Key Performance Indicators

Department of Natural Resources

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Mission

Develop, conserve and maximize the use of Alaska's natural resources consistent with the public interest. Alaska Constitution Article 8; AS 03, AS 27, AS 38, AS 40, AS 41, AS 43.90, AS 14.30.740

Key Performance Indicators

• Target: Publish reports or maps providing improved assessment of geologic hazards that could pose significant risks to public safety or infrastructure.

• Target: Contain more than 90% of wildland fires at less than 10 acres within Alaska's heavily populated areas (Critical and Full Management Options) in accordance with the Alaska Interagency Wildland Fire Management Plan.

• Target: Provide wildland fire training to agency personnel, fire departments, and urban and rural communities.

• Target: Fill the firefighting needs for the average fire season with Alaskan firefighters.

• Target: Process a minimum of 90% of new applications received.

• Target: Receive lands essential to the state’s economic development and for maximum public benefit, including lands rich in natural resources, selected for municipal entitlements, necessary for settlement, and to eliminate federal inholdings.

• Target: Provide accessible, clean, safe, and well-maintained park facilities for Alaska residents and visitors by reducing deferred maintenance needs in park units.

• Target: Collect fees necessary to reach authorized program receipt funds in the Parks Management and Access budget; annually evaluate and if necessary, raise fees in order to reach program receipts authorization.

• Target: Publish airborne geophysical survey data for Alaska's minerals-interest lands.

• Target: Publish reports on energy-related geology that assist the energy industry and state agencies in exploring for and managing energy resources on state-interest lands.

Performance Detail

Target #1: Offer 200 parcels of land at auction. Analysis of results and challenges: The annual sealed bid auction was held July 11, 2018, offering 191 parcels. Auction parcels are a mix of new subdivision lots and reoffers of previous sales. NOTE: In calendar year 2013, the annual auction was moved from June, 2013 to July, 2014, which accounts for the fact that there was no auction in 2013. In addition, hundreds of "lost parcels" were found and offered in FY2012 and a special discount auction was offered in FY2014, accounting for the high parcel numbers in FY2012 and FY2014.

Target #2: Facilitate and improve regulatory and lease compliance monitoring of AS 38.35 pipelines. Methodology: 2019: decrease is a result of metrics consolidation Compliance & Oversight Monitoring Actions of AS 38.35 Pipelines Fiscal Year YTD Total FY 2019 143 -28.5% FY 2018 200 -28.83% FY 2017 281 -13.54% FY 2016 325 +10.92% Analysis of results and challenges: The Pipeline Section applied a systematic approach to lease compliance inspections based on lessee annual reports and proposed work plans. Each field inspection is conducted according to a project mission developed around lease stipulations and the lessee's work plans, or other lease related actions such as amendments, releases of interest, and renewals. The Pipeline Section implemented a Geospatial Information System (GIS) platform for gathering field data and pipeline system data while conducting inspections. This GIS platform serves as a database by which pipeline, environmental, health, and safety data is aggregated and used to communicate concerns and progress to the lessees via inspection reports.

Target #3: Coordinate the review, permitting, and monitoring of natural and renewable resource development, transportation, and other specialized projects consistent with the missions of the department and participating state agencies. Methodology: Graph illustrates the number and types of projects OPMP Coordinators manage. OPMP Coordinated Projects Fiscal Year Mining Oil and Gas Transportation Renewable YTD Total FY 2019 12 5 1 0 18 FY 2018 11 6 1 0 18 FY 2017 12 6 1 1 20 FY 2016 14 7 1 1 23 FY 2015 18 14 4 2 38 Analysis of results and challenges: OPMP’s large project coordination core service is a networked program that builds on the combined regulatory authorities and expertise of state, federal, and local government agencies. OPMP’s coordination service provides a consistent and predictable permitting process for large, complex natural resource development projects while reducing potential conflicts and redundancies for regulatory agencies. The number and types of projects coordinated by OPMP annually indicates relative demand for the program; it also provides OPMP insight into industry and market trends in Alaska. For example, the decrease in coordinated oil and gas projects from FY2015 to FY2016 represents completion of several focused coordinated permitting requests from oil and gas proponents. The decrease in coordinated mining projects from FY2015 to FY2018, however, represents a slowdown in mineral exploration activities statewide, as well as OPMP’s completion of coordinated reviews for two proposed mines in the Transboundary Region of British Columbia. OPMP anticipates a slight upward trend in the number of coordinated mining projects in the near-term (3-5 years) due to positive economic trends within the industry. The number of coordinated oil and gas projects are expected to remain flat in the near-term due to the industry focusing on completing coordinated permitting efforts for key projects. OPMP’s principle challenge for providing permit coordination is maintaining sufficient organizational capacity (i.e. staffing, budget resources, etc.) to adjust to fluctuations in coordinated project workloads. Such fluctuations are often driven by factors outside OPMP’s control (i.e. economic conditions, regulatory changes, commodity process, investment trends, etc.), but are an important metric used to gauge relative demand for large project coordination services. Related links:    • See DNR Office of Project Management and Permitting

