United States Department of Agriculture 

FY 2020 Annual Performance Report 
Message from the USDA Performance Improvement Officer 

In accordance with the Government Performance and Results Act (GPRA) of 1993, as amended in 

the GPRA Modernization Act (GPRAMA) of 2010, I am pleased to present the United States 

Department of Agriculture (USDA) submission of the FY 2020 Annual Performance Report (APR). 

This report highlights the USDA accomplishments and progress toward achieving the Strategic 

Objectives, Agency Priority Goals (APG), and Key Performance Indicators (KPIs) articulated in the 

FY 2018-2022 USDA Strategic Plan, as of Quarter 4, FY 2020. 

Thank you for consideration of our Annual Performance Plan and we appreciate your continued 

support of our mission. 

John Rapp 

Acting, Performance Improvement Officer 

2 
Table of Contents 

About USDA 5 

Mission, Vision, & Stakeholder Engagement 6 

Organizational Chart 7 

Organizational Structure 8 

Cross Agency Collaboration & Partnerships 14 

FY 2020 Annual Performance Report 16 

Strategic Goals and Objectives 17 

Summary of Performance 18 

Progress Towards Agency Priority Goals 20 

APG 1: Improve Customer Experience and Operational Efficiency 21 

APG 2: Reduce Consumer Risk from Regulated Products through Modernization 23 

APG 3: Reduce Animal Diseases 24 

APG 4: Connect Rural America Through Innovative Solutions 25 

APG 5: Increase Utilization of Agricultural Research 26 

Strategic Goal 1: Ensure USDA programs are Delivered Efficiently, Effectively, with Integrity and a 

Focus on Customer Service 27 

Objective 1.1: Modernize Information Technology Infrastructure, Facilities, and Support 

Services to Improve the Customer Experience 28 

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

and Empowerment 31 

Objective 1.3: Reduce the Regulatory Burden and Streamline Processes 32 

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

Maximize the Return on Investment 33 

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

and Clothing the World 35 

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 36

Growth 

Objective 2.2: Increase Agricultural Opportunities and Support Economic Growth by 

Creating New Markets and Supporting a Competitive Agricultural System 40 

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

Agricultural Pests and Disease 43 

Strategic Goal 3: Promote American Agricultural Products and Exports 46 

3 
Objective 3.1: Expand International Marketing Opportunities 47 

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

Exports 50 

Objective 3.3: Build Demand in Developing Countries Through Trade Capacity Building 52 

Strategic Goal 4: Facilitate Rural Prosperity and Economic Development 54 

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

55 

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

Workforce Availability 

Strategic Goal 5: Strengthen the Stewardship of Private Lands Through Technology and Research 63 

Objective 5.1: Enhance Conservation Planning with Science-Based Tools and Information 64 

Objective 5.2: Promote Productive Working Lands 67 

Objective 5.3: Enhance Productive Agricultural Landscapes 70 

Strategic Goal 6: Ensure Productive and Sustainable Use of our National Forest System Lands 75 

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

Access Opportunities 76 

Objective 6.2: Ensure Lands and Watersheds Are Sustainable, Healthy, and Productive 80 

Objective 6.3: Mitigate Wildfire Risk 85 

Strategic Goal 7: Provide All Americans Access to a Safe, Nutritious, and Secure Food Supply 88 

Objective 7.1: Prevent Foodborne Illness and Protect Public Health 89 

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

Supporting a Pathway to Self-Sufficiency 93 

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

Flexible, Customer-Focused Approaches 97 

Executive Order 13807 101 

Enterprise Risk Management 102 

Appendix 104 

Summary of Performance by Strategic Objective. 104 

Acronyms 106 

4 
 

About USDA

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

Department of Agriculture (USDA), and, 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 2 percent today. But 

through our work on food, agriculture, economic development, science, natural resource 

conservation and a host of issues, USDA still fulfills Lincoln's vision - touching the lives of every 

American, every day. 

Today, USDA is made up of 29 agencies and offices with nearly 100,000 employees who serve the 

American people at more than 6,000 locations across the country and abroad. 

5 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

We have a vision to 

provide economic 

opp o 1-t unity th rn ugh 

innovation, helping 

rnr-al Amer-ica to thr-ive; 

to prnmote ag1·icultu1·e 

prnduction that bette1-

nou1·ishes Amer·icans 

while also helping feed 

other·s thrnughout the 

wor-ld; and to p1-ese1-ve 

our· Nation's natur·al 

1-esou1-ces thrnugh 

conser-vation, 1·esto1·ed 

for-ests, imprnved 

water-sheds, and healthy 

pr-ivate wor·king lands. 

Our- str'ategic goals 

ser·ve as a rnadmap for· 

the Depar-tment to help 

e n s u 1-e w e a c h i e v e o u 1-

m is s ion and implement 

OUI' VISIOl1. 

MISSION STATEMENT

Provide leadership on agriculture, food, natural

resources, rural infrastructure, nutrition, and

related issues through fact-based, data-driven, and

customer-focused decisions.

VISION STATEMENT

“Do right and feed everyone.”

CORE VALUES

We expect and require complete honesty and integrity 

in all we do. 

We make commitments with care and live up to them. 

We own up to problems and are always responsive. 

We provide service to our customers on time, every 

time. 

We guard, conserve, and preserve USDA resources the 

taxpayers have entrusted to us. 

STAKEHOLDER ENGAGEMENT

USDA regularly consults with external stakeholders, 

including Congress, USDA’s customers, partners,

landowners, policy experts, and industry and consumer 

groups regarding our programs’ effectiveness. This year 

the launch of AskUSDA allowed our customers voices be 

heard and questions addressed despite challenges 

exacerbated by the COVID-19 crisis. These consultations 

and insights have been used to validate the strategic 

goals, objectives, and performance measures outlined 

in the plan. 

6 
USDA 

Organization Chart 

I 

Inspector 

General 

Under Secretary for 

Farm Production 

and Conservation 

,-------

General 

Counsel 

Office of the 

Chief Financial 

Officer 

Under Secretary for 

Food, Nutrition and 

Consumer Services 

----. 

Chief 

Economist 

II 

Under Secretary 

for Food Safely 

• FPAC Business Center • Food and Nutrition Service • Food Safety 

• Farm Services Agency Inspection Service 

• Risk Management 

Agency 

• Natural Resources 

and Environment 

USDA is an equal opportunity provider, employer, and lender. 

Secretary 

Deputy Secretary 

Office of 

Budget and 

Program Analysis 

Under Secretary 

for Marketing and 

Regulatory Programs 

• Agricultural Mari<eting 

Service 

• Animal and Plant Health 

Inspection Service 

Office of 

Communications 

Under Secretary for 

Natural Resources 

and Environment 

• Forest Service 

Assistant 

Secretary for 

Civil Rights 

Assistant Secretary for 

Congressional Relations 

Assistant Secretary 

for Administration 

Office of 

Tribal Relations 

Office of 

Partnerships and 

Public Engagement 

Office of 

Hearings and 

Appeals 

• H~her Education 

• Strategic Initiatives 

• 2501 Grants 

Under Secretary for 

Rural Development 

• Rural Housing Service 

• Rural Utility Service 

• Rural Business 

Cooperative Service 

Under Secretary for 

Research, Education 

and Economics 

• Office of the Chief 

Scientist 

• Agricultural Research 

Service 

• National Agricultural 

Statistical Service 

• National lnstiMe of Food 

and Ag riculture 

• Economic Research 

Service 

Office of the Chief 

Information Officer 

Under Secretary for 

Trade and Foreign 

/i(jricultural Affairs 

• Fore~n Agricultural 

Service 

UPDATED 07/07/20 This Olg8flization chart displays the names o/ USOAolfices, agencies, and mission areas. Each office, agency, and mission area is placed 'Mlhin a ceU connected by &nes to show the sbucture and hierarchy (Under Seaetary, Deputy Seaetary, or 

Seaetary) for whidl they fall under. An HTML version that lists USDAAgencies and Offices and USOA Mission Areas is ~ available on usda.gov. The Seaetar(s Memorandum 107&-031 was signed August 12, 2019 effectuating a change to Rural Development 

USDA 

... 

7 
USDA 

USDA Organizational Structure

USDA is comprised of 8 Mission Areas and 16 Staff Offices. Our Mission Areas contain one or more 

USDA Agency. 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 to ensure the health and care of animals and plants and the health 

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

of life throughout rural America. 

Below, you will find a brief overview of our Mission Areas, as well as links USDA Mission Areas, 

Agencies, and Staff Offices. 

Farm Production and Conservation (FPAC) is the Department’s focal point for the Nation’s farmers

and ranchers and other stewards of private agricultural lands and non-industrial private forest 

lands. FPAC agencies implement programs designed to mitigate the significant risks of farming 

through crop insurance services, conservation programs, technical assistance, and commodity, 

lending, and disaster programs. 

FSA implements agricultural policy, administers credit and loan programs, and 

manages conservation, commodity, disaster and farm marketing programs through a 

national network of offices. 

NRCS provides leadership in a partnership effort to help people conserve, maintain and 

improve our natural resources and environment. 

• Risk Management Agency (RMA):

RMA helps to ensure that farmers have the financial tools necessary to manage their 

agricultural risks. RMA provides coverage through the Federal Crop Insurance 

Corporation, which promotes national welfare by improving the economic stability of 

agriculture. 

• Natural Resources Conservation Service (NRCS):

• Farm Service Agency (FSA):

FARM PRODUCTION AND CONSERVATION 

• Farm Production and Conservation Business Center:

The Business Center handles a variety of functions, from human resources to financial 

management, enabling FSA, NRCS, and RMA to focus on serving farmers and ranchers. 

FOOD, NUTRITION, AND CONSUMER SERVICES 

Food, Nutrition, and Consumer Services (FNCS) works to harness the Nation’s agricultural 

abundance to end hunger and improve health in the United States. FNCS administers Federal 

domestic nutrition assistance programs. 

• Food and Nutrition Service (FNS):

8 
USDA 

FNS increases food security and reduces hunger in partnership with cooperating 

organizations by providing children and low-income people access to food, a healthy 

diet, and nutrition education in a manner that supports American agriculture and 

inspires public confidence. 

FOOD SAFETY 

The Office of Food Safety ensures that the Nation’s commercial supply of meat, poultry, and

processed egg products are safe, wholesome, and properly labeled and packaged. Food Safety 

serves in the critical role of ensuring the food we put on the table to feed our families meets the 

strict safety standards we have established. 

• Food Safety and Inspection Service(FSIS): 

FSIS enhances public health and well-being by protecting the public from foodborne 

illness and ensuring that the nation's meat, poultry and egg products are safe, 

wholesome, and accurately labeled. 

MARKETING AND REGULATORY PROGRAMS 

Marketing and Regulatory Programs (MRP) facilitates domestic and international marketing of U.S. 

agricultural products and ensures the health and care of animals and plants. MRP agencies are 

active participants in setting national and international standards. 

