AGRICULTURAL MARKETING SERVICE

STRATEGIC PLAN

FY 2020-2024

United States Department of Agriculture
Contents

Administrator’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Agency Drivers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

AMS Goal 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

AMS Goal 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

AMS Goal 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

AMS Goal 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

AMS Goal 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

AMS Goal 6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Appendix A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Appendix B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
1

Administrator’s Message

I n 1939, Secretary of Agriculture Henry Wallace consolidated a number of bureaus and 

programs to create a single agency to carry out a 

sweeping mission. The new Agricultural Marketing 

Service was charged with facilitating the efficient, 

fair marketing of U.S. agricultural products, 

including food, fiber, and specialty crops. I doubt 

that those who created AMS during the last century 

could have envisioned how the scope and importance of our programs would grow over the years. 

Today, because we interact with so many segments 

of the agriculture industry in so many ways, carrying out the AMS mission is fundamental to the 

success of American agriculture.

The AMS Fiscal Year 2020-2024 Strategic Plan 

serves as a roadmap to guide us to successfully 

implement our mission and build on our commitment to superior customer service, which directly 

supports the Secretary’s 2018-2022 Strategic Plan 

and priorities. We have looked across our Agency 

and identified six key areas of focus, they include:

1. Prioritize customer service through access to 

data and system improvements. 

2. Promote American agriculture by opening new 

avenues for exports, ensuring truthful marketing claims and connecting farmers/ranchers to 

consumers. 

3. Provide consistent oversight of markets and 

entities to ensure alignment with current 

regulations.

4. Provide valued procurement and solution-based technical assistance throughout the 

Agency.

5. Facilitate fair trade in the handling and 

marketing of agricultural commodities and 

products.

6. Sustain and enrich a progressive and dynamic 

organization and workforce. 

Every day I see the commitment of AMS employees 

to provide the best possible service and solutions 

to our customers. In fact, responsiveness to the 

industries we serve has long been a hallmark of 

AMS. We continuously monitor the needs of agriculture and make changes in how we approach our 

work to provide the most relevant, efficient service 

possible. 

The partnerships we have with our customers are a 

great source of pride for us and enable us to adapt 

quickly to meet their changing needs. Our new 

strategic plan is a testament to our commitment to 

meet the needs of industry, but is by no means the 

final word on what we can or must do in the future. 

A healthy agricultural industry is vital to the health 

of our great Nation. As the industry evolves, so will 

we as we strive to continue to provide high quality 

and cost-effective services. 

Finally, I extend my sincere appreciation to the 

dedicated employees of AMS and to the members 

of industry who support AMS programs. To AMS 

employees, the work you do is invaluable, and I 

look forward to our continued success serving the 

agriculture industry and the American public.

Sincerely,

BRUCE SUMMERS

Administrator
2

Mission

AMS administers programs that create domestic and international marketing opportunities 

for U.S. producers of food, fiber and specialty 

crops. AMS also provides the agriculture 

industry with valuable services to ensure the 

quality and availability of wholesome food for 

consumers across the country and around the 

world. 

Vision

Facilitate the strategic marketing of U.S. 

agricultural products in domestic and international markets, while ensuring fair trading 

practices and promoting a competitive and 

efficient marketplace to the benefit of producers, traders, and consumers of U.S. food, fiber 

and specialty crops.

Core Values

• Honesty & Integrity - We expect and 

require complete honesty and integrity in 

all we do.

• Commitment - We make commitments 

with care and live up to them.

• Accountability - We own up to problems 

and are always responsive.

• Reliability - We provide valuable service to 

our customers on time, every time.

• Stewardship - We guard, conserve and 

preserve USDA resources the taxpayers 

have entrusted to us.

• Independence & Objectivity - We act 

independently and objectively to create 

trust in our programs and services.

Agency Drivers

Agriculture and the global marketplace 

continue to evolve which requires AMS to 

continually elevate how we conduct our 

services to most effectively meet our mission. 

While some of these drivers are predictable 

and have become established over time, other 

forces, such as environmental conditions and 

customers’ expectations are less predictable 

and present more uncertainties.

Delivering Services with a 

Customer Focus 

Today, customers expect more transparent, 

accessible and responsive services from 

the public sector. While changes have been 

made in recent years to improve the delivery 

of services, more can be done. With AMS’ 

increased work in facilitating trade and export 

certification, our customer base is expanding. 

According to recent feedback from our Market 

News and Organic industries, customers 

appreciate the steps taken by AMS to facilitate 

their access to data. As we continue to work to 

better meet the needs of our customers and 

the programs that we carry out, our decisions 

will be based on robust and timely analysis of 

data. 

Global Demand for U.

Agricultural Products

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

crucial to business and income growth across 

rural America. In part, due to rising demand, 

increasing incomes and growing supply 

capacity, U.S. farmers now export more than 

20 percent of what they produce, and support 

more than 1 million jobs in communities 

across the country. AMS is at the forefront of 

this expansion by negotiating and establishing international quality standards, reporting 

on domestic and international markets, 

administering marketing orders and import 

regulations, procuring and distributing food, 

establishing international trade agreements 

and organic equivalency agreements, representing agricultural shippers, standardizing 

U.S. issued export certificates and preventing 

and resolving market barriers to U.S. food 

and agricultural exports. AMS plays a crucial 
3

role in helping prevent and mitigate market 

disruptions for U.S. producers and foreign 

consumers.

Advances in Science and 

Technology

Advances in science and technology provide 

AMS with opportunities to change how we 

offer services to our customers, including 

adapting our current practices and adopting 

new best practices. Agriculture science is 

changing quickly with developments in the 

areas of genetic engineering, crop production 

and pesticide detection, among others. With a 

focus on quality, value and the future, we are 

always finding new ways to accomplish our 

work so that AMS’ way of doing business best 

supports the manner in which agriculture and 

commerce operate today. 

Nutritional Requirements 

for Food Procurements

AMS collaborates with USDA’s Food and 

Nutrition Service to purchase about 2 billion 

pounds of nutritious, domestically produced 

foods each year and supplies this food to 

families, schools, food banks and communi-

ties in the U.S. and to people in need around 

the world. These purchases are a vital com-

ponent of our nation’s food security program 

to combat hunger. With the expansion of our 

food procurement program to include both 

domestic and international purchases and 

delivery, we are working with the agriculture 

industry to facilitate the marketing of prod-

ucts, assist rural communities, procure food 

for the Department’s various nutrition pro-

grams and ensure that we have the resources 

necessary to meet the needs of our customers. 

Technology advancements throughout the 

procurement process are making this food 

security program stronger than ever.

