A YEAR IN REVIEW

FSIS Planning and Performance Agenda

FY 2013

Food Safety and Inspection Service

One Team, One Purpose
We are one team, with one purpose, 

and that is to protect public health.

FSIS employees take pride in the fact 

that their work helps to prevent 

foodborne illness.

One Team,

One Purpose

2
TABLE OF CONTENTS

 Section 1: Introduction		 	 	 	 	 	 	 	 	 Page 04

 Section 2: Annual Performance Results: A Visual Representation Page 09

 Section 3: Annual Performance Results By Strategic Plan Goal Page 17

3
INTRODUCTION

SECTION ONE

4
EXECUTIVE SUMMARY

The U.S. Department of Agriculture, Food Safety and Inspection Service 

made good progress in fiscal year 2013 in its continued effort to track 

and reduce the risk of foodborne illness and protect public health. Set on a 

course described in the Agency’s Strategic Plan 2011-2016, the FSIS leadership team and the staff 

systematically pursued the Agency’s strategic goals, following its new 

planning and performance improvement process that aligns actions 

and initiatives to specific goals and measurements. 

To better focus the Agency’s resources on priorities that promote food 

safety, the Agency’s Strategic Plan 2011-2016 and the coordinated Annual 

Performance Plan for FY 2013 outlined 8 goals to which it linked and tracked 

36 annual performance measures, 69 key results, and 414 discrete actions:

Goal 1: Ensure food safety inspection aligns with existing and emerging risks; 

Goal 2: Maximize domestic and international compliance with food safety policies;

Goal 3: Enhance public education and outreach to improve food-handling practices;

Goal 4: Strengthen collaboration with internal and external stakeholders to prevent 

 foodborne illness;

Goal 5: Effectively using science to understand foodborne illness and emerging trends; 

Goal 6: Implement effective policies to respond to existing and emerging risks;

Goal 7: Empower employees with training, resources, and tools to enable success in 

 protecting public health; 

Goal 8: Innovative methodologies, processes, and tools including PHIS to protect public 

 health efficiently and effectively and to support defined public health needs and 

 goals.

Following a comprehensive strategic planning and performance process enables the Agency to anticipate 

and influence the future, provide direction and continuity for leadership and staff, and inform and promote 

risk-based decision-making in the areas of investment and resource allocation.

5
EXECUTIVE SUMMARY

HIGHLIGHTS:

Senior leaders increased their attention on the Agency’s strategic and annual

planning process and promoted focus on the Agency’s key goals and measures:

• The USDA Under Secretary for Food Safety held monthly goal briefings to maintain ongoing status 

updates on the progression of the 8 goals and 36 measures year round. This resulted in 4 of the 8 

strategic plan goals being rated as green (“met” or “exceeded” Management Council targets).

• Baseline metrics were established for an additional 13 measures in FY 2013, resulting in a total of 32 

measures being tracked each quarter. 

• 81% of the Agency’s measurable performance targets for the year were “met” or “exceeded."

• 4 of the 8 strategic plan goal targets were 100% met in FY 2013.

Program managers across the Agency increased their tactical Annual Performance

Plans (APP) actions and completed more goal-supporting activities than in the 

previous year.

• FSIS programs completed 76% of all FY 2013 APP Key Results – a 5% improvement over FY 2012.

• Programs developed a total of 414 supporting APP actions in FY 2013 - 48 more actions than last year. 

• Additionally, the Agency programs completed 76% of these FY 2013 actions (up from 58% in FY 2012).

In terms of results, the Agency performed well. The Agency’s policies and activities are starting to close the 

gap on the All-Illness measure, which tracks the number of outbreaks attributable to some of the toughest 

foodborne pathogens, Salmonella, Listeria, and E.coli. This is primarily the result of the fact that we are seeing 

decreases in the number of Salmonella-related illnesses.

6
EXECUTIVE SUMMARY

The Agency’s corporate, All-Illness measure began to improve due to improvements

in Salmonella illness metrics.

 The Agency’s Strategic Performance Working Group (SPWG), which was established in 2012 to take on 

some of the most intransigent Agency challenges by tapping into FSIS' collective experience and knowledge, concentrated on Salmonella in 2013, producing a comprehensive “Salmonella Action Plan.” The 

Action Plan goes into effect in FY 2014 (http://www.fsis.usda.gov/wps/portal/fsis/topics/food-safetyeducation/get-answers/food-safety-fact-sheets/foodborne-illness-and-disease/salmonella/sap). 

 The overall number of illnesses in the U.S. population caused by Salmonella declined by 7.6% over the 

course of FY 2013, which positively affected the Agency’s All-Illness measure (a corporately reported 

measure).

 Of the number of Salmonella outbreaks associated with FSIS-regulated products—or FSIS’ attribution 

fraction for Salmonella— there was a decrease from 33.1% in the 2008-2010 period to 31.7% in the 

2009-2011 period.

 The Agency closed the gap on the All-Illness measure from FY 2012 to FY 2013. (In FY 2012, the 

Agency missed the All-Illness measure by 18%. In FY 2013, the Agency only missed the All-Illness 

measure by 8%.)

While FSIS' planning and performance improvement work highlighted how the

Agency directs its work on food safety priorities, this awareness has increased

Agency efforts on ensuring that other segments of the food safety continuum are 

being addressed through Agency activities.

