America Is Open for Business: Strategic Plan | Fiscal Years 2014 - 2018This strategic plan is the principal document within the Department's comprehensive performance management framework. Designed to cascade throughout all levels of the Department, this plan summarizes the key strategies and initiatives that will drive progress in the Department's five goal areas. It also serves as an overarching guide for the allocation of resources needed to achieve the Department's desired long-term, macro-level economic and social outcomes. Department leaders and employees will use this plan to transform strategies into actions, and actions into results. Strategic plan execution will require the creation of an annual action plan for each strategic objective. Progress toward achieving each objective will be routinely measured and collaboratively reviewed by Department leadership. This strategic objective review process will facilitate thoughtful discussion on the Department’s progress toward achieving the objectives -- why, why not, and how the key strategies presented under each objective should be adjusted and improved.U.S. Department of CommerceDOC_385d89c3-4f0e-4135-b59d-767da1df9bb3As part of the Obama administration's economic team, the Secretary of Commerce serves as the voice of U.S. business within the President’s Cabinet. The Department works with businesses, universities, communities, and the Nation's workers to promote job creation, economic growth, sustainable development, and improved standards of living for Americans. Through its 12 bureaus and nearly 47,000 employees located in all 50 states and territories and more than 86 countries worldwide, the Department administers critical programs that touch the lives of every American. The Department's workforce is as diverse as its mission. It is made of up economists, Nobel winning scientists, foreign service officers, patent attorneys, law enforcement officers, and specialists in everything from international trade to aerospace engineering.Penny PritzkerU.S. Secretary of CommerceDOC BureausThe Department is comprised of 12 bureaus that work together to drive progress in five key goal areas: Trade and Investment, Innovation, Environment, Data, and Operational Excellence. The underlying strength of the Department is the ability for its bureaus to work together and leverage expertise in all of these goal areas to drive economic growth.Office of the Secretary (OS)Office of the Inspector General (OIG)Bureau of Industry and Security (BIS)Economic Development Administration (EDA)Economics and Statistics Administration (ESA)Bureau of Economic Analysis (BEA) & Census Bureau (Census) -- The foundation to all of the Department’s goal areas is data. Data is the fuel that powers the 21st century economy. Whether it is ITA determining which foreign markets to target, EDA understanding a regional economy, NOAA’s terabytes of weather and climate data helping predict severe events and enabling weather forecasts, or NIST data and models catalyzing advanced manufacturing, Commerce data enables the Department to set the conditions for economic growth. It touches every American and informs daily business decisions. Commerce data enable start-ups, moves markets, protects life and property, and powers both small and multi-billion dollar companies. The Bureau of Economic Analysis (BEA) produces estimates of gross domestic product (GDP), a key indicator of the health of the economy. The Census Bureau carries out the constitutionally mandated decennial census, which determines the allocation of billions in federal dollars to states and the drawing of Congressional districts. Data is not only a means of advancing the trade, innovation, and environment goals; it is also a national asset with untapped potential. The Economic and Statistics Administration (ESA) will work with the private sector to harness Big Data and accelerate a data-enabled economy.Bureau of Economic Analysis (BEA)Census Bureau (Census)International Trade Administration (ITA)The President's FY 2015 budget includes a proposal to change the name of the International Trade Administration (ITA) to the International Trade and Investment Administration (ITIA)... As the lead trade and investment promotion agency in the federal government, the Department plays a key role in making U.S. companies more competitive abroad and attracting investment into the United States. The International Trade Administration (ITA) leads the Department’s export and investment platform, working with several other bureaus both within and outside the Department to achieve this goal. For example, ITA works directly with U.S. businesses to close deals in foreign markets. At the same time, ITA coordinates with the Economic Development Administration (EDA) in assisting U.S. communities to leverage regional capacity to expand exports and connect local economic development organizations with potential foreign investors. ITA works in close partnership with the United States Trade Representative to remove foreign trade barriers and with the United States Patent and Trademark Office (USPTO) to ensure adequate intellectual property (IP) protection. The Bureau of Industry and Security (BIS) enforces export control laws to ensure that national security is protected even as the Department foster trade.Minority Business Development Agency (MBDA)National Institute of Standards and Technology (NIST)Innovation is the key driver of U.S. competitiveness. The Department is well-positioned to address many of the challenges the country faces in the manufacturing sector. Through that National Institute of Standards and Technology (NIST), the Department houses foundational research capabilities that accelerate the development and adoption of technological breakthroughs that help grow the economy. Increasingly the Department uses its unique convening power to promote public-private partnerships among universities and businesses. These partnerships provide scientific and technical resources to manufacturing firms, and support a skilled workforce to fill the manufacturing jobs of the 21st century. The Department also helps increase the capacity of regional economies to innovate. For example, NIST works with small and mid-sized manufacturers to restore robust supply chains while EDA works with communities and regions to ensure they have the hard and soft infrastructure to support the ecosystems needed for these businesses to thrive. Many of these businesses are minority-owned and the Minority Business Development Administration (MBDA) works to provide resources to ensure they can compete and innovate. National Oceanic and Atmospheric Administration (NOAA)Understanding and predicting changes in the environment have never been more important and the Department has a critical role in both. The frequency and severity of extreme weather events have increased significantly over the past decade. Therefore, investment in continued improvement of the weather and climate enterprise is essential, as is the National Oceanic and Atmospheric Administration’s (NOAA) work with the private sector and other government partners to understand the best way to meet these new challenges. NOAA, as the lead agency for weather and climate observations and forecasting, also works closely with the Census Bureau on disaster response, with EDA on economic resilience of communities and regions, and with NIST on disaster resilience standards. NOAA further supports the Department's mission with strong stewardship of the ocean's resources, which contributes more than $250 billion annually to the Nation’s economy.National Telecommunications and Information Administration (NTIA)Within the federal government, the Department is the principal defender and champion of the digital economy. The National Telecommunications and Information Administration (NTIA) is the lead bureau in advising the Secretary on telecommunications issues. It works closely with NIST on advanced communications technologies, as well as with USPTO on the intersection of Internet and copyright policies. NTIA works across the government with several agencies as it manages national spectrum resources needed for expanded high speed broadband service. NIST plays a critical role in working with industry and other government stakeholders on the development of cybersecurity standards to help protect the critical and growing digital economy. As the voice of business, the Department works to make sure that it protects a free and open Internet, and U.S. economic competitiveness, during the formulation of national security policies. National Technical Information Service (NTIS)U.S. Patent and Trademark Office (USPTO)_1a4224b6-c7a2-11e4-9989-09b2f5d5dec3To create the conditions for economic growth and opportunity._1a42329e-c7a2-11e4-9989-09b2f5d5dec3TRADE & INVESTMENTExpand the U.S. economy through increased exports and inward foreign investment that lead to more and better American jobs_1a42394c-c7a2-11e4-9989-09b2f5d5dec31Trade and investment are critical to the Nation’s prosperity. The United States is the world’s largest economy -- the largest exporter and importer of goods and services and the world’s largest recipient of foreign direct investment. In 2013, the United States exported more than $2.3 trillion worth of goods and services. Exports fuel U.S. economic growth; support good jobs; and spread ideas, innovation, and American values. Being the leader, however, is not enough. Too 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 engaged with the 95 percent of consumers who live outside U.S. borders. Encouraging investment will help the United States in the growing competition for global foreign direct investment which will continue to increase as emerging markets mature. As the lead trade and investment promotion agency in the federal government, the Department’s goal is to increase the global fluency of U.S. businesses and make trade and investment a bigger part of the U.S. economy’s DNA.Global MarketsIncrease opportunities for U.S. companies by opening markets globally_1a423ad2-c7a2-11e4-9989-09b2f5d5dec31.1ITANOAANTIAUSPTOThe strength of the U.S. economy continues to depend on competitive manufacturing and services sectors and a vibrant open global marketplace. Growth in key foreign markets will help drive global economic recovery. More than one billion new consumers worldwide will enter the middle class during the next 15 years, and their buying power will increase the consumption of goods and services worldwide. As economies around the world grow, some foreign governments develop policies that create barriers to U.S. companies in those markets. These trade barriers and other trade practices cost U.S. companies billions of dollars in lost revenue. Trade barriers result not only in financial loss, but also limit the ability of U.S. companies to expand production, hire additional workers, or pursue investment opportunities. Studies indicate that trade openness added $800 billion to $1.4 trillion to the U.S. economy since World War II, amounting to $7 thousand to $13 thousand per U.S. household. Removing the remaining trade barriers could result in an additional $400 billion to $1.3 trillion annually, or about an additional $4 thousand to $12 thousand per U.S. household. The Department will deploy its policy and promotional tools to help U.S. firms compete for new opportunities globally. A renewed focus on global competitiveness will help strengthen the long-term health of U.S. industries and stimulate domestic job creation. The Department will also use its expertise on export promotion and industry-economic-country issues to conduct holistic analyses of U.S. trade issues and needs, make recommendations, and take actions.Trade Agreements & International ForaEnsure U.S. commercial and economic interests are advanced in trade agreements and in other international fora._1a424964-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.1.1ITANOAANTIAUSPTOWith greater interdependencies in global supply chains and the rise of cross-border issues, the global trading system and the international agreements that govern it have become more complex. Recognizing these complexities, effective U.S. participation in bilateral, regional, and multilateral trade agreements is critical. Multiple bureaus at the Department, including ITA, NTIA, USPTO, and NOAA, working alongside the Office of the U.S. Trade Representative, ensure that U.S. negotiating objectives reflect the priority needs of U.S. industries competing in the global market. These priorities include new agreements with strong and effective disciplines on trade barriers. Additionally, NOAA participates in international agreements to promote policies that protect the environment. The playing field is leveled when businesses from all nations share responsibility for sustainability.U.S. Commercial InterestsEnsure that U.S. commercial interests are advanced with foreign governments. _1a424e3c-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.1.2ITANTIAUSPTOU.S. CompaniesForeign GovernmentsIn many markets around the world, most U.S. companies do not have direct access to foreign government regulators or decisionmakers. Formal government-to-government mechanisms, such as the U.S.