2018 SUMMARY OF PERFORMANCE AND 

FINANCIAL INFORMATION 
Page intentionally left blank
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018

3 

About USDA

President Abraham Lincoln founded the U.S. Department of Agriculture (USDA) in 1862 with the 

goal of providing effective leadership to the Nation on food, agriculture, natural resources, and 

related issues. Since 1862, the dedicated public servants at USDA help millions of Americans 

every day. As Americans, you are part of the USDA story that has had a tradition of excellence in 

public service for more than 150 years.

We would like you to learn more about USDA and the Agencies and Offices that touch every 

American, every day. More information about the Department, our history, and our leaders can be 

found at www.usda.gov. 
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018 

4 

USDA Program Performance

USDA PERFORMANCE AND RESULTS FOR FY 2018

The U.S. Department of Agriculture’s (USDA) mission is to provide leadership on food, 

agriculture, natural resources, rural development, nutrition, and related issues based on sound public 

policy, the best available science, and efficient management.

For purposes of the Summary of Performance and Financial Information (SPFI), a performance 

summary is provided using the Department’s key performance indicators as a mechanism to gauge 

progress in achieving its mission. In fiscal year (FY) 2018, USDA had 35 key performance 

measures.

The following tables and discussion provide a high-level description of the Department’s key focus 

areas that are being tracked and managed through USDA’s performance management process. The 

tables provide historical and FY 2018 results of key performance indicators. 

Performance information and a detailed discussion of the Department’s FY 2018 performance 

results, assessment methodologies, metrics, external reviews, and documentation of performance 

data will be presented in the FY 2018 USDA Annual Performance Report. 

The report is planned to be released with the President’s 2020 budget in February and will be 

available on the USDA Performance Improvement and Accountability Web site.

The data used by the Department to measure performance is collected using standardized 

methodology. This methodology has been vetted by Federally employed scientists and 

policymakers, and, ultimately, the leadership and Under Secretaries of each respective mission area. 

All attest to the completeness, reliability, and quality of the data.
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018

5 

STRATEGIC GOAL 1: ENSURE USDA PROGRAMS ARE DELIVERED 

EFFICIENTLY, EFFECTIVELY, WITH INTEGRITY, AND A FOCUS ON 

CUSTOMER SERVICE

The Department will modernize and consolidate information technology (IT) infrastructure and 

services, as well as strengthen management and oversight of procurement, property, and finances to 

ensure our resources are deployed as effectively and efficiently as possible. We will create a safe and 

modern space within which employees can work and feel empowered to find innovative solutions to 

serve our customers’ needs and will promote accountability and professional development. USDA 

will leverage the strength and talent of our employees and reduce regulatory and administrative 

burdens to allow agencies to focus on our customers. Improved customer service and employee 

engagement will create a more effective and accessible USDA for all our stakeholders.

EXHIBIT 1: Strategic Goal 1 Performance Measures

Performance Measures FY 2017 

Baseline Data

FY 2018 

Target

FY 2018 

Results

Reduce the number of data centers across 

the Department

39 20 17

Maintain ranking of the Top 10 Best Places to 

Work in the Federal Government for large 

agencies by the Partnership for Public Service

7 Top 10 161

Reduce the Department’s overall real property 

footprint through effective disposal and 

consolidation efforts (Million Square Feet)

31.9 31.6 32.42

Reduce the Department’s total number of

light-duty fleet vehicles (Thousand) 29.4 28.8 27.7

 

1 Although USDA did not meet its FY18 target, the Department will continue to include employee 

engagement in the performance plans for all members of the Senior Executive Service which require them to 

consider employee feedback, including from the employee survey, and respond to the results. Additionally, 

USDA has redefined and structured standardized timeframes around actions to deal with poor performers. 

2 USDA decreased its real property footprint by 0.6% in 2018. This is partly due to some projected real 

property disposals that did not occur in 2018. Also, USDA has not yet issued more stringent policy to enforce 

the USDA utilization standard for new office assignments.
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018 

6 

STRATEGIC GOAL 2: MAXIMIZE THE ABILITY OF AMERICAN AGRICULTURAL 

PRODUCERS TO PROSPER BY FEEDING AND CLOTHING THE WORLD

A strong and prosperous agricultural sector is essential to the well-being of the U.S. economy. 