Target #4: Provide stable or increasing economic benefit from the use of trees and forests on state land by selling state timber to twenty or more Alaskan businesses. Methodology: Division of Forestry Analysis of results and challenges: The number of purchasers of state timber sales has been steadily declining for well over a decade. It is expected that the number of purchasers going forward will remain in the range of 20-30 firms. In Southeast the number of firms purchasing state timber sales has declined dramatically due to the population out-migration from the City and Borough of Haines, and the closing of the mid-size sawmills in Wrangell, Petersburg and Ketchikan that relied on federal timber to sustain their operations. Without the three mid-size sawmills operating many of the small sawmills also went out of business. Commercial sawlog demand in Southcentral and the Interior remains steady; however, the commercial firewood market has shrunk and consequently the number of firms participating has decreased. There were 31 new timber sales sold to 25 Alaskan firms in FY2019 and there are currently 29 firms with active timber sale contracts throughout Alaska, mostly smaller fuel wood sellers in the interior.

Target #5: Increase awareness of Alaska Grown products and market options, and expand gross farm product sales. Methodology: Reported on an annual basis from Alaska Agricultural Statistics. Monetary Value of Agriculture Products Sold (in millions) Year YTD Total 2018 $37.9 2017 $34.8 2016 $33.9 2015 $33.8 2014 $31.9 2013 $30.0 2012 $30.8 2011 $31.7 2010 $30.8 2009 $31.9 2008 $32.4 Analysis of results and challenges: The data provided comes from surveys conducted throughout the year by the USDA National Agricultural Statistics Services. Core services continue to demonstrate growth in monetary value of Alaska agricultural products sold.

Target #6: Operate the Forest Resources and Practices Act program to achieve 100% implementation of Best Management Practices (BMPs). Methodology: BMP implementation compliance is measured as the percentage of BMPs rated four or higher out of a perfect score of five in field inspections of forest operations. *FRPA data compiled based on Calendar Year. Forest Resources & Practices Act Program: Displayed as the Rating of Best Management Practices Implementation by Region per Year Year Coastal Southcentral Interior 2018 93% 93% 85% 2017 97% 93% 100% 2016 93% 99% 99% 2015 97% 97% 94% 2014 96% 93% 85% 2013 96% 98% 80% 2012 98% 98% 92% 2011 100% 90% 91% 2010 95% 100% 93% 2009 92% 100% 70% 2008 95% 98% 92% Analysis of results and challenges: BMPs are designed to prevent adverse impacts from forest operations on fish habitat and water quality, and to ensure prompt reforestation following harvest. Compliance with the BMPs is high statewide. Decreased scores in the interior reflect record rains in the summer of 2018 which damaged forest roads in the Tanana Valley State Forest. The lower score in southcentral for 2017 is confined to BMPs addressing road construction and road maintenance. The division uses compliance monitoring results to identify training needs. Training emphasizes specific BMPs with relatively low ratings and targets operators with a history of compliance issues. BMPs for maintenance of active and inactive roads are a current training focus.

Target #7: Promote safer boating behaviors on Alaska's waters. Methodology: Average percentage of adult life jacket wear rate 2015-2018 Adult Life Jacket Wear Rate Percentages Powerboats National vs. Alaska (2015-2018) Year National Average Alaska Average YTD Total Average 5.2 15.7 20.9 Analysis of results and challenges: Results of observational life jacket wear rate studies conducted by the U.S. Coast Guard shows adult life jacket wear is now higher in Alaska than it is nationally.