-China Joint Commission on Commerce and Trade, enable regular exchanges to raise and resolve systemic trade and investment issues. Other dialogues that involve the private sector, such as the U.S.-Brazil CEO Forum, provide U.S. companies with an opportunity to engage directly with key foreign government officials with whom they normally would not have access. Furthermore, world-wide competition for large government contracts is fierce as many of these contracts result in billions of dollars in sales. President Obama recognized the importance of such contracts and has established an Interagency Task Force on Commercial Advocacy, led by the Secretary of Commerce, to put the full force of U.S. government resources toward winning more government contracts abroad. ITA leads all U.S. government advocacy efforts, coordinating U.S. government resources and authority to level the playing field for U.S. business interests competing for specific international public contracts (both civilian and defense).Trade BarriersReduce foreign trade barriers._1a424e3d-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.1.3ITANTIAUSPTOForeign government-imposed trade barriers cost U.S. exporters billions of dollars each year. Barriers include inadequate protections for IP rights; discriminatory, arbitrary, or otherwise unfair regulations and standards; lack of transparency; localization requirements; and corruption. ITA, USPTO, and NTIA, working alongside other U.S. government agencies including the Office of the U.S. Trade Representative, will take steps to resolve trade barriers, while protecting U.S. regulatory interests, particularly those with industry-wide or market-wide impacts. Enhanced cooperation among patent and trademark offices of Europe, Japan, Korea, and the United States will protect U.S. IP rights abroad. ITA and USPTO will also continue to share best practices and facilitate technical assistance to foreign governments and organizations to improve predictability and transparency in foreign markets.ExportsIncrease U.S. exports by broadening and deepening the U.S. exporter base_1a425404-c7a2-11e4-9989-09b2f5d5dec31.2BISEDAESAITAMBDAOSRecognizing the important role of exports to the U.S. economy, President Obama announced the National Export Initiative in 2010. U.S. exports have increased steadily since the launch of this Initiative, reaching a record $2.3 trillion in 2013. However, the Nation still remains below its full export potential. U.S. firms under-export compared to competitor industrialized nations. Of the U.S. companies that do export merchandise, 58 percent export to only one market. The International Monetary Fund forecasts that approximately 80 percent of world economic growth over the next five years (2014 - 2018) will take place outside of the United States. Yet many small and medium-sized companies in the United States, the engines of economic growth and innovation, rarely export. The Department, through its programs, expertise, and global presence, is uniquely positioned to help U.S. companies understand the importance of exporting. Department research and analyses can identify the best export opportunities for U.S. goods and services. With offices located in more than 70 countries, 48 U.S. states, Puerto Rico and Washington D.C., Department experts, including those in the U.S. and Foreign Commercial Service, help U.S. companies access valuable market information, promote their products and services in target foreign markets, meet qualified international buyers and distributors, and overcome challenges and barriers when they doing business overseas. Moreover, the Secretary of Commerce, as chair of the Trade Promotion Coordinating Committee, will lead the national export strategy, set priorities, and drive federal efforts to increase exports. EducationEducate U.S. companies and communities on the benefits of exporting. _1a4258b4-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.2.1ESAITAMBDAITA and MBDA will increase efforts to communicate the benefits and importance of exporting to the U.S. economy, long-term competitiveness of U.S. businesses, and consumers. ITA, working with ESA and MBDA, will develop and implement business engagement strategies, including outreach and educational events around the country, analyses of the impact of exports, and testimonials from successful exportersExport AssistanceProvide tailored export assistance to U.S. companies and communities to connect U.S. companies to foreign markets and qualified buyers and partners._1a425b52-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.2.2BISEDAITAMBDAOSU.S. CompaniesU.S.CommunitiesITA will provide foreign market intelligence, identify industry-specific opportunities and best market prospects, and help develop market entry strategies. ITA is positioned to help U.S. companies find the right buyers and business partners through its presence in U.S. embassies and consulates around the world and relationships with trade show organizers and trade multiplier organizations. ITA provides opportunities for business partnerships through trade missions and trade shows, and by researching buyers, agents, and distributors for U.S. companies. Helping small and medium-sized enterprises and businesses in distressed communities will continue to be a key focus. BusinessUSA will assist entrepreneurs and businesses to discover and access resources that can help them export. EDA will also help regions and communities by providing grants to develop and implement place-based strategies that leverage regional assets and build capacity to expand exports. BIS will provide exporters and potential exporters with information on how to navigate the U.S. export control system.Public-Private PartnershipsUtilize public-private partnerships to increase U.S. exports worldwide._1a425e04-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.2.3ITAMBDAPartnerships with state and local export resources, economic development offices, trade associations, and corporations enable ITA and MBDA to accelerate international sales of exporters. ITA will continue to partner with multiplier trade organizations and other U.S. private-sector entities to advance the U.S. trade agenda. These partnerships include Market Development Cooperator Program partners that are dedicated to creating opportunities for U.S. companies in foreign markets. ITA will also continue to partner with localities through the Metropolitan Export Initiative, which seeks to increase U.S. exports across metropolitan areas around the United States.Costs & ComplexitiesReduce the transaction costs and complexities of exporting._1a4264b2-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.2.4ESAITAOne way to make it easier for U.S. companies to export is to simplify and modernize the way federal agencies collect data from exporters. The Department will support the President’s effort to develop an efficient and cost-effective trade processing infrastructure, including the International Trade Data System which will reduce the administrative burden of export data filings. In addition, reducing inefficiencies in U.S. supply chains will increase exports across industries. The U.S. supply chain (including supply chain management, transportation services, logistics, freight forwarding, and port management) provides the infrastructure to support the U.S. export enterprise. ITA will pursue opportunities to eliminate supply chain inefficiencies internationally through formal and informal bilateral and multilateral engagement with key trading partners. In the United States, ITA will partner with the Department of Transportation to identify ways to make the U.S. supply chain infrastructure more competitive. Efficiencies gained in these areas will have a direct positive impact on U.S. exporters’ ability to compete and export. Export ControlsOverhaul and simplify the Nation's export control system._1a4264b3-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.2.5BISThe President's Export Control Reform Initiative is fundamentally a national security effort intended to achieve greater regulatory efficiency and rationality, and focus controls on the most significant items and destinations -- higher fences around the most sensitive items. A key element of the reform is moving tens of thousands of items -- mostly parts and components -- from the U.S. Munitions List to the more flexible Commerce Control List. The move will enable more nuanced distinctions among technologies, destinations, and end users than under the State Department’s International Traffic in Arms Regulations. This will strengthen the U.S. defense industrial base by removing incentives for foreign manufacturers to avoid using U.S. parts and components. U.S. exporters of such items, particularly small and medium-sized firms, will be more competitive. Inward InvestmentIncrease high-impact inward foreign direct investment into the United States_1a426df4-c7a2-11e4-9989-09b2f5d5dec31.3EDAESAITAFor the last 10 years of available data (2002-2012), the United States has been the world’s largest recipient of foreign direct investment. Every day, foreign companies establish new operations in the United States or provide additional capital to existing businesses. The United States has an attractive investment climate as the world’s largest consumer market, with skilled and productive workers, a highly innovative culture, a strong and effective legal system, a predictable regulatory environment, and low cost energy. In addition, the Nation's strong commitment to environmental protection adds sustainability to 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 to attract business production back to the United States (reshoring) or locate facilities within the United States rather than in other countries. Foreign direct investment in the United States contributes significantly to U.S. economic growth and prosperity. In 2011, value added by majority-owned U.S. affiliates of foreign companies accounted for 4.7 percent of total U.S. private output. These firms employed 5.6 million people in the United States, or 5.1 percent of private-sector employment. The United States competes with countries that have aggressive national programs to encourage businesses to move to or expand within their own borders. In response to this competition, President Obama announced a federal SelectUSA initiative in 2011. Led by the Department, SelectUSA, involves multiple Department bureaus, includes other federal agencies, and works alongside U.S. states and localities to advocate aggressively for the United States as a premier investment destination. This coordinated federal effort assures the global investment community that America is open for business. The Department’s advocacy efforts are also backed up by capacity building grants that help communities create an economic ecosystem in which the private sector can leverage regional and community assets to promote foreign investment.Investment PromotionLead coordinated investment promotion._1a426df5-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.3.1ITAInvestment teams will develop country and industry-specific strategies in 32 economies with substantial potential for investments in the United States. ITA will lead the development of the strategies and create single points of contact for categories of investors. U.S. missions around the world and offices in the United States will expand outreach to prospective investors, host or participate in in-country or regional events to encourage investment, and leverage local business connections to promote investment in the United States. Research will identify high-potential sectors, and industry and investment experts will engage potential foreign investors in those sectors. This direct engagement will also be supported and complemented by more robust online marketing and training efforts.Investment AssistanceProvide tailored investment assistance to investors._1a42756a-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.3.2ESAITAITA will enhance its outreach efforts and proactively engage the foreign investment community to identify the information and services they need to invest in the United States. This input will be used to develop clear, complete, and consistent information for potential foreign investors. The input will also be used to address unnecessary obstacles to investment. SelectUSA will provide a formal ombudsman