FY 2021 

PERFORMANCE 

REPORT 

U.S. Department of 

Agriculture 
 

 

 

 

 

 

 

 

 

 

Table of Contents 

About the U.S. Department of Agriculture..........................................................................1 

Mission, Vision, and Core Values ..............................................................................................1 

Cross-Agency Collaboration and Partnerships ...........................................................................1 

Organization of the Department...............................................................................................2 

Introduction ...............................................................................................................3 

FY 2018 – 2022 Strategic Goals and Objectives .........................................................................4 

Agency Priority Goals..............................................................................................................6 

Cross-Agency Priority Goals ....................................................................................................6 

Executive Summary of Performance for FY 2021........................................................................7 

Strategic Goal 1: Ensure USDA Programs are Delivered Efficiently, Effectively, With Integrity 

and a Focus on Customer Service ...............................................................................8 

1.1 Modernize Information Technology Infrastructure, Facilities, and Support Services to Improve 

the Customer Experience ........................................................................................................8 

1.2 Maintain a High-Performing Workforce through Employee Engagement and Empowerment....9 

1.3 Reduce the Regulatory Burden and Streamline Processes....................................................11 

1.4 Improve Stewardship of Resources and Utilize Data-Driven Analyses to Maximize the Return 

on Investment ......................................................................................................................11 

Strategic Goal 2: Maximize the Ability of American Agricultural Producers to Prosper by 

Feeding and Clothing the World ............................................................................... 14 

2.1 Provide an Effective Financial Safety Net for Farmers and Ranchers to Sustain Economically 

Viable Agricultural Production and Support Rural Jobs and Economic Growth............................14 

2.2 Increase Agricultural Opportunities and Support Economic Growth by Creating New Markets 

and Supporting a Competitive Agricultural System ..................................................................18 

2.3 Protect Agricultural Health by Preventing and Mitigating the Spread of Agricultural Pests and 

Disease................................................................................................................................19 

Strategic Goal 3: Promote American Agricultural Products and Exports ................................ 21 

3.1 Expand International Marketing Opportunities ...................................................................21 

3.2 Prevent or Resolve Barriers to Trade that Hinder U.S. Food and Agricultural Exports ............22 

3.3 Build Demand in Developing Countries through Trade Capacity Building..............................23 

Strategic Goal 4: Facilitate Rural Prosperity and Economic Development ............................... 24 

U.S. Department of Agriculture – FY 2021 Performance Report 

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U.S. Department of Agriculture – FY 2021 Performance Report 

4.1 Expand Rural Business Opportunity and Rural Quality of Life with Access to Capital; Improved 

Infrastructure, Broadband Access, and Connectivity; Support for Workforce Availability ..........24 

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

Research................................................................................................................... 26 

5.1 Enhance Conservation Planning with Science-Based Tools and Information..........................26 

5.2 Promote Productive Working Lands..................................................................................27 

5.3 Enhance Productive Agricultural Landscapes.....................................................................29 

Strategic Goal 6: Foster Productive and Sustainable Use of Our National Forest System Lands 32 

6.1 Contribute to the Economic Health of Rural Communities through Use and Access 

Opportunities.......................................................................................................................32 

6.2 Ensure Lands and Watersheds are Sustainable, Health, and Productive..................................33 

6.3 Mitigate Wildfire Risk ......................................................................................................35 

Strategic Goal 7: Provide All Americans Access to a Safe, Nutritious and Secure Food Supply ... 37 

7.1 Prevent Foodborne Illness and Protect Public Health..........................................................37 

7.2 Provide Access to Safe and Nutritious Food for Low-Income People While Supporting a 

Pathway to Self-Sufficiency ...................................................................................................38 

7.3 Support and Encourage Healthy Dietary Choices Through Data-Driven, Flexible, CustomerFocused Approaches .............................................................................................................39 

Acronyms and Abbreviations ......................................................................................... 41 

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U.S. Department of Agriculture – FY 2021 Performance Report 

About the U.S. Department of Agriculture 

On May 15, 1862, President Abraham Lincoln signed legislation to establish the United States 

Department of Agriculture (USDA or the Department). Two and a half years later in his final 

message to Congress, Lincoln called USDA “the People’s Department.” At that time, about half of all

Americans lived on farms, compared with about two percent today. But through our work on food, 

agriculture, economic development, science, natural resource conservation, and a host of other 

issues, USDA continues to fulfill Lincoln's vision – serving millions of Americans every day. The 

agriculture and food industry contributes $1.1 trillion to the U.S. domestic product and represents 

nearly 11% of total U.S. employment. Further, USDA over the years has gained more authorities to 

expand its support not only in agriculture but the support infrastructure that give all producers 

better access to market and its surrounding communities and natural resources to also thrive. 

Mission, Vision, and Core Values 

USDA Mission: To serve all Americans by providing effective, innovative, science-based public 

policy leadership in agriculture, food and nutrition, natural resource protection and management, 

rural development, and related issues with a commitment to deliver equitable and climatesmart opportunities that inspire and help America thrive. 

USDA Vision: An equitable and climate-smart food and agriculture economy that protects and 

improves the health, nutrition, and quality of life of all Americans; yields healthy land, forests, and 

clean water; helps rural America thrive; and feeds the world. 

USDA Core Values 

• Respect and Dignity: We treat all people with courtesy and respect, and we value the inherent 

dignity of every individual. 

• Equity and Inclusion: We seek to end discrimination in all forms, wherever it exists, and 

expand services and opportunities to underserved people and communities across America, 

starting with our workforce. 

• Trust and Integrity: We act in a manner that is deserving of the public’s trust and with the

utmost integrity in everything we do as public servants. 

• Service and Results: We listen to our internal and external customers and actively 

incorporate their ideas on how to best reach our diverse customers and deliver service that 

significantly and positively impacts the lives of all Americans. 

• Science Leadership: We base our decisions and policy on science and data that are reliable, 

timely, relevant, and free from political interference. 

Cross-Agency Collaboration and Partnerships 

USDA is committed, to improving the services we provide to better meet the needs of our 

customers, while ensuring we are taking the steps necessary to anticipate and meet future 

demands. To meet this commitment, USDA established partnerships and collaborations throughout 

the Department that focused on improving customer experience and capitalize on our long and 

distinguished history of moving science into practice to better meet the needs of our customers and 

the public. 

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U.S. Department of Agriculture – FY 2021 Performance Report 

Organization of the Department 

Today, USDA is comprised of 29 Agencies organized under eight Mission Areas and 16 Staff Offices, 

with nearly 100,000 employees serving the American people at more than 6,000 locations across 

the country and abroad. Our Agencies help to keep America's farmers and ranchers in business and 

ensure that the Nation's commercial supply of meat, poultry, and egg products is safe, wholesome, 

and properly labeled. They also help ensure the health and care of animals and plants and the health 

of the land through sustainable management and work to improve the economy and quality of life 

in rural America. 

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U.S. Department of Agriculture – FY 2021 Performance Report 

Introduction 

This publication summarizes performance progress for fiscal year (FY) 2021 for the U.S. 

Department of Agriculture (USDA or the Department). The performance tables throughout this 

document, unless otherwise noted, show target and actual data levels for FY 2017 through FY 2021. 

Performance goals reflect performance levels at ongoing funding levels and do not include the 

effect of supplemental appropriations. Performance target levels are estimates and subject to 

change. 

The 2021 Annual Performance Report outlines the performance goals and targets that align to the 

FY 2018 – 2022 USDA Strategic Plan. Due to FY 2022 being a transition year of administration and 

strategic direction, this is the final report on the USDA 2018 – 2022 Strategic Plan. The USDA 2022 

– 2026 USDA Strategic Plan reflects the new strategic direction for USDA. 

The Office of Budget and Program Analysis (OBPA) leads the Department in Performance, 

Evaluation, Evidence, and Risk Management and chairs the USDA Performance, Evaluation, 

Evidence Committee and the Enterprise Risk Management Committee. All Mission Areas and 

Departmental Administration are represented in both committees, which are comprised of 

individuals from different backgrounds throughout USDA, as well as key evaluation partners, the 

Chief Data Officer, and the Statistical Official. These different perspectives and expertise facilitate 

buy-in across the Department, augment technical expertise, and create a greater diversity of 

perspectives. Partnership with the Chief Data Officer and Statistical Official provides greater 

insight and advisement on data access, data quality and statistical methods. 

The data collected and used by the Department to measure performance uses a standardized 

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

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

All attest to the completeness, reliability, and quality of the data. The following terms are 

fundamental to the FY 2021 Annual Performance Report: 

• Strategic Goal: The highest-level statement of aim or purpose that is included in the strategic 

plan. The strategic goals articulate the broad categories of action that the Department will 

take to advance its mission. 

• Strategic Objective: This report’s 17 strategic objectives are the primary unit for strategic 

analysis and decision-making. Strategic objectives state the outcomes or management 

impacts the Department is trying to achieve. 

• Performance Indicator: A key performance measure used to track progress toward achieving 

a strategic objective. The Department measures and monitors the trend for these 

indicators. Performance indicator status results are determined by the following standard: 

o Met: Within 100% or more of target 

o Needs Improvement: Within 10% of target 

o Unmet: Greater than 10% below target 

• Target: A quantifiable level of achievement that is planned for a measure of Strategic 

Objective progress. 

• Baseline: A performance indicator’s level over one or more time periods to assess the

appropriate level for future performance targets. 

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U.S. Department of Agriculture – FY 2021 Performance Report 

FY 2018 – 2022 Strategic Goals and Objectives 

The USDA FY 2018 – 2022 Strategic Plan guided the work of USDA over the last four years to 

ensure that the Department’s efforts best served the American public. As part of our vision to make

USDA the most efficient, most effective, and most customer-focused department in the Federal 

government, the Department established seven strategic goals for FYs 2018 to 2022. These 

strategic goals outlined key priorities and strategies, and the objectives the Department used to 

achieve them. 