 The majority of FSIS Program area APP key results continued to be devoted to Goal 1: ensure that 

food safety inspection aligns with existing and emerging risks.

 The Agency devoted significant resources into consumer education efforts (Goal 3) resulting in several 

successes, such as: 

• Doubling the FY 2012 public education targets to at-risk and vulnerable audiences, the Spanish-speaking 

population, and the deaf community by generating over 465,000 Twitter followers, 25 million 

Website visits, 400,000 YouTube views, and 619,500 visitors to the Food Safety Discovery Zone for FY 2013.

• Airing “Cook It Safe!” public service announcements in 58 cities across 32 States and on stadium 

jumbotrons during 7 college bowl games, registering more than 38 million impressions with nearly 

$5 million in airtime value.

7
EXECUTIVE SUMMARY

In the categories where there has not been expected progress, the Agency is

increasing its focus.

 Four measures still need to establish baselines in order to evaluate progress. Those should be completed 

 in FY 2014. 

 The Agency is allocating additional resources to address the percent of broiler plants passing the carcass 

 Salmonella Verification Testing Standard, a goal the Agency missed by only two plants (171 

 establishments need to pass to achieve 91%; only 169 passed). 

 FSIS reduced the overall discard rate in Q4 FY 2013 to below Q1 FY 2013 levels, continuing the downward 

 trend.

 While Salmonella appears to be trending in the right direction, E.coli rates are not. With illnesses on the 

 rise, the Agency is applying the same approach it pursued to address Salmonella in 2013—the SPWG. By 

 bringing the Agency's collective experience to bear on the challenge, FSIS hopes to develop innovative 

 solutions and approaches to combat the pathogen.

The SPWG is an example of how the Agency is introducing innovative problem-solving, institutionalizing 

change, and establishing a continuous improvement process. In FY 2013, FSIS remained committed to its 

most important asset - its people - by providing tools, training, and timely information to help employees 

achieve FSIS' goals. The Agency is striving to promote a culture of continuous improvement that is employee-owned and driven and leadership-endorsed and championed. 

In the coming year, the Agency will further develop a clear line-of-sight connection from the Agency’s mission 

to leadership’s vision, the Strategic Plan, Annual Performance Plan, and the individual worker’s own 

performance standards. In this way, the whole of the Agency can be galvanized and aligned in pursuit of the 

Agency’s goals.

8
ANNUAL PERFORMANCE RESULTS:

A VISUAL REPRESENTATION

SECTION TWO

9
FSIS PERFORMANCE PROGRAM LINKS EMPLOYEES' WORK TO AGENCY GOALS 

PROVIDING EMPLOYEES WITH CLEARER LINE OF SIGHT TO MISSION

STRATEGIC PLAN

THE FSIS FY 2011-2016 

STRATEGIC PLAN HAS

3themes

8 goals

17 outcomes

36 measures

(32	currently	measured	&		

4	establishing	baselines)

THE FSIS FY 2013 APP HAD

69results

414actions

	 An	increase	of	48	more	

actions	over	FY	2012

FSIS VISION 

(Trusted Public Health Agency...)

MISSION

(Protect Comsumers...)

STRATEGIC THEME 

(Prevent Foodborne Illness)

GOAL 2 

(Maximize Domestic & International 

Compliance...)

OUTCOME 2.1 

(Domestic & Foreign Produced 

Products...)

MEASURE 2.1.1 

(Percent of Broiler Plants...)

ANNUAL 

PERFORMANCE PLAN (APP) INDIVIDUAL 

PERFORMANCE STANDARD

KEY RESULTS 

(Implement New Policies 

Regarding Salmonella... 

Office of Policy and Program 

Development (OPPD))

(Improve Ability to Use Public 

Health Information System (PHIS) 

Data... Office of Data Integration 

and Food Protection (ODIFP))

RELATED ACTION 

(...Update PHIS reporting 

functionality (ODIFP))

PERFORMANCE		

ELEMENTS

[Example of Link Between Plans & Employees]

10
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0

FSIS WAS SUCCESSFUL IN ATTAINING ITS STRATEGIC PLAN GOALS 

ON TARGET

CAUTION

OFF TARGET

4

4

0

Number of Strategic Plan Goals 

that scored green, yellow, or red for 

FY 2013

For FY 2013, 4 of the FSIS Strategic Plan’s 

8 Goals ended the year rated green, 

and 4 yellow.

(Note: Color ranges for green, yellow, and red were 

recommended by Goal Leaders for all of their measures and 

set by the FSIS Management Council through the Agency 

Governance process.)

DISTRIBUTION OF FSIS PROGRAM AREA ACTIVITIES ACROSS STRATEGIC PLAN 

GOALS

(Measured by the number of FY 2013 APP key results supporting each goal)*

*Note: Each FSIS Assistant Administrator developed 3 to 4 key results for their Program Area to be achieved by the end of FY 2013, some of which 

contributed to multiple Agency Strategic Plan goals. This diagram shows the distribution of the total—69 key results.

