**HUMAN RESOURCES**

**of the**

**FARM and Foreign Agricultural SERvices**

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###### Table of Contents  {#table-of-contents .unnumbered}

1.  **Message from the Human Resources Director**

2.  **"Our Job Is People" -- Mission, Values and Vision**

3.  **The President's Management Agenda**

4.  **USDA's Mission, Strategic Goals and Objectives**

5.  **USDA Management Initiatives and Strategic Human Capital Plan**

6.  **The Missions and Strategic Goals of the Farm and Foreign
    Agricultural Services Mission Agencies (FSA, FAS, RMA) with HR
    Implications**

7.  **The supporting Strategic Goals and Strategies of FFAS Human
    Resources**

8.  **Agency Annual Performance Plans (Budget Performance), Program
    Performance Reports**

###### Appendix {#appendix .unnumbered}

A.  **Tools and Guides utilized in the development of the FFAS Human
    Capital Plan**

B.  **Human Resources Supporting Logic Model for the (FSA) Budget &
    Performance Management System**

C.  **USDA's Workforce Restructuring Plan (FY 2003 -- FY 2007) and
    COMPLETED supporting FFAS Initiatives**

## Message from the Human Resources Director

"Our Job Is People". This is the key driver behind the Farm and Foreign
Agricultural Services' (FFAS) Human Capital Plan (HC Plan). The HR Teams
in Washington and Kansas City are dedicated and determined to "help FFAS
attract, motivate, develop, retain and reward its most valuable
resource - employees."

Our HC Plan incorporates the missions and goals of the USDA and those of
the Farm and Foreign Agricultural Services' mission areas, the Farm
Service Agency (FSA), the Risk Management Agency (RMA) and the Foreign
Agricultural Service (FAS). Our HC Plan also embraces the
Government-wide Initiatives articulated in the President's Management
Agenda, especially the Strategic Management of Human Capital initiative.

> Over the next five years, HR will continue to become increasingly
> involved with its customers, stakeholders and employees. We will be
> increasingly recognized as a valuable business partner to our
> clientele. In the Human Resources services role, we will implement new
> or improved programs and processes to ensure timely, efficient and
> state-of-the-art systems and services. We will ensure applicable
> policies, procedures and practices support the effective and efficient
> accomplishment of the Agencies' mission; or we will change them.
>
> In our Business Partner and Consultative role, we will provide the
> critical support and information essential to help our managers and
> employees make better and faster decisions; decisions that deal with
> the present and decisions that guide us into the future; decisions
> that ensure we accomplish the continual challenges of the mission
> areas.
>
> This HC Plan aligns itself with the Human Capital Management criteria
> of OPM's Human Capital Standards, OMB's Standards for Success and
> GAO's Model for Strategic Human Capital Management. As these documents
> strive for short and long-term results, so does FFAS Human Resources.
> The Strategic Goals and Objectives in the HC Plan are long reaching
> and resilient; yet, they provide the necessary vision to establish
> specific annualized results-driven plans, initiatives or projects.
> They will support the Agencies' missions, strategic plans and annual
> performance plans by supporting workforce planning and deployment, by
> improving the acquisition and utilization of talent, by sustaining a
> learning environment and leadership continuity and improving the
> results-driven culture.
>
> The HC Plan document is designed to be a working document, as well as
> a resource document for ready-access to vital statistics and
> information. It captures where HR has been and where it is going. It
> acts like a guide through the next five years and is entirely focused
> on effective and strategic Human Capital Management. Remember, "Our
> Job Is People."
>
> ***Patricia A. Farmer***
>
> Director, Human Resources

## "Our Job Is People" -- Mission, Values and Vision

## The mission of Human Resources of the Farm and Foreign Agricultural Services is quite succinct, "[OUR JOB IS PEOPLE. We help FFAS attract, motivate, develop, retain and reward its most valuable resource -- employees]{.underline}." We actively support the agencies in the mission area that are determined to ensure the well being of U.S. agriculture through delivery of commodity, credit, conservation, insurance, and export programs. {#the-mission-of-human-resources-of-the-farm-and-foreign-agricultural-services-is-quite-succinct-our-job-is-people.-we-help-ffas-attract-motivate-develop-retain-and-reward-its-most-valuable-resource-employees.-we-actively-support-the-agencies-in-the-mission-area-that-are-determined-to-ensure-the-well-being-of-u.s.-agriculture-through-delivery-of-commodity-credit-conservation-insurance-and-export-programs. .unnumbered}