service for businesses investment. State & Local SupportProvide coordinated support to states and localities to attract investment._1a427916-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.3.3EDAITAStatesLocalitiesITA and EDA will amplify their support to regional, state, and local economic development organizations to attract investment. The Department will help coordinate these efforts and provide platforms and opportunities for local efforts to connect with potential foreign investors. The Department, through ITA, will also provide economic development organizations with information on foreign direct investment trends, effective global outreach methods, and marketing strategies to promote U.S. locations to foreign investors. These services will be provided on a geographically neutral basis. Furthermore, EDA will help regions and communities by providing grants to develop and implement place-based strategies to leverage regional assets and build overall capacity to expand foreign direct investment.Global AdvocacyAdvocate globally for the United States as a destination for investment. _1a427917-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.3.4ITAFor the first time, the U.S. government will advocate systematically to business leaders to locate production and investment in the United States. This tactic is often employed by competitor nations looking to attract investment. The Department, through SelectUSA, will coordinate actions by top federal officials, including the President, to increase investment by foreign business in the United States. When these businesses "select USA," new U.S. jobs and investment result.CompetitionStrengthen fair competition in international trade for U.S. firms and workers by addressing and resolving foreign unfair trade practices and enforcing international trade agreements_1a427918-c7a2-11e4-9989-09b2f5d5dec31.4ITAEfforts to enhance U.S. commercial competitiveness and maximize potential U.S. exports can be thwarted by unfair and injurious practices of foreign firms and their governments. Only with a level playing field can U.S. companies strengthen and develop the capacity to expand into new markets or maintain market share at home and abroad. As the federal agency charged with administering the U.S. antidumping and countervailing duty laws, ITA helps domestic manufacturers compete against unfairly traded imports into the United States. ITA’s petition counseling unit helps U.S. workers and firms who assert damage from violations. In particular, the unit’s focus is to ensure that small and medium-sized enterprises understand their rights and the requirements for filing a petition to initiate an investigation of possible foreign dumping and subsidization. Once petitions seeking relief under the trade remedy laws are filed, ITA investigates the allegations. When imports are found to be dumped or subsidized and a cause of injury to U.S. industry, ITA instructs U.S. Customs and Border Protection (CBP) to collect duties to offset the impact. The Department also offers assistance to U.S. exporters and investors, particularly small and medium-sized enterprises, by coordinating government resources to overcome trade barriers. This assistance educates U.S. industry on international trade agreements that maintain open markets. ITA’s trade experts monitor foreign government compliance with the more than 250 trade agreements so that companies, investors, and workers can realize the benefits of the agreements. Through its full range of legal, analytical, investigatory, trade policy, and commercial expertise, the Department provides robust and comprehensive services to help U.S. exporters confront, forestall, and resolve foreign unfair trade practices.Antidumping & Countervailing DutiesEnforce U.S. antidumping and countervailing duty trade remedy laws._1a42833e-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.4.1ITAITA defends U.S. industry against injurious trade practices by administering the antidumping and countervailing duty laws of the United States efficiently, fairly, and in a manner consistent with U.S. international obligations. The Department enforces the laws by conducting investigations and reviews based on U.S. industry petitions that allege imports are being dumped or unfairly subsidized, and that those imports are causing or threatening material injury to the competing U.S. industry. Furthermore, the Department will vigorously defend the results of U.S. antidumping and countervailing duty determinations before domestic courts and international tribunals. Through the timely identification and measurement of the unfair trade practices, ITA is able to impose, when appropriate, border measures which offset the trade-distorting impact of the dumped and subsidized imports.Border EvasionEnhance partnership with other U.S. enforcement agencies and private sector stakeholders to identify and thwart evasion of border measures._1a428366-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.4.2ITAU.S. Enforcement AgenciesIn recent years, unscrupulous foreign exporters and their domestic importers have stepped up efforts to illegally evade antidumping and countervailing duty orders aimed at counteracting unfair trade practices. To ensure proper enforcement of these orders, ITA will continue to work collaboratively with U.S. enforcement agencies, including CBP and with affected domestic industries. ITA and CBP also develop strategies, such as the implementation of import certifications, which are intended to better identify and subsequently thwart efforts by foreign exporters to illegally evade the collection of duties. Through partnerships with affected domestic industries, ITA is able to gather information and assess efforts by importers and foreign exporters to circumvent the imposition of border measures. These and other actions demonstrate that, by working closely and collaboratively with U.S. enforcement agencies and private stakeholders, ITA can provide domestic industries with timely and effective relief from the unfair trade practices of certain foreign exporters and their governments. Monitoring & ComplianceMonitor and ensure compliance with trade agreements._1a4285a0-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 1.4.3ITAThere are more than 250 trade agreements in force that open up foreign markets to U.S. goods and services. ITA works with other compliance agencies and the Interagency Trade Enforcement Center to ensure that U.S. companies benefit from the new market access these agreements should create. As U.S. companies encounter problems in overseas markets, the Department invokes commitments under trade agreements and closely monitors activity to ensure foreign government compliance. Strengthened focus of ITA resources on compliance, coupled with more rigorous engagement of foreign governments that are not honoring their obligations, will yield significant benefits for U.S. exporters in terms of market access and removal of discrete trade barriers. Monitoring compliance also creates better visibility for specific problems and informs government trade policy-making.INNOVATIONFoster a more innovative U.S. economy -- one that is better at inventing, improving, and commercializing products and technologies that lead to higher productivity and competitiveness_1a428cbc-c7a2-11e4-9989-09b2f5d5dec32Innovation is the invention, improvement, and commercialization of new products, processes, and services. Now, more than ever before, innovation is the primary driver of U.S. competitiveness, wage and job growth, and long-term economic growth. As much as half of economic growth in the United States can be attributed to advances in science, technology, and business processes. Innovation is the result of a virtuous cycle where initial advancements in technology and processes often lead to additional technology and process improvements, as well as positive industry spillovers in general. It starts with the generation of new ideas that are nurtured through applied research and development (R&D) and then manufactured to take those ideas to scale and generate new products and services. The experience and knowledge gained through 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. Innovative manufacturing can be an engine of sustained growth and competitiveness. The Department will increase regional and national capacity for innovative manufacturing through partnerships with state and local governments, academic institutions, and the private sector. It will continue to be the principal defender and champion of the digital economy—the greatest driver of innovation and economic growth in the 21st century. The Department’s convening power, regional economic development planning know-how, and statistical and economic analysis expertise will enable industry-driven solutions to the shortage of high demand skills and to sustainability issues that could threaten U.S. industry’s competitiveness. Finally, the Department will continue to support R&D that leads to transformative changes in technology and promote intellectual property (IP) policy that supports innovation.ManufacturingGrow a more productive, agile, and high-value manufacturing sector through partnerships and collaborations that accelerate technology development and commercialization_1a4296d0-c7a2-11e4-9989-09b2f5d5dec32.1NISTManufacturersThe U.S. manufacturing sector continues to be a mainstay of U.S. economic productivity, generating $2 trillion in GDP in 2012 (which equates to 12.5 percent of total U.S. GDP). Moreover, manufacturing has a larger multiplier effect than any other major economic activity—$1 spent in manufacturing generates $1.35 in additional economic activity. Despite the U.S. manufacturing sector’s apparent productivity, missed opportunities remain where the full economic and commercial value from investments in research are not realized. The United States excels at basic science and invention, but the commercial and economic rewards that emerge from these accomplishments are primarily realized only after discovery—especially at the points of manufacturing scale-up and commercialization. This is particularly true for complex, cost-efficient, high-value-added products whose commercialization requires development and mastery of equally complex manufacturing processes. As overall U.S. R&D efforts have begun to lag that of other nations, the composition of industrial R&D has shifted toward short-term research. These trends leave industry’s long-term needs unmet and ultimately undermine the Nation’s competitiveness. The Department is ideally positioned to address these challenges through its unique convening power. It will bring together public-private partnerships that can produce cutting edge research. These partnerships with businesses will accelerate technology development and commercialization, and strengthen the Nation’s position in the global competition for new products, new markets, and new jobs. In addition, NIST is the only research laboratory in the U.S. government specifically focused on enhancing industrial competitiveness, including a robust research portfolio concentrated on the technical challenges associated with advanced manufacturing.OutreachLead outreach through the White House Office of Manufacturing Policy._1a429838-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.1.1NISTOSWhite House Office of Manufacturing PolicyThe challenges of globalization and technological change require a concerted effort across the Administration to support an innovative, vibrant manufacturing sector. Through the Office of Manufacturing Policy, NIST, the Secretary, and the White House will conduct targeted outreach to business leaders, and craft and oversee the Administration's manufacturing agenda. Manufacturing Innovation NetworkEstablish the National Network for Manufacturing Innovation (NIST)._1a429839-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.1.2NISTThere is a gap in the U.S. innovation infrastructure that hinders the transition of new manufacturing processes and technologies from the lab bench to the manufacturing floor. The National Network for Manufacturing Innovation (NNMI), a proposed national network of up to 45 institutes, will bring together companies, universities and community colleges, and government to develop world-leading technologies and capabilities that U.S.