25%

7%

3%

6%

10% 16%

19%

14%

Goal 1

Ensure that food safety inspection 

aligns with existing and emerging 

risks —17 Key Results

Goal 2

Maximize domestic and international compliance with food safety 

policies —5 Key Results

Goal 3

Enhance public education and outreach to 

improve food-handling practices —2 Key 

Results

Goal 4

Strengthen collaboration among internal and 

external stakeholders to prevent foodborne illness 

—4 Key Results

Goal 5

Effectively use science to understand 

foodborne illness and emerging trends 

—7 Key Results

Goal 6

Implement effective policies to 

respond to existing and emerging risks 

—11 Key Results

Goal 7

Empower employees 

with the training, 

resources, and tools 

to enable success in 

protecting public health 

—13 Key Results

Goal 8

Based on the defined Agency 

business needs, develop, maintain, and use innovative 

methodologies, processes, and tools, including PHIS, to 

protect public health and goals effectively and to 

support defined public health needs and 

goals —10 Key Results

One Team, 

One Purpose

FSIS

1/4 of all Agency activity is dedicated to 

inspection, grounded in the Agency's 

Federal mandate.

11
81%

26 Measures

13% 4 Measures

6%2 Measures

FY 2013

FSIS “MET” OR “EXCEEDED” 81% 

OF ITS ANNUAL PERFORMANCE 

MEASURES

Of the 32 performance measures that had 

quantifiable targets in the APP:

26 measures were “on target” ("MET" or

"EXCEEDED” year-end targets), 81%*

4 measures were rated “caution” (within an 

acceptable range), 13%

2 measures were “off target," 6%

(In FY 2013, 32 of the 36 measures had numeric targets. 

For the remaining 4 measures, baselines are being 

established or data is being gathered.)

* Based on Agency performance measure ‘actuals’ as

 measured against the FSIS Strategic Plan Dashboard's

 measure color ratings and range targets (i.e., green,

 yellow, red) as set by each Goal Leader and approved.

0

20

40

60

80

100

2012

Establishing Baselines/Other

Establishing Baselines/OtherEstablishing Baselines/Other

GOAL	1 GOAL	2 GOAL	3 GOAL	4 GOAL	5 GOAL	6 GOAL	7 GOAL	8

60%

75%

100%

80%

100% 100% 100% 100%

67% 67%

55% 57%

100%

2012201220122012

20132013201320132013201320132013

Percentage of Performance Measures that “MET”/“EXCEEDED” FY 2013 Targets by Goal

Note: The percentages shown in this bottom diagram depict performance against end-of-year targets (see next page), and NOT 

performance against the color rating ranges included in the FSIS Strategic Plan Dashboard.

This is an improvement over FY 2012 – FSIS successfully tracked and measured an 

additional 13 measures in FY 2013.

Of the 3 goals that established performance measure baselines, all “MET” their 

measures. 

12
Target Actual Score Target Actual

GOAL 1 PERFORMANCE MEASURES ENSURE THAT FOOD SAFETY INSPECTION ALIGNS WITH EXISTING AND EMERGING RISKS

1.1.1 Total number of Salmonella, Listeria monocytogenes, and E.coli O167:H7 illnesses from products regulated by FSIS.   394,770 427,171   405,178 479,621 

% of domestic establishments that meet the “for cause” Food Safety Assessments and monthly Hazard Analysis Verification decision criteria more 1.2.1 than once per year.Establishing   1.65% n/a   1.7% Baseline

1.2.2 % of importing countries requiring more immediate inspection or reinspection attention more than twice within the previous year.   20% 14%   20% 14%

1.3.1 % of priority in-commerce facilities e.g., warehouses, distributors and transporters) covered by surveillance activities.   85% 85.6%   85% 85.8%

1.3.2 % of follow-up surveillances resulting in compliance.   82% 89.9%   79% 87.06%

GOAL 2 PERFORMANCE MEASURES MAXIMIZE DOMESTIC AND INTERNATIONAL COMPLIANCE WITH FOOD SAFETY POLICIES

2.1.1 % of broiler plants passing the carcass Salmonella verification testing.   91% 90%   90% 90%

% of slaughter plants identified during District Veterinary Medical Specialist (DVMS) humane handling verification visits as having an effective 2.2.1 systematic approach to humane handling (all four elements of a systematic approach implemented).   45% 56%   32% 42%

2.3.1 % of all official establishments with a functional Food Defense Plan.   81% 83%   76% 77%

2.3.2 % of food defense practices implemented at in-commerce facilities.   91% 95%   91% 94%

2.3.3 Outreach to eligible countries to encourage implementation of a system that protects product from intentional contamination.   60% 66%   30% 31%

GOAL 3 PERFORMANCE MEASURES ENHANCE PUBLIC EDUCATION AND OUTREACH TO IMPROVE FOOD-HANDLING PRACTICES

3.1.1 Average percentage of consumers who follow the four key food safety “best practices” (i.e., clean, separate, cook and chill) and thermometer use.   75% n/a   75% unknown

3.2.1-b/ FSIS Electronic Media Outreach: Page views on the FSIS Website.   43,900,000 70,961,562   n/a n/a 

3.2.1-c/ FSIS Electronic Media Outreach: YouTube Views.   381,544 401,465   39,025 171,544 

3.2.1-d/ FSIS Electronic Media Outreach: Twitter Followers.   451,000 466,000   118,600 332,600 