> Located in Washington, D.C., the Human Resources Division (HRD)
> provides human resources services to FSA, FAS and RMA in the nation's
> capital and partners with the Kansas City Personnel Department who
> provide HR services to the State and Field offices. Both areas provide
> HR services and consultation for over 17,000 federal and state
> employees in 50 states and over 80 countries. These services include:

-   Foreign and Domestic Staffing and Operations

-   Training & Development

-   Performance Management, Benefits & Awards

-   Employee and Labor relations

-   Special Projects, Planning and Coordination

> The main web site for the Human Resources Division in Washington, D.C.
> is:
>
> [FFAS Human Resources - Washington
> DC](http://dc.ffasintranet.usda.gov/hrd/default.htm)
>
> Human Resources in Kansas City (KC HRD) provides services for federal
> and state employees located in FSA offices throughout the 50 States
> and Puerto Rico, including the Aerial Photography Field Office (APFO)
> employees in Salt Lake City, UT. KC HRD also provides HR services for
> FSA and RMA employees located in Kansas City and St. Louis, MO. The KC
> HRD web site is:

[FFAS Human Resources - Kansas
City](http://intranet.fsa.usda.gov/kcao/pdweb/Default.asp)

##  {#section .unnumbered}

## The Farm & Foreign Agricultural Services' Human Resources Mission, Values and Vision acts to establish the parameters upon which Human Resources provides value to the agencies it serves. The HR Team-developed Mission, Values and Vision pictorial follows on the next page:  {#the-farm-foreign-agricultural-services-human-resources-mission-values-and-vision-acts-to-establish-the-parameters-upon-which-human-resources-provides-value-to-the-agencies-it-serves.-the-hr-team-developed-mission-values-and-vision-pictorial-follows-on-the-next-page .unnumbered}

##  {#section-1 .unnumbered}

## Human Resources Mission, Values and Vision {#human-resources-mission-values-and-vision .unnumbered}

> ![](media/image9.png){width="6.075in" height="4.960416666666666in"}

## The President's Management Agenda

> **A.** [The President\'s Management
> Agenda](http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf) of FY
> 2002 has three visions for government reform. They are:

-   Citizen-centered, not bureaucracy-centered;

-   Results-oriented;

-   Market-based, actively promoting rather than stifling innovation
    through competition.

B.  It also defines five government-wide goals or initiatives that set
    these visions into motion and defines the framework in which FFAS
    accomplishes its dominant missions. These initiatives directly
    influence the way Human Resources aligns itself to support the FFAS
    organization and its Agencies.

The Government-wide initiatives in the President's Management Agenda
are:

1.  Strategic Management of Human Capital

2.  Competitive Sourcing

3.  Improved Financial Performance

4.  Expanded Electronic Government

5.  Budget and Performance Integration

> In February of 2004, a sixth initiative was implemented:
>
> 6\. Federal Real Property Asset Management

C.  [OMB\'s Standards For
    Success](http://www.results.gov/agenda/standards.pdf) has been
    developed by the Office of Management & Budgets (OMB) to guide
    agencies in meeting these initiatives. A quarterly Executive Branch
    Management Scorecard tracks how well the departments and major
    agencies are executing the five government-wide management
    initiatives. FFAS Human Resources actively addresses the Strategic
    Management of Human Capital standard articulated in the Standard for
    Success to ensure Human Capital investments, activities and
    resources directly support agency accomplishment of organizational
    goals.

D.  

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D.  [OPM\'s Human Capital
    Standards](http://apps.opm.gov/HumanCapital/standards/index.cfm)
    focus leadership's attention to one of the government's core assets
    -- people. Only through skilled and dedicated employees, can the
    various missions of the government's branches meet the needs of the
    nation. FFAS Human Resources thoroughly applies the Office of
    Personnel Management (OPM) standards to ensure its short and
    long-term strategies and Human Capital Management Annual Performance
    Plans support agency accomplishment of organizational goals.