-based manufacturers can apply in production. As self-sustaining hubs, these institutes will create, showcase, and deploy new capabilities, new products, and new processes that can impact commercial production. They will build workforce skills at all levels and enhance manufacturing capabilities in companies large and small. Technical ChallengesSupport industry consortia to identify and address shared technical challenges._1a429a7c-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.1.3NISTIndustry ConsortiaA common vision of long-term technology challenges can spur innovation across an industry. NIST's Advanced Manufacturing Technology (AMTech) program will provide grants to industry-led consortia to identify and prioritize research projects critical to long-term industrial advances. These technology roadmaps and related outputs will help guide applied research to meet industry’s needs, some of which AMTech will support through university and government laboratory research funding. Measurement Science & StandardsCollaborate with industry on measurement science and standards to solve technical challenges._1a42a3dc-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.1.4NISTRejuvenating U.S. manufacturing will require the development of measurements that support new, advanced manufacturing techniques. NIST will enhance partnerships with the U.S. manufacturing sector to develop and disseminate test methods, measurement tools and know-how, and scientific data that are embedded in the processes, products, and services of nearly every U.S. manufacturing industry. Businesses & CommunitiesIncrease 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_1a42a594-c7a2-11e4-9989-09b2f5d5dec32.2EDAESAMBDANISTUSPTOBusinessesCommunitiesU.S. communities must position themselves to compete in the new economy. However, communities with significant economic challenges may not have the knowledge or network needed to leverage their assets and identify opportunities. To understand the needs of producers and attract and expand investment, they need partners and expert guidance. The Department assists with strategic place-based investments that help create a productive industrial ecosystem. This support includes resources for infrastructure, planning, and technical assistance to strengthen the capacity for innovation in manufacturing. Technical assistance funding focuses on enhancing industry-required skills and identifying international supplier opportunities for small businesses. The Department is dedicated to helping regional economies thrive and provides grants to state and local governments and non-profits in communities and regions suffering from economic distress. Technical and business assistance is also provided to smaller manufacturers through partnerships between federal and state governments and non-profit organizations. Some grants and services are specifically targeted to increasing the competitiveness of minority businesses. Through this multi-pronged approach, the Department is increasing the capacity of U.S. regional economies to produce value-added goods and services, increasing their competitiveness in the modern global economy.Supply ChainsSupport small and mid-sized manufacturing by restoring robust supply chains._1a42aa3a-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.2.1NISTSmall ManufacturersMid-Sized ManufacturersSmall and mid-sized manufacturers are central to regional economic growth and innovation, but they can face unique challenges in deploying advanced manufacturing technologies. Through its national network of 60 centers, the NIST Hollings Manufacturing Extension Partnership (MEP) will expand its efforts to strengthen the competitive position of small and mid-sized manufacturers through new programs such as Manufacturing Technology Acceleration Centers and supplier scouting. Advanced ManufacturingStrengthen community and regional capacity for advanced manufacturing._1a42acd8-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.2.2EDAESAIncreased international competition and rapid technological change have diminished manufacturing capacity of communities and regions. To help restore this capacity, EDA will provide economic development planning, technical assistance, and infrastructure construction grants to develop or enhance economic ecosystems. These ecosystems provide the critical mass of aligned resources needed for the private sector to leverage regional and community assets to grow advanced manufacturing capabilities and create jobs. In addition, EDA will continue to lead the Investing in Manufacturing Communities Partnership, which streamlines community access to the funding and technical resources of multiple federal agencies.Minority FirmsIncrease advanced manufacturing assistance for minority firms. _1a42b89a-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.2.3MBDAMinority FirmsMinority businesses can benefit from targeted technical expertise, and market and capital access assistance to improve their production of higher value manufactured goods and services. Under the Minority Business Public-Private Partnerships Program, MBDA will leverage other federal, state, and local advanced manufacturing programs to expand the capacity of MBDA business centers to provide advanced manufacturing assistance to minority businesses.Protection & ScalingProvide local resources for protecting and scaling technologies._1a42b89b-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.2.4USPTOBy establishing four new satellite offices throughout the country, USPTO will be able to interact directly with area entrepreneurs, clarify questions about protecting and moving their technologies to the marketplace; promote a better understanding of the IP system; and create good paying, high-skilled jobs. Local proximity to regional clusters will also empower USPTO to establish new programming tailored to the needs of local start-ups and industries. Digital EconomyStrengthen the Nation's digital economy by championing policies that will maximize the potential of the Internet, expanding broadband capacity, and enhancing cybersecurity_1a42bffc-c7a2-11e4-9989-09b2f5d5dec32.3NISTNTIAUSPTOThe digital economy is the great engine of innovation and economic growth of the 21st century, and the Department is its principal defender and champion in the federal government. The Internet engine that powers this vast marketplace of electronic goods and services was developed within the federal government, but it has flourished in the private sector—where it should remain. This extraordinary platform for innovation, growth, and social progress faces urgent policy questions that demand a thoughtful government response. How can personal information and IP be protected online? How can the Nation’s critical digital infrastructure be defended from cyber-attacks? How can high-speed and affordable Internet access for all Americans be ensured? And, how can these goals be achieved while preserving, here and around the world, the fundamentally open nature of the Internet, free from unnecessary regulation? The Department has essential responsibility and a central role in answering these questions. It advises the President on telecommunications issues and manages national spectrum resources needed for expanded high-speed broadband service. It develops U.S. policy on online IP protection and enforcement. It oversees the development of voluntary industry cybersecurity and other online safety standards. It houses FirstNet which is charged with building a nationwide wireless broadband network for public safety users. And, the Department represents the United States on Internet governance issues before international multi-stakeholder bodies.InternetEnsure policies promote the Internet as an engine of growth._1a42c736-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.3.1NTIAThe Internet's potential to drive innovation and economic growth relies on the free flow of information as well as the Internet’s inherent flexibility. The Department will advocate for relevant domestic and international policies that do not unnecessarily hinder the digital economy or chill innovation in the online environment. The Department will use and participate in multi-stakeholder processes to develop solutions to evolving digital economy issues.BroadbandIncrease broadband infrastructure and use._1a42c737-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.3.2NTIABroadband capabilities and the capacity to leverage those capabilities to attract commerce can have a tremendous impact on local economies. The Department will use its expertise in funding broadband projects and providing technical assistance to help communities increase their broadband infrastructure and provide citizens with the tools to use the infrastructure to attract jobs and investments. Communications TechnologiesFoster advanced communications technologies._1a42c738-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.3.3NISTNTIASpectrum 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 government agencies to foster the invention, development, and deployment of future advanced communications technologies. Critical InfrastructureCreate a standards framework to reduce cyber risks to critical infrastructure._1a42e27a-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.3.4NISTThe national and economic security of the United States depends on the reliability of critical infrastructure, including the electric grid, financial sector, and communications system. Taking full advantage of existing cross-sector security standards and guidelines, NIST is leading the development of a Cybersecurity Framework that will help critical infrastructure owners and operators to identify, assess, and manage cyber risk. NIST will support future private sector implementation of this framework. Online MarketplaceFacilitate the continued development of the online marketplace by ensuring copyright policy adapts appropriately to current digital technologies._1a42ee32-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.3.5NTIA, USPTODigital technologies have presented unprecedented challenges and opportunities for U.S. industries. The goals of both copyright and Internet policies can and should work in tandem to advance the digital economy. The Department will convene stakeholders -- creators, rights holders, service providers, and consumers -- to develop a public record on critical digital copyright issues. These issues are identified in the Department's green paper titled "Copyright Policy, Creativity, and Innovation in the Digital Economy." The product of this stakeholder engagement will be policy recommendations that advance the goal of both ensuring a balanced and effective copyright system and promoting the continued development of an efficient online marketplace for creative works. Workforce SkillsAccelerate the development of industry-led skills strategies that result in a productive workforce for employers and high-quality jobs for workers_1a42f08a-c7a2-11e4-9989-09b2f5d5dec32.4EDAESANISTA skilled and adaptable workforce is critical to U.S. global competitiveness and sustainable economic growth. A demand-driven, comprehensive approach to skills development is essential to helping businesses across all sectors better access skilled workers to grow, innovate, and be more productive. A skills strategy focused on industry-driven solutions helps address the difficulties many industries, particularly manufacturing, have in filling jobs requiring specific technical skills -- even with many Americans still looking for work. The Department is an honest broker for business and possesses the convening power, regional economic development expertise, and supply-chain analytical capability needed to highlight and address the workforce demands of growing industries. In addition to supporting a Presidential effort to align federal agency initiatives to industry workforce needs, the Department’s programs will support the development of a strong pipeline of workers with in-demand skillsIn-Demand SkillsImplement industry-driven initiatives that provide U.S. workers with in-demand skills._1a42f08b-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.4.1EDANISTU.S. WorkersMany unemployed or underemployed workers lack the skills that businesses need to fill the millions of open jobs across the Nation. The Department will capitalize on its relationships with businesses and state and local governments to champion and support employer-aligned skills programs. By funding infrastructure grants that encourage demand-driven skill training, EDA will build regional and community capacity for workforce training relevant to the local business community. Through MEP's national system of centers, NIST will support and promote programs that identify the future hiring needs of small manufacturers and expose young people to science, technology, engineering, and mathematics (STEM) fields. Training PracticesEngage businesses to identify and facilitate industry-driven training best practices. _1a42f422-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.4.2EDAOSBusinessesA fragmented approach to skills training often ignores the immediate and long-term needs of the business community. The Department will directly engage business and the economic development