Target #1: Publish reports or maps providing improved assessment of geologic hazards that could pose significant risks to public safety or infrastructure. Methodology: Number of peer-reviewed reports or maps published during the fiscal year assessing geologic hazards that pose significant risks to public safety. Published New Reports on Geologic Hazards that Pose Significant Risks to Public Safety Fiscal Year Fiscal Year Total Target FY 2020 34 FY 2019 31 18 FY 2018 32 12 FY 2017 16 12 FY 2016 18 16 FY 2015 18 12 FY 2014 12 16 FY 2013 13 18 FY 2012 12 12 FY 2011 9 5 FY 2010 4 4 Analysis of results and challenges: Preventing economic losses and threats to public safety from natural disasters is closely tied to our understanding of the risks presented by Alaska’s complex geology. Mitigation of these risks can only come about through detailed geologic investigations that increase our understanding of natural hazards, and timely distribution of that information. Growing population and increasing development in Alaska create significant demands for acquiring new geologic data and distributing it in a timely fashion. In FY2019, DGGS authors published 31 new reports and peer-reviewed publications on geologic hazards. Key publications include tsunami inundation maps for Adak, Atka, Homer, and Seldovia; coseismic permanent flooding maps for eight communities; a regional tsunami assessment for the Andreanof Islands; a manual for community monitoring of coastal erosion; a FEMA-funded channel migration study of Emmonak; color-indexed elevation maps for four flood-vulnerable coastal communities; and information circulars about Alaska earthquake hazards, tsunami hazards, and coastal mapping data gaps/priorities. Other engineering-geologic studies on slope instability along the Dalton Highway, the 2016 snow-and-rock avalanche at Lamplugh Glacier in Glacier Bay National Park, and Alaska glacier and snowfield characteristics contributed understanding the behavior of geologic surface processes in a changing climate. A greater number of reports and maps related to tsunami hazards were published in FY2019, half again more than DGGS released in FY2018. The Volcanology Section, working in conjunction with federal U.S. Geological Survey (USGS) and University of Alaska Fairbanks partners, published six reports including a summary of volcanic hazards in Alaska’s national parks, a full account of the 2016-2017 eruption of Bogoslof volcano, and a historical account of eruptions and hazards from Bogoslof volcano. Retrospective analysis of our volcano alert and volcanic eruption forecasting was documented in a publication that will serve as an important tool in a continued effort to improve communication during times of volcanic unrest and eruption. During FY2019, DGGS Volcanology section staff responded to volcanic unrest at Cleveland, Semisopochnoi, Shishaldin, Veniaminof, Great Sitkin volcanoes. Extensive upgrades to volcano monitoring equipment at 13 volcanoes were accomplished during the 2019 field season. The new ground-based instrumentation includes seismometers, infrasound sensors, and web cameras, significantly improving the Alaska Volcano Observatory’s ability to detect unrest, forecast eruptive activity, and issue timely alerts of volcano hazards. A several-month vacancy of a volcanology section geologist position has resulted in a slowing down of volcano hazard-related data analysis and volcano-hazard publications. Related links:    • Alaska Volcano Observatory    • DGGS Engineering Geology Program    • Alaska Geologic Hazards Information

