United States Department of Agriculture

USDA Strategic Plan

FY 2018 – 2022

Contents

STRATEGIC GOAL 1: Ensure USDA Programs Are Delivered Effciently, Effectively, With Integrity and a Focus on Customer Service...... 5

STRATEGIC GOAL 2: Maximize the Ability of American Agricultural Producers To Prosper by Feeding and Clothing the World...... 15

STRATEGIC GOAL 3: Promote American Agricultural Products and Exports ...... 25

STRATEGIC GOAL 4: Facilitate Rural Prosperity and Economic Development...... 33

STRATEGIC GOAL 5: Strengthen the Stewardship of Private Lands Through Technology and Research...... 39

STRATEGIC GOAL 6: Ensure Productive and Sustainable Use of Our National Forest System Lands...... 45

STRATEGIC GOAL 7: Provide All Americans Access to a Safe, Nutritious, and Secure Food Supply ...... 53

1 Message From the Secretary

It’s my honor to serve with Here at USDA, we will facilitate rural prosperity each and every one of you through the expansion of rural business here at USDA. Our mission opportunities, access to capital, improved to “do right and feed infrastructure, and support for workforce everyone” is no easy task, development. but together as one USDA family we can accomplish We will also work to preserve the land. so much. Stewardship is not optional for farmers and ranchers. American agriculture’s bounty comes I am outlining our FY2018-2022 Strategic Plan, directly from the natural resources used to produce made up of seven strategic goals, which will food and fber. Today, America’s natural resources guide us as we work to support American farmers, sustain more than 320 million Americans and ranchers, foresters, producers, and consumers in countless others around the globe. We will work to the years to come. This Plan serves as a roadmap manage the natural resources entrusted directly to for everything the USDA family and I will do the Department – including our National Forests – to remain accountable to each other and to the with a sharp focus on the sustainable use of these people who rely on us across the country. resources.

First and foremost, we will work to prioritize Last but not least, USDA will continue to ensure customer service every day for our customers – the that all Americans have access to a safe and secure American taxpayers. Our customers expect – and food supply. have every right to demand – their Government to conduct the people’s business effciently, Our FY2018-2022 Strategic Plan will guide the effectively, and with the utmost integrity. work of all of us at USDA in the coming years to ensure our efforts best serve the American public. We will promote the ability of America’s So, let’s roll up our sleeves and continue to “do agricultural sector to produce and sell the food and right and feed everyone.” fber that feeds and clothes the world and to reap the earned reward of their labor. By promoting Sincerely, American agricultural products, we will work to remove obstacles and give farmers, ranchers, Sonny Perdue foresters, and producers every opportunity to Secretary prosper and thrive.

2 Mission Statement

Provide leadership on agriculture, food, natural resources, rural infrastructure, nutrition, and related issues through fact-based, data-driven, and customer-focused decisions.

Vision Statement

Do right and feed everyone

Core Values We expect and require complete honesty and integrity in all we do. We make commitments with care and live up to them. We own up to problems and are always responsive. We provide service to our customers on time, every time. We guard, conserve, and preserve USDA resources the taxpayers have entrusted to us.

Stakeholder Engagement

USDA regularly consults with external stakeholders, including Congress, USDA’s customers, partners, landowners, policy experts, and industry and consumer groups regarding our programs’ effectiveness. Recent examples include the Interagency Task Force on Agriculture and Rural Prosperity Roundtables and the Back to Our Roots Listening Tour. These consultations have been used to validate the strategic goals, objectives, and performance measures outlined in the plan.

3 4 Strategic Strategic Goal 1: Goal 1 Ensure USDA Programs Are Delivered Effciently, Effectively, With Integrity and a Focus on Customer Service

he Department will modernize and Objective 1.1: Tconsolidate Information Technology (IT) infrastructure and services, as well Modernize Information Technology Infrastructure, Facilities, and Support as strengthen management and oversight Services to Improve the Customer of procurement, property, and fnances Experience to ensure our resources are deployed as effectively and effciently as possible. The vast breadth of USDA’s mission enables We will create a safe and modern space us to impact each and every American citizen. Providing our employees and customers with within which employees can work and feel modern, agile, effcient, and easy-to-use empowered to fnd innovative solutions technology, spaces, and services is always our to serve our customers’ needs, and will core focus. Every time a family sits down to eat or someone walks into a USDA feld offce, promote accountability and professional visits a National Forest, or plants a seed, that development. USDA will leverage the person is relying on more than 100,000 USDA strength and talent of our employees and employees to do their jobs well. In order to make reduce regulatory and administrative that happen, we must leverage technology to streamline communication and use data to identify burdens to allow agencies to focus on our opportunities for effciencies in our services. customers. Improved customer service and employee engagement will create a more Successful management of USDA’s building, administrative, and IT infrastructure requires a effective and accessible USDA for all our practice of regular assessment and improvement. stakeholders. USDA recognizes and champions the need for a fully integrated, cost-effcient, and streamlined administrative infrastructure, and we will continue to use lessons learned, employee and stakeholder engagement, and best business practices in modernization efforts. USDA will continue to be dedicated to data-driven, enterprise solutions through collaborative governance and human capital management strategies.

5 Strategic Strategies building modernization through a phased and Goal 1 prioritized approach, ensuring the health, safety, Modernize and Consolidate IT Infrastructure and and continued performance excellence of our Services: USDA will enhance the internal and employees, while making responsible use of the external customer experience by modernizing taxpayer dollar. and improving the security of IT infrastructure and services. This may be achieved through Improve Support Services: Effective USDA consolidation in some cases, while in other cases, mission delivery requires sound support services at specialized systems or services may be more the enterprise level. USDA will be consolidating effcient in achieving USDA agencies’ diverse mission support delivery at the Mission Area missions. Through these efforts, IT leadership level to improve the delivery of support services in each USDA Mission Area will be positioned including IT, procurement, human resources, to more directly focus on their Mission Area’s and fnancial operations. Reduced redundancies systems, data collection and analysis, and risk and a focus on ensuring strategic and enterprise management. USDA will: (1) Strengthen strategic approaches to mission support services by creating IT governance by having a single USDA Chief mission area business centers will increase Information Offcer (CIO) and one Assistant effciency, reduce costs, improve the customer CIO for each mission area, who will focus on experience, and lead to better data-driven decision improving IT for their mission specifc services and making. Consolidating mission support services programs. This will reduce the number of CIOs frees up agencies to focus on delivering better within USDA from 22 down to one CIO and 9 service to our customers. assistant CIOs. (2) Consolidate end-user services and data centers from 39 USDA data centers to a Continuity of USDA programs: USDA programs single data center and a back-up. This move will must be delivered under all conditions. Although provide a cost-effective, high-quality Department- the Nation faces a wide array of hazards, threats, wide helpdesk and reduce cybersecurity emergencies, and disruptions created by natural vulnerabilities. (3) Enable a strategic approach or man-made events, USDA will ensure the to data management and introduce data-driven continuation of agriculture-related programs capabilities by implementing executive dashboard and sustain these through the identifcation of solutions with USDA-wide data. And (4) improve essential functions. These essential functions are the USDA customer experience by establishing an the prioritized activities directly related to USDA’s effective framework to serve customers in-person mission that the Department must execute and online and creating online service portals throughout disruptions. Continuity plans and that are easy to use, include additional self-service elements will be integrated in all USDA activities capabilities, and integrate data for common to ensure viable delivery platform and programs customers. This strategy is also supported by continue to exist irrespective of circumstance to USDA’s FY 2018-2019 Agency Priority Goals. The sustain USDA’s global agricultural leadership. Department will highlight the IT modernization work as one of the Goals to ensure achievement of this strategy. Outcomes Through our strategies, we will improve customer Modernize Facilities Management: USDA and employee satisfaction with technology- will take a holistic approach to facilities dependent USDA services. A unifed network modernization to ensure employees are best that meets the connectivity needs of a widely positioned to serve the public and deliver the geographically distributed and mobile workforce mission. We will evaluate space allocation and will improve collaboration and data sharing across USDA. The network will enable agencies

6 to increase bandwidth based on demand, for Objective 1.2: Strategic example, during peak reporting periods to meet Goal 1 mission needs. By moving to Department-wide Maintain a High-Performing Workforce end-user enterprise services, USDA will reduce Through Employee Engagement and costs, improve cybersecurity operations and boost Empowerment employee and customer confdence in USDA’s ability to secure their information, and enhance Each USDA employee contributes directly employee IT capabilities integral to serving to our mission success. To maintain a high- the public. Furthermore, by centralizing IT performing, customer-centric workforce, USDA operational services, individual agencies will be will continue to foster a work environment that freed up to focus on modernizing and improving maximizes employee performance. Research programmatic business processes that directly indicates that the level of employee engagement interface with customers. is a key predictor of organizational productivity and proftability. An employee’s performance is We will maximize utilization of space to provide directly tied to his or her level of engagement employees with modernized, safe, collaborative and empowerment. Engaged and empowered work areas that support their ability to deliver the employees are more dedicated, persistent, and USDA mission. USDA will consider both the passionate about their jobs and service delivery, integrity, safety, and layout of the physical space and are more willing to invest personally to where employees work, as well as the cost impact support the mission. A measure used across the of their geographical location, to provide a full Federal Government to demonstrate employee view of our mission delivery capabilities. engagement is the Best Places to Work rankings, which are based on the Federal Employee Evidence Building Viewpoint Survey (FEVS) results. The rankings USDA relies on an extensive range of industry are a measure provided by the Partnership for standard performance and operational metrics Public Service, a non-proft organization. USDA’s to ensure customer satisfaction and operational goal is to remain in the Top 10 Best Places to effectiveness in the areas of information Work in the Federal Government for large technology operations, data management, agencies. cybersecurity, space management, and procurement. In addition to creating new Strategies enterprise IT services, USDA will establish Ensure Effective Performance Management: new standards based on specifc metrics that Performance plans for every employee are measure USDA-wide performance. USDA will linked to USDA’s mission so each employee collaborate with other Federal agencies, the can personally connect how his or her work Offce of Management and Budget (OMB), and contributes to USDA’s strategic goals. Employee the General Services Administration (GSA) engagement is incorporated into the performance to review and assess leading practices that meet plans of all executives, managers, and supervisors. or exceed established administrative effciency Executives will continue to be expected to and performance goals in multiple areas, champion employee engagement activities, including: help-desk problem resolution; per and Performance Review Boards will rely on unit and per ticket cost-savings; space allocation performance review results in the annual rating and utilization; overall customer satisfaction; process. We will also ensure that poor performance modernized collaborative work spaces; and IT is quickly addressed and that high-performing devices per employee. employees are recognized and rewarded.

7 Strategic Leverage Training and Employee Development Outcomes Goal 1 Opportunities: All USDA employees will continue to be encouraged to work with their Earning a high ranking in the Top 10 Best Places supervisors on an Individual Development to Work in the Federal Government for large Plan (IDP) that is updated annually. The IDP agencies by the Partnership for Public Service represents a commitment that leaders make to is not just a number to us. Achieving a high employee growth and development. Employee ranking will serve to validate the other indicators engagement will continue to be central to the we expect to see from our efforts to continue to way we do business at USDA, solidifed through engage and empower our workforce. Through required training for supervisors on best practices their mission delivery, engaged and empowered to enhance the connection employees have to employees will fnd creative solutions to their mission and responsibilities. Our personal unexpected challenges; they will bring innovation development training programs will foster an to their customer service delivery; they will display environment of support for continual learning curiosity and collaboration across agency and which will drive an improved workplace and Mission Area lines; they will celebrate each other’s mission delivery. thoughts and experiences; and they will serve as ambassadors to recruit and retain a talented Foster Collaboration Between Managers workforce that will ensure USDA’s continued and Employees: The key to our success with future success and evolution. engaging and empowering employees is effective collaboration between managers and employees Evidence Building through multi-directional communication and Employee engagement and empowerment are information sharing. Tools that have proven directly tied to mission delivery, thus USDA benefcial to improving connections between will continue to work with Mission Areas to employees and managers, such as town hall celebrate, share, and learn from employee success meetings, listening sessions, brown bag lunch and innovation. Departmental directives and events, and informal visits between leadership policies will be refned to streamline personnel and employees will be highlighted and replicated processes and emphasize employee engagement across headquarters and feld offces. USDA will through performance management. USDA will continue to implement creative mechanisms to collaborate with other Federal agencies that have celebrate employee achievements and innovation high levels of employee engagement, and we will in mission delivery through performance tracking review studies from the public and private sector and strategies for public recognition. to continually improve our support of a high- performing workforce.