Strategic Goal 1: Ensure USDA Programs are Delivered Efficiently, Effectively, and with 

Integrity and a Focus on Customer Service 

Objective 1.1 Modernize Information Technology Infrastructure, Facilities, and Support 

Services to Improve the Customer Experience 

Objective 1.2 Maintain a High-Performing Workforce Through Employee Engagement and 

Empowerment 

Objective 1.3 Reduce the Regulatory Burden and Streamline Processes 

Objective 1.4 Improve Stewardship of Resources and Utilize Data-Driven Analyses to Maximize 

the Return on Investment 

Strategic Goal 2: Maximize the Ability of American Agricultural Producers to Prosper by 

Feeding and Clothing the World 

Objective 2.1 Provide an Effective Financial Safety Net for Farmers and Ranchers to Sustain 

Economically Viable Agricultural Production and Support Rural Jobs and 

Economic Growth 

Objective 2.2 Increase Agricultural Opportunities and Support Economic Growth by Creating 

New Markets and Supporting a Competitive Agricultural System 

Objective 2.3 Protect Agricultural Health by Preventing and Mitigating the Spread of 

Agricultural Pests and Disease 

Strategic Goal 3: Promote American Agricultural Products and Exports 

Objective 3.1 Expand International Marketing Opportunities 

Objective 3.2 Prevent or Resolve Barriers to Trade That Hinder U.S. Food and Agricultural 

Exports 

Objective 3.3 Build Demand in Developing Countries Through Trade Capacity Building 

Strategic Goal 4: Facilitate Rural Prosperity and Economic Development 

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U.S. Department of Agriculture – FY 2021 Performance Report 

Objective 4.1 Expand Rural Business Opportunity and Rural Quality of Life with Access to 

Capital 

Objective 4.2 Improved Infrastructure, Broadband Access, and Connectivity 

Objective 4.3 Support for Workforce Availability 

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

Research 

Objective 5.1 Enhance Conservation Planning with Science-Based Tools and Information 

Objective 5.2 Promote Productive Working Lands 

Objective 5.3 Enhance Productive Agricultural Landscapes 

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

Objective 6.1 Contribute to the Economic Health of Rural Communities Through Use and 

Access Opportunities 

Objective 6.2 Ensure Lands and Watersheds Are Sustainable, Healthy, and Productive 

Objective 6.3 Mitigate Wildfire Risk 

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

Objective 7.1 Prevent Foodborne Illness and Protect Public Health 

Objective 7.2 Provide Access to Safe and Nutritious Food for Low-Income People While 

Supporting a Pathway to Self-Sufficiency 

Objective 7.3 Support and Encourage Healthy Dietary Choices Through Data-Driven, Flexible, 

Customer-Focused Approaches 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Agency Priority Goals 

In FY 2021, USDA continued to use Agency Priority Goals (APG) to focus and monitor performance 

where the Department needed to drive significant progress and change. USDA identified five APGs 

for the FY 2020 to 2021 cycle: 

1. Improve Customer Experience and Operational Efficiency: Enhance the customer

experience for farmers, ranchers, and foresters through operational efficiencies and

expansion of service delivery channels. By September 30, 2021, USDA modernization and

technology efforts will improve customer experiences by avoiding at least $50 million in

costs annually, associated with enhancements to acreage reporting, applications and

eligibility forms, self-service capabilities, and other process.

2. Reduce Consumer Risk from Regulated Products through Modernization: Food Safety and

Inspection Service (FSIS) will reduce consumer risk from FSIS-regulated products by

systematically controlling and preventing hazards through the use of modernized systems,

policies, and scientific approaches. By September 30, 2021, the Department intends to

propose or implement eight modernization initiatives.

3. Reduce Animal Diseases: To effectively control the spread of animal diseases, USDA

supports animal health professionals and other agency partners who use identification

technology to quickly trace potentially diseased animals. By September 30, 2021, at least

55% of all USDA approved identification tags distributed for cattle will be electronic Radio

Frequency Identification tags.

4. Connect Rural America Through Innovative Solutions: Create and implement innovative

solutions to rural connectivity by expanding broadband infrastructure and services. By

September 30, 2021, rural broadband investments will leverage over $250 million in nonFederal funding through new program rules that encourage more private sector

investment, enabling the deployment of innovative solutions and cutting-edge technologies

to support precision agriculture, distance learning, and telemedicine.

5. Increase Utilization of Agricultural Research: Increase the utilization of Departmental

research results into real world technology improvements to USDA customers, producers,

and industry. By September 30, 2021, USDA will develop data-driven methods to measure

the impact of research in sustainable agricultural intensification; agricultural climate

adaptation; food and nutrition translation; and value-added innovations.

The means used to verify and validate measured values, the sources of data, the level of 

accuracy required for the intended use of the data, and limitations to the data at the required 

level of accuracy are described and documented for each Agency Priority Goal on 

http://www.performance.gov/. 

Cross-Agency Priority Goals 

GPRAMA requires Cross-Agency Priority Goals to be addressed in the Annual Performance Report. 

Please refer to https://www.performance.gov for the Department’s contributions and progress

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Executive Summary of Performance for FY 2021 

In FY 2021, USDA was able to meet or exceed the target for 23 out of 43 (53.4%) performance 

metrics. Three of the 43 (7%) performance metrics were deemed to “need improvement,” meaning 

they were within 10% range of meeting the set target. Ten performance metrics (23.3%) were more 

than 10% below target, designating them as “unmet.” Seven performance metrics (16.3%) do not 

have available data at the time of this report, due to lag times associated with data reporting and 

processing. 

USDA also made significant progress in reaching multiple milestones to its APGs, continuing its 

modernization efforts and the increased use of agricultural research to assist in reduction of food 

safety risk to our customers. Enhancements made to Departmental programs and systems 

improved efficiency and the overall customer experience for our Nation’s farmers, foresters, and 

ranchers. 

Mission Area staff responsible for performance management will continue to explore the right 

balance between a challenging yet feasible target threshold. As precedent data become more 

readily available, staff will be able to make more informed decisions about manageable targets. 

USDA will continue to build upon its success, using the Quarterly Strategic Review process to 

maintain accountability and to articulate resources necessary to successfully reach performance 

metric targets and strategic goals. In addition, the integration of Enterprise Risk Management, 

along with increased capacity for evidence building, will improve decision-making surrounding 

resources and program activities. 

Met 

53.4% 

Unmet 

23.3% 

Needs 

Improvement 

7.0% 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Strategic Goal 1: Ensure USDA Programs are Delivered 

Efficiently, Effectively, With Integrity and a Focus on 

Customer Service 

USDA will modernize and consolidate information technology (IT) infrastructure and services and 

strengthen management and oversight of procurement, property, and finance to ensure resources 

are deployed as effectively and efficiently as possible. USDA will create a safe and modern space 

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

customers’ needs and promote accountability and professional development. USDA will leverage 

the strength and talent of its employees and reduce regulatory and administrative burdens to allow 

agencies to focus on their customers. Improved customer service and employee engagement will 

create a more effective and accessible USDA for all its stakeholders. 

1.1 Modernize Information Technology Infrastructure, Facilities, and Support Services 

to Improve the Customer Experience 

OFFICE OF THE CHIEF INFORMATION OFFICER 

Reduce the Number of Tier 1 Data Centers Across the Department* 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target Baseline 20 4 2 N/A 

Actual 39 21 6 2 ---

N/A: Not available 

* This performance indicator was retired in FY 2020 after the target was met. 

Progress Made 

Client Experience Center: In FY 2021, the Client Experience Center (CEC) made strides in its End User 

Consolidation project, onboarding the National Agricultural Statistics Service Information, 

National Finance Center, Economic Research Service, Marketing and Regulatory Programs, and 

Agricultural Research Service to its customer base, which had already included the Farm Service 

Agency (FSA), Rural Development, and Natural Resources Conservation Service (NRCS). The 

onboarding of these USDA Agencies effectively doubled the size of the customer base of CEC. 

Additionally, significant work was pushed into the preparation and standardization activities for 

FSIS; Food, Nutrition, and Consumer Services; and Natural Resources and Environment. With 

those final three Mission Areas, USDA became the first Federal agency to centralize customer 

information technology (IT) capabilities for the entire workforce (about 115,000 people). 

Improving Client Services and Experience: Throughout FY 2021, the Office of the Chief Information 

Officer improved services for clients that led to increased efficiencies and cost savings. The CEC 

developed a Remote Support First initiative to accommodate remote work as a result of the 

COVID-19 pandemic. The CEC developed a USDA-wide Enterprise Depot service for deploying IT 

equipment such as laptops, phones, and monitors. The service included one-stop ordering, imaging, 

and delivery and was awarded a Tier 1 contract that provides additional services and saves $5 

million annually. Chief Data Officer Data Analytics expanded its open data platform to the Forest 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Service, Rural Development, and Food, Nutrition, and Customer Service, which led to an increase of 

information sharing with the public and other Federal partners. 

Innovative IT: The Information Security Center–Enterprise Geospatial Management Office supports 

and serves the Department through the management of cybersecurity threats and the 

modernization of IT. During FY 2021, the Office worked to deliver the USDA mission through an 

innovative approach to assure the cybersecurity of unmanned aerial systems or drones. 

Barriers to Progress 

Administrative Complications and Delays: The Digital Infrastructure Services Center faced significant 

delays in awarding contracts for Enterprise Infrastructure Solutions task orders in support of USDA 

Network Modernization due to lengthy legal analysis. The CEC also faced significant impact to 

customers through its Tier 1 Help Desk support contract, which has now been cancelled due to 

performance. 

Cybersecurity Risks: Drones procured by USDA have been a known cybersecurity risk for several 

years. The Information Security Center cataloged more than 300 drones currently deployed by the 

Mission Areas, assessed the cybersecurity of each, and identified the cybersecurity risks inherent 

to the different drone types in use. Risks included foreign manufacturers exploiting known security 

weaknesses in these products; accessing, collecting, and disseminating registration, user, and 

mission-related geospatial data (e.g., topography, private residences, pictures of people); and using 

that data in a way that could be exploited by foreign governments. 

COVID-19 Impact 

COVID Dashboards: Chief Data Officer Data Analytics integrated data from the U.S. Department of 

Health and Human Services and led development of several COVID-19 dashboards in support of 

USDA pandemic coordination, which enabled the Department to make decisions about facility 

status, workforce safety, and the impacts of COVID-19 on USDA staff. These dashboards have 

strengthened USDA’s ability to maintain effective delivery of programs and services.

1.2 Maintain a High-Performing Workforce through Employee Engagement and 

Empowerment 

OFFICE OF HUMAN RESOURCE MANAGEMENT 

Progress Made 

Revitalized Performance Management System at USDA: The Office of Human Resources Management 

(OHRM) oversees the transition from a five-tier performance management to a two-tier pass/fail 

system. Mission Areas were unanimous in their desire to improve the performance management 

process in a manner that would further promote employee accountability and empower supervisors 

to reward top performers more easily. New policies and directives were established and approved. 

A communications, change management, and comprehensive training strategy was developed and 

executed across the entire Department. In addition to shifting USDA’s non-Senior Executive 

Service performance management system to the two-tier pass/fail, OHRM led the development and 

implementation, first-ever automated enterprise performance management system for use by all 

USDA employees and supervisors. 

