Usda Strategic Plan Fy 2014 2018

United States
Department of
Agriculture
Additional copies of this Strategic Plan can be downloaded from USDA’s Web site at:
www.usda.gov
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Table of Contents
Message from the Secretary ......................................................................................................... 1
Mission Statement ......................................................................................................................... 2
Strategic Plan Framework ........................................................................................................... 3
Strategic Goal 1: Assist Rural Communities to Create Prosperity so They Are Self-
Sustaining, Repopulating, and Economically Thriving ............................................................. 5
Objective 1.1 ..............................................................................................................................................................6
Objective 1.2 ..............................................................................................................................................................8
Objective 1.3 ............................................................................................................................................................ 11
Strategic Goal 2: Ensure Our National Forests and Private Working Lands Are
Conserved, Restored, and Made More Resilient to Climate Change, While Enhancing Our
Water Resources ......................................................................................................................... 13
Objective 2.1 ............................................................................................................................................................ 15
Objective 2.2 ............................................................................................................................................................ 15
Objective 2.3 ............................................................................................................................................................ 16
Objective 2.4 ............................................................................................................................................................ 17
Strategic Goal 3: Help America Promote Agricultural Production and Biotechnology

Exports as America Works to Increase Food Security............................................................ 19
Objective 3.1 ............................................................................................................................................................ 20
Objective 3.2 ............................................................................................................................................................ 22
Strategic Goal 4: Ensure That All of America’s Children Have Access to Safe, Nutritious,
and Balanced Meals .................................................................................................................... 24
Objective 4.1 ............................................................................................................................................................ 26
Objective 4.2 ............................................................................................................................................................ 26
Objective 4.3 ............................................................................................................................................................ 28
Objective 4.4 ............................................................................................................................................................ 29
Strategic Goal 5: Create a USDA for the 21st century That Is High-Performing, Efficient,
and Adaptable ............................................................................................................................. 30
Objective 5.1 ............................................................................................................................................................ 31
Objective 5.2 ............................................................................................................................................................ 32
Objective 5.3 ............................................................................................................................................................ 33
Appendix – Program Evaluations ............................................................................................. 34

Message from the Secretary
Message from the Secretary
O ver the past five years, I’ve overseen a transition in the way
we do business at USDA. We’ve modernized and
streamlined our programs in an effort that has improved
service for our customers, saved taxpayer dollars, and better
prepared us to face today’s challenges. As a result, we’ve achieved
significant results for the men and women who live, work and raise
their families in rural towns and cities, and those across America
who use food, fiber and forest products every day.
Our fiscal year 2014-2018 Strategic Plan serves as a roadmap for
everything we will do to further the progress we’ve made since 2009 over the next four years. It
will provide direction to our employees as they craft policy in Washington, DC and implement
USDA programs in the field. Perhaps most importantly, the strategic plan framework will increase
accountability of our mission delivery and ensure that we deliver the best outcomes to our
customers.
USDA will also use the strategic plan to help guide decisions about our budget and how we manage
resources. Since 2009, through our Blueprint for Stronger Service, USDA has reduced spending,
modernized operations and cut costs to save the American taxpayer a total of $1.2 billion, while
ensuring that our customers receive the best possible service. It is likely that we will continue to
be asked to implement increasingly complex programs with fewer resources, but I am confident
that USDA and its employees are prepared to meet the challenge.
Since 2009, we’ve taken a leaner, more targeted approach to maximize the impact of our financial
and technical assistance. We have identified and partnered with organizations that are already
doing great work at a local or regional level to address the most pressing challenges impacting
rural America. As a result, our stakeholders have helped to mold and shape the strategic plan. The
White House Rural Council, Rural Tour, and listening sessions have helped USDA leadership
identify and hone in on key concerns and priorities across a diverse group of our stakeholders. We
will rely on their support and partnership to implement our strategic plan.
USDA touches the lives of almost every American, every day. Our strategic plan reflects that
reality and reinforces our commitment to achieve results for everyone we serve. As we move
forward, we will actively seek out ways to better serve our stakeholders as we work towards our
shared goals of rural prosperity, preservation of forests and working lands, sustainable agricultural
production, safe, nutritious food, and jobs and opportunity for every American.
Thomas J. Vilsack
Secretary of Agriculture
FY 2014 – 2018 Strategic Plan | 1

Mission Statement
We provide leadership on food, agriculture, natural resources, rural development, nutrition, and
related issues based on sound public policy, the best available science, and efficient management.
Vision Statement
To expand economic opportunity through innovation, helping rural America to thrive; to promote
agriculture production sustainability that better nourishes Americans while also helping feed others
throughout the world; and to preserve and conserve our Nation’s natural resources through restored
forests, improved watersheds, and healthy private working lands.
Core Values
Our success depends on:
 Transparency — Making the Department’s management processes more open so that
the public can learn how USDA supports Americans every day in every way.
 Participation — Providing opportunities for USDA constituents to shape and improve

services provided by the Department.
 Collaboration — Working cooperatively at all governmental levels domestically and

internationally on policy matters affecting a broad audience.
 Accountability — Ensuring that the performance of all employees is measured against

the achievement of the Department’s strategic goals.
 Customer Focus — Serving USDA’s constituents by delivering programs that address

their diverse needs.
 Professionalism — Building and maintaining a highly skilled, diverse, and

compassionate workforce.
 Results Orientation — Measuring performance and making management decisions to

direct resources to where they are used most effectively.

Strategic Plan Framework

Founded by President Abraham Lincoln in 1862, when more than half of the Nation’s population
lived and worked on farms, USDA’s role has evolved with the economy. Today, the country looks
to rural America to not only provide food and fiber, but also for crucial emerging economic
opportunities in renewable energy, broadband, and recreation. People in rural areas operate in a
technologically advanced, rapidly diversifying, and highly competitive business environment
driven by increasingly sophisticated consumers.
To assist the country in addressing today’s challenges, USDA will:

Strategic Goal 1. Assist rural communities to create prosperity so they are self-sustaining,
re-populating, and economically thriving.
1.1 Enhance rural prosperity, including leveraging capital markets to increase
Government’s investment in rural America.
1.2 Increase agricultural opportunities by ensuring a robust safety net, creating new
markets, and supporting a competitive agricultural system.
1.3 Contribute to the expansion of the bioeconomy by supporting development, production,

and consumption of renewable energy and biobased products.
Strategic Goal 2. Ensure our national forests and private working lands are conserved,
restored, and made more resilient to climate change, while enhancing our water resources.
2.1 Improve the health of the Nation’s forests, grasslands and working lands by managing
our natural resources.
2.2 Lead Efforts to mitigate and adapt to climate change, drought, and extreme weather in
agriculture and forestry.
2.3 Contribute to clean and abundant water by protecting and enhancing water resources on
national forests and working lands.
2.4 Reduce risk of catastrophic wildfire.
Strategic Goal 3. Help America promote agricultural production and biotechnology

exports as America works to increase food security.
3.1 Ensure U.S. agricultural resources contribute to enhanced global food security.
3.2 Enhance America’s ability to develop and trade agricultural products derived from new
and emerging technologies.

Strategic Goal 4. Ensure that all of America’s children have access to safe, nutritious, and
balanced meals.
4.1 Improve access to nutritious food.
4.2 Promote healthy diet and physical activity behaviors.
4.3 Protect public health by ensuring food is safe.
4.4 Protect agricultural health by minimizing major diseases and pests to ensure access to
safe, plentiful, and nutritious food.
Strategic Goal 5. Create a USDA for the 21st century that is high performing, efficient,
and adaptable.
5.1 Develop a customer centric, inclusive, and high performing workforce by investing in
and engaging employees to improve service delivery.
5.2 Build a safe, secure, and efficient workplace by leveraging technology and shared
solutions across organizational boundaries.
5.3 Maximize the return on taxpayer investment in USDA through enhanced stewardship
activities of resources and focused program evaluations.
These five strategic goals articulate the U.S. Department of Agriculture’s priorities. These goals
contain 16 objectives that include the Department’s major programmatic efforts and cover the
programs and services that USDA administers. Each goal includes outcome-related performance
indicators that inform how USDA activities fit within broader societal efforts surrounding
achievement of the goal. Performance indicators will track progress in attaining each objective and
goal. Indicators specify baseline information and long-term performance targets. Strategies and
means that identify actions that need to be taken to accomplish the objectives are included in each
objective. The external risk factors section of each goal highlights possible challenges the USDA
may encounter in making progress on each strategic goal.
This strategic plan represents the dynamic process within USDA to ensure the best results for
America. Through this process, the Department is able to continually assess the quality of its
provision of services to the public. This close attention to performance outcomes and results will
allow USDA to better support its constituents as they strive to take advantage of today’s new
opportunities.

Strategic Goal 1
Strategic Goal 1

Strategic Goal 1
Strategic Goal 1: Assist Rural Communities to Create

Prosperity so They Are Self-sustaining, Repopulating,
and Economically Thriving
USDA is the leading Government advocate for often includes the loss of highly educated
rural America and agricultural production. By individuals to regions with greater economic
improving rural prosperity, increasing opportunity. Out-migration depletes the
opportunities for agriculture, and expanding economic base of the region and discourages
the bio-economy, USDA is striving to create outside investment in infrastructure and other
thriving communities where people want to resources needed to attract good paying jobs.
live and raise families and where children have
Rural income levels. Adequate and stable
a bright future. To achieve this, the Department
income levels are a vital contributor to rural
is helping to make an impact on persistent
prosperity. Median household income in rural
poverty, out-migration, and rural income.
areas was 78.6 percent of the suburban and
Persistent poverty. About 1 out of every 16 urban median in 2011, although the generally
persons in the United States lives in deep lower cost of living in rural areas narrows this
poverty, with an income below 50 percent of gap in real terms. Median total household
the Federal poverty line. Poverty and lack of income increased each year from 2008 to 2011
opportunity are especially acute in rural regions and is projected to continue to trend upwards.
and can become entrenched. USDA’s Economic opportunities in rural areas are
Economic Research Service defines a important to continue this positive trend.
persistent poverty county as one in which 20
percent or more of its population has lived in OBJECTIVE 1.1 – ENHANCE RURAL
poverty over the past 30 years. Eighty-five PROSPERITY, INCLUDING
percent of persistent poverty counties are LEVERAGING CAPITAL MARKETS
rural.1 While about 14 percent of America’s TO INCREASE GOVERNMENT’S
children live in rural areas, 18 percent of INVESTMENT IN RURAL AMERICA
children in poverty live in rural areas. Prosperous rural communities are those with
adequate assets to fully support the well-being
Out-migration. Although export opportunities
of community members. USDA helps to
and agricultural revenue are at historic highs,
strengthen rural assets by building physical,
rural America is losing population. Some rural
human and social, financial, and natural
areas have experienced population loss for
capital. To achieve maximum impact, USDA
decades. However, 2010 to 2012 was the first
will leverage resources across the Department
period where rural America as a whole lost
and beyond, collaborate on cross-agency
population. Causes include unemployment,
efforts such as Promise Zones and the White
housing-market challenges, energy sector
House Rural Council, and support community
developments, and other factors. Out-migration
and Tribal efforts to form regional strategies.
1
Mosely, Jane and Miller, Kathleen. 2004. “Spatial Variations in
USDA targets funds through strong analytics,
Factors Affecting Poverty.” RUPRI Rural Poverty Research grass roots support, and asset-based strategies.
Center.