8 The Department will review its stock of existing Objective 1.3: Strategic regulations, orders, and related guidance Goal 1 Reduce the Regulatory Burden and documents by asking four questions intended to Streamline Processes help determine if they are consistent with sound policy: USDA is committed to creating a culture of • How does it affect jobs? Does it eliminate consistent, effcient service to our customers jobs, or inhibit job creation? while easing regulatory burdens to make it easier • Does it make sense? Is it outdated, to invest, produce, and build in rural America. unnecessary, or ineffective? USDA regulations will allow for the creation • Is it worth it? Does it impose costs that of jobs and economic prosperity while ensuring exceed benefts? the safety of our food supply and protecting and • Is there a better way? Will it create an safeguarding our land, water, and other natural inconsistency or interfere with regulatory resources for future generations. reform initiatives, policies, and priorities? Is it duplicative within the Federal On February 24, 2017, President Trump signed Government? Is it the role of Federal Executive Order (E.O.) 13777 – Enforcing the Government rather than State/local Regulatory Reform Agenda, which established government or private sector? a Federal policy to lower regulatory burdens on the American people by implementing and enforcing regulatory reform. It directed Federal Outcome agencies to name a Regulatory Reform Offcer The intended outcome is to ease the regulatory (RRO) and establish a Regulatory Reform Task burden on the American people and improve Force (RRTF). The RRTF is comprised of senior service delivery to USDA customers, and it will managers representing all the major missions of be measured in terms of compliance with E.O. the Department. 13771 - Reducing Regulation and Controlling Regulatory Costs. The changes will be refected Strategies in the upcoming regulatory agendas and future statements of regulatory priorities. The RRTF will continue to oversee the solicitation of input from industry stakeholders, the public, and USDA employees to identify Evidence Building existing regulations, orders, guidance documents, USDA will employ three principles to guide its and policies that may be outmoded, ineffective, regulatory review and reform effort: scientifc insuffcient, or excessively burdensome, and rigor, lawfulness, and sound policy. All evidence identifying new ideas to modify, streamline, used by agencies in support of a regulation will expand, or repeal such items. Internally, we be based upon sound science, data, information, will provide support for managers, clarity for or methods that are publicly available and employees, and enhance focus on customer service suffciently transparent to meet the standard for through reducing the burden of the ad hoc nature reproducibility. USDA’s regulatory review and of internal USDA directives on USDA operations. reform exercise will ensure that the science and As we move forward, USDA will continue to research underlying the Department’s decisions, review comments to ensure they are considered by policies, and regulations are held to the highest agencies as they prepare their regulatory agendas. standards of intellectual rigor and scientifc integrity. USDA will also ensure that agencies

9 Strategic follow current laws to assess and mitigate the totaling approximately 193 million acres of land; Goal 1 impact of new and existing regulations on the 15.2 million square feet of commercially leased American people, and we will examine the building space with an annual rent of $241 judicial standards by which the lawfulness of its million; and approximately 1,100 General Service regulations will be judged. Administration (GSA) space assignments with $228 million in annual rent. The land, facilities, and other real property play a critical role in the Objective 1.4: Department’s ability to deliver programs and services. Centralizing common processes and Improve Stewardship of Resources and enhancing standardization and accountability at Utilize Data-Driven Analyses To all levels will allow USDA to more effectively Maximize the Return on Investment serve its employees and stakeholders.

USDA is a steward of the Nation’s resources, public lands, and research and administrative Strategies facilities, and is responsible for supporting Improve Data Collection and Utilization: America’s farms, ranches, forests, and rural USDA will explore opportunities to improve the communities. With more than $200 billion in collection and utilization of data and information assets, $145 billion in annual spending, and $100 on both the direct effects of its programs and billion in loans to America’s rural communities, the broader outcomes that those activities may the Department shepherds these resources while be having across the country and around the relying on legislative guidance, streamlined world. Where appropriate, USDA will make its policies, and the best available science. A key data publicly available, while also guarding the piece of that science is determining the outcomes privacy of individuals and organizations that and impacts of our work through accurate and support USDA’s data collection efforts. In all reliable data. cases where appropriate, USDA will strive to collect, analyze, and release data in an effcient Using this information, USDA can make and timely manner. This will allow us to use the decisions, evaluate outcomes, improve programs, most up-to-date information to improve and build and share how we invest the public’s resources. upon the delivery, effectiveness, and outcomes Returns on these investments can be quantitative, of our programs. Accurate and relevant data will but they may not always be counted in dollars and also enable our partners to meet their goals and cents. In these instances, we describe the impacts objectives more effciently. of our activities in clear and concise narratives that inform decision-makers and stakeholders both USDA will combine knowledge and expertise within and outside USDA. This will allow USDA from across the programmatic, research, and to continue to improve our program delivery over administrative mission areas to identify innovative time to better meet intended legislative and policy opportunities to streamline and strengthen its data outcomes. collection, analysis, and dissemination. Where appropriate, we will work to connect program- Similarly, our administrative policies must also level data with results from surveys administered be supported by data. As the second-largest by the National Agriculture Statistics Service, Executive Agency landholder in the Federal Economic Research Service, and other agencies Government, the Department’s real property to connect the direct impacts of USDA’s programs asset portfolio includes 20,645 owned buildings with broader trends in agriculture, forests, and

10 rural communities. We will also explore new inform day-to-day and long-term decision-making, Strategic methods and technologies to more effciently evaluating our actions against a variety of criteria, Goal 1 collect data on the process, output, and outcome including the effciency and equity of our programs indicators for USDA programs and activities, and how well they meet legislative intent. including: integrating databases across USDA agencies; incorporating rapid-response customer Internally, USDA will decrease the overall real surveys; integrating mobile data entry; and property footprint through effective disposal utilizing satellite and other remote-sensing and consolidation efforts to reduce overall products. square footage of building space by 1 percent annually. The reduced footprint will conserve Enhance Internal Data: USDA will also energy and save money, enabling agencies to better utilize its internal data by developing reinvest in improved mission delivery. Over time, administrative dashboards and tracking systems a reduced footprint will improve the utilization to better understand where effciencies can be of Government-owned buildings, lower the gained in the technology, human resources, number of excess and underutilized properties, feet, procurement, and real property spaces. The including feet, and improve the cost effectiveness development of these dashboards and tracking and effciency of the portfolio. Consolidating systems will provide the Department with properties and co-locating agency offce space enhanced capacity to collect accurate, reliable, is not only cost effective, but can provide more complete, accessible, and consistent data. Through convenient and cohesive access to the public and these efforts, USDA will be better positioned to allow for upgraded, modern facilities that promote conduct effective evaluations of administrative increased health, safety, and performance of programs, and provide leaders access to the data USDA employees. Additionally, space reduction necessary to make informed decisions. creates opportunities for modernization of existing spaces in USDA that promote the health, well- Reduce the Real Property Footprint: USDA being, and performance of employees who serve will continue to identify and target real property customers. reductions. Reduction efforts will not only occur in the offce and warehouse portfolios, but in all categories of real property where reductions are Evidence Building either warranted by a lack of mission need or The strategies for this objective will help USDA underutilization. In such cases, USDA will be make science-based, data-driven decisions and identifying properties that offer co-location or communicate the impacts of those decisions to our consolidation opportunities or disposal. stakeholders. The outputs of a particular program are often the easiest to measure, in terms of money spent, number of individuals served, or acres of Outcome a specifc conservation practice implemented. USDA will use up-to-date information and data, However, developing and evaluating robust and the best available science, on both the direct measures of outcomes and impacts is more effects of its programs and the broader state diffcult. There are methods to monitor progress of agriculture, forests, and rural communities for these types of activities, including benchmarks across the United States. As stewards of public toward achieving activity goals. In addition, resources, we will be able to show the return on tools such as logic models are useful for mapping investment for our activities through quantitative the relationships between program activities, and qualitative evaluations. USDA will also use outputs, and short, medium, and long-term the data and tools developed through this effort to outcomes. Throughout this process, USDA will

11 Strategic recognize that various programs and activities delivery of excellent service to their customers. Goal 1 may need different evaluation methods, and use We will achieve these goals using the employee- varying temporal and spatial scales to best assess focused tools outlined in Objective 1.2. progress and outcomes. Coordination between programmatic and research agencies, as well as In alignment with the Federal Information strategic engagement with land-grant universities Technology Acquisition Reform Act, USDA and other external partners, can help USDA will increase focus on the certifcation of develop new and innovative methods to evaluate acquisition program and project managers, and our programs and identify relationships between we will work to create and develop specialized USDA’s activities and broader outcomes across the teams of contracting professionals and program country. managers who work closely together to improve contracting and management of USDA investments. USDA will analyze the benefts of Human Capital Management implementing the use of special hiring authorities Success for this goal lies within the heart and for cybersecurity personnel and other IT resources minds of our workforce, as they are charged with in high demand. Where additional specialized or delivering the mission every day. USDA remains highly technical expertise is not available through dedicated to our employees by ensuring that they the Federal workforce, USDA will tap into have the tools, space, and opportunities to deliver public-private partnerships and contractor services our mission and serve our Nation. We also must to address these workforce gaps, all with an eye ensure that we improve, consolidate, or eliminate towards ultimately building relevant and necessary duplicative processes which impede our employees’ skillsets within our own employees.

12 Key Performance Measures Strategic Baseline FY 2018 FY 2022 Goal 1 Data Target Target FY 2017 Reduce the number of data centers across the Department. 39 20 2 Maintain ranking of the Top 10 Best Places to Work in the 7 Top 10 Top 10 Federal Government for large agencies by the Partnership for Public Service. Reduce the Department’s overall real property footprint 31.9 31.6 30.3 through effective disposal and consolidation efforts (Million Square Feet). Reduce the Department’s total number of light duty feet 29.4 28.8 26.5 vehicles (Thousand).

13 14 Strategic Strategic Goal 2: Goal 2 Maximize the Ability of American Agricultural Producers To Prosper by Feeding and Clothing the World

strong and prosperous agricultural Objective 2.1: Asector is essential to the well-being of the U.S. economy. America’s farmers Provide an Effective Financial Safety Net for Farmers and Ranchers to Sustain and ranchers ensure a reliable food supply, Economically Viable Agricultural support job growth, and promote economic Production and Support Rural Jobs and development. To maintain a competitive Economic Growth agricultural sector, USDA will support farmers and ranchers’ ability to start and USDA is committed to providing an effective safety net to the more than 2 million agricultural maintain proftable businesses as well producers who provide food and fber to more as offer fnancial support to producers than 320 million Americans and millions more affected by natural disasters. Furthermore, around the globe. USDA works to strengthen the economic viability of the agricultural sector by USDA’s research agencies will continue to providing eligible producers with income support introduce high-performance plants, animals, payments, disaster assistance, marketing assistance and integrated management options that loans, farm loans, and risk management tools increase the effciency of farming practices. through its extensive network of offces covering most rural counties. These programs help farmers Lastly, USDA will also provide tools to and ranchers manage fnancial risks associated producers so that they are well-positioned with commodity price fuctuations and recover to secure a share of a growing market for from unpredictable weather events. agricultural products. Farm loans provide farmers and ranchers access to credit when they are unable to obtain fnancing from commercial lenders at reasonable rates and terms. Through direct and guaranteed farm ownership and operating loans, USDA assists tens of thousands of family farmers each year with starting and maintaining proftable farm and ranch businesses. Disaster assistance programs offer fnancial support to crop and livestock producers affected by drought, foods, hurricanes, wildfres, and other natural disasters. USDA’s income support options provide producers the fexibility to select the program that best fts their needs. For example, Marketing Assistance Loans (MALs) provide producers interim fnancing to

15 Strategic meet cash fow needs without having to sell their periods of steep price declines) and widespread Goal 2 commodities when market prices are lower. USDA or prolonged natural disasters. USDA manages support of farmers and ranchers extends across these and other risks through ongoing reviews of rural America, supporting jobs and economic crop production information, analysis of actuarial growth. data, analyzing weather and climate information, data mining for anomalies, and overseeing the Federal crop insurance keeps many of our Nation’s private-sector insurance companies who sell and agricultural producers in business when adverse service the insurance policies to farmers to ensure weather, pests, or low commodity prices cause that they meet fnancial and operational standards fnancial hardships. Risks to these programs required to participate in the program. include ensuring the actuarial soundness of insurance policies (particularly after high- loss years), reducing improper payments, and Strategies maintaining the reputation of Federal crop Provide a farm safety net that helps American insurance as the primary Federal fnancial safety farmers weather times of economic stress without net provided to farmers and ranchers. Other risks distorting markets: USDA provides programs and include changing market conditions (such as services that support the economic stability of

16 American farmers and ranchers. The Department Increase Farm Program Participation: A robust Strategic works to ensure that the American agriculture set of risk management, income support, and Goal 2 industry is competitive by providing farmers and disaster assistance programs enables producers to ranchers with fnancial capital, risk management be proactive in protecting their farm enterprises. assistance through the Federal crop insurance Increasing participation in these programs program, and fnancial and other support in times contributes to economic stability and reduces of economic distress or disaster. short-term income volatility. The Department will continue to conduct education and outreach Evaluate and Monitor the Customer Experience: through its network of State and local offces, the Understanding customer needs and expectations Cooperative Extension Service, State Departments is essential to providing exceptional customer of Agriculture, land-grant university partners, service. USDA will evaluate the current nongovernmental organizations, nonprofts, customer experience for farmers and ranchers, community, and faith-based organizations. which will result in a better understanding of customer needs and expectations, identifcation of Maintain Actuarial Soundness of the Federal Crop specifc improvement projects that will have the Insurance Program: An actuarially sound crop greatest impact on the customer experience, and insurance program, as mandated by statute, is a development of a set of key performance indicators critical component of an effective fnancial safety to monitor the customer experience. These net for farmers and ranchers. USDA will regularly insights will allow USDA to prioritize investments adjust premium rates to refect accumulated loss with the customer in mind. This strategy is also experiences, commission periodic external reviews supported by USDA’s FY 2018-2019 Agency of premium rating methodologies, and monitor Priority Goals. The Department will highlight the underwriting procedures and key program dates. work in the customer experience space as one of the goals to ensure achievement of this strategy. Expand Program and Practice Offerings for Federal Crop Insurance Enabling Farmers To Make Sound Improve Program Delivery: The Department will Production Decisions and To Manage Operational enhance customer access to its farm loan, income Risk: Access to crop insurance greatly increases support, and risk management programs through the ability of farmers and ranchers to weather hard improved personnel education and training. The times and secure loans needed to cover input costs Department is also advancing the use of web-based or expand their operations. technologies to expand and improve agriculture producers’ access to USDA programs and decision Encourage Entry Into Farming Through Increased tools. Access to Land and Capital for Young, Beginning, and Underrepresented Farmers: New and Increase Analytic Capabilities: USDA will beginning farmers and ranchers are a fundamental continue to improve its program analytics and and growing part of the American and global reporting capabilities. These tools are critical to agricultural marketplace. USDA continues to evaluate program effectiveness and accountability, support new and beginning farmers to access and enhance delivery of these programs to farmers capital and risk management tools, acquire land, and ranchers. and develop fnancially sustainable operations to promote the next generation of American agriculturalists.