E.  Another vital source of credible information related to effective
    Human Capital Management and utilized by FFAS are the various and
    timely reports or testimonies produced by the [General Accounting
    Office](http://www.gao.gov/) regarding Human Capital and the
    Performance and Accountability Series and High Risk Updates.

## 4. USDA's Mission, Strategic Goals and Objectives {#usdas-mission-strategic-goals-and-objectives .unnumbered}

> [USDA STRATEGIC PLAN FY 2002 -
> 2007](http://www.usda.gov/ocfo/usdasp/pdf/sp2002.pdf)
>
> **USDA Mission:** We provide leadership on food, agriculture, natural
> resources, and related issues based on sound public policy, the best
> available science, and efficient management.
>
> **STRATEGIC GOAL 1: ENHANCE ECONOMIC OPPORTUNITIES FOR AGRICULTURAL
> PRODUCERS**

-   Objective 1.1: Expand International Marketing Opportunities

-   Objective 1.2: Support International Economic Development and Trade
    Capacity Building

-   Objective 1.3: Expand Alternative Markets for Agricultural Products
    and Activities

-   Objective 1.4: Provide Risk Management and Financial Tools to
    Farmers and Ranchers

> **STRATEGIC GOAL 2: SUPPORT INCREASED ECONOMIC OPPORTUNITIES AND
> IMPROVED QUALITY OF LIFE IN RURAL AMERICA**

-   Objective 2.1: Expand Economic Opportunities Through USDA Financing
    of

-   Businesses

-   Objective 2.2: Improve the Quality of Life Through USDA Financing of
    Quality Housing, Modern Utilities, and Needed Community Facilities

> **STRATEGIC GOAL 3: ENHANCE PROTECTION AND SAFETY OF THE NATION\'S
> AGRICULTURE AND FOOD SUPPLY**

-   Objective 3.1: Reduce the Incidence of Foodborne Illnesses Related
    to Meat, Poultry, and Egg Products in the U.S.

-   Objective 3.2: Reduce the Number and Severity of Agricultural Pest
    and Disease Outbreaks

> **STRATEGIC GOAL 4: IMPROVE THE NATION'S NUTRITION AND HEALTH**

-   Objective 4.1: Improve Access to Nutritious Food

-   Objective 4.2: Promote Healthier Eating Habits and Lifestyles

-   Objective 4.3: Improve Food Program Management and Customer Service

> **STRATEGIC GOAL 5: PROTECT AND ENHANCE THE NATION'S NATURAL RESOURCE
> BASE AND ENVIRONMENT**

-   Objective 5.1: Implement the President's Healthy Forest Initiative
    and Other

> Actions to Improve Management of Public Lands

-   Objective 5.2: Improve Management of Private Lands

## 5. USDA Management Annual Performance Plans and Strategic Human Capital Plan  {#usda-management-annual-performance-plans-and-strategic-human-capital-plan .unnumbered}

> We are working to strengthen USDA's management through vigorous
> execution of the President's Management Agenda (PMA). Better
> management will result in more efficient program operations that offer
> improved customer service and more effective stewardship of taxpayer
> funds. We expect to:

-   Ensure an efficient, high-performing, diverse, competitively sourced
    workforce, aligned with mission priorities and working cooperatively
    with USDA partners and the private sector.

-   Enhance internal controls, data integrity, management information,
    and program and policy improvements as reflected by an unqualified
    audit opinion and a reduction of erroneous payments by USDA
    programs.

-   Implement business processes and information technology needed to
    make our services available electronically.

-   Link budget decisions and program priorities more closely with
    program performance, and recognize the full cost of programs.