Strategic Goal 1
Addressing the needs of economically communities to attract capital from third-party

distressed regions is a top priority. The investors. USDA will participate in marketing
Strikeforce Initiative coordinates USDA’s rural efforts to reach national lenders (capital
development, agriculture, and conservation markets) and leverage USDA resources with
efforts in high-poverty communities. private capital. USDA programs will provide
business and industry development
Physical Capital opportunities to develop a local economy and
create well-paying jobs. To facilitate strategic
Through loans, grants, and technical assistance, decisionmaking to support livable
the Department will provide support for decent communities, USDA will provide economic
housing and homeownership; health care, analyses and promote successful economic
school, library, and safety investments; and development models. USDA will also provide
broadband infrastructure in unserved and equitable access to capital for rural minority
underserved areas. USDA also supports utility farmers and business owners and target
deployment of smart grid, renewable energy, outreach to under-served and minority
energy efficiency, and carbon capture and populations.
storage for maintaining reliable electric
systems in rural communities. Construction of Natural Capital
electric, telecommunications, and water and
waste system infrastructure and of farm storage Clean air, clean water, productive farmlands,
facilities are also a priority for USDA. and outdoor recreation opportunities result
from USDA’s efforts working with partners
Human and Social Capital and producers in our national forests and on
working lands. Goal 2 of this strategic plan
To assist rural residents to find jobs and start provides a detailed look at USDA’s
small business, USDA will provide educational contributions to natural capital.
opportunities, job training programs, and
technical support and tools. For youth, USDA Strategy in Action # 1
promotes non-formal education programs, 4-H, USDA programs help expand broadband
and other youth development programs to capacity into communities that otherwise
transfer knowledge and develop leaders. The might not have access. USDA will aid in the
Department supports job corps centers and deployment of broadband infrastructure by
targeting outreach, expanding the
youth corps programs through the America’s
availability of public computer centers, and
Great Outdoors initiative. Human and social
encouraging the adoption of broadband
capital formation is also assisted by USDA service. Increased access to broadband will
funding and oversight of rigorous agricultural help rural communities attract new business
research, education, and extension programs. and cooperative development; connect to
the global economy; and increase local
Financial Capital leadership development. Community services
will improve with access to community
To help build financial capital, USDA will connect, distance learning, and telemedicine
undertake a variety of efforts. The Department programs.
will pursue public-private partnerships by
including structuring investment in rural

Strategic Goal 1
OBJECTIVE 1.2 – INCREASE To further strengthen the farm financial safety

AGRICULTURAL OPPORTUNITIES net, USDA will:
BY ENSURING A ROBUST SAFETY
 Improve partnerships with other
NET, CREATING NEW MARKETS, agricultural lenders to better leverage
AND SUPPORTING A limited funding resources;
COMPETITIVE AGRICULTURAL  Expand crop insurance availability and
SYSTEM product coverage, especially for livestock,
The economic vitality and quality of life in pasture, rangeland, forage, organic, and
rural America depends on a healthy agricultural specialty crops;
production system. Farmers and ranchers face  Use geographical information systems
(GIS), remote sensing, precision
a challenging global, technologically
agriculture, and data mining to improve
advanced, and competitive business
crop insurance products and program
environment. USDA works to ensure that integrity;
producers are prosperous and competitive,  Provide timely disaster relief to producers
have access to new markets, can manage their using available programs, use GIS to assess
risks, and receive support in times of economic damage rapidly, and partner with other
distress or weather-related disasters. agencies on disaster relief outreach; and
 Expand outreach for farm storage facility
Strengthen the Farm Financial Safety loans to biomass, fruit, and vegetable
Net producers.
The Department strives to provide producers Facilitate Access to International

with prompt and equitable disaster assistance, Markets
income support payments, marketing
assistance loans, farm loans, and risk USDA expands and protects international
management tools. USDA partners with market opportunities and connects agricultural
commercial lenders to guarantee farm exporters to customers. The Department works
ownership and operating loans and makes to strengthen the global rules-based trading
direct loans to producers to purchase property system and supports development of
or finance farm operating expenses. USDA's international standards to facilitate safe trade.
loan programs are available to producers who Cooperative efforts with other U.S.
are temporarily unable to obtain financing Government agencies and industries ensure
commercially. The Federal Crop Insurance that America’s producers have fair market
Program mitigates production and revenue access, have an understanding of key market
losses from yield or price fluctuations and trends, and have support to overcome market
provides timely indemnity payments. barriers. To address the threats to international
trade posed by high-consequence animal and
plant pests and pathogens, USDA supports
research, education, and extension programs,
and networked regulatory, surveillance, and
rapid response capabilities.

Strategic Goal 1
USDA works with exporters, importers, and education that enables organic production;
other end-users of U.S. agricultural products reduce overlapping requirements; eliminate
around the world to facilitate sales in global other obstacles; and collaborate with others to
markets. In cooperation with other U.S. make certification more feasible for small and
Government agencies, USDA monitors and beginning farmers and business.
investigates discrepancies reported by
importing countries on the quality or weight of Ensure a Financially Sustainable and
U.S. grains, oilseeds, and related products. Competitive Agricultural System
To further facilitate access to international USDA manages farm price support and
markets, USDA will: commodity purchase programs to help balance
 Stimulate greater involvement by small- supply and demand and conducts oversight to
and medium-sized enterprises selling U.S. protect producers from unfair competition and
agricultural products; unfair business practices in the livestock, meat,
 Negotiate and implement trade agreements and poultry markets. Working with the U. S.
and support international equivalency Department of Justice, USDA enforces fair
agreements; market practices and takes action against anti-
 Facilitate the overseas marketing efforts of competition behavior to create a level playing
U.S. commodity organizations; and field for producers.
 Reduce technical barriers to trade and
eliminate sanitary and phytosanitary The Department ensures efficient marketing of
barriers not based on sound science. agricultural products through clear and
consistent descriptions and measurements of
Support the Development of New the grade, quality and quantity of products that
Domestic Markets are bought and sold. By providing current,
unbiased statistics, price and sales information,
Accessing domestic markets helps build USDA assists in the orderly marketing and
financial sustainability for producers and distribution of farm commodities to inform
provides fresh, local food for consumers. decisionmaking by agricultural producers and
USDA supports the planning, coordination, agribusinesses and to ensure market stability.
and education necessary for thriving regional USDA will ensure that USDA-approved and
food systems and replication of successful licensed warehouse programs maintain
models. USDA will work closely with partners adequate storage facilities, adequate frequency
to develop and revitalize infrastructure for of warehouse examinations, and reduced
regional food systems. This includes product losses. USDA foods will be delivered
innovative new opportunities and proven in a timely manner, within contract
approaches like cooperatives and farmers specifications, and at competitive prices.
markets. USDA analyzes market trends and
USDA develops and maintains national
provides tools to help producers identify
standards for the production and handling of
opportunities. USDA also oversees national
agricultural products labeled as organic and
standards for the production and handling of
examines and accredits State and private
agricultural products labeled as organic. To
organic certifying agents. By providing
increase the number of certified organic
education resources on organics to producers
operations, USDA will support research and

Strategic Goal 1
through its field offices, USDA will better increase enrollment in secondary and 2-year
serve diverse management systems including post-secondary programs, especially from
organic and specialty crops. underrepresented groups. As part of USDA’s
science leadership, the Department will
The Department works to ensure that minority,
continue to provide Sustainable Agricultural
women, beginning, and other socially
Research and Education grants for projects
disadvantaged farmers and ranchers have full
designed to help America’s 2 million small-
knowledge and access to its programs. USDA
and medium-scale producers improve their
also works with producer and farmworker
knowledge of sustainable agriculture
organizations and the U.S. Department of 2
production and marketing practices.
Labor to improve working conditions and
income for farmworkers.
Strategy in Action # 2
Protect the Foundations of the As the average age of America’s farmers
Agricultural System and ranchers nears 60 years, USDA is
enhancing its programs and outreach to
USDA provides leadership in creating and assist beginning farmers to gain entry into
disseminating knowledge spanning the agriculture. Beginning farmers, as well as
biological, physical, and social sciences minorities and women, typically operate
through agricultural research, economic smaller farms, have less equity, or lack
sufficient production or credit history.
analysis, statistics, and partnerships with
USDA’s direct operating microloans are a
cooperative extension, and higher education valuable tool for these groups. With a short
institutions. The Department conducts application process and reduced paperwork,
research, education, and extension microloans of up to $35,000 can be used
programming to reduce the costs of agricultural for equipment, livestock, feed, and other
inputs and to improve crop and animal operational expenses. In its first full year of
production efficiency and practices. Research operation, nearly 70 percent of microloans
efforts lead to more thorough assessments of went to beginning farmers.
Americans’ nutritional needs; new methods for
sustaining a competitive agricultural economy;
and a better understanding of how to enhance
the natural resource base. Research priorities
include improving agriculturally important
plants and animals, including those resilient to
anticipated changes in climate. USDA will use
the cooperative extension system to transfer
technology and best practices from the
laboratory into active use.
In coordination with Federal partners, USDA
helps higher education institutions with
undergraduate and graduate programs in
agriculture develop strong science, technology,
2
engineering, and math curriculums, and 2007 Census of Agriculture. Small- and medium-sized farms
and ranches are less than 1,000 acres.

Strategic Goal 1
OBJECTIVE 1.3 – CONTRIBUTE TO expand support for commercial deployment of

THE EXPANSION OF THE wind, solar, geothermal, hydro and ocean
BIOECONOMY THROUGH resources. USDA will:
DEVELOPMENT, PRODUCTION,
 Support expanding production of advanced
AND CONSUMPTION OF biofuels through the financing of the
RENEWABLE ENERGY AND widespread deployment of full-scale
BIOBASED PRODUCTS commercial facilities;
Expanding the bioeconomy creates economic  Support the development of integrated
opportunities and improves the environment. regional systems for the sustainable
Biomass from farms, forests, and rangelands production of biofuels, biopower, and
biobased products;
could supply a significant portion of U.S.
 Integrate renewable energy and biobased
transportation fuels, heat, power, and biobased
product feedstock production into
products. Research, development, and
sustainable agriculture, forest, and range
demonstration are necessary to realize the management systems; and
potential of biomass resources. USDA efforts  Support the establishment and production
in this area will help reduce investor risk, of annual and non-woody perennial crops
support market development, and contribute to and woody biomass crops for conversion to
energy security, environmental quality, and bioenergy and biobased products.
economic opportunity. USDA’s efforts will
USDA education programs use the Nation’s
include:
public institutions, private-sector partners, and
 Creating viable engineering, business, and the Land-Grant University System to promote
financial protocols to evaluate proposed and expand the workforce needed to grow the
commercial renewable energy and energy bioeconomy. USDA also has a role in
efficiency projects; educating the general public and international
 Developing superior genetic feedstocks and partners, through capacity building programs,
production and logistic systems suited to on the benefits and costs of bioenergy
regional conditions; production and use from economic,
 Developing advanced biomass crops and environmental, social and sustainability
methods for their sustainable production as
perspectives.
biofuels and other forms of biopower; and
 Providing analysis and data about Strategy in Action # 3
commodity markets for renewable energy To promote purchase and use of biobased
sources. products across the Federal Government
USDA will create bioeconomy opportunities and civil society, USDA administers the
BioPreferredSM program. USDA designates
for farmers, ranchers, forest landowners, small
categories of biobased products that are
businesses, rural utilities, Tribal governments,
afforded preference by Federal agencies
and rural municipalities by providing financial when making purchasing decisions and
and technical assistance and leveraging certifies and awards labels to qualifying
investments of other Federal agencies and products to increase consumer recognition
industry. By facilitating commercialization of of biobased products. USDA also designates
biobased products, USDA will work to create intermediate materials and complex
green jobs and investment opportunities and products for Federal purchase.