17 Strategic Outcomes Objective 2.2: Goal 2 USDA will continue to play a crucial role in Increase Agricultural Opportunities supporting America’s rural prosperity by providing and Support Economic Growth by a strong safety net for America’s farmers and Creating New Markets and Supporting a ranchers. In addition, the customer experience and program delivery will be improved. Competitive Agricultural System

Each year, the Department’s Agricultural Evidence Building Marketing Service (AMS) provides industry- Several ongoing internal evaluations provide specifc services and grants to help agricultural insights into the effectiveness of strategies to reach food producers and businesses create and enhance our objective of providing an effective fnancial their food marketing efforts. Through the safety net for farmers and ranchers to sustain National Farmers Market Directory, National viable agricultural production and support rural Organic Database, and the Market Information jobs. On an annual basis, USDA compares crop Portal, USDA connects consumers and producers revenue with and without the Agriculture Risk to more than 8,000 farmers markets, certifed Coverage (ARC) and Price Loss Coverage (PLC) organic operations, and commodity pricing data. program payments. Complementing this data is USDA also provides onsite assessment and design USDA’s annual review of the fnancial security services for food market planners, managers, of the agricultural production sector. When and community stakeholders to improve the combined, this data allows comparisons through effciency of permanent food market facilities. time of the effectiveness of USDA’s strategies in These facilities include wholesale markets, improving the performance of the farm safety farmers markets, public markets, and food hubs, net programs. The Farm Loan Program Risk all of which are important parts of the national Assessment (FLPRA) is the primary tool that food distribution network and provide important USDA uses for ongoing review and oversight of agricultural opportunities for producers. feld offce farm loan program operations. FLPRA evaluates farm loan programs using a data-driven, Through its various grant programs, USDA risk-based approach and provides the framework works to support the economic growth of U.S. for assessing program management and oversight growers and producers, local and regional food of State Offces and program delivery by Service systems, innovative production methodologies, Centers. The Federal crop insurance program is and marketing strategies. These grants address periodically evaluated, and adjustments are made issues that include increased access to fruits based upon evidence from these evaluations. and vegetables, transportation, food safety, and sustainability.

To provide a common language for commodity buyers and sellers, USDA develops commodity standards that are widely used by the agricultural industry in trading, futures market contracts, and in purchase specifcations in most private contracts. Utilizing these standards and other process-verifed determinations, USDA provides grading and inspection, auditing, and accreditation services for more than $150 billion worth of agricultural products on an annual

18 basis, ensuring the quality of domestic goods, and utilize innovative methods to collect and report Strategic helping American farms and businesses export information. The Department will continue to Goal 2 goods to at least 100 different countries. assess, modernize, and restructure programs to provide services that meet customer needs and USDA’s collaborative work with industry ensures capitalize on opportunities to achieve greater that we keep pace with trends and changing effciencies through streamlined processes and needs. The Agricultural Marketing Service’s cross-leveraged internal resources. Research & Promotion programs conduct research that can assist in developing new markets and strengthening existing markets. AMS also Outcome analyzes and publishes market information to USDA will develop market opportunities while assist in the orderly marketing and distribution of improving food access and market transparency agricultural commodities. by helping industry connect with consumers through our grants and market access programs. Through our efforts to support a competitive These programs will increase market interest agriculture system, we have partnered with the and commodity value. Through industry-specifc other Federal Agencies and government entities services and grants, agricultural food producers as well as public associations on issues related to and businesses will create and enhance their food marketing, testing, inspection, technical assistance marketing abilities. USDA programs provide offerings, safety, and food procurement. Internally, market intelligence and product integrity through we will continue to coordinate efforts across reporting and standards development and USDA agencies in support of our farmers and application. Grant projects focus on the following other stakeholders. priority areas: research, food safety, sustainability, market access, nutrition, and improving effciency of distribution systems. These programs and Strategies services will beneft industry stakeholders Expand New Markets: As demand for market throughout the food supply chain. transparency and food access increases, USDA will continue to ensure that its programs have the tools necessary to address both current and future needs Evidence of consumers and industry. For example, USDA Markets are being established or expanded by will assist in the establishment or expansion of improving access to healthy, locally produced new market opportunities through its various foods, with a focus on food production and grant and data reporting programs. In addition to distribution at both traditional and non- grant support, USDA will provide wholesale and traditional retail options. Through these means, farmers markets with targeted community-level producers will be better equipped to distribute trainings, site assessment, and architectural design and market healthy foods and have access to services for food market planners, managers, and market information that will provide a basis for community stakeholders to improve the effciency good business decisions. This will be achieved of local food systems and permanent food market through the development of systems and portals facilities. that provide customers with greater access and fexibility with market data. In addition, Develop and Maintain Market Data: USDA will USDA’s fee-for-service programs will continue develop and maintain vital market data for both to meet customer expectations through timely, Federal and industry partners. In response to the objective, and valuable program delivery and increasing demand for information, USDA will develop commodity standards and programs which facilitate global trade and economic growth.

19 on agricultural industries. However, there may Strategic Objective 2.3: Goal 2 be a pest or disease introduction that exceeds Protect Agricultural Health by Preventing the Department’s ability to effectively respond, and Mitigating the Spread of Agricultural and USDA adapts to changes in agricultural Pests and Disease risk by adjusting available resources to address the threats. For example, we may take the most restrictive measure and stop movement of an American agriculture continually faces threats at-risk commodity through a regulatory action. arising from domestic and foreign pests and Alternatively, we may embark on a collaborative diseases, which have negative impacts on animal research effort to develop pest-resistant strains of and plant agricultural production, commerce, and crops, develop new animal-disease vaccines, or trade. USDA’s animal health and specialty crop expedite the approval of new treatments. pests programs help protect these commodities, which are valued at $193 billion.1 Identifying these intentional and unintentional threats, Strategies risks, and conditions early enables USDA’s Surveillance and Early Detection: USDA’s animal Animal and Plant Health Inspection Service and plant health protection strategy begins by (APHIS) to anticipate potential outbreaks identifying high-risk pest and disease threats and and act appropriately to prevent damage. The monitoring for their potential appearance in the threats posed by agricultural pests and diseases United States. APHIS prevents foreign pests and are also continually evolving. USDA responds diseases from entering the United States through to these threats by adjusting its strategies for offshore programs and mitigating the pest risks the early and rapid identifcation of agricultural associated with agricultural imports. Once a pests and diseases through surveillance and pest or disease becomes established or spreads, monitoring techniques, and applying pest it can result in substantial costs to producers mitigations as appropriate and necessary. Working and consumers. Detecting a new pest or disease collaboratively, the Department is able to address quickly is crucial to a quick and effective response. these threats by building and maintaining the APHIS works with partners in State Departments capability and capacity to rapidly respond to an of Agriculture and industry to expand the agricultural pest or disease outbreak. Agency’s detection and emergency response capabilities. APHIS provides guidance on USDA must balance keeping American identifying high-risk threats, develops surveillance agriculture safe against increasing requests for and monitoring tools and techniques, carries out agricultural market access by our international nationwide surveys for plant pests and diseases, trading partners. We make trade safe by and conducts surveillance of foreign animal examining disease and pest risks and inserting diseases with State partners. Each year, APHIS mitigation strategies into our international and partners conduct surveys for the pests and agreements and interstate movement protocols, diseases that present the highest risk. APHIS also which reduce the risk of unsafe agricultural ensures that the United States has the diagnostic imported products entering the United States and capability to identify the pests and diseases that ensure that American agriculture is protected. are found through monitoring and surveillance Domestically, we employ emergency response efforts. The Agency supports diagnostic capability activities that minimize threats and their impacts through animal and plant laboratory networks with State and university personnel.

1 Derived from USDA’s National Agricultural Statistics Service (NASS) reports and publications, including results and analysis of the Census of Agriculture conducted every 5 years.

20 Emergency Preparedness and Response: When a industry cooperators to eradicate harmful pests Strategic serious pest or disease outbreak occurs, APHIS and diseases or, where eradication is not feasible, Goal 2 activates its emergency response mechanisms minimize their impact through management to contain the outbreak. APHIS maintains activities and facilitating the development of the capacity to respond rapidly to a variety of industry best practices. The Agency monitors agricultural emergencies, ranging from small-scale endemic pests and diseases, and partners with incidents to catastrophic events. The Agency State Departments of Agriculture to prevent carries out regular emergency preparedness and spread to new areas. APHIS also continually response activities to improve its ability to prepare improves and develops new methods of managing for, respond to, and recover from animal and plant pests and diseases. health emergencies. This includes developing strategies and policies for incident management, and conducting exercises with Federal, State, and Outcomes local partners to test and improve response plans. By employing prevention and mitigation One key to effective responses is a strong network strategies, USDA reduces or mitigates the impact of people trained and prepared to respond to of agricultural pests and diseases, as well as wildlife any of these emergencies. This network includes damage, ensuring that U.S. farms and ranches people from other USDA and Federal Agencies remain healthy and productive. The impacts of which are part of the National Response Plan, pests and diseases can be staggering. For example, and the State and local government personnel as highly pathogenic avian infuenza (HPAI) alone part of State-level response plans. Trained Agency cost Federal taxpayers over $950 million in just personnel are the backbone of our emergency 1 year. To this end, the Department’s work to response capacity, and APHIS is working to protect the health of American agriculture begins increase the percentage of staff properly trained in by preventing harmful pests and diseases from the Incident Command System. These personnel entering the United States. Our efforts include will be able to deploy quickly when an emergency quickly detecting foreign pests and diseases that occurs and allow the Agency to sustain a response may have evaded our prevention measures. To program over the course of the emergency. To be ensure this early detection, USDA works with its prepared for large-scale, animal health-related partners to conduct monitoring and surveillance events, the Agency also maintains an animal efforts, including early detection surveys, health emergency reserve corps of approximately throughout the country. This rapid response 3,000 private veterinarians, animal health results in minimal impact to U.S. producers and technicians, and veterinary students. APHIS also disruptions to trade. One of the Department’s facilitates planning sessions with major commodity targets is to conduct early detection surveys for groups to develop plans that would ensure the 93 percent of the country’s high-risk plant pests, continuous movement of livestock products during as identifed on the priority pest list. As for those an animal health emergency. pests and diseases already established in the country, USDA eradicates or controls the spread, Control and Eradication: USDA works closely minimizing the impacts to U.S. producers and with State and industry partners to address customers. ongoing agricultural pest and disease issues and to mitigate wildlife damage to agricultural resources. To identify successes under this objective, APHIS These cooperative programs target economically will continue to use a variety of operational signifcant pests and diseases through a variety of measures for key programs and initiatives and methods and techniques. Additionally, APHIS will routinely solicit feedback from partners and works in conjunction with State, tribal, and stakeholders to improve program performance.

21 Strategic APHIS also reviews a selection of business Human Capital Management Goal 2 line processes on an annual basis to improve effciencies with service delivery to customers, and To ensure our workforce meets the objective in some cases, reduce the cost of providing these of preventing and mitigating the spread of services to customers. agricultural pests and diseases, we are developing new strategies and tools to improve managing talent across the Agency. To help create new Evidence Building markets and support a competitive agricultural To measure the effectiveness of our strategies, the system, our workforce is working closely with Department meets annually with the National industry to identify marketing trends and data Plant Board and the United States Animal Health needs to equip our employees with the necessary Association to discuss new and emerging threats, skills to meet changing demands. opportunities, and challenges related to existing program strategies. These discussions often lead to the creation of working groups to further explore issues and recommend changes or modifcations to practices and/or policies related to animal and plant health. USDA also holds routine meetings with industry sectors to solicit feedback on high- priority programs and initiatives.

22 Key Performance Measures Strategic Baseline FY 2018 FY 2022 Goal 2 Data Target Target FY 2017 The annual normalized value of risk protection provided to $62.1 $64.0 $65.2 agricultural producers through the Federal Crop Insurance (FY12) program ($ Billion) Average number of days to process direct loans (Farm 31 31 31 Service Agency) New markets established or expanded through technical 100 104 112 assistance Percent of high-risk plant pests for which early detection 92% 93% 95% surveys are conducted2 (FY16) Number of National Animal Health Laboratory Network 31 35 53 participating labs able to electronically message animal disease testing results to USDA Number of hours it takes to mobilize resources once it is 24 24 24 determined that a Federal emergency response is needed to manage an agricultural outbreak

2 A high-risk pest will have a high probability of causing signifcant impacts through crop lost, habitat modifcations, and/or signifcant mitigation costs. A high-risk pest can be defned as one that is likely to enter the United States, establish a viable population, and spread in the environment, and in doing so, would cause serious economic, and/or environmental impacts.