Detailed plans are available for each of the PMAs. Here is a brief
summary of USDA Human Capital Plans:

> **Improve Human Capital Management**
>
> The President has identified strategic management of human capital as
> a means to making government more citizen-centered and creating a
> high-performing workforce. We will manage our human capital according
> to a comprehensive plan that includes implementing Annual Performance
> Plans both within the agencies and from a corporate perspective**.**
> Our Human Capital Plan focuses on strategic workforce planning and
> maximizing employee performance. Because automation and process
> efficiency play a large role in achieving optimal performance of our
> employees, support systems for human resources, procurement, property
> management, and finance are critical for us to achieve our performance
> targets. Other human capital challenges include meeting the demand for
> cutting edge research talent, ensuring a responsive and effective
> workforce with technology, customer service and business skills, and
> supporting a broader scope of program responsibilities with the same
> or fewer staff.
>
> In managing our human capital and in delivering our services to
> customers, USDA will continue to focus on ensuring civil rights and
> equal employment opportunity for everyone, regardless of race, color,
> national origin, gender, religion, age, sexual orientation,
> disability, marital or familial status, or any other factor. We are
> committed to continuous civil rights progress in the workplace, in
> program delivery, and in processing complaints in a timely and
> efficient manner.

USDA plans include:

-   Linking human capital plans with business plans, and integrating the
    human capital impacts of Presidential initiatives such as
    competitive sourcing and e-Government.

-   Using workforce planning and flexible tools to recruit, retain, and
    reward employees while developing a high-performing and accountable
    workforce.

-   Ensuring employment opportunities for all members of the workforce,
    while implementing programs targeted at 1) critical occupations with
    projected skill gaps, and 2) underrepresented groups.

-   Increasing the use of competitive sourcing.

-   Ensuring timely resolution of program and employment civil rights
    complaints.

> **USDA Strategic Human Capital Plan**

**Goal 1. Strategic Workforce Planning and Alignment**

> USDA regularly assesses its current and future workforce requirements
> as a basis for human capital planning to assure strategic alignment
> with the USDA's mission.

##### Goal 2. Learning and Leadership Development {#goal-2.-learning-and-leadership-development .unnumbered}

##### USDA is committed to continual learning, knowledge transfer, and professional development to enhance the capabilities of our workforce. {#usda-is-committed-to-continual-learning-knowledge-transfer-and-professional-development-to-enhance-the-capabilities-of-our-workforce. .unnumbered}

**Goal 3. Recruitment and Retention**

USDA recruits, acquires, and retains a highly skilled, diverse workforce
with the competencies needed to achieve its mission.

##### Goal 4. Performance Culture {#goal-4.-performance-culture .unnumbered}

USDA has a culture that is results-oriented, motivates employees to
perform, and values diversity.

6\. The Missions and Strategic Goals of the Farm and Foreign
Agricultural Services Mission Agencies (FSA, FAS, RMA)

> **[Farm Service Agency]{.underline} -** [FSA STRATEGIC PLAN (update in
> progress)](http://www.fsa.usda.gov/pas/stratplans/fsastrat.pdf)
>
> **Mission:** To equitably serve all farmers, ranchers, and
> agricultural partners through the delivery of effective, efficient
> agricultural programs for all Americans.
>
> **Farm Service Agency Goal 1**: Promote Viable and Productive Farms
> and Ranches. (Supports USDA Strategic Goal 1: Enhance economic
> opportunities for agricultural producers.)

-   Strategy 1: Improve Access to Capital

-   Strategy 2: Mitigate Market Losses

-   Strategy 3: Mitigate Losses from Natural Disasters

-   Strategy 4: Expand Market Opportunities

> **Farm Service Agency Goal 2**: Promote Secure and Affordable Food and
> Fiber Supply (Supports USDA Strategic Goal 1: Enhance economic
> opportunities for agricultural producers.)

-   Strategy 1: Promote Domestic Agriculture

-   Strategy 2: Provide Adequate and Secure Storage Capacity that
    Maintains Quality

-   Strategy 3: Improve Purchase and Delivery of Food Aid

> **Farm Service Agency Goal 3**: Conserve Natural Resources and Enhance
> the Environment (Supports USDA Strategic Goal 5: Protect and enhance
> the nation's natural resource base and environment.)