Traceability and 

Transparency

Consumer demand for additional information 

about nutrition, process verification and sup-

ply chain traceability are an ever-evolving out-

put for AMS. The expanded use of marketing 

claims on agricultural products enable com-

panies to make claims such as age, source, 

feeding practices or processing. In addition, 

more advanced technological options will 

increase transparency and traceability across 

the food chain, allowing for greater consumer 

access to information about their food and 

its sources. AMS increases consumer and 

stakeholder education in these areas through

increased outreach, publications, webinars 

and social media.
4

Agency Alignment & 

Harmonization

In 2018, USDA successfully merged AMS, 

the Grain Inspection, Packers and Stockyards 

Administration (GIPSA) and the Farm Service Agency’s (FSA) Commodity Operations 

programs to better meet the needs of farmers, 

ranchers, producers and consumers while 

improving customer service and maximizing 

efficiencies. The 2018 Farm Bill directed USDA 

to establish a national regulatory framework 

for hemp production in the United States.  As 

a result, AMS established the U.S. Domestic 

Hemp Production Program through an interim 

final rule.  This rule outlines provisions for the 

USDA to approve plans submitted by States 

and Indian Tribes for the domestic production 

of hemp.  It also establishes a Federal plan 

for producers in States or territories of Indian 

tribes that do not have their own USDA-approved plan. AMS also expanded coordination 

with the Customs and Border Protection 

Service and federal food safety services to 

improve oversight of organic imports. Moving 

forward, AMS is harmonizing functions and 

activities and capitalizing on shared activities 

with stakeholders to provide a comprehensive 

service portfolio to our customers. 
5

AMS Goal 1

Provide Market Information, Intelligence, and Assistance 

Supporting the Development of New Markets
6

Objective 1.

Increase Agricultural 

Opportunities by 

Supporting a Competitive, 

Fact-based, Data-driven 

Agricultural System 

AMS analyzes and publishes current and 

developing market trends and provides tools 

to help producers, and others in the supply 

chain, to identify domestic and international 

market opportunities and respond to changing market conditions. Data is disseminated 

within hours of collection and made available 

through distribution channels with a high 

degree of transparency and accuracy. Customer access to this information results in:

• Transparency so that producers and 

marketers understand market conditions;

• Reduction of the likelihood of local or 

regional shortages because traders can 

act in response to price information to 

supply deficit areas;

• Indication of possible and profitable 

production opportunities for farmers; 

• Assisting farmers in making decisions on 

which products to store or produce;

• Improved policy formulation through the 

availability of better information.

Developing and maintaining vital market 

data will require new innovations in the way 

information is captured and disseminated. 

AMS will implement new strategies to collect 

and report information and explore ways to 

repackage its current data to improve usability 

to industry partners. Finding ways to identify 

and illustrate the way AMS helps create longterm successes for its stakeholders will help 

stimulate market expansion.

STRATEGY: AMS will enhance and expand 

the information products that it provides to 

the public and improve the ways in which 

information and data products are stored and 

delivered. The Agency will complete the development of a digital database to provide large 

sets of multi-year market news data to users in 

a common format. Many of these changes will 

be accomplished through the development 

and implementation of the Market Analysis 

and Reporting System (MARS). 

Coverage of local and regional markets will 

be expanded, and coverage of the organic 

sectors and other specialized systems, such as 

grass-fed beef, will continue to be included. 

AMS is currently harmonizing and merging 

several market news information systems into 

a single unified database and data collection 

platform and simplifying public access to and 

maintenance of market news information. In 

addition, AMS will enhance and expand the 

availability of agricultural shipping data in a 

customizable, user-friendly way so that shippers can make informed decisions on when 

and how to move product to market.

Objective 1.

Provide Architectural 

Design and Market 

Development Support 

to Expand Local and 

Regional Food Systems

AMS facilitates the growth of producer income 

and enhancements in marketing efficiency by 

developing and evaluating agricultural marketing solutions and strategies for improving 

local and regional food systems. AMS provides 

direct site assessment and design services for 

food market planners, managers, and community stakeholders to improve the efficiency 

of permanent food market facilities. These 

facilities include wholesale markets, farmers 

markets, public markets and food hubs, all 

of which are important parts of the national 

food distribution network. The facilities may 

be indoors or outdoors, a single building or an 

industrial complex.
7

Market construction projects can require major 

capital investment and AMS’ involvement 

facilitates project advancement. AMS’ support 

involves leadership in all phases of develop-

ment, from the initial concept discussion with 

the customer through review of the costing 

phase and the construction process. In devel-

oping the design, AMS’ work follows building 

codes, zoning laws, fire regulations, and other 

local and state ordinances for Americans with 

Disabilities Act compliance. AMS designs 

buildings that are functional, safe, efficient, 

and meet the needs of the stakeholders using 

them. 

AMS also supports the development of 

agricultural markets through technical advice 

and assistance to States and municipalities 

interested in creating or upgrading wholesale 

market facilities, auction and collection mar-

kets, retail farmers markets, food hubs, and 

other direct or local markets. AMS conducts 

feasibility studies in cooperation with the pri-

vate sector, non-profit organizations, and other 

government agencies to evaluate and suggest 

efficient ways to handle and market agricul-

tural commodities. AMS studies changes in 

the marketplace to assist States, localities, 

market managers/operators, and producers in 

making strategic decisions for future business 

development. 

AMS’ increased emphasis on regional food 

systems supports economic growth for tribal, 

state, county, community, non-profit, and 

private sector partners as well as small farm-

ers. These new market opportunities develop 

and revitalize the infrastructure necessary for 

vibrant regional food systems and support 

innovation and proven business approaches 

such as cooperatives.

STRATEGY: AMS architects and marketing spe-

cialists will make presentations and targeted 

outreach describing free available design 

and market development services to state 

and local government (and affiliated) stake-

holder groups. Examples of outreach targets 

and forums include: National Association of 

Produce Market Managers; National Asso-

ciation of State Departments of Agriculture; 

Specialty Crop Block Grant coordinators within 

each state department of agriculture; tribal 

relations personnel identified by the Office of 

Tribal Relations; and state/ local sustainability 

offices and regional food councils. AMS staff 

will also provide specific in-person on-site 

market development support in 16 mostly 

rural communities across the U.S. as part 

of Local Foods, Local Places, a multi-agency 

federal effort to support locally led, commu-

nity-driven efforts to preserve open space and 

farmland, boost economic opportunities for 

local farmers and businesses, and to improve 

access to healthy local food.
8

AMS Goal 2 

Provide Quality Claims and Analyses to Facilitate 

Agricultural Marketing 
9

Objective 21

Export Verification and 

Certification Programs: 

Facilitate the trade of U.S. agricultural product

by providing user-fee 

funded programs to US

agricultural companies 

that either verify or 

certify to foreign market 

requirements that would 

otherwise inhibit market 

access of US. agricultural

products

AMS provides more than 20 different export 

certificates to interested suppliers to expedite 

the entry of U.S. commodities into foreign 

countries. These certification and verification 

programs support American exporters by 

ensuring that products meet specific import 

requirements for countries around the world, 

including in the European Union, Asia, and 

South America.