23 24 Strategic Strategic Goal 3: Goal 3 Promote American Agricultural Products and Exports

xpanding international marketing Objective 3.1: Eopportunities for U.S. farmers and exporters is critical to business and income Expand International Marketing Opportunities growth across rural America. It is essential for USDA to continue its efforts to promote USDA links U.S. agriculture to the world by American agricultural products and exports promoting agricultural exports, which are vital to through promotion activities, development the American agricultural sector. USDA’s Foreign Agricultural Service (FAS) conducts export of international standards, removal of promotion activities, which help U.S. food and trade barriers by monitoring and enforcing agricultural exporters take advantage of market existing trade agreements, and negotiation opportunities created by removing barriers to U.S. of new trade agreements that beneft the exports and by capacity-building successes that increase demand for exports. USDA administers U.S. agricultural economy. USDA will trade programs and activities, working in also partner with developing countries to partnership with private-sector associations, land- move them along the agricultural market grant universities, State regional trade groups, U.S. food and agricultural exporters, and U.S. and continuum from developing economies foreign fnancial institutions. to developed economies with promising demand potential. Ultimately, this work will The Department expands international market build the foundations for future markets and opportunities in numerous ways. USDA connects agricultural exporters to customers and ensures a create long-term international relationships level playing feld for U.S. farmers and ranchers. that further advance U.S. agriculture’s It provides timely information on agricultural and export. food markets in the United States and abroad, and it facilitates trade though the unique network of overseas offces around the world. It also facilitates the availability of fnance, particularly in developing and emerging markets, which is essential for a healthy trading system.

External factors play a role in expanding international marketing opportunities. These factors include environmental conditions, such as variability in domestic and overseas crop production, natural disasters, disease outbreaks, pest infestations, and food contamination. Certain international macroeconomic factors

25 Strategic are important, including changes in the relative Outcome Goal 3 strength of the U.S. dollar to foreign currencies, the rate of growth of the global economic middle An increase in food and agricultural exports class, and political instability that undermines remains a principal goal for USDA. The demand in key importing countries. investments made with our market promotion programs and the work with small- and medium- sized enterprises will play an essential role in the Strategies overall goal of increased agricultural exports. USDA will achieve this objective by continuing The contributions from the market promotion to implement trade programs and activities that programs will be used to help farmers, ranchers, focus on assisting food and agricultural exporters. and food and agricultural exporters succeed in new The Foreign Agricultural Service will provide and old markets. timely and effcient delivery of foreign market development programs that leverage private- Evidence Building sector resources to expand U.S. exports by communicating the value of its export promotion The establishment of the Under Secretary programs and trade capacity-building programs to for Trade and Foreign Agricultural Affairs U.S. stakeholders. (TFAA), which is dedicated to the promotion and expansion of U.S. agricultural exports, is a USDA will increase public awareness of export crucial development in meeting the Department’s opportunities through education and outreach trade goal. The TFAA mission area will develop efforts, including reaching out to new-to-export and execute the strategies and priorities needed companies and new-to-market agriculture-related to expand U.S. agricultural and food exports. companies to encourage active participation in Measures will be identifed or developed to foreign trade shows and a wide variety of exporter- evaluate the effectiveness of the strategy. USDA assistance education tools. These efforts could conducts studies every few years to quantify include providing credit guarantees to facilitate the value of our trade promotion programs. For U.S. exports in developing markets and improving example, an Informa study released in 2016 or establishing infrastructure that facilitates concluded that market development programs U.S. exports. Finally, USDA will strengthen the (2002-2014) boosted agricultural export revenue, development of agricultural market information adding $12.5 billion annually, supported farm systems in emerging economies to provide U.S. income by $2.1 billion annually, and increased exporters accurate and timely commodity data on economic output by $39.3 billion annually, potential market opportunities. enhancing the overall economy. A new study is expected in 5 years.

26 release of the shipments. USDA works to ensure Objective 3.2: Strategic that the same rules apply to countries around the Goal 3 Prevent or Resolve Barriers to Trade world through international standard setting, and That Hinder U.S. Food and Agricultural it works to ensure scientifc principles are the basis Exports for international agricultural trade decisions.

Agricultural exports are crucial to the economic Strategies viability of U.S. farmers and ranchers. USDA USDA will achieve this objective by negotiating, strives to ensure that U.S. exporters can sell monitoring, and enforcing trade agreements and safe, wholesome U.S. food and agricultural responding to barriers to U.S. exports; building products around the world. To maintain a level and sustaining coalitions and partnerships; playing feld for U.S. food and agricultural promoting and improving international standard exporters who compete internationally, USDA setting; providing technical and regulatory provides technical and scientifc expertise to expertise to support U.S. food and agricultural successfully address animal and plant health exports; and building technical and regulatory issues and prevent and resolve barriers to U.S. capacity in other countries. food and agricultural exports. USDA monitors and enforces trade agreements, uses its market Monitor and Enforce Trade Agreements: development programs to support the trade- USDA will continue to strengthen its ability policy efforts of industry partners, and works with to monitor and enforce trade agreements, other government agencies, trade associations, support trade-related technical assistance, and and regional and international organizations to provide coordinated and rapid responses to establish transparent, science-based standards urgent and emerging barriers to U.S. exports for U.S. agricultural products. To foster fair through the establishment of the Interagency and open trade, USDA offcials ensure animal Trade Policy Committee (ITPC), which will and plant health requirements put in place are serve as a decision-making body on export issues proportional to the risk without being excessively and strategies. Coordination among policy and restrictive. The Department will also ensure, regulatory agencies will provide consistent and through its monitoring and enforcement efforts, effective solutions to export issues, including U.S. that we obtain the anticipated benefts when new import policies raised by trading partners. USDA agreements are implemented. will continue to protect international markets by

USDA relies on its worldwide network of agricultural attachés and scientists, frequent communication with private-sector stakeholders, and the formal World Trade Organization notifcation procedures to monitor foreign trade and regulatory actions that have the potential to affect exports. Removing existing barriers while ensuring new ones are not introduced will directly help U.S. food and agricultural producers thrive. When shipments are held up at foreign ports, USDA works with its agricultural counterparts in other countries to resolve the issues and secure the

27 Strategic negotiating bilateral, regional, and multilateral international animal and plant health standards Goal 3 trade agreements. that provide a basis for countries around the world to use in setting their import policies. By providing Build and Sustain Coalitions and Partnerships: its technical and regulatory expertise in animal USDA will continue to build coalitions by and plant health issues, USDA helps ensure that cultivating bilateral and regional relationships international standards are based on scientifc to oppose unnecessary technical barriers to information and adequately address risk while trade. We help developing country partners not being overly restrictive. The Department implement internationally recognized Sanitary advocates globally for the development and or Phytosanitary (SPS) and Technical Barriers adoption of science-based, international standards to Trade (TBT) standards and resolve specifc and policies, including those guiding the trade issues through technical assistance, training, development of new and emerging technologies and exchanges. such as biotechnology.

Promote and Improve International Standard Provide Technical and Regulatory Expertise Setting: Through its leadership and involvement To Support U.S. Agricultural Exports: USDA in international standard setting bodies, USDA will continue to use its technical and regulatory will continue to help promote and improve expertise to provide information such as

28 pest and disease surveillance data and U.S. health issues associated with trade. In FY 2016, Strategic regulatory practices to address trading partners’ USDA preserved more than $5 billion in trade Goal 3 concerns related to SPS issues that affect export by opening new markets or restarting ones that opportunities for U.S. farmers and ranchers. The were shut down and assisting with individual Department provides technical support to Federal commodity shipments that were held up at partners negotiating for U.S. access to foreign foreign ports of entry. USDA also issued more markets through bilateral and multilateral trade than 600,000 export certifcates for agricultural negotiations. In addition to providing information shipments, with a total value in the billions of related to animal and plant health concerns, dollars. USDA also assists in resolving SPS issues when individual shipments are held up at foreign ports USDA provides leadership in the international of entry. The Department provides guidance and standard-setting organizations such as the technical information to U.S. exporters as they World Organization for Animal Health and the implement measures to meet foreign animal and International Plant Protection Convention. plant health requirements as well as certifes that USDA’s expertise in international standard shipments meet foreign countries’ requirements setting, results in the promotion of safe trade and as needed. These actions ensure that U.S. exports encourages reciprocities from the U.S. trading keep moving to global markets. partners. These efforts led to the safe trade of agricultural products worth an estimated market Build Technical and Regulatory Capacity: USDA value of $2.6 billion. In addition, the USDA’s will continue to strengthen the openness in capacity-building efforts in other countries emerging economies for agricultural trade with promote safe agricultural trade and ultimately the United States through positive examples of reduce the risks from these countries of pest and technical collaboration and capacity-building disease spread. programs. USDA works with many foreign countries that lack the capacity to conduct required risk assessments and other activities Evidence Building needed to engage in agricultural trade to build The establishment of the Under Secretary animal and plant health regulatory capacity. for Trade and Foreign Agricultural Affairs Helping other countries strengthen regulatory (TFAA), which is dedicated to the promotion capacity allows them to participate in safe and expansion of U.S. agricultural exports, is a agricultural trade and prevent the spread of pests crucial development in meeting the Department’s and diseases beyond their borders. Ultimately, trade strategic goal. The TFAA mission area these activities will help protect the United will identify strategies and set clear priorities States from foreign pests and diseases as well as to minimize all factors that hinder trade and to potentially lead to new export opportunities in the maximize opportunities for U.S. ranchers, farmers, future. and processors. The TFAA will use the ITPC to develop a unifed trade strategy. Improved coordination and strategic decision-making will Outcome generate export opportunities for producers and Ensuring access to international markets will be exporters and improve customer service. This the main outcome of the objective, which will effort responds directly to external stakeholders’ be achieved by negotiating, monitoring, and concerns about getting rapid resolution on enforcing trade agreements that improve access detained shipments, application of non-science- to key markets and by providing technical and based trade barriers, and other urgent situations scientifc expertise that address animal and plant that affect U.S. exports.

29 Strategic USDA routinely monitors key program activities to build the foundations for future markets and Goal 3 and initiatives, conducts program reviews, create long-term international relationships that and works collaboratively with partners and further advance U.S. agriculture’s export interests stakeholders to solicit feedback on program in developing countries. operations and policies. For example, USDA holds routine meetings with industry sectors to solicit These services strive to strengthen the capacity feedback on high-priority programs and initiatives. of foreign countries to import and participate in Stakeholders continually stress the importance of international markets fully, which could expand exports to their producers. USDA works closely demand for U.S. agricultural products and also with the offce of the U.S. Trade Representative enhance global food security. USDA works with to maintain a coordinated, strategic approach U.S. agricultural industries, host-government to resolving SPS trade-barrier issues and other offcials, agricultural scientists, and overseas trade-policy challenges facing the Department. farmers and businesses in promoting long-term USDA’s technical support is key to ensuring that market growth, food security, and trade capacity U.S. agricultural exports can move around the building. USDA conducts trade and scientifc world. The Department provides pest and disease exchange programs, notably the Cochran and analyses to document the status or absence of Borlaug Fellowship Programs, to develop markets pests and diseases of concern to trading partners, and achieve food-security objectives. The works with exporters to ensure their products meet Cochran and Borlaug Fellowship Programs assist the requirements of trading partners, and certifes in opening markets, decreasing or eliminating that individual shipments meet foreign countries’ trade barriers for U.S. agricultural exports. import requirements (as needed). USDA is just one partner in this objective. Initiatives are undertaken by many U.S. Objective 3.3: Government agencies, other governments, international fnancial institutions, and private Build Demand in Developing Countries development organizations, as well as the Through Trade Capacity Building local governments. Natural disasters, political instability, and inconsistent economic and USDA advances global trade and food security import policies have the potential to hamper the with food assistance, agricultural training, effectiveness of these initiatives. and technical assistance for developing economies worldwide. USDA programs foster market-based, economic growth along the full Strategies agricultural development spectrum, and they USDA looks to improve food security, nutrition, build the capacity of countries to integrate and literacy by providing food assistance to food- into the global economy and become trading insecure countries and leveraging partnerships partners with the United States. The adoption with U.S. Government agencies, land-grant of import and regulatory policies aligned with universities, the private sector, and other international standards and the dissemination institutions to conduct technical assistance and of new agricultural technologies are priorities. training for food insecure nations. USDA works with these countries to move them along the agricultural market spectrum from We support trade capacity building, research and developing economies to developed economies technical training, and food assistance activities with promising demand potential. USDA’s trade to expand economic growth and opportunities, capacity-building and food-security programs aim to open markets and eliminate trade barriers to

30 help strengthen agricultural systems and markets Evidence Building Strategic in developing countries for U.S. agricultural and Goal 3 food exports. This will be done by working with Improved coordination and strategic decision- other U.S. Government agencies and foreign making will generate export opportunities for counterparts to develop and adopt market-based producers and exporters and improve customer policies and institutions to create demand for service. USDA had a Lean Six Sigma assessment U.S. exports through trade capacity building in to look at the review and award processes for the strategically targeted markets. Food Assistance Programs. The goals included reducing the application timeframe and improving customer service. This effort responds directly to Outcome external stakeholders’ concerns about application, Developing new markets is the main goal of the review, and the award process of the programs. objective. USDA will continue to provide food USDA has included improvements in the review assistance, training and technical assistance, and and award processes based on recommendations technical exchanges that build foreign country from this assessment. capacity to grow, buy, use, and process U.S. agricultural products. USDA’s trade capacity Human Capital Management building and food security programs build the foundation for future markets and create long-term USDA’s human capital efforts will focus on demand for U.S. agricultural and food products ensuring our workforce is prepared to assist our in developing countries. The adoption of U.S. customers in an ever increasingly competitive trade and regulatory policies and new agricultural market place. USDA will work to close competency technologies will move the developing counties and staffng gaps to meet customers’ demands, thus along the agricultural continuum from developing better positioning USDA to support a competitive economies to developed economies, where market agriculture system. Equipped with the proper expansion is the primary focus. knowledge, skills, and abilities, USDA employees will be well suited to work with its industry partners to advance agricultural trade opportunities.