• Animal and Plant Health Inspection Service (APHIS): 

APHIS provides leadership in ensuring the health and care of animals and plants. The 

agency improves agricultural productivity and competitiveness and contributes to the 

national economy and the public health. 

• Agricultural Marketing Service (AMS): 

AMS facilitates the strategic marketing of agricultural products in domestic and 

international markets while ensuring fair trading practices and promoting a 

competitive and efficient marketplace. AMS constantly works to develop new 

marketing services to increase customer satisfaction. 

NATURAL RESOURCES AND ENVIRONMENT 

Natural Resources and Environment (NRE) ensures the health of the land through sustainable 

management. NRE works to prevent damage to natural resources and the environment, restore 

the resource base, and promote good land management. 

• Forest Service (FS): 

FS sustains the health, diversity and productivity of the Nation's forests and grasslands 

to meet the needs of present and future generations. 

RESEARCH, EDUCATION, AND ECONOMICS 

9 
USDA 10 

Research, Education, and Economics (REE) is dedicated to the creation of a safe, sustainable, 

competitive U.S. food and fiber system, as well as strong communities, families, and youth through 

integrated research, analysis, and education. 

• Agricultural Research Service (ARS): 

ARS is USDA's principal in-house research agency. ARS leads America towards a better 

future through agricultural research and information. 

• Economic Research Service (ERS): 

ERS is USDA's principal social science research agency. Each year, ERS communicates 

research results and socioeconomic indicators via briefings, analyses for policymakers 

and their staffs, market analysis updates, and major reports. 

• National Agricultural Statistics Service (NASS): 

NASS serves the basic agricultural and rural data needs of the country by providing 

objective, important and accurate statistical information and services to farmers, 

ranchers, agribusinesses and public officials. This data is vital to monitoring the everchanging agricultural sector and carrying out farm policy. 

• National Institute of Food and Agriculture (NIFA): 

NIFA’s mission is to invest in and advance agricultural research, education, and 

extension to solve societal challenges. NIFA’s investments in transformative science

directly support the long-term prosperity and global preeminence of U.S. agriculture. 

• Office of the Chief Scientist (OCS) 

OCS provides scientific leadership to the Department by ensuring that research 

supported by and scientific advice provided to the Department and its stakeholders is 

held to the highest standards of intellectual rigor and scientific integrity. It also 

identifies and prioritizes Department-wide agricultural research, education, and 

extension needs. 

RURAL DEVELOPMENT (RD) 

Rural Development (RD) is committed to helping improve the economy and quality of life in all of 

rural America by providing financial programs to support essential public facilities and services 

such as water and sewer systems, housing, health clinics, emergency service facilities, and electric 

and telecommunications service. RD promotes economic development by providing loans to 

businesses through banks and community-managed lending pools, while also assisting 

communities to participate in community empowerment programs. 

• Rural Business Cooperative Service (RBS): 

RBS offers programs to help businesses grow as well as job training for people living in 

rural areas. These programs help provide the capital, training, education and 

entrepreneurial skills that can help people living in rural areas start and grow 

businesses or find jobs in agricultural markets and in the bio-based economy. 
• Rural Housing Service (RHS): 

RHS offers a variety of programs to build or improve housing and essential community 

facilities in rural areas. RHS offers loans, grants and loan guarantees for single- and 

multi-family housing, childcare centers, fire and police stations, hospitals, libraries, 

nursing homes, schools, first responder vehicles and equipment, housing for farm 

laborers and much more. 

• Rural Utilities Service (RUS): 

RUS provides financing to build or improve infrastructure in rural communities. This 

includes water and waste treatment, electric power and telecommunications services. 

These services help expand economic opportunities and improve the quality of life for 

rural residents. 

TRADE AND FOREIGN AGRICULTURAL AFFAIRS 

Trade and Foreign Agricultural Affairs' (TFAA) role is to provide our farmers and ranchers with 

opportunities to compete in the global marketplace. TFAA is the Department’slead on trade policy

with primary responsibility to ensure USDA speaks with a unified voice on international agriculture 

issues domestically and abroad. Within TFAA, the Foreign Agricultural Service is the lead U.S. 

agency tasked with promoting exports of U.S. agricultural products through market intelligence, 

trade policy, trade capacity building, and trade promotion programs. This work is carried out by 

staff in Washington as well as a global network of 93 offices covering 171 countries. Also within 

TFAA, the U.S. Codex Office coordinates U.S. participation in the Codex Alimentarius Commission, 

a United Nations body that sets international food standards while protecting consumer health 

and ensuring fair trade practices. 

• Foreign Agricultural Service (FAS): 

FAS works to improve foreign market access for U.S. products. This USDA agency 

operates programs designed to build new markets and improve the competitive 

position of U.S. agriculture in the global marketplace. 

• Codex Alimentarius Commission : 

The U.S. Codex Program is an interagency partnership that engages stakeholders in 

advancing science-based food standards to protect the health of consumers and 

ensure fair practices in the food trade. 

STAFF OFFICES 

Staff offices provide support to Department officials and employees at all levels and they support 

our programs and services by working with our agencies, Congress, organizations, and tribal 

governments. 

• Departmental Administration (DA): DA’s mission is to provide management leadership to 

ensure that USDA administrative programs, policies, advice and counsel meet the needs of 

USDA people and projects, consistent with laws and mandates; and provide safe and 

efficient facilities and services to customers. DA is composed of the following offices: 

USDA 11 
USDA 

o Office of Customer Experience o Office of Operations 

o Office of Homeland Security o Office of Property and Fleet Management 

o Office of Safety, Security and o Office of Small and Disadvantaged 

Protection Business Utilization 

o Office of Human Resource o Office of Contracting and Procurement 

Management 

• National Appeals Division (NAD): NAD conducts impartial administrative appeal hearings of 

adverse program decisions made by USDA and reviews of determinations issued by NAD 

hearing officers when requested by a party to the appeal. 

• Office of Partnerships and Public Engagement (OPPE): The Office of Partnerships and Public 

Engagement develops and maintains partnerships focused on solutions to challenges 

facing rural and underserved communities in the United States, and connects those 

communities to the education, tools, and resources available to them through U.S. 

Department of Agriculture programs and initiatives. We facilitate partnerships and offer 

education and resources to foster hope and opportunity, wealth creation, and asset 

building in rural and underserved communities. 

• Office of the Assistant Secretary for Civil Rights (OASCR):OASCR's mission is to facilitate the 

fair and equitable treatment of USDA customers and employees, while ensuring the 

delivery and enforcement of civil rights programs and activities. ASCR ensures compliance 

with applicable laws, regulations, and policies for USDA customers and employees 

regardless of race, color, national origin, sex (including gender identity and expression), 

religion, age, disability, sexual orientation, marital or familial status, political beliefs, 

parental status, protected genetic information, or because all or part of an individual's 

income is derived from any public assistance program. (Not all bases apply to all programs.) 

• Office of Budget and Program Analysis (OBPA): OBPA provides centralized coordination 

and direction for the Department's budget, legislative and regulatory functions. It also 

provides analysis and evaluation to support the implementation of critical policies. OBPA 

administers the Department's budgetary functions and develops and presents budgetrelated matters to Congress, the news media, and the public. 

• Office of the Chief Economist (OCE): OCE advises the Secretary on the economic situation 

in agricultural markets and the economic implications of policies and programs affecting 

American agriculture and rural communities. OCE serves as the focal point for economic 

intelligence and analysis related to agricultural markets and for risk assessment and costbenefit analysis related to Departmental regulations affecting food: and agriculture. 

• Office of the Chief Financial Officer (OCFO): OCFO shapes an environment for USDA 

officials eliciting the high-quality financial performance needed to make and implement 

effective policy, management, stewardship, and program decisions. 

12 
USDA 13 

• Office of the Chief Information Officer (OCIO): OCIO has the primary responsibility for the 

supervision and coordination of the design, acquisition, maintenance, use, and disposal of 

information technology by USDA agencies. OCIO's strategically acquires and uses 

information technology resources to improve the quality, timeliness and cost-effectiveness 

of USDA services. 

• Office of Communications (OC): OC is USDA's central source of public information. The 

office provides centralized information services using the latest, most effective and 

efficient technology and standards for communication. It also provides the leadership, 

coordination, expertise, and counsel needed to develop the strategies, products, and 

services that are used to describe USDA initiatives, programs, and functions to the public. 

• Office of Congressional Relations (OCR):OCR serves as the USDA's liaison with Congress. 

OCR works closely with members and staffs of various House and Senate Committees to 

communicate the USDA's legislative agenda and budget proposals. 

• Office of Ethics (OE): The Office of Ethics (OE) is the centralized office responsible for 

coordinating and implementing USDA's Ethics program throughout the Department. OE 

provides ethics services to employees at all levels of USDA concerning advice and training 

about compliance with ethics laws and regulations, including the conflict of interest and 

impartiality rules, as well as the rules governing political activity by Federal employees. 

• Office of the Executive Secretariat (OES): OES ensures that all Department officials are 

included in the correspondence drafting and policy-making process through a managed 

clearance and control system. Keeping policy officials informed of executive documents 

enhances the Secretary's ability to review sound and thought out policy recommendations 

before making final decisions. 

• Office of the General Counsel (OGC): The Office of the General Counsel (OGC) is an 

independent legal agency that provides legal advice and services to the Secretary of 

Agriculture and to all other officials and agencies of the Department with respect to all 

USDA programs and activities. 

• Office of the Inspector General (OIG): OIG investigates allegations of crime against the 

Department's program and promotes the economy and efficiency of its operations. 

• Office of the Ombudsperson: The Office of the Ombudsperson helps identify systemic 

issues related to farmers and ranchers for key USDA programs. 

• Office of Tribal Relations (OTR): The Office of Tribal Relations is located within the Office 

of the Secretary and is responsible for government-to-government relations between 

USDA and tribal governments. 
USDA 14 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

VOICE OF THE CUSTO ER 

& EMPLOYEE 

Cross Agency Collaboration & 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 our 

commitment, USDA has established partnerships and 

collaborations throughout our Department that focus 

on improving our Customers’ Experience (CX) and 

capitalize on our long and distinguished history of 

moving science into practice to better meet the needs 

of our customers and the public. Throughout the APPR, 

we will highlight recent accomplishments and 

advancements we have made in the following key areas: 

Enhancing the Customer Experience 

USDA services touch every single person in the United 

States and hundreds of millions more internationally. 

USDA helps our nation by ensuring the safety and 

quality of our food supply, protects our nation’s crops

from pests, provides loans and conservation services to 

our farmers and ranchers, promotes US agriculture in 

the global marketplace, improves the economy and 

quality of life for rural Americans, and protects our 

National Forest System. While USDA’s employees are 

experts at their day-to-day tasks, USDA is striving to do 

more to champion customer experience. In order to 

meet the needs of the nation, USDA is constantly finding 

new ways to incorporate the voice of our customers to 

better deliver services. 