To further facilitate domestic and international 

movement of U.S. agricultural products, AMS 

works to develop centralized electronic trade 

document solutions, including Federal Grain 

Inspection Service (FGIS) online, the Electronic

Document Exchange (eTDE) System and the 

International Trade Data System (ITDS). These 

electronic systems give authorized product 

owners, buyers, carriers, brokers, and govern-

ment port agents access to critical information 

around the clock and around the world--mak-

ing the certification and verification process 

fast and efficient.

STRATEGY: AMS will continue to work with 

other Federal agencies in pursuit of interna-

tional trade partnerships, including organic 

equivalency agreements and will refine how it 

administers certificates through Agency-wide 

technological solutions, cross-cutting capa-

bilities, and interdependencies to promote 

greater efficiencies to U.S. exporters.

Objective 2.2

Grading: AMS userfee grading programs 

will provide grading, 

inspection and auditing 

services that are timely, 

unbiased, and a good 

value to the industry 

The Agency’s grading, inspection, certification, 

audit verification, and laboratory analysis 

are voluntary services that meat and poultry 

establishments, fruit and vegetable handlers 

and processors, egg processing plants, dairy 

processors, cotton producers, grain industry, 

and other parts of the agriculture sector can 

use to facilitate marketing and communicate 

quality and wholesomeness to consumers. 

Additionally, under provisions of the United 

States Grain Standards Act (with few excep-

tions) grain exported from U.S. export port 

locations must be officially weighed and 

inspected. 

Annually, AMS grades, audits, certifies and/

or inspects approximately $200 billion worth 

of agricultural products, ensuring the quality 

of domestic goods and helping American 

farmers and businesses export goods to over 

100 different countries. To better serve our 

fee-paying stakeholders, AMS will continue to 

increase efficiency and effectiveness and inte-

grate additional requirements into its audit 

verification and related services.

As a user fee-funded organization, AMS is 

committed to cost-effective and transparent 

operations and processes. The Agency con-

tinues to strive to serve as a good financial 

steward through maximized cost efficiency 

and transparency.
10

STRATEGY: The Agency will continue to assess, 

modernize, and restructure to provide a preeminent level of user-fee services that meet 

industry needs while continuing to keep cost 

to a minimum. AMS will capitalize on opportunities to achieve greater efficiencies through 

streamlined processes and cross-leveraging 

internal resources. On an AMS-wide basis, 

the various grading information technology 

systems will be evaluated and updated as 

necessary to ensure that they can capture and 

report both financial and workload data. 

Objective 2.

Develop Commodity 

Standards and Programs 

to Facilitate Global Trade 

and Economic Growth

The Agency supports the development of 

international standards that provide a common language for commodity buyers and 

sellers and are widely used by the agricultural 

industry in trading, futures market contracts, 

and in purchase specifications in most private 

contracts. AMS continually reviews the effectiveness of these standards and programs to 

ensure that its grading and auditing activities 

meet the needs of the marketplace and are 

based on Federal standards and support truth 

in labeling claims. 

AMS’ standardization activities enhance and 

expand export market access for U.S. commodities through collaboration with Federal 

regulatory and trade agencies and industry 

groups to develop market and export assistance programs (e.g., systems-based programs 

to meet export requirements and policies 

for specific countries). Due to AMS’ market 

expertise, Federal agencies and the agricultural industry depend on AMS to develop and 

administer marketing programs to meet the 

needs of foreign markets and customers.

AMS’ laboratory approval programs verify that 

the analysis of export products meet various 

countries’ requirements. The laboratory testing programs provide analytical testing services in the fields of chemistry, microbiology, 

and molecular biology in support of grading, 

commodity purchases, exports, compliance, 

product specifications and research. 

AMS works closely with the International 

Union for the Protection of New Varieties of 

Plants (UPOV) countries on the International 

System of Cooperation, an initiative to provide 

a more uniform approach to the testing and 

examination of Plant Variety Protection (PVP) 

applications. AMS participates in the UPOV’s 

international electronic system for the submission of PVP applications to the countries 

selected by an applicant. The variety name 

verification project aligns the U.S. with other 

UPOV countries by providing a means to verify 

variety names so they are not in conflict with 

other protected varieties within the UPOV and 

European Union’s Community Variety Protection Office systems.

The Pesticide Data Program (PDP) provides 

improved data collection of pesticide residues, 

standardized analytical and data reporting 

methods, and increased sampling of foods. 

This data helps to assure foreign and domestic consumers that the food they feed their 

families is safe. PDP also enhances the global 

marketing of U.S. products by ensuring that 

data needed to support exports are available 

and can be used to assist in removing potential trade barriers. 

AMS’ Biotechnology Proficiency Program now 

involves 210 organizations on five continents 

with more than 80 percent of the participants 

from organizations outside the U.S. This 

program enables organizations to assess 

and improve their accuracy and precision in 

identifying genetically engineered (GE) events 

in grains and oilseeds and gives grain buyers 

and sellers confidence in the results produced 

by GE testing laboratories. Additionally, AMS 

continues to collaborate with international 

organizations such as Analytical Excellence 

through Industry Collaboration, International 

Organization for Standardization, American 

Association of Cereal Chemists, Institute for 

Reference Materials and Measurements and 
11

the Canadian Grain Commission to harmo-

nize testing technologies for GE grains and 

oilseeds. 

STRATEGY: To facilitate domestic and interna-

tional movement of U.S. agricultural products, 

AMS is working to develop centralized elec-

tronic trade document solutions, including the 

International Trade Data System (ITDS). This 

electronic system gives authorized product 

owners, buyers, carriers, brokers, and govern-

ment port agents access to critical information 

around the clock and throughout the world—

making the certification and verification 

process even faster and easier. In addition, 

AMS provides PDP data that can be used by 

CODEX to develop international Maximum 

Residue Levels (MRLs) that facilitate trade as 

PDP data are the only publicly available data 

worldwide that can be used as actual data in 

place of estimated data.  

Assisting with product transparency within 

the marketplace and providing harmoniza-

tion of quality grades internationally, AMS 

will develop a standardized review of over 

500 government standards and close to 200 

Commercial Item Descriptions. The Agency will 

also audit annually over 120 process verified 

production statements for the industry to 

confirm market claims. AMS will ensure the 

development and use of fair and transparent 

procedures enabling open processes to sup-

port the requirements for the new standard 

in food disclosure and labeling. The protocols 

established will allow production claims and 

the use of traceability and source verification 

to be more mainstream and well defined. 