Strategic Goal 1
EXTERNAL RISK FACTORS

External risk factors include environmental
conditions, including climate change, changing
weather patterns, and ecosystem health. Other
factors involve natural disasters, animal and
plant pests and disease outbreaks, and
intentional food contamination. Still others are
primarily economic. Production-level factors
include the volatility of farm commodity
prices, workforce skills and competencies, and
increasing input and operating costs for farms.
Certain macroeconomic factors are also
important, including unemployment levels,
inflation, changes in the relative strength of the
U.S. dollar to foreign currencies, and changes
in the market demand for organic or biobased
products. Other influences include
international concerns, such as trade policy and
regulatory developments in other countries,
and availability of appropriations.

Strategic Goal 2
Strategic Goal 2

Strategic Goal 2
Strategic Goal 2: Ensure Our National Forests and

Private Working Lands Are Conserved, Restored,
and Made More Resilient to Climate Change, While
Enhancing Our Water Resources
National forests and private working lands Climate change. Climate change is one of the
provide clean air, clean and abundant water, greatest challenges facing the United States and
and wildlife habitat. These lands sustain jobs the world. Producers are increasingly faced
and produce food, fiber, timber, and biobased with extreme weather events, ranging from
energy. Many of our landscapes are scenic and drought to flood. The agriculture sector
culturally important and provide Americans a accounts for 7 percent of U.S. greenhouse gas
chance to enjoy the outdoors. To sustain these emissions. Forests and other lands absorb
many benefits, USDA works with private approximately 14 percent of emissions.
landowners to protect and enhance 1.3 billion However, recent studies project that the forest
acres of working lands and manages 193 carbon sink could become a net source of
million acres of national forests and grasslands. carbon emissions in the next few decades.3 This
The Department uses an “all-lands” approach decline is primarily due to conversion of forest
to bring people together across ecosystems and land area to urban and other developed land
property boundaries. This increases the scale, uses.
pace, and effectiveness of conservation and
Water quality. Protecting and improving the
restoration. Our partners include Federal,
Nation’s water resources is a priority. In an
Tribal, and State governments; industry; non-
assessment of the Nation’s rivers and streams
governmental organizations, community
released by the U.S. Environmental Protection
groups and producers. Our lands face
Agency, 23 percent of the Nation’s river and
increasing threats that must be addressed.
stream length was rated to be in fair condition
USDA’s natural resource-focused strategies
and 55 percent in poor condition.
are designed to make substantial contributions
in the areas described below.
Soil health. There is a need to grow more food
on a shrinking available land base, as global
food demand rises and agricultural land is
developed for other uses. From 1982 to 2007,
approximately 23 million acres of agricultural
land was lost to development. Improved soil
health helps us use available land most 3
U.S. Department of Agriculture, Forest Service. 2012. Future
productively and increases water quality, of America’s Forest and Rangelands: Forest Service 2010
Resources Planning Act Assessment. Gen. Tech Rep. WO-87.
resilience to extreme weather, and carbon Washington, DC. 198p.
sequestration. Soil loss from erosion is one NCA Citation: Vose, J M.; Peterson, David L.; Patel-Weynand,
Toral, eds. 2012. Effects of climatic variability and change on
important metric for monitoring soil health. forest ecosystems: a comprehensive science synthes

Strategic Goal 2
OBJECTIVE 2.1 – IMPROVE THE USDA will work with partners to identify the
HEALTH OF THE NATION’S most environmentally and socially important
FORESTS, GRASSLANDS AND landscapes, create strategies to protect natural
WORKING LANDS BY MANAGING resources, and involve communities in this
NATURAL RESOURCES work. USDA will also prioritize and accelerate
research that delivers tools for more effective
Restoring watershed and forest health is central
conservation.
to USDA’s efforts in our national forests and
grasslands. USDA will develop and implement Strategy in Action # 1
National Forest System land management Markets for ecosystem services provide
plans and projects to restore and sustain incentives for producers to deliver
ecosystem function. This includes improving environmental benefits. Markets can be
the health of fire-adapted or fire-impaired established for many services – from
ecosystems; addressing the spread of insects improving water quality to sequestering
and diseases that kill trees; restoring wildlife greenhouse gases. USDA will support the
habitat; improving or decommissioning roads; formation and utilization of markets for
ecosystem services by ensuring high
replacing and improving culverts; and
standards of environmental integrity that
rehabilitating streams and wetlands.
result in measurable environmental gains.
On agricultural and grazing lands, USDA will The Department will develop tools to
assist private landowners and managers with quantify the value of ecosystem services,
monitor and assess conservation practices
sustainable land management through
effectiveness, and connect producers with
conservation programs. USDA provides
market opportunities.
technical and financial assistance to enable
landowners to develop conservation plans and OBJECTIVE 2.2 – LEAD EFFORTS
implement effective conservation practices. TO MITIGATE AND ADAPT TO
These efforts restore vegetative cover; CLIMATE CHANGE, DROUGHT,
implement sustainable agricultural production AND EXTREME WEATHER IN
levels on erosive lands; and improve soil AGRICULTURE AND FORESTRY
productivity through soil health management.
USDA is working to protect forest and USDA will work through its natural resource
agricultural land from conversion to urban and conservation and energy programs to reduce
other developed land use through conservation greenhouse gas emissions and sequester
easements and strategic land acquisition. carbon, while leading adaptation efforts. This
Beyond national forests and agricultural lands, supports the Administration’s goal to reduce
USDA also invests in urban and community U.S. greenhouse gas emissions to 17 percent
forestry programs to improve urban forests and below 2005 levels by 2020.
greenspaces. USDA will encourage voluntary practices to
reduce net greenhouse gas emissions. These
include conservation tillage; manure and
nutrient management; fertilizer efficiency;
planting trees; minimizing deforestation;
increasing energy efficiency in agriculture and
rural development; and developing renewable

Strategic Goal 2
sources of energy. Forest restoration, along Strategy in Action # 2

with conservation easements and land USDA is establishing seven “Regional
acquisition, will help maintain forests as a net Climate Hubs” to deliver science-based
carbon sink. knowledge and practical information to
farmers, ranchers and forest landowners to
The Department will assist rural communities, support decisionmaking related to climate
producers, resource managers, and community change. The Hubs will provide technical
planners to develop and implement climate support, assessments and forecasts, and
adaptation strategies. Impacts that are already outreach and education. Each Hub will be
appearing include changing water flow, the center of a network of connected
availability, and quality; fire risk; and extreme activities or services with the operational
weather events. USDA will monitor impacts center located in a USDA facility
(Agricultural Research Service, Forest
and help implement adaptations (e.g.,
Service, or Natural Resources Conservation
measuring changes in water flow and then
Service) within its region. The Hubs will
installing stream buffers or upgrading culverts maintain a vibrant network of public,
to handle increased water overflow). academic, and private-sector organizations,
researchers, and outreach specialists.
The Department conducts and invests in
research to inform climate change policy and
OBJECTIVE 2.3 – CONTRIBUTE TO
mitigation and adaptation strategies, tools and
CLEAN AND ABUNDANT WATER
technologies. USDA will evaluate the effects
BY PROTECTING AND ENHANCING
of conservation actions to reduce greenhouse
WATER RESOURCES IN NATIONAL
gas emissions to identify effective and
FORESTS AND ON WORKING
economic approaches. USDA is supporting
LANDS
plant variety and animal breed development
that maximize carbon sequestration and can Clean and abundant water is essential for
adapt to climate change. Work is also healthy ecosystems, sustainable agricultural
underway to develop methods and technical and forest production, livable communities,
guidelines to measure and model the effects of and viable industry. Eighty-seven percent of
climate change on ecosystem services and to America's surface supply of drinking water
conduct greenhouse gas inventories of the originates on our Nation’s forests, farms, and
urban forest and agriculture sector. The range lands. The National Forest System alone
Department and its partners will make research is the source of fresh water for more than 60
outcomes widely available through outreach million people.
and extension networks.

Strategic Goal 2
USDA helps protect and enhance water quality Strategy in Action # 3

through its work in national forests and USDA is moving toward more integrated
grasslands and by supporting the efforts of and result-based approaches to assess the
private landowners and communities. outcomes of efforts to improve water
Assessing water resource vulnerability quality. As part of an Agency Priority Goal
nationally and investing in high-impact (APG), USDA tested a new water quality
watershed improvement projects ensures measurement framework in the St Joseph’s
River watershed in Indiana, and the Cienega
strategic use of USDA resources. USDA will
Creek watershed in Arizona. As a result of
also increase watershed-based partnerships
that APG, it was concluded that a
with Tribes, States, communities, landowners, combined water quality and watershed
and other stakeholders to improve watershed condition monitoring and modeling
management. approach is needed to document water
outcomes. The application of these
To restore and protect head-waters and
approaches will enable USDA to prioritize
wetlands in the national forests and grasslands, locations for water quality activities and
USDA will implement integrated watershed increase the effectiveness of conservation
restoration. This will be based on a national and management actions. USDA is now
assessment of watershed conditions and adapting water quality activities to include
restoration needs established in the Watershed the recommendations and lessons learned
Condition Framework. from this APG.
USDA will deliver financial and technical OBJECTIVE 2.4 – REDUCE RISK OF
assistance to land owners to implement CATASTROPHIC WILDFIRE
conservation measures and management
strategies to benefit water quality and Many forests, rangelands, and grasslands are
availability, conserve water, and improve dependent on fire for ecological health.
watershed health. The Department will work Unfortunately, fires that burn too hot and too
with landowners to protect wetlands and large are becoming more prevalent due to
implement soil health management systems climate change, development in fire-prone
that mitigate the impacts of extreme weather. areas, and other factors. These catastrophic
Working with Federal and State partners, fires harm the environment and threaten
USDA will assist private landowners who are communities. To reduce the risk of catastrophic
improving water quality to achieve regulatory fire, USDA works with the Department of the
certainty. Interior, other Federal agencies, Tribal and
State governments and local law enforcement
and emergency preparedness staff on
prevention, preparedness, and response.

Strategic Goal 2
USDA and its partners will work with EXTERNAL RISK FACTORS
communities to assess risks and develop and
External risk factors include: extreme
implement community plans to improve
weather, climate fluctuation, or environmental
capability to respond to local wildfires. USDA
change beyond the natural range of variability;
will also collaborate with public and private
increasing population, urban development and
forest and rangeland owners to develop and
sprawl; increases in impervious surfaces and
implement hazardous fuels reduction and
point and non-point source pollution beyond
ecosystem restoration projects. In the national
what the Department can influence through its
forests and grasslands, land management plans
programs; success of and level of participation
will be designed to restore degraded
in markets for ecosystem services;
ecosystems and to allow fire to play a healthy
unpredictable economic fluctuations or
role in fire-dependent ecosystems. This will
commodity price changes that affect market
reduce fuel loads, improve wildlife habitat, and
conditions; budgetary, legal, and regulatory
sustain healthy ecosystems.
constraints; and international crises or
Strategy in Action # 4 homeland security issues that alter domestic
Nearly 70,000 communities are at risk from program allocations or immediate public
wildfire across the United States. The needs.
Department works with communities to
assess risks and develop, implement, and
update Community Wildfire Protection Plans
and improve local wildfire suppression
capability and coordination. For effective
emergency response, USDA will increase fire
suppression initial attack success rates near
communities. Through law enforcement,
USDA and its partners will help keep people
safe and protect property and resources.
The Department will also improve fire
decision support tools to reduce risks to
firefighters, increase efficiency, and protect
communities.