In order to meet the needs of our customers, USDA 

established the Office of Customer Experience (OCX). 

OCX is charged to build USDA-tailored customerfocused tools and techniques, to provide recommendations 

VOICE OF THE CUSTOMER 

& EMPLOYEE 

The Voice of the 

Customer (VOC) framework inte 

grates customer and employee 

feedback loop into the way 

USDA delivers 

its most important services. OC 

X is calling this a ‘Listen Better

Serve Better’

framework. Efforts will focus on 

leveraging existing feedback 

tools, such as AskUSDA and Tell 

Sonny, in conjunction 

with new measurement 

opportunities to create a 360-

degree understanding of the 

customer’s experience

enabling USDA to 

exceed customer expectations, 

put our customers 

first, promote accountability 

and facilitate collaboration. 

on how to create a customercentered way of providing services to the public, and how-to better support USDA employees. 

OCX’s four focus areas include: Customer Measurement and Improvement, Strategy & Design 

Services, Employee Experience & Building Culture, and AskUSDA Contact Center. Through these 

efforts and a human-centered design approach, USDA will improve our ability to advocate for 

customers, develop an understanding of customer needs, and identify key consumer and 

employee insights in order to lead the improvement of critical service delivery. 

OCX activities and efforts will be conducted through collaboration and partnerships with Mission 

Areas on ideation and the execution of changes to deliver services in a more customer-focused 

way. OCX initiatives will be highlighted throughout the APPR, with a focus on progress and key 

accomplishments made through our improved Customer Experience focus. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

USDA 

USDA’s Science Blueprint

The USDA Science Blueprint guides USDA’s science priorities for the next five years (from 2020 to 

2025). It provides a framework for coordinating USDA’s science initiatives across the Department

to enhance organizational clarity, speed, and agility to meet 

the needs of USDA stakeholders and customers today and 

beyond. The U. S. Department of Agriculture’s Office of the

Chief Scientist (OCS) and the Research, Education, and 

Economics (REE) mission area are leading this effort. The 

mission of the OCS is to provide strategic coordination of the 

science that informs the Department's and the Federal 

Government's decisions, policies, and regulations that impact 

all aspects of U.S. food and agriculture, related landscapes, 

and communities. REE has Federal leadership responsibility 

for advancing scientific knowledge related to agriculture 

through research, extension, and education. The research 

efforts aligned under the USDA Science Blueprint touch all 

seven USDA strategic goals and apply across the diverse and 

extensive agricultural sector. 

The USDA Science Blueprint provides a foundation for 

focused leadership and direction in advancing USDA’s

scientific Mission through 2025. It lays out five overarching 

themes for research, education, and economics, each with 

established objectives, strategies, and evidence-building 

measures. Spotlights sections throughout the APR will focus 

on our scientific advancements surrounding the following 

themes: 

Five Core Themes: 

Sustainable Ag Intensification 

Ag Climate Adaptation 

Food and Nutrition Translation 

Value-Added Innovations 

Ag Science Policy Leadership 

Spotlight on Science 

USDA has a long and 

distinguished history of moving 

science into practice. 

Continued investment into 

agriculture science is 

essential as the world 

population grows 

concomitant demand for the 

goods and services provided 

by America’s farm and forest

lands. As the world’s largest

exporter of food, U.S. 

agricultural land and the 

people who steward it will 

need to intensify production 

to meet demand. At the 

same time, we must conserve 

and renew natural resources 

for generations to come. The 

U.S. Department of 

Agriculture is focusing on 

collaborative science which 

aligns our work in 

fundamental research with 

projects funded through our 

extramural and intramural 

research programs, as well as 

the knowledge and 

information delivered by our 

statistical survey and 

economic analytics programs. 

15 
USDA 16 

FY 2020 Annual Performance Report 

The Annual Performance Report provides information on the Department’s progress towards

achieving the goals and objectives described in the USDA Strategic Plan FY 2018 – 2022. 

The organization of this report is according to USDA’s Strategic Plan and the information in the

report reflects results available at the end of FY 2020. For purposes of the Annual Performance 

Plan, the following performance summary uses the Department’s key performance indicators (KPI) 

as a mechanism to gauge progress in achieving its mission. 

USDA’s strategic planning structure follows the standardized Federal Performance Framework 

established in guidance from OMB and is used to organize content in all federal agencies’ APR.

Within this APPR a standardized table is used to show results and targets for key performance 

indicators for each strategic objective. It is noted if a new performance indicator is introduced and 

whether baseline values are established. N/A indicates that data is not available. If needed, an 

explanation of targets is provided. The targets are typically set based on funding levels requested 

in the President’s Budget.

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 defines terms that are fundamental to federal Strategic Plans and APPRs: 

• Strategic Goal – Includes the goal statement and goal overview. 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 – Includes the objective statement and the objective overview. This 

plan’s 17 strategic objectives are the primary unit for strategic analysis and decisionmaking. Strategic objectives state the outcomes or management impacts the Department 

is trying to achieve. 

• Strategy – Represents key approaches, initiatives, and tactics that will be pursued to 

advance the related strategic objective. 

• Key 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. 

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

Objective progress. 

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

the appropriate level for future performance targets. 
17 

 

 

 

 

 

 

Strategic Goal 

Ensure USDA programs are delivered efficiently, 

effectively, and with integrity and a focus on 

customer service. 

Maximize the ability of American agricultural 

producers to prosper by feeding and clothing 

the world. 

Promote American agricultural products and 

exports. 

Facilitate rural prosperity and economic 

development. 

Strengthen the stewardship of private lands 

through technology and research. 

Foster productive and sustainable use of our 

National Forest System Lands. 

Provide all Americans access to a safe, nutritious 

and secure food supply. 

Strategic Objectives 

1.1) Modernize information 

technology infrastructure, 

facilities and support services to 

improve the customer 

experience. 

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. 

3.1) Expand international 

marketing opportunities. 

1.2) Maintain a high performing 

workforce through employee 

engagement and empowerment. 

2.2) Increase agricultural 

opportunities and support 

economic growth by creating new 

markets and supporting a 

competitive agricultura l system. 

3.2) Prevent or resolve barriers to 

trade that hinder U.S. food and 

agricu ltural exports. 

1.3) Reduce the regu latory 1.4) Improve stewardship of 

burden and streamline processes. resources and uti lize data-driven 

analyses to maximize the return 

on investment. 

2.3) Protect agricultural health by 

preventing and mitigati ng the 

spread of agricult ural pests and 

disease. 

3.3) Build demand in developing 

countries through trade capacity 

building. 

4.1) Expand rural business opportunity and ru ral quality of life with access to capital; improved infrastructure, broadband access, and 

connectivity; and support for workforce availability. 

5.1) Enhance conservation 

planning with science-based tools 

and information. 

6.1) Contribute to the economic 

health of rural communities 

through use and access 

opportunities. 

7.1) Prevent foodborne illness 

and protect public health. (2019 

NP) 

5.2) Promote productive working 

lands. 

6.2) Ensure lands and watersheds 

are sustainable, healthy, and 

productive. 

7 .2) Provide access to safe and 

nutritious food for low-income 

people whi le su pporting a 

pathway to self-sufficiency. 

5.3) Enhance productive 

agricultural landscapes. 

6.3/ Mitigate wildfire risk. (2019 

FAFI/ 

7.3) Su pport and encourage 

healt hy dietary choices t hrough 

data-driven, flexible, customerfocused approaches. 

USDA 

... 

Strategic Goals and Objectives

The USDA FY2018-2022 Strategic Plan will guide the work of all of us at USDA in the coming years to ensure our efforts best serve 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, we have established seven strategic goals for fiscal years 2018-2022. Our strategic goals outline key priorities and 

strategies, and the objectives we will use to achieve them. USDA will continue to provide the best possible service to our customers – the 

farmers, ranchers, foresters, and producers of American agriculture and “do right and feed everyone.”
 

 

USDA 

FY 2020 Summary of Performance by KPI

Met, 42% 

Needs Improvement, 

19% 

Not Met, 28% 

Not Available, 

11% 

In FY 2020, USDA was able to meet or exceed 15 out of 36 (42%) KPIs, 7 of the 36 (19%) KPIs were 

deemed to “need improvement,” meaning they were within 10% range of meeting the set target. 

There were 10 out of 36 (28%) were more than a 10% range from there. A small number of KPIs 

4 out of 36 (11%) do not have available data at the time of this report, due to lag times associated 

with data reporting and processing. USDA made significant progress in reaching multiple 

milestones to its Agency Priority Goals (APG). Modernization efforts and the increased use of 

agricultural research which assisted in reduction of food safety risk to our customers. 

Enhancements made to our programs and systems have improved efficiency and the overall 

customer experience for our nations 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 (e.g., dashboards), staff will be able to make more informed decisions about 

manageable targets. In 2020, USDA launched a new department wide KPI dashboard in order to 

better track historical performance. USDA will continue to build upon its success, using the 

Quarterly Strategic Review (QSR) process to maintain accountability and to articulate resources 

necessary to successfully reach KPI targets and strategic goals. In addition, the integration of 

Enterprise Risk Management (ERM), along with evidence-building efforts will improve decisionmaking surrounding resources and program activity. 

18 
 

 

 

 

 

 

USDA 

Noteworthy Progressive towards Strategic Objectives

Objective 1.1: Modernize Information Technology Infrastructure, Facilities, and Support Services 

to Improve the Customer Experience 

Reduction of Tier 1 Data Centers: USDA has made significant progress in the modernization and 

consolidation of Information Management. Office of the Chief Information Officer was able to 

consolidate tier 1 data centers down to 2 for all of USDA. The closure of the tiered data centers in 

FY 2020 has a reported a cost savings of $11.384 million. As of quarter Q4 FY 2020, there has been 

$62.791 million in cumulative cost avoidance through USDA’s Data Center Optimization Initiative

(DCOI) program. 

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

Exports 

U.S. Agriculture Scores with China Phase 1 Agreement. The China Phase 1 Agreement garnered 

many benefits for U.S. agriculture. The Agriculture Chapter addresses structural barriers to trade 

and will support an expansion of U.S. food, agriculture, and seafood product exports. China has 

taken more than 50 actions to reduce barriers and expand access for U.S. beef, pork, poultry, 

seafood, dairy, infant formula, pet food, timothy hay, chipping potatoes, feed additives, 

nectarines, blueberries, Haas avocados, and barley, among other products. China committed to 

purchase approximately $40 billion for the first 2 years of the agreement. 

Objective 5.2: Promote Productive Working Lands 

Cropland Conservation: In 2020, over 9.8 million acres have been enrolled in Environmental Quality 

Incentives Program (EQIP) conservation practices and activities that will improve agricultural lands 

and nonindustrial private forests. To date, Natural Resources Conservation Service (NRCS) has 

approved more than 32,000 contracts that total $1,125 million. Conservation practices and 

activities funded through EQIP contracts accrue significant environmental benefits, including 

improved grazing lands, improved air quality, enhanced fish and wildlife habitat, sustainable plant 

and soil conditions, improved water quality and quantity, reduced soil erosion, and energy 

conservation that provide important ancillary economic and social benefits. 