-   Strategy 1: Improve Conservation Practices on Farms and Ranches

-   Strategy 2: Target Lands to Maximize Conservation Benefits

-   Strategy 3: Mitigate Adverse Impacts from Agricultural Production

> **Human Capital Performance Goals cited in FSA Strategic Plan:**

-   Reduce cycle time to fill vacancies (on BPMS Scorecard)

-   Reduce % of skills gaps in mission critical positions (on BPMS
    Scorecard)

> **[Foreign Agricultural Service]{.underline} -** [FAS STRATEGIC PLAN
> (update in progress)](http://www.fas.usda.gov/admin/asp0105.pdf)
>
> **Mission:** We serve U.S. agriculture's international interests by
> working to expand international market opportunities for U.S.
> agricultural, fish, and forest products, and supporting international
> economic development and trade capacity building.
>
> **STRATEGIC GOAL I:** EXPAND INTERNATIONAL MARKET OPPORTUNITIES FOR
> AGRICULTURAL, FISH, AND FOREST PRODUCTS (Supports USDA Strategic Goal
> 1: Enhance economic opportunities for agricultural producers.)

-   Objective 1.1: Expand foreign market access for U.S. exporters of
    agricultural, fish, and forest products.

-   Objective 1.2: Focus and expand foreign market development,
    promotion, and outreach activities to U.S. exporters and foreign
    buyers.

-   Objective 1.3: Maintain foreign market intelligence services for
    U.S. agricultural interests.

-   Objective 1.4: Focus financial assistance programs to meet evolving
    foreign market development needs.

> **STRATEGIC GOAL II:** SUPPORT INTERNATIONAL ECONOMIC DEVELOPMENT AND
> TRADE CAPACITY BUILDING

-   Objective 2.1: Organize and facilitate long-term market
    infrastructure development activities and projects that support
    economic development and trade capacity building.

-   Objective 2.2: Administer foreign food aid and other assistance
    programs to meet international food security challenges and U.S.
    Government commitments.

> **STRATEGIC GOAL III:** IMPLEMENT PRESIDENT'S MANAGEMENT AGENDA

-   Objective 3.1: Ensure the development and implementation of human
    capital management in FAS.

-   Objective 3.2: Improve financial management.

-   Objective 3.3: Expand Electronic Government.

-   Objective 3.4: Establish budget and performance integration

> **Human Capital Performance Goals cited in FAS Strategic Plan:**

-   Decrease number of critical occupations with significant skills gaps

-   Meet workforce diversity goals

> **[Risk Management Agency]{.underline} -** [RMA STRATEGIC PLAN (update
> in
> progress)](http://www.rma.usda.gov/aboutrma/what/00-05_StratPlan.pdf)
>
> **Mission:** Promote, support, and regulate sound risk management
> solutions to strengthen and preserve the economic stability of
> American agricultural producers. (Supports USDA Strategic Goal 1:
> Enhance economic opportunities for agricultural producers.)
>
> **RMA STRATEGIC GOAL**: Preserve and strengthen the economic stability
> of America's agricultural producers by promoting and supporting the
> use of sound risk management tools among farmers and ranchers.

-   Objective One: Increase the availability and effectiveness of risk
    management solutions.

-   Objective Two: Improve and protect the soundness, safety,
    efficiency, and effectiveness of the risk management delivery
    system.

-   Objective Three: Ensure that customers and stakeholders have
    knowledge and awareness of risk management tools and products to
    help strengthen the economic viability of farm and ranch production
    systems.

-   Objective Four: Ensure effective oversight of the crop insurance
    industry and enhance deterrence and prosecution of fraud, waste, and
    abuse.

-   Objective Five: Develop, acquire, and align activities, resources,
    and skills to efficiently achieve vision, mission, and strategic
    objectives.