community to identify and articulate workforce skills needed and help create a pipeline of well-trained 21st century workers. Moreover, by partnering and sharing information with the Department of Labor (DOL) and the Department of Education (Ed) to inform policy and grant opportunities, the Department will enable a comprehensive approach to skills training that results in careers.Workforce DataCapture, coordinate, and analyze U.S. workforce data._1a430052-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.4.3ESAOSCurrent federal data on workforce dynamics is not used in a comprehensive, coordinated fashion. This undermines the ability of communities and regions to build the capacity to train professionals for high demand fields. By developing partnerships within government and with the private sector to release this data, the Department will help communities develop more customized skills and economic development strategies. Specifically, ESA will convene private and public sector stakeholders (in partnership with DOL and Ed) to develop new data dissemination tools. The Department will also obtain and share qualitative data on businesses' perceived skills gaps, challenges to hiring, and the value of industry-driven workforce partnerships.Innovation-Intensive GrowthAccelerate growth of innovation-intensive economic sectors by building public and private capacity to invent, improve, and commercialize new products and services_1a4301ec-c7a2-11e4-9989-09b2f5d5dec32.5EDANISTUSPTOIn order for innovative products to enter and compete in the marketplace successfully, a robust scientific and technological infrastructure is required. Fundamental research at the forefront of science provides the seeds for the development of new products and services. Strong, responsive, and balanced IP protection establishes an attractive environment for innovation and investment. Policies that accelerate the rate of transfer of technologies from lab to market bolster the return on government investment in R&D. Agreed upon ways to measure the performance and quality of new products against more established technologies provide the foundations of product interoperability and allow them to compete in the international marketplace. By investing in knowledge transfer mechanisms that are critical to growing new companies and facilitating innovation, the Department promotes regional and community capacity to generate and take advantage of new ideas about products and processes. The Department plays a central role in providing the foundation critical to the growth of high-value, innovative economic sectors. NIST's measurement science expertise creates the infrastructure necessary to measure the performance and quality of products and services. USPTO programs enable innovators to accelerate the movement of new products and technologies to the marketplace. EDA provides capacity-building grants to help foster an economic ecosystem in which the private sector can more effectively leverage regional and community assets to engage in commercialization.Measurement Tools & StandardsDevelop and provide next-generation measurement tools and standards._1a430b10-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.5.1NISTPrecise measurements and robust standards are critical for an innovative high-technology economy and provide the foundations for interoperability between products and systems, enabling global trade. In close cooperation with industry, academia, and other federal agencies, NIST will advance measurement science, develop standard protocols and test methods, and evaluate and generate data supporting innovative areas of the economy. NIST's connections with private sector standards developing organizations will help ensure that new and updated standards have strong technical underpinning. Emerging ResearchBuild capacity in emerging areas of research to meet tomorrow's challenges._1a430b11-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.5.2NISTTechnological innovation is accelerating at a pace unprecedented in human history, and the continued competitiveness of U.S. industries will require breakthroughs in measurement ment science in all disciplines. Through the Centers of Excellence Program, NIST will partner with leaders in academia and industry to augment internal research programs and develop access to leading talent, ensuring that the Department can meet future measurement science needs.Patent & Trademark ApplicationsOptimize patent and trademark application review efficiency and quality and improve enforcement of IP rights._1a430fb6-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.5.3USPTOUSPTO has made historic strides in reducing the backlog of applications in the past four years. The Department will continue the pace by engaging with stakeholders, developing new standards and tools, optimizing information technology (IT) capabilities, and hiring a nationwide workforce. USPTO will also work to implement a series of White House executive actions aimed at ensuring innovators are not squandering valuable R&D dollars on frivolous law suits. USPTO will continue to coordinate with international counterparts in pursuit of meaningful, effective, and balanced IP protection and enforcement worldwide.CommercializationAccelerate rate of lab-to-market commercialization._1a43139e-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 2.5.4EDANISTUSPTOA wide range of life-changing commercial technologies were nurtured by federally funded R&D, from the Internet, to the global positioning system (GPS), to leading-edge vaccines. The federal R&D enterprise must continue to support fundamental research and diffuse this knowledge through open data and publications. Through streamlined processes and increased engagement with entrepreneurs, the Department will facilitate industry access to federal laboratories and federally funded research.ENVIRONMENTEnsure communities and businesses have the necessary information, products, and services to prepare for and prosper in a changing environment_1a431650-c7a2-11e4-9989-09b2f5d5dec33The Department has a longstanding role in the protection of life and property from environmental hazards and in the stewardship of natural resources. This traditional role is now augmented by a robust agenda focused on providing communities and businesses with the information, products, and services they need to prepare for and prosper in a changing environment. 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, and Superstorm Sandy in 2012, demonstrate the need for better environmental intelligence to ensure that communities and businesses have the tools and information they need to address these challenges. The strategies and initiatives that have been developed to support this goal area will positively impact the lives of all Americans, from coast-to-coast and everywhere in between, every dayEnvironmental ChangeAdvance the understanding and prediction of changes in the environment through world class science and observations_1a432528-c7a2-11e4-9989-09b2f5d5dec33.1NISTNOAAIn order to meet the needs of communities and businesses in a changing environment, comprehensive and integrated observations and an improved understanding of the Earth system are needed. To make this improved understanding useful to society, it must be employed in models and applications that are used in planning and decision-making. The Department has a tremendous diversity of world-leading capabilities supporting the research, development, and observations required for state-of-the-art models and applications critical to national well being. NOAA’s five-year R&D plan will advance innovative research that pushes the boundaries of scientific understanding, integrates information across scientific disciplines, and transitions new information and technology into improved products and services. NOAA will strive to modernize observation systems of satellites and ships while maintaining core observation system infrastructure. Also, NIST is working to develop reliable, internationally-accepted measurement standards and methodologies that are the basis for future-generation measurement and monitoring capabilities. Underpinning this world class capability, NOAA and NIST will invest in STEM education that will build the Department’s future workforce and increase public understanding of critical STEM issues.Satellites, Observation & Data GatheringDeploy the next generation of satellites and observation and data gathering systems._1a432529-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.1.1NOAAAccurate and reliable data from sustained and integrated observation systems is essential.  To maintain and improve this capability, NOAA will launch and operate the next generation of geostationary and polar-orbiting  satellites and will sustain a modern survey vessel fleet. These capabilities will support NOAA's weather, climate, mapping, and ecosystem observation and prediction needs, as well as integrated federal observing requirements.Ecosystem ResearchAdvance holistic, integrative ecosystem research._1a432cb2-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.1.2NOAAAn integrated approach to R&D will improve the understanding of interrelated changes in ecosystems' biological, chemical, physical, and social processes and dynamics. With this focus, NOAA will deliver science solutions to further the evaluation of management strategies and tradeoffs and to make informed decisions about resource management and the changing environment.Environmental ModelingDevelop the next-generation environmental modeling system._1a432dfc-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.1.3NOAAIn many cases, what limits the ability to make predictions is the complex and dynamic interconnectedness of large-scale physical and ecological systems. NOAA will improve its predictive capability through sustained improvements in high-performance computing systems and by developing a suite of state-of-the-art models. These models will integrate physical and biological observations and processes, and provide earth-system predictions and projections at varying geographic scales across time scales from minutes to decades.Greenhouse GasImprove the understanding of greenhouse gas processes._1a43384c-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.1.4NISTNOAAAs the effects of increased greenhouse gas become more apparent, there is a growing need for a better understanding of the processes that cause the increase. NOAA and NIST will work cooperatively to link measurements and standards supporting the atmospheric and emissions monitoring communities. The efforts of both bureaus will advance measurement capabilities of the monitoring networks and improve measurements of greenhouse gas emissions on scales ranging from global to metropolitan areas and cities.Preparedness, Response & RecoveryImprove preparedness, response, and recovery from weather and water events by building a Weather-Ready Nation_1a433bda-c7a2-11e4-9989-09b2f5d5dec33.2ESANOAAWeather affects almost every endeavor in the Nation. Major industries and small businesses alike depend on weather, water, and climate information to make informed decisions and plan for the future. Extreme events are becoming the norm. Winter storms, flooding, drought, hurricanes, wildfires, extreme temperatures, and tornados can cost lives and billions of dollars in damage. The steep increases in damaging weather-related events and associated societal impacts highlight the growing importance of weather, water, and climate information. Urbanization, migration to coastal communities, and a growing population also increasingly put people and businesses at greater risk. A Weather-Ready Nation is about building community preparedness in the face of increasing vulnerability to extreme weather and water events. The Department will continue its critical role in protecting the lives, property, and the economy by providing valuable weather, water, and climate products and services. This role will be expanded to embrace collaboration and seek new ways to create value beyond traditional forecasting activities. By delivering enhanced weather, water, and climate information and refining how the information is shared and ultimately used, the Department will help communities and businesses to be ready, responsive, and resilient.Weather ServiceEvolve NOAA’s National Weather Service._1a433c20-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.2.1NOAANational Weather ServiceNOAA's National Weather Service has collaborated with stakeholders to become more responsive, engaged, and transparent. The resulting Weather-Ready Nation Roadmap 2.0 describes a more flexible and agile approach to management practices, services, workforce, science, and technology. As the roadmap's new approaches are implemented, the National Weather