Forward-Leaning Human Capital Policy: OHRM developed, coordinated, and implemented a Federal 

sector leading policy promoting telework and remote work in response to Secretary Vilsack’s

initiative to make USDA a better place to work for all employees. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Improving Department-Wide Labor Relations: OHRM has led the restoration of Labor Relations 

Councils throughout USDA to improve two-way communication, collaboration, and labor 

partnerships with the exclusive representatives of a vast amount of USDA’s employees. 

Leveraging Technology: OHRM created a Human Capital Management Dashboard that consists of 

real-time data reporting resulting in Mission Areas, Agencies, and Staff Offices being able to 

retrieve accurate and valuable workforce data and metrics in the hiring process that help pinpoint 

many inefficiencies and bottlenecks in recruitment efforts. 

COVID-19 Human Resources Flexibilities: OHRM issued advisories and coached managers, 

supervisors, and employees on the following: emergency paid leave with frequently asked 

questions; administrative leave for vaccinations, adverse effects, and to accompany a family 

member for their vaccination; work schedule flexibilities and Agency core hours; telework and 

remote work frequently asked questions; hiring flexibilities; position eligibility templates for 

remote work and telework; remote work implementation guidance; and special premium pay caps. 

These advisories and coaching assisted Agencies to help mitigate the burden the COVID-19 

pandemic created on employees. 

Strengthening USDA’s Ability to Hire: OHRM worked closely with the Mission Areas, Agencies, and 

Staff Offices, as well as the Office of Personnel Management, to improve the Federal hiring process 

and ensure all available hiring flexibilities were available to ensure the expeditious hiring of 

critically needed talent. 

Barriers to Progress 

Rapidly Changing Environment and Guidance: OHRM is a very agile and flexible organization that 

contributes high value and structure to USDA’s Human Capital Management programs and

services, in spite of facing many challenges, and with balancing rapidly changing and sometimes 

conflicting guidance from the Centers for Disease Control, the Office of Personnel Management, 

and the Safer Federal Workforce Task Force while still staying within regulatory parameters. 

Staffing Shortage and Internal Structural Deficiencies: OHRM has been significantly impacted by 

resource constraints, which limited the Office’s ability sufficiently support the many critical

initiatives it provides leadership on. 

COVID-19 Impact 

Changing the Way OHRM Accomplishes Work: OHRM developed strategies to adapt to how human 

resources programs and services were delivered to USDA’s workforce during the COVID-19 

pandemic. OHRM is evolving to a more enterprise-wide approach aimed at improving the 

experience of all customers and employees. OHRM has pivoted from traditional issues such as 

compensation and recruitment to a renewed focus on Diversity, Equity, Inclusion, and Accessibility; 

employee wellness; health; retention; and the use of workplace flexibilities. While the fallout from 

the pandemic has created many challenges, it also provided new avenues for managing systemic 

challenges and opportunities to build back better. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

1.3 Reduce the Regulatory Burden and Streamline Processes 

OFFICE OF BUDGET AND PROGRAM ANALYSIS 

Progress Made 

Reviews and Clearance: OBPA coordinated the review and clearance of 61 regulatory workplans, 

157 funding documents, 62 rules exempt from Office of Management and Budget (OMB) review, 

49 rules deemed not significant by OMB, and 32 significant and economically significant rules 

requiring OMB review. OBPA also reviewed and approved 236 Federal Register notices and 106 

policy or guidance documents that required OMB review. 

Prioritization and Efficiency: To ensure that reviewers were able to better focus on priority items, 

OBPA worked with the Office of the Secretary to draft and issue an updated set of clearance 

process expectations for the Agencies. An important feature of this update was to push approval 

authority for several categories of routine, non-policy related notices down to the Mission Area and 

Agency levels, which freed up OBPA and other staff office reviewers. 

Barriers to Progress 

As noted above, a major challenge for OBPA from a regulatory and process standpoint was the 

sheer volume of Agency actions, many of which came about unexpectedly or had tight 

implementation deadlines. OBPA worked with agencies and OMB to ensure that all available timesaving strategies were utilized (e.g., sharing advance copies, handling reviewer comments in real 

time rather than through email, etc.). 

COVID-19 Impact 

USDA actions in response to the COVID-19 pandemic have generally fallen into two categories: 1) 

establishing regulations and guidance to implement new authorities and programs, and 2) issuing 

time-limited waivers to existing regulatory requirements (e.g., to allow pick-up rather than inperson school lunches). Both categories of actions require coordination with OMB and the Office 

of Information and Regulatory Affairs, and OBPA has served as the conduit and clearinghouse for 

Agency submissions and OMB review. 

1.4 Improve Stewardship of Resources and Utilize Data-Driven Analyses to Maximize 

the Return on Investment 

RESEARCH, EDUCATION, AND ECONOMICS 

Reduce the Department’s Overall Real Property Footprint Through Effective Disposal and 

Consolidation Efforts (Million Square Feet) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target Baseline 31.6 31.5 31.2 31.1 

Actual 31.9 31.7 31.3 31.2 31.1 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Reduce the Department’s Total Number of Fleet Vehicles (Thousand) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target Baseline 28.8 27.1 36.5 36.5 

Actual 29.4 27.7 27.1 37.9 37.1 

Percentage of USDA Patents Licensed Per Number of Patents Issued 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- 25% 35% 

Actual --- --- --- 26% 50% 

Number of Agriculture and Food Research Initiative-Supported Undergraduate, Graduate, and 

Post-Doctoral Students 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- 1,423 2,495 

Actual --- --- --- 1,167 4,462 

Citations of REE Reports 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- 119 122 

Actual --- --- --- 134 82 

Progress Made 

Automated Dashboard for Key Performance Metrics: During FY 2021, Research, Education, and 

Economics (OCS-REE) Agencies worked with the OCS-REE analytics and dashboard team to build 

an automated dashboard to track metrics in a more streamlined manner, improving data accuracy 

and usage. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Barriers to Progress 

Siloed Legacy Systems for Data: The majority of OCS-REE data are housed in siloed legacy systems 

across the Mission Area. Significant effort was spent in FY 2021 to build dashboards across the 

Mission Area and improve access to these valuable data. As OCS-REE matures its data capabilities, 

enhancements to the exiting performance metrics (and respective measurement methodology) are 

expected in the coming years. 

COVID-19 Impact 

Educational Institution Shutdowns: COVID-19 impacted higher educational institutions as many 

were shut down during FY 2020. The agricultural workforce development metric is gaining 

momentum to resume normal output as institutions are reopening. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Strategic Goal 2: Maximize the Ability of American 

Agricultural Producers to Prosper by Feeding and Clothing 

the World 

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

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

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

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

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

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

efficiency of farming practices. Lastly, USDA will also provide tools to producers, so they are wellpositioned to secure a share of a growing market for agricultural products. 

2.1 Provide an Effective Financial Safety Net for Farmers and Ranchers to Sustain 

Economically Viable Agricultural Production and Support Rural Jobs and Economic 

Growth 

RISK MANAGEMENT AGENCY 

Annual Normalized Value of Risk Protection Provided to Agricultural Producers Through the 

Federal Crop Insurance Program (Billions of Dollars) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target $63.6 $64.0 $77.3 $77.6 $77.9 

Actual $74.6 $76.8 $78.2 $84.1 $87.9 

Progress Made 

Implementing New Shallow Loss Coverage: A privately developed product approved by the Federal 

Crop Insurance Corporation Board provides area-based coverage for a portion of the deductible of 

the underlying insurance policy. This program is available for over 70 crops and more than 21,700 

policies were sold in FY 2021. 

New and Improved Coverage to the Dairy and Livestock Section: Dairy Revenue Protection has grown 

to cover almost 30% of the milk production in the U.S. in only the second year since the program’s

inception. In FY 2020, the Risk Management Agency (RMA) implemented several changes to cattle 

and swine policies, which will make these policies more affordable and accessible to livestock 

producers. These initiatives will help dairy and livestock producers weather the markets by 

providing vital protection against price declines. 

Flexible Written Agreements: Of the more than one million policies in effect, RMA issued nearly 

14,000 written agreements. Written agreements are manually underwritten policies that offer 

coverage not available in the county or offer specific improved coverage or terms. This process 

provides significant flexibility, which covered $995 million of the total $150 billion in liability for 

our Nation’s farmers annually. This process also naturally identifies changing farming practices and 

crops grown in areas ensuring that the program is adaptive and effective. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Risk Management Education: In FY 2021, RMA awarded nine cooperative agreements for $955,000 

for the delivery of training to U.S. farmers and ranchers in managing production, marketing, 

financial, legal, and human risk. The program gives priority to risk management training and 

educational tools aimed at assisting historically underserved farmers and ranchers and helping 

producers effectively manage long-term risks and challenges. The program awarded projects 

covering a broad range of risk management training including education on Federal crop insurance, 

wildfire preparedness, financial management, record keeping, and risk analysis. 

Barriers to Progress 

Farmers Understanding New Coverage: Due to the new nature of the coverage, education 

opportunities are imperative in ensuring farmers have a strong understanding of how they are 

covered. This challenge is being addressed by training agents and farmers through participation in 

industry training meetings, training webinars, Frequently Asked Questions, and other resources. 

COVID-19 Impact 

RMA experienced little to no impact on operations in FY 2021 due to COVID-19. 

FARM SERVICE AGENCY 

Average Number of Days to Process Direct Loans 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target Baseline 31 30 32 32 

Actual 31 30 32 34 36 

Percentage of Direct and Guaranteed Loan Borrowers who are Beginning Farmers 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- Baseline 53% 59.9% 59.9% 

Actual --- 55% 54.5% 58.6% 59.9% 

First Installment Delinquency Rate on Direct Loans 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- 8% 8% 

Actual --- --- --- 9.9% 13.8% 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Direct Loan Delinquency Rate 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- 7% 7% 

Actual --- --- --- 4.3% 4.7% 

Progress Made 

Farm Loans’ Lending Activity to Farmers and Ranchers: There were 29,051 loan 

obligations totaling $6.7 billion made or guaranteed in FY 2021. The entire portfolio of 

outstanding debt as of September 30, 2021 was $32.3 billion, serving 127,610 farmers and 

ranchers. The amount of lending declined in FY 2021 in both dollar and volume terms, down 11 and 

17% respectively. While lending in dollar terms for real estate purchases was mixed among direct 

and guaranteed loans, decreasing three and eight percent respectively, there were large declines in 

operating loans. Operating loan obligations fell in dollar terms among direct and guaranteed loans, 

by 20% and 34% respectively. The decline in FY 2021 obligations was not unexpected, particularly 

for operating loans that provide working capital to farmers and ranchers. Rising commodity prices 

and Farm Loan Program payments contributed to an increase in farm income. Once current supply 

chain challenges ease, there may be pressure on farm income if commodity prices 

decline. This cyclicality underscores the importance of Farm Loans as a safety net. 