These activities ensure that AMS’ standards 

and labeling programs continually evolve to 

include changing consumer demands and 

industry production methods.

To ensure consistency in system development 

and product certification, AMS has established 

a team to address the ever-changing needs, 

strategy and requirements to facilitate trade 

and economic growth.
12

AMS Goal 3

Provide Effective Oversight of Markets and Entities 
13

Objective 31

National Organic 

Program (NOP): 

Increase Agricultural 

Opportunities by 

Establishing Clear 

Standards that Ensure 

a Consistent Marketing 

System

The organic industry continues to rapidly and 

steadily expand, and now represents over 5% 

of U.S. food sales. In 2018, organic sales in 

the U.S. totaled $52.5 billion, a 6.5% increase 

over the previous year. Organic certification 

operates as a public-private partnership, with 

almost 80 third-party certifying agents autho-

rized by USDA to certify farms and businesses 

to the USDA organic standards. With organic 

imports rising to meet consumer demand, 

reforms are needed to ensure that enforce-

ment across complex supply chains is both 

sound and sensible.

AMS oversees national standards for the pro-

duction and handling of agricultural products 

labeled as organic and supports the National 

Organic Standards Board. The USDA organic 

seal is recognized throughout the world as 

the gold standard in the organic market. The 

number of U.S. farms and businesses choos-

ing to become certified organic has continued 

to grow at a rate of more than 4% per year for 

more than 10 years. Clear standards, sound 

and sensible certification, and robust enforce-

ment protect organic integrity for both farmers 

and consumers. 

The NOP faces risks with respect to providing 

effective oversight of the growing global 

organic control system to protect both U.S. 

producers and consumers. AMS will imple-

ment regulatory changes to improve USDA’s 

ability to oversee the growing organic market, 

while also streamlining regulatory require-

ments for third-party certification agencies. 

Collaborating with other USDA agencies, as 

well as Customs and Border Protection (CBP), 

is improving targeted oversight of imported 

organic products and protecting U.S. produc-

ers. 

AMS will maximize USDA’s investments to 

introduce better controls across the public-pri-

vate framework of organic certification and 

oversight and will provide tools that industry 

can use to self-regulate. These approaches 

will improve transparency and efficiencies 

across the industry while maximizing taxpayer 

investments in the organic program. Further, 

reducing regulatory reporting for third-party 

certifiers will decrease their paperwork burden 

while maintaining the integrity of the system. 

STRATEGY: AMS will streamline and improve 

organic enforcement through rule changes 

to the USDA organic regulations. Administra-

tive changes will be implemented through 

technology investments and improvements, 

and business process changes in the inves-

tigations process and in collaborations with 

other agencies such as the Foreign Agricul-

tural Service (FAS) and the Animal and Plant 

Health Inspection Service (APHIS). Organic 

industry participants also advocate for statu-

tory changes through the Farm Bill process to 

amend the Organic Foods Production Act to 

introduce new authorities that would supple-

ment and enhance these proposals. 

Objective 32

Ensure Research and 

Promotion Programs 

Operate in Compliance 

with Acts, Orders and 

Guidelines

AMS provides administrative oversight to over 

20 industry-funded commodity research and 

promotion programs with over $925 million 

in annual revenue. The various research and 

promotion acts authorize the collection of an 

assessment from identified segments of the 

marketing chain including producers, feed-

ers, seed stock producers, exporters, packers, 

importers, processors, manufacturers, and/

or handlers. These assessments are used to 
14

establish, finance, and carry out a coordinated 

program of research, consumer information, 

nutrition education, and promotion to improve, 

maintain, strengthen and develop new markets both domestically and internationally for 

agricultural products. AMS’ role is to oversee 

research and promotion boards to ensure 

fiscal accountability and program integrity. 

AMS reviews and approves all commodity 

promotional campaigns including advertising, 

consumer education programs, and other promotional materials prior to their use. AMS also 

approves the boards’ budgets and marketing 

plans and attends all board meetings. Research 

and Promotion Programs reimburse AMS for 

the cost of administrative oversight activities 

and no tax dollars are used in the establishment, operation, or oversight of the programs.

Examples of activities conducted by these 

programs includes work done to combat plastic 

contamination in cotton, prevention of peanut 

allergies, the introduction of brand ambassador 

characters and the development of improved 

plant varieties. In addition, boards have promotional campaigns which include: Undeniably 

Dairy, Fuel Up to Play 60, Go Mango! The Super 

Fun Superfruit, Paper and Packaging – How Life 

Unfolds, THINKWOOD and What Are You Eating. 

AMS maintains several documents including 

the USDA Guidelines for Oversight of Commodity Research and Promotion Programs 

and Standard Operating Procedures designed 

to facilitate the application of legislative and 

regulatory provisions of the acts and orders to 

promote consistency in AMS’ oversight of all 

commodity promotion and research programs. 

Additionally, staff is equipped with the skills 

and abilities to effectively and efficiently carry 

out the Agency’s responsibilities for promotion 

and research program oversight in order to 

ensure all research and promotion program 

activities follow regulatory and legislative 

requirements. Staff responsible for conducting 

board oversight complete periodic internal 

management reviews to ensure boards are in 

compliance with the requirements. AMS will 

continue to strengthen its oversight of the 

research and promotion boards to help ensure 

that funding is used appropriately.

STRATEGY: AMS will maintain experienced staff 

who are on the leading edge of product and 

nutrition research, sustainability, social media, 

consumer and market research, menu development, product development, marketing, promotion and exporting. AMS will ensure standard 

operating procedures and oversight guidance 

documents stay relevant with changing industry needs and new board requirements. AMS 

will ensure that industry boards have the tools 

needed to secure a dynamic membership pool 

and are able to assess their market holistically, 

including consumer demand.

Objective 3.

Sustain Excellence 

in the Quality and 

Wholesomeness of 

Agricultural Products 

Increasingly, USDA and stakeholders request 

that AMS ensures accuracy in agricultural 

product labeling, beyond the Agency’s historical quality verification role. Through targeted 

enforcement, regulation, and inspection 

activities, AMS will help protect vulnerable 

populations and critical agriculture markets. 

The audit-based Country of Origin Labeling 

(COOL) compliance program ensures that the 

public receives credible, accurate information 

regarding the source of specific foods to enable 

more informed choices. U.S. standards for shell 

eggs limit the number of restricted eggs (eggs 

that are undesirable for human consumption) 

that are permitted in consumer channels and 

regulate the mandatory procedures for the disposition of restricted eggs. AMS administers the 

Federal Seed Act which regulates the interstate 

shipment of agricultural and vegetable seeds 

and promotes uniformity among State laws and 

fair competition within the seed trade. These 

programs help ensure truthfulness in labeling, 

uniformity among State laws and fair competition within agricultural marketplaces. 