Service will be more effective in supporting emergency managers, first responders, government officials, businesses, and the public to help them make faster, smarter decisions that save lives and protect livelihoods. Weather ForecastsImprove the accuracy and usefulness of forecasts._1a434026-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.2.2NOAAA Weather-Ready Nation needs improved warning and forecast accuracy. Through improvements in high-performance computing, NOAA will deliver improved weather forecasts and warnings, monthly and seasonal drought outlooks, and other water resources prediction information. NOAA will also use social science to increase the effectiveness of forecast communications and to better to assist users in their decision-making.Emergency Management SupportEnhance decision support services for emergency managers._1a434be8-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.2.3CensusNOAAEmergency ManagersUnderstanding and responding to the needs of emergency managers before a weather-related event occurs is vital. To build a Weather-Ready Nation, NOAA will partner more effectively with other government agencies at all levels to provide and integrate weather-related services into the National Response Framework. NOAA will deploy new forecasting and decision support tools and train users to assess and communicate weather risks to the emergency management community. The Census Bureau will enhance decision support services for emergency managers by providing socio-economic data, such as the website tool, OnTheMap for Emergency Management.ResiliencyStrengthen the resiliency of communities and regions by delivering targeted services to build capacity_1a435070-c7a2-11e4-9989-09b2f5d5dec33.3EDAESANISTNOAACommunitiesMany U.S. communities face significant environmental changes, natural disasters, or economic disruptions. They need plans to reduce the effects, adapt to future changes, and support long-term recovery efforts. A key component of these plans should be access to actionable information to aid in managing risk and in developing and evaluating options to adapt to and mitigate future environmental and economic change. The Department will continue to provide the essential information needed to invigorate communities, ecosystems, and economies. The Department will also continue to strengthen community-based resilience efforts. It will promote preparedness, protect critical public resources, support safe and efficient marine transportation, and ensure that federal operations continue to serve citizens in a changing climate. The means to these ends relies on building on a strong scientific foundation and continuing decades of engagement with interagency, academic, and private-sector partners.Climate Information & ServicesBuild partnerships to produce and deliver climate information and services._1a435a5c-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.3.1NOAANOAA PartnersTo improve community resilience, NOAA will support decisionmakers by building government, academic, and private partnerships. The input and collaboration will be used to develop regionally and locally-applied climate information and provide open-access data for catastrophe risk modeling. It will also produce new and improved information systems and visualization tools, refinement of the Climate.gov website, and communicate uncertainties when applying information to vulnerability assessments and preparedness solutions. Coastal IntelligenceEnhance coastal intelligence._1a435e08-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.3.2CensusNOAACoastal intelligence includes nautical charts, environmental monitoring and assessment, and socioeconomic data and tools. NOAA, Census, and partners will increase the integration of science and services to provide targeted, actionable information that strengthens the resilience of communities and regions. More sophisticated ocean and coastal intelligence will improve the ability of public and private decisionmakers to make informed choices.Disaster Resilience FrameworkLead the development of a Disaster Resilience Framework._1a436042-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.3.3NISTDisaster Resilience Standards PanelDepartment of Homeland SecurityFederal Emergency Management AgencyU.S. Geological SurveyDepartment of TransportationDepartment of Housing and Urban DevelopmentNational Science FoundationTo protect critical infrastructure and public resources, NIST will lead the development of a Disaster Resilience Framework for building and infrastructure resilience. The framework will apply to many types of hazards such as tornadoes in the Midwest and earthquakes on the West Coast. A Disaster Resilience Standards Panel convened by NIST will further refine the framework and identify model resilience guidelines to put the framework into action. This national effort will require significant engagement with stakeholders and federal agencies, including NOAA, the Department of Homeland Security, the Federal Emergency Management Agency, the U.S. Geological Survey, the Department of Transportation, the Department of Housing and Urban Development, and the National Science Foundation. ResilienceHelp communities and regions leverage assets to build capacity for resilience._1a43625e-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.3.4EDANOAACommunitiesThe Department will provide tools, training, assistance, and grants to communities and regions for actions needed to adapt to environmental change before, during, and after events. The development and implementation of resiliency strategies will help them better understand and employ their regional assets for economic resiliency. In addition, coastal decisionmakers will benefit from updated decision-support tools, technical assistance, and training.Marine Resources, Habitats & EcosystemsFoster healthy and sustainable marine resources, habitats, and ecosystems through improved management and partnerships_1a4366e6-c7a2-11e4-9989-09b2f5d5dec33.4NOAAThe ocean economy contributes more than $250 billion annually to the U.S. economy, supports approximately 44 million jobs in coastal counties, and enhances diverse ocean-based communities. Many economic, social, and environmental benefits that ocean ecosystems provide are jeopardized by global demands for seafood, energy, coastal development, increased tourism, and recreational use. Threats from climate change, ocean acidification, coastal wetland loss, and other environmental stressors are even more ominous. These threats impact human health and the domestic food supply. They place greater stress on overexploited fish stocks, iconic marine species, and their habitats; and reduce ecosystem sustainability, biodiversity, and resilience. Effective policy and management of human activities, based on strong science, partnerships, and technology, are essential to sustain healthy ocean resources, habitats, ecosystems, and coastal communities. The Department has strong legislative mandates and an important stewardship role in sustaining marine fisheries and ecosystems, protecting sensitive areas and cultural heritage, and limiting the consequences of cumulative impacts.Fish & Protected ResourcesStrengthen capabilities to assess and monitor fish and protected resources._1a437438-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.4.1NOAAEnsuring sustainable populations of living marine resources is a key Departmental mandate. NOAA will increase the precision of stock assessments, performing more robust monitoring, and applying ecosystem-based management to ensure healthy, sustainable populations of living marine resources. NOAA will incorporate integrated biological, physical, and chemical data and ecosystem modeling into fish stock and protected species assessments. NOAA will also produce more advanced technologies for monitoring of living marine resources and ecosystems.Species RecoveryImprove recovery of listed species through innovative partnerships. _1a437439-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.4.2NOAAInternational OrganizationsFederal OrganizationsState OrganizationsLocal OrganizationsTribal OrganizationsNongovernmental OrganizationsInternational, federal, state, local, tribal, and nongovernmental organizations play a role in conservation. NOAA will strengthen partnerships with these stakeholder groups to ensure greater collaboration toward the recovery and conservation of protected species in marine and coastal ecosystems. Greater collaboration will improve the development and implementation of effective recovery and conservation plans for marine mammals and endangered and threatened species.Place-Based ConservationEnhance place-based conservation. _1a437f1e-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.4.3NOAAThrough its coastal management and place-based conservation programs, NOAA will expand protections at current sites, add protections at new sites, and work with public and private partners. This place-based approach will preserve the economic and environmental benefits of these special places to local communities. NOAA will implement efforts such as the Habitat Blueprint framework, which employs partnerships to improve habitat conditions for fisheries, and coastal and marine life, to achieve economic, cultural, and environmental benefits.Environmental & Climate-Informed SolutionsEnable U.S. businesses to adapt and prosper by developing environmental and climate-informed solutions_1a43863a-c7a2-11e4-9989-09b2f5d5dec33.5ESAITANISTNOAAU.S. BusinessesTo survive and flourish in the 21st century economy, businesses must be able to adapt to the changing environment by balancing environmental, social, and economic concerns. When businesses adopt processes and solutions that recognize the importance of the environment and climate, the results can include cost savings and new commercial products and services that improve profitability and competitiveness. At the same time, the positive power and reach of business and markets will further shared environmental, social, and economic goals for the health of the Nation. The Department is uniquely equipped to develop and provide new environmental and climate informed services that help businesses enhance their value. The Department’s capabilities in this area span a range of activities that help create new businesses, improve competitiveness, promote environmental goals, and provide important environmental information for decision-making. Ultimately, the Department’s programs in this area can be leveraged to empower U.S. companies and foster environmental and climate business solutions that benefit the Nation.ExportsBoost exports of environmental and clean energy technologies. _1a438afe-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.5.1ITADepartment of EnergyEnvironmental Protection AgencyU.S. ExportersForeign InvestorsOffice of the U.S. Trade RepresentativeU.S.-Based firmsGovernments around the world are creating regulations and policies to address the changing environment. ITA, with the Department of Energy and the Environmental Protection Agency, will lead interagency efforts to support and anticipate the needs of U.S. exporters and foreign investors who want to address the growing global demand for environmental and clean energy technologies. U.S. companies are well poised to take advantage of these opportunities. To speed up the deployment of climate-friendly technologies, ITA, working with the Office of the U.S. Trade Representative, will seek to eliminate import tariffs and market access barriers in these sectors. ITA will also promote the global competitiveness of U.S.