Heirs’ Property Relending Program: In August 2021, the Heirs’ Property Relending Program final rule 

was published in the Federal Register and the Secretary announced the availability of funds for 

intermediary lenders to provide loans to assist heirs with resolving land ownership and succession 

issues. The first application period for intermediary lenders to receive up to $5 million at one 

percent interest for relending ended on October 29, 2021. Three loan applications were received 

totaling $12 million. The selection of successful eligible intermediary lenders is expected to be 

announced in early 2022. Once announced, lenders will be published on the Heirs’ Property page 

located at Farmers.gov. As part of its efforts to expand intermediary lender participation and assist 

heirs, FSA will undertake an assessment of potential barriers to participation and what outreach 

and technical assistance it can provide to increase program interest prior to the next application 

period. 

Loan Flexibility for Producers During COVID-19: FSA provided flexibility to direct farm loan borrowers 

to defer a loan payment for at least one year. This option has been used to defer 4,741 loan 

payments totaling $48.2 million. This option reduces loan delinquencies and frees up working 

capital for a borrower’s other expenses.

Business Process Re-engineering, and IT Modernization to Improve Program Delivery: Development of a 

roadmap to identify business processes for re-engineering and to retire or integrate and modernize 

more than 20 IT systems is two-thirds complete. Among the objectives are automation of paperbased and manual processes performed by employees, replacement of a 45-year old accounting 

system to become Financial Management Modernization Initiative compliant, and to provide online 

features to customers such as a document repository and online interactive loan application 

submission and loan repayment processing. 

Data Analytics to Mitigate Risk and Improve Internal Controls: To support more informed decision 

making and improve program delivery, Farm Loans is implementing several initiatives to better 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

utilize its large datasets. Farm Loans and the Farm Production and Conservation Economic Policy 

and Analysis Division have developed an analysis of borrower risk factors and their correlation to 

operating loan delinquencies encompassing 70,000 loans made from 2011 to 2020. The Economic 

Policy and Analysis Division documented its methodology and findings in an article to be published 

by the Agricultural Finance Review Journal. This project is being expanded to analyze development 

of a risk-based model to streamline and automate borrower and loan risk assessments. The 

program implemented comprehensive dashboards that track individual and aggregate loan making 

and loan servicing activities to identify trends and pinpoint bottlenecks. Additional 

accomplishments within data analytics initiatives include: 

• Expanded the reviews of loan dockets for more than 1,000 loan officials to ensure 

consistent application of policy and identify needs for training and clarifying directives; and 

• Improved projections of loan funds needed in fiscal year budget planning to minimize 

funding shortfalls that would cause approved loans to be unfunded. 

Barriers to Progress 

Business Process Re-engineering and IT Modernization Initiative: This is a complex initiative due to the 

more than 20 IT systems that must be retired, modernized, and integrated, as well as the 

requirement to retain and have readily accessible decades of historical loan data. The consequences 

of implementation delays include employees continuing to use manual processes and performing 

duplicate entry into systems. This directly impacts their productivity and ability to adequately 

service loan applicants and borrowers in a timely manner; and delays customer access to online 

interactive loan applications, online payments, and risk management tools. 

Average Number of Days to Process Direct Loans: The time to process applications for direct loans has 

been increasing approximately one day per year over the past decade. This is attributable 

to several factors that have been accelerating in recent years, including: 

• Poaching by commercial lenders of loan officers who have recently completed their twoyear training program and received loan approval certification is a significant challenge, 

with some States reporting that one- to two-thirds of their trainees are being hired away by 

banks. Hiring and retention bonuses are being analyzed for expansion to mitigate the 

impacts of retirements and poaching by commercial lenders that offer a more attractive 

compensation package and work-life balance. 

• The legal structure of businesses and their loans have become more complex, particularly 

since the doubling of direct loan limits in the 2018 Farm Bill. Due to a wave of attrition, 

many State and county offices have a lower average experience level, including the loan 

chief who provides guidance and oversight to all loan officials in their State. Retention 

bonuses and other options are being analyzed to mitigate this challenge. 

• It is time consuming and inefficient to use existing processes and systems. This impacts loan 

making and servicing program delivery, including implementing the American Rescue Plan 

Act Section 1005 for debt relief, which has required Rural Development and Farm Loans to 

use manual and paper processes. Over the past five years, business processes and forms 

have been streamlined to the extent possible, but there are limitations to this without 

automation options. Inefficiencies and delays caused by Farm Loans using manual and 

paper-based processes has been exacerbated by COVID-19 and the limited ability of 

employees to meet with customers face-to-face. This underscores the importance of the 

Farm Loans business process and IT modernization initiative. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

• States report that their review of incomplete applications reduces the ability to provide 

timely customer service, delays processing complete applications, and causes frustration 

among customers who are uncertain about the application process. Options to reduce the 

prevalence of incomplete applications are being considered. For example, efforts have 

begun to develop a plain-language loan readiness tool that will be a guide and checklist 

describing program eligibility, business plan/cash flow requirements, and collateral 

requirements. A pilot for non-governmental organizations to offer technical assistance in 

using the loan readiness tool is also being explored. In addition, current loan forms will be 

simplified and streamlined as part of the business process re-engineering and IT 

modernization initiative to provide customers an online, integrated application process. 

COVID-19 Impact 

Productivity and Business Processes: In recent months, the impact on employees’ productivity has 

been mixed as COVID-19 infection rates fluctuate within States and counties. The number of staff 

who can be present at a service center due to local infection rates impacts employees’ ability to

meet directly with customers. While mitigation efforts such as electronic signatures and telework 

with government laptops have been helpful to increase productivity, business process reengineering and automation are needed to fully address manual and paper-based processes. 

2.2 Increase Agricultural Opportunities and Support Economic Growth by Creating New 

Markets and Supporting a Competitive Agricultural System 

AGRICULTURAL MARKETING SERVICE 

Percent of Meat and Poultry User Fee-Funded Employees’ Time Recovered Through Customer

Billings (Meat) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- 83% 83% 

Actual --- --- --- 93% 94.9% 

Percent of Meat and Poultry User Fee-Funded Employees’ Time Recovered Through Customer

Billings (Poultry) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- 83% 83% 

Actual --- --- --- 95% 94.5% 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Progress Made 

Significant Investments and Expanded Coordination: The Agricultural Marketing Service (AMS) 

supported local and regional markets and new agricultural stakeholders by: 

• Developing and deploying expanded and new grant programs and cooperative agreements 

in response to an increase from $159 million to $1.8 billion in funds, driven by pandemic 

assistance authorized by Congress for local and regional food systems, agricultural workers, 

and supply chain resiliency; and 

• Convening three universities and 17 organizations to build a network of networks for local 

food systems and COVID-19 response, collaborating across market channels, product 

sectors, and geography and enabling robust multi-directional communication with 

university researchers, practitioners, and government. 

Executive Order No. 14036: AMS enhanced livestock market transparency and the Department’s

initiatives for Executive Order No. 14036 on Promoting Competition in the American 

Economy through publication and dissemination of new cattle market reports that provide critical 

insight into formula trades and provided time-sensitive market intelligence for the Office of the 

Chief Economist and the Secretary’s office during on competition, This information informed the

Administration’s actions to address near-term supply chain challenges and market growth. 

Barriers to Progress 

Support of New Markets and Agriculture Opportunities: Deployment of a significant increase in Federal 

funds to support increased agricultural opportunities and expanded markets requires rapid 

onboarding of new staff, build-out of new systems, and additional auditing support to ensure 

financial accountability. The staff and systems often lag behind the need to deploy pandemicrelated resources to stakeholders in a timely fashion. 

COVID-19 Impact 

Hiring to Support Increase Agricultural Opportunities and Expanded Markets: The practice of hiring to 

support the above activities remains a challenge, and the difficulties have been exacerbated due to 

the overall labor and workforce shortages across government and the Nation. 

2.3 Protect Agricultural Health by Preventing and Mitigating the Spread of Agricultural 

Pests and Disease 

ANIMAL AND PLANT HEALTH INSPECTION SERVICE 

Number of Hours it Takes to Mobilize Resources Once it is Determined that a Federal Emergency 

Response is Needed to Manage an Agricultural Outbreak 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 24 24 24 24 24 

Actual 24 24 24 24 24 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Percent of High-Risk Plant Pests for Which Early Detection Surveys are Conducted 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 85% 93% 95% 96% 96% 

Actual 96% 96% 96% 96% 97% 

Progress Made 

APHIS Response Support of African Swine Fever: In late FY 2021, the Animal and Plant Health 

Inspection Service (APHIS) confirmed an outbreak of African Swine Fever (ASF) in the Dominican 

Republic and Haiti. APHIS supported the response in the Dominican Republic by providing advisory 

services and helping with diagnostic testing, and the Agency continues to engage with Haitian 

authorities. APHIS also mobilized staff to Puerto Rico to expand surveillance and laboratory 

capacity and remove feral swine. For this response, the National Veterinary Stockpile (NVS) 

program mobilized resources such as personal protective equipment (PPE) and other supplies as 

soon as it was determined they were needed, continuing to meet the target of mobilizing resources 

within 24 hours. 

Success in Early Pest Detection Surveys: In FY 2021, APHIS and cooperators in 50 States and five 

territories conducted a total of 434 early pest detection surveys, targeting more than 97% of the 

high-risk plant pests and diseases identified for FY 2021 surveys (and exceeding its target of 96%). 

APHIS confirmed 11 species new to the U.S. and determined that an additional 36 species were 

found in new areas or were re-introduced during FY 2021 through these surveys. Documenting 

these detections allows APHIS and State officials to determine whether control or regulatory 

measures are necessary to mitigate the potential impacts of the pests or diseases. 

Barriers to Progress 

Control of African Swine Fever: The proximity of the Dominican Republic and Haiti to Puerto Rico and 

other U.S. territories poses a serious risk for ASF spread. There are estimated to be 2.7 million swine 

in the Dominican Republic and Haiti and the political instability in Haiti, along with continuing 

impacts of recent earthquakes and hurricanes, make response efforts particularly difficult. APHIS 

is engaging with officials from the Dominican Republic and Haiti to help control ASF on Hispaniola 

while increasing prevention and emergency preparedness activities in the United States. APHIS is 

establishing a protection zone around Puerto Rico and the U.S. Virgin Islands to prevent 

introduction of ASF to these areas and to avoid trade restrictions on pork products from the U.S. 

mainland if ASF enters the protection zone. 

