Management Planning and NEPA Modernization Blueprint Status

of 19BLM Enterprise Architecture | Edit Date: 11/08/2005 FC&SC: 1230 1600File: MPNBlueprint_status_051108.pptAuthor: fries

Management Planning and NEPA Modernization Blueprint Status

IT Summit Meeting

November 2005


Direction to Develop Business-Oriented Modernization Blueprint

1. The DOI IRB has directed that BLM lead a Modernization Blueprint effort for Planning and NEPA across the Department.

2. A presentation was given to members of the cross-cutting DOI Natural Resources Management Team in September 2005 to:

1. Explain the blueprint effort involved, and

2. Ask for participation as a core team member


DOI IRB Blueprint Decision


A Modernization Blueprint development team is structured with an Executive Sponsor, a facilitating group, and a small mission-focused core team with access to cross-department subject matter experts

DOIExecutive

Sponsor

Dr. Willie R. Taylor – Director, DOI Office of Environmental Policy and Compliance

DOI Enterprise Architecture

Natural Resources Management TeamOne Representative per Bureau

BLM Enterprise Architecture (BEA)

Blueprint Focus Area: analyze issues, establish findings, and make recommendations to improve business operations, specifically focusing on the Management planning process and its relationship to NEPA regulations.

Core Team

with access to:

Subject Matter Experts /

Stakeholders

Facilitating BLM Group

Modernization Blueprint Development Team


Overview of the Enterprise Planning Methodology

Create the Blueprint(6-9 months)

What Blueprint Development

IS:

What a Blueprint Is

NOT:

• A structured approach to work together• An approach that examines fundamental business drivers and linkages to develop recommendations for effective change• A six step process that determines “What” to do

• NOT “How” recommendations should proceed• NOT a low-level implementation plan• NOT a detailed business process reengineering activity

Developing a Blueprint is the first phase in the Interior Enterprise Architecture (IEA) Methodology for Business Transformation (MBT)


MPNBlueprint Development Timeline

Oct - Jan FY05Sept FY05 - Oct FY06 Jan - Mar FY06

Meetings/Activities

• Core Team Initial Mtg / Blueprint Training

• SME and Stakeholder selection

Deliverables

• Charter

• 1st Draft Blueprint (Framework – High Level Outline)

• Communications Plan

Meetings/Activities

• Core Team Mtg

• Stakeholder Mtg(s) (as needed - per CMBT)

• IRB Status

• Nov IT Summit Status

• Begin Strength, Weakness, Opportunity, and Threat (SWOT) Analysis

Deliverables

• Business Mandates• Analysis Matrices (FEA / IEA

Reference Models, IT Portfolio, etc)

Meetings/Activities

• Core Team Mtg

• SME Mtg(s) (as needed - per Core Team)

• Continue Business Analysis

Deliverables

• Analysis Models and Diagrams

• Preliminary Planning Blueprint findings & recommendations.

Charter Core Team Scope and Vision Analyze Business

WeAre

Here!


MPNBlueprint Development Timeline (Cont)

Analyze MP/NEPAIT Systems

Author Blueprint, Approval of Blueprint Update Repository

Feb - Apr FY06

Meetings/Activities

• Core Team Mtg

• SME Mtg(s) (as needed - per Core Team)

• Analyze cross-department planning IT systems (IRB decision)

Deliverables

• As-Is and To-Be Models

• Systems Analysis

Feb - Jun FY06

Meetings/Activities

• CMBT Mtg

• SME Mtg(s) (per Core Team)

• Adoption of Modernization Blueprint

• Approval / Funding of Implementation Phase

• Prioritize implementation opportunities within current IT Portfolio

Deliverables

• LUP and NEPA Modernization Blueprint

May - Jun FY06

Meetings/Activities

• Core Team Validation

Deliverables

• Repository Reports


Charter Roles and Responsibilities

1.7 Roles and Responsibilities

Role Core Responsibilities Executive Sponsor Executive Sponsorship of Blueprints

Business Direction and Guidance Policy Decisions Assist in the Governance Process

Core Team Member Attend Core Team Meetings Provide Business Focus Area Strategic and Tactical Expertise Contribute to Core Team Discussions Provide Access and Introduction to SMEs and Stakeholders During Blueprint

Creation Participate in SME and Stakeholder Interviews Review and Approval of Project Documentation Act as Communications Plan Focal Point for their Organization Brief Blueprint Progress as Required

Enterprise Architecture Meeting, Interview, and Analysis Facilitation and Project Management Provide Enterprise Architecture Strategic and Tactical Expertise Set up for and Interview SMEs and Stakeholders During Blueprint Creation Prepare Draft Blueprint Work Products for Approval Prepare and Distribute Communications Plan Materials Brief Blueprint Progress as Required Update Enterprise Architecture Repository as Required


DLRM Characterization of Land and Resource Management Functional Framework

Conceptual Framework for Land and Resource Management

Production Functional Areas

OwnershipManagement

Planning andNEPA

Custodial Management

Use Authorization

Compliance andMonitoring

NEPA

Wide area plans

ManagementUnit Planning

Right of ways

Leasing

Permits

InventoryManagement

Title-Trust

Title-Federal

Survey

GIS data

Conveyances Appraisals

Note: Not all functional sub categories are listed

Management

Plans

NEPA Step-downPlans and Activities

Management Planswith EA / EIS

Documentation

Given the DOI Strategic Plan definition of a Management Plan, the team decided to limit the blueprint scope to Management Plans with EA / EIS NEPA documentation.