> **Human Capital Performance Goals cited in RMA Strategic Plan:**

-   Reduce Mission Critical Occupations with skill gaps

-   Increase the number of capable/leadership competency-trained SES
    employees

-   Increase the percentage of SES, managers, and workforce with
    performance appraisal plans that link to the Agency mission, goal,
    and outcomes

7\. The supporting Strategic Goals and Strategies of FFAS Human
Resources

> **Mission:** Our job is people. We help FFAS attract, motivate,
> develop, retain and reward its most valuable resource - employees.
>
> **HR STRATEGIC GOAL**: Human Capital investments, activities and
> resources directly support agency accomplishment of organizational
> goals.
>
> From the Strategic Management of Human Capital perspective, it is
> imperative to have the right employees with the right skills in the
> right place at the right time to effectively support agency
> accomplishment of programmatic goals.
>
> Considering the projected retirement rate of the agencies' skilled
> workforce (\>33%) over the next five years, the resulting implications
> in providing effective and efficient programs and services to our
> citizens presents a major challenge - to *ensure the competency and
> skills needs (or gaps) of mission critical occupations are effectively
> addressed through recruitment, development, diversity, retention, and
> related strategies*
>
> . With this in mind, our **STRATEGIC** **GOAL** is: *Human Capital
> investments, activities and resources directly support agency
> accomplishment of organizational goals*.
>
> Accordingly, agency management will concentrate on effective workforce
> planning and organizational alignment, acquiring and developing staff
> whose size, skills, and deployment meet the agency's needs, leadership
> continuity and succession planning, and creating a diverse,
> results-oriented culture.
>
> By embracing the USDA Human Capital Plan and OPM's [Standards for
> Success in Human
> Capital](http://apps.opm.gov/HumanCapital/standards/index.cfm), agency
> management and Human Resources will be able to systematically address
> its major human capital challenges and effectively utilize the
> available resources, investments and activities to support the
> agency's long-term goals and objectives.
>
> The intermediate strategies for Human Resources that will help meet
> the Human Capital Strategic Goal and those of the agencies are**:**

-   Improve alignment of human capital initiatives to Agency mission and
    goals

-   Support workforce planning & deployment

-   Improve the Acquisition and Utilization of Talent

-   Sustain the Learning Environment and increase Leadership Continuity

-   Improve the Results-Driven Performance Culture

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-   

> The systematic means to meet the intended outcomes of these strategies
> will include the development, implementation and maintenance of a
> rolling, 5-year [workforce analysis and succession plan]{.underline},
> updated annually. Assessed data from the workforce/succession plan
> will be used to identify mission critical occupations (including
> leadership positions), identify skill gaps, and project long-term
> [recruitment / retention and training and development
> strategies]{.underline}, each with specific [Annual Work
> Plans]{.underline}. Also, from this data and other agency-identified
> human capital needs, agency management and HR will identify annualized
> mission related Human Capital Management Annual Performance Plans
> (HCMAPP) intended to:

-   Close identified skill needs (gaps) in Mission Critical Occupations

-   Recruit the right people with the right skills at the right time

-   Provide on-time training and development activities and tools

-   Implement results-driven performance culture practices, policies or
    processes

-   Provide high quality and efficient HR support and services to its
    customers

> A rigorous quarterly progress review of the HCMAPP ensures the
> outcomes or results are progressing as planned and communicated to
> management and employees. Quarterly Reviews of the HCMAPP are
> available on the FFAS Intranet - [FFAS Human Capital Management Annual
> Performance Plans.](http://dc.ffasintranet.usda.gov/hrd/OD.htm)
>
> An identical process for the out years, e.g., FY 2006, 2007, etc.,
> will be conducted by the HR Team and coordinated with the Mission
> Areas' Annual Performance Plan development and implementation
> schedule. This process is designed to maximize the HR alignment to the
> Agencies' missions and to ensure HR's integration with all the
> Government-wide initiatives of the President's Management Agenda.
>
> The specific **HR Performance Goals and Indicators** derived from each
> agency's Strategic Plan are as follows:

  ----------------------------------------- -------------- ---------------
  **FSA Performance Goals / Indicators\***  **FY 04        **FY 09
                                            Baseline**     Target**

  Reduce cycle time to fill vacancies       76 days        65 days

  Reduce skills gaps in mission critical    4.00%          2.00%
  occupations by:                                          
  ----------------------------------------- -------------- ---------------