COVID-19 Impact 

Personal Protective Equipment Supply: The NVS experienced low supplies of PPE due to COVID-19, 

as the Agency used stocks normally designated for animal health emergency response activities to 

equip employees to safely conduct routine business during the pandemic and provided PPE supplies 

to USDA’s Agricultural Marketing Service to supplement their supply. To ensure that the NVS could 

continue to restock these essential supplies, the program worked to receive priority (referred to as 

“rated”) status under the Defense Priorities and Allocation System in December 2020. This allowed 

APHIS orders of PPE to be filled and for the Agency to continue working on the front lines. Travel 

restrictions continued to impact in-person trainings and emergency response exercises and the 

NVS program has conducted virtual workshops where possible. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Strategic Goal 3: Promote American Agricultural Products 

and Exports 

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

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

expand American agricultural products and exports through promotion activities, development of 

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

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

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

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

Ultimately, this work builds foundations for future markets and creates long-term international 

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

3.1 Expand International Marketing Opportunities 

FOREIGN AGRICULTURAL SERVICE 

Value of Agricultural Exports Resulting from Participation in Foreign Foods and Agricultural 

Trade Shows and Trade Missions (Billions of Dollars) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target $1.56 $1.78 $1.75 $2.13 $1.75 

Actual $2.35 $2.13 $2.20 $1.16 $.119 

Progress Made 

Virtual Trade Events: Despite challenges posed by the COVID-19 pandemic, the Foreign Agricultural 

Service (FAS) was successful in hosting 11 virtual trade events that included buyers 

from Argentina, Brazil, Chile, Colombia, Japan, the United Arab Emirates, Saudi Arabia, China, Hong 

Kong, India, Bangladesh, South Africa, Nigeria, Ghana, Kenya, Guatemala, Dominican Republic, 

Costa Rica, Egypt, Algeria, Indonesia, and South Korea. Together, these virtual trade 

events resulted in 1,216 business-to-business meetings and generated $25.5 million in 12-month 

projected sales. 

USDA-Endorsed Trade Shows and Business Growth Across International Markets: In FY 2021, 179 U.S. 

companies and organizations participated in 11 USDA-endorsed trade shows (including three 

virtual tradeshows) in five countries, drawing buyers from all over the world. Twelve-month 

projected sales reported by exhibitors were estimated at $93.3 million. The companies made nearly 

2,100 serious business contacts and displayed 1,200 new products in various markets worldwide. 

Barriers to Progress 

Travel Restrictions and Show Cancellations: Travel restrictions due to COVID-19 significantly reduced 

USDA’s international marketing activities in FY 2021. Of the 25 trade shows endorsed by USDA 

during the fiscal year, 12 were either postponed until FY 2022 and 2023 or cancelled, two were 

reformatted to virtual conferences, and three were reformatted to virtual tradeshows. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

COVID-19 Impact 

Postponed Trade Shows and Decreased Sales: In FY 2021, trade missions and trade shows were 

catastrophically affected by the COVID-19 pandemic and postponed to FY 2022. Of the 25 USDAendorsed trade shows, only 11 took place. Three of those trade shows were virtual, and most others 

only allowed domestic participation. All trade show 12-month projected sales decreased 

dramatically from pre-COVID levels. 

3.2 Prevent or Resolve Barriers to Trade that Hinder U.S. Food and Agricultural Exports 

FOREIGN AGRICULTURAL SERVICE 

Value of Trade Preserved Through Resolution of Foreign Market Access Issues (Billions of 

Dollars)* 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target $4.10 $4.0 $5.50 $6.0 $6.10 

Actual $7.50 $12.75 $2.47 $7.67 $5.89 

* Foreign market access issues include U.S. export detainment, sanitary/phytosanitary concerns, technical barriers to 

trade, and trade regulations 

Progress Made 

Record-High Agricultural Exports: Despite the COVID-19 pandemic, U.S. agricultural exports reached 

a record $172.2 billion in FY 2021. This success was buoyed by continued trade increases to China, 

as well as resolution of various restrictions in other countries affecting U.S. exports. In November 

2020, Egypt agreed to harmonize its maximum residue level for ractopamine, a commonly used 

feed additive, in beef with Codex. The action preserves the largest market for U.S. beef livers, a 

market recently valued at nearly $60 million and previously valued at as much as $110 million 

before Egypt proposed to ban the veterinary drug. In January 2021, USDA was instrumental 

in convincing Shanghai port officials to substantially improve the processing of U.S.-imported coldchain containers, clearance, and disinfection. This expedited the entire process to between four and 

five days and ensured that $585 million worth of U.S. meat, poultry, and seafood subject to the 

enhanced COVID-19 inspection protocols entered the Chinese market in a timely fashion. Finally, 

USDA worked to preserve access to the Hong Kong market for U.S. beef and pork, ensuring 

continued access that averaged $1.84 billion in beef and $2 million in pork between FY 2018 and 

2020. Since FY 2016, FAS has worked to dissuade Hong Kong authorities from adding ractopamine 

to their list of harmful substances. 

Barriers to Progress 

Travel Restrictions: There were significant reductions in USDA’s direct face-to-face engagement 

with trading partners on trade restrictions. In many countries, in-person meetings are still 

restricted due to the pandemic. 

COVID-19 Impact 

Travel Limits: The pandemic has continued to limit travel opportunities that facilitate meeting with 

foreign trading partners to resolve trade restrictions. As the effects of the pandemic begin to lessen, 

there will likely be greater opportunity for direct engagement with trading partners aimed at 

expanding market access. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

3.3 Build Demand in Developing Countries through Trade Capacity Building 

FOREIGN AGRICULTURAL SERVICE 

Progress Made 

Progress in Practice: As a result of a sustained collaborative effort by the Trade and Regulatory 

Capacity-Building Division, Agricultural Economic Development Division, International Fund for 

Agricultural Development/Food for Progress, and U.S. Agency for International Development, 

Tanzania ratified the East African Community Sanitary/Phytosanitary protocol, which establishes 

harmonized regional rules and will facilitate regional and international trade. 

International Agricultural Education Fellowship Program: FY 2021 saw the first International 

Agricultural Education Fellowship Program in Ghana, which included nine Fellows teaching schoolbased agriculture techniques to children in secondary schools across Ghana. In FY 2021, FAS also 

initiated more than 75 cost-reimbursable agreements with Land Grant Universities that will assist 

with addressing global food security issues and promote U.S. agricultural products. 

Barriers to Progress 

Travel Limitations: Travel challenges related to the COVID-19 pandemic continued to have a minor 

impact on FAS’ ability to implement certain activities. Among the challenges facing FAS’ ability to 

implement trade capacity-building activities are the inability to coordinate in-country training. For 

example, Sri Lanka’s Market-Oriented Dairy project funded by the Food for Progress program had 

to cancel 83% of its planned in-person farm trainings in FY 2021 due to COVID-19. Despite these 

cancellations, the project was able to dramatically strengthen farmer outreach by adding the option 

of phone calls to physical visits during the COVID-19 lockdown, which allowed the program to 

reach a cumulative total of 12,433 mentoring and monitoring visits and calls. 

Rising Commodity Prices and Freight Costs: With economies around the world attempting to re-open 

and recover as new variants of the COVID-19 virus emerged, commodity prices driven by reduced 

supply and a recovery in demand continued to rally throughout FY 2021. On aggregate, grains and 

oilseed prices rose by nearly 27% worldwide. Ocean freight rates, primarily for bulk and container 

cargo vessels, also saw a substantial uptick in FY 2021. Food for Progress projects are funded 

primarily by proceeds from the sale of donated U.S. agricultural commodities, a process commonly 

referred to as monetization. On average, freight costs for Food for Progress monetizations were up 

12% from FY 2020. Despite the challenges of increased costs, improved coordination through joint 

sales and consolidated shipments in FY 2021 resulted in higher average monetization sales prices. 

COVID-19 Impact 

Global Travel: Though COVID-19 stalled global travel, FAS utilized its fellowship and exchange 

programs to continue educating agriculturalists and research scientists by hosting more than 40 

virtual meetings and engagements. The virtual meetings provided a platform for fellows, mentors, 

and implementing partners to discuss food security, climate change, and trade opportunities prior 

to their fellowship. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Strategic Goal 4: Facilitate Rural Prosperity and Economic 

Development 

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

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

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

contributions with healthy businesses and families. With this aim in mind, USDA leveraged funds, 

stimulated public-private partnerships, and collaborated to build rural infrastructure, including 

broadband, community facilities, safe and affordable housing, and health services and facilities. It 

also provided capacity building to help underserved communities become thriving communities. 

4.1 Expand Rural Business Opportunity and Rural Quality of Life with Access to Capital; 

Improved Infrastructure, Broadband Access, and Connectivity; Support for Workforce 

Availability 

RURAL DEVELOPMENT 

Percent of Customers who are Provided Access to New and/or Improved Essential Community 

Facilities 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 5.0% 6.8% 6.8% 3.0% 3.0% 

Actual 6.0% 9.4% 2.45% 5.1% 9.1% 

Number of Borrowers’ Subscribers Receiving New and/or Improved Telecommunication Services

(Thousand) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 100 175 139 160 162 

Actual 158 45 68.9 131 50.5 

Percent of Rural Development Infrastructure Investments that Leverage Non-Federal Funding 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- Baseline 78% 79% 80% 

Actual --- 77% 83% 62% 91% 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Percent of Rural Development Assistance that Went to Distressed Communities 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- Baseline 12% 13% 14% 

Actual --- 11% 11% 12.5% 12.3% 

Progress Made 

Investments in Rural Communities: Rural Development continued to make significant investments to 

lift economies in distressed rural communities. More than $4.8 billion was invested across 60 

programs in 555 rural counties or county equivalents. These investments provided the critical 

building blocks for community economic development and rural prosperity. Overall, 12.3% of Rural 

Development investments were made in distressed communities supporting homeownership and 

community quality of life. 

Barriers to Progress 

Staffing and Attrition: Rural Development continued to receive increases in funding to deliver 

programs and make investments into rural communities without the commensurate staffing 

increase to manage the increased workload. In addition to the increased workload, Rural 

Development faced issues related to attrition in FY 2021. Currently, 22% of Rural Development 

staff are eligible to retire, which will increase to 37% in the next four years. Rural Development is 

currently conducting staffing analyses to better understand the number of full time-equivalents 

needed to deliver its mission and plan for loss of knowledge and experience due to attrition. 

