisition llNational Ocean Service-Construction ITA llGlobal Markets llOceanic and Atmospheric Research-Ocean, EDA llTechnical Assistance Grants Coastal, and Great Lakes Research STRATEGIC OBJECTIVE 3.5 STRATEGIC OBJECTIVE 4.2 Bureau Program Bureau Program NIST llLaboratory Programs ESA llPolicy Support llBureau of Economic Analysis ESA llPolicy Support Census llCurrent Surveys and Statistics ITA llIndustry and Analysis llEconomic Statistics Programs NOAA llOceanic and Atmospheric Research-Climate llDemographic Statistics Programs Research llOceanic and Atmospheric Research-Ocean, NTIS llInformation Clearinghouse Programs Coastal, and Great Lakes Research ITA llMarket Access and Compliance llNational Marine Fisheries Service-Fisheries llGlobal Markets Research and Management llIndustry and Analysis llProgram Support-Corporate Services llNational Weather Service-Operations and EDA llPartnership Planning Grants Research llEconomic Adjustment Assistance Grants llNational Environmental Satellite, Data and llPublic Works Grants Information Service-National Environmental Information Office BIS llExport Enforcement llNational Ocean Service-Navigation, Observations and Positioning llNational Ocean Service-Ocean and Coastal Management and Services llNational Ocean Service-Coastal Science and Assessment 48 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN A PPEN D I X B — C ON TR I B U TI N G PR OGRAMS STRATEGIC OBJECTIVE 4.3 STRATEGIC GOAL 5: OPERATIONAL EXCELLENCE Bureau Program STRATEGIC OBJECTIVE 5.1 ESA llPolicy Support Bureau Program llBureau of Economic Analysis OS llExecutive Direction Census llCurrent Surveys and Statistics llDepartmental Staff Services llEconomic Statistics Programs llFranchise Fund llDemographic Statistics Programs llExecutive Direction (Centralized Services) NOAA llNational Weather Service llDepartmental Staff Services (Centralized ITA llGlobal Markets Services) llIndustry and Analysis llOffice of the Inspector General MBDA llMinority Business Development BIS llAll Programs USPTO llEconomic Research Program Census llAll Programs EDA llTechnical Assistance Grants EDA llAll Programs ESA llAll Programs ITA llAll Programs MBDA llAll Programs NOAA llAll Programs NTIA llAll Programs NIST llAll Programs NTIS llAll Programs USPTO llAll Programs F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 49 A P P EN D IX C — E V I DE NCE A ND E VAL U ATI ON APPENDIX C – EVIDENCE AND EVALUATION USE OF EVIDENCE AND EVALUATION The use of evidence and evaluation during the collaborative development of this strategic plan is an important example of the Department’s efforts to improve program performance. By applying existing research about what works, generating new knowledge, and using evaluation to formulate goals, objectives, and strategies in this plan, the Department is more likely to achieve its desired performance outcomes. The information below summarizes key evidence used to inform the strategic planning process. STRATEGIC GOAL 1: TRADE AND INVESTMENT STRATEGIC GOAL 2: INNOVATION llNational Export Strategy. Trade Promotion llVisiting Committee on Advanced Technology (VCAT) Coordinating Committee, 2012. 2012 Annual Report. VACT, February 2013. ll“Regional Liberalization of Trade in Services” llReport to the President on Ensuring American The World Economy, 2011. Leadership in Advanced Manufacturing. President’s Council of Advisors on Science and Technology llA Profile of U.S. Importing and Exporting Companies, (PCAST), June 2011. 2010-2011. U.S. Census Bureau, April 2013. llNational Network for Manufacturing Innovation: A llNational Export Initiative. U.S. and Foreign Preliminary Design. National Science and Technology Commercial Service Should Improve Performance and Council, January 2013. Resource Allocation Management (GAO-11-909). U.S. Government Accountability Office, September 2011. llManufacturing Extension Partnership: Making and Impact on U.S. Manufacturing. NIST, 2013. llFostering SMEs’ Participation in Global Markets: Final Report. Organization for Economic Co-operation and llExploring the Digital Nation: America’s Emerging Development, April 2013. Online Experience. NTIA and ESA, June 2013. llU.S. FDI Competitiveness Report: Revival of llPlan and Timetable to Make Available 500 Megahertz the United States as an Economic Powerhouse. of Spectrum for Wireless Broadband. NTIA, Investment Consulting Associations, October 2011. October 2010. llSurvey of U.S. Subsidiaries of Foreign-Owned Firms. llCopyright Policy, Creativity, and Innovation in BEA, 2013. the Digital Economy. Internet Policy Task Force, July 2013. llAntidumping and Countervailing Duties: Key Challenges to Small and Medium-Sized Enterprises; llPreliminary Cyber Security Framework. NIST, Pursuit of the Imposition of Trade Remedies (GAO- February 2013. 