Key Performance Measures Baseline FY 2018 FY 2022 Data Target Target FY 2017 Value of agricultural exports resulting from participation in $1.52 $1.70 $1.73 foreign food and agricultural trade shows ($ Billion). (FY15) Value of trade preserved through resolution of foreign $3.6 $4.0 $6.0 market access issues such as U.S. export detainment, (FY15) restrictive SPS and TBT issues, and trade regulations ($ Billion). Percentage of Food for Progress projects that increase a 33% 35% 43% project participant’s value of sales by 9% or higher3

SPS – Sanitary and Phytosanitary TBT – Technical Barriers to Trade

3 FY 2022 targets are based on the assumption that this program will continue to be appropriated at current levels. Measures and targets will be revisited and revised as Appropriations bills are drafted and enacted.

31 32 Strategic Strategic Goal 4: Goal 4 Facilitate Rural Prosperity and Economic Development

SDA promotes rural prosperity and Objective 4.1: Ueconomic development by fnancing investments in rural utilities, housing, and Expand Rural Business Opportunity and Rural Quality of Life With Access businesses. When rural Americans share the to Capital; Improved Infrastructure, same level of infrastructure services as the Broadband Access, and Connectivity; and country’s urban areas, rural communities can Support for Workforce Availability make even greater economic contributions with healthy businesses and families. Just USDA’s Rural Development serves a leading role in facilitating rural prosperity and economic as economic and social science research development by fnancing investments in rural informs decision-makers regarding current utilities, housing, and business investments. trends in rural America and gaps in existing Building and modernizing rural America’s infrastructure will be a critical pillar of the markets, USDA may then provide benefts Administration’s efforts to create jobs and increase to rural American businesses and citizens. our country’s productivity of vital goods and USDA will leverage funds, stimulate services. Likewise, communities that do not invest private-public partnerships, and engage in in critical infrastructure upgrades risk losing their ability to provide clean, safe, and reliable water; collaboration to build rural infrastructure electric, broadband, health, other community including: broadband, community facilities, services; and business growth. safe and affordable housing, health services A strategic economic development approach and facilities, and provide capacity building will be required for rural communities to succeed to help underserved communities become today, for tomorrow, and for these communities thriving communities. to become economic hubs of the future economy. Continued investment will be required to close infrastructure gaps and connect rural residents and businesses to nationwide and global commerce.

Infrastructure investment has historically been an appropriate and effective role for the Federal Government. Such investments expand the private sector’s access to markets while enhancing opportunity for small businesses, which are the backbone of rural communities. Infrastructure investments strengthen the job market by making workforce participation more accessible through improved access to transportation, education,

33 Strategic health care, broadband, and other services as developing system-wide outcomes-driven Goal 4 essential to maintaining a robust commercial management structures to ensure optimal impact environment and labor force. USDA works of Federal resources. to engage local leaders, business partnerships, and local and State governments to facilitate self-driven efforts to improve quality of life and Strategies economic prosperity. The strategies below will position Rural Development for faster, friendlier, and easier Finally, these investments can help address Government service and improved rural prosperity signifcant challenges for rural economies, such as through updated infrastructure, improved business providing for the care and residential needs of an opportunities, and enhanced quality of life. aging population. Building water treatment plants, hospitals, businesses, schools, homes, and other Broadband Infrastructure: Working with private infrastructural components not only creates jobs and public-sector partners, design and implement but also increases long-term aggregate demand for an integrated role for USDA in the Federal goods and services within a community. Government’s strategy to facilitate access for all of rural America to modern data connectivity. A USDA is committed to ensuring small towns connected rural America enables global commerce beneft from economic recovery. The Secretary for small businesses, precision agriculture, just-in- is leading the President’s initiatives, along with time manufacturing, effcient transportation, and other Federal departments and agencies, to multiple other productivity benefts. A connected promote agriculture and rural prosperity through rural America also ensures modern education, the Agriculture and Rural Prosperity Task Force. remote training for workforce development, and The strategies implemented by the Task Force cost-effcient and effective healthcare. will empower rural communities and help their economies to thrive. Community Infrastructure: Facilitate and leverage direct investment in community and commercial USDA’s Rural Development (RD) programs infrastructure that supports rural economies. are delivered by a feld-based workforce with Investment in rural human-services transportation, program delivery system and back-offce servicing utilities, and commercial infrastructure addresses operations that responds to the unique challenges primary business needs, fosters entrepreneurship, and opportunities in rural areas. USDA’s attracts corporate investment, and reduces stewardship of taxpayer funds and historically unemployment. Much-needed investments in low-cost programs enable robust rural investments broadband high-speed internet connectivity for in infrastructure for business success and quality of schools and libraries, healthcare and wellness life. facilities, as well as power, telecommunications, water, and waste management systems will be Under Secretary Perdue’s leadership, Rural prioritized and measured for outcomes. Development has been tasked with fnding opportunities to reform regulations and policies to Housing Infrastructure: An increased workforce improve program access and reduce administrative often requires increased support for rural housing burden on rural customers. To further improve infrastructure. These projects also help rural the customer experience, the Department is citizens build equity, improve quality of life, and modernizing its technology and tools, as well supplement residential cost burdens for limited- income rural communities. Housing infrastructure

34 is also an important asset for economic economic development vision by providing Strategic development and agriculture production. Federal the tools they need to build local capacity and Goal 4 policies, programs, and partnerships can encourage improve the quality of life in their community. cost-effective investments that will appropriately situate Federal investment in rural housing. Strategic Partnerships: Leverage strategic partnerships with other Federal agencies, State Health Infrastructure: Improve access to and local governments, non-profts, and the healthcare by assisting in the development of private sector to increase USDA effciency and local response capacity for health challenges. effectiveness at facilitating rural prosperity and Investment in community infrastructure can promoting economic development and growth. support health education, provision of specialty health care, as well as improve mental and Program Delivery: Reform, innovate, and better behavioral health facilities. align Rural Development operations to deliver more effective service to our customers, partners, Capacity-Building Infrastructure: Assist rural areas and stakeholders. Rural Development can leverage in developing the planning, leadership, technical, technology and expand tools to enhance mission and professional expertise needed to sustain and area services, and it will continue to implement grow rural economies, leverage multi-sector or enterprise risk management activities and multi-jurisdictional partnerships, and advance effectively address internal and external risks that regional collaboration. When strategically targeted could impact the success of Rural Development and leveraged, USDA’s portfolio of programs programs. can assist community leaders in pursuing their

35 Strategic Outcomes correlate USDA’s contribution to the country’s Goal 4 success and growth. Potential indicators include: The primary outcome is enhanced economic prosperity, supported by robust rural infrastructure. • Broadband: Increased access to new and By fnancing the most effective rural infrastructure improved broadband services to rural investments, USDA seeks to promote the households, businesses, and farms sustainable growth and diversifcation of local • Community: Increased local economic rural economies, as well as their increased capacity stimulus (as based upon changes in to participate successfully in regional, national, aggregate demand or other measures) and and global economies. To achieve this outcome, job creation from fnancing support of USDA intends to build a body of work which rural entrepreneurial, minority, and small will help us better understand the impact of the business programs in rural communities. • Housing: Affordable housing market in rural communities Evidence • Health: Increased health care access Understanding and documenting the impacts (reduced average distance to health care of USDA’s economic development effort facilities) through community, telecommunications, • Capacity Building: Improved employment water, transportation, energy, and residential rate, new business creation, and job infrastructure programs will be priorities of this growth Strategic Plan. Current program performance • Program Delivery: Attract more metrics are dependent on estimated data provided applicants to programs and improve by the applicants on long-term projections of procedures for lowering loan/grant outcomes, pending funding approval. Since processing times community needs vary widely, the speed to economic improvements may vary depending on applicants’ capacity, industry sectors, data sharing, Human Capital Management and performance reporting by program and/or USDA’s commitment to the future of rural community. Therefore, USDA staff will continue communities and our goal of increasing rural to collaborate with each applicant to determine prosperity will be achieved by ensuring we have customized project metrics. a skilled, well-trained, and customer-focused workforce. To assist in the identifcation of skills Going forward, Rural Development will strive to gap analysis, Rural Development will initiate develop outcome-based measures to improve data- a Training Needs Survey to assess applicable driven investment selection and evaluate project training needs and incorporate into organization performance. Additionally, new methodologies training plans as appropriate. Rural Development and institutional capabilities and capacities will will work to align employee development needs be required to measure the aggregated success with key competencies to achieve success in of projects within each agency, across multiple meeting our goals of implementing multi-agency, programs, and for the entire mission area. multi-jurisdictional, and multi-sectoral activities to improve the delivery of services and programs USDA’s Rural Development will explore for our customers in rural America. To meet economic indicators that could be used to this strategic goal, we will focus our work on three specifc priorities: (1) infrastructure, (2) partnerships, and (3) innovation.

36 4 Key Performance Measures Strategic Baseline FY 2018 FY 2022 Goal 4 Data Target Target FY 2017 Health Facilities: Percent of customers who are provided 5.0% 6.8% 7.1% access to new and/or improved essential community facilities. Safety Facilities: Percent of customers who are provided 3.7 4.5% 4.7% access to new and/or improved essential community (FY14)% facilities. Number of borrowers’ subscribers receiving new and/or 4.6 5.1 5.3 improved electric facilities (Million) (FY14) Number of borrowers’ subscribers receiving new and/ 0.158 0 .175 0.182 or improved telecommunication services (Million, Non- cumulative) Amount of targeted RD investments that leverage private- 7.0 7.5 7.5 sector funding (Billion).

RD – Rural Development

4 The Secretary will update the performance measures used to manage the Rural Development programs based on the fndings and guidance in the Agriculture and Rural Prosperity Task Force recommendations. This update will ensure that the performance metrics more accurately measure the effciency, effectiveness, customer focus, and impact on rural prosperity of these programs. When outcome measures are further developed, USDA will add these to the Annual Performance Plans and future budget documents.

37 38 Strategic Strategic Goal 5: Goal 5 Strengthen the Stewardship of Private Lands Through Technology and Research

he world population is expected to Objective 5.1: Treach 9.6 billion by 2050. Feeding this population will require adoption Enhance Conservation Planning With Science-Based Tools and Information of new science and technologies and

the implementation of science-based USDA is the world leader in delivering science- conservation plans to sustainably increase based conservation planning. The Department agricultural production. To ensure has a unique system of more than 3,000 service delivery points that offer technical and fnancial U.S. private working lands and public assistance to producers on their farms, ranches, agricultural landscapes are conserved, and woodlands. The technical staff across the the Department will provide technical country provide assistance to clients on the and fnancial assistance using the latest adoption of the latest science and technology that is critical to help sustain economically sound technology and research available. New and operations. improved practices result from fundamental and applied research to understand the Private-sector investment in natural resources conservation has grown signifcantly over the complex interactions between human last few decades, and USDA’s Natural Resource systems and the environment, and Conservation Service (NRCS) continues to transferring the resulting knowledge into engage with private partners in carrying out the hands of producers and land managers conservation planning and activities. It is critical that such investments achieve the conservation through information, tools, and decision outcomes that meet producer and societal support. expectations. USDA’s conservation planning process results in conservation-system solutions based on the most recent science and technology standards. The quality criteria that underpin conservation systems based on USDA-assisted conservation plans will ensure conservation investments achieve desired outcomes while meeting consumer needs.