Strategic Goal 3
Strategic Goal 3

Strategic Goal 3
Strategic Goal 3: Help America Promote Agricultural

Production and Biotechnology Exports as America
Works to Increase Food Security
Food security is important for sustainable agriculture, inefficient inputs and markets, and
economic growth of developing nations and the poor governance.
long-term economic prosperity and security of
USDA supports global and national security
the United States. Unfortunately, food
policy through development and capacity-
insecurity is expected to rise in the next 5 years.
building of sustainable agricultural systems in
USDA has a role in curbing this distressing
the developing world. USDA promotes
trend through programs such as Food for
sustainable, market-led growth across the
Progress and President Obama’s Feed the
entire food production and market chain. The
Future Initiative and through new technology-
Department uses a cooperative approach to
based solutions that improve yields and reduce
make strategic investments to strengthen
post-harvest loss.
countries’ capacity to participate in
Food security. Food security means having a international markets, thus expanding demand
reliable source of nutritious and safe food and for U.S. agricultural products and enhancing
sufficient resources to purchase it. In 2000, global food security.
USDA estimated that 37.4 percent of the
USDA’s Food for Progress Program increases
population of 76 low- and middle-income
productivity and expands trade of agricultural
developing countries were food-insecure. By
products along the value chain, while the
2012, this dropped to 20.6 percent, largely due
McGovern-Dole International Food for
to increases in the total area harvested, while
Education program improves literacy, health,
yields remained constant or declined.
hygiene, and nutrition practices of school-aged
Continued growth in the area harvested is not
beneficiaries in targeted countries. Improving
sustainable, thus food insecurity is expected to
the education of women is especially important
rise to 24.4 in 2018. High-population growth
due to their critical links with economic
rates also contribute to the expected increase in
growth, health, nutrition, and improved living
food insecurity.
standards for future generations.
OBJECTIVE 3.1 – ENSURE U.S.
USDA will assist priority countries to increase
AGRICULTURAL RESOURCES
capacity to develop sustainable agricultural
CONTRIBUTE TO ENHANCED
systems and markets. This includes providing
GLOBAL FOOD SECURITY
advice on developing and adopting market and
Adequate food supplies must be based on science-based policies and institutions and
enhanced trade, in-country increases in building trade capacity. The Department helps
production, and the ability of the poor to earn countries create an enabling environment for
enough to purchase food. The largest increased private-sector participation in
contributors to insufficient in-country agricultural value chains, while leveraging
production are chronic under-investment in partnerships with U.S. Government agencies,

Strategic Goal 3
land-grant universities, other institutions, and regulatory systems including sanitary and
the private sector to conduct technical phytosanitary systems, natural resources
assistance and training. management, and agribusiness, market chains
and trade; (b) basic and applied research,
USDA will invest in research, development,
including extension; and (c) market
and extension to improve agricultural
information, statistics, data, and economic
techniques and technologies, including
analysis.
biotechnology. Data and analysis from USDA
will assist with addressing food security Strategy in Action # 1
including market analysis, and food security Cooperators in developing countries, who
assessments for food insecure countries. The are host-government officials, farmers,
Department will assist developing countries in agricultural scientists, extension agents,
establishing robust agricultural statistics educators, private-sector representatives,
programs through technical assistance and and international and civil society
training. To support the sustainable organizations, are key to promoting food
management of soil, USDA will: disseminate security and building trade capacity. Their
participation in the Department’s trade and
soil science information and technology; build
scientific exchange programs, such as the
capacity to conduct soil surveys; and promote
Borlaug and Cochran Fellowship Programs,
the adoption of data, technology and science- provide them with critical learning
based solutions for soil management. Many of opportunities. Since the Borlaug program’s
these activities are carried out collaboratively inception in 2004 through 2012,
with funding partners, such as the U.S. Agency approximately 700 fellows from 64
for International Development (USAID), countries participated in research and
Department of State, Department of Defense, training on topics such as agronomy,
and Millennium Challenge Corporation. veterinary science, nutrition, food safety,
sanitary and phytosanitary issues, natural
The Department promotes agricultural policy resource management, agricultural
and regulatory programs to strengthen food biotechnology, global climate change,
safety and animal and plant health systems, agricultural economics, and agricultural
which help countries take advantage of new policy. Cochran fellows develop their
trade and marketing opportunities. At the same knowledge of agricultural trade, agribusiness
development, policy, and marketing. Since
time, promotion of these policies and programs
inception in 1984, more than 15,000
reduces the worldwide prevalence of
trainees from 123 countries have
significant diseases. participated in this research and training.
USDA is a key partner in President Obama’s
Feed the Future Initiative, a global food
security and nutrition initiative led by USAID.
The three key areas in which USDA will
contribute at the country and global levels for
sustained and enhanced impact include: (a) in-
country capacity-building efforts with
government, farmer organizations, the private
sector, and universities on agricultural policies,

Strategic Goal 3
OBJECTIVE 3.2 – ENHANCE produced by such technologies, including the

AMERICA’S ABILITY TO DEVELOP genetic engineering of animals, animal cloning,
AND TRADE AGRICULTURAL next generation plant and animal
PRODUCTS DERIVED FROM NEW biotechnologies and nanotechnology. USDA
AND EMERGING TECHNOLOGIES will continue to monitor and encourage
industry efforts to enable the development and
The United States is in a unique position to
export of biotechnology products containing
combat global hunger and the impacts of a
intellectual property whose patents have
changing climate. American farmers are among
expired.
the most productive in the world, and U.S.
science is among the most advanced in USDA supports global adoption of science-
developing innovative solutions to agro- based regulatory systems and works to advance
ecological challenges. USDA supports the safe internationally accepted science-based
and appropriate use of science and technology, regulations with U.S. trading partners.
including biotechnology, to help meet Ensuring the enforcement of existing global
agricultural challenges and market needs of the commitments governing trade in agricultural
21st century. biotechnology products is also a priority for the
Department. USDA raises awareness of the
USDA uses science-based regulatory systems
contributions of innovative technologies to
to allow for the safe development, use, and
global food and energy security, environmental
trade of products derived from new agricultural
sustainability, and climate change mitigation
technologies. USDA will continue to regulate
and adaptation. This fosters global adoption of
the importation, interstate movement, and
these technologies and their products, increases
field-testing of newly developed genetically
trade opportunities for U.S producers, and
engineered (GE) organisms that qualify as
provides tools for addressing 21st century
“regulated articles” to ensure they do not pose
challenges to agriculture.
a threat to plant health before they can be
commercialized. These science-based At the same time, USDA facilitates increased
evaluations facilitate the safe introduction of dialogue and cooperation among farmers who
new agricultural production options and employ varied agricultural production
enhance public and international confidence in methods. This leads to domestic and
these products. USDA will coordinate international growth for all production systems
responsibilities with the U.S. Environmental and reduces friction among diverse interests.
Protection Agency and the U.S. Food and Drug USDA will implement, as appropriate,
Administration as part of the Federal recommendations provided by the USDA
Coordinated Framework for the Regulation of Advisory Committee on Biotechnology and
Biotechnology. 21st Century Agriculture on strengthening
coexistence among different agricultural
To bring products of new and emerging
systems.
technologies to the worldwide marketplace,
USDA works with other Federal agencies to
address trade challenges while building strong
international partnerships. These efforts
facilitate the safe use and trade of products

Strategic Goal 3
Research is central to developing useful
and safe biotechnology. Economic research
suggests that, depending on the GE trait,
crop, and level of pest pressure, planting
GE seeds can increase yields, reduce
insecticide use, and/or reduce management
time and field operations. Some GE crops
allow farmers to substitute less toxic
herbicides in place of more toxic,
persistent, and costly alternatives. USDA will
generate fundamental knowledge through
research in genomic sciences and
biotechnology to enhance agricultural
sustainability and productivity. Research,
education, and extension grants from USDA
will help develop, use, and expand access
to new knowledge and technologies,
including biotechnologies, for food and
agriculture.
EXTERNAL RISK FACTORS

External risk factors include: public resistance,
both at home and abroad, to foods produced
through biotechnology; natural disasters and
weather variability, including global climate
change; political and policy changes in partner
countries; conflicts within a country or region;
and fluctuating exchange rates, slow-down in
the economies of developing countries, and
unexpected trade barriers. As it relates to the
goals and objectives of achieving food security
in developing countries, it should be noted that
USDA is just one partner in this endeavor.
Initiatives are undertaken by many U.S.
Government agencies, other governments,
international financial institutions, and private
development organizations, as well as the local
governments. In addition, there are events, be
they natural (i.e., floods, droughts) or man-
made (civil strife), that may preclude or limit
the success of these programs.

Strategic Goal 4
Strategic Goal 4

Strategic Goal 4
Strategic Goal 4: Ensure That All of America’s

Children Have Access to Safe, Nutritious, and
Balanced Meals
A plentiful supply of safe and nutritious food is who start out life obese have greater struggles
essential to the well-being of every family and with their weight in later years. In fact, 80
the healthy development of every child in percent of teenagers who are obese remain
America. Science has established strong links obese as adults and are at risk for coronary
between diet, health, and productivity. Even heart disease, hypertension, and heightened
small improvements in the average diet may risk of stroke, diabetes, and some cancers.5
yield significant health and economic benefits. This has serious implications for the Nation’s
Yet we know that for many American families, future. Beyond the physical suffering such
food and nutrition issues remain serious diseases cause, obesity-related health
problems. complications can increase medical costs to
America’s health care system and decrease
Food insecurity. While most American
overall productivity.
households have access at all times to enough
nutritious food for an active and healthy Food safety. While the U.S. food supply
lifestyle, food insecurity and the risk of hunger system is one of the safest in the world,
remain serious problems. The latest data show foodborne illness is still a common, costly—
that over 17 million American households, yet largely preventable—public health
including over 8 million households with problem. Many different disease causing
children, had difficulty putting enough food on microbes, or pathogens, can contaminate foods,
the table at some point during 2011. Even more so there are many different foodborne
alarming, in more than 350,000 households, infections. Today, as many as one in six
with more than 800,000 children, one or more Americans experience a foodborne illness
children simply did not get enough to eat. At annually, meaning they get sick by consuming
times during the year, these children were contaminated foods or beverages.6
hungry, skipped meals, or went whole days
without food.
Poor diet and obesity. Poor dietary habits and
a lack of physical activity contribute to serious
health conditions; perhaps the most troubling
of these conditions is childhood obesity. Over
the last 30 years, the childhood obesity rate has
more than tripled.4 This has serious
implications for the Nation’s future. Children 5
Centers for Disease Control and Prevention Web site,
4
“Overweight and Obesity – Health Consequences”.
U.S. Department of Health and Human Services. The Surgeon http://www.cdc.gov/obesity/causes/health.html
General’s Vision for a Healthy and Fit Nation. Rockville, MD: 6
Scallan E, Hoekstra RM, Angulo FJ, Tauxe RV, Widdowson
U.S. Department of Health and Human Services, Office of the M-A, Roy SL, et al. Foodborne illness acquired in the United
Surgeon General, January 2010, p. 2. States—major pathogens. Emerg Infect Dis [serial on the
Internet]. [July 10th, 2013].
http://www.cdc.gov/EID/content/17/1/7.html
Strategic Goal 4
OBJECTIVE 4.1 – IMPROVE need of nutrition assistance receive it. It also