Target #2: Contain more than 90% of wildland fires at less than 10 acres within Alaska's heavily populated areas (Critical and Full Management Options) in accordance with the Alaska Interagency Wildland Fire Management Plan. Methodology: Division of Forestry Protection Areas only. False Alarms not included. Source: Integrated Fire Management System and Alaska Interagency Coordination Center Predictive Service fire spread sheet. Percentage of Fires Successfully Contained at Less Than 10 Acres Year # of Fires in Critical Success-Critical # of Fires in Full Success-Full YTD Total Overall Success 2019 202 95% 107 70% 86% 2018 111 98% 47 83% 90% 2017 102 98% 39 77% 87% 2016 179 99% 108 84% 91% 2015 223 99% 130 65% 86% 2014 235 99% 51 99% 98% 2013 286 98% 76 91% 93% 2012 257 99% 61 84% 95% 2011 261 99% 65 91% 95% 2010 223 97% 63 86% 95% Analysis of results and challenges: Alaska fire management agencies have collaborated to develop wildfire management options that consider a full spectrum of responses to wildfire- from suppression actions designed to contain and control fire growth, to periodic surveillance of fires that are allowed to spread naturally across the landscape. These management options (Critical, Full, Modified, Limited) are employed statewide by federal and state agencies in order to prioritize areas for protection actions and the allocation of available firefighting resources to achieve protection objectives, optimize agency land use plans, and strive to keep fire suppression costs commensurate with values at risk. The Critical and Full Management options encompass areas within communities and immediately surrounding communities or areas with high values at risk. while the Full Management option typically encompasses wildlands near communities. In 2019, there were 202 wildland fires that started in the Critical Management option, with the division suppressing 191 of the fires at 10 acres or less for a 95% success rate. Extremely dry and windy conditions caused several notable 'Critical' fires that escaped initial attack, including the McKinley Fire in the Mat-su Area which grew to 3,288 acres, and the Shovel Creek Fire in the Fairbanks Area which grew to 22,487 acres. In addition to extreme conditions, statewide fire resources were heavily taxed by the number of fires throughout the season, causing shortages in Initial Attack personnel, aircraft, engines and fire management teams. Numerous fires in the "Full" management option, primarily in Southwest Alaska, were not able to be initially attacked due to this lack of resources, resulting in a lower than average 70% success rate.

Target #3: Provide wildland fire training to agency personnel, fire departments, and urban and rural communities. Methodology: performance measures: local offices: total students refresher, red card; statewide: 300 level, OSHA, Safety Analysis of results and challenges: A broad range of training is provided to firefighters, ranging from introductory classes for first year firefighters to advanced training for returning firefighters and fire managers. Efficient, cost effective, safe, and successful initial attack relies on the highly trained seasonal firefighters, structure/volunteer local fire departments, local Emergency Firefighters (EFF) and crews. Annual training and certification ensure the availability of this workforce when needed during fire activity and meets national standards which qualify them for further fire assignments. The division provides extensive training to not only state employees but also to cooperators such as local government employees. There were 1,449 cooperators trained in wildland fire by the division. Fire management necessitates the use of a large number of EFFs who also require appropriate training. In 2019, the division trained over 1,031 EFFs. Online safety and OSHA training were added in 2019 for regular division employees. The challenge for the division is to ensure that the training provided is meeting the needs of firefighters and managers on Alaska fires. This challenge is currently met with a training staff that plans, coordinates, and provides specific fire courses designed to develop Alaska’s firefighters for the future. These courses are provided to the inter-agency fire community which provides leverage for the Division to provide extensive opportunities to its employees and cooperators. Related links:    • Division of Forestry Firefighting Resources