08-391). U.S. Government Accountability Office, June 2013. llConstruction Grants Program Impact Assessment Report. Grant Thornton, September 2008. (validation llAntidumping and Countervailing Duties: Management of the 1997 “Rutgers Study”) Enhancements Needed to Improve Efforts to Detect and Deter Duty Evasions (GAO-12-551). U.S. llSpectrum Management: Federal Government’s Government Accountability Office, May 2012. Use of Spectrum and Preliminary Information on Spectrum Sharing (GAO-12-1018T). U.S. Government Accountability Office, September 2012. 50 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN A PPEN D I X C — EVI D EN C E A N D EVA LU ATIO N llInformation Resellers: Consumer Privacy Framework llMeasuring the Green Economy. ESA, April 2010. Needs to Reflect Changes in Technology and the Marketplace (GAO-13-663). U.S. Government llVision and Model for NOAA and Private Sector Accountability Office, September 2013. Collaboration in a National Climate Services Enterprise. NOAA Science Advisory Board, October 2011. llA Review of the Manufacturing-related Programs at the National Institute of Standards and Technology, FY 2012. National Research Council of the National STRATEGIC GOAL 4: DATA Academies, 2012. llOpen Data: Unlocking innovation and performance llNIST Economic Impact Studies. NIST, 2009-2013. with liquid information. McKinsey Global Institute, October 2013. STRATEGIC GOAL 3: ENVIRONMENT ll“Datafication–Reflects the Past and Drives the Future: A Revolution That is Changing How We Live, Work, llNational Environmental Satellite, Data, and Think...” BizShifts-Trends, June 2013. Information Service Independent Review Team Report. NOAA, July 2012. llBig Data: The next frontier for innovation, competition, and productivity. McKinsey Global Institute, May 2011. llIn the Nation’s Best Interest: Making the Most of NOAA’s Science Enterprise. NOAA Science Advisory llOpen Data Policy - Managing Information as an Asset. Board, March 2013. White House Policy Memo, May, 2013. llA National Strategy for Advancing Climate Modeling. National Research Council of the STRATEGIC GOAL 5: OPERATIONAL EXCELLENCE National Academies, 2012. llBaldrige Criteria for Performance Excellence. llNational Weather Service Weather-Ready Nation NIST, 2013. Roadmap. NOAA, April 2013. llTop Management Challenges Facing the Department llForecast for the Future: Assuring the Capacity of of Commerce. Office of the Inspector General, 2013. the National Weather Service. National Academy of Public Administration, May 2013. llThe New Federal Performance System: Implement- ing the GPRA Modernization Act. Donald Moynihan, llEconomic Impact of Hurricane Sandy Potential 2013. Economic Activity Lost and Gained in New Jersey and New York. ESA, September 2013. llDisaster Resilience: A National Imperative. The National Academies, 2012. llFinal Report — Review of NOAA Fisheries Enforcement Programs and Operations. Office of the Inspector General, September 2010. llEvaluating the Effectiveness of Fish Stock Rebuilding Plans in the United States. National Research Council of the National Academies, 2013. llAn Inventory of Ecosystem Service Valuation Studies. NOAA, May 2013. F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 51 A P P EN D IX C — E V I DE NCE A ND E VAL U ATI ON NEXT STEPS IN BUILDING EVALUATION CAPACITY AND FUTURE EVALUATIONS The Department is working to strengthen its evaluation capabilities and using evidence to drive improvements in program delivery. As a byproduct of the Department’s Performance Excellence Council, a multi-bureau Impacts Collaborative was established in 2013 to improve the measurement and evaluation of business assistance impacts. This collaborative forum facilitated the launch of two groundbreaking evaluation pilot projects by ITA and MBDA that will leverage data from the Census Bureau’s Center for Economic Studies. In addition to ongoing evaluation efforts, the information below summarizes future planned evaluation activities. STRATEGIC GOAL 