ACCESS TO NUTRITIOUS FOOD ensures that nutrition assistance programs
leverage opportunities to positively impact the
USDA’s domestic nutrition assistance
local economy in the communities they serve.
programs serve one in four Americans
Finally, it ensures that resources are not wasted
annually. The Department is committed to
by error or abuse. USDA uses all available
making benefits available to every eligible
opportunities, including new communication
person who wishes to participate in the major
and eGovernment technologies, to serve
nutrition assistance programs, including the
customers, work with partners, and administer
Supplemental Nutrition Assistance Program
programs as effectively as possible.
(SNAP), the Child Nutrition Programs, and the
Special Supplemental Nutrition Program for Strategy in Action # 1
Women, Infants, and Children (WIC). While The School Breakfast Program operates
the Department’s ultimate objective is for much like the National School Lunch
economic opportunities to make nutrition Program, except the program may not be
assistance unnecessary for as many families as reaching all the children who need it as
possible, we will ensure that these vital effectively as its counterpart. Eating a
programs remain ready to serve all eligible healthy breakfast, at home or at school, is
people who need them. linked to better educational performance
and classroom behavior, and fewer visits to
While the rate of SNAP participation among the school nurse. The Department is
eligible people has returned to the coverage working to improve access to and the meal
levels of the 1990s, a substantial portion of quality of these programs. These moves
those eligible for SNAP are not participating. ensure that healthful and appealing food is
available to every student to support
USDA will continue its efforts to ensure that
growth and learning.
every eligible person is aware of the program’s
benefits so that they can make an informed OBJECTIVE 4.2 – PROMOTE
choice whether to participate or not. HEALTHY DIET AND PHYSICAL
USDA also intends to ensure effective and easy ACTIVITY BEHAVIORS
access to the Child Nutrition Programs for The Administration has set a goal to solve the
eligible children who need them. The National problem of childhood obesity within a
School Lunch Program is available in most generation so that children born today will
schools. Schools can receive cash subsidies and reach adulthood at a healthy weight. The First
donated commodities from the Department for Lady’s Let’s Move! campaign has been central
each meal they serve. In return, those schools to this effort, and USDA will continue to play
must serve lunches that meet Federal a critical role in its success. In addition, USDA
requirements and offer free or reduced-price is fighting to reverse the rapid increase in
lunches to eligible children. childhood obesity by improving school meals
Promoting access to nutrition assistance goes and the school nutrition environment. On
hand-in-hand with managing these programs in school days, children who participate in both
a manner that ensures public confidence and the breakfast and lunch programs consume as
maximizes the impact of Federal dollars. many as half of their calories at school. The
Strong management ensures that those most in Department must ensure that all foods served

Strategic Goal 4
in school contribute to good health, and the research and technical and financial assistance,
Healthy, Hunger-Free Kids Act provided new the Department will help producers produce,
authority to set common-sense nutrition distribute, and market healthy foods locally.
standards for food sold throughout the school The Department will also encourage additional
day. USDA will work with schools to farmers markets in low-access areas to become
implement the new standards for all foods sold authorized SNAP vendors, equip markets to
in school and will continue to support ongoing accept SNAP through electronic benefit
implementation of updated school meals transfer (EBT), work with local and private
nutrition standards. partners to test and expand the use of incentive
programs for healthy food purchases, and
USDA is also encouraging and supporting WIC
promote greater use of farmers markets by
mothers to breastfeed their infants by
SNAP participants. Through its farm-to-school
strengthening breastfeeding policy and
efforts, USDA also connects schools with
program activities. Breastfeeding is linked to a
regional and local producers to increase
lower risk of numerous health problems for
producers’ market opportunities as well as
both mother and infant. It also may have a
young people’s access to healthy, local foods.
protective effect against pediatric overweight
and obesity. Breast milk provides the best To improve Americans’ physical activity
source of infant nutrition and helps infants get behaviors, USDA is promoting the use of the
a healthy start in life. USDA will recognize and Nation’s public lands. Most Americans need to
reward State achievements in promoting move more to promote their health and well-
breastfeeding through performance awards, being and improve the energy balance between
expand the availability of peer-counseling in the calories they consume and those they
WIC clinics, and continue its core promotion expend. National forests and grasslands are
and support activities. America’s backyard, offering chances to
increase physical activity. Over 90 million
Furthermore, USDA is working to motivate
National Forest System visitors participate in
and support Americans to eat fruits and
outdoor-based physical activities each year.
vegetables more frequently each day. Too
USDA will promote the use of these lands and
many Americans simply do not eat enough of
facilities to nurture the body and mind in
these nutrient-dense foods to support good
natural settings near local communities. The
nutrition. The Department establishes
Department also will increase access to green
evidence-based nutrition guidance, the basis
space through such programs as the Forest
for which is the Dietary Guidelines for
Service’s Urban and Community Forestry
Americans (DGA), which are developed in
program.
partnership with the U.S. Department of Health
and Human Services.
The Department is also working to improve
access to healthful, locally produced food in
underserved communities through a
multifaceted strategy that focuses on food
production, distribution, and both traditional
and non-traditional retail options. Through

Strategic Goal 4
Strategy in Action # 2 USDA also measures industry adoption of

Through the MyPlate initiative, USDA functional food defense plans. Food defense
implements the Dietary Guidelines for plans are written procedures that official meat
Americans with supporting tools and and poultry slaughter and processing
resources (ChooseMyPlate.gov). These establishments, egg product plants, and official
resources are designed to give every import inspection establishments should follow
consumer the knowledge and motivation he to protect the food supply from intentional
or she needs to choose a diet that
contamination of food products with
supports a healthy future. USDA will use
chemicals, biological agents, or other harmful
these tools to promote fruit and vegetable
consumption and other healthy eating
substances. These plans help the industry
behaviors through public-private protect public health and reduce negative
partnerships and cutting-edge technologies. economic impacts on the food infrastructure.
Finally, as imported products and on-farm
OBJECTIVE 4.3 – PROTECT PUBLIC
practices can dramatically impact food safety,
HEALTH BY ENSURING FOOD IS
USDA participates in and leads government-
SAFE
wide Codex Alimentarius activities to ensure
USDA is committed to ensuring that that science-based international public health
Americans have access to safe food through a standards are in place, promotes use of Codex
farm-to-table approach to reduce and prevent standards by other governments and
foodborne illness. The Department invests in international producers, conducts re-inspection
its workforce and data infrastructure to prevent of imported products, and audits foreign
harm to consumers by reducing the incidence countries to ensure the safety of imported
of food contamination and quickly identifying products and provides guidance to promote
and working to prevent or limit outbreaks. good agricultural practices on the farm. The
Effective response to food safety issues and Codex Committee on Food Hygiene (chaired
enforcement depends upon timely, quality data by the United States) also adopted Guidelines
and analysis. for the Control of Campylobacter and
Salmonella in chicken meat in 2011. The
USDA conducts in-commerce surveillance
guidelines are consistent with USDA hygienic
activities to protect public health by ensuring
performance standards and will help ensure the
that meat, poultry, and processed egg products
safety of imported products.
are safe, secure, wholesome, and correctly
labeled and packaged. In fiscal year 2012,
USDA ensured public health requirements
were met in establishments that slaughter or
process 147 million head of livestock and 8.9
billion poultry carcasses. In the same year,
USDA estimated that there were 479,621
Salmonella, Listeria monocytgenes (Lm), and
Escherichia coli (E. coli) O157:H7 foodborne
illnesses attributed to Department-regulated
products.

Strategic Goal 4
Strategy in Action # 3 Strategy in Action # 4

USDA collaborates with its public health Each year, the volume of smuggled and
partners, especially the Centers for Disease improperly imported agricultural products
Control and Prevention (CDC) and the Food entering the United States grows. In
and Drug Administration (FDA,) through response, APHIS works to identify the
interagency workgroups such as the unlawful entry and distribution of prohibited
Interagency Food Safety Analytics agricultural products. These products may
Collaboration (IFSAC), the Interagency harbor harmful exotic plant and animal
Foodborne Outbreak Response pests, diseases, or invasive species that
Collaboration (IFORC), and the Interagency could seriously damage America’s crops,
Risk Assessment Consortium (IRAC) to livestock, and environment.
improve the understanding of foodborne
illness and which foods are responsible for EXTERNAL RISK FACTORS
making people ill.
The USDA’s ability to ensure that all
OBJECTIVE 4.4 – PROTECT Americans have access to safe, nutritious, and
AGRICULTURAL HEALTH BY plentiful food supplies is impacted by several
MINIMIZING MAJOR DISEASES external factors. These factors include: the
AND PESTS TO ENSURE ACCESS effectiveness of State and local organizations
TO SAFE, PLENTIFUL, AND that deliver benefits for nutrition-assistance
NUTRITIOUS FOOD programs; the collaborative efforts of other
Federal agencies that deliver or support health,
The Department detects and quickly responds human services, and education benefits;
to new invasive species and emerging problems with food handling or preparation
agricultural and public health situations that lead to outbreaks of foodborne illness;
through a three-part strategy that involves (1) increases in the volume and types of food
identifying threats overseas and working to products available on the market; changes in
prevent them from coming to the United States, industry supply, slaughter and production, and
(2) providing training and expertise to identify consumer demand, new and evolving
threats at ports of entry, and (3) working to pathogens and other threats to public health,
eradicate pests and diseases or manage them to food terrorism and intentional contamination
limit the damage done if they are already in the and infestation of the food supply; changing
United States. human consumption trends; gaps in food safety
Where possible, USDA eradicates or manages record-keeping by outside parties; and
existing agricultural pests and diseases and increased risks of pest and disease
wildlife damage. The Department also introductions through globalization and more
develops and applies more effective scientific open trade practices.
methods to prevent, detect, eradicate, or
manage pests and diseases. These efforts
contribute to the overall agricultural health of
the Nation and the world.

Strategic Goal 5
Strategic Goal 5

Strategic Goal 5
Strategic Goal 5: Create a USDA for the 21st century

That Is High-Performing, Efficient, and Adaptable
With over 100,000 employees located across OBJECTIVE 5.1 – DEVELOP A
the country and around the world, USDA faces CUSTOMER-CENTRIC, INCLUSIVE,
challenges in managing and supporting a AND HIGH-PERFORMING
workforce responsible for a broad array of WORKFORCE BY INVESTING IN
programs and services for the public. At the AND ENGAGING EMPLOYEES TO
same time, however, USDA has tremendous IMPROVE SERVICE DELIVERY
opportunities to leverage this workforce to
USDA employees work on the frontlines every
increase the value of USDA activities to
day to serve the country and its taxpayers,
taxpayers by building a modern workforce and
whether it is through battling wildfires or
modern workplace.
ensuring the safety of our Nation’s food supply.
Through the Blueprint for Stronger Service, Since the employees are responsible for
USDA is striving to build itself into a providing these services, it is imperative that
Department for the 21st century by leveraging the workforce be equipped with the skills and
technology enhancements; reducing operating abilities to effectively and efficiently carry out
costs and increasing efficiencies; investing in a the Department’s responsibilities. To
flexible, results-oriented workforce; and effectively develop the workforce, therefore,
effectively managing limited resources in an USDA is focusing on ensuring that the skills
ever-tightening budget environment. and competencies of its employees are
appropriately assessed and improved upon. At
USDA’s efforts under this strategic goal will
the same time, the Department is striving to
result in a Department that is recognized as a
institute an inclusive and high-performance
top place to work in Government that respects
culture that not only values the differences
the rights of its employees and customers and
offered by a diverse workforce, but also
actively works to improve its stewardship of
leverages those differences to better serve the
taxpayer resources. By investing in its
Department’s customers. To further improve
workforce while holding leadership and
performance, the Department is engaging its
employees accountable for delivering results
workforce in the development and
and ensuring that effective programs and
implementation of innovative solutions to the
services are being made available to new and
challenges of today.
existing customers, USDA will increase its
value to taxpayers for years to come. With a high-performing, results-focused, and
engaged workforce, USDA will be positioned
to better serve the public. As a result, the
Department and its component agencies and
offices can more effectively collaborate on
challenges facing our Nation’s farmers,
ranchers, and rural communities.