Target #4: Fill the firefighting needs for the average fire season with Alaskan firefighters. Methodology: Alaska Interagency Coordination Center from ROSS reports. Resource Ordering Support System - only those individuals placed on a resource order are counted. Individuals utilized locally on initial attack are generally not placed on a resource order. Percent of Alaskan Crews & Individuals Assigned to Alaska Fires / Total Needed Year AK Indiv. Assigned % AK Individuals AK Crews Assigned % AK Crews 2019 1,522 41% 76 29% 2018 548 92 31 100% 2017 1,484 95% 70 100% 2016 1,797 94% 116 66% 2015 2,634 50% 448 48% 2014 320 66% 31 75.6% 2013 1,521 74.7% 94 81.2% 2012 725 95.3% 65 100% 2011 2,017 83.5% 122 89.1% 2010 484 55.8% 83 85.3% Analysis of results and challenges: Department Order 017 identifies that the Department of Natural Resources, Division of Forestry provide a strong initial attack, management and support capability to assure maximum efficiency is achieved for an average fire year based on the historical fire occurrence. As the complexity and length of the fire season increases, the need for experienced personnel to manage these fires has become even more critical. Extensive knowledge and training are necessary to make timely decisions about strategy and tactics. This is more critical as the urban interface environment and the responsibilities to protect lives, homes and communities continues to grow. A successful program requires a trained, experienced Alaskan firefighting workforce combined with infrastructure, equipment and logistical support. During the long and busy 2019 fire season, over 6000 individuals, including members on teams and or crews as well as individual overhead, were requested to work on Alaska fires. Every state except for Connecticut sent personnel to assist with Alaskan fires. Alaska received twenty-seven National Interagency Coordination Center contract jets for a total of 135 crews (71% crews). April 27th the first Alaskan Crew was assigned to the Oregon Lakes Fire and by May13th all Alaskan Interagency Hotshot Crews were committed. The first Lower 48 jet load arrived with five crews on June 19th and the last Lower 48 crew was released on September 12th. The last Alaskan Crew was released on September 24th. Sixteen Alaskan Emergency Fire Fighter (EFF) crews had a total of 47 assignments. Fifteen lower 48 Interagency Management Teams (IMT) were assigned to the 2019 Alaskan fires to assist the local fire management offices. The type and number of personnel comprising the team depends on the fire complexity and fire risk. Both Alaskan Type 2 IMT were assigned a total of 6 times. The first Alaska Type 2 Team assignment was on May 4th for the Oregon Lake Fire outside of Delta. On May 17th the first Lower 48 Type 2 Team was assigned and on September 23rd the last Lower 48 team was released from the Swan Lake fire on the Kenai Peninsula. The division’s need for Lower-48 firefighting resources (agency crews, contract crews, and individuals with advanced training to meet initial and extended attack suppression objectives) should be replaced with increased in-state capacity to provide jobs to Alaskans. This summer the Division funded and hired twenty Short Term Non-Perms (STNP) for thirty days. Several STNP were assigned to McGrath as part of the wildland fire module while other areas received individual STNP. Positions included Wildland Fire Technicians, Dispatchers and Office Assistants. From 2013 to 2019, thirty of the STNPs have been hired by various agencies and organizations. Of these twenty-two have been hired by the Division of Forestry. The STNP program has again proven that it provides opportunities for academy graduates to put into action the skills and knowledge obtained in this training and gain the experience to be hired as state employees. Of the 2019 STNP, one had graduated from the Alaska Crew Boss Academy, eight had previously graduated from the previous years Advance Academy. One STNP was hired as a permanent Forestry employee. Related links:    • Division of Forestry Employment Opportunities

Target #1: Process a minimum of 90% of new applications received. Methodology: Includes permits, leases, easements, material sales and sites, interagency land management agreements, water rights, temporary water use authorizations, and instream flow reservations. Analysis of results and challenges: The numbers reflected in the chart as issued are not a direct subset of the new applications because some cases are issued from applications received in previous years. A substantial amount of time has been spent working on the Information Technology Unified Permit project solutions to improve efficiencies in the long run. Staff time has also been diverted to work on complex cases that are resistant to solution, and politically sensitive cases which required significantly above average staff and manager time per case to bring to completion. Staff time has also been diverted to assistance on draft regulation and statute projects, and with policy and procedure development for implementation of new fee regulations which were adopted in July, 2018. Not included in the above numbers are trespass cases which do not start with an application, but require the adjudicatory work. The numbers are not reflective of entry authorizations that allow applicants to use and construct on state land before final issuance of easements and leases. Each new authorization issued creates a new workload of contract administration, assignments, amendments, name changes, sub-lease agreements, billing, monitoring, compliance and close out, all of which is not reflected in these numbers. The division expects there to be more applications in future years as the state strives to bring in additional entitlement acres with high development potential each year, and the division moves to improve tracking and resolution of previously unauthorized uses which could be legitimately permitted. The division's stewardship responsibilities that do not involve issuing an authorization are constant. The substantial amount of time staff spends on these issues takes them away from their duties to process authorizations. In general, many types of businesses received authorizations that allowed use of state land for financial gain. Authorizations in this component benefit utility, oil and gas, mining, commercial recreation, tourism, fishing, construction, and other development industries by giving them legal access to the state owned and managed land, water and resources. If the division is not able to issue these authorizations in a timely manner, these same industries are adversely affected. Often businesses cannot plan their operations, get investment capital, insurance, or loans if they do not have required land authorizations.