-based firms in these industries, developing in-depth analyses to help industry and U.S. government agencies prioritize efforts. Additionally, ITA will underscore the value and innovative nature for appropriate sectors, using the advice of relevant advisory committees, and increasing ITA services to link buyers and sellers.Green Building TechnologiesDevelop standards and tools to assess green building technologies. _1a438d88-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.5.2NISTDepartment of EnergyIndustryStandards Development OrganizationsNIST will develop measurement science that enables architects and developers to design buildings that produce as much energy as they consume and to use more durable materials. NIST will leverage its expertise in the areas of energy, service life prediction, life-cycle assessment, and indoor air quality to deliver test methods and performance metrics that will assist the marketplace in capturing the value of green building technologies. This work requires partnerships with the Department of Energy, industry, and standards development organizations. Natural CapitalEngage Targeted Business Sectors to integrate natural capital values into their business models. _1a438dec-c7a2-11e4-9989-09b2f5d5dec3Key Strategy 3.5.3ESANOAABy considering the natural capital representative of the benefits that society receives from nature or environmental processes in their planning and investments, U.S. businesses can reduce risks and costs while enhancing their image and revenue. ESA and NOAA will identify business sectors that could benefit most from integrating the benefits of natural capital into their operations and decision-making. These two bureaus will work with industry to acquire the information and tools most critical to better account for natural capital values.DATAImprove government, business, and community decisions and knowledge by transforming Department data capabilities and supporting a data-enabled economy_1a43967a-c7a2-11e4-9989-09b2f5d5dec34GovernmentBusinessesCommunitiesCommerce Department data plays key roles in the 21st century information-driven economy. Every day the Department’s data benefits a wide-ranging customer base -- businesses, governments, and the public at large. America's 30 million businesses depend on the Department's data to spark innovation, advance scientific discovery, satisfy their customers’ demands, and create jobs. State, local and tribal governments -- and there are more than 90,000 of them -- mine the Department's data to warn of coming danger, position first-responders, construct high-tech classrooms, and make critical decisions on fiscal and monetary policy. Across the Nation, nearly 320 million Americans look to the Department’s data to understand their families of yesterday, their communities of today, and what future generations might look like. The world is at the forefront of a data revolution. The explosion of Big Data -- both in the government and the private sectors -- presents enormous opportunities and challenges. Businesses, citizens, and governments will use this data to expand their knowledge and make better-informed decisions. To support these changes and maximize opportunities, the Department must transform its aging systems into 21st century data powerhouses. The key outcomes targeted for this transformation are for the Department to provide more valuable data by anticipating customer’s needs; deliver data in more usable timely and accessible ways; better utilize and share data to make businesses and governments more responsive, cost-effective, and efficient; and collaborate with the private sector to develop new data products and services. This strategic plan is the Department's roadmap to better serve customers and, in doing so, to make businesses more competitive, governments smarter, and citizens more informed. While remaining ever vigilant to protect data confidentiality, personal privacy, and national economic security interests, the Department will unleash its potential to: * Maximize the value of Commerce data to governments, businesses, and communities; * Make data easier to find, access, and use; * Partner with other government agencies and the private sector to improve interoperability and dissemination; * Collect and manage data more efficiently and less intrusively; and * Spark innovation and fuel entrepreneurship with open dialogue and integrated feedback.Data CapacityTransform the Department's data capacity to enhance the value, accessibility and usability of Commerce data for government, business and the public_1a439dd2-c7a2-11e4-9989-09b2f5d5dec34.1ESANISTNOAANTISGovernmentBusinessesThe PublicThe Department collects, stores, and analyzes a treasure trove of data, including data on the Nation’s economy, population, and environment. This data is fundamental to the Department's mission and is used for the protection of life and property and to enhance economic growth. However, the capacity to analyze and disseminate this magnitude of data is significantly constrained. In response to this challenge, the Department must strive to make its data accessible, usable, reliable, and comprehensive. Barriers to accessing and using data must be minimized in order to realize the potential value of the data the Department collects, stores, and disseminates. There are differing standards, methodologies, operations, infrastructures, websites, architecture, platforms, and formats that make it difficult to access, find, use, and combine data sets. The Department will undertake a comprehensive effort to improve the interoperability of its own data by developing internally-adopted standards, and through better integration of data from different bureaus. Consistent with privacy and security considerations, the Department is firmly committed to unleashing its untapped data resources in ways that best support downstream information access, processing, analytics, and dissemination. Partnering with the private sector will increase the capacity of the Department to release raw scientific and climate data that cannot be cost-effectively disseminated by the federal government under current resource constraints. Public-private partnerships to develop and disseminate common standards and architectures could also result in a powerful data platform that would help provide more widespread access to public data in usable forms. However, this infrastructure and its enabling standards will only work if they are developed collaboratively between the public and private sectors. Additionally, the Department will lead efforts to make sure government data is accessible in ways that enable businesses to be more competitive, governments smarter, and citizens more informed.Accessibility, Discoverability & UsabilityIncrease capacity to make data accessible, discoverable, and usable by the public._d742fec8-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.1.1NISTNOAAThe Department’s Big Data vision will not be realized simply by making data available through conventional means. Through public-private partnerships, scientific data can be intelligently positioned in the cloud and be co-located with easy, affordable access to computing, storage, and advanced analytical capabilities. Public-private partnerships have the ability to scale and surge at the pace of U.S. innovation, enabling new value-added services and unimaginable integration into the daily lives of the American public. For example, NIST will seek public input on how it, partnering with private sector operators, might structure the operation of an ensemble of time servers that will provide time information in a number of different formats over the Internet. Much as making GPS data publicly available in the early 1980s led to an explosion of GPS-related innovations, access to precision network timing could lead to innovative applications for industry, commerce, government, research, and the general public. With the success of public-private partnerships for scientific data, the Department will be well positioned to lead similar partnership efforts for other segments of its data.Big Data Standards & Measurement ScienceDrive the development of Big Data standards and measurement science._d7430a3a-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.1.2ESANISTThe availability of vast data resources carries the potential to answer questions previously out of reach. There is also broad agreement that Big Data will overwhelm traditional approaches. The rate at which data volumes, speeds, and complexity is growing is outpacing scientific and technological advances in data analytics, management, transport, and more. A lack of consensus on some important, fundamental questions will confuse potential users and hold back progress. The Department will drive advancements in Big Data standards by forming communities of interest from industry, academia, government, and other standards bodies, with the goal of developing consensus definitions, taxonomies, secure reference architectures, and a technology roadmap. Data Interoperability & AccessEstablish data interoperability across the Department and expand open data access._d7431318-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.1.3ESANISTNTISThe Department will use a standards-based approach to develop an interoperable data infrastructure. Adherence to a set of common standards and architecture can result in a powerful data platform that provides universal access to data in usable form. Improving discovery and analysis s by enhancing access will make data produced by the Department more effective. Usable open data will promote economic growth and energize a data-as-a-service marketplace for entrepreneurs, new businesses, and the public. This infrastructure and its enabling standards will be developed in a close collaboration between the public and private sectors. NTIS will serve both as a convener and enabler and provide a shared governance framework for agencies to collaborate. NTIS will use its authorities to be a center of excellence for expertise and capabilities in enterprise data management, data analytics, data dissemination, and data delivery business models. Find it-Connect It ServiceMake Commerce data easier to access, use, download, and combine through a Find it-Connect It service._d7431eb2-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.1.4ESANTISProviding customers with an agile and unified user-data interface will allow businesses and the public to have access and use of data sets to an extent many of them have never experienced. The government’s current data systems are significantly different, requiring users to become specialists in the various government systems to obtain and manipulate data. In order to best serve the public and their diverse interests, the Department will format its data in a manner that can be queried from any of a number of different perspectives through the creation of a common system: Find it-Connect It. This new service will guide users to interoperable data sets with built-in intelligence to make data easier to access, use, download, and combine. To develop the new service, the Department will host engagement events and forums, obtaining stakeholder input on how best to structure the Find It-Connect It capability.Services, Decision-Making & Data SharingImprove data-based services, decision-making, and data sharing within the Department and with other parts of the federal government_1a43a638-c7a2-11e4-9989-09b2f5d5dec34.2BISESAITAThe federal government collects vast amounts of data every day to support, protect, and defend the U.S. public. Data can and should be used to drive program excellence and sound decision-making within the federal government. Data can also be used more widely to help measure the efficacy of a wide variety of government assistance programs, allowing policymakers to make better and wiser choices on how best to spend limited resources. In other cases, data can be better shared or combined between agencies to make government programs more informed and more efficient. For the Department to be a leader in the data revolution, it must re-engineer current ways of doing business and aggressively push progress toward this important strategic objective. Leading change requires change. In short, the Department must practice what it preaches. Achieving this strategic objective will require re-evaluating the utility of the data the Department collects and whether that data is being used to inform decisions both within the Department and in other federal agencies. For example, the Department intends to use its existing data, along with data obtained from other federal agencies, to help design the 2020 Census and potentially save billions of dollars. Making better use of existing data will require the ability to combine different data from different agencies to create new, more useful data products, and enable sharing data across agencies. The Department’s customers demand efficiency. Businesses, governments, and the public at large will benefit from the enhanced value of Commerce data products and services and from the resultant savings. Businesses and the public will see reduced demands for information, lessening their concerns about survey response burdens, confidentiality of data, and privacyBusiness Assistance & Economic GrowthImprove the use of existing federal databases to help analyze business assistance and economic growth programs throughout the government._d7432506-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.2.1BISESAITAMBDAThe federal government provides billions of dollars in business assistance programs each year and many of the Department’s programs play an active role in this process. Analyzing the effectiveness of this assistance and identifying key drivers of success can be difficult and time-consuming. Better and perhaps faster assessments could be made if the federal government’s existing economic, demographic, and scientific data are applied to the decision-making process in a meaningful way. The aim is to arrive