America’s farmers and ranchers ensure a reliable food supply, support job growth, and promote 

economic development. To maintain a competitive agricultural sector, USDA will support farmers 

and ranchers’ ability to start and maintain profitable businesses as well as offer financial support to 

producers affected by natural disasters. Furthermore, USDA’s research agencies will continue to 

introduce high-performance plants, animals, and integrated management options that increase the 

efficiency of farming practices. Lastly, USDA will also provide tools to producers so they are 

well-positioned to secure a share of a growing market for agricultural products.

EXHIBIT 2: Strategic Goal 2 Performance Measures

Performance Measures FY 2017 

Baseline Data

FY 2018 

Target

FY 2018 

Result

The annual normalized value of risk protection 

provided to agricultural producers through the 

Federal Crop Insurance program ($ Billion)

$74.6 $64.0 $76.8

Average number of days to process direct loans 

(Farm Service Agency) 31 31 30

New markets established or expanded through 

technical assistance 100 104 104

Percent of high-risk plant pests for which early 

detection surveys are conducted 92% 93% 96%

Number of National Animal Health Laboratory 

Network participating labs able to electronically 

message animal disease testing results to USDA

31 35 43

Number of hours it takes to mobilize resources 

once it is determined that a Federal emergency 

response is needed to manage an agricultural 

outbreak

24 24 24
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018

7 

STRATEGIC GOAL 3: PROMOTE AMERICAN AGRICULTURAL PRODUCTS 

AND EXPORTS 

Expanding international marketing opportunities for U.S. farmers and exporters is critical to 

business and income growth across rural America. It is essential for USDA to continue its efforts to 

promote American agricultural products and exports through promotional activities, development of 

international standards, removal of trade barriers by monitoring and enforcing existing trade 

agreements, and negotiation of new trade agreements that benefit the U.S. agricultural economy. 

USDA will also partner with developing countries to move them along the agricultural market 

continuum from developing economies to developed economies with promising demand potential. 

Ultimately, this work will build the foundations for future markets and create long-term 

international relationships that advance U.S. agriculture’s exports. 

EXHIBIT 3: Strategic Goal 3 Performance Measures

Performance Measures FY 2017 

Baseline Data

FY 2018 

Target

FY 2018 

Result

Value of agricultural exports resulting from 

participation in foreign food and agricultural 

trade shows ($ Billion)

$1.523 $1.70 $2.04

Value of trade preserved through resolution 

of foreign market access issues such as U.S. 

export detainment, restrictive Secure 

Payment System (SPS) and Technical Barriers 

to Trade (TBT) issues, and trade regulations 

($ Billion)

$3.64 $4.0 $12.75

Percentage of Food for Progress projects that 

increase a project participant’s value of sales 

by 9% or higher

33% 35% 36%

 

3 Baseline Data FY 2015. 

4 Baseline Data FY 2015. 
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018 

8 

STRATEGIC GOAL 4: FACILITATE RURAL PROSPERITY AND ECONOMIC 

DEVELOPMENT 

USDA promotes rural prosperity and economic development by financing investments in rural 

utilities, housing, and businesses. When rural Americans share the same level of infrastructure 

services as the country’s urban areas, rural communities can make even greater economic 

contributions with healthy businesses and families. Just as economic and social science research 

informs decision makers regarding current trends in rural America and gaps in existing markets, 

USDA may then provide benefits to rural American businesses and citizens. USDA will leverage 

funds, stimulate private-public partnerships, and engage in collaboration to build rural infrastructure 

including the following: broadband, community facilities, safe and affordable housing, and health 

services and facilities. The Department will also provide capacity building to help underserved 

communities become thriving communities.