39 Strategic Strategy cropland, grazing lands, wetlands, and for wildlife. Goal 5 The three principal components of CEAP—the Enhance Technical Assistance: The Department national assessments, the watershed assessment delivers conservation technical assistance to studies, and the bibliographies and literature American producers that utilizes current science reviews — all contribute to building the science and technology, providing economically and base for conservation. That process includes environmentally sustainable solutions to natural research, modeling, assessment, monitoring and resource issues. USDA will continue to develop data collection, outreach, and education. Project and streamline its technical tools and assistance fndings will be made readily available in a timely by partnering with scientifc research institutions manner so they can be used to guide USDA and private industry experts to enhance the conservation policy and program development and conservation planning process and results. help conservationists, farmers, ranchers, and forest managers to make more informed conservation Outcome decisions that will allow them to increase their production sustainably. Other datasets developed Accessible and relevant conservation at USDA, including the Census of Agriculture, tools and technologies deliver value to our Agricultural Resource Management Survey, customers through improved engagement and National Resources Inventory, and Forest implementation of their customized, site-specifc Inventory and Analysis, can be used to quantify conservation plans. The short-term outcome is the adoption and outcomes of a variety of to have highly qualifed and trained conservation agricultural and forestry conservation practices. planners that directly interact with customers. The long-term outcomes, after customers implement Another avenue will be to utilize existing their science-based conservation systems, are authorities, which provides USDA broad strategic reductions in soil erosion, improvements in air assessment and planning authority for the and water quality on the farm and downstream, conservation, protection, and enhancement of and enhanced wildlife habitat as measured by soil, water, and related natural resources. Through programmatic trends and State, regional, and these authorities, USDA appraises the status and national conservation statistics. Additionally, trends of soil, water, and related resources on non- NRCS hopes producers will leverage knowledge Federal land and assesses its capability to meet gained from conservation planning to change present and future demands; evaluates current and management practices and implement needed programs, policies, and authorities; and conservation improvements without the need for develops a national soil and water conservation additional technical and fnancial assistance. program to give direction to USDA soil and water conservation activities. USDA is currently Evidence exploring development of survey instruments to systematically gather information on factors that In the coming years, USDA will utilize several lead producers to adopt or to discontinue using avenues to ensure progress. One of those avenues conservation practices. Looking ahead, USDA will be to utilize the Conservation Effects will utilize these authorities to consistently report Assessment Project (CEAP), which is a multi- on trends in conservation and resource conditions. agency effort to quantify the environmental This will provide USDA with the capability to effects of conservation systems and programs and examine interrelated issues that have implications further develop the science base for managing for U.S. agriculture and forestry, such as quality the agricultural landscape for environmental and availability of water, changing climate, and quality. Assessments in CEAP are carried out invasive species. at national, regional, and watershed scales on

40 Science-based conservation systems help working Objective 5.2: Strategic lands provide healthy, plentiful food and clean Goal 5 Promote Productive Working Lands water and air. USDA provides the necessary technical and fnancial assistance in partnership with Conservation Districts and other local Stewardship of private working lands and forests entities. USDA also helps to establish technical helps to conserve natural resources and sustain and programmatic criteria that ensure fair, the health and vitality of rural America. The effcient, effective, and timely customer service in Department leads the public and private effort a manner that best serves customer needs. to ensure proven technologies and resources are available to foster productive working land through locally led conservation and direct Strategy customer service. Individualize Technical Assistance: USDA will continue to provide targeted voluntary USDA’s leadership is essential to develop and conservation programs and individualized deliver science-based, conservation solutions technical assistance to farmers, ranchers, and in a timely, responsive manner. Conservation forest managers that facilitates the sustainability programs are continually evaluated to help and economic viability of their operations while private land owners and producers build greater enhancing soil health, water resources, and resiliency in soils, cropping systems, and wooded habitat for fsh and wildlife species. Agricultural landscapes through conservation systems that help production that includes resource conservation them adapt to current and future environmental involves not only the voluntary participation of and market conditions. NRCS goals are to farmers, ranchers, and forest managers, but also provide technical and fnancial assistance to diverse groups at the State and local level. improve conservation of natural resources and sustainably increase agricultural productivity and farm incomes. NRCS works with producers to Outcome help them understand the vulnerabilities posed Through voluntary conservation programs, the to agricultural systems from variable natural short-term results are that farmers, ranchers, and conditions and implement conservation systems forest managers apply conservation practices that on private lands that build resilience to extreme are custom-designed for their farm and facilitate weather and events. operations and production. The medium to long- term outcomes are improvements in soil health, water resources, and critical wildlife habitat.

Evidence Conservation programs are continually evaluated to ensure effectiveness, incorporate the latest science, and adapt to changing conditions. The Conservation Effects Assessment Project (CEAP) fndings and other monitoring, assessment, and evaluation will be used to improve effcacy of programs by quantifying conservation effects and providing tools for understanding what suites of practices are most effective and where resources will have the greatest impact.

41 Strategic Updates to the soils and ecological site inventory Strategy Goal 5 provide farmers, ranchers, forest managers, and conservationists with the best available data for Promote Agricultural Landscapes: Using the decision-making, enhancing the effectiveness landscape approach, NRCS programs and of conservation systems and programs. A new, partnerships link the multiple resource concerns of national inventory of soil health will further both urban and rural societies. Holistic, landscape- enhance our ability to assess the effectiveness of based conservation focuses resources on the most conservation programs in providing improved on critical areas to maximize conservation impact and and off-farm benefts. allow producers to be natural resource stewards. The process combines landscape-scale data and community knowledge to drive decisions for Objective 5.3: implementation.

Enhance Productive Agricultural Landscapes Outcomes Through a landscape approach for delivering Productive working agricultural lands are critical targeted conservation solutions, USDA leverages to the vitality of rural communities where the sound science and partner capacities to support majority of the economic opportunities are meaningful and measurable outcomes. In the derived from land-based production such as short term, these efforts result in evidence-based forestry, livestock growing, cropping, as well as strategies to address natural resource challenges. tourism and recreation. Balancing land-based Based on local needs, the medium and long- production activities in rural communities requires term outcomes of this landscape strategy can be a landscape approach to conservation. Productive measured or quantifed through cleaner water agricultural landscapes that are also inviting for drinking and increasing the abundance of for tourism and recreation include: clean and indicator species. available water, healthy wetlands, streams and rivers, abundant fsh and wildlife, and productive, Evidence healthy soils for crops, livestock, and forestry. In Like the previously mentioned Promotion of many cases, the economic drivers of production for Productive Working Lands evidence techniques one purpose may put pressure on the rural assets under this strategic goal, NRCS will use the in another sector, which can be mitigated through Conservation Effects Assessment Project (CEAP) USDA assistance. Sustainable forestry or grazing fndings and other monitoring, assessment, and practices based on good conservation systems evaluation tools to improve effcacy of programs. can enhance the local economy and continue to These tools will allow NRCS to quantify provide the landscape views that attract other conservation effects to understand what suites of opportunities. In some cases, there is an asset in practices are most effective and where resources the landscape that is an anchor for both economic will have the greatest impact. and environmental vitality. When these key rural assets are conserved through prioritized and focused USDA program assistance, the entire agricultural landscape benefts, both in terms of land-based production activities in one sector and recreational activities in another.

42 Human Capital Management the workforce so critical skill gaps are addressed. Strategic Specifc strategies, actions, and performance Goal 5 To achieve these objectives, NRCS will develop measures will be outlined in the USDA Human staffng plans based on the operational demands Capital Operating Plan and USDA’s Human of delivering science-based conservation planning Capital Action Plans. These actions will be and implementation of planned conservation evaluated on a quarterly basis to ensure effective systems. Moreover, USDA will conduct a and effcient management of the efforts to address workforce competency gap analysis to establish critical skill gaps. specifc priorities to recruit, retain, and train

Key Performance Measures5 Baseline FY 2018 FY 2022 Data Target Target FY 2017

Soil carbon retained on cropland to improve yields and 140,000 140,000 140,000 sequester carbon (Tons) (FY16) Environmental Quality 3.0 3.0 3.0 Cropland with conservation Incentives Program (EQIP) applied to improve soil quality Conservation Technical 5.9 5.9 5.9 (Million Acres) Assistance (CTA) Tons of sediment prevented from leaving cropland and 4.6 4.6 4.6 entering waterbodies (Million Tons) (FY16) Working land protected by conservation easements 60.7 80.0 80.0 (Thousand Acres) Acreage enrolled in Conservation Reserve Program (CRP) 1.6 1.6 1.6 riparian and grass buffers (Cumulative, Million Acres) CRP restored wetland acreage (Million Acres) 1.9 (FY15) 1.9 1.9

5 The Agricultural Act of 2014 authorizes all of these programs until the end of 2018 (except the CTA program, which is not a Farm Bill program). FY 2022 targets are based on the assumption that the programs will be reauthorized at current levels. Measures and targets will be revisited once the next Farm Bill is signed into law.

43 44 Strategic Strategic Goal 6: Goal 6 Ensure Productive and Sustainable Use of our National Forest System Lands

he Nation’s forests and grasslands are Objective 6.1: Ta fundamental part of the American landscape and are a legacy that the USDA Contribute to the Economic Health of Rural Communities Through Use and Forest Service holds in trust for present and Access Opportunities future generations. Forests provide clean air and water, forest and rangeland products, The USDA mission includes serving the mineral and energy resources, jobs, quality American people who live in and around national forests and helping these communities thrive habitat for fsh and wildlife, recreational economically. The agency manages approximately opportunities, and memorable experiences. 193 million acres of public land, much of it rural The Forest Service plays a critical role in and remote. Land management activities can making America’s forests and grasslands infuence rural economies, and USDA is in a unique position to help enable economic recovery resilient to threats and disturbances while and growth on multiple fronts. Analysis shows that mitigating wildfre risk. The Department in FY 2014, Forest Service programs and projects also manages the National Forests and contributed nearly 360,000 jobs and more than $30 billion in gross domestic product. Timber sales grasslands to ensure that they are healthy from National Forests beneft forest health and and sustainable – while also allowing rural provide raw material for local timber industries, communities to access and beneft from sustaining local jobs. National Forest System lands economic opportunities that our Nation’s include the Nation’s largest trail system, more than 5,000 campgrounds, 30,000 recreation areas, forests offer. This work is complemented 2 million acres of lakes, 200,000 miles of fshable with USDA’s research in forestry, ecology, streams, and 120 downhill ski areas – some of the and economics to ensure world-class science most diverse outdoor recreation opportunities in the world. Outftters and guides support recreation guides effective policies and management activities on the National Forests, contributing to practices. local economies across the country and helping millions of forest visitors enjoy their experience. The agency permits over 7,000 outftter and guide businesses – many of these special-use permittees are small and family-owned businesses with deep ties to the land.

45 Strategic Strategies using this insight to maximize benefts and reduce Goal 6 risks to rural economies. For example, the agency Improve Customer Experience: Complex and is working with many winter recreation-dependent potentially competing demands on the land communities to enable year-round recreation- require USDA to work collaboratively and related income to mitigate risks from being reliant practice shared stewardship to sustain the on one season. Helping skiing communities add benefts that people receive from these natural low-snow and off-season recreation opportunities, areas—maintaining local cultures and traditions, like zip lines, mountain bike terrain parks and connecting people to the land, and contributing trails, disc golf courses, and rope courses, provide to quality of life. The agency maintains strong more ways for an increasingly urbanized and community relationships and works to improve demographically diverse population to connect the customer experience on national forests and with nature and help the communities become grasslands. more economically resilient.

Streamline Permitting Process: As the public’s Streamline Environmental Analysis and Decision- recreation preferences change, USDA adapts Making Processes: USDA is working to streamline to provide high-quality recreation access. its environmental analysis and decision-making USDA is streamlining the recreation special- processes. This will help the agency upgrade use permitting process to improve accessibility staff capacity toward improving the condition of and customer service, including piloting an forests and rangelands, reduce the time to process online permitting system to expedite permit minerals permits, and allow projects to proceed processing and expanding the suite of available more quickly. This work will also restore ecosystem recreation opportunities. This could encourage function, deliver dependable energy, and provide new businesses to support these outdoor activities, jobs and economic benefts for rural communities. which could drive rural economic growth. The Agency is also identifying ways to improve and modernize our policies, practices, and tools Increase Recreational Opportunities: Studies have that produce forest products to more effectively shown that rural counties near Federal land fare address forest health conditions, create sustainable better on several key measures of economic growth landscapes, and increase the amount of forest than counties far from Federal land, and USDA is products coming from National Forests.

46 Outcome Objective 6.2: Strategic Goal 6 More people will visit National Forest lands as Ensure Lands and Watersheds Are customer service and facilities improve, increasing Sustainable, Healthy, and Productive our economic contribution to rural communities.

USDA manages about 20 percent of the Nation’s Evidence Building forests and nearly 10 percent of the Nation’s Robust socio-economic research helps the agency rangelands. These forests and grasslands are understand the contribution of public lands to essential to the environmental, economic, community well-being and rural revitalization and social well-being of the country. However, and helps the agency assess community needs and these lands are suffering increasingly adverse expectations. There are three key research areas. impacts from severe wildfres, insects and First, USDA research explores traditional and disease infestations, human infuences, and emerging economic opportunities on National extreme weather events, leaving them unable to Forests and grasslands that may reinvigorate provide critical natural resources and recreation local communities while ensuring environmental opportunities for the public. The Forest Service’s sustainability. USDA also examines barriers to ongoing objective is to improve forest and accessing economic opportunities, and methods grassland conditions to make them healthier and for facilitating participation. more resilient to extreme events, be responsive to public needs, and ensure that lands and watersheds Second, research can help the agency understand are sustainable, healthy, and productive so current how to create, sustain, and monitor effective and future generations can continue to use and collaborative processes and partnerships that enjoy these lands. engage local community members in planning and management efforts. Building rural community Strategies capacity to access and participate in these processes, and shape their future, is central to Increase Partnerships: The Forest Service is developing partnerships that support proftability pursuing several strategies to restore forests and of resource-based livelihoods and environmental grasslands in the most effcient and effective sustainability. way. First, USDA is emphasizing landscape-scale restoration objectives that achieve multiple The third stream of research focuses on developing restoration goals at once – restoring watersheds, meaningful ways to measure public benefts. improving wildlife habitat, and combating Locally signifcant indicators identify and capture invasive insects and disease while reducing wildfre the social and economic outcomes of management risk and providing a steady supply of timber to the decisions, and help the agency understand American economy. Second, the Forest Service is the impacts of our engagement efforts. These relying on lessons learned from collaborative pilot indicators also help calculate the return on public efforts and working with partners across disciplines funds invested in research for better management and boundaries. Collaborating with partners to and partnerships. Ongoing monitoring of address the large-scale landscape restoration needs recreational visitor use analyzes public satisfaction allows the Forest Service to focus on high-priority with recreation resources and helps the agency work, address unexpected challenges, conduct assess visitor contributions to local economies. larger projects, leverage resources, reduce litigation risk, and enter into multi-year contracts.