3.2.1-e/ FSIS Electronic Media Outreach: Visitors to the Food Discovery Zone.   467,240 619,539   500,000 669,711 

GOAL 4 PERFORMANCE MEASURES STRENGTHEN COLLABORATION AMONG INTERNAL AND EXTERNAL STAKEHOLDERS

Research: Percentage of time products from three USDA research agencies (i.e., Agricultural Research Service, Economic Research Service, and National 4.1.1 Institute of Food and Agriculture) used by FSIS and shared with stakeholders.   18% 23%   Establishing Baseline (18%) n/a

Key Federal partners U.S. Food and Drug Administration (FDA) and U.S. Centers for Disease Control and Prevention (CDC): Percentage of results from 4.1.2 interagency collaboration on analytics used in FSIS policy.   32% 56%   Establishing Baseline (11%) n/a

4.1.3 Small and Very Small Plants: Percentage of identified opportunities realized to improve information sharing.   68% 74%   Establishing Baseline (66%) n/a

GOAL 5 PERFORMANCE MEASURES EFFECTIVELY USE SCIENCE TO UNDERSTAND FOODBORNE ILLNESS AND EMERGING TRENDS

5.1.1 % of annual science agenda completed and number of agenda items initiated.   95% 95%   Establishing Baseline (98%) n/a

5.1.2 % of completed science agenda items that meet quality standards for information rigor, clarity, and defensibility of methods used.   95% 95%   Establishing Baseline (100%) n/a

5.2.1 % of identified public health and food safety gaps addressed across the Farm-to-Table Continuum.   60% 64%   Establishing Baseline (70%) n/a

GOAL 6 PERFORMANCE MEASURES IMPLEMENT EFFECTIVE POLICIES TO RESPOND TO EXISTING AND EMERGING RISKS

6.1.1 % of food safety appeals granted (categories of appeals that were overturned by a higher level supervisor).   40% 50%   40% 35%

6.1.2 % of regulated industry adhering to key public health-related policies (establishments with no public health related non-compliances/year).   19% 20%   75% 74%

6.1.3 Frequency of reviews examining the effectiveness of FSIS policies regarding significant public health risks.   5 5   3 3 

GOAL 7 PERFORMANCE MEASURES EMPOWER EMPLOYEES WITH TRAINING, RESOURCES, AND TOOLS

7.1.1 Average score on the Annual Federal Employee Viewpoint Survey for questions related to workers' understanding of their impact on public health.   91% TBD   90% 90%

7.2.1 % of competency gaps closed for targeted groups.   n/a n/a n/a  Establishing Baseline n/a

7.2.2 % of all eligible FSIS employees with an Individual Development Plan (IDP) in place.   100% 95%   95% 100%

7.2.3 % of all managers/supervisors that complete 3 hours of Equal Employment Opportunity (EEO) training-annually.   60% 96%   New Measure New Measure

7.2.4 % of all non-managers/non-supervisors who complete 2 hours of EEO training annually.   40% 95%   New Measure New Measure

7.3.1 % of workplace injury/illness cases.   6.1% 8.65%   6.2% 9.1%

7.3.2 Annual rate of staff vacancies.   6.5% 3.42%   6.67% 5.47%

7.3.3 Ranking in the Partnership for Public Service's Annual Report, Best Places to Work in the Federal Government.   37.05% 25%   38.39% 25%

7.3.4 Increase the workforce for Persons with Targeted Disabilities.   2% 1.23%   New Measure New Measure

GOAL 8 PERFORMANCE MEASURES DEVELOP, MAINTAIN, AND USE INNOVATIVE METHODOLOGIES, PROCESSES, AND TOOLS

8.1.1 % of innovative processes, methodologies, or technologies for which the Agency has established a baseline.   100% 100%   Establishing Baseline n/a

8.1.2 % of innovative processes, methodologies, or technologies that, once employed, are evaluated by the Agency.   100% 100%   Establishing Baseline n/a

% of documented implemented processes, methodologies, or technologies that are evaluated to assess whether they meet the intended 8.2.1 outcomes or otherwise contribute to the Agency’s efforts to perform its mission.   100% 100%   Establishing Baseline n/a

FSIS ANNUAL PERFORMANCE PLAN FY 2012

 Exceeded Target 

 Hit Target 

 Missed Target 

 n/a 

 No Data to Rate 

 Off Target

 Caution 

 On Target

FY 2013

13 14
THE U.S. DEPARTMENT OF AGRICULTURE REQUIRES FSIS TO REPORT ON 3 KEY 

CORPORATE FOOD SAFETY MEASURES. FSIS "MET" OR "EXCEEDED" 1 OF 3 

AGENCY MEASURES FOR THE YEAR

(as reported in the FSIS Budget and USDA performance reports)

“MISSED” 90.37% Percentage of broiler plants that passed

Salmonella verification testing (target 91%)

“EXCEEDED” 83% Percentage of all official establishments that possess a

functional Food Defense Plan (target 81%)

“MISSED” 427,171 Total illnesses from FSIS product (i.e., Salmonella,

Listeria monocytogenes (Lm), and E.coli O157:H7)

(target 394,770)

In FY 2012, the Agency missed its All-Illness goal by 18%, but in FY 2013, the 

Agency only missed the goal by 8% indicating that the Agency has started to 

close the gap since last year.