Administrative Hurdles: The Notice of Funding Opportunity for ReConnect Round 3 was not released 

during FY 2021. This limited the number of e-connectivity projects funded throughout the fiscal 

year and reduced the projected number of subscribers that were able to receive new or improved 

telecommunications services. 

COVID-19 Impact 

Technology Adaptation: Despite challenges from 100% telework during FY 2021, Rural 

Development staff learned to use existing technology for improved communication, pivoted to 

online outreach, facilitated webinars in place of in-person meetings, and continued to obligate 

funds. Rural Development processed more than 99,000 loan servicing requests and continued to 

consult the borrowers in good faith to alleviate defaults. The Innovation Center’s Data Analytics

Division created the COVID-19 Economic Risk Assessment as part of the Rural Development’s

data-driven approach to identify how Agency resources and services can provide immediate relief 

to communities affected by the pandemic and support economic recovery in rural America. This 

dashboard enabled Rural Development leadership to be more proactive and reach out to customers 

in vulnerable communities, enabling a timelier response to the needs of rural communities. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Strategic Goal 5: Strengthen the Stewardship of Private 

Lands Through Technology and Research 

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

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

conservation plans to increase agricultural production sustainability. To ensure U.S. private 

working lands and public agricultural landscapes are conserved, the Department provided technical 

and financial assistance using the latest technology and research available. 

5.1 Enhance Conservation Planning with Science-Based Tools and Information 

NATURAL RESOURCES CONSERVATION SERVICE 

Contract Implementation Ratio1 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- Baseline 87% 87% 87% 

Actual --- 87% 87% 87% 87% 

Annual Practice Implementation Rate2 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- Baseline 53% 53% 53% 

Actual --- 43% 55% 43% 68% 

Progress Made 

Conservation Delivery Streamlining Initiative: NRCS continued to refine its processes and systems to 

deliver technical and financial assistance more efficiently and effectively to USDA customers. As 

part of the Conservation Delivery Streamlining Initiative, NRCS implemented the Conservation 

Desktop (CD), one of three integrated systems including the Mobile Planning Tool and 

Conservation Client Gateway, which was replaced by Farmers.gov. The CD is an internally facing, 

map-based tool for field conservationists to efficiently develop science-based conservation plans 

and practice schedules to support conservation implementation. The CD also helps field 

conservationists with the management of Farm Bill conservation program contracts. Since the 

initial release of CD in July 2017, there have been 23 additional releases providing further 

enhancements and improvements, enabling NRCS to retire its legacy conservation planning system 

1 Percentage of items in a contract that are certified during the life of the contract. The ratio is computed for each 

individual contract, as the percent of practices applied out of total practices agreed-to upon obligation. The Contract 

Implementation Ratio is calculated for each individual contract using the third-year CIR after year of obligation. 

2 Numerator: a count of all practices certified within the target quarter. Denominator: a count of all practices that are 

expected to have been certified as of a given end-of-quarter timeframe. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Customer Service Toolkit. In FY 2020, CD was integrated with the Conservation Assessment and 

Ranking Tool (CART), which is used for performing science-based resource inventories, 

assessments, and ranking. With the integration of these systems, NRCS expects to save 

approximately two hours per conservation plan. Cumulatively, NRCS estimates that this will result 

in an annual savings of approximately 160,000 hours for field conservationists while improving 

customer service. By the end of FY 2021, there were more than 9,500 users in CD and CART. CD 

and CART increased the number of assessments that planners completed by 17.85% in FY 2021 

compared to FY 2020. 

Farmers.gov Application: In addition to improving customer experience, the Farmers.gov gateway 

application interfaces with field staff via secure, one-stop, customer-facing online conservation 

software. NRCS continued to monitor and improve Farmers.gov, where customers can view, 

digitally sign, and interact with NRCS conservation documents such as conservation contracts, 

payment documents, practices, and maps. Users may also submit assistance requests for new 

conservation plans. To date, Farmers.gov has delivered 22 incremental releases of content. Each 

release has enhanced capabilities to allow users to request conservation assistance, report practice 

completion, request practice certification, eSign documents, and manage NRCS plans and contracts 

for themselves, their authorized businesses, and Power of Attorney grantors. 

Barriers to Progress 

Agency Hiring: To address the growing disparity between workload and staffing, NRCS has been 

developing and using data analytic models such as the National Staffing Distribution and the 

Optimally Productive Office models. The Optimally Productive Office model leverages analysis of 

cycle-time study and NRCS core workload to inform National and State leaders on optimal field 

staff locations. The workload cycle-time study was a National study conducted by NRCS to 

determine the time it takes field employees to complete workload tasks. This analysis, along with a 

suite of State-level tools, are displayed in online dashboards. Additionally, NRCS is actively using 

the pathways program for recruitment efforts, both for interns and Presidential Management 

Fellows. 

COVID-19 Impact 

New Workplace Protocols and Phased Return to Office: NRCS is rapidly adapting to a new servicing 

protocol for program applications, contracting, and field-based delivery with social distancing. In FY 

2021, NRCS began delivering technology and remote training to engage new employees in resource 

and application processing work. 

5.2 Promote Productive Working Lands 

NATURAL RESOURCES CONSERVATION SERVICE 

Cropland with Conservation Applied to Improve Soil Quality – Environmental Quality 

Improvement Program (Million Acres) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 3.0 3.0 3.1 3.4 3.4 

Actual 3 3.1 3.4 3.9 3.4 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Cropland with Conservation Applied to Improve Soil Quality – Conservation Technical 

Assistance (Million Acres) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 5.9 5.9 5.9 6.0 6.0 

Actual 5.9 6.0 5.7 6.4 3.6 

Tons of Sediment Prevented from Leaving Cropland and Entering Waterbodies (Million Tons) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 4.6 4.6 5.7 5.7 5.7 

Actual 4.8 5.3 6.3 8.2 8.1 

Cropland with an Applied Soil Health Management System (Thousand Acres) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- --- 225 

Actual --- --- --- --- 313 

Progress Made 

Environmental Quality Incentives Program: The Environmental Quality Incentives Program provides 

financial and technical assistance to agricultural producers and non-industrial forest managers to 

address natural resource concerns and deliver environmental benefits. Through this program, 

NRCS provides its customers with financial resources and assistance to plan and implement 

conservation practices. By the end of FY 2021, 116,631 total applications and 34,829 contracts had 

been submitted in the system for a total of $1.3 billion on 11,849,088 acres. 

Urban Agriculture Success: Urban agriculture refers to the cultivation, processing, and distribution of 

agricultural products in urban and suburban settings, including activities such as vertical 

production; warehouse farms; community gardens; rooftop farms; hydroponic, aeroponic, and 

aquaponic facilities; and other innovations. Urban farmers and gardeners work among diverse 

populations to expand access to nutritious foods, foster community engagement, provide jobs, 

educate communities about farming, and expand green spaces. The 2018 Farm Bill directed USDA 

to stand up a new Office of Urban Agriculture and Innovative Production to 

institutionalize the support for urban farming. This Office, which works in partnership with 

numerous USDA Agencies, implements a Competitive Grants Program that supports a wide range 

of activities through two grant types (Planning Projects and Implementation Projects). $4.75 million 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

was awarded to 10 Planning Projects and 11 Implementation Projects in FY 2021. Recipients 

included projects in New York, Florida, Illinois, Ohio, Michigan, California, Arizona, the District of 

Columbia, Hawaii, West Virginia, Alabama, Connecticut, Texas, and Maryland. Activities included 

operating community gardens and nonprofit farms, increasing food production and access in 

economically distressed communities, providing job training and education, and developing 

business plans and zoning. 

Barriers to Progress 

Conservation Technical Assistance Program Metric: NRCS faced challenges meeting the target for 

cropland with conservation applied to improve soil quality, primarily due to process efficiencies 

from the implementation of CART. This tool allowed for the utilization of multiple funding sources 

and a broader range of practices to address farmer planned needs, resulting in fewer unfunded 

practices being implemented through the Conservation Technical Assistance program. As a result, 

fewer acres were reported under this indicator. The indicator and target are being re-evaluated by 

NRCS leadership and subject matter experts. 

5.3 Enhance Productive Agricultural Landscapes 

NATURAL RESOURCES CONSERVATION SERVICE 

Working Lands Protected by Conservation Easements (Thousand Acres) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 107 101 140 163 163 

Actual 60.7 163 178 167 145 

Restored Wetland Acreage (Million Acres) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 1.9 1.9 2.34 2.41 2.34 

Actual 1.9 2.3 2.34 2.35 2.36 

Progress Made 

Agricultural Conservation Easement Program Success: The Agricultural Conservation Easement 

Program (ACEP) consists of two components: 1) an agricultural land easement component, under 

which NRCS assists eligible entities to protect agricultural land by limiting non-agricultural uses of 

that land through the purchase of agricultural land easements; and 2) a wetland reserve easement 

(WRE) component under which NRCS provides financial and technical assistance directly to 

landowners to restore, protect and enhance wetlands through the purchase of wetlands reserve 

easements. Through the agricultural land easement component, ACEP helps farmers and ranchers 

keep their land in agriculture. In Q4 of FY 2021, NRCS reviewed and closed 33 new WRE easements. 

ACEP-WRE provides technical and financial assistance directly to private landowners and Indian 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

tribes to restore, protect, and enhance wetlands through the purchase of wetland easements. WRE 

enrollment options include permanent easements, 30-year easements, term easements, and 30-

year contracts (for acreage owned by an Indian Tribe). By the end of FY 2021, NRCS closed on 189 

new WRE easements with 24,959 acres. 

Regional Conservation Partnership Program Success: The Regional Conservation Partnership Program 

(RCPP) promotes the implementation of conservation activities through agreements between 

partners and producers. RCPP helps implement conservation projects that may focus on water 

quality and quantity, soil erosion, wildlife habitat, drought mitigation and flood control, or other 

regional priorities. Successful RCPP projects provide innovative conservation solutions, leverage 

partner contributions, offer impactful and measurable outcomes, and are implemented by capable 

partners. By the end of Q4 of FY 2021, there were 103 active Farm Bill 2018 RCPP projects with a 

combined budget of more than $412 million that will be further amplified by more than $695 million 

in partner contributions. Another 82 awards, whose combined budgets exceed $345 million, are 

currently being negotiated by NRCS State Offices. 

Barriers to Progress 

Conservation Easement Metric: NRCS faced challenges meeting the target for working land 

protected by conservation easements. Some landowners have backed out of agreements in certain 

States due to high land values and better opportunities with other programs. COVID-19 is also a 

consideration, as it takes typically 18 to 36 months to close out an easement, resulting in less 

acreage reported in FY 2021. 