AMS continues to influence the expansion and 

development of international markets and partners with the Environmental Protection Agency 
15

(EPA), Food and Drug Administration (FDA), 

USDA’s Foreign Agricultural Service (FAS), and 

other Federal agencies to carry out their respec-

tive missions. AMS is the designated authority for 

the U.S. Organization for Economic Cooperation 

and Development (OECD) Seed Schemes Pro-

gram that facilitates U.S. seed trade into foreign 

markets. AMS will continue to serve in leadership 

roles for both domestic and international seed 

organizations and lead the adoption of new 

rules for shipping certified seed in international 

commerce.

STRATEGY: To ensure proper origin labeling 

on many agricultural products, AMS partners 

with state agencies to conduct over 3,500 

retail reviews and 50 supplier traceback audits 

annually. Because consistent application of the 

regulation is critical to COOL’s success, AMS has 

initiated a remote retailer compliance certifi-

cation program with a target of three reviews 

annually. In addition, AMS will increase program 

awareness for online retailers through presenta-

tions, Fact Sheets and increased communications.  

As a member of OECD’s Strategic Planning 

Committee, AMS is charged with monitoring 

the implementation of international short- and 

long-range strategies as set forth in the current 

strategic and action plans for the OECD Seed 

Schemes. 

AMS will establish regulations for the develop-

ment of a Domestic Hemp Production Program 

to facilitate the production of hemp under state, 

tribal and USDA plans.  This program will help 

expand production and sales of domestic hemp, 

benefiting both U.S. producers and consumers.

Objective 34

Stabilize and Protect 

Markets

Marketing orders and agreements enable farm-

ers and handlers to collectively work to stabilize 

market conditions for dairy and fruit and vegeta-

ble producers. There are 33 active specialty crop 

marketing agreement and order programs, which 

cover 28 commodities and 11 milk marketing 

orders. AMS oversees these activities to ensure 

that they operate within legal parameters. Mar-

keting orders and agreements establish mini-

mum prices that handlers pay to dairy producers; 

regulate the quality and quantity of fruits and 

vegetables sold in commercial channels; and, 

provide for fruit and vegetable market develop-

ment and promotion. Most of the active Federal 

marketing order programs for fruits and vege-

tables include minimum grade requirements 

and the standards used include characteristic 

qualities as well as criteria related to food safety 

(e.g., lack of mold, insects, and foreign material). 

AMS uses Section 32 funds to administer the 

marketing orders and agreements program at 

the national level and to conduct public hearings 

and referenda to determine producer senti-

ment concerning new programs and proposed 

revisions of existing marketing orders already 

in effect. Program activities and administration 

at the local level are financed through handler 

assessments. Highlights of recent achievements 

include establishing a new milk marketing order 

in California, new regulations regarding pistachio 

exports, and cherry marketing order revisions. 

AMS will continue to work to increase compliance 

with Section 8e of the Agricultural Marketing 

Agreement Act of 1937 (AMAA) to help ensure 

the integrity of these marketing programs.

STRATEGY: AMS will continue to provide value 

in the timely and accurate distribution of com-

modity pricing information. These reports allow 

industry stakeholders to analyze markets, identify 

trends, plan intelligently, and ultimately make 

successful and informed business decisions. AMS 

endeavors to issue 24 advance and monthly price 

announcements reflecting market wholesale 

prices of dairy products.
16

AMS Goal 4 

Provide Premier Procurement and Technical Solutions 

to Identify and Fulfill the Needs for Agricultural, 

Food Assistance and Other Programs 
17

Objective 41

Enhance the Procurement 

Business Model

The Agency’s commodity procurement 

program purchases nutritious, wholesome, 

and safe U.S. grown and processed food for 

Federal nutrition program recipients and 

purchases and delivers food aid commodities 

to foreign countries. These purchases help 

to stabilize prices in agricultural commodity 

markets by balancing supply and demand, are 

a vital component of our nation’s food safety 

net and assist vulnerable populations around 

the world. 

AMS will continue to build on the current 

successes from the recent consolidation of 

commodity procurement activities through 

the implementation of consistent, repeatable 

business processes and ensure that it has 

effective controls in place so that commodity 

purchases comply with Federal regulations 

and that the purchased products are inspected 

in an effective and timely manner. The Agency 

will review business processes and work with 

industry partners to identify and provide strat-

egies and solutions to more effectively provide 

support and stabilize prices. Commodity 

procurement activities will focus on effective 

communication about Federal nutrition pro-

grams to recipients and other stakeholders.

STRATEGY: AMS, working with USDA’s Food 

and Nutrition Service (FNS), has launched a 

broad effort to review and re-engineer USDA’s 

food procurement practices to improve the 

program for our customers and stakeholders. 

Regular conversations with producers, ven-

dors and suppliers help to better understand 

product challenges, including market condi-

tions, as well as how to improve operations 

by synchronizing USDA food purchases with 

industry commercial operations for the benefit 

of all.

With the realignment within USDA for AMS to 

conduct all food procurement (both domestic 

and international), the Agency will work to 

harmonize activities across the Program to 

better support the Department’s nutrition and 

aid programs.

Objective 42

Ensure and Expand 

Optimal WebBased Supply Chain 

Management Service 

Delivery

In 2006, AMS partnered with USDA’s FAS, FSA, 

FNS and the U.S. Agency for International 

Development (USAID) to create a modern Web 

Based Supply Chain Management (WBSCM) 

system to integrate commodity procurement, 

tracking, and ordering. WBSCM supports 

domestic agriculture, nutrition assistance, 

food security, and international food assis-

tance programs of USDA and USAID. All 

Federal food and commodity orders, solicita-

tions, offers, awards, deliveries, invoices, and 

payments occur in WBSCM, and all commod-

ity program business partners are required to 

use the system.

AMS will continue to lead the effort to build 

upon the WBSCM implementation successes 

with FNS, FSA, and FAS, and USAID. The 

Agency will coordinate efforts to improve 

WBSCM functionality to provide better service 

delivery to domestic nutrition, international 

food assistance, and agricultural programs, 

and partner with other Federal agencies to 

expand the use and user base of WBSCM. 

STRATEGY: Develop an implementation plan 

for fundamental improvements in business 

processes in WBSCM. AMS estimates these 

improved processes will reduce procurement 

response times by 20-30% and result in 

savings of $38 million per year for USDA, state 

and local entities.
18

Objective 4.

Improve Access to 

Healthy, Locally Produced 

Foods While Developing 

Market Opportunities

AMS promotes producer access to local and 

regional markets, including direct-to-consumer and other emerging opportunities, and 

plays a crucial role in bringing locally sourced 

agricultural products to communities. Through 

the National Farmers Market Directory, AMS 

connects consumers to producers at over 

8,000 farmers markets, providing location and 

operating information. AMS conducts regular 

data collection and analysis to help stakeholders better understand evolving influences 

on market performance and profitability. 