420,000

410,000

400,000

390,000

380,000

370,000

360,000

350,000 FY 2013 Q1 FY 2013 Q2 FY 2013 Q3 FY 2013 Q4

FISCAL QUARTERS

TOTAL ESTIMATED SALMONELLA ILLNESSES ATTRIBUTED TO 

FSIS-REGULATED PRODUCTS

 Actual	Illnesses

 Illness	Target

While these downward trends are positive and 

indicate reductions in foodborne illness from 

FSIS-regulated products, the Agency continues 

to focus on reducing illnesses from Salmonella as 

a top priority.

There were significant improvements in FY 2013 in the total estimated number of Salmonella illnesses. Improvements were seen in 

two categories--a reduction in the overall number of Salmonella illnesses in the population, and a reduction in the total number of 

Salmonella outbreaks associated with FSIS-regulated products. Specifically, the total number of Salmonella illnesses in the 

population declined in 2013, with 16.42 cases/100,000 persons recorded in Q1, FY2013 and 15.17 cases/100,000 persons recorded in 

Q4, FY2013--a 7.6% decline over the fiscal year.[1] Further, the historic number of Salmonella outbreaks associated with FSIS-regulated 

products—or FSIS’ attribution fraction for Salmonella— decreased from 33.1% in the 2008-2010 period to 31.7% in the 2009-2011 

period.[2] 

 [1] Centers for Disease Control and Prevention (CDC), FoodNet-Foodborne Diseases Active Surveillance Network. Accessed 12/31/13 

 at http://cdc.gov/foodnet/.

 [2] Centers for Disease Control and Prevention. Foodborne Outbreak Surveillance System (FDOSS). Accessed 12/31/13 at 

 http://www.cdc.gov/outbreaknet/surveillance_data.html.

15
Program Area KEY RESULTS

76% FSIS Program Area Key Results were rated as 

100% Complete

16% FSIS Program Area Key Results were rated as 

75% Complete

Program Area SUPPPORTING ACTIONS

76% FSIS Program Area Actions were rated as 

100% Complete

(18% improvement from FY 2012)

13% FSIS Program Area Key Actions were rated as 

75% Complete

AS MEASURED IN THE AGENCY'S ANNUAL PERFORMANCE PLAN (APP), 

FSIS COMPLETED 76% OF ALL FY 2013 APP KEY RESULTS

(5% improvement from FY 2012)

FSIS APP Key Results Arranged by Strategic Plan Goal

GOAL 1 KEY RESULTS

71% were rated as 100% Complete

18% were rated as 75% Complete

Goal 2 KEY RESULTS

80% were rated as 100% Complete

20% were rated as 75% Complete

Goal 3 KEY RESULTS

100% were rated as 100% Complete

0% were rated as 75% Complete

Goal 4 KEY RESULTS

50% were rated as 100% Complete

50% were rated as 75% Complete

GOAL 5 KEY RESULTS

43% were rated as 100% Complete

29% were rated as 75% Complete

GOAL 6 KEY RESULTS

64% were rated as 100% Complete

27% were rated as 75% Complete

Goal 7 KEY RESULTS

92% were rated as 100% Complete

8% were rated as 75% Complete

Goal 8 KEY RESULTS

100% were rated as 100% Complete

0% were rated as 75% Complete

16
ANNUAL PERFORMANCE RESULTS BY 

STRATEGIC PLAN GOAL

SECTION THREE

17
GOAL

FY 2013 ACCOMPLISHMENTS 1

Ensure Food Safety Inspection Aligns with Existing and Emerging Risks

 The Strategic Performance Working Group focused on the reduction of Salmonella which resulted in the 

 publishing of the Salmonella Action Plan.

 FSIS has seen consistent declines in FY 2013 in both the total number of Salmonella, illnesses attributed to 

 FSIS-regulated products, and the overall All-Illness measure estimates. The total number of estimated Salmonella 

 illnesses attributed to FSIS-regulated products declined from Q1, FY 2013 to Q4, FY 2013, but the Agency saw increas- 

 es in E. coli O157:H7 over the same period, resulting in a 3.6% overall decline in the total estimated illnesses attribut- 

 ed to regulated products--equivalent to a total of 15,900 illnesses reduced from Q1 to Q4, FY 2013. 

 FSIS expanded on work using Centers for Disease Control and Prevention (CDC) outbreak data to estimate foodborne 

 illness attribution for FSIS-regulated products, such as pork and Salmonella illnesses.

 Implemented the Public Health Information System (PHIS) in 23 State Meat and Poultry 

 Inspection Programs and released 3 major functionalities in the PHIS, including: questionnaire 

 capability for establishment profile, tasks, and laboratory sampling; improvements to dashboard 

 functionality; enhanced sampling; and a 56 message set interface with the U.S. Custom and Border 

 Patrol International Data System.

 Ensured 82% of investigative cases and 85% of enforcement actions addressed food safety violations.

SINGLE GREATEST ASSET

The Strategic Performance Working Group (SPWG) - 

Salmonella Action Plan (SAP).

SINGLE MAJOR OBSTACLE

Difficulties associated with successfully reducing illnesses 

from Salmonella.