> \* FSA Strategic Plan Scorecard items based on HR Logic Model (see
> Appendix B)

  ----------------------------------------- -------------- --------------
  **FAS Performance Goals & Indicators**    **FY 04        **FY 09
                                            Baseline**     Target**

  Reduce mission critical occupations with  09             03
  skill gaps                                               

  Meet workforce diversity goals (# of      4 of 5         5 of 5
  USDA-defined categories at or above                      
  overall employee profile)                                
  ----------------------------------------- -------------- --------------

  ----------------------------------------- -------------- --------------
  **RMA Performance Goals & Indicators**    **FY 04        **FY 09
                                            Baseline**     Target**

  Reduce Mission Critical Occupations with  07             02
  skill gaps                                               

  Increase the number of capable/leadership 1 to 1         3 to 1
  competency-trained SES employees (#                      
  employees to each SES)                                   

  Increase the percentage of SES, managers, 1%             90%
  and workforce with performance appraisal                 
  plans that link to the Agency mission,                   
  goal, and outcomes                                       
  ----------------------------------------- -------------- --------------

**8. Agency Annual Performance Plans (Budget Performance), Program
Performance Reports**

In support of the overall Strategic Plan for each Agency, Annual
Performance Plans are developed and implemented. These plans define
specific Strategic Goals, Outcomes, Performance Goals and Indicators for
each Fiscal Year. Human Resources generally integrates its Human Capital
Management strategies into the Agencies' Annual Performance Plans.

> FY 2003 Annual Performance Plans for the Mission Areas

-   [Farm Service Agency Annual Performance
    Plan](http://www.fsa.usda.gov/pas/publications/Reports/2002/FSAFY03APP.pdfF)

-   [Foreign Agricultural Service Annual Performance
    Plan](http://www.fas.usda.gov/admin/app0102.pdf)

-   [Risk Management Agency Annual Performance
    Plan](http://www.rma.usda.gov/aboutrma/) (future)

Annual Performance Plans for the Mission Areas will be added as they are
completed and available.

The results of the Annual Performance Plans are prepared annually in the
Agencies' Annual Program Performance Reports where the results of the
specific Human Capital Management Performance Plans are generally
included. The Annual Program Performance reports are posted on the
respective Agency web site.

-   [Farm Service Agency Annual Program Performance
    Report](http://www.fsa.usda.gov/pas/publications/Reports/2002/FSAFY01APPR.pdf)

-   [Foreign Agricultural Service Annual Program Performance
    Report](http://www.fas.usda.gov/admin/arpt00.pdf)

-   [Risk Management Agency Annual Program Performance
    Report](http://www.rma.usda.gov/pubs) (future)

**Appendix A: Tools and Guides utilized in the preparation of the Human
Resources Strategic Plan**

> **USDA References**

-   [The President's Management
    Agenda](http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf)

-   [USDA Strategic Plan](http://www.usda.gov/ocfo/usdasp/usdasp.htm)

-   [USDA Human Capital
    Plan](http://www.usda.gov/da/employ/usda-human-capital-plan.htm)

> **OPM Tools and References**

-   [OPM Human Capital
    Standards](http://apps.opm.gov/HumanCapital/standards/index.cfm)

-   [OPM HRM Accountability System Development
    Guide](http://www.opm.gov/account/sdg.pdf)

-   [Guide to Senior Executive
    Qualifications](http://www.opm.gov/ses/pdf/SESGUIDE2.pdf)

-   [OPM Workforce Planning
    Model](http://www.opm.gov/workforceplanning/wfpmodel.htm)

-   [Guide to Senior Executive
    Qualifications](http://www.opm.gov/ses/pdf/SESGUIDE2.pdf)

> **OMB Tools and References**

-   [OMB Standards for Success](http://resu/)

-   [Executive Branch Management
    Scorecard](http://results.gov/agenda/scorecard.html)

-   [The President's Quality Award Program
    Criteria](http://opm.gov/pqa/PDF/2002_PQA_Criteria.pdf)

-   [OMB Circular NO. A-11, Part 6 -- Preparation and Submission of
    Strategic Plans, Annual Performance Plans, and Annual Program
    Performance
    Reports.](http://www.whitehouse.gov/omb/ciculars/a11/current_year/part6.pdf)