Food hubs and other aggregation models 

support commercial and institutional customers that desire to source local and regional 

food products. The Federal-State Marketing 

Improvement Program provides matching 

funds to state agencies to explore new food 

and agricultural product market opportunities. 

Specialty crop block grants enhance the competitiveness of fruits and vegetables, tree nuts, 

dried fruits and nursery crops. Farmers market 

promotion grants develop, improve and 

expand domestic farmers markets, roadside 

stands, community-supported agriculture programs and other direct producer-to-consumer 

opportunities. Local food promotion grants 

develop, improve and expand local food 

businesses that process, distribute, aggregate 

or store locally or regionally produced food 

products.

An increased emphasis on regional food 

systems supports economic growth for tribal, 

state, county, community, non-profit and 

private sector partners. These new market 

opportunities develop and revitalize the infrastructure necessary for vibrant regional food 

systems and support innovation and proven 

business approaches such as cooperatives. 

Through these means, local producers will 

be better equipped to distribute, and market 

healthy foods and the development of additional farmers markets will promote healthier 

communities.

STRATEGY: Through cooperative research 

agreements and national case studies, AMS 

has gained extensive knowledge on different 

innovative approaches to address the need 

of access to healthy, locally produced foods. 

The research conducted on food hubs, farmers 

markets, commodity supported agriculture 

programs, mobile markets, urban agriculture 

and federal nutrition programs provides AMS 

with an extensive amount of data on opportunities, challenges and best practices that can 

be shared to assist with the development of 

new market opportunities. Additionally, access 

to these foods does not simply stop at providing these products at markets. To successfully 

improve access to all individuals requires 

additional efforts and considerations. AMS 

research has identified strategies that will 

enhance a market’s ability to meet customer 

needs and provide access to healthy, locally 

produced foods. Such strategies include 

but are not limited to nutrition and cooking 

training, transportation assistance, incentive 

programs, availability of culturally appropriate 

products, and market promotion events. AMS 

will distribute this information in the form of 

workshops, publications, one-on-one technical 

assistance and webinars to provide stakeholders with actions and strategies that can be 

employed to develop markets and improve 

access to healthy, locally produced foods. AMS 

will strive to target this outreach to address 

rural prosperity and support Opportunity 

Zones.
19

AMS Goal 5

Facilitate Fair Trade in the Handling and Marketing of 

Agricultural Commodities and Products 
20

Objective 5.

Provide Financial 

Protection to Livestock 

Producers and Ensure Fair 

and Competitive Markets 

for Livestock, Meat and 

Poultry

Through its oversight activities under the 

Packers and Stockyards Act (P&S), including 

monitoring programs, conducting reviews and 

investigations, AMS fosters fair competition, 

and provides payment protection to the livestock, meat and poultry industries. AMS also 

guards against deceptive and fraudulent trade 

practices that affect the movement and price 

of meat animals and their products. AMS’ 

work protects consumers and members of the 

livestock, meat, and poultry industries. 

STRATEGY: As the industry continues to 

evolve, administration of the P&S Act will 

evolve to meet ongoing needs of the industry 

and ensure fair trade practices. The program 

is committed to protecting fair trade practices, 

financial integrity, and competitive markets 

for livestock, meat and poultry producers 

through education, registration and compliance enforcement. AMS will regularly engage 

industry, and deliver responsive, relevant 

services to our customers and stakeholders.

Objective 5.

Facilitate Fair Trading 

Practices in the Marketing 

of Fresh and Frozen 

Fruits and Vegetables in 

Interstate and Foreign 

Commerce

The Perishable Agricultural Commodities Act 

(PACA) facilitates fair trading practices in the 

marketing of fresh and frozen fruits and vegetables in interstate and foreign commerce by 

means of education, mediation, arbitration, 

licensing and enforcement. A major objective 

of the PACA program is to partner with the 

dealers of fresh and frozen fruits and vegetable to ensure that they get what was paid for 

and receive payment promptly for what they 

sell, including when their customers go out of 

business, declare bankruptcy, or simply refuse 

to pay for the fruits and vegetables received. 

PACA provides a forum to investigate, mediate, 

and arbitrate contract disputes; a mechanism 

for recovering damages when buyers and 

sellers of produce fail to meet their contractual 

obligations; sanctions produce sellers that fail 

to pay obligations or misrepresent the product 

in which they sell; and provides a mechanism 

to monitor the activities of PACA violators. 

STRATEGY: AMS will process license applications, issue certificates and improve call center 

response times to ensure customers can enter 

into business transactions as quickly and efficiently as possible. In the event of an irreconcilable dispute, AMS will pursue appropriate 

and timely action.

To ensure that stakeholders are informed of 

their rights and responsibilities under the 

PACA, additional outreach and education will 

be available to the industry and employees 

through increased use of technology.

Objective 5.

Boost Fair Trade Practices 

by Administering all 

Provisions of the U.

Warehouse Act (USWA) 

and Commodity Credit 

Corporation (CCC) 

Storage Agreements 

AMS is responsible for administering all 

provisions of the USWA and the CCC Storage 

Agreements, the principal purposes of which 

exercise proper administrative control and 

regulation of a nationwide storage system, 

address uniformity among warehouse 
21

receipts, ensure standardization of grading 

and classification structures and assist with 

sustaining the stakeholder relationships with 

warehouse operators, depositors, graders, 

classifiers, weigh personnel and the banking 

system. Additionally, AMS administers the 

Posted County Price (PCP) system to facilitate 

implementation of commodity price and sta-

bilization programs by FSA. AMS also acquires, 

processes, stores, handles, distributes, 

transports, issues payments, and performs 

other services related to surplus removal 

and disposition, including sales, barters and 

donations of commodities acquired by CCC 

under marketing assistance programs. Further, 

AMS administers CCC programs such as the 

Economic Adjustment Assistance to Users of 

Upland Cotton (EAAP), Bales Made Available 

for Shipment (BMAS) and the Special Compet-

itive Provisions for Extra Long Staple Cotton 

(ELS).

STRATEGY: AMS will engage further with trade 

and stakeholder groups, improve services and 

operations, strengthen internal relationships 

with commodity analysts to support market 

transparency and modernize technology to 

accurately assess warehouse operations, com-

modity pricing and market analysis.

Objective 54

Ensure Consumers 

are Aware of and 

Provided with Accurate 

Information about Food 

Sources 

As the U.S. agricultural marketplace has 

evolved through the years, two areas of 

focus have emerged which assist consumers 

identify certain characteristics of food. The first 

is the COOL law that requires retailers, such 

as full-line grocery stores, supermarkets and 

club warehouse stores, to notify their cus-

tomers about the country of origin of certain 

foods. The second is the Bio-Engineering (BE) 

law which requires the development of a man-

datory national system for disclosing whether 

certain foods are bioengineered or contain 

bioengineered ingredients. 