COVID-19 Impact 

See Barriers to Progress. 

FARM SERVICE AGENCY 

Acreage Enrolled in Conservation Reserve Program Riparian and Grass Buffers (Million Acres) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 1.7 1.6 1.43 1.41 1.46 

Actual 1.6 1.53 1.43 1.36 1.42 

Progress Made 

Expanded Acreage Cap: The 2018 Farm Bill extended enrollment authority to September 30, 2023, 

and incrementally increases overall enrollment caps for the CRP. Incentives include the addition of 

a 10% inflationary factor and adjustment of county rental rates. 

Climate Smart Practice Incentive Implementation: As of June 2021, continuous, grassland, and general 

CRP practices are eligible for a climate-smart practice incentive of three, five, or 10% 

to encourage practices that sequester carbon and reduce emissions. 

Continuous Signup Improvements: Effective June 2021, the practice incentive payment for practices 

installed on land enrolled in Continuous (non-Conservation Reserve Enhancement Program) CRP 

increased from 20% to 5%. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Agency Collaboration: FSA and NRCS National Staff and State subject matter experts collaborated 

on a regular basis on conservation planning, documentation, and monitoring of CRP contracts. 

These groups also held joint trainings on new initiatives and changes to CRP. In addition, FSA 

provided a CRP Overview webinar for USDA Forest Service and State Forestry Agency personnel. 

CLEAR30 Implementation: The Clean Lakes, Estuaries, and Rivers (CLEAR30) program is a pilot for 

producer enrollment into 30-year CRP contracts. Re-enrolled practices will continue to reduce 

sediment loadings, nutrient loadings, and harmful algal blooms. In FY 2021, the pilot expanded 

Nationwide. Financial benefits include 30 years of annual rental payments, a rental rate incentive, 

and funding for contract maintenance. 

Barriers to Progress 

Prices and Targets: Crop prices are increasing, which may result in reduced interest in CRP 

enrollment. FSA CRP slightly missed the FY 2021 targets for both acreage enrolled in CRP riparian 

and grass buffers and restored wetland acreage. FSA expects improvement to these numbers next 

year with the implementation of program enhancements. 

COVID-19 Impact 

Staffing and Appointments: FSA continued to be impacted by COVID-19 complications in the form of 

reduced staffing and appointment availability. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Strategic Goal 6: Foster Productive and Sustainable Use of 

Our National Forest System Lands 

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

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

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

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

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

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

and grasslands to ensure that they are healthy and sustainable while allowing rural communities to 

access and benefit from the Nation’s forests’ economic opportunities. This work is complemented 

with USDA’s research in forestry, ecology, and economics to ensure that world-class science guides 

effective policies and management practices. 

6.1 Contribute to the Economic Health of Rural Communities through Use and Access 

Opportunities 

FOREST SERVICE 

Percent of Customers Satisfied with Recreation Facilities, Services, and Settings on National 

Forests 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 95% 95% 95% 95% 95% 

Actual 95% 95% 95% 95% 95% 

Progress Made 

Equity and Environmental Justice Research: Forest Service Research and Development 

(R&D) advanced scientific knowledge related to environmental justice and equity. Social 

scientists conducted research to understand how minority or low-income communities access, use, 

or benefit from forests and natural resources; studied environmental justice implications of 

management efforts; and worked with the USDA Climate Hubs and diverse stakeholders spanning 

the agriculture and forest sectors, rural and urban areas, and public and private lands to better 

engage and serve communities and disadvantaged groups. The Forest Service also developed 

revised measures for visitation and visitor characteristics, including satisfaction levels, to account 

for pandemic effects. 

Modernize and Employ New Tools to Meet Year-Round Public Recreational Needs: Recreation.gov 

introduced timed reservation tickets to some popular Forest Service recreation sites and National 

Parks to ensure social distancing and appropriate capacity. Online Christmas Tree Permits and 

digital passes were developed for the public to purchase recreation passes remotely and safely. Use 

of curbside pickup services for recreation permits continued to minimize face-to-face transactions, 

ensuring the health and safety of the public and Agency employees. Digital payments for firstcome/first-served campsites were also successfully used by visitors through the Recreation.gov 

mobile application, reducing the need for cash handling. Many visitors were first-time recreation 

users of National forest lands, and the steps taken to ensure safe operations and long-term viability 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

of the Forest Service’s recreation service provider partners ensured that the Agency was able to

meet the needs of visitors. 

Infrastructure Improvements: To improve access to recreation opportunities, the Forest Service 

continued work addressing the backlog of road and bridge rehabilitation and replacement needs. 

To this end, the Forest Service used an adaptable framework to prioritize transportation 

construction projects with limited budgets. Another example of these efforts included advancing a 

comprehensive bridge inspection program to improve bridge quality condition data thereby 

ensuring public safety, adequate access, and resource protection. 

Barriers to Progress 

Fire Activity: The Forest Service struggled to complete timber activity fieldwork due to large fire 

activity across the entire western United States. The Forest Service had to assign employees 

who usually work to prepare timber sales to support wildfire suppression efforts. Additionally, 

recovery efforts after large fires, including stabilization work and hazard tree removal, also 

necessitated the involvement of staff who would typically be preparing and administering timber 

sales. 

COVID-19 Impact 

Visitor Satisfaction Measurement and Timber Sale Preparation: The COVID-19 pandemic 

shifted some visitation from developed sites to dispersed settings, allowing visitors to increase 

social distancing. Safety protocols prevented direct measurement of visitor satisfaction in many of 

the same places that had the largest changes in visitation patterns; consequently, the Forest Service 

is challenged with interpolating data to develop reliable measures of current satisfaction levels. The 

pandemic continues to challenge work on timber sale preparation, with tight restrictions on field 

crews and limited travel while the Agency continues to review and adjust COVID-19 policies to 

allow maximum flexibility in movement of staff to meet agency goals. 

6.2 Ensure Lands and Watersheds are Sustainable, Health, and Productive 

FOREST SERVICE 

Timber Volume Sold (Billion Board Feet) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 2.9 3.4 3.7 3.7 4.0 

Actual 2.9 3.2 3.27 3.21 2.8 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Percent of National Forest Service Landscape Ecosystems Improved, Maintained, or Recovering 

Due to Management Actions – Terrestrial Condition Assessment 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- 42% 42% 

Actual --- --- --- 32% 33% 

Number of Watersheds Moved to Improved Condition Class or Sustained in Condition Class 13 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- 19 14 15 N/A 

Actual --- 16 8 9 N/A4 

N/A: Not available. 

Progress Made 

Data Process Management and Further Research: The Forest Service centralized and automated many 

of the processes that analyze and update the various ecological datasets that serve as inputs to the 

Terrestrial Condition Assessment, reducing staff time required for annual updates 

and facilitating data accessibility. Forest Service scientists found that the damage caused by insects 

and diseases across the contiguous U.S. is reducing the sequestration potential of America’s forests

by roughly 50 million tons of carbon dioxide each year, the equivalent of emissions from more than 

10 million cars. Forest Service R&D continued to study the effects of silvicultural treatments for 

climate change adaptation at multiple forest sites across the U.S. and applied the data from these 

studies to improve tools to understand and predict potential shifts in tree species distributions with 

climate change. National science syntheses published by the Forest Service in FY 2021 provide 

managers with the latest science on forest and rangeland soils and invasive species. Forest Service 

R&D also continued to develop menus of adaptation practices for natural resource 

managers and made strides breeding trees such as ash and pine to increase resistance to insects and 

pathogens exacerbated by climate change. 

Forest Health Management: Forest Service staff worked with partners to provide technical 

assistance, surveys, and forest health treatment funds to reduce forest susceptibility to insects and 

disease. Treatments such as forest thinning promote forest health in a holistic manner that can 

3 National Assessments of national forest and grassland watershed conditions rate 47% either as “Functioning at Risk” or 

“Impaired Function”. To improve their conditions and increase climate change resiliency, these watersheds require

substantial restoration work. Specifically, using a mix of funding, the agency will complete essential projects outlined in 

the Watershed Condition Framework (WCF) Watershed Restoration Action Plans (WRAPs). 

4 This performance metric was developed in 2010 as the Agency’s first Nationally consistent outcome performance 

measure to demonstrate accomplishments in watershed restoration. For FY 2021, watershed restoration was not a 

Departmental performance metric and no target was established. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

reduce forest susceptibility to insects and disease while also reducing the threat from wildland fire. 

This is critically important as each of these disturbances are being amplified by climate change. 

Barriers to Progress 

Measurement Instrumentation: In FY 2021, the number of landscapes improved, maintained, or 

recovering increased, but so did the total number of landscapes where the Forest Service is doing 

work. The Terrestrial Condition Assessment indicates that the work is spread out, resulting in less 

ecological impact on the landscape scale. Hence, the percentage of landscapes 

improved, maintained, or recovering decreased from last year and did not meet the target of 

increasing the scale of the Agency’s efforts.

COVID-19 Impact 

Reduction in Outputs and Activities: The pandemic impacted the Forest Service’s ability to accomplish 

work in FY 2021 and meet the targets for its performance indicator related to improving forest 

ecosystems. The FY 2021 actual was approximately 25% lower than the three-year average from 

FY 2016 to 2018 in acres accomplished and in the number of activities accomplished, reducing the 

percent of landscapes improved, maintained, or recovering. 

6.3 Mitigate Wildfire Risk 

FOREST SERVICE 

Annual Acreage of National Forest System Lands Where Final Treatment Effectively Mitigated 

Wildfire Risk (Millions of Acres) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 0.74 1.1 1.1 1.1 1.1 

Actual 0.348 1.04 0.851 0.81 1.28 

Annual Acreage Treated to Reduce or Maintain Fuel Conditions on National Forest System and 

Non-Federal Lands (Millions of Acres) 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 2.2 3.0 3.4 3.4 3.5 

Actual 2.7 3.4 2.9 2.65 3.67 

Number of High-Priority Areas Where Treatments Have Occurred to Reduce Wildfire Risk to 

Communities (Number of Firesheds)5 

5 Fireshed refers to a geographic region with a similar risk of wildfire to adjacent communities. Reducing hazardous fuels 

within parts of the fireshed may reduce the overall risk to the adjacent community. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- --- --- --- N/A 

Actual --- --- --- --- N/A6 

N/A: not available 

Progress Made 

Exceeding Targets and Obtaining New Research Results: The regions exceeded the established annual 

target and treated 1.28 million acres with final treatments to mitigate wildfire risk. Forest Service 

scientists updated the National Wildland Fire Hazard Potential map using the most current 

vegetation data to inform risk reduction models of hazardous fuels treatments and support 

wildland fire response systems. Additional research produced new information about the 

vulnerability of communities to wildland fire, including a new spatial dataset of wildfire risk for 

populated areas in the United States and a Fireshed Registry that uses information about 

community vulnerability as one of the datasets to inform the Agency’s strategic placement of fuel 

treatments to reduce risk. 