Strategic Goal 5
Strategy in Action # 1 programs and services. Through coordinated

One particular area where the engaged and and continuous process improvements, USDA
collaborative workforce will be especially will reduce the burden on its employees and the
valuable is in the service to historically public while enhancing program delivery. In
underserved people and communities. addition, the Department will also strive to
Through the Strikeforce for Rural Growth improve the effectiveness of its employees
and Prosperity initiative, the Department is through the increased implementation of
focusing resources on areas of high
technology solutions and workplace
poverty around the country. USDA partners
enhancements, such as telework. These
with rural communities and regions on
locally supported projects. USDA employees
improvements will enable USDA to become
take steps, in partnership with the more flexible in its service delivery and more
community, to provide technical assistance adaptable and responsive to the needs of its
as needed to ensure that communities can employees and customer base.
fully access USDA programs.
OBJECTIVE 5.2 – BUILD A SAFE, Each day, USDA processes thousands of
SECURE, AND EFFICIENT applications for loans, grants, permits, or
WORKPLACE BY LEVERAGING other customer services. Together, these
TECHNOLOGY AND SHARED applications represent a significant
investment in time on the part of the public
SOLUTIONS ACROSS
to access these USDA programs. One way
ORGANIZATIONAL BOUNDARIES
in which USDA is increasing its value is by
In order to effectively serve the public and examining the processes and procedures
deliver the programs and services to USDA through which applications are completed,
customers in the future, the Department must submitted, and approved – with a focus on
reducing the time needed to complete
modernize its operations and administrative
applications and deliver benefits. As a
support structures. With a modern structure and
result of these Signature Process
workplace, the Department can more quickly Improvements, USDA is striving to save 1
and efficiently support America’s farmers, million staff hours of time through the
ranchers, forest landowners, rural communities implementation of more streamlined
and other USDA stakeholders. In addition, by processes. The improved processes will also
creating a modern workplace, the Department yield benefits to program participants in the
can better ensure the security of the USDA form of time savings.
facilities infrastructure and the safety of
employees and customers across the country.
A key provision to this modern workplace will
be the focus on streamlining operations and
creating an environment through which
employees can be as effective as possible. To
achieve these streamlining targets, the
Department will look across its entire portfolio
of operations to identify opportunities to reduce
the time and effort required to deliver its

Strategic Goal 5
OBJECTIVE 5.3 – MAXIMIZE THE Strategy in Action # 3

RETURN ON TAXPAYER USDA spends nearly $6 billion annually on
INVESTMENT IN USDA THROUGH the purchase of goods and services to
STEWARDSHIP OF RESOURCES support its operations and program delivery.
AND FOCUSED PROGRAM By establishing a Shared First procurement
EVALUATIONS policy and implementing strategic sourcing
(i.e., smarter purchasing), the Department is
In order to become a truly modern reducing its costs to purchase things.
organization, the Department will need to Examples of these improvements include
improve the efficiency and efficacy with which the consolidation of cell phone plans, which
it utilizes taxpayer resources to deliver services at one time numbered over 800 for the
to the public. Intrinsic to these improvements entire Department, and the merger of
various contracts for information technology
will be an enhanced focus on being good
hardware and services among the
stewards of the financial and property
Department’s agencies and offices. As a
resources entrusted to the Department. Key to result of this focus on strategic sourcing,
such stewardship will be a continued focus of the Department can use its contract dollars
the Department on the accuracy of payments more effectively.
being made through USDA programs. USDA
will continue to strive to reduce its rate of EXTERNAL RISK FACTORS
improper payments to ensure that the program
The ability of USDA to transform itself into a
resources are being received by the intended
modern Department is affected by a number of
recipients.
factors external to the Department. Of primary
To also improve its program delivery, the importance is the potential impact resulting
Department will focus on expanding its use of from continued budgetary constraints resulting
performance data and program evaluation from sequestration and associated reductions in
results to drive decisions. Information derived resource availability. In addition, the
from these evaluations will focus on effectiveness of the Department in delivering
identifying areas for improvement and an array of programs and services to the public
opportunities for applying limited resources to is dependent upon having legislative actions
improving the quality of service provided by taken to ensure that stable and long-term
USDA programs. statutes are enacted providing USDA with its
authority to deliver programs and services. The
Department is also subject to risks associated
with being able to recruit and retain a diverse
and high-performing workforce that will be
responsible for ensuring that programs are
operated efficiently and effectively while
providing the services and results expected of
the broad USDA customer base. Examples of
these risks include the competition with the
private sector and other Government agencies
to fill key positions (e.g., information
technology).

Appendix
Appendix – Program Evaluations

Program Evaluations Used to Develop the Strategic Plan
Evaluations/ Brief Description What Was The Effect Date
Analyses
Goal 1: Assist Rural Communities to Create Prosperity so They Are Self-Sustaining,
Repopulating, and Economically Thriving
Independent JD Powers review of RD RD was rated “superior.” Every 2 years
reviews of Rural performance when compared to (most recently
Development (RD) mortgage companies proving FY 2009)
Customer single family home services.
Satisfaction Surveys
Comprehensive A meta-analysis of past Findings from the contracted October 2008
analysis of Food evaluations of FSIS training evaluation were confirmed and
Safety and programs. improvements to training programs
Inspection Service were planned. These will help
(FSIS) training meet the outreach and training
programs objectives of Goal 1.
Economic Research Review, analysis, and update of Estimates the impact of Annually
Service (ERS) macroeconomic models that agricultural export activity on jobs
annual estimate number of jobs created and income at both farm and non-
macroeconomic and additional economic activity farm levels.
estimates generated from the export of
agricultural products at both
farm and non-farm levels.
GAO Beginning Report focused on coordination Congress provided mandatory 2007
Farmers and of USDA activities affecting funding for the Beginning Farmers
Ranchers report beginning farmers and ranchers and Ranchers Development
(all USDA agencies evaluated). Program.
National Animal The evaluation by NAHLN Change in structure of NAHLN 2007
Health Laboratory partners and stakeholders leadership, clearer definition of
Network (NAHLN) assessed how well the program responsibilities, and initiation of
evaluation meets its original objectives, closer examination of NAHLN
future objectives, and what progress and priorities.
objectives need to change.
American Customer Program delivery assessment for All Federal Government programs Completion and
Satisfaction Index program administered by have a combined average of 69 for final report
(ACSI) Natural Resources Conservation an ACSI indexing score; FRPP available as of
comprehensive Service (NRCS). received a 73. September 2009
program evaluation
for the Farmland
Ranch Lands
Protection Program
(FRPP)
Oversight of Oversight of both funded and NRCS developed a national September 2009
Recovery Act unfunded Emergency Watershed oversight and evaluation plan.
monies expended by Protection Floodplain Easement
USDA programs applications.

Appendix

Analyses
RMA Know Your Gained a better understanding of Proposal to use data mining May 2013
Customer who RMA’s Customers are and information as part of the criteria
what barriers certain producers for education focus, program
face as they manage their risks. expansion, and new program
development.
RMA The Risk Provides information about Allows for improved targeting of July 2013
Management Safety current business and market new insurance products and
Net: Portfolio penetration with identification of improvement of risk management
Analysis-Market areas of market potential. safety net.
Penetration and
Potential
National Rabies Conduct a review in two phases: An internal Animal and Plant FY 2010
Management Phase I – goals, timelines, Health Inspection Service (APHIS)
Program review management strategies, and review team will provide a report
benefits vs. costs; and Phase II – of findings and recommendations
administrative processes, for adjusting policies, practices,
budget, supervisory controls, and processes as they relate to
internal and external networks, overall program objectives. This
and communications. review was completed in early
fiscal year 2012. It resulted in
eight recommendations. Wildlife
Services has begun implementing
all of the recommendations; some
of which have already been
completed.
Goal 2: Ensure Our National Forests and Private Working Lands Are Conserved,
Restored, and Made More Resilient to Climate Change, While Enhancing Our Water
Resources
Inventory, This strategy was developed to Identifying core information will 2014 -2018
Monitoring and identify opportunities to improve assist in improving the quality,
Assessment (IM&A) agency IM&A activities. It timeliness and accessibility of
Strategy contains goals, objectives, information and help ensure that
strategic improvements and efficient investments are made to
priority actions. Implementation inform and support essential
is focused on identifying critical decision-making and management
natural resource information needed.
needed to effectively address
agency priorities.
USFS National The Committee advised the The Committee has identified 2014 -2018
Advisory Secretary of Agriculture, recommendations on the use of
Committee for the through the Chief of the Forest best available science, social and
Forest Planning Service, by providing advice and economic metrics, monitoring, and
Rule recommendations on the adaptive management approaches
Implementation implementation of the National to make land management
Forest System Land processes more efficient. Ongoing
Management Planning Rule topics include public engagement
and collaboration strategies around
these issues.

Appendix

Analyses
Wildland Fire Since 2006, the USDA Forest Since the inception of this program 2014 -2018
Management Service and the Department of 7 years ago, it has produced an
Efficiency Interior (DOI) have been jointly estimated annual cost avoidance of
Assessment conducting Management $50 to $90 million (varies by
Program (MEAP) Efficiency Assessments of season intensity) through
various aspects of wildland fire implementation of the evidence
management. The results of based on findings and
these assessments outline recommendations. The MEAP has
findings and present had a total outlay of $5 million
recommendations for the USDA over this period in support costs.
Forest Service and the
Department of the Interior’s
(DOI) Wildland Fire
Management Officers to make
changes to improve program
management.
ForWarn Forest ForWarn delivers a refreshed Early and frequent evidence-based 2014 - 2018
Disturbance suite of maps and materials information inherently improves
Monitoring System every 8 days and provides tools the efficiency and effectiveness of
for detecting insects, disease, forest management work
wildfire, storms, human regardless of jurisdiction.
development or unusual
weather. This technology
supports an initiative known as
the National Early Warning
System (EWS).
Goal 3: Help America Promote Agricultural Production and Biotechnology Exports as

America Works to Increase Food Security
Biotechnology This project focused on reducing The review resulted in reducing Lean Six Sigma
Petition Process the overall time of the regulatory the overall process from about 3 review completed
Improvement determination process related to years to a little over a year, with in 2011; New
Initiative using biotechnology product petitions key process enhancements process
Lean Six Sigma by examining root causes of the implemented. implemented
methodology length and variability of the Spring 2012; first
process. petitions being
completed using
new process in
2013
Assessment of Customers and stakeholders had Some enhancements were initiated Review was
functionality and suggested improvements and by the Biotechnology Regulatory completed in FY
usability of the were involved in focus groups to Services program, and others will 2010
Biotechnology improve the Web site; be considered in the new APHIS-
Regulatory Services benchmarking was conducted to wide Web enhancement initiative
Web site identify best practices of other underway.
Federal agencies.