1: TRADE AND INVESTMENT STRATEGIC GOAL 3: ENVIRONMENT llPilot test for using Census Bureau’s Center for llFormal review of the scientific value of NOAA’s Data Economic Studies data to evaluate the impact of Center’s data and information services. Global Markets’ business assistance. llSatellite architecture review for continuity of llAnalysis of foreign direct investment in U.S. and environmental observations review of next-generation competitor economies using BEA survey results. geostationary and polar satellites. llIndustry survey and analysis of Export Control llReview and evaluation of fishery stocks and protected Reform impacts. species assessments. llFive-year cycle of external peer reviews of NOAA STRATEGIC GOAL 2: INNOVATION Fisheries’ Science Centers’ science enterprise. llTechnical quality assessment of NIST Engineering llReview and evaluation of NIST manufacturing-related Laboratory, including the Green Buildings Program programs by the National Research Council of the by the National Research Council of the National National Academies. Academies. llManufacturing Extension Partnership Advisory Board (MEPAB)’s review and guidance from industrial extension customers and providers who have a STRATEGIC GOAL 4: DATA vision of industrial extension with a national scope. llESA program evaluation to assess data capacity and llAnalysis of spectrum reallocation options and value to customers. Commerce Spectrum Management Advisory Committee (CSMAC) review and advice. STRATEGIC GOAL 5: OPERATIONAL EXCELLENCE llReview of Cybersecurity Framework engagement with critical infrastructure owners/operators and llAnnual Federal Employee Viewpoint Survey. related federal agencies. llAnnual Federal Managers Survey on Organizational llAnalysis of detailed impacts of broadband grants Performance and Management Issues. projects to inform future broadband initiatives. llAn analysis of resources and demand drivers for the NTIA Center for Advanced Communications conducted by the National Academy of Sciences. llAnnual technical assessments of the scientific impact of selected NIST laboratories by National Research Council of the National Academies. 52 | DEPART M E N T O F C O MME R C E • F Y 2 0 1 4 – FY 2 0 1 8 STRATE GI C P LAN A PPEN D I X D — PR I OR I TY GO ALS APPENDIX D – PRIORITY GOALS AGENCY PRIORITY GOALS The Department has established the following priority 4. By September 30, 2015, the Department of goals for fiscal years 2014-2015. Commerce will improve its overall weather forecast model accuracy to nine days which will enable more 1. By September 30, 2015, the Department of Commerce accurate, consistent, longer lead time for specific will increase the percentage of companies assisted by weather event forecasts and warnings. (NOAA) Global Markets that achieve their export objectives to 71percent. (ITA) 5. By September 30, 2015, the Department of Commerce will confirm the elimination of overfishing on all 21 U.S. 2. By September 30, 2015, the Department of Commerce domestic stocks identified as subject to overfishing as will reduce patent pendency for first action and total of June 30, 2013, by comparing catch data relative to pendency from the end of FY 2012 levels of 21.9 and overfishing limits (OFLs). (NOAA) 32.4 months to 15.7 and 26.4 months; as well as reduce the unexamined patent application backlog of 608,300 to 534,900. Additionally, the patent quality composite score will be improved from 72.4 percent to 100 percent of the FY 2015 target. (USPTO) CROSS-AGENCY PRIORITY GOALS 3. By September 30, 2015, the Department of Commerce will increase the Nation’s broadband infrastructure Per the GPRA Modernization Act requirement to developed through the Broadband Technology address Cross-Agency Priority Goals in the Agency Opportunities Program (BTOP) from 78,120 miles at strategic plan, the Annual Performance Plan, and the end of FY 2012 to 110,000 miles. When this goal is the Annual Performance Report please refer to achieved, BTOP will connect 24,000 community anchor www.Performance.gov for the Agency’s contributions institutions and will add 650,000 new household and to those goals and progress, where applicable. business subscribers to broadband service. (NTIA) F Y 2 0 14 – FY 2 0 1 8 STRATE GI C P LAN • DE PARTME NT OF COMME RCE | 53 U.S. DEPARTMENT OF COMMERCE 1401 Constitution Avenue, NW Washington, DC 20230 commerce.gov CONNECT WITH US