December 4, 2013

STRATEGIC PERFORMANCE WORKING GROUP 

SALMONELLA ACTION PLAN 

The Food Safety and Inspection Service (FSIS) has an increasing amount of performance information and data available. 

Recurring critical reviews of the information and data will allow the agency to identify deficiencies and successes that 

warrant particular attention. The FSIS Administrator established the Strategic Performance Working Group (SPWG) to 

perform such critical performance reviews and to solicit and coordinate ideas within the Agency on how to improve 

agency performance. 

The SPWG focused its first series of activities on identifying potential interventions or actions to decrease FSISattributable Salmonellosis. It decided on that focus because: 1) Salmonella is the pathogen that contributes the most to 

the FSIS’s ‘All-Illness’ performance measure; and 2) since the All Illness Measure was created, Salmonella illness 

estimates have continued at a steady high or slightly increased rate despite FSIS interventions. 

To gather ideas about actions FSIS could take to decrease Salmonellosis, the SPWG hosted a series of agency 

teleconferences and an interactive blog with participation by FSIS personnel throughout the agency. On the basis of the 

ideas and input received via those teleconferences and the blog, the SPWG developed this priority list of actions the 

gency plans to undertake.1

 

Slaughter Rule 

f the SPWG, FSIS has proposed a modernization of poultry slaughter 

h respect to the Agency’s efforts on Salmonella because 

is likely to result in a reduction of at least 

18
Maximize Domestic and International Compliance with Food Safety Policies

 The percentage of verification sets that passed the Salmonella performance standard experienced a slow, steady 

increase over the last 6 months of FY 2013. The Agency ended the fiscal year on track to meet the goal of having 90% 

of industry with two sets completed so that further analysis can be conducted.

 Out of 776 active slaughter plants, 428 plants employed a Humane Handling Systematic Approach (56%). Out of 

the 428 plants with a Systematic Approach, 202 have a robust Systematic Approach (47%). FSIS exceeded the 

FY 2013 target by 11%.

 In FY 2013, FSIS reached out directly to extablishments that were lacking a food defense plan. That appears to have 

had a positive impact. Out of the 475 establishments that were both called and surveyed, 187 (39%) that did not have 

a written food defense plan at the time of the call had one at the time of the survey.

 In FY 2013, the Agency used Compliance and Investigations Division (CID) investigators to perform food 

defense surveillance activities and review the identified food defense measures at in-commerce facilities. As 

a result, industry voluntarily implemented more food defense practices at in-commerce facilities. 

 FSIS used its auditors during foreign country audits as a platform for food defense outreach 

efforts. This practice caused outreach efforts to increase significantly from FY 2012 (41%) to FY 2013 

(65.5%)—a year-over-year increase of 24.5%.

SINGLE GREATEST ASSET

FSIS has developed a wide range of operational measures 

to assess the effective implementation of various Salmonella/Campylobacter policies on a quarterly basis. These 

measures include eligible establishments scheduled for 

verification testing, samples collected and analyzed, FSAs 

conducted, among others. An analysis of these measures 

provides a first-level glance of policy implementation. 

Several of these measures are based on the work of the 

SPWG in conjunction with the Agency’s Data Coordination 

Committee.

SINGLE MAJOR OBSTACLE

Ensuring continued leadership attention and focus on the 

SAP and committing the necessary resources to pursue 

and fully realize the activities set out in the SAP in order 

to achieve the goals FSIS set for itself.

GOAL

FY 2013 ACCOMPLISHMENTS 2

almonella S Action

Plan

19
Enhance Public Education and Outreach to Improve Food-Handling Practices

 More than 1.9 million questions were viewed in the English version of “Ask Karen," with a success rate of 

 99.6%. In Spanish, more than 431,500 questions were viewed with a success rate of 99.9%.

 Placed food safety educational videos at check-out monitors at several nationwide retailers, reaching nearly 

 72.4 million customers and more than doubling the 29 million performance target set for Goal 3.

 More than doubled FY 2012 public education targets to at-risk and vulnerable audiences, the Spanish-speaking 

 population, and deaf community in FY 2013 generated over 465,000 Twitter followers, over 25 million Website visits, 

 over 400,000 YouTube views, and over 619,500 visitors to the Food Safety Discovery Zone.

 Aired “Cook It Safe!” public service announcements in 58 cities across 32 States and on stadium jumbotrons 

 during 7 college bowl games, registering more than 38 million impressions with nearly $5 million in airtime value.

 Conducted 23 outreach events and distributed approximately 56,700 food safety education publications 

 and 25,700 promotional items. Conducted more than 139 Ambassador outreach events and distributed 

 approximately 141,000 food safety education publications and 38,500 educational promotional items.

 Partnered with a external organization to conduct meaningful research on current consumer food safety attitudes 

 and behaviors. Data is to be used to measure consumer food safety awareness levels as well as direct future FSIS 

 consumer education efforts.

SINGLE GREATEST ASSET

FSIS continues to exceed its outreach and public education 

targets through multiple activities including: managing 

the Food Safety Discovery Zone; targeting vulnerable and 

underserved populations (i.e., Spanish-speaking audiences); and leading the Ad Council’s Food Safe Families 

campaign.