Appendix

Analyses
External, Evaluation of the USDA LRP Evaluation results will help USDA Completion and
independent project conducted by and other U.S. Government final report
evaluation of USDA Management Systems agencies determine when, where, available as of
Local and Regional International assessing the how, and under what December 2012
Food Aid timeliness, cost-effectiveness, circumstances LRP is the most
Procurement Pilot market impacts, quality of suitable tool for providing U.S.
Project (USDA LRP commodities purchased, and food assistance. Findings and
project) comparative assessment of local conclusions are being used to
and regional procurement to in- improve program performance and
kind food aid. effectiveness, as applicable.
External, Mid-term programmatic Findings, conclusions, and lessons Completion and
independent mid- evaluation of the USDA CADI learned will be used by USDA final report
term programmatic conducted by The QED Group, program managers to improve available as of
evaluation of the LLC focused on assessing the management, implementation and September 2012
USDA Caucasus relevance, effectiveness and future program decisionmaking.
Agricultural sustainability of USDA efforts
Development in Armenia.
Initiative in
Armenia (CADI)
Goal 4: Ensure That All of America’s Children Have Access to Safe, Nutritious, and
Balanced Meals
Reports on Reported national rates of Showed that while SNAP is December 2012
Supplemental participation among eligible reaching the neediest eligible
Nutrition Assistance people. individuals, many eligible people
Program (SNAP) are not participating; identified
Participation Rates, underserved eligible populations.
2010
School Nutrition Assessed nutrient content of Identified needed area for November 2012
Dietary Assessment school meals. improvement in school meals
IV content.
Fresh Fruit and Compare experiences of students Demonstrated substantial impact March 2013
Vegetable Program in FFVP schools with similarly of program on children’s fruit and
(FFVP) Evaluation situated non-participating vegetable consumption; informed
schools, using 24-hour dietary policy decisions to sustain
recalls, Web-based surveys, and program.
interviews with school officials,
teachers, students, and parents.
Access, Provides an estimate of Showed that errors in certification, November 2007
Participation, erroneous payments in the counting, and claiming are
Eligibility and school meals programs. significant sources of improper
Certification payments.
(APEC) study for
school meals
programs

Appendix

Analyses
Assessment of Uses data from the National Showed that, while programs are July 2008
program impacts on Health and Nutrition linked to certain positive dietary
diet quality Examination Survey. attributes, the diets of all groups
(low-income participants,
nonparticipants and higher income
individuals) fell far short of the
Dietary Guidelines for Americans.
FSIS Inspection and OIG Report 24601-0001-41 FSIS determined what measurable May 2013
Enforcement Objectives were to identify areas improvements the HIMP program
Activity at Swine of risk, if FSIS’ controls were achieved and its suitability as a
Slaughterhouses sufficient to ensure compliance permanent program. FSIS is
and if appropriate enforcement working to minimize reliance on
actions were taken against the inspectors’ judgment to ensure
establishments that were not in they consistently enforce laws.
compliance.
USDA’s GAO Report No. GAO-13- FSIS helped small establishments May 2013
Implementation of 332R. and States that may be interested
New State- Evaluated the effectiveness of in the CIS program obtain
Delegated Meat the FSIS implementation of the information for their decision and
Inspection Program Cooperative Interstate Shipment promote more consistency between
(CIS) program. the CIS and existing inspection
programs in which State inspectors
convey Federal marks of
inspection.
FSIS E. coli Testing OIG Report 24601-0003-31. FSIS took steps to ensure that beef March 2013
of Boxed Beef Determined if (1) if FSIS is to be ground is subject to sampling
sampling boxed beef as required and testing for E. coli at additional
in agency procedures, (2) FSIS points in the production process.
is entering plant profile data
correctly into PHIS, and (3)
industry’s trace back
documentation is adequate.
Verifying OIG Report 50601-0001-31. FSIS established control February 2013
Credentials of Evaluated the effectiveness of procedures on what constitutes an
Veterinarians USDA’s verification of the official transcript, appropriate
Employed and credentials of veterinarians transcript delivery methods, and
Accredited by employed by USDA or those the means to verify transcripts,
USDA used to carry out USDA equivalent degrees, and specialized
functions. experience when it qualifies the
applicant for higher pay.
Processing Team Survey of frontline supervisors Survey results indicate that the January 2013
Inspection to assess the effectiveness of majority of processing teams
processing team inspection. schedule tasks properly and the
Team Coordinator position rotates
as intended.

Appendix

Analyses
USDA Controls OIG Report 50601-0001-23. FSIS implemented a plan to ensure December 2012
Over Shell Egg Evaluated USDA’s controls over a seamless approach to shell egg
Inspections shell eggs to prevent, detect, and safety, implemented a process to
report the presence of collect data on sanitation issues,
Salmonella enteritidis or other and implemented a science-based
contaminants. policy on shell egg refrigeration.
Salmonella and Survey of field employees to Survey results indicated that the October 2012
Campylobacter End determine the effectiveness of revised EOS letter is a helpful tool
of Set (EOS) Letters the revised EOS letters in in determining when to initiate a
conveying information to food safety assessment. Field
inspection program personnel employees surveyed were hopeful
about Campylobacter and that the new EOS letter format will
Salmonella subtypes associated aid in decreasing the incidence of
with human illness. Campylobacter and Salmonella in
the future.
Office of Survey of OIA employees, Survey results indicated that most September 2012
International foreign governments, sister respondents are satisfied with OIA
Affairs (OIA) government agencies and other services and overall expectations
external customers to assess are being met. Areas for further
satisfaction with OIA services improvement included inquiry
and obtain feedback to improve response time and accuracy of
services in the future. inquiry responses.
Application of FSIS Office of Inspector General FSIS updated industry guidance May 2012
Sampling Protocol (OIG) Report 24601-0001-0031. on procedures to assess the
for Testing Beef Observed the collection of beef effectiveness of controls for
Trim for E. coli trim samples, and analyzed preventing contamination during
O157:H7 whether sampling and testing the slaughter operation. FSIS
methods vary among plants and made certain changes to its trim
differ from FSIS standards. sampling program to make it risk
Examined whether test results based. FSIS evaluated the
are used to improve food safety. appropriateness of its Agency
performance standards in the
context of any changes to sampling
algorithms or sample allocations.
FSIS Inspection Office of Inspector General FSIS developed mitigating May 2012
Personnel Shortages (OIG) Report 24601-11-HY. procedures for inspectors to
at Processing Purpose was to evaluate the perform when they miss scheduled
Establishments impact that inspection shortages inspections at processing
have on FSIS’ ability to ensure establishments. FSIS updated its
the Nation’s meat and poultry information systems to capture
products are safe. additional information on reasons
for missed inspections.
FSIS Notice 17-2 Survey of IICs to obtain Survey results indicated that April 2012
Antimicrobial feedback on Notice 17-12 to respondents understood the policy
Intervention determine the clarity of the explaining how carcass/product
Carcass/Product guidance provided by the new coverage was necessary for the
Coverage policy. antimicrobial interventions to
operate effectively.

Appendix

Analyses
Review of the Food GAO Report No. GAO-12-257. FSIS began testing for the six March 2012
Safety and Audit conducted to (1) inventory additional STEC strains, improved
Inspection Service interventions before slaughter test methods and found a
Approach to E. coli that may reduce E. coli in cattle, commercial supplier for one key
Testing (2) determine USDA’s role in test component.
approving vaccines, and (3)
determine the extent to which E.
coli strains had been determined
to be adulterants and the status
of tests to detect them.
Review of the Food Office of Inspector General FSIS updated the tier structure in October 2011
Safety and (OIG) Report 24601-08-AT. the ICS and updated its
Inspection Service Determined whether FSIS’ instructions for prioritizing
In-Commerce policies, procedures, and surveillance activities. FSIS
System (ICS) controls were adequate to provided additional guidance on
provide an effective in- preventing and eliminating
commerce surveillance program. duplicates from the system and
formalizing its process for
identifying duplicates, inactive
firms, closed firms and those that
do not handle amenable products.
Sterile fruit fly Review of the status of sterile Final report with recommendations FY 2010
production review fruit fly production by was produced.
international team of fruit fly
experts.
Citrus Health Internal APHIS review team Report produced with FY 2011
Response program evaluated program strategies for recommendations to achieve
review controlling Asian citrus psyllids program objectives.
and the regulatory framework to
prevent the spread of citrus
greening.
All Goals
National Institute of Assessments focus on current Improvements in program- Annually
Food and and/or emerging issues of planning and management,
Agriculture (NIFA) societal importance. informing performance-based
portfolio budgeting and staffing changes.
assessments
Improper Payments Analysis and testing using Reduction in amount of improper Annually
Information Act required IPIA thresholds. payments.
(IPIA) reviews
OIG and GAO Financial statement audited Staff made improvements to Annually
audits and reviews annually and programs reviewed address recommendations.
on a variable schedule.

Appendix
Future Program Evaluations and Other Analyses

Evaluations and Scope and Methodology Purpose/Intended Use of Timetable
Analyses the Results
Goal 1: Assist Rural Communities to Create Prosperity so They Are Self-Sustaining,
Repopulating, and Economically Thriving
OIG review of Audit to evaluate whether OIG will issue a report and TBD
National Organic agricultural products marketed USDA’s Agricultural Marketing
Program as organic meet the requirements Service will respond to the
of the program and to assess the recommendations as appropriate.
adequacy and consistency of
program oversight.
National Rabies Conduct a review in two phases: An internal Animal and Plant TBD
Management Phase I – goals, timelines, Health Inspection Service (APHIS)
Program review management strategies, and review team will provide a report
benefits vs. costs; and Phase II – of findings and recommendations
administrative processes, for adjusting policies, practices,
budget, supervisory controls, and processes as they relate to
internal and external networks, overall program objectives.
and communications.
Packers and Conduct internal management The Grain Inspection, Packers and TBD
Stockyards accountability reviews of all Stockyards Administration
Program major Packers and Stockyard (GIPSA) will perform independent
Management Program units to measure audits of each major organizational
Accountability performance and ensure unit, based on established auditing
Review conformance with established procedures and business criteria.
standard operating procedures. The program will hire an external
entity to facilitate the reviews.
Economic Research Review, analyze, and estimate ERS uses sophisticated Annually
Service (ERS) the impact of agricultural export econometric modeling techniques
annual activity on jobs and income at to estimate the macroeconomic
macroeconomic both farm and non-farm levels. impact of exports on various
estimates economic criteria, including jobs
and income, at both farm and non-
farm levels.
Analysis of the Comprehensive review of the Actuarial and underwriting experts Ongoing
Federal Crop risk-management products review current and proposed crop
Insurance offered by FCIC. insurance products and
Corporation’s opportunities to assist the FCIC
(FCIC) product Board in developing a product
portfolio strategy.
Review of FCIC Comprehensive quality review Actuarial and underwriting experts Ongoing
policies, plans of of FCIC’s materials. review FCIC legislation,
insurance, and regulation, and program materials
related materials to recommend potential ways to
improve the overall quality of the
program.
RD Customer Independent reviews of Surveys are planned for 3 new Every 2 years
Satisfaction Surveys Customer Satisfaction programs within RD to be
Evaluations. determined and completed by FY
2016.