EXHIBIT 4: Strategic Goal 4 Performance Measures

Performance Measures FY 2017 

Baseline Data

FY 2018 

Target

FY 2018 

Result

Health Facilities: Percent of customers who are provided 

access to new and/or improved essential community facilities 5.0% 6.8% 9.4%

Safety Facilities: Percent of customers who are provided 

access to new and/or improved essential community facilities 3.7%5 4.5% 5.5%

Number of borrowers’ subscribers receiving new and/or 

improved electric facilities (Million) 4.66 5.1 5.7

Number of borrowers’ subscribers receiving new and/or 

improved telecommunication services (Million, 

Noncumulative)

0.158 0.175 0.0457

Amount of targeted Rural Development (RD) investments 

that leverage private sector funding ($ Billion) $7.0 $7.5 $6.08

 

5 Baseline Data FY 2014. 

6 Baseline Data FY 2014.

7 A significant amount of alternative grant funding is available through the Federal Communications 

Commission (FCC) Connect America Fund II Auction (which occurred between July 24, 2018, and August 21, 

2018) and the $600 million in funding from the FY 2018 Omnibus for the Rural Utilities Service (RUS) 

Broadband Pilot Program (GP 779). The availability of these two sources of grants has negatively impacted 

the demand for this program's loan funds. 

8 Obligation level for the fiscal year was lower than estimated. 
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018

9 

STRATEGIC GOAL 5: STRENGTHEN THE STEWARDSHIP OF PRIVATE LANDS 

THROUGH TECHNOLOGY AND RESEARCH

The world population is expected to reach 9.6 billion by 2050. Feeding this population will require 

adoption of new science and technologies and the implementation of science-based conservation 

plans to sustainably increase agricultural production. To ensure U.S. private working lands and 

public agricultural landscapes are conserved, the Department will provide technical and financial 

assistance using the latest technology and research available. New and improved practices result 

from fundamental and applied research to understand the complex interactions between human 

systems and the environment and transferring the resulting knowledge into the hands of producers 

and land managers through information, tools, and decision support. 

EXHIBIT 5: Strategic Goal 5 Performance Measures

Performance Measures FY 2017 

Baseline Data

FY 2018 

Target

FY 2018 

Result

Soil carbon retained on cropland to improve yields and 

sequester carbon (Thousand Tons) 140 140 191

Cropland with conservation applied to improve soil quality 

(Million Acres)—Environmental Quality Incentive Program 

(EQIP)

3.0 3.0 3.1

Cropland with conservation applied to improve soil quality 

(Million Acres)—Conservation Technical Assistance (CTA) 5.9 5.9 6.0

Tons of sediment prevented from leaving cropland and 

entering waterbodies (Million Tons) 4.6 4.6 5.3

Working land protected by conservation easements 

(Thousand Acres) 107 101 163

Acreage enrolled in Conservation Reserve Program (CRP) 

riparian and grass buffers (Cumulative, Million Acres) 1.6 1.6 1.59

CRP restored wetland acreage (Million Acres) 1.9 1.9 2.3

 

9 Range for met is +/- .05 million acres.
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018 

10

STRATEGIC GOAL 6: FOSTER PRODUCTIVE AND SUSTAINABLE USE OF OUR 

NATIONAL FOREST SYSTEM LANDS

The Nation’s forests and grasslands are a fundamental part of the American landscape and are a 

legacy that the USDA Forest Service holds in trust for present and future generations. Forests 

provide clean air and water, forest and rangeland products, mineral and energy resources, jobs, 

quality habitat for fish and wildlife, recreational opportunities, and memorable experiences. 

The Forest Service plays a critical role in making America’s forests and grasslands resilient to 

threats and disturbances while mitigating wildfire risk. The Department also manages the National 

Forests and grasslands to ensure that they are healthy and sustainable—while also allowing rural 

communities to access and benefit from economic opportunities that our Nation’s forests offer. 

This work is complemented by USDA’s research in forestry, ecology, and economics to ensure that 

world-class science guides effective policies and management practices.

EXHIBIT 6: Strategic Goal 6 Performance Measures

Performance Measures FY 2017 

Baseline Data

FY 2018 

Target

FY 2018 

Result

Percent of customers satisfied with recreation 

facilities, services, and settings on National 

Forests

95% 95% 95%

Timber volume sold (Billion Board feet) 2.9 3.4 3.210

Percent of National Forest Systems (NFS) 

watersheds in a functioning condition 53% 53% 53%

Annual acreage of NFS lands where final 

treatment effectively mitigates wildfire risk

(million acres, annually)

0.74 1.10 1.0411

Annual acreage treated to reduce or maintain 

fuel conditions on NFS and non-federal lands

(million acres, annually)

2.77 3.0 3.4

 