-   [OMB -- PART (Program Assessment Rating
    Tool)](http://www.whitehouse.gov/omb/budget/fy2005/part.html)

-   [OMB -- Instructions for the Program Assessment Ratings
    Tools](http://www.whitehouse.gov/omb/mgmt-gpra/bpm852_add1_att-b.pdf)

> **GAO Tools and References**

-   [GAO A Model of Strategic Human Capital
    Management](http://www.gao.gov/new.items/d02373sp.pdf)

-   [GAO Human Capital -- A Self-Assessment Checklist for Agency
    Leaders](http://www.gao.gov/new.items/d02373sp.pdf)

-   [GAO High Risk Series -- Strategic Human Capital
    Management](http://www.gao.gov/cgi-bin/getrpt?gao-03-120)

> **Human Resources Tools and References**

-   [USDA/FFAS Workforce Planning & Succession Planning
    Guidance](http://dc.ffasintranet.usda.gov/hrd/Office of Director/04/FY 2004-2009 WfP - Succession Guidance.pdf)

-   FFAS Workforce Planning Summary

-   FFAS Recruitment Strategy and Agency Annual Recruitment Work Plans

-   FFAS Training & Development Strategy and Agency Annual T&D Work
    Plans

-   Human Resources Logic Model (Appendix B)

-   [FFAS Human Capital Management Annual Performance
    Plans](http://dc.ffasintranet.usda.gov/hrd/OD.htm)

# **Appendix B: Human Resources Supporting Logic Model for the (FSA) Budget & Performance Management System** {#appendix-b-human-resources-supporting-logic-model-for-the-fsa-budget-performance-management-system .unnumbered}

> Note: The End Outcome Measures are an essential part of the FSA
> Strategic Plan - Scorecard

![](media/image10.wmf){width="5.870833333333334in"
height="7.740972222222222in"}

#  {#section-2 .unnumbered}

# **Appendix C USDA's Workforce Restructuring Plan (FY 2003-2007), dated December 2001, and COMPLETED supporting FFAS Initiatives.**  {#appendix-c-usdas-workforce-restructuring-plan-fy-2003-2007-dated-december-2001-and-completed-supporting-ffas-initiatives. .unnumbered}

In addition to its five year Strategic Plan, USDA had also implemented a
Workforce Restructuring Plan (FY2003-2007) in FY 2001 that directly
supported the President's first priority of Management Reform -- to make
the government citizen-centered. This is articulated within the
President's [FY 2002 Budget
Document](http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf).

The framework for USDA's 5-Year Workforce Restructuring Plan identified
specific organizational changes to:

-   Reduce the number of managers, organizational layers and time it
    takes to make decisions

-   Increase the span of control

-   Redirect positions to ensure that the largest number of employees
    possible are in direct service delivery positions that interact with
    citizens

-   Retrain and/or re-deploy employees as part of the restructuring
    efforts

USDA's resulting major initiatives of the Workforce Restructuring Plan
were:

1.  Create accountable organization to conduct and coordinate service
    center agencies' modernization and restructuring plan.

2.  Office Consolidation

3.  Continue Modernizing Information Technology Infrastructure.

4.  Analyze Organization.

5.  Workforce Restructuring, Convergence, and Centralizing Services.

6.  Outsourcing

Teaming with the Human Resources offices of the Natural Resources
Conservation Service (NRCS) and Rural Development (RD), HR (FSA) had
completed an analysis of its Service Centers to support initiative,
number 5 above.

That project was entitled [Restructuring Administrative
Functions;]{.underline} and it involved the following studies and
initiatives completed or resolved in FY02, FY03 and FY04:

-   Delegated Examining Unit - COMPLETED

-   Benefits (Retirement Calculator) - COMPLETED

-   Worker's Compensation Administration - COMPLETED

-   E-Learning -- RESOLVED (under USDA initiative, e.g., AgLearn)

-   Common T&A System - COMPLETED

-   Automated Hiring System - COMPLETED