SINGLE MAJOR OBSTACLE

Lack of reliable and repeatable 

source of data that can be compared 

to the data used to set the Goal 3

target, which is typically collected by

a non-USDA agency every 5 years. 

This has left the Agency struggling 

to measure progress. Therefore, in 

FY 2013, FSIS obtained consumer 

behavior data through 

non-governmental organizations. 

In FY 2014, FSIS will continue to 

receive data from these sources to 

review its progress.

GOAL

FY 2013 ACCOMPLISHMENTS 3

20
GOAL

FY 2013 ACCOMPLISHMENTS 4

Strengthen Collaboration Among Internal and External Stakeholders to Prevent 

Foodborne Illness

 Organized and hosted annual food safety research meeting with Agricultural Research Service (ARS). 

Included additional Federal agencies with interests in food safety (FDA, NIFA, CDC, AMS, ERS, and FNS) to 

discuss FSIS research priorities and to identify possible areas for collaboration.

 Approved a new research priority as well as new studies for publication on its Research Priorities Website. 

The new research priority, with 6 approved studies, focuses on microbial and chemical hazards in veal. 

FSIS also approved 2 studies addressing retail-to-table handling of fresh turkeys and safe cooking 

practices for thin cuts of meat.

 Initiated discussions with Agricultural Research Service, Agricultural Marketing Service, and Economic 

Research Service on potential research projects that would support one of the FSIS Research Priorities.

 Of the nine Interagency Food Safety Analytics Collaboration (IFSAC) projects included in the Goal 

4 measure, five were completed, allowing FSIS to achieve its FY 2013 target. Projects completed included 

aligning CDC food categories with FSIS and FDA regulated products and estimating the baseline proportion of 

foodborne Salmonella Enteritidis illnesses that can be attributed to eggs. Additionally, IFSAC collaborated for 

the first time with the Interagency Risk Assessment Consortium in FY 2013, with an internal white paper being 

developed as a final product.

 Participated in a 3-day IFSAC face-to-face meeting in September 2013 to approve finalized projects and discuss new

efforts for FY 2014.

 Published a Small Plant News Guidebook on "How to Develop a Recall Plan” in May 2013 and Korean translations of 

eight Food Defense documents in September 2013.

 Received special recognition for mailings sent to establishments; Enforcement, Investigations, and Analysis Officers 

(EIAOs), and Inspector-In-Charge (IICs) about outreach role of EIAOs, which allowed FSIS to further strengthen the 

Agency’s outreach to and relationship with small and very small establishments.

 FSIS held 12 State Meat and Poultry Inspection (MPI) Directors conference calls. The 27 State MPI programs represent 

an approximate $54 million outlay in FSIS’ budget and provide a critical link in this Nation’s food safety 

infrastructure. These monthly calls provide an invaluable opportunity to improve information sharing.

PARTNERSHIPS

SINGLE GREATEST ASSET

Continued strong working relationships with research 

and public health partners that allow for rapid progress 

on work to address FSIS research priorities, improved estimates of FSIS’ effects on public health and increased understanding of FSIS activities by our food safety partners.

SINGLE MAJOR OBSTACLE

Difficulties in maintaining strong working relationships 

with partner agencies through FSIS’ work with IFSAC and 

applying findings from IFSAC work to FSIS policies in a 

timely manner.

IFSAC

FSIS

Partner Agencies

21
GOAL

FY 2013 ACCOMPLISHMENTS 5

Effectively Use Science to Understand Foodborne Illness and Emerging Trends

 Utilizing science, the Agency was able to improve traceback timelines to the point that, in all cases, it took no more 

than 7 days from detection to enforcement action, when appropriate. Consumer complaints were investigated within 

2 days from detection and 56% resulted in recalls within 11 days. 

 Calculated Raw Chicken Parts Baseline National Prevalence for Salmonella and completed sample collection and 

analysis for Raw Liquid Egg Baseline.

 Journal of Food Protection article on National Advisory Committee on Microbiological Criteria for Foods (NACMCF) 

recommendations for School Lunch Program ground beef food safety.

 FSIS published a proposed rule based on the FSIS mechanically tenderized beef risk assessment. Held public meeting 

on Interagency Retail Listeria monocytogenes Risk Assessment report.

 Updated FSIS Research Priorities, adding six proposed veal studies on microbial and chemical hazards and two 

proposed studies on consumer education for safely handling turkeys from retail to table and safely cooking thin cuts 

of meat (Supported Goals 4 and 5). 

 Encouraged researchers to study migration of chemicals, such as endocrine disrupters, from packaging into FSIS 

regulated products and engaged other USDA agencies to collaborate in ensuring food safety of school packed 

lunches (Supported Goals 4 and 5.) 

 Produced a National Residue Program quarterly report on residue data from samples collected and analyzed in 

FY2013 to complement the annual reporting. 

SINGLE GREATEST ASSET

Aligned components of the scientific agenda to focus on 

the Agency’s most significant needs, responded to emerging concerns, and provided the science to support policy 

decisions. Laid the foundation in FY 2013 to move toward 

multiple hazard analysis for samples of FSIS-regulated 

products.

SINGLE MAJOR OBSTACLE

Baseline values for Goal 5 were established in FY 2012. 