Focus Area for Improvement

Objective 6.3: Mitigate Wildfire Risk 

The wildland fire system is challenged with reliably protecting responders and the public. Factors 

such as the volume of fuels on the lands, insect infestations, invasive species, disease and drought 

can increase the risk of catastrophic wildfire. 

Experts predict increasingly severe wildland fire-related impacts in the future from continued 

human development in the volatile wildland-urban interface (WUI) where wildland fires pose a 

greater risk to life and property and often require extensive and costly suppression efforts. 

19 
 

USDA 

Progress Towards FY 2020 & FY 2021 Agency Priority Goals

USDA will continue to use Agency Priority Goals (APG) to focus and monitor performance where 

the Department needs to drive significant progress and change. USDA has identified five APGs for 

the FY 2020-2021 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 percent of all USDA 

approved identification tags distributed for cattle will be electronic Radio Frequency 

Identification (RFID) 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 non-federal 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. 

20 
 

 

GOAL STATEMENT 

USDA 

APG 1: Improve Customer Experience and Operational Efficiency 

Alignment to Strategic Plan 

Strategic Goal 1: Ensure USDA programs are 

delivered efficiently, effectively, and with integrity 

and a focus on customer service. 

Objective 1.1: Modernize Information 

Infrastructure, Facilities, and Support 

Improve the Customer Experience 

Technology 

Services to 

APG Update: 

Secretary Perdue committed USDA to modernizing 

customer service and improving customer 

experience delivery and producer experiences 

nationwide with the goal to make USDA the most 

efficient, most effective, and most customer focused 

department in the federal government through 

customer-focused IT modernization efforts. In FY 

2020, USDA’s Farm Production and Conservation

(FPAC) mission area continued to develop 

Farmers.gov, an interactive one-stop website with 

mobile device capability for producers to fill out 

forms, apply for disaster assistance, and find the most 

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 improvements. 

convenient USDA office locations. Farmers.gov is built around the needs of customers, with 

farmer-focused content, interactive tools, and a business data dashboard that allows producers 

more time to focus on their farm and less time filling out antiquated and time intensive paper 

forms. For example, extensive field research and iterative prototyping enabled FPAC to develop 

the Farm Loan Discovery Tool on Farmers.gov as a way to save time for producers and loan officers. 

In support of this effort, the FPAC Customer Experience Division (CXD) serves as Design Champions 

with the User-Centered Design Team to ensure that customer feedback is collected and integrated 

into the agile development process for data-driven decision making. To allow for more time for 

better penetration of user feedback results and to complete the research needed, the program 

increment (PI) planning session cycles have been changed from 10-weeks to 12. In addition, the 

Farmers.gov teams are working to consolidate all Service Desk support functions which will be 

deployed incrementally as a pilot project for adequate testing before full deployment. The overall 

purpose of these various streams of work is to continue to support the customer experience for 

our producers by reducing their burden and making it easier to find the answers they need. 

Two additional efforts to measure the current state of customer satisfaction, trust, and gather 

feedback for improvements were also implemented during FY2020. The first FPAC Internal and 

Producer Customer Experience (CX) surveys were executed with full support across FPAC and 

included questions that allow for development of baseline metrics related to customer experience 

for different customer segments. The Producer Satisfaction survey seeks to meet OMB Circular A11 Part 6 section 280 requirements, develop a statistical look at USDA customers’ experience and

21 
USDA 

expectations, and align survey results with agency processes and priorities. The Internal CX survey 

seeks to measure the effectiveness of internal resources, evaluate the effect of internal processes 

on customer service delivery, and assess the impact of the creation of the FPAC Business Center. 

Hiring challenges are considered one of the highest risks in FPAC. The CXD also completed the 

OMB CX Strategist Hiring Initiative to reach the full staffing level needed to focus on the full 

customer experience journey throughout the mission area to support improvements. CXD also 

coordinates the intra-agency FPAC Customer Experience Enhancement Committee (CXEC), made 

up of field-office employees, to enhance the customer experience on the front lines and create a 

more direct connection between the field and FPAC leadership. FY2020 marks the completion of 

the first CXEC cohort, a team of 35-40 enthusiastic problem-solvers from across the nation. The 

committee is an important voice in USDA's commitment to improving customer service and service 

delivery. Committee members identified opportunities and solutions to enhance customer 

experiences, provided user acceptance testing support and Farmers.gov feedback. On September 

28, 2020, five CXEC sub-committees will present initiative proposals to FPAC leaders for innovative 

solutions to improve communications, technology, training, and internal and external customer 

experience, which seek to leverage innovations and best practices to make a more seamless 

journey for our customers. CXD also coordinates the CX Working Group (CX WG), which is made 

up of CX Champions and other CX contacts at all levels of the mission area, to support CX culture 

changes and collaboration across FPAC. Both groups meet regularly and are working to identify 

ways to support the FPAC program agencies and producers as we adjust to a new operating 

structure required by the COVID-19 pandemic. The CX WG and CXEC continue to make significant 

progress on CX activities across FPAC. 

22 
 

 

 

 

 

 

 

 

 

GOAL STATEMENT 

USDA 

APG 2: Reduce Consumer Risk from Regulated Products through Modernization 

Alignment to Strategic Plan: 

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 

The Food Safety and Inspection APG Progress Update Service (FSIS) will reduce consumer 

risk from FSIS regulated products by In FY 2020, FSIS finalized one modernization 

systematically controlling and initiative and proposed an additional two. The first 

preventing hazards through the use of initiative, the final Modernization of Swine 

modernized systems, policies, and Slaughter Inspection Rule, is comprised of two 

scientific approaches. By September parts. The first requires microbial testing for all 

30, 2021, the Department intends to swine slaughter establishments to demonstrate 

propose or implement eight that they are controlling for pathogens 

modernization initiatives. throughout the slaughter system. The second part 

establishes the New Swine Slaughter Inspection 

System (NSIS), which market hog slaughter 

establishments can choose to operate under or they can remain under the traditional slaughter 

inspection system. The final rule demonstrated that NSIS can provide public health protection at 

least equivalent to the existing inspection system. 

For the second initiative, FSIS proposed updated Salmonella performance standards for raw 

ground beef and new Salmonella performance standards for beef manufacturing trimmings, a 

primary component of raw ground beef. FSIS is proposing both standards to ensure that 

establishments are consistently controlling or reducing Salmonella, a harmful bacterium not 

ordinarily considered an adulterant in raw beef products. To meet the proposed standards, 

establishments that produce more than 50,000 pounds of ground beef and/or beef 

manufacturing trimmings per day would need to have no more than two Salmonella positives 

out of 48 FSIS samples in a period of 52 weeks. If the proposal is finalized, the Agency would post 

on its web site, individual establishments as either “meeting” or “not meeting” the performance

standards. 

Lastly, FSIS proposed a rule to amend the Agency’s inspection regulations to expand the

circumstances under which it will generically approve the labels of meat, poultry, and egg 

products. FSIS is also proposing to cease evaluating generically approved labels submitted to FSIS 

for review. 

23 
 

GOAL STATEMENT 

USDA 

APG 3: Reduce Animal Diseases 

Alignment to Strategic Plan: 

Strategic Goal 2: Maximize the ability of American 

agricultural producers to prosper by feeding and 

clothing the world. 

Objective 2.3: Protect agricultural health by 

preventing and mitigating the spread of agricultural 

pests and diseases. 

APG Progress Update 

At the beginning of FY2020, 40% of official cattle ear 

tags distributed were equipped with RFID. The next 

step is to increase the number of USDA approved RFID 

equipped tags distributed for cattle to 55%. This 

progress will improve a State’s ability to locate official 

animal identification numbers, minimizing the impact 

of a potential animal disease outbreak. 

As of January 31st, 2020, USDA began offering free 

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 percent of all USDA 

approved identification tags distributed 

for cattle will be electronic Radio 

Frequency Identification (RFID) tags. 

RFID tags to States and accredited veterinarians as an alternative to metal tags for use on cattle 

and bison. Interest in these RFID tags has been positive, and distribution has been steady 

throughout FY2020. During the final quarter of FY2020, a total of 3,925,242 USDA approved 

identification tags for cattle were distributed, 65% of which were the electronic RFID tags and 35% 

of which were visual/metal tags. 

Despite the COVID-19 pandemic impacts in FY2020, USDA APHIS Staff successfully facilitated 

livestock exhibition activities, an essential activity for livestock stakeholders nationwide. Official ID 

is required in livestock exhibitions to meet animal disease traceability requirements in most States. 

These livestock exhibition activities serve as an opportunity for the Agency to engage with 

stakeholders and discuss the benefits of RFID tags and to ensure compliance with official animal 

ID requirements. In addition to engaging in virtual communications with over 675 stakeholders in 

the 4th quarter of FY2020, Agency personnel facilitated exhibition activities, such as supporting 

activities for over 2,530 exhibitors at the Iowa State Fair in August 2020. 

24 
USDA 

APG 4: Connect Rural America Through Innovative Solutions 

Alignment to Strategic Plan: 

Strategic Goal 4: Facilitate rural prosperity and 

economic development 

GOAL STATEMENT Objective 4.1: Expand rural business opportunity 

and rural quality of life with access to capital; 

improved infrastructure, broadband access and 

connectivity; and support for workforce Create and implement innovative 

solutions to rural connectivity by availability 

expanding broadband infrastructure and APG Progress Update services. By September 30, 2021, rural 

broadband investments will leverage E-connectivity loan and grant funding totaling 

over $250 million in non federal funding over $1.5 billion has been awarded to 295 

through new program rules that projects serving unserved rural communities 

encourage more private sector across 46 states. In addition to the funds invested 

investment, enabling the deployment of by Rural Development programs $310.3 million in 

innovative solutions and cutting edge nonfederal funds was leveraged to support these 

technologies to support precision e-connectivity projects. 

agriculture, distance learning, and USDA Rural Development has taken a number of telemedicine. 

immediate actions to help rural residents, 

businesses, and communities affected by the 

COVID-19 outbreak. Program outreach and deployment has been adapted in order to be to be 

fully operational in a telework/virtual environment. Under the CARES Act additional funding was 

provided for: 

• $25 million in the CARES Act for the Distance Learning and Telemedicine (DLT) grant 

program. 

• $100 million in ReConnect grants to expand access to broadband in rural America for 

educational purposes, business, and access to critical telehealth services. 

25 
USDA 

APG 5: Increase Utilization of Agricultural Research 

Alignment to Strategic Plan: 

Strategic Goal 1: Ensure USDA programs are delivered 

efficiently, effectively, and with integrity and a focus GOAL STATEMENT on customer service. 