Target #2: Receive lands essential to the state’s economic development and for maximum public benefit, including lands rich in natural resources, selected for municipal entitlements, necessary for settlement, and to eliminate federal inholdings. Methodology: Reporting methods were altered in 2019. Numbers may not match previous Performance Measures Report. Acres of Statehood Entitlement Lands Received Fiscal Year New Confirmatory FY 2019 101,676 983,253 FY 2018 7,819 296,853 FY 2017 1,806 13,480 FY 2016 13,881 740,323 FY 2015 28,556 649,283 FY 2014 1,177 361,681 FY 2013 80,815 1,310 Analysis of results and challenges: The state has acquired approximately 101 million acres of the 106 million acres to which it is entitled under the Alaska Statehood Act and various other federal laws. The Realty Services Section (RSS) worked with the Mining Section and the Regional Land Offices to convert 59 federal mining claims to state ownership. The RSS continues to work on converting federal mining claims to state land. The state’s entitlement was credited 180 acres due to Native allotment reconveyances and corrections to prior federal deeds. In reviewing and approving over 983,000 acres of confirmatory title, RSS staff confirmed that approximately 17,000 acres of previously tentatively approved lands were, in fact, navigable or meanderable waters or were overcharged acres. These 17,000 acres were credited to the state's remaining entitlement. In FY2018 and FY2019, the RSS worked with the Bureau of Land Management (BLM) to remove Alaska Native Claims Settlement Act (ANCSA) Sec. 17(d)(1) and (d)(2) public land order (PLO) withdrawals within the Goodnews Bay region. Removal of these PLOs in FY2019 opened approximately 230,000 acres of land to state selection and mineral entry. The state took title to 40,000 acres within the area. In FY2019, the RSS began working with BLM to remove certain ANCSA Sec. 17(d)(1) withdrawals in the Bering Glacier and Fortymile regions; once removed, an additional one million acres will be open for mineral entry. In FY2020, RSS will continue to work closely with the BLM on lifting additional ANCSA and non-ANCSA withdrawals and opening high value and high priority lands to state selection, conveyance, and mineral entry.

Target #3: Provide accessible, clean, safe, and well-maintained park facilities for Alaska residents and visitors by reducing deferred maintenance needs in park units. Parks Deferred Maintenance Fiscal Year DM Funding DM Backlog FY 2020 $400.0 $60,647.5 FY 2019 0 $63,393.0 FY 2018 $100.0 $65,270.0 FY 2017 0 $66,631.5 FY 2016 0 $59,584.6 FY 2015 $1,313.0 $59,987.8 FY 2014 $2,772.0 $59,694.6 FY 2013 $3,200.0 $59,626.5 FY 2012 $2,075.0 $59,663.0 FY 2011 $3,480.0 $60,581.0 FY 2010 $6,000.0 $65,822.6 Analysis of results and challenges: The division continues to work on the highest priority deferred maintenance projects affecting life, health, and safety.

Target #4: Collect fees necessary to reach authorized program receipt funds in the Parks Management and Access budget; annually evaluate and if necessary, raise fees in order to reach program receipts authorization. Methodology: *Other revenue represents Commercial Use Permits, Park Use Permits, Boat Launch Fees, and Boat Launch Decals. Revenue Collected on Park User Fees (In Thousands) Fiscal Year Camping Cabins Parking Other Rev.* GF/PR Auth FY 2019 659.8 717.5 1,420.1 1,369.2 4,434.2 FY 2018 594.9 620.1 1,277.5 1,316.0 3,858.9 FY 2017 642.3 550.8 1,436.3 1,445.0 3,429.9 FY 2016 571.5 569.9 1,272.0 1,276.8 3,426.6 FY 2015 373.2 561.5 1,145.3 1,136.8 3,336.1 FY 2014 329.5 445.1 996.9 978.1 2,822.2 FY 2013 284.7 420 779.5 1,113.3 2,618.4 FY 2012 292.1 401.5 866.3 1,108.9 2,466.3 FY 2011 304.5 375.5 703.7 904.5 2,381.7 FY 2010 315.8 356.6 761.9 916.5 2,323.8 FY 2009 305.6 341.8 611.5 1,028.4 2,269.4