Fuels Treatments Modified Fire Behavior: During the FY 2021 fire season, numerous wildfires 

interacted with cross-boundary fuels reduction projects across all regions, with a significant 

number of occurrences in the Pacific Northwest, Pacific Southwest, and Southwestern Regions. 

Assessments of the effectiveness of these treatments are ongoing, and initial observations indicate 

that in most cases, fuels treatments resulted in reduced fire behavior which provided strategic 

advantages for firefighters responding to these wildfires. In many cases, these treatment areas 

altered fire behavior and mitigated the effects of large, damaging wildfires. 

Barriers to Progress 

Reporting Delays and Factors in Potential Treatment Delays: In some regions, extended wildfire activity 

delayed final fiscal year accomplishments reporting. Some regions are also reporting employee 

exhaustion and fatigue due to an extended, active fire season, which may limit final treatments 

including prescribed burning. Some regions are still reporting extensive drought and/or the early 

onset of winter weather, which may also limit final treatments. 

COVID-19 Impact 

Successful Adaptation to Safety Protocols: The Forest Service continues to use COVID-19 mitigation 

procedures that were established in the spring of 2020 and refined during the fire season of FY 

2020 to limit the spread of COVID-19 and protect the workforce. Diligent adherence to these 

protocols enabled the regions to resume hazardous fuels mitigations on the landscape resulting in 

a record year of treatments. 

6 Number of firesheds is a new indicator to move to outcome-based measures on reducing wildfire risk at a scale that will 

make a difference on transmission of wildfire to communities. The Forest Service expects to begin reporting fireshed 

accomplishments in FY 2023. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Strategic Goal 7: Provide All Americans Access to a Safe, 

Nutritious and Secure Food Supply 

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

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

supports American agriculture and inspires public confidence. The Department will take several 

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

prevent contamination and limit foodborne illness by focusing on reduction of pathogens. USDA’s

research, education, and extension programs will continue to provide information, tools, and 

technologies about the causes of foodborne illness and its prevention. Second, USDA will continue 

to develop partnerships that support best practices in implementing effective programs to ensure 

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

collaborations include research on the nutritional quality of American food and diets, as well as 

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

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

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

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

7.1 Prevent Foodborne Illness and Protect Public Health 

FOOD SAFETY AND INSPECTION SERVICE 

Percentage of Establishments that Meet Pathogen Reduction Performance Standards 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 71% 68% 72% 87% 88% 

Actual 77% 71% 84% 86% 87% 

Percentage of Establishments Whose Non-Compliance Rate Decreases 120 Days After Receiving 

Early Warning Alert 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 70% 71% 73% 74% 74% 

Actual 73% 74% 74% 74% 74% 

Progress Made 

Support for Small and Very Small Establishments: FSIS implemented a 10-year, $100 million program 

in response to the American Rescue Plan to help small and very small establishments by reducing 

their overtime and holiday inspection fees. FSIS also announced the availability of revised 

guidelines to assist poultry establishments in controlling Salmonella and Campylobacter in raw 

poultry. The revised guidelines will assist FSIS in achieving its public health goal of preventing 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

foodborne illnesses and further protecting the food supply by providing best practice 

recommendations for poultry establishments. 

Barriers to Progress 

Staffing Challenges: FSIS faced challenges in staffing due to attrition of the front-line occupations, 

such as food inspectors, consumer safety inspectors, and Public Health Veterinarians who operate 

in establishments across the country. FSIS also experienced significant increases in resignations and 

retirements and anticipates that this trend will continue into FY 2022. Another challenge for FSIS 

was statutory restrictions on billing for overtime for inspection personnel, which limits flexibility in 

scheduling that would improve work-life balance for and retention of inspection personnel. 

COVID-19 Impact 

Personal Protective Equipment Requirements: The safety and well-being of FSIS employees is a top 

priority of the Agency. Throughout the COVID-19 pandemic, FSIS protected its employees by 

supplying and requiring the use of PPE and adapted its policies as guidance from the Centers for 

Disease Control and Prevention, Occupational Safety and Health Administration, and USDA 

evolved. In FY 2021, FSIS protected its employees by acquiring approximately $4 million in PPE for 

its inspection workforce stationed across 6,500 establishments and other FSIS employees located 

across 62 facilities inside and outside of the National Capital Region. 

7.2 Provide Access to Safe and Nutritious Food for Low-Income People While 

Supporting a Pathway to Self-Sufficiency 

FOOD AND NUTRITION SERVICE 

Percentage of American Households with Consistent, Dependable Access to Food 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 88% 87.7% 87.9% 89% 89.2% 

Actual 88.2% 88.9% 89.5% 89.5% N/A7 

Percentage of SNAP Employment & Training Participants Engaged in Education and Skills-Based 

Training 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target 33% 25.5% 27.5% 35.5% 31.5% 

Actual --- 35% 34.7% 38.4% N/A 

N/A: Not available 

7 FY 2021 actuals will not be available until September 2022 due to reporting delays of administrative data. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Progress Made 

Thrifty Food Plan: The Food and Nutrition Service (FNS) completed a reevaluation and published the 

Thrifty Food Plan on August 16, 2021. The Thrifty Food Plan is the basis for Supplemental Nutrition 

Assistance Program (SNAP) allotments. Ensuring the SNAP benefits reflect the cost of a practical, 

cost-effective diet that meets dietary guidelines is an important piece of USDA’s commitment to

food and nutrition security. 

SNAP Employment and Training National Forum: FNS hosted the first SNAP Employment and Training 

National Forum in October 2020, during which more than 1,600 people shared best practices about 

effective workforce development strategies. In addition, FNS published the Employment and 

Training Opportunities in SNAP final rule, which allows additional skill-based activities such as 

apprenticeships. 

Barriers to Progress 

Policy, Process, and Systems Changes: Many of the provisions in the SNAP Employment and Training 

final rule required States to make policy, process, and systems changes. This proved challenging, as 

States continued to struggle with impacts of the pandemic and complexity of implementing 

provisions of the American Rescue Plan. FNS continued to provide resources and technical 

assistance to States to support implementation of the final rule. 

COVID-19 Impact 

Hunger Increase: Hunger has increased across the U.S. as a result of the COVID-19 pandemic, with 

as many as 30 million adults and 12 million children living in households where they do not always 

have enough to eat. USDA supported struggling families through FNS programs by increasing SNAP 

benefits by 15%; increasing access to online purchasing; providing an increase in administrative 

funding; bolstering support to U.S. territories; waiving requirements and adding flexibilities; 

strengthening the Pandemic Electronic Benefit Transfer (P-EBT) program; supporting innovation in 

the Special Supplemental Nutrition Assistance Program for Women, Infants, and Children; and 

increasing access to fruits and vegetables. 

7.3 Support and Encourage Healthy Dietary Choices Through Data-Driven, Flexible, 

Customer-Focused Approaches 

FOOD AND NUTRITION SERVICE 

Annual Percentage of Eligible Children Participating in the National School Lunch Program 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- 59% 59% 59% 59% 

Actual 58% 58% 56.5% 43% N/A 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Annual Percentage of Eligible Children Participating in the School Breakfast Program 

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 

Target --- 30% 30% 31% 31% 

Actual --- 30% 29.6% 24% N/A 

N/A: Not available 

Progress Made 

Resource Releases: USDA released the 2020 – 2025 Dietary Guidelines for Americans in FY 2021. 

Additionally, USDA released numerous supporting MyPlate consumer resources, and the 

MyPlate.gov website received more than 41 million page views during the fiscal year. 

Pandemic Electronic Benefit Transfer Increase: In support of President Biden’s call to action on hunger 

and with authorities provided by Congress, USDA announced an increase in the P-EBT benefit by 

approximately 15% in January 2021, providing more money for low-income families and millions of 

children missing meals due to school closures. As of October 1, 2021, FNS approved 56 State school 

plans and 50 State child care plans to provide $30.7 billion in P-EBT benefits to 33.9 million children 

for school year (SY) 2020 - 2021. In addition, FNS approved 51 summer 2021 plans to provide $13.8 

billion in P-EBT benefits to 36.5 million children. 

Barriers to Progress 

Supply Chain Disruptions: FNS issued an additional set of flexibilities to address supply chain 

disruptions due to COVID-19 and unanticipated school closures. FNS conducted extensive 

outreach and technical assistance to stakeholders regarding supply chain disruptions. In addition, 

the USDA Secretary announced an additional $1.5 billion to assist schools with supply chain issues. 

COVID-19 Impact 

Hybrid Schedules and Meal Services: Due to the continued COVID-19 pandemic, many schools 

operated virtual or hybrid schedules for students, which impacted meal service. Under waivers 

provided by USDA, many schools served meals through the Summer Food Service Program in lieu 

of the National School Lunch Program and School Breakfast Program for SY 2020 - 2021, which is 

reflected in the SY 2021 performance metric data. 

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U.S. Department of Agriculture – FY 2021 Annual Performance Report 

Acronyms and Abbreviations 

ACEP Agricultural Conservation Easement Program 

AFS African Swine Fever 

APG Agency Priority Goal 

APHIS Animal and Plant Health Inspection Service 

CART Conservation Assessment and Ranking Tool 

CD Conservation Desktop 

CEC Client Experience Center 

CRP Conservation Reserve Program 

FAS Foreign Agricultural Service 

FNS Food and Nutrition Service 

FSA Farm Service Agency 

FSIS Food Safety and Inspection Service 

FY Fiscal year 

IT Information technology 

NRCS National Resources Conservation Service 

NVS National Veterinary Stockpile 

OBPA Office of Budget and Program Analysis 

OCS-REE Office of the Chief Scientist – Research, Education, and Economics 

OMB Office of Management and Budget 

P-EBT Pandemic Electronic Benefit Transfer 

PPE Personal protective equipment 

R&D Research and development 

RCPP Regional Conservation Partnership Program 

RMA Risk Management Agency 

SNAP Supplemental Nutrition Assistance Program 

SY School year 

USDA U.S. Department of Agriculture 

WRE Wetland reserve easement 

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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 (202) 720 2600 (voice and TTY) or contact USDA through the Federal Relay 

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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 9410; (2) fax: (202) 690 7442; or (3) email: program. 

intake@usda.gov. 

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

Issued March 2022