STRATEGY: AMS will develop BE compliance 

and enforcement procedures, conduct BE 

industry outreach and education, maintain 

cooperative agreements with States for COOL 

compliance, and conduct COOL surveillance 

reviews and trace back audits. AMS will man-

age a comprehensive nationwide program 

relating to the development, implementation, 

and enforcement of programs to ensure com-

pliance with the law by retailers and suppliers 

subject to COOL regulation.
22

AMS Goal 6

Sustain and Enrich a Progressive and Dynamic 

Organization and Workforce
23

Objective 61

Foster an Environment of 

Employee Engagement, 

Development, 

Communication and 

Accountability

AMS must continue to ensure that it has 

talented, high-performing employees, super-

visors, managers and leaders to carry out its 

mission, particularly considering an aging 

Federal workforce, stiff competition from other 

public and private sector organizations and 

declining budgetary resources. The workforce 

delivers an assortment of marketing services 

to the Agency’s customer base and serves as 

representatives of not just AMS, but also USDA. 

It is vital that the AMS workforce possesses the 

requisite skills and abilities, are adequately 

equipped with technology and resources, 

and continually seek more streamlined and 

effective means to carry out their work. The 

Agency must sufficiently invest in training and 

development programs to make certain that its 

employees are adequately prepared to assume 

prospective leadership roles and positions. 

STRATEGY: Provide AMS employees and 

supervisors with career planning and pro-

fessional development tools and resources. 

Targeted training will allow AMS to ensure 

workforce skills and competencies are aligned 

with emerging technology and demands of the 

21st century. As the workforce becomes more 

dynamic, AMS can better respond to changing 

industry and consumer demands and priorities. 

Objective 62

Enhance Information 

Technology (IT) 

Governance

Improve collaboration, strategic and tactical 

planning between the program areas, business 

and IT Leaders to support the AMS mission. The 

partnership between AMS and the Marketing 

and Regulatory Programs Business Services 

(MRPBS) leadership is key to ensuring the orga-

nization is driving towards maximum business 

value. 

STRATEGY: AMS will work with MRPBS to 

develop a governance structure for business 

services. This will begin with the development 

of both an Executive Review Board (ERB) and an 

Internal Review Board (IRB) for IT governance. 

AMS will utilize dashboard capabilities to moni-

tor agreed upon metrics. 

Objective 63

Cultivate a Rich and 

Diverse Workforce

AMS contributes to the strength, vitality and 

competitiveness of the U.S. agricultural sector 

by delivering a variety of efficient and effective 

services to the American public. To continue 

this service through the various programs that 

the Agency administers, AMS must attract, hire 

and retain a high-performing workforce that 

represents all segments of American society. 

In addition, AMS employees will work in an 

environment that promotes respect for the 

individual and encourages sharing of different 

views and perspectives.

STRATEGY: Develop a recruitment strategy 

to hire top, diverse, talent; identify and elim-

inate hiring barriers and maximize outreach 

efforts. In addition, analyze attrition levels and 

off-boarding documentation for departure 

trends. 
24

Appendix A 

Performance Measures

1 These are annual numbers; not cumulative. By the end of 2021, all Market News reports and data sets will be transitioned into MARS, and will therefore be reformed and enhanced by increasing the utility and functionality of the information 

presented to the public. Once all reports and data sets have been incorporated into MARS, continual updates and changing 

industry practices and participants will require an ongoing effort by Market News to remain current.

Actual Target

Performance Measure FY 2018 FY 2020 FY 2021

Goal 1

Number of USDA Market News reports and data sets developed, 

enhanced, and reformed to better reflect current marketing 

channels and meet industry needs (1.1) 1 510 650 650

Number of International Markets Reported (1.1) 102 224 233

Local and Regional Markets Reported (1.1) 206 111 117

Number of market development and architectural design projects 

(1.2) 186 239 249

Goal 2

Maintain a positive export verification/certification Return on 

Investment (2.1)

Dairy $1,300:1 $1,300:1 $1,300:1

Livestock, Poultry $5,500:1 $5,500:1 $5,500:1

Specialty Crops $3,400:1 $3,400:1 $3,400:1

Percent of fee grading services scheduled within 3 business 

days in order to ensure plants, or other facilities, can meet their 

obligations for graded product (2.2)

Butter

Cheese

95%

95%

95%

95%

95%

95%

Cotton, Upland

Cotton, Pima

94% 

94% 

94% 

94% 

94% 

94% 

Meat

Poultry

95% 

95%

95% 

95%

95% 

95%
25

Actual Target

Performance Measure FY 2018 FY 2020 FY 2021

Specialty Crops, Fresh

Specialty Crops, Processed

85% 

100%

85% 

100%

85% 

100%

Tobacco 94% 94% 94%

Maintain efficient operations to keep costs below 1% of 

commodity value (2.2)

Butter/per pound $0.002750 $0.002750 $0.002750

Cotton/per bale $2.16 $2.95 $2.95

Shelled Eggs/per dozen $0.006979 $0.006979 $0.006979

Grain/per bushel $0.01 $0.01 $0.01

Meat: Beef/per head

Meat: Lamb/per head

Meat: Veal/per head

$0.69

$0.05

$0.13

$0.69

$0.05

$0.13

$0.69

$0.05

$0.13

Poultry/per pound $0.004445 $0.004445 $0.004445

Specialty Crops/per pound $0.009904 $0.009904 $0.009904

Percent accuracy of grain inspection certificates (2.2) 98% 95% 96%

Number of commodity standards that are revised, eliminated, 

improved or developed in order to maintain quality and accuracy 

(2.3) 558 475 458

Cumulative number of countries and commodities covered by 

laboratory testing and approval programs developed to increase 

export market access (2.3) 20 20 28

Countries 34 34 34

Commodities 9 10 11

Cumulative number of crops the Plant Variety Protection Office 

accepts from the UPOV international electronic PVP filing system 

(2.3) 5 6 7

Cumulative number of global PDP contacts to share program 

information (2.3) 8 7 7
26

Actual Target

Performance Measure FY 2018 FY 2020 FY 2021

Goal 3

Percent in compliance with certification and accreditation criteria 

(3.1)2 95% 95% 95%

Number of complaints received each year:  Should decrease over 

time as the market continues to improve and self-regulate (3.1)3 369 350 350

Number of memoranda of agreement with other agencies that 

lead to specific actions that improve the monitoring and oversight 

of organic industry (3.1) 2 3 3

Number of research and promotion standard operating 

procedures created or reviewed and updated (3.2) n/a 2 3

Percent of board submitted marketing plans, budgets, and budget 

amendments are reviewed and approved within 20 working days 

of receipt (3.2) 91% 93% 95%

Number of management reviews conducted every year (3.2) 4 5 5

Percent of firms complying with EPIA and the Shell Egg 

Surveillance program (3.3) 97.4% 97% 97%

Percent of seed shipped in interstate commerce that is accurately 

labeled (3.3) 98% 98% 98%

Percentage of interstate compliance cases submitted that are 

completed (3.3) 95% 95% 95%

Percent of covered commodity suppliers in compliance with 

Country of Origin Labeling (3.3) 96% 96% 96%

2 The NOP strengthened its auditing activities in 2017, which increased detection of noncompliance at the certifier level. 