Target #1: Publish airborne geophysical survey data for Alaska's minerals-interest lands. Methodology: Number of square miles of new airborne geophysical surveys of minerals-interest lands published during the fiscal year. Square Miles of Published Minerals-Related Airborne Geophysical Data Fiscal Year Square Miles Target FY 2020 4,200 FY 2019 5,477 5,566 FY 2018 0 5,500 FY 2017 0 3,430 FY 2016 4,552 4,500 FY 2015 2,318 2,300 FY 2014 2,176 2,500 FY 2013 1,267 1,200 FY 2012 850 800 FY 2011 742 700 FY 2010 653 640 Analysis of results and challenges: Much of Alaska’s lands with high mineral-resource potential have poorly exposed geology due to tundra and tree cover. Airborne geophysical surveys measure physical properties of the earth; these properties correspond to various geologic features and measurements are not affected by vegetation. Airborne geophysical survey data are invaluable for guiding subsequent ground-based geologic mapping, sampling, and associated mineral-assessment work. Only about 28 percent of prioritized mineral-bearing state lands have been geophysically surveyed, and the Division of Geological & Geophysical Surveys (DGGS) is committed to acquiring data in remaining areas of the state that have high mineral-resource potential, subject to availability of funding. In FY2017, DGGS contracted for a new federally-funded airborne geophysical survey for the U.S. Geological Survey (USGS) covering about 5,292 square miles in the Porcupine River area in northeastern Alaska. DGGS also partnered with the University of Alaska Fairbanks and the USGS to fly four additional surveys for geologic-hazard assessments, covering a total of 185 square miles. Both of these datasets were publicly released in FY2019. The state-funded Strategic and Critical Minerals (SCM) project (FY2013-2015) allowed DGGS to annually publish more than twice the amount of airborne geophysical data published in prior years under the state’s annually funded, Airborne Geophysical/Geological Mineral Inventory (AGGMI) program. Budget cuts in FY2016 eliminated both the SCM project and AGGMI program, and the lack of state funding meant that no further state-funded airborne geophysical surveys of mineral districts could be planned. The federal Earth MRI critical minerals program was funded by the U.S. Congress in FFY2019, and it is anticipated to be a 10-year project to acquire airborne geophysical surveys, geologic mapping, and lidar over areas of the nation with critical minerals potential. DGGS has been contracted by the USGS to manage the federal geophysical contracts covering large portions of Alaska’s mineral districts. In FY2019, a state capital project provided one year of state matching funds to further this work. Initial surveying of about 4,200 square miles is planned for spring/summer 2020 in the Yukon-Tanana Uplands, with publication of survey data in early FY2021. Related links:    • DGGS geophysics program

Target #2: Publish reports on energy-related geology that assist the energy industry and state agencies in exploring for and managing energy resources on state-interest lands. Methodology: Number of new reports published on energy-related geology during the fiscal year. New Reports Published on Energy-Related Geology Fiscal Year Fiscal Year Total Target FY 2020 6 FY 2019 11 7 FY 2018 4 7 FY 2017 4 8 FY 2016 16 12 FY 2015 17 11 FY 2014 9 9 FY 2013 9 5 FY 2012 6 7 FY 2011 2 1 FY 2010 9 7 Analysis of results and challenges: Publicly available detailed geologic knowledge is important for energy resource development and management. This information must result from the most modern analyses and incorporate all available data in order to identify frontier areas of energy exploration on state lands. A critical component of this effort is the publication of geologic reports on a wide range of energy sources. During FY2019, the Division of Geological & Geophysical Surveys published 11 reports providing new geologic data to assist oil and gas exploration throughout Alaska, which was four more than the target. Five were published as DGGS reports, including a bedrock geologic map of the Umiat-Gubik area, a core workshop volume focusing on the reservoir potential of the Nanushuk Formation in the eastern National Petroleum Reserve in Alaska, the petroleum potential of coal in the eastern Nenana basin, the fracture intensity of strata in lower Cook Inlet basin and their unconventional reservoir potential, and the geologic evolution of the northern Copper River basin. Two reports were published in external peer-reviewed publications, including Geosphere and as a chapter in a Geological Society of America Special Paper, both of which are internationally distributed and include ground-breaking developments in the geosciences. During FY2019, Energy Section staff collaborated extensively with geologists from the U.S. Geological Survey, the Texas Bureau of Economic Geology (BEG), and Boise State University. The collaboration with BEG involved a compilation of information on key petroleum reservoir and source rock intervals on the North Slope for a multi-national oil company with a major lease position on the North Slope, resulting in the submission of four reports. The collaboration with the BEG is on-going and focusing on petroleum reservoir intervals on the eastern North Slope. Related links:    • DGGS Energy Resources program

Current as of December 24, 2019