Objective 1.4: Improve stewardship of resources and 

utilize data-driven analyses to maximize the return on Increase the utilization of Departmental investment research results into real world 

technology improvements to USDA APG Progress Update customers, producers, and industry. By 

USDA introduced three internal “test-Key September 30, 2021, USDA will develop 

Performance Indicators (KPIs)” in FY 2020 to quantify data driven methods to measure the 

a) technology transfer (patents licensed and issued), impact of research in sustainable 

b) agriculture workforce development, and c) agricultural intensification; agricultural 

influence of USDA research on public policy (citations climate adaptation; food and nutrition 

of REE reports). Lessons learned from these three translation; and value added 

inaugural KPIs are being used to develop future KPIs innovations. 

and improve upon their existing methodologies and 

data sources. The Office of the Chief Scientist (OCS) 

took the lead in communicating the importance of research measurement and led efforts to 

coordinate a cultural shift among the USDA research agencies toward the development of a KPIperformance measurement culture. Strategies to accomplish this included not only the launching 

of the three, new “test-KPIs”, but also a first-of-its-kind “KPI Innovation Team” to drive the

conversation of measuring the impact of science and research while developing new KPI 

candidates for future introduction. As FY 2020 draws to a close, the work of the KPI Innovation 

Team has not only been successful in reframing the paradigms around measuring research 

utilization and impact, but it also has unified many solo efforts across the USDA toward a common 

goal. 

26 
 

s re USO Pro a 

C y, 

D 

a d QC 

E icien ly, 

o C so 

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, as well as strengthen management and 

oversight of procurement, property, and finance to ensure our 

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 will 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 

our customers. Improved customer service and employee engagement 

will create a more effective and accessible USDA for all our 

stakeholders. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

E HA Cl G THE 

CUSTO ER 

EXPERIE CE 

USDA 

Objective 1.1: Modernize Information Technology Infrastructure, Facilities, and 

Support Services to Improve the Customer Experience 

ENHANCING THE 

CUSTOMER 

EXPERIENCE 

A core focus for USDA, is providing our employees and 

customers with modern, agile, efficient, and easy-to-use 

technology, spaces, and services. To facilitate this objective, 

USDA is leveraging technology to streamline 

communication and use data to identify opportunities for 

efficiencies in our services. Successful management of 

USDA’s building, administrative, and IT infrastructure

requires a practice of regular assessment and improvement. 

Highlights and analysis of our efforts in this area are outlined 

in the information below. 

Key Achievements 

Consolidation of Data Centers: USDA has made significant AskUSDA’s contact

progress in the modernization and consolidation of

Information Management. The closure of the tiered data center has been 

centers in FY 2020 has a reported a cost savings of $11.384 instrumental in meeting 

million. As of quarter Q4 FY 2020, there has been $62.791 the needs of our 

million in cumulative cost avoidance through USDA’s Data customers during the Center Optimization Initiative (DCOI) program.

Covid-19 crisis. Over the AskUSDA Contact Center: The AskUSDA Contact Center, course of its pilot launched in November of 2020, will serve as the “one front

door” for phone, chat, and web inquires, transforming how program, AskUSDA 

the public interacts with USDA and providing an enhanced successfully assisted with 

experience for the public. The goal of the AskUSDA Contact over 93,000 citizen Center initiative is to ensure customers get the right answer 

when they contact USDA, the first time, every time. inquiries. In 2017, 

customers who called USDA had an average wait time of 

over two minutes. Now, wait times in the three piloted mission areas are aligned with the industry 

standard, and 80% of calls are answered in 20 seconds or less. 

Agricultural Resources Management Survey Webtool: USDA’s Economic Research Service (ERS)

rolled out a new tool to report important and timely financial statistics for U.S. farmers and 

ranchers. Every year, USDA asks farmers for information on the finances of their farming 

operation. This information gathered through the Agricultural Resources Management Survey 

(ARMS) is USDA’s primary source of financial information on farm and farm household well-being 

and is critical to carrying out the research requested by Congress and other critical stakeholders. 

The tool provides a presentation-quality chart and table of this data and includes an Application 

Program Interface that bypasses the web interface altogether and allows for more rapid access to 

the summary data for frequent users. 

Environmental Analysis and Decision-Making Reform: USDA’s Forest Service is working diligently

to improve the efficiency and timeliness of our environmental analysis and decision-making 

28 
 

 

IGRATIO TO THE CLOUD 

USDA 

Spotlight on Science 

processes. For example, in 2018 the White River National 

Forest produced four Environmental Assessments 

approving work at major ski resorts. The documents 

averaged 51 pages in length and took 130 days to produce MIGRATION TO THE CLOUD using a repeatable, efficient process. This represents more 

than an 80% decrease in planning time compared to the USDA’s Economic Research

national average. The Forest Service also worked Service successfully migrated 

its entire IT infrastructure to collaboratively with ski resort partners to redesign their 

Facility Design Review process, going from four review the Cloud—a first in USDA. 

This includes all the data stages requiring 14 weeks to two review stages in five 

weeks, producing more predictable outcomes for holdings previously housed in 

partners. file systems and databases, as 

well as the ERS Website and 

Data Analytics: USDA developed more than 200 Web publication processes. dashboards to provide the latest information to Among the benefits of this customers and employees. These dashboards have more move include robust backup than 20,000 views monthly. The dashboards not only and failover capabilities, thus improve internal decision-making but also maximize the reducing operational risk and impact of citizen-facing programs across 8 mission areas enhanced customer access to 

and 7 administrative functions. USDA has made over data and reports use in 1,600 internal datasets available publicly and is shaping scientific policy and safeguarding privacy while also making more information decisions. available. [1.1] 

End User Consolidation: Instead of having each USDA 

mission area determine its own IT costs for equipment 

and services, the USDA has centralized 60% of USDA enduser services and closed 26 data centers. This move saves over $10 million in duplicative 

infrastructure costs. USDA will have a department wide cloud solution for secure, scalable, and 

efficient services in a fully managed 24/7 environment. 

Improvements to USDA’s network service and email accounts for USDA employees: USDA is 

securing faster and cheaper network services, avoiding $570 million, meaning more cost savings 

for customers. USDA migrated 100,000 employees to Office 365 and 91% email accounts to a 

simpler usda.gov account. 

Website Modernization: USDA websites had over 700 unique, public, and active domains with over 

three million web pages which included numerous broken links. In partnership with the GSA 

Centers of Excellence (CoEs), USDA completed a Digital Assessment Report and as a result is 

modernizing and optimizing USDA websites. USDA is removing broken links and webpages that 

don’t receive traffic with the goal of achieving a best in class customer experience with one USDA

look and feel. In efforts to provide better understanding of our customer experiences throughout 

the Department, OC, OCX, and OCIO have teamed up to implement the publicly-available Digital 

Strategy Playbook. 

Specialty Crops Modernization: Several USDA programs support the development and use of 

automation or mechanization in the production and processing of U.S. specialty crops. Specialty 

crops are defined as fruits and vegetables, tree nuts, dried fruits and horticulture and nursery 

29 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

USDA 

crops, including floriculture. At $64.7 billion, specialty crops comprised one-third of U.S. crop 

receipts and one-sixth of receipts for all agricultural products in 2017. Many specialty crops are 

labor intensive in production, harvesting, or processing. USDA has funded $287.7 million toward 

213 projects to develop and enhance the use of automation or mechanization in specialty crop 

production and processing. 

OneUSDA Ecosystem: We researched USDA websites to see how USDA speaks about what it does

and who it serves and visualized the interrelationships between programs and customers in the

OneUSDA Ecosystem Map. The CX CoE also created a blueprint shows how USDA directly and

indirectly supports the journey of a specific customer as she provides healthy meals for her family, 

as a way to illuminate how USDA intervenes in many overlapping ways for a single customer. By 

breaking down siloes and illustrating customer, organization, and service offering data in new 

perspectives, we were able to demonstrate new ways to understand USDA customers and 

services. OCX fused HCD insights from 50+ USDA employee and customer interviews with data 

from budgets, strategic plans, and a scrape of all USDA public-facing websites to communicate the 

complex interrelationships between USDA’s agencies, programs and customers. This CoE blog 

post is a great comprehensive summary of the project. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 1.1 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

1. 1.1: Reduce number of Tier 

1 data centers across the 

Department1 

Results 39 21 6 2 

Met 

Target Baseline 20 4 2 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 1 FY 2020 is last reporting year for this measure 

Summary Analysis: 

USDA will be retiring KPI 1.1.1 because the strategic goal of 2 Tier 1 data centers across the 

Department has been fulfilled. With the establishment of the Office of Customer Experience and 

enhancements across the Department to modernize its technology infrastructure, USDA will 

support more customer-focused program delivery. In addition, the Department has made 

progress in better management of its real property portfolio through enhanced review of the 

property data, allowing leadership to make more informed decisions about leased and own 

property assets. 

Lead Office: Departmental Administration - Office of the Chief Information Officer 

30 
 

 

 

 

 

 

 

 

 

0 EUSDA 

USDA 

Objective 1.2: Maintain a High-Performing Workforce Through Employee 

Engagement and Empowerment 

Each USDA employee contributes directly to our mission 

success. To maintain a high performing, customer-centric 

workforce, USDA will continue to foster a work environment 

that maximizes employee performance. Research indicates 

that the level of employee engagement is a key predictor of 

organizational productivity and profitability. An employee’s

performance is directly tied to his or her level of engagement 

and empowerment. Engaged and empowered employees 

are more dedicated, persistent, and passionate about their 

jobs and service delivery, and are more willing to invest 

personally to support the mission. 

Key Achievements 

HR Task Force: USDA has established a taskforce lead by the 

Deputy Secretary to address the human capital concerns 

facing the agency. Leaders across the Department are 

collaborating to create an action plan to address concerns, 

and to improve recruitment, retention, training, and 

succession planning. Also established risk ownership for 

Enterprise Risk #1 (People) for mitigation strategies. 

Secretary Customer Experience Recognition Award: USDA is 

creating a customer experience recognition award in FY20 in 

coordination with the Secretary Honors Award and Create 

an annual secretary award to recognize achievements in 

customer service. 

Summary Analysis: 

Due to the linkage of organizational performance and 

employee results and productivity, this objective remains 

an area where continued focus is needed. The Department 

is the process of implementing and imbedding a new 

performance management system that will likely create 

challenges throughout the organization. The benefits of 

this new system, however, mean that USDA’s workforce

will be more responsive and focused on the Department’s

goals and delivery of its mission. To address challenges 

associated with this new system, USDA has implemented a 

training program to ensure that all affected employees are 

made aware of changes to the system. 