FSIS met two and exceeded one Goal 5 measure in FY 

2013. To fully assess impact and effectiveness of the 

scientific agenda, FSIS must evaluate trends over time and 

determine if Strategic Plan 2016 targets ensure the 

appropriate level of food safety.

TRENDS

OVER

TIME 22




















.





SINGLE GREATEST ASSET

Have refined policy development process so that the 

Agency is able to produce documents that convey policy 

in an efficient and timely manner.

SINGLE MAJOR OBSTACLE

Imprecise evaluation tools directly linking policy to public 

health outcomes.

 TOOLS

GOAL 6

EVALUATION

23
GOAL

FY 2013 ACCOMPLISHMENTS 7

Empower Employees with the Training, Resources, and Tools to Enable Success in 

Protecting Public Health

 Achieved Time-To-Hire Goal of 80 Days – Reduction from 263 days in July 2012 to 80 days in September 2013; 

reduced employee relations case backlog by 11 months and successfully conducted predecisional involvement (PDI) 

on 79 issues; achieved 66% diversity for the 2013 Student Program; and achieved 60% participation in OPM's FEVS, up 

from 56% in 2012.

 Provided over $90 million in goods and services to enable the protection of public health; saved $2.1m by timely 

closing 101 contracts; saved $50 thousand on supplies usage and storage; saved $577k in leased space costs; and

established an alternative work center at the George Washington Carver Center (GWCC) in Beltsville, MD.

 Reduced traumatic injury rate on average 2% this year and overall injury/illness rate is trending downward; achieved 

93% return-to-work rate from Office of Workers’ Compensation Program (OWCP) roles; achieved a 76% closure rate 

to aid in the prevention of workplace violence cases; and 99% of eligible employees have telework agreements, and 

48.9% teleworking on a regular basis.

 Invested $150k in leadership development for the managerial/supervisory cadre; established an employee 

suggestion Website; and implemented an employee advisory committee.

 Led USDA OWCP initiative, resulting in a $1.5m savings and $122k savings in prescription and medical costs; USDA

policy for returning injured workers to employment status and standard operating procedures across USDA; and 

implementation of an E-solution for OWCP case management.

 Led USDA Marketplace for Shared Service initiative, resulting in an electronic service menu for administrative services 

in USDA. Goal is to reduce service providers and costs, while increasing service quality, timeliness, and 

standardization, as measured against best practice criteria.

 Conducted a comprehensive barrier analysis of the Agency’s workforce in order to identify areas of 

under-representation in regards to the hiring, awarding, and promoting of women, minorities, and persons with 

disabilities; developed and implemented an action plan to address and remove the identified barriers. 

 Led a vigorous EEO, Civil Rights, and Diversity training program that enabled the Agency to significantly surpass the 

training goals established in the FSIS Strategic Plan; approximately 95% of managers and supervisors completed at

least 3 hours of training (exceeded training measure by 35%) and 96% of nonsupervisory employees completed at 

least 2 hours of training (exceeded training measure by 56%).

SINGLE GREATEST ASSET

Agency ability to provide 

quality customer service in 

an efficient and effective 

manner is our standard 

operating practice.

SINGLE MAJOR OBSTACLE

Lack of investment in business processes and procedures 

threatens our effectiveness and efficiency under expanding workload and limited resources.

Limited

Workload

Resources

24
GOAL

FY 2013 ACCOMPLISHMENTS 8

Innovative Methodologies, Processes, and Tools, including PHIS, to Protect Public 

Health Efficiently and Effectively and to Support Defined Public Health Needs and

Goals

 Released the FSIS Meat, Poultry, and Egg Product Inspection (MPI) Directory as a mobile app, achieving a 4.2/5 star 

rating with over 700 downloads. The mobile version of the MPI Directory supports OMB’s Digital Government 

Strategy to improve public access to more data and services and make data available in ways that can be easily shared 

and combined.

 Tracked 14 innovative initiatives, establishing baselines for 7 and deferring 7 for FY 2014.

 Implemented a mobility pilot to determine the productivity effects of tablets in segments of the enterprise.

SINGLE GREATEST ASSET

For the first time in Agency history, established criteria 

and baselines for innovative initiatives. These actions allowed the Agency to monitor the effectiveness of current 

and future initiatives over time, creating exciting opportunities to better protect public health.

Innovative

Initiatives!

SINGLE MAJOR OBSTACLE

Ensuring reliable data sources are available to support 

effectiveness criteria for innovative initiatives, especially 

data collected external to the Agency.

25
The U.S. Department of Agriculture (USDA) prohibits discrimination in all its programs and activities on the 

basis of race, color, national origin, age, disability, and where applicable, sex, marital status, familial status, 

parental status, religion, sexual orientation, genetic information, political beliefs, reprisal, or because all or part 

of an individual’s income is derived from any public assistance program (Not all prohibited bases apply to all 

programs.) Persons with disabilities who require alternative means for communication of program information 

(Braille, large print, audiotape, etc.) should contact USDA’s TARGET Center at (202) 720-2600 (voice and TDD).

To file a complaint of discrimination, write to USDA, Director, Office of Civil Rights, 1400 Independence Avenue, 

S.W., Washington, D.C. 20250-9410, or call (800) 795-3272 (voice) or (202) 720-6382 (TDD). USDA is an equal 

opportunity provider and employer.

January 2014