Management PlanDefined by the DOI Strategic Plan

“A land use plan as defined by a Bureau’s law, regulation, or policy. For example, BLM’s Federal Land Policy and Management Act or FWS’s National Wildlife Refuge Improvement Act of 1997. The plan generally designates in a written document land areas and resource uses, condition goals and objectives, program constraints, and management practices. The plan may identify the need for additional detailed step-down plans, support action, implementation sequences, and monitoring standards.”


Cross-DOI Planning and NEPA Business Focus Area Examples in all Three Areas

ManagementPlans

NEPA Step-downPlans and Activities

Management Planswith EA / EIS

Documentation

Management Plans Examples

Fire Management Plan

USGS – Science Plans

NPS – Strategic Plan, Program Plan

MMS – OCS Studies Plan

BOR - RMP

FWS - Strategic Plan, Program Plan

NEPA Step-down Plans and Activities Examples

Fire Management Plan

Contract Renewal

Lease / Permitting Application

Operations / Maintenance Activities

Construction

Regulatory / Public Participation

Vegetation

Programmatic EISs

Reclamation (OSM) / Restoration

Management Plans with EA/EIS Documentation Examples

BLM – RMP

BIA – Forest Mgmt Plan

NPS – GMP

MMS – OCS Five Year Plan

MMS - Lease Sales

FWS – CCP

FWS - HCP

Programmatic EISs


Management Plans and NEPAHigh-level representation of scope limits framework

Within the scope of Management Plans Requiring NEPA, the team decided to further limit the blueprint scope to the Management Plan lifecycle process of the development of Management Plans that require NEPA. Specifically excluded from the blueprint scope are the Plan Implementation, Monitoring, and Evaluation lifecycle processes.

Supporting NEPA Process Steps

Imp

lem

enta

tion

Pro

cess

Mo

nito

ring

Pro

cess

Eva

luat

ion

Pro

cess

IN SCOPE OUT OF SCOPE

Ma

na

gem

en

t Pla

n

De

velo

pmen

t P

roce

ss


BLM Land Use Planning Handbook ExamplePlan Development

EISEA /

FONSI


Establish Core Team Communications

A0

DevelopCommunication

Strategy

A0

DevelopCommunication

Plan

A0

ImplementCommunication

Plan

BFAStakeholders

BusinessKnowledge

Strategy

CommunicationMethods -

IEA WebsiteCollaborative Tools

CommunicationPlan

BusinessKnowledge

Outputs from Plan- Presentations

EmailsIEA Website for BFA

Workgroups etc..IEA Website


Communications StrategyMBT Deliverables to Target Stakeholders

Target Audiences / Stakeholders Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7DOI Secretary W W W W BDOI Assistant Secretaries and Directors W W W W BDOI CIO and Enterprise Architecture W W W W BProgram Directors / Managers W W W W BeGov W W W W BBureau Architects W W W W B Bureau CIOs W W W W BCore Blueprint Teams Exec Business Sponsor SMEs - NEED TO EXPAND ?? Bureau and Interior EA Analysts W W W System Owners / Solutions Owners W W W Business Governance Boards W W W W Enterprise Architecture Governance Boards W W W W Investment Review Board (IRB) W W W W CPIC group W W W W

Legend:W = Pointer to specific MBT Deliverables published on the Web – email notice - Interim strategy until IEA site available – FTP site??B = Customized Briefing Appropriate to Level of Interest= Make all MBT materials available – both Web and Checkmark

Strategy – Deliver appropriate level of documentation directly to key stakeholders – make all documentation available on the Web


Web Site on the DOI OS Intranet PortalAvailable Soon at www.myinterior.doi.gov


Stakeholder ExampleRecreation

Stakeholders

Global forces and trends may not directly influence recreation services but are often operationalized through the needs, requirements, and expectations of a variety of stakeholders.

“Stakeholders” are defined as individuals or organizations that have a vested interest in the outcome of a program or initiative but do not necessarily use the outputs of that program or initiative. Recreation services stakeholders fall into the following categories:

Policy Maker: Any legislative or policy-making agency in the government sector.

Customer: Individuals and organizations that use the services of a program. For the Recreation line of business, a customer can be defined as any consumer of Recreation services, with the most observable being the one who actually visits a recreation site.

Service Provider: Any entity that provides an important service to recreation customers (e.g., NOAA for weather information).

Permitted Service Provider: Any organization that receives permits from a Federal agency to provide agreed-upon services to recreation customers at Federal recreation retail outlets. For example, a licensed tour operator would fall in this category.

Exchange Partner: Any organization that exchanges data with recreation service agencies. For example, any state or local government recreation provider that partners with the Recreation line of business to provide information about its recreation opportunities to the public would fall in this stakeholder category.

Government Recreation Organizations: The Army Corps of Engineers, the Bureau of Land Management, the Forest Service, the Fish and Wildlife Service, and the National Park Service.

RecML Adopter: Any organization that plans to follow the evolving standard for the exchange of recreation-related data. This standard is called “RecML” because it uses the industry-standard Extended Markup Language (XML) to exchange recreation data.

Lobbyists: Any organization that works to influence laws and policy related to recreation.

Bank: A financial institution that receives deposits of cash and checks from recreation retail outlets.


Summary

Core Team Formed Charter Finalized Communications Plan Finalized Web Site Up Soon Near Term Activities

List of Stakeholders Priority of Stakeholders Interview process Conduct Interviews Analyze results

Next Core Team Meeting Planned for January


Thank you! Questions? Discussion?

Management Planning and NEPA Modernization Blueprint Status

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