47 Strategic Modernize Policies and Practices: The Forest USDA protects water quality; reduces the adverse Goal 6 Service is also streamlining environmental review impacts from insects, diseases, and wildfres; and decision-making processes to be more effective and increases USDA’s capacity to sustain rural and effcient, allowing the agency to upgrade staff communities. Long-term conservation enhances capacity toward improving the condition of forests the natural functions of the land and helps and rangelands. The Agency is also identifying maintain healthy, resilient, and productive forests ways to improve and modernize our policies, and grasslands for future generations. practices, and tools, such as using the following expanded authorities from the 2014 Farm Bill to increase fexibility, get work done effciently and Evidence Building effectively, reduce risk, and promote enduring USDA prioritizes restoring the areas of greatest relationships with Federal, State, local, tribal, and concern as it works to improve the resilience of private-sector partners: all forests and grasslands amidst ongoing stresses and disturbances. To support their decisions, land (1) Good Neighbor Authority, which allows the managers use the best available science to show agency to enter into agreements with States how forests provide clean, secure water supplies, to restore watersheds and manage forests on and how environmental disturbances and climate Federal and non-Federal lands; infuence water resources. USDA also evaluates (2) Stewardship contracting, which helps the “best management practices” to determine their Forest Service achieve the objective while effectiveness in reducing impacts to water quality promoting closer public-private working while threat assessment centers monitor the relationships by using the value of timber outbreaks and spread of insects and disease. or other forest products to offset the cost of restoration activities; USDA has multiple strategies and decision tools to characterize current ecological conditions, (3) Designation by prescription, where USDA monitor ecological trends over time, evaluate designates trees for removal by describing the the effectiveness of restoration efforts, and desired end result of the treatment and allows measure success amidst changing environmental the contractor to select the trees to be cut or conditions. These tools help land managers left, saving the agency the time and labor of incorporate climate science into real world marking trees for a timber sale; and, natural resource management and conservation (4) Streamlined environmental review projects and address the ecological, social, and procedures for treatments mitigating risk economic demands on the landscape. Successes in designated insect and disease infestation include the Adaptation Workbook; Watershed areas. Condition Framework; USDA Climate Hubs; Threat Assessment Centers; and the Joint Outcome Chiefs’ Landscape Restoration Partnership. In addition, the agency researches how international The Forest Service’s ecological restoration competition, global economic development, and projects will improve the condition of forests changing economic and societal values defne and grasslands and support the growth and and impact emerging technologies, products and development of healthy ecosystems and vibrant, markets, and the goods and ecological services resilient communities. By focusing restoration forests provide. efforts on maintaining functional ecosystems,

48 Objective 6.3: Strategies Strategic Goal 6 Increase Collaboration: The National Cohesive Mitigate Wildfre Risk Wildland Fire Management Strategy guides collaborative wildfre management among As the premier frefghting organization in the stakeholders and across landscapes, working country, the Forest Service is uniquely qualifed together towards common goals. This long- to mitigate wildfre risk. Wildfres can threaten term strategy, developed and implemented public safety, destroy property, and damage natural in partnership with Federal, State, and local resources, especially in the vulnerable wildland- governments, has three main components: (1) urban interface where developed lands mix restoring fre-adapted ecosystems; (2) helping with fre-prone forests. Wildfres often cross the communities become safer when threatened boundaries of Federal, State, local, and private by wildfre; and (3) responding appropriately lands. The risk of uncharacteristically severe to wildfre. The agency promotes the Cohesive wildfres rises when fuels like dense vegetation Strategy as a national priority, and continues broad and dead trees accumulate in forests and coincide educational and awareness efforts targeted towards with drought conditions. The agency’s priority is communities, potential partners, and internal and to proactively reduce risk of uncharacteristically external fre personnel. severe wildfre. When a wildfre response is necessary to protect life, property, or forest health, USDA, in collaboration with multiple partners, the agency works with partners to control fres in will continue ongoing reduction of the risk a safe, effcient, cost-effective, and coordinated of catastrophic wildfres in priority areas near manner. communities, often through hazardous fuels reduction, which is an effective way to protect Wildfres often play a natural and benefcial role community values, restore forest and grassland in ecosystems and can help the agency maintain health, improve frefghter and public safety, and healthy forests and grasslands. Applying the negate the need for costly fre response operations. best available science and land management USDA also strives to educate people on ways techniques, the agency works closely with to reduce the incidence of human-caused fres landowners and partners to assess the various risks through programs like Firewise. and means to restore the natural role of fre in sustaining a healthy forest ecosystem. The agency uses the latest technologies to decide whether to suppress a wildfre or use the fre to achieve long-term objectives for ecosystem health and resilience. The agency also provides education to reduce the incidence of human-caused wildfre and assists at-risk communities in adapting to and minimizing wildfre hazards.

49 Strategic Strengthen Initial Wildfre Response: Effective, Agency researchers coordinate their efforts with Goal 6 timely, and safe initial response to wildfre landowners and managers to be more responsive threatening priority areas near communities to stakeholder needs. For example, in the Pacifc protects human lives. By working with States Northwest, the transmission of fre from National to increase local capacity for the prevention Forests to the wildland-urban interface is a and suppression of wildfres, the Forest Service common problem. Mapping risk transmission strengthens the Nation’s capacity to respond uncovered conficts and opportunities that led to because the frst responders on almost 75 percent improved Federal policies regarding restoration, of wildfres nationwide are local fre departments resilience, and wildfre protection opportunities. or State agencies. The Forest Service commits responders where and when they can be successful Forecasting risks from wildfres is critical to and under conditions where property can be the success of reducing wildfre impacts. The protected with minimal exposure. State and Prescribed Fire Combustion and Atmospheric local frefghters also provide critical capacity on Dynamics Research Experiment (RxCADRE) Incident Management Teams that respond to fres models predictions of fre and smoke behavior on Federal lands, including National Forests. to support decision-making to fght wildfres and to reduce the air quality impacts of prescribed burns. Researchers have developed short-term Outcome assessments of wildfre risk, ranging from next-day The agency defnes success as healthy and fre danger ratings to 28-day wildfre potential resilient forests and communities that are risks. A new model, Fire and Smoke Model prepared for wildfre and that minimize exposure Evaluation Experiment, will augment RxCADRE, to our frefghters and frst responders while still focusing on additional parameters at larger spatial protecting important values. USDA will work and temporal scales. with partners to respond to wildfres in ways that protect human life, property, and prosperity. The The Forest Service continues to develop tools agency will control fres in a coordinated manner and models for longer term forecasting of wildfre that is safe, effcient, and cost effective, resulting risk that help in decision-making and evaluating in healthy, resilient forests and grasslands while how decisions are made. USDA is developing bolstering thriving communities. mid-term (months to a year) forecasts that may inform strategic planning of large prescribed fre Evidence Building events and prioritization of wildfre-suppression resources. The agency has also developed a wildfre USDA develops and uses tools and assessments Risk Index based on the probability and intensity that help reduce risks to communities, the land, of wildfre, and the exposure and susceptibility of and most importantly, human life and safety. highly valued resources and assets. The Risk Index USDA works to understand how complex patterns will track changes in risk over time and will be of landscape ownership infuence risk, how used at a national scale to help monitor outcomes communities organize around adoption of Firewise related to mitigating wildfre risk. Application home and community fre prevention principles, of these tools before, during, and after the fre and how to collaboratively plan forest restoration season will increase preparedness, reduce hazards, strategies that are more implementable and cost- improve sustainability, and promote partnerships effective. with the public and other land-managing entities.

50 Human Capital Management skilled workforce of timber sale administrators, Strategic fre planning specialists, fre management offcers, Goal 6 The Forest Service will position itself to ensure forestry technicians, rangeland management the productive and sustainable use of our National specialists, natural resource specialists, foresters, Forest System lands by using quantitative and ecologists, and recreation specialists, among qualitative analysis to support and develop its others. Externally, engaging with State and local workforce. Workforce demographics, hiring partners provides opportunities for recruitment of trends, attrition, and retirement infuence human new talent and allows us to share our knowledge capital strategies and actions. Streamlined human and expertise. Revamping and strengthening our resource process-improvement strategies will educational programs will help increase interest in enable USDA to fll mission-critical positions. mission-critical career felds. USDA recognizes the need for a trained and

Key Performance Measures Baseline FY 2018 FY 2022 Data Target Target FY 2017 Percent of customers satisfed with recreation facilities, 95% 95% 95% services, and settings on National Forests Timber volume sold (Billion Board feet) 2.9 3.4 5.0 Percent of National Forest Systems (NFS) watersheds in a 53% 53% 53% functioning condition Annual acreage of NFS lands where fnal treatment 741,765 1,100,000 1,300,000 effectively mitigates wildfre risk Annual acreage treated to reduce or maintain fuel 2,776,486 3,000,000 3,400,000 conditions on NFS and non-Federal lands

51 52 Strategic Strategic Goal 7: Goal 7 Provide All Americans Access to a Safe, Nutritious, and Secure Food Supply

SDA has critical roles in preventing Objective 7.1: Ufoodborne illness and protecting public health while also ensuring Americans Prevent Foodborne Illness and Protect have access to food, a healthful diet, and Public Health nutrition education in a manner that supports American agriculture and inspires USDA’s Food Safety and Inspection Service is public confdence. The Department will committed to protecting public health by ensuring the safety of the Nation’s commercial supply take a number of actions to achieve this of meat, poultry, and processed egg products. goal. First, to ensure the food supply is safe Thousands of inspectors across the United States the Department will continue to prevent work to achieve this mission every day by carrying contamination and limit foodborne illness out tasks to verify industry compliance with by expanding its modernization of food applicable U.S. food safety regulations. As of inspection systems, and USDA’s research, the end of fscal year 2017, USDA ensured food education, and extension programs will safety requirements were met in establishments that slaughtered or processed 155 million head of continue to provide information, tools, livestock and 9.45 billion poultry carcasses, as well and technologies about the causes of as 3.1 billion pounds of processed egg products. foodborne illness and its prevention. USDA’s regulatory oversight and enforcement Second, USDA will continue to develop extends to both imported and domestically partnerships that support best practices in produced food products and assures consistent implementing effective programs to ensure application of regulations and statutes. To verify that eligible populations have access to compliance with U.S. regulatory requirements prior to distribution in commerce, USDA also programs that support their food needs. re-inspected more than 300,000 lots representing This includes research on nutritional 4.1 billion pounds of imported meat and poultry quality of American’s food and diets, as products and 22.5 million pounds of imported well continuing to discover the drivers of processed egg products. poor diets and nutritional choices. Lastly, USDA will collaborate with partners The U.S. food safety system is one of the most and stakeholders on strategies to reduce reliable and well documented in the world, and USDA continues to invest in modernizing foodborne illness and childhood obesity and its approaches to inspection so ultimately to improve diets. USDA ensures agriculture fewer people in the United States become ill production incorporates the best available from foodborne pathogens such as Salmonella, science into its modernization efforts to Campylobacter, Escherichia coli, and Listeria produce food that is safer, more nutritious, monocytogenes. To further efforts to prevent and secure. contamination and limit illness from the

53 Strategic 250,000 food products that USDA regulates, the USDA proactively conducts investigation Goal 7 Department will expand its modernization of and compliance activities at in-commerce food inspection systems, which was initiated with facilities, including warehouses, distributors, the new poultry inspection system, to include food transporters, and retail delicatessens. other product categories, such as market hogs and When illnesses associated with USDA-regulated processed eggs, as the food industry landscape products do occur, these investigations work to evolves. USDA’s diverse workforce dedicated to limit the impact of any outbreaks and reduce food safety continues to use data-driven, science- the number of people who may be exposed to a based approaches to target and tighten food safety contaminated product. USDA will continue to requirements for establishments, where necessary, rely on and improve its strategic and operational to enhance consumer and partner engagement and partnering and communication with Federal, foster innovation. State, local, and industry partners to quickly and accurately identify the contaminated products, the source establishment from which the product Strategies was produced, and if possible, the contributing Prevent Contamination: A core mission of USDA causes of the outbreak to prevent recurrence of is preventing illnesses attributed to the foods a similar event in the future. In coordination produced in the approximately 6,400 domestic with our Federal and State partners, USDA meat, poultry, and egg products establishments works continuously to respond to outbreaks more that USDA regulates. USDA continues to drive effectively and effciently. USDA also engages greater industry compliance to keep food safe in public education and outreach to ensure and reduce the risk of contaminated food from awareness of recalls and to increase safe food- reaching consumers. For example, USDA is handling practices by providing targeted and using updated methods to assess how domestic general information through a broad range of establishments are implementing their food safety communications channels, including with Federal programs and maintaining process control that partners, to educate consumers and to share best facilitates the identifcation and mitigation of practices with industry. potential hazards before food is sold and consumed by the public. USDA is using pathogen-reduction Modernizing Scientifc Techniques and performance standards for Salmonella and Inspection Procedures: USDA will continue to Campylobacter to drive down the occurrence of focus on how to best use and adapt innovative these pathogens across the food product processing scientifc techniques, and modernize inspection cycle, and it is expanding its sampling programs practices and methods to protect public health. to cover more products and to test samples for a For example, USDA is increasingly employing broader spectrum of microbiological and chemical Whole Genome Sequencing (WGS), which residues. To reduce the risk of intentional or characterizes bacterial genomes with greater non-intentional adulteration of food products, precision and granularity than previous methods. USDA is also continuing to promote and assess This will aid USDA agencies and their partners the adoption and implementation of food defense in outbreak response, trace back,6 and studying practices and preparedness at establishments. the environmental harborage and movement All of these key strategy components can help of pathogens—and facilitate an in-depth infuence establishments to decrease the presence understanding of harmful traits, such as bacterial of hazards in food and further improve their food safety systems and programs. 6 “Trace back” is a method used to determine the source and scope of the product/processes associated with the outbreak and Limit Illness From Regulated Products: In addition document the distribution and production chain of the product to the daily work of its food safety inspectors, that has been implicated in a foodborne illness or outbreak.