Appendix

Goal 2: Ensure Our National Forests and Private Working Lands Are Conserved,
Restored, and Made More Resilient to Climate Change, While Enhancing Our Water
Resources
Evaluation of An independent third-party Answer key questions about FY 2013-2015
Integrated evaluation of how this new increased integration, efficiency,
Resources budgeting tool has impacted the and effectiveness of restoration
Restoration efficiency of implementing, and work and communicate the
the effectiveness of restoration findings to pilot and non-pilot
activities in the pilot regions. regions as the Forest Service
moves toward nationwide
implementation of Integrated
Resources Restoration.
Interagency Working with the Department of Increase the efficiency and FY 2014-2015
Dispatch the Interior, the Forest Service effectiveness of inter-agency fire
Optimization will continue to implement and aviation operations.
Project evidence-based
recommendations regarding the
120 dispatch centers currently
managed at each local unit.
Evidence and analysis shows
that standardization, joint
national directives, office
optimization, new approaches to
IT contracting under OMB
Circular A-11 Part 7, and
development of uniform
standards for governance and
staffing will produce efficiencies
and savings.
Goal 3: Help America Promote Agricultural Production and Biotechnology Exports as

America Works to Increase Food Security
Food for Progress Midterm and final evaluations Project evaluations generally focus Ongoing,
and McGovern- are conducted for all Food for on relevance, effectiveness, depending on
Dole Food for Progress and McGovern-Dole efficiency, impact and project
Education and Food for Education and Child sustainability of project efforts. duration
Child Nutrition Nutrition Programs. Multiple Findings, conclusions, and
Program methodologies, including recommendations are used by
regulations require qualitative, quasi-experimental, program managers, implementers,
all projects to non-experimental, and mixed and other key stakeholders to
conduct methods designs are used improve management,
independent, according to approved project- implementation and future
external third-party level evaluation plans. program decision-making.
midterm and final
project-level
evaluations

Appendix

External, The evaluation is focused on The external evaluation will FY2013
independent USDA SPS efforts in determine the effectiveness of
evaluation of USDA Afghanistan. Document reviews, USDA's SPS project in
Afghanistan focus groups, key informant Afghanistan. It will identify mid-
Agricultural interviews, and quantitative data term results and how they relate to
Sanitary analysis of secondary data and the intended objectives and the
Phytosanitary (SPS) information. likelihood of lasting effects after
project the project's end.
External, The evaluation will focus on all The external evaluation will FY2014
independent USDA monetization activities determine the efficiency and
evaluation of USDA that occurred under FY2010 effectiveness of FFPr's
Food for Progress agreements and later. Document monetization program. The
(FFPr) reviews, focus groups, key evaluation report will provide
Monetization informant interviews, and recommendations on process
Programs quantitative data analysis of improvements related to priority
secondary data, and information areas, including transaction costs,
and country case studies sales process, market assessments,
and identification of unintended
negative and positive
consequences of monetization
External, External evaluation using Assess the relevance, FY2015
independent mixed-methods approach. effectiveness, and sustainability of
evaluation of USDA USDA's international trade
Trade Capacity capacity-building efforts. The
Building Programs evaluation will provide success
stories, lessons learned and good
practices in USDA efforts to build
trade capacity worldwide.
Goal 4: Ensure That All of America’s Children Have Access to Safe, Nutritious, and
Balanced Meals
Data Coordination Identify data collection, quality, To assess analyses and ensure that Bimonthly
Committee (DCC) or analysis issues for discussion projects are harmonized across
at DCC meetings. FSIS.
Development of Identify data analyses that Implement applicable data As needed
Data Analysis should be performed in response analyses for each notice/directive.
Sections for FSIS to FSIS Notices and Directives.
Notices and
Directives
Food Defense Plan Gathers data about industry’s FSIS inspection program personnel Annually
Survey voluntary adoption of food will receive the survey questions
defense plans. through PHIS.
Food Defense Plan Gathers data about industry’s FSIS inspection program personnel Annually
Survey – Egg voluntary adoption of food in egg establishments will receive
Establishments defense plans. an online survey to complete.
FSIS Laboratory Gathers data about sampling A recurring online survey Annually
Customer supplies, results, discards, lab completed by FSIS Program
Satisfaction Survey inquiries, and data reporting in Personnel in establishments that
LEARN. use FSIS Laboratory services.

Appendix

Audit of Field work will begin at the To evaluate the compliance with Final report
Cooperative FSIS national office and will the Cooperative Interstate expected
Interstate Shipment also be performed at selected Shipment program requirements. August 2014
FSIS district offices, States, and Audit is being conducted by
FSIS establishments USDA OIG, Audit 24601-0001-22
Not Ready to Eat Will be administered to The purpose of the survey is to Final report
Poultry Checklist inspection program personnel in gather information on Salmonella expected
Survey chicken and turkey slaughter and controls and sanitary dressing September
processing establishments, procedures in poultry 2014
including establishments that establishments.
produce comminuted poultry.
Measures of Estimates the rate of To assess the effectiveness of the Annually
Nutrition Assistance participation among eligible program in reaching those in need,
Program Coverage people for SNAP and WIC by identify eligible groups that are
comparing econometric models underserved, and to project
of the eligible population based program volume and cost for
on demographic and economic planning and budgetary purposes.
data to administrative data on
participation.
Improper Payments Estimates generally involve To assess the efficiency of the Every 5-10
Measures for Major analysis of program operations program in delivering benefits years (varies
Federal Nutrition data supplemented by special without unnecessary error or by program),
Assistance data collections on waste, identify program with interim
Programs recipient/program delivery components for reengineering, and indicator
partner characteristics. target corrective action, such as measures on
additional oversight of program erroneous
partners or policy change. payment risks
School Nutrition Collects and analyzes data from To assess the effectiveness of Findings in
and Meal Cost a nationally representative existing school meals policies and 2017
Study sample of districts and schools operational requirements, and
to determine the nutrient content identify potential improvements; to
of school meals, and assess other assess the linkages between costs
aspects of the school nutrition and meal quality, and identify
environment, along with the cost-effective strategies to improve
costs to produce meals. nutritional content.
Study on Nutrition Collects and analyzes data from To assess the effectiveness of TBD
and Wellness a sample of child care providers existing CACFP policies and
Quality (SNAQ) in to assess the nutritional quality operational requirements, and
the Child and Adult of foods provided in child care identify potential improvements.
Care Food Program centers, opportunities for
(CACFP) physical activity, and facilitators
and barriers to providing healthy
foods and physical activity.
ISO 9001 Annual External registrar conducts 5 day Ensure compliance with ISO 9001 Annually;
Recertification audit of all Center for Veterinary guidelines with focus on good most recent
Audits of Center for Biologics programs. business practices and customer audit June
Veterinary service. 2013
Biologics

Appendix

National Veterinary American Association for Lab A2LA provides recommendations Annually; Last
Services Laboratory Accreditation (A2LA) performs for improving NVSL Quality audit held
(NVSL) audit covering testing on animal Management System and lists May 2013
Accreditation Audit sera, tissues and fluids, NVSL labs as compliant with
environmental samples, lab standards on their website and
equipment calibration, issues certificate of accreditation
proficiency tests and reference in compliance with International
materials. Lab Accreditation Council
(ILAC).
Agricultural Grant Thornton conducting Better alignment of AQI user fees To be
Quarantine comprehensive review of current with actual costs; Engagement of completed in
Inspection (AQI) AQI user fees, developing an stakeholders allows for FY2015
User Fee Review activity based cost model to information sharing throughout
determine actual costs to deliver process to enable industry and
AQI services and an economic Customs and Border Protection to
analysis of proposed fee changes contribute information and
to assess potential impact. understand ultimate decisions on
fees.
Poultry Pathogens GAO will be contacting FSIS To identify actions taken to reduce Final report
headquarters and field offices the prevalence of Salmonella and expected
and other relevant USDA Campylobacter in poultry, to August 2014
agencies, as needed. determine the extent these actions
have reduced the prevalence and to
identify challenges FSIS faces in
reducing these pathogens. Audit is
being conducted by GAO,
assignment code 361507.

Usda Strategic Plan Fy 2014 2018

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United States

Strategic Goal 3: Help America Promote Agricultural Production and Biotechnology

Appendix – Program Evaluations ............................................................................................. 34

Message from the Secretary

FY 2014 – 2018 Strategic Plan | 1

 Participation — Providing opportunities for USDA constituents to shape and improve

 Collaboration — Working cooperatively at all governmental levels domestically and

 Accountability — Ensuring that the performance of all employees is measured against

 Customer Focus — Serving USDA’s constituents by delivering programs that address

 Professionalism — Building and maintaining a highly skilled, diverse, and

 Results Orientation — Measuring performance and making management decisions to

FY 2014 – 2018 Strategic Plan | 2

Strategic Plan Framework

To assist the country in addressing today’s challenges, USDA will:

1.3 Contribute to the expansion of the bioeconomy by supporting development, production,

2.4 Reduce risk of catastrophic wildfire.

Strategic Goal 3. Help America promote agricultural production and biotechnology

FY 2014 – 2018 Strategic Plan | 3

4.2 Promote healthy diet and physical activity behaviors.

4.3 Protect public health by ensuring food is safe.

FY 2014 – 2018 Strategic Plan | 4

FY 2014 – 2018 Strategic Plan | 5

Strategic Goal 1: Assist Rural Communities to Create

FY 2014 – 2018 Strategic Plan | 6

Addressing the needs of economically communities to attract capital from third-party

FY 2014 – 2018 Strategic Plan | 7

OBJECTIVE 1.2 – INCREASE To further strengthen the farm financial safety

The Department strives to provide producers Facilitate Access to International

FY 2014 – 2018 Strategic Plan | 8

FY 2014 – 2018 Strategic Plan | 9

FY 2014 – 2018 Strategic Plan | 10

OBJECTIVE 1.3 – CONTRIBUTE TO expand support for commercial deployment of

FY 2014 – 2018 Strategic Plan | 11

EXTERNAL RISK FACTORS

FY 2014 – 2018 Strategic Plan | 12

FY 2014 – 2018 Strategic Plan | 13

Strategic Goal 2: Ensure Our National Forests and

FY 2014 – 2018 Strategic Plan | 14

FY 2014 – 2018 Strategic Plan | 15

sources of energy. Forest restoration, along Strategy in Action # 2

FY 2014 – 2018 Strategic Plan | 16

USDA helps protect and enhance water quality Strategy in Action # 3

FY 2014 – 2018 Strategic Plan | 17

FY 2014 – 2018 Strategic Plan | 18

FY 2014 – 2018 Strategic Plan | 19

Strategic Goal 3: Help America Promote Agricultural

FY 2014 – 2018 Strategic Plan | 20

FY 2014 – 2018 Strategic Plan | 21

OBJECTIVE 3.2 – ENHANCE produced by such technologies, including the

FY 2014 – 2018 Strategic Plan | 22

EXTERNAL RISK FACTORS

FY 2014 – 2018 Strategic Plan | 23

FY 2014 – 2018 Strategic Plan | 24

Strategic Goal 4: Ensure That All of America’s

OBJECTIVE 4.1 – IMPROVE need of nutrition assistance receive it. It also

FY 2014 – 2018 Strategic Plan | 26

FY 2014 – 2018 Strategic Plan | 27

Strategy in Action # 2 USDA also measures industry adoption of

FY 2014 – 2018 Strategic Plan | 28

Strategy in Action # 3 Strategy in Action # 4

FY 2014 – 2018 Strategic Plan | 29

FY 2014 – 2018 Strategic Plan | 30