10 Range for met is +/- 10 percent variance from the data point. 

11 Range for met is +/- 10 percent variance from the data point.
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018

11

STRATEGIC GOAL 7: PROVIDE ALL AMERICANS ACCESS TO A SAFE, 

NUTRITIOUS, AND SECURE FOOD SUPPLY 

USDA has critical roles in preventing foodborne illness and protecting public health while also 

ensuring Americans have access to food, a healthful diet, and nutrition education in a manner that 

supports American agriculture and inspires public confidence. The Department will take a number of 

actions to achieve this goal. First, to ensure the food supply is safe, the Department will continue to 

prevent contamination and limit foodborne illness by expanding its modernization of food inspection 

systems, and USDA’s research, education, and extension programs will continue to provide 

information, tools, and technologies about the causes of foodborne illness and its prevention. Second, 

USDA will continue to develop partnerships that support best practices in implementing effective 

programs to ensure that eligible populations have access to programs that support their food needs. 

This work includes research on the nutritional quality of Americans’ food and diets, as well as the 

continuing of the discovery of the drivers of poor diets and nutritional choices. Lastly, USDA will 

collaborate with partners and stakeholders on strategies to reduce foodborne illness and childhood 

obesity and to improve diets. USDA ensures agriculture production incorporates the best available 

science into its modernization efforts to produce food that is safer, more nutritious, and secure.

EXHIBIT 7: Strategic Goal 7 Performance Measures

Performance Measures FY 2017 

Baseline Data

FY 2018 

Target

FY 2018 

Result

Percentage of establishments that meet pathogen 

reduction performance standards 75% 78% 81%

Percentage of establishments whose noncompliance rate 

decreases 120 days after receiving early warning alert 70% 71.4% 73.7%

Percentage of American households with consistent, 

dependable access to food 87.3%12 87.7% Deferred13

Annual percentage of eligible children participating in 

the National School Lunch Program (NSLP) 58% 59% 57.8%14

Percentage of Supplemental Nutrition Assistance 

Program (SNAP) Employment and Training participants 

engaged in education and skills-based training

33%15 35% Deferred16

 

12 Baseline Data FY 2015.

13 FY 2018 actual data will not be available until September 2019.

14 Range for met is 10 percent.

15 Baseline Data FY 2016.

16 FY18 Actual Data will not be available until the 4th quarter of FY19.
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018 

12

Financial Information

The following table presents a snapshot of USDA’s results of operations and financial position. 

This information is based on the same underlying data as the financial statements presented in the 

Agency Financial Report (AFR). 

EXHIBIT 8: A Snapshot of USDA’s Results of Operations and Financial Position (In Millions)

Item FY 2018 

Gross Costs $142,208

Less: Earned Revenue 7,747

Net Cost of Operations $134,461 

Assets: 

Fund Balance with Treasury $132,350

Direct Loan and Loan Guarantees, Net 101,947

Other 4,477

Total Assets $238,774 

Liabilities: 

Debt $119,423

Other 41,693

Total Liabilities $161,116 

Net Position (Assets Minus Liabilities) $77,658 

Total Budgetary Resources $250,340 

Outlays, Net $140,418 
USDA SUMMARY OF PERFORMANCE AND FINANCIAL INFORMATION 2018

13

Significant Management Challenges

The Reports Consolidation Act of 2000 requires the U.S. Department of Agriculture’s (USDA) 

Office of Inspector General (OIG) to report annually on the most serious management challenges 

USDA and its agencies face. 

Based on OIG’s review of the challenges cited in fiscal year (FY) 2017, it concluded that these 

challenge areas continue to be critical for the Department. No challenges have been removed or 

added to this year’s report. A detailed description of the challenges and assessment of the 

Department’s progress in addressing these challenges may be found in the FY 2018 AFR. 

• Management Needs to Improve Oversight and Accountability for its Programs. 

• Information Technology Security Needs Continuous Improvement.

• USDA Needs to Strengthen Program Performance and Performance Measures.

• USDA Needs to Strengthen Controls over Improper Payments and Financial Management. 

• USDA Needs to Improve Outreach Efforts. 

• Food Safety Inspections Need Improved Controls.

• Food and Nutrition Service (FNS) Needs to Strengthen Supplemental Nutrition Assistance 

Program (SNAP) Management Controls.