54 virulence and antimicrobial resistance, to aid in performance. These are among the most central Strategic making inspection decisions and driving future indicators for ensuring contaminated product Goal 7 policy development. Over the next 5 years, USDA does not enter commerce, leading to fewer people also aims to deploy tools for inspectors and to getting sick from USDA-regulated products. update its inspection analysis and reporting to more quickly alert inspectors and the industry of trends of noncompliance or loss of process Evidence Building control. These steps will further reduce the risk of USDA engages in a range of analytic and contaminated product leaving establishments and evaluation activities to support operational entering into commerce. effectiveness, rulemaking, performance measurement, and agency decision-making on Enhancing Access to Food Safety Data and food safety. USDA will continue to explore Information: Over the past decade, the methods for identifying higher risk establishments Department has increasingly relied on science, and products that may require greater attention data, and risk analysis to develop well-supported and resources, including using the Public Health and implementable food safety regulations, Regulations approach that USDA recently policies, and procedures. USDA is accomplishing implemented to prioritize Public Health Risk this, in part, by increasing the amount of data Evaluations and Food Safety Assessments. USDA collected and analyzed and by developing new will also conduct risk assessments and economic reporting and analytical tools for analysts to impact assessments to support FSIS’s regulatory disseminate timely and actionable information agenda and rule-making process. to food inspectors and establishment personnel so they can mitigate risks and issues that arise. The Department will also continue to conduct Similarly, to help ensure that the right information numerous analyses to assess the effectiveness of gets in the right hands at the right time to inform FSIS notices and directives, monitor for adverse day-to-day inspection decisions through to trends in agency inspection and sampling data, headquarters decision-making, USDA is making inform agency decision-making, and to evaluate improvements to increase and improve data and outcomes of those decisions. Similarly, USDA information fow across the food safety enterprise. continues to identify areas where conducting As the volume and quality of available data internal evaluations would be useful to program increases, USDA will increasingly use advanced and process effcacy. USDA partner agencies will analytics and tools to provide more targeted, real- also continue to collaborate on crosscutting and time information for use in both operational and specifc planning and analysis projects together, as policymaking activities, in a manner that is easier well as with other Federal partners, such as with to access, understand, monitor, and act on by the Centers for Disease Control and Prevention internal and external stakeholders. and the U.S. Food and Drug Administration on achieving the national food safety/public health goals of Healthy People 2020 and 2030. This also Outcomes includes collaborations such as the Interagency The Department uses several measures Food Safety Analytics Collaboration and with the that collectively work toward preventing National Institutes of Health National Center for contamination and foodborne illness from USDA- Biotechnology Information through the Whole regulated products. Key performance measures Genome Sequencing Workgroup to better inform to assess outcomes are adherence to pathogen- our understanding of foodborne illness, strengthen reduction performance standards, and responses our outbreak investigations, and many other to early warning alerts related to establishment activities.

55 to maximize effciencies and pursue opportunities Strategic Objective 7.2: Goal 7 to improve processes across the enterprise, Provide Access to Safe and Nutritious including technical assistance for our State and Food for Low-Income People While local partners. Supporting a Pathway to Self-Suffciency Strategies For more than 70 years – beginning with the Improve customer service in SNAP: States have original Food Stamp program in the 1930s – the struggled with the development, implementation, Nation has gradually built an array of nutrition and overall management of new eligibility systems, assistance programs designed to help ensure that leading to poor customer service and signifcant all Americans can meet their food needs. Taken administrative challenges. USDA will proactively together, these programs form a nationwide provide technical assistance to facilitate access to safety net supporting low-income families the program for eligible participants. and individuals in their efforts to escape food insecurity and hunger; achieve healthy, nutritious Increase Participation in SNAP Employment and diets; and improve the well-being of families. Training (E&T) Programs: In partnership with Currently, the programs administered by USDA’s State and local agencies and Federal, public, and Food and Nutrition Service (FNS) touch the lives private partners, E&T programs are designed to of one in four Americans over the course of a year. help able-bodied SNAP recipients fnd work or gain the skills, training, and experience that lead The Department is committed to making benefts to employment. USDA will continue to work accessible to those eligible to participate in the with State agencies to incorporate robust E&T nutrition assistance programs, including the components into SNAP State plans. In addition, Supplemental Nutrition Assistance Program USDA will disseminate best practices regarding (SNAP), the Child Nutrition Programs, and skills-based training components to State agencies. the Special Supplemental Nutrition Program for Women, Infants, and Children (WIC), among Provide Nutritious Food in the Food Distribution others. At the same time, our ultimate objective is Program on Indian Reservations (FDPIR) That for strong economic opportunity to make nutrition Better Aligns With Client Choice: USDA will assistance unnecessary for as many families as continue to develop relationships with current possible. We will focus on strategies that support approved vendors to provide traditional foods (i.e., and encourage work and self-suffciency, while foods that are most desired and will not negatively ensuring that in diffcult times, food is available to impact the nutrition profle of the food package) all people in need. to FDPIR participants. In addition, USDA will work with this community to identify additional This is a mission that no one agency can meet vendors and provide them with information independently. USDA continues to partner with on becoming approved to provide traditional State and local agencies and Federal, public, foods through the FDPIR. USDA will develop and private partners to support best practices in specifcations for traditional foods and will partner implementing effective programs and ensuring with the FDPIR workgroup to establish priorities eligible populations have access to programs that for procurement of traditional foods. support their food needs. Risks include limited State budgets and constraints in administering the Support the Service of Nutritious and Appealing major Federal nutrition programs and access to Meals to Children: The Federal Child Nutrition benefts and services in rural areas. We are poised Programs administered by the Department will to mitigate these risks through a concerted effort

56 continue to implement school meals, child and administer programs as effectively as possible Strategic adult care feeding, and summer meals programs to serve targeted populations. Success will be Goal 7 that are correlated with a long-term improvement measured in part by increases in the variety of in the nutritional content of American diets. healthful foods offered via nutrition assistance USDA will also continue to encourage the serving programs, participation rates among eligible of nutritious and appealing meals that encourage populations, as well the annual measure of the student participation in the meal programs by proportion of households with ready and reliable providing program operators with technical access to the food they need. assistance, sample menus, recipes, and partnering with regional or local farms to incorporate locally produced foods. USDA will also explore various Evidence Building options that support State and local fexibility in USDA uses a combination of administrative data menu planning. and evaluation research to examine program performance toward stated goals. The Food and Nutrition Service tracks SNAP application Outcome processing through administrative data and will All efforts by USDA seek to ensure that continue to do so to monitor States’ progress nutrition assistance programs positively impact toward improving customer service. Similarly, the communities they serve. The Department FDPIR food package and school meals data uses all available opportunities, including new collected administratively and through evaluation communication mechanisms, to serve customers research projects examine food package price, innovatively, offer fexibility to partners, and content, and alignment with nutrition standards.

57 Strategic Objective 7.3: There is a reporting risk that could threaten Goal 7 the achievement of this objective. We need Support and Encourage Healthy Dietary information from a variety of stakeholders on Choices Through Data-Driven, Flexible, current progress, needed support, and challenges to Customer-Focused Approaches inform decision making and to meet expectations. We are actively mitigating this risk through our technical assistance efforts and by involving a Science has established clear linkages between myriad of stakeholders in the decision-making and proper diet, adequate physical activity, children’s solution-development processes. ability to learn, and good health. Unfortunately, for too many in the United States, poor dietary habits and a lack of physical activity contribute Strategies to devastating health conditions, including Encourage and Support WIC Mothers To overweight and obesity. The Department is Breastfeed Their Infants by Strengthening committed to working collaboratively with Breastfeeding Policy and Program Activities: For other Federal agencies, State partners, and nearly all WIC families, breastfeeding can provide other interested stakeholders on a wide array positive health benefts for both mother and her of strategies to reduce childhood obesity and infant, as breastfeeding is linked to a lower risk improve diets. The Department is working to of numerous health problems for both. It also ensure that schools and child care providers may have a protective effect against pediatric have the resources and fexibility to serve top- overweight and obesity. Breast milk provides the quality, healthy, and appealing meals. Through best source of infant nutrition and helps infants WIC, USDA is encouraging and supporting get a healthy start in life. USDA will recognize participating mothers to breastfeed their infants and reward State achievements in promoting by strengthening breastfeeding policy and program breastfeeding through performance awards, expand activities. The Supplemental Nutrition Assistance the availability of peer-counseling in WIC clinics, Program (SNAP) is working with various partners and continue its core promotion and support to increase participants’ access to healthy food activities. choices. Work With Schools To Improve Meals: Eating The Food and Nutrition Service uses evidence- healthy meals, at home or at school, is linked to based nutrition guidance, based on the Dietary better educational performance and classroom Guidelines for Americans (DGA), and tools behavior and fewer visits to the school nurse. designed to give consumers the knowledge and The Department is working to improve access to motivation they need to choose a diet that and the meal quality of these programs. These supports a healthy future, including making such moves ensure that healthful and appealing food choices on a low income. USDA is also working is available to every student to support growth to improve access to healthful, locally produced and learning. USDA will work with schools to food, especially for nutrition-assistance clients. ensure fexibilities in menu planning so that Americans’ food choices are strongly infuenced by they can serve nutritious and appealing meals the choices most easily available to them. Limited and encourage student participation in the meal access to nutritious food and relatively easier programs. access to less nutritious food may be linked to poor diets. The Department is also working to increase opportunities for farmers and food entrepreneurs to retail their produce in low-access areas.

58 Ensure That SNAP Supports and Encourages Characteristics study provides biennial Strategic Healthy Choices: USDA will continue to support surveillance data on multiple WIC components, Goal 7 Food Insecurity Nutrition Incentive (FINI) grants including breastfeeding rates over time. The and other initiatives that incentivize clients to School Nutrition Dietary Assessment Study Series purchase fruits and vegetables. The Department provides data over time on the nutritional quality will also work with local and private partners to and operational aspects of school meal service. increase redemptions at farmers’ markets by SNAP The FINI evaluation will provide policy-relevant participants. information for decision-makers at USDA on the best use of incentives to support healthy eating in SNAP. Outcome USDA shapes programs and policies and develops knowledge resources to give every consumer the Human Capital Management tools, skills, and motivation he or she needs to USDA heavily relies on a diverse workforce choose a diet that supports a healthy future. The across the country with a broad range of skillsets Department further uses these tools to promote to accomplish the missions of its food safety and fruit and vegetable consumption and other nutrition assistance programs. An increasingly healthy eating behaviors through public-private vital part of our mission is to better equip partnerships and cutting-edge technologies. The employees with what they need to perform their Department is also working to improve access to jobs in an effcient and effective way. As such, healthful, locally produced food in underserved USDA is working toward improving information communities through a multifaceted strategy that technology (IT) systems to support its large feld focuses on food production, distribution, and both workforce. USDA is committed to ensuring traditional and non-traditional retail options. the workforce is successful through recruitment USDA measures success in a variety of ways and retention strategies for mission-critical to include increases in breastfeeding rates and positions; targeting separating veterans through redemptions rates at farmers’ markets. an apprenticeship program; and enhancing training and development approaches. USDA will continue to work collaboratively with State Evidence Building and local agencies as well as Federal partners USDA is committed to evidence-based decision- and organizations to accomplish its objectives. making. The Food and Nutrition Service Intra-agency partnership will allow for strategic engages in evaluation research, surveillance realignment of resources as appropriate to ensure studies to track indicators over time, and studies the Department is poised to advance outcomes on program operations to better understand associated with providing Americans with access how nutrition assistance programs operate to a safe, nutritious, and secure food supply. through our partnerships. The WIC Participant

59 Strategic Key Performance Measures Goal 7 Baseline FY 2018 FY 2022 Data Target Target FY 2017 Percentage of establishments that meet pathogen 75% 78% 85% reduction performance standards Percentage of establishments whose noncompliance rate 70% 71.4% 73.8% decreases 120 days after receiving early warning alert Percentage of American households with consistent, 87.30% 87.70% 88.10% dependable access to food (2015) Annual percentage of eligible children participating in the 58% 59% 59% National School Lunch Program (NSLP) Percentage of SNAP Employment & Training participants 33% 35% 40% engaged in education and skills-based training 7 (2016)

7 States have fexibility to provide a wide range of E&T services but the most common are typically job search and workfare. This indicator will measure an increase in the portion of all E&T participants engaged in more intensive skill-based training, such as vocational and occupational training or on-the-job training.

60 Additional copies of this Strategic Plan can be downloaded from USDA’s Web site at: www.usda.gov

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USDA is an equal opportunity provider, employer, and lender.

Issued May 2018