ONEUSDA 

USDA is looking to instill a 

customer-focused culture that 

engages and empowers USDA 

employees to deliver the best 

customer services, 

experience, and to drive 

innovation. To create this culture 

USDA is: 

• Empowering all employees to 

adopt a CX mindset by 

training employees on

techniques to help use 

customer insights and improve 

collaboration 

• Conducting CX workshops with 

stakeholders from USDA’s

Digital Council, CX Champions, 

and all nine USDA mission 

areas to focus on efforts to 

improve CX and instill a 

customer -focused culture. 

• Providing employees tools 

templates to do CX research, 

use customer personas to 

drive CX improvements, and 

modernize their digital 

properties 

Lead Office: Departmental Administration: Office of Human Resources Management 

31 
 

PASTEURIZATION 

TECHNOLOGIES 

USDA 

Spotlight on Science 

Objective 1.3: Reduce the Regulatory Burden and Streamline Processes 

USDA is committed to creating a culture of consistent, 

efficient service to our customers while easing regulatory 

burdens to make it easier to invest, produce, and build in 

rural America. USDA regulations will allow for the creation 

of jobs and economic prosperity while ensuring the safety 

of our food supply and protecting and safeguarding our 

land, water, and other natural resources for future 

generations. On February 24, 2017, President Trump signed 

Executive Order (E.O.) 13777 – Enforcing the Regulatory 

Reform Agenda, which established a Federal policy to lower 

regulatory burdens on the American people by 

implementing and enforcing regulatory reform. It directed 

Federal agencies to name a Regulatory Reform Officer 

(RRO) and establish a Regulatory Reform Task Force (RRTF). 

The RRTF is comprised of senior managers representing all 

the major missions of the Department. 

Key Achievements 

Regulatory Reform: While the President signed an 

executive order that requires agencies to revoke two 

regulations for every new rule they want to issue, under 

Secretary Perdue’s leadership, USDA completed 26

deregulatory items between FY 2017 and FY 2019 and only 

3 regulatory items for a total regulatory cost savings of 

$157.8 million by the end of FY 2019. 

Budget Formulation: Last year, OBPA revised its budget 

formulation process to be more efficient and effective in 

getting the information necessary to make data-driven 

budget decisions and recommendations. In addition, OBPA 

worked closely with the Office of the Chief Information 

Officer (OCIO) to establish a collaborative process for 

developing spending allocations for information 

technology. 

Summary Analysis: 

USDA continued reform efforts in FY2020 with the 

publication of an additional fifteen deregulatory items and 

only four regulatory items. USDA will report FY 2020 cost 

savings when the data is available. 

PASTEURIZATION 

TECHNOLOGIES 

To better regulate the way foods 

are grown, harvested, and 

processed, the 2011 Food Safety 

Modernization Act focused on 

preventing food contamination 

rather than responding to 

foodborne-illness events. To 

address that need, USDA funded a 

five-year, $4.7 million project--

Enhancing Low-Moisture Food 

Safety by Improving Development 

and Implementation of 

Pasteurization Technologies—led by 

Michigan State University, with 

collaborators at Washington State 

University, University of Nebraska, 

Illinois Institute of Technology, 

North Carolina State University, and 

the Food and Drug Administration’s 

(FDA) Center for Food Safety and 

Applied Nutrition. The team 

improved methods to ensure food 

processing systems can effectively 

control salmonella bacteria. FDA 

used data generated in this project 

on salmonella resistance to heat in 

various food processes (such as 

drying, baking, or roasting) for food 

safety investigations and in 

developing regulatory policies that 

are framing guidance documents 

currently under development. 

Lead Office: Office of Budget and Program Analysis 

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

to Maximize the Return on Investment 

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AskUSDA 

USDA 

USDA is a steward of the nation’s resources, public lands, and research and administrative 

facilities, and is responsible for supporting America’s farms, ranches, forests, and rural

communities. With more than $200 billion in assets, $145 billion in annual spending, and $100 

billion in loans to America’s rural communities, the

Department shepherds these resources while relying on 

legislative guidance, streamlined policies, and the best 

available science. A key piece of that science is determining 

the outcomes and impacts of our work through accurate and 

reliable data. Using this information, USDA can make 

decisions, evaluate outcomes, improve programs, and share 

how we invest the public’s resources In order to ensure we 

meet our responsibilities to the nation USDA is focusing on 

improving the use of data collection and utilization: 

enhancing internal data, and maximizing our return on 

AskUSDA 

AskUSDA Dashboards provide investments by focusing on reducing the real property real time data and insights to footprint. drive changes and 

improvements for the Contact Key Achievements Center and helps to identify and 

Customer Experience: Established Office of Customer prioritize areas of impact for 

Experience to guide transformative work within USDA. future Customer Experience 

initiatives. Outcomes from Impact Expo Success: Department of Agriculture held the AskUSDA include enhanced self- first ever Impact Expo with employees to celebrate the service, reduced call volume impact of its customer-focused IT modernization efforts. 

and costs, improved wait times, This event underlined the connection between 

personalized inquiries and modernization, customer experience, and USDA’s overall

support, and improved business impact. The Expo featured projects from across the Centers efficiencies. of Excellence, Office of Customer Experience, USDA’s

Customer Experience Champions program, Office of the These dashboards are being Chief Information Officer, and every USDA mission area to used as an early indicator about show how USDA is working together to modernize to best 

what topics are important to serve its customers. 

customers and serve as a 

Reducing the Footprint: Identified 100,000 sq. ft. of pipeline to larger Voice of the 

office/warehouse space to dispose in FY20 by either lease Customer efforts to gather, 

expiration or declared as excess real property in the case of digest, and distribute CX 

owned assets. measurements across different 

channels and across the Fleet Reductions: USDA has made considerable progress 

department. increasing the efficiency of its fleet since FY16 by reducing 

total vehicles by nearly 17% from 44,662 to 37,163. In FY20, 

the Office of Property and Fleet Management (OPFM) worked with Mission Areas/Agencies to 

verify that the fleet inventory cap of 36,517 vehicles is USDA’s optimal fleet inventory. 

Improving Efficiency: OPFM developed a plan to increase the efficiency and effectiveness of the 

USDA Real Property Management Program from FY 2021-FY 2025 to include the establishment of 

33 
 

USDA 

a Departmental approach to portfolio assessment; expansion of the One Neighborhood initiative 

to consolidate space and facilities; development of an enterprise asset management system; and, 

enhance OPFM’s ability to monitor and manage real property and lease operations.

Supporting Research by Data: Thus far, the Agency has identified three areas where research 

utilization can be measured: 1) Technology Transfer, 2) Agriculture Workforce Development, and 

3) Influence of USDA Research on Public Policy. The Agency began tracking these metrics in Q1 of 

FY20. This is a “first step” in analyzing USDA research impact and utilization by its customers.

Evidence and Evaluation: As required by the Foundations for Evidence-Based Policymaking Act of 

2018, USDA designated a Chief Statistical Officer and Chief Data Officer, in addition to the 

Evaluation Officer. Together, these three officers established the Evidence and Evaluation 

Committee that will work to assess current evaluation capabilities in the Department, identify 

gaps, assess program impacts, and develop a Department-wide Learning Agenda. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 1.4 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

1.4.1. Reduce the Department’s overall

real property footprint through effective Results 32.3 31.9 31.7 31.3 31.2 

Met disposal and consolidation efforts 

(Million Square Feet). Target N/A N/A 31.6 31.5 31.2 31.1 

1.4.2. Reduce and Cap the Department’s

total number of fleet vehicles 

Results 32.4 29.4 27.7 27.1 37.9 

NI 

(Thousand) Target NA NA 28.8 27.1 36.5 TBD 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis 

USDA was able to meet to reduce USDA’s overall real property footprint to 31.2 million square

feet by consolidation efforts and effective disposal. USDA did not meet its anticipated target by a 

very small margin in the reduction in fleet vehicles in FY 2020. This is primarily due to fleet 

management restrictions in place resulting from the COVID-19 pandemic. During the pandemic, 

USDA was unable to dispose of vehicles at its intended rate and, as a result, its total fleet size 

increased beyond the target level. However, there has been significant progress in meeting 

strategic goals, as demonstrated by the noted achievements and advancement towards set 

targets of key performance indicators. 

Lead Office: Departmental Administration 

34 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

. . 1ze e 0 1can ncu 

Pod c rs o P osp yF n Clo 

o Id 

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 wellbeing of the U.S. economy. America’s farmers and ranchers ensure

a reliable food supply, support job growth, and promote economic 

development. To maintain a competitive agricultural sector, USDA 

will support farmers and ranchers’ ability to start and maintain

profitable businesses as’ well as offer financial support to producers

affected by natural disasters. 

Furthermore, USDA’s research agencies will continue to introduce

high-performance plants, animals, and integrated management 

options that increase the efficiency of farming practices. Lastly, 

USDA will also provide tools to producers so that they are wellpositioned to secure a share of a growing market for agricultural 

products. 
FAR LOA 

DISCOVERY TOOL 

USDA 

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 

USDA is committed to providing an effective safety net to the 

more than 2 million agricultural producers who provide food 

and over to more than 320 million Americans and millions more 

around the globe. In order to accomplish this, USDA works to 

strengthen the economic viability of the agricultural sector by 

providing eligible producers with income support payments, 

disaster assistance, marketing assistance loans, farm loans, and 

risk management tools through its extensive network of offices 

covering most rural counties. These programs help farmers and 

ranchers manage financial risks associated with commodity 

price fluctuations and recover from unpredictable weather 

events. Farm loans provide farmers and ranchers access to 

credit at reasonable rates and terms when they are unable to 

obtain financing from commercial lenders. Through direct and 

guaranteed farm ownership and operating loans, USDA assists 

tens of thousands of family farmers each year with starting and 

maintaining farm and ranch businesses. Disaster assistance 

programs offer financial support to crop and livestock 

producers affected by drought, foods, hurricanes, wildfires, and 

other natural disasters. 

Key Achievements 

Coronavirus Food Assistance Program (CFAP): In April 2020 

Secretary Perdue announced the CFAP. This new program 

provides critical assistance to farmers, ranchers, and 

consumers in response to the COVID-19 national emergency. 

President Trump directed USDA to craft this $19 billion effort 

to immediately help farmers and ranchers maintain the 

integrity of the national food supply chain and ensure every 

American continues to receive and have access to food. The 

program is administered by the Farm Service Agency (FSA) and 

provides $16 billion in direct support based on actual losses for 

agricultural producers where prices and market supply chains 

have been impacted and assists producers with additional 

adjustment and marketing costs resulting from lost demand 

and short-term oversupply for the 2020 marketing year caused 

by COVID-19. USDA also partners with regional and local 

distributors, whose workforce have been significantly impacted 

FARM LOAN 

DISCOVERY TOOL 

Ensuring our nations farmers 

and ranchers have access to 

USDA’s Farm Loan program is 

vital to their success. This is 

especially important when 

farmers and ranchers are 

looking to start or grow their 

operations. Between an 

unfamiliar process and a vast 

amount of paperwork, the loan 

process is complicated and 

stressful, even with assistance 

from FSA loan staff dedicated 

to helping them succeed. 

