The National Fire Plan Operations and Reporting System (NFPORS) is an inter-departmental, inter-agency automated data management and reporting system developed, operated, and maintained by the Department of the Interior (DOI) collaboratively with theThe National Fire Plan Operations and Reporting System (NFPORS) is an inter-departmental, inter-agency automated data management and reporting system developed, operated, and maintained by the Department of the Interior (DOI) collaboratively with the Department of Agriculture (USDA). NFPORS is funded by DOI and USDA, with DOI as the lead agency and therefore DOI provides the majority of full-time employee effort. NFPORS is used to manage the National Fire Plan, a mandated program that was begun in 2001 to provide accountability for hazardous fuels reduction, burned area rehabilitation projects, and community assistance activities. The NFPORS user community includes all federal wildland fire management bureaus in the DOI, including the Bureau of Indian Affairs (BIA), Bureau of Land Management (BLM), Fish and Wildlife Service (FWS), National Park Service (NPS), and Bureau of Reclamation (BOR); and, the USDA Forest Service.In 2011, the department initiated a decision support process with the goal of improving transparency and uniformity of selecting and funding hazardous fuels reduction (HFR) projects. NFPORS has a key responsibility in this initiative because NFPORS maintains much of the treatment and project details that are used to measure the value and expected benefits of planned HFR treatments. More..
FY2013 (CY) Spending
Time frame of Investment
2001 - 2020
No change in status
Kenneth L. Salazar
Department of the Interior
The System Security Plan is up to date. Risks and Mitigation Plans are identified, assessed, and all controls are in place (See Section 2.13). The NFPThe System Security Plan is up to date. Risks and Mitigation Plans are identified, assessed, and all controls are in place (See Section 2.13). The NFPORS Risk Management Plan is in place and put to date NFPORS is in Steady-State. Historic requirements documents are available. Current change documentation is in place and up to date. The support contract is closely monitored for performance, cost, and schedule. A budget analyst makes regular assessments of contract billing and costs. (as of 04/26/2012) More..
Number of Projects
|Project Name||Project Life Cycle Costs||Cost Variance||Schedule Variance|
|NFPORS 3.1||$380 K|
|NFPORS 3.0||$436.14 K|
|Metric Description||Frequency||Unit of Measure||FY2013 Target||Most Recent Actual||Met/Not Met||Updated Date of Most Recent Actual|
|% of satisfied NFPORS users% of satisfied NFPORS users||Semi-Annual||% of users% of users||70||100||Not Met||2012-11-30|
|# of duplicate data entry systems# of duplicate data entry systems||Semi-Annual||# of systems# of systems||3||3||Met||--|
|% of Department-level data calls satisfied in one % of Department-level data calls satisfied in one day More..||Semi-Annual||% of data calls% of data calls||90||90||Met||--|
|# hours to produce quarterly and annual reports# hours to produce quarterly and annual reports||Semi-Annual||hourshours||1||1||Met||--|
|% NFPORS System Uptime (excludes planned downtime)% NFPORS System Uptime (excludes planned downtime)||Monthly||% of system availability% of system availability||99||100||Met||2013-04-30|
|Does the investment have any activities with a planned duration greater than a year?:||No|
|Planned duration of the longest activity (days):||91|
|Average planned duration of in-progress and future activities (days):||0|
|Planned cost of one activity is greater than 25% of total planned cost of all activities?:||No|
|Number of contracts applying modular development principles:||0|
All activity calculations assess only activities with no related child activities.
Note: All descriptions, dates, and costs are as reported by agencies.
This section includes details about the organizations and leadership responsible for the performance of this investment. Many of the details included in the IT Dashboard are based on the agency’s Exhibit 300 (also known as a Business Case), submitted to the Office of Management and Budget. Access this document by clicking View Exhibit 300. Performance Metrics established by the agency can also be viewed here.
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Cost variance is calculated as the variance between the actual costs of an investment’s activities and their planned costs to date in dollars as a percentage of the activities’ total costs. Visit the FAQs for details on how the IT Dashboard calculates Cost variance.
Schedule variance is calculated as the variance between the investment’s planned and actual progress so far, in days as a percentage of the scheduled work so far. Visit the FAQs for details on how the IT Dashboard calculates Schedule variance.
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