The resulting decrease in the compliance rate to 90% reflects an increase in the robustness of compliance audits. These measures are associated with regulatory reforms in 2019, we would not expect targets to decrease until after that.

3 The NOP has continued to strengthen its auditing activities with additional funding, allowing the program to be more 

risk-based auditing. This, balanced by improvements in certifier programs, is resulting in a steady state compliance rate at 

approximately 93-95%
27

Actual Target

Performance Measure FY 2018 FY 2020 FY 2021

Issuance of accurate monthly price information to the dairy 

industry (3.4)

Advanced Price Announcements

Monthly Price Announcements

100%

100%

100%

100%

100%

100%

Goal 4

Percent of CPS business processes and procurements that meet 

the needs of agricultural industries (4.1) 84% 90% 95%

Number of releases per year to improve functionality for nonFederal Government users and customers (4.2) 4 4 4

Goal 5

Percent of industry in compliance with Packers & Stockyards Act 

(5.1) 89.30% 84.50% 84%

Reduce the number of days it takes to issue a new PACA license 

when a complete application is received in the ePACA portal, 

bringing new operations in compliance with PACA quicker (5.2) 30 days 20 days 15 days

Number of USWA Licensed Warehouse Operators (5.3) 794 760 755

Number of locations with USWA Licenses (5.3) 3,217 3,275 3,300

Percent of covered commodities labeled in compliance at retail 

(5.4) 95% 95% 95%

Goal 6

Percent of full-time permanent employees with Individual 

Development Plans (6.1) 80% 90% 95%

Percent of Agency funding used for development, modernization, 

and enhancement of information technology systems (6.2) 27% 35% 34%

Number of new hires against annual target (6.3) 654 354 300
28

Appendix B 

AMS Summary of Goals and Objectives

Goal 1. Provide Market Information, Intelligence, and Assistance

Supporting the Development of New Markets 

• Objective 1.1 – Increase Agricultural Opportunities by Supporting a Competitive, Fact-based, Data-driven Agricultural System 

• Objective 1.2 – Provide Architectural Design and Market Development Support to Expand Local and Regional Food Systems

Goal 2. Provide Quality Claims and Analyses to Facilitate Agricultural

Marketing 

• Objective 2.1 – Export Verification & Certification Programs: Facilitate the trade of U.S. agricultural products by providing 

user-fee funded programs to U.S. agricultural companies that either verify or certify to foreign market requirements that 

would otherwise inhibit market access of U.S. agricultural products

• Objective 2.2 – Grading: AMS user-fee grading programs will provide grading, inspection and auditing services that are 

timely, unbiased, and a good value to the industry 

• Objective 2.3 – Develop Commodity Standards and Programs to Facilitate Global Trade and Economic Growth

Goal 3. Provide Effective Oversight of Markets and Entities

• Objective 3.1 – National Organic Program (NOP): Increase Agricultural Opportunities by Establishing Clear Standards that 

Ensure a Consistent Marketing System

• Objective 3.2 – Ensure Research and Promotion Programs Operate in Compliance with Acts, Orders and Guidelines

• Objective 3.3 – Sustain Excellence in the Quality and Wholesomeness of Agricultural Products 

• Objective 3.4 – Stabilize and Protect Markets

Goal 4. Provide Premier Procurement and Technical Solutions to

Identify and Fulfill the Needs for Agricultural, Food Assistance and 

Other Programs 

• Objective 4.1 – Enhance the Procurement Business Model

• Objective 4.2 – Ensure and Expand Optimal Web-Based Supply Chain Management Service Delivery

• Objective 4.3 – Improve Access to Healthy, Locally Produced Foods While Developing Market Opportunities
29

Goal 5. Facilitate Fair Trade in the Handling and Marketing of

Agricultural Commodities and Products 

• Objective 5.1 – Provide Financial Protection to Livestock Producers and Ensure Fair and Competitive Markets for Livestock, 

Meat and Poultry

• Objective 5.2 – Facilitate Fair Trading Practices in the Marketing of Fresh and Frozen Fruits and Vegetables in Interstate and 

Foreign Commerce

• Objective 5.3 – Boost Fair Trade Practices by Administering all Provisions of the U.S. Warehouse Act (USWA) and Commodity 

Credit Corporation (CCC) Storage Agreements 

• Objective 5.4 – Ensure Consumers are Aware of and Provided with Accurate Information about Food Sources 

Goal 6. Sustain and Enrich a Progressive and Dynamic Organization

and Workforce

• Objective 6.1 – Foster an environment of employee engagement, development, communication and accountability

• Objective 6.2 – Enhance Information Technology (IT) Governance

• Objective 6.3 – Cultivate a rich and diverse workforce
30

In accordance with Federal civil rights law and U.S. Department of Agriculture 

(USDA) civil rights regulations and policies, the USDA, its Agencies, offices, and 

employees, and institutions participating in or administering USDA programs are 

prohibited from discriminating based on race, color, national origin, religion, sex, 

gender identity (including gender expression), sexual orientation, disability, age, 

marital status, family/parental status, income derived from a public assistance 

program, political beliefs, or reprisal or retaliation for prior civil rights activity, in 

any program or activity conducted or funded by USDA (not all bases apply to all 

programs). Remedies and complaint filing deadlines vary by program or incident.

Persons with disabilities who require alternative means of communication for 

program information (e.g., Braille, large print, audiotape, American Sign Language, etc.) should contact the responsible Agency or USDA’s TARGET Center at 

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languages other than English.

To file a program discrimination complaint, complete the USDA Program Discrimination Complaint Form, AD-3027, found online at How to File a Program Discrimination Complaint and at any USDA office or write a letter addressed to USDA and 

provide in the letter all of the information requested in the form. To request a copy 

of the complaint form, call (866) 632-9992. Submit your completed form or letter 

to USDA by: (1) mail: U.S. Department of Agriculture, Office of the Assistant Secretary for Civil Rights, 1400 Independence Avenue, SW, Washington, D.C. 20250-

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