Working with our customers 

we listened to their needs and 

gained feedback, that enabled 

us to create an Online wizard 

and guides that assist farmers 

and ranchers find USDA farm 

loans that best fit their 

operations. 

by the closure of many restaurants, hotels, and other food service entities, to purchase $3 billion 

in fresh produce, dairy, and meat. These undertakings effectively expand the national safety net 

during these difficult times. 

36 
 

 

USDA 

Direct Loan Program: This year the Farm Service Agency (FSA) has provided flexibility to direct farm 

loan borrowers to defer a loan payment for at least one year. Between June and September 2020, 

more than 1,700 borrowers with payments totaling over $18.7 million have had a loan payment 

Spotlight on Science 

Through a multi-state 

collaborative approach, a new 

automated pruning system 

was designed that works well 

for labor-intensive specialty 

crops like fruits, vegetables, 

tree nuts, and nursery plants. 

Automation is helping the 

specialty crop industry 

overcome labor shortages, 

fine-tune management 

decisions, conserve resources 

and meet growing demand. 

The system could cut pruning 

time by 42% and save $136 

per acre. 

Automation can also make 

labor less dangerous. For 

example, a harvest-assist 

device designed at Penn State 

eliminated ladder falls and 

reduced the time apple pickers 

spent in awkward, dangerous 

postures from 65% to 43% of 

picking time. 

These technologies will reduce 

costs, improve quality, and 

ensure consumer satisfaction, 

while eliminating some on-farfarm health risks, increasing 

efficiency, and reducing 

environmental impacts. 

deferred. 

Overall, there has been a substantial increase in USDA’s

FY2020 direct and guaranteed farm loan making. In FY 2020, 

loan volume rose 8% for direct and guaranteed and total 

obligations, which were $7.5 billion, increasing by 31 percent 

compared to FY 2019.Growth in demand for guaranteed and 

direct farm ownership loans has been so substantial that the 

Secretary has used his authority to increase program funding, 

which can be done because both programs have a negative 

subsidy rate and require no budget authority. 

Modernizing Loan Process: In the second half of FY2020 FSA 

for the first time began using bot automation. It deployed 

three bots to perform some data entry tasks previously done 

by loan officials. Use of these bots will save field staff about 

20,000 hours annually that can be spent with customers and 

working on value-added analysis. Bots is a precursor to an 

important effort FSA launched in October 2020 for farm loan 

programs to retire, modernize and integrate its IT systems, 

provide online loan application and loan repayment features 

to customers, and enhance its data analytics capabilities. 

Hurricane Coverage: The Risk Management Agency (RMA) 

continues enhanced risk management options for producers. 

In 2020, RMA implemented new coverage for losses due to 

hurricanes in response to the 2018 Farm Bill, which covers 

most of the deductible of the farmer’s underlying policy if the

county is exposed to hurricane-strength winds from a named 

hurricane. The new policy is unique in that it promptly 

compensates producers within weeks of a hurricane. Through 

August 2020, approximately 27,000 policies were sold and 

producers who purchased this coverage have already received 

indemnities in areas impacted by hurricanes. This new 

hurricane coverage supports sustained agricultural production 

and the rural economy by promptly providing payments to 

farmers, which allows them and the rural economy to recover 

from the devasting impacts of hurricanes. 

Improving Coverage for Dairy & Livestock: RMA has renewed 

focus in providing new and improved coverage to the dairy and 

livestock section. Dairy Revenue Protection has grown to cover 

almost 30 percent of the milk production in the United States 

in only the second year since the inception of the program. In 

37 
 

USDA 

2020, RMA implemented several changes to cattle and swine policies, which will make these 

policies more affordable and accessible to livestock producers. These initiatives help dairy and 

livestock producers weather the markets by providing vital protection against price declines. 

Providing Flexibility: 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 over $743 million, of the total $109 billion in liability for our 

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

crops grown in areas ensuring that our program is adaptive and effective. Over the last three years 

RMA has expanded crops to over 181 new counties, insuring approximately $120 million during 

that three-year period. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 2.1 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

2.1.1. The annual normalized value of 

risk protection provided to agricultural 

producers through the Federal Crop 

Insurance program 

($ Billion) 

Results 74.6 76.8 78.2 84.1 

Met 

Target 63.6 64.0 77.3 77.6 77.9 

2.1.2. Average number of days to 

process direct loans (Farm Service 

Agency) 

Results 31 30 32 34 

NI 

Target Baseline 31 30 32 32 

2.1.3. Percentage of direct and 

guaranteed loan borrowers who are 

beginning farmers 

Results 55 54.5 58.6 

NI 

Target Baseline 53 59.9 59.9 

2.1.4. First installment delinquency 

rate on direct loans 

Results 9.9 

Not 

Met 

Target Baseline 8 8 

2.1.5. Direct loan delinquency rate 

Results 4.3 

Met 

Target Baseline 7 7 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis 

2.1.1 Target has been exceeded. COVID-19 did not have a substantial effect on the operations of 

the crop insurance program. 

2.1.2 Due to an ongoing emphasis to balance loan making with loan servicing (e.g., loan 

restructure, debt resolution), and COVID-19 measures impacting field offices/staff, the number of 

days to process direct loans increased. Loan making and servicing are largely paper-based and this 

38 
USDA 

slows considerably the ability to finalize loan applications and other services for customers. Loans 

have become more complex as a result of the increased loan limits in the 2018 Farm Bill. As loan 

size increases, there is a general correlation in the layers of ownership across multiple entities, all 

of which require legal research and financial analysis. It is noteworthy that in FY 2020, loan volume 

rose 8% for direct and guaranteed and total obligations, which were $7.5 billion, increasing by 31 

percent compared to FY 2019. This was the third highest dollar obligations in over 45 years of FLP 

and record setting for Direct and Guaranteed Farm Ownership loans. Although these challenges 

persist, staff are using work arounds where possible to keep up with the workload. FLP’s five-year 

IT modernization initiative that began October 2020 will transform loan origination and 

management from paper-based to electronic, with business processes reengineered to 

reduce/eliminate manual processes and data entry. 

2.1.3 This metric has declined each month since January 2020 when it was 63% (but is higher than 

in FY 2019 when it was in the mid-50s). This decline predates the pandemic and reflects the 

longer-term stress in the farm economy, but more recently compounded by the COVID-19 

pandemic. Outreach to customers expanded but resources are focused on providing assistance to 

borrowers to mitigate their actual or potential delinquencies, such as through loan restructures 

and postponing loan payments via a disaster set aside option (that includes Presidential 

Emergencies such as COVID-19). 

2.1.4 As a measure of the number of delinquent loans, this KPI is a proxy for credit quality, with 

the expectation that a loan’s first installment be paid. Rather than this metric declining as it

typically does in December – April when cash flows improve from commodity sales in the spring 

through autumn, the rate increased. FSA believes this increase was primarily due to lower 

commodity prices and the economic effects of COVID-19. 

2.1.5 This metric of delinquencies in dollar terms has consistently been between 4.1-4.9% for 

over six years but in the same period the number of delinquent borrowers has been 8%-10% 

annually. If stress on the farm economy persists, it may put pressure on the ability of borrowers 

to make timely payments. Loan servicing is always a priority, but it is even more important to 

assist borrowers during economically stressful periods. The more attention given by FSA loan 

officials to assist financially distressed borrowers, the more likely a farm operation will withstand 

difficult periods. FSA continues to monitor loan demand and delinquency metrics closely and is 

administering the loan servicing flexibilities that it can under statute. 

Lead Offices: Farm Service Agency (FSA) Farm Loan Programs and Risk Management Agency 

39 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

RESPO DING TO THE 

VOICE OF OUR 

STAKEHOLDERS 

USDA 

Objective 2.2: Increase Agricultural Opportunities and Support Economic Growth by 

Creating New Markets and Supporting a Competitive Agricultural System 

User-fee programs must be delivered in a way that provides 

quality, efficient service and recovers – as close to breakeven 

as possible – all costs for providing this service. A key 

indicator of success in a user-fee grading program is ensuring 

user-fee-funded employees recover all their time through 

billing to customers. Unless there is shared function with an 

appropriated account, anything less than full cost recovery 

indicates there is opportunity for improved efficiency (e.g., 

better work scheduling or planning). 

Key Achievements 

In March 2020, the Novel Coronavirus Disease (COVID-19) 

was declared a national emergency across the United 

States. Soon thereafter, the Department of Homeland 

Security deemed agricultural food production and 

distribution a part of the nation’s critical infrastructure as 

the pandemic began to cause major disruptions throughout 

American agriculture and the country’s food production and 

distribution channels. Agricultural Marketing Service (AMS) 

overcame a myriad of challenges to keep front-line 

personnel healthy and productive, ensure uninterrupted 

service delivery to American agriculture, and, in turn, helped 

keep food on the plates of all Americans. A few key AMS 

achievements include: 

Uninterrupted Grading and Auditing Services: AMS’s team of

front-line inspectors and auditors took extraordinary actions 

to ensure food remained on Americans’ tables during the

pandemic. To maintain services, AMS rotated schedules and 

implemented temporary duty assignments; utilized 

supervisors to provide grading and auditing services; limited 

graders’ and auditors’ time in plants and on farms; and,

limited the movement of staff to ensure employee safety. 

AMS centralized its grading operations; developed and 

implemented a virtual desk auditing program to replace 

traditional on-site audits, ensuring continuity of operations 

in both domestic and international trade, resulting in 

issuance of over 16,000 export certificates. 

RESPONDING TO THE 

VOICE OF OUR 

STAKEHOLDERS 

In FY 2020, AMS hosted a 

stakeholder meeting in 

Kansas City, MO, on 

December 12, 2019, to 

present the findings of a 

study AMS had 

commissioned in FY 2019 to 

explore the feasibility of 

reporting negotiated 

slaughter cattle purchases in 

separate 0-14- and 15-30-day 

delivery windows, through 

possible realignment of the 

5-Area reporting region. This 

meeting and resulting 

feedback from industry will 

provide direction to AMS on 

ways to publish more robust 

information for negotiated 

slaughter cattle markets 

ahead of the reauthorization. 

To further ensure that there were no disruptions in services, AMS deployed Rapid Response 

Teams to COVID-19 hotspots, inspecting over 5 million packages of table grapes and delivering 

over 1,900 certificates on 2,000 truckloads of product entering the U.S. through the Nogales 

border crossing. Even in the face of increasing exports, AMS continued to deliver timely services 

40 
USDA 

facilitating the inspection of 19.8 million metric tons (MMT) of corn, 7.9 MMT of soybeans, and 

8.5 MMT of wheat. 

Farmers to Families Food Box Program: The closure of schools, restaurants, and other 

foodservice establishments created an excess of domestic agricultural commodities on the 

market while food bank and other nonprofit food assistance programs were experiencing 

shortages of food to distribute. Concurrently, there were reports of farmers and ranchers not 

being able to sell their products and industry experts were estimating billions of dollars in losses 

to the agricultural and related industries. To address these issues, AMS developed a new and 

accelerated process to contract with agricultural distributors to deliver their product directly to 

food banks participating in The Emergency Food Assistance Program (TEFAP). The initial $100 

million project quickly turned into a $3 billion Farmers to Families Food Box Program to support 

the fresh produce, dairy, chicken, and pork industries while feeding people across the country 

through numerous non-profit organizations. Contractor response was overwhelmingly positive, 

reporting that 2,422 employees were retained, 808 recalled, and 2,135 new employees were 

hired. During FY2020 AMS procured move than $3.634 billion dollars of agricultural products, 

resulting in over 100 million boxes of food delivered. 