at the best way to incorporate information and analyses gleaned from existing datasets 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. Statistical DataExecute high profile statistical data programs well._d74329de-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.2.2ESAThe Department is committed to conducting the 2020 Census at lower costs per housing unit than the 2010 Census. The Department will do this by focusing on cost-effective ways to collect, process, and disseminate information. This requires increased sharing of administrative data collected by other federal agencies, as well as more efficient collection and processing of data. Census recognizes that these innovations must be flexible enough to respond to social and technological changes, while reducing the cost of conducting the 2020 Census and ensuring there is no degradation in data quality. Data Sharing & Public BurdenIncrease data sharing among federal agencies and reduce the public’s burden of providing information. _d7433762-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.2.3ESACensus BureauBEABureau of Labor Statistics (BLS)Many federal agencies face legislative, regulatory, or policy limitations on sharing administrative record data with others. Addressing these limitations will drive down costs and reduce the public burden of redundant data collections, resulting in improved government efficiency. The International Trade Data System (ITDS) is an example of early government efforts to better share data. The Department will identify and champion other potential avenues that will continue the data sharing success of ITDS. However, current law prohibits sharing data among the Census Bureau, BEA, and the Bureau of Labor Statistics (BLS). Enactment of a simple, proposed legislative amendment to Title 26 allowing more data sharing would reduce cost and enhance data quality without sacrificing the confidentiality of the data. Data Products & ServicesCollaborate with the business community to provide more timely, accurate, and relevant data products and services for customers_1a43aafc-c7a2-11e4-9989-09b2f5d5dec34.3ESANOAABusiness CommunityThe demands for information change over time, reflecting the ever-changing nature of households, the economy, and the environment. For instance, the U.S. economy has gone through tectonic shifts over the past several decades, moving toward a more service-based, internationally-connected, and digitally-enabled economy. However, the Department’s data on these new, emerging portions of the economy has not kept pace. Likewise, the Department is not currently meeting customer expectations for more detailed data products in smaller geographic areas, such as information on regional and local economies or their changing environments. In many cases, the government has a responsibility to transform the data it collects into the most accessible and usable information possible to meet the needs of the public it serves. In other cases, the government is not best positioned to fully satisfy these needs. Consequently, many businesses have emerged to add value to available government data, transforming it in ways that help meet the vast and diverse public needs. The strategies supporting this objective have been designed to encourage this trend. By partnering with the business community and the private sector at large, the Department will generate new data products helping to grow current businesses and catalyze the development of new businesses. Through outreach to the business community and users, the Department will measure customer demand and determine what new data products to produce. Generating these new products will be done in one of three ways, depending on the nature of what is needed: (1) using in-house, traditional means and methods to produce new data products; (2) partnering with the private sector to couple its data with government data; or (3) providing government data in ways that are more useful to businesses and others so they can more easily combine it with their own private data resources. Business customers will be the first beneficiaries of this process, but the 90,000 governmental entities and nearly 320 million Americans the Department serves will also benefit from the new data products and services that are fueled by these efforts.Private Sector Service ProvidersFoster the growth of private sector weather, water, and climate information and service-providers._d7433d0c-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.3.1NOAAInformation on the environment from local to regional to global is becoming increasingly relevant. This information affects the way people live and do business. Although the federal government provides considerable environmental information services, there is demand for even more information—information parsed in ways beyond the government’s current capability. A vibrant private sector industry is poised to fill this gap. The Department can accelerate the development of this industry and drive this increasingly important sector of the economy. To do this, the Department will provide sustained and reliable information and expand partnerships with private sector and other enterprise partners to encourage the development and marketing of enhanced products and services to the Nation. Federal & Private-Sector DatasetsExplore combining of federal and private-sector datasets to strengthen decision-making._d74341e4-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.3.2ESAThe federal government is no longer the sole provider of data. Big Data includes datasets that exist at all levels of government and throughout the private sector. This recognition presents a unique opportunity to combine datasets and use them effectively to promote decision-making at all levels -- from governmental to individual. Yet this opportunity also presents a variety of challenges, including: How can the data be shared in a manner that is consistent with national values? Are there legal impediments to sharing? Can the Department provide the desired data transparency? And what is the impact or burden associated with providing the information? Recognizing that this is an evolving strategy, the Department will explore, research, and test the extent to which government and private data can be shared and the economic potential such sharing represents. Data ProductsContinually revisit and revise the Department's data products to meet changing needs._d7434a72-c80b-11e4-a71f-7094f5d5dec3Key Strategy 4.3.3ESAThe data revolution is still in its infancy. The pace of change in the data sphere will grow exponentially as the availability and use of data play an increasingly important role in the national economy. Because the data-services landscape is changing so rapidly, the Department cannot fully predict all the strategies it will utilize to reach the goals established in this plan. The Department will continually reassess the way in which its data can add value to the public and to the economy. In this rapidly evolving environment, the Department must remain nimble to meet future demands and needs. To discover new areas for cooperative development, the Department will establish an interdisciplinary team, focused on evaluating whether data collection, storage, and dissemination efforts are appropriately aligned with private-sector changes. This team will work with the private sector and other government agencies to keep the Department on the cutting edge. Based on customer feedback, the Department will re-evaluate its data products and develop new data products to better meet customer needs and maximize the value of the data it collects and distributes.OPERATIONAL EXCELLENCEDeliver better services, solutions, and outcomes that benefit the American people_1a43aafd-c7a2-11e4-9989-09b2f5d5dec35One 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.Organizational CapabilitiesStrengthen organizational capabilities to drive customer-focused, outcomes-driven mission performance_1a43b24a-c7a2-11e4-9989-09b2f5d5dec35.1OSAll DOC BureausThis objective focuses on the high-priority, cross-cutting initiatives that the Department’s leadership team believes are the most critical to mission success. First and foremost, mission success depends on a fully engaged workforce with the knowledge, skills, and effective leadership necessary to achieve results. Second, mission success during a time of rapidly-evolving technology is achieved only when employees have the right technology, tools, and information to do their job effectively. Third, mission success demands a results-driven management approach, using performance metrics and effective program research and evaluations to provide the evidence needed to align and optimize resources in implementing this strategic plan.Learning OrganizationBuild a learning organization. _d7434f0e-c80b-11e4-a71f-7094f5d5dec3Key Strategy 5.1.1OSAll DOC BureausDeveloping the right skills and knowledge is critical for accomplishing the Department's mission, improving employee satisfaction, and growing the next generation of leaders. The Department is committed to transforming itself into a learning organization that excels in serving customers and delivering results by valuing learning as an ongoing creative process; continually developing, adapting, and transforming itself in response to changing conditions; and improving the core capabilities of its people at all levels, both individually and collectively. As a part of this strategy, a staff development framework will be designed to drive excellence in all aspects of mission delivery: systems thinking, customer service, personal mastery, and teamwork. Recognizing that senior leaders play a critical role in leading the cultural transformation needed to become a learning organization, the Department will focus first on designing a framework of knowledge and skills that are essential for all members of the Department's Senior Executive Service (SES). The goal is to develop proactive leaders, who are able to drive strong workforce engagement, maximizing the impact of each individual’s talents and increasing collaboration among staff. IT InfrastructureCreate a 21st century IT infrastructure._d743531e-c80b-11e4-a71f-7094f5d5dec3Key Strategy 5.1.2OSAll DOC BureausThe Department depends on high quality, reliable, and secure IT to carry out its mission. To create an IT infrastructure that employs developments and manages vulnerabilities, the Department will design and implement an integrated enterprise-wide IT architecture. The new architecture will deliver mission and business data anytime, anywhere through swift, seamless, and secure services on-demand to internal and external stakeholders. Key architecture principles will guide this effort from each of three viewpoints: mission, user, and technology. The architecture will align mission needs, technology drivers, a common set of requirements for capabilities and services, and minimum standards for interoperability and cybersecurity. A single federated roadmap will guide phased implementation of the architecture. The Department will also develop and deploy a customer-driven set of IT shared services. The integrated enterprise IT architecture is intended to meet customer and program needs by adopting an approach that enables doing in common that which is commonly done. The Department's CIO Council will engage customers in bureaus and offices to define shared commodity, business, and mission IT services. The collaboration will also establish priorities for the change management activities essential for the successful deployment of these services. ResultsManage for results._d7435a94-c80b-11e4-a71f-7094f5d5dec3Key Strategy 5.1.3OSAll DOC BureausTo drive progress toward its mission-focused objectives, the Department plans to be on the leading edge of an evolving management paradigm. Managing for results requires aligning the Department’s programs, people, and resources to the clearly defined goals, objectives, and measures of progress established in this strategic plan. Development and better utilization of outcome-based performance metrics will enable continuous improvement at all levels of the organization. The Department's Executive Management Team will leverage the expertise of leaders from across the Department to conduct regular reviews of progress toward the outcomes targeted in this plan. These performance reviews will enable senior executives to identify and resolve emerging problems before they escalate as well as share best practices. Data on performance will also help identify research and evaluations needed to further optimize resource allocation decisions and deliver high impact results.2013-10-012018-09-302015-03-11http://www.commerce.gov/sites/default/files/documents/2014/march/doc_fy2014-2018_strategic_plan.pdfOwenAmburOwen.Ambur@verizon.net