Domestic Hemp Rule: The 2018 Farm Bill legalized full-scale hemp production in the United 

States for the first time in nearly a century. The bill also directed USDA to develop a regulatory 

oversight program for hemp. AMS leads the effort to develop a national regulatory framework 

for hemp production, testing, licensing, and compliance. Prior to drafting regulations, public 

awareness was promoted, and input was sought from stakeholders and others by conducting 

webinars with over 4,000 participants, engaging with Native American Tribal representatives, 

Federal law enforcement partner agencies, and responding to questions from global companies 

interested in U.S. hemp production. In October 2019, AMS published its Interim Final Rule (IFR) 

in the Federal Register (FR) to include provisions for USDA to approve hemp production plans 

developed by States and Indian Tribes and establish Federal licensing requirements for hemp 

producers in States or Territories of Indian Tribes. AMS held interactive and technical meetings 

with nearly every State and U.S. Territory, and over 50 different Indian Tribes, to assist with the 

development of hemp production programs. During FY-2020, AMS approved nearly 50 different 

State and Tribal hemp production programs. The Domestic Hemp Final Rule was be published in 

the FR on January 19, 2021. 

Market News Reporting Updated to Support Industry Operations: AMS supported the 

Coronavirus Food Assistance Program (CFAP) by creating new reports which provided data 

essential to determining which growers and commodities suffered a five percent or greater price 

decline between January 2020 and April 2020 and were therefore eligible to receive benefits 

under the Program. 

41 
 

 

■ ■ 

USDA 

Key Performance Indicators & Strategic Targets 

Strategic Objective 2.2 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

2.2.1. Meat livestock: Percentage of 

graders’ time through customer

billings1. 

Results 95% 

Not Met 

Target Baseline 83% 85% 

2.2.2. Poultry livestock: Percentage of 

graders’ time through customer

billings. 

Results 93% 

NI 

Target Baseline 83% 83% 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

1 Billable time is defined as total hours available in calendar year for a grader to provide grading services minus total hours of 

personal leave and required annual training, which is unbillable time to customers. 

Summary Analysis: 

Despite significant challenges, the Livestock & Poultry (LP) program continues to deliver quality 

services in an efficient manner, recovering an average of 94%, or nearly all, of graders’ time for

the service. LP has faced significant staffing challenges in the face of COVID-19 but has 

implemented strategies to ensure that meat, poultry, and shell egg customers could continue to 

move USDA-graded product in commerce. These actions resulted in 99.7% of the shifts being 

covered, with 100% of scheduled customers receiving uninterrupted service. To explain, the 

current KPI of 95% and 93% indicates that graders are able to take vacation, sick leave, or 

training only 5% or 7% of the time, which affects quality of life and employee development. It is 

important to lower that number closer to the 83% goal to ensure a sustainable workforce. 

However, LP had to cancel annual leave for graders to ensure sufficient staffing levels, which 

prevented AMS from meeting its set target for strategic objective 2.2. However, there has been 

significant progress in meeting strategic objectives, as demonstrated by the noted achievements 

and advancement towards set targets of key performance indicators. 

Challenges and Risk 

Prior to COVID-19, the primary challenge faced by LP included maintaining adequate grading staff 

to meet the customers’ needs, along with taking actions to promote their safety and health.

Graders perform their duties in meat, poultry, or shell egg plants. There is no option for either 

telework or light duty. Due to COVID-19, LP leadership anticipated losing up to 40% of its grading 

staff due to self-certification for Weather and Safety Leave, self-quarantining, and becoming ill. 

Lead Office: Agricultural Marketing Service (AMS): Livestock & Poultry Program 

42 
 

 

 

 

 

 

 

 

 

USDA 

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

of Agricultural Pests and Disease 

Spotlight on Science 

American agriculture continually faces threats arising from 

domestic and foreign pests and diseases that can have 

negative impacts on agricultural production, commerce, and 

trade. USDA and its stakeholders work to identify these 

threats early and maintain response capabilities in order to Protecting Pollinators from A 

swiftly prevent or mitigate potential damages. APHIS New Threat: The first-ever 

responds to the continually evolving situation by adjusting its U.S. sightings of the Asian 

strategies for the early and rapid detection of agricultural giant hornet, made a 

pests and diseases through surveillance and monitoring confirmed appearance in 

techniques, developing and maintaining diagnostic Washington state during 

capabilities, and applying pest mitigations as necessary. winter of 2019. USDA is 

actively supporting research 

Key Achievements efforts to develop interactive 

identification tools, map the Newcastle Disease: After a 2-year response effort, APHIS and hornet’s genome, and improve the California Department of Food and the efficacy of lures, traps, and Agriculture announced on June 1, 2020 an end to the virulent monitoring programs. Newcastle disease (vND) quarantine in Southern 

California. vND is a contagious and fatal viral disease affecting 

the respiratory, nervous, and digestive systems of birds and 

poultry. Many infected birds die without showing clinical signs 

of the disease. This outbreak threatened the $40 billion 

poultry industry in the United States and export markets that were worth more than $4.5 billion 

in 2019 (National Agricultural Statistics Service and International Trade Centre database). During 

the response effort, APHIS confirmed a total of 476 positive premises in California, including 4 

commercial premises. APHIS also confirmed one infected premise in Utah County, Utah, and one 

in Coconino County, Arizona, both linked to birds moved from the quarantine area in 

California. After extensive disease control efforts, the last confirmed positive case was detected in 

February 2020, and APHIS lifted the quarantine in June. 

Ralstonia Solanaceaum: During FY 2020, APHIS also responded to the detection 

of Ralstonia solanacearum in a geranium from a Michigan greenhouse. In April, APHIS’ diagnostic

scientists confirmed the sample as R. solanaceaum race 3 biovar 2 (RsR3bv2), a pathogen that 

causes a wilt disease in several crops including potatoes, tomatoes, peppers, and eggplant and is 

listed as a select agent for the United States. The RsR3bv2 confirmation triggered an emergency 

response to find, isolate, and eradicate all infested geraniums, as well as trace the infestation to 

its origin. APHIS identified the source of the diseased geraniums, a facility in Guatemala, and

stopped all shipments of plant material from the facility until it can be recertified to ship to the 

United States. The effort to locate all potentially infested material involved more than 650 facilities 

in 44 States. APHIS and its State partners completed the response on June 11, 2020, eliminating 

this outbreak from U.S. greenhouses just two months after the pathogen was first detected. This 

response protected U.S. potato, tomato, and other crops from the spread of this pathogen and 

allowed APHIS to keep export markets for these products open. 

43 
 

 

 

 

USDA 

Key Performance Indicators & Strategic Targets 

Strategic Objective 2.3 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

2.3.1. Animal Health--Number 

of hours it takes to mobilize 

resources once it is 

determined that a Federal 

emergency response is 

needed to manage an 

agricultural outbreak 

Results  24 24 24  24 24 

Met 

Target 24  24  24  24  24  24

2.3.2. Plant Health--Percent of 

high-risk plant pests for which 

Results  92  96  96  96  96

Met early detection surveys are 

conducted (annual measure) Target  80 85  93  95  96  96

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis: 

Through early detection surveys for plant pests, APHIS and cooperators conducted a total of 252 

commodity- and taxon-based surveys in 50 States and 3 territories. APHIS and State cooperators 

conducted surveys for more than 96 percent of the high-risk plant pests and diseases identified as 

targets for FY 2020, with the goal of ensuring that newly arrived pests and diseases would be 

detected before they have a chance to spread. The program was able to meet the goal in that all 

new detections were localized at the time of their detection in FY 2020. 

In addition to providing continued resource and logistics support during the 2-year emergency 

response effort related to vND in California, Utah, and Arizona, APHIS also mobilized resources 

and logistics support in response to multiple outbreaks. For example, APHIS mounted responses 

to the detection of avian influenza, both low pathogenic and highly pathogenic, in North and South 

Carolina—12 cases of low pathogenic avian influenza and one case of highly pathogenic avian 

influenza. In each instance, APHIS mobilized resources within 24 hours of determining that they 

were needed. 

In FY 2020, APHIS also detected and eradicated RsR3bv2 in greenhouse facilities across the 

country; responded to five exotic fruit fly outbreaks, including four Mexican fruit 

fly (Mexfly) outbreaks in Texas and one Mediterranean fruit fly (Medfly) outbreak in 

California; and treated outbreak levels of grasshopper and Mormon cricket populations in 

Montana and Wyoming as well as localized outbreaks in Arizona, Utah, and Nevada. 

APHIS is also making progress in addressing feral swine, a destructive, invasive species that 

affects agricultural health, the health of ecosystems, and human health and safety. APHIS’ overall

objective is to minimize the damage caused by feral swine, and the Agency is achieving success 

in removing feral swine in States with relatively low populations. Thus far, 17 States are 

recognized as having removed enough feral swine to be transitioned to a lower status 

44 
 

 

 

 

 

 

 

 

 

 

 

 

USDA 

level. Program officials are in the process of confirming through surveillance efforts that 11 of 

these States have successfully eliminated feral swine. 

Challenges and Risks: 

APHIS must prepare for emerging pest and disease threats while continuing to address those that 

pose ongoing risks. One of the most severe threats to U.S. agriculture continues to be foot-andmouth disease (FMD), a highly contagious, viral disease that affects cattle, sheep, goats, and 

swine, among others. FMD is a worldwide concern because it spreads rapidly and causes 

significant hardships for farmers and ranchers where it is present. One tool that could be used to 

limit the spread of the disease should an outbreak occur in the United States is vaccination. APHIS 

has cooperated with its counterparts in Canada and Mexico to establish the North American FMD 

Vaccine Bank, but its capacity is currently limited and would not be enough to address even a 

medium-scale outbreak. 

APHIS also continues to focus on preventing the establishment in the United States of exotic fruit 

flies like Medfly and Mexfly, which together attack more than 300 types of fruits and 

vegetables. APHIS and cooperators have used sterile insect technology as a preventive tool against 

these two pests for several decades. Sterile insect technology involves the release of sterile flies 

that mate with and disrupt the normal population growth of wild fly populations. The Lower Rio 

Grande Valley area of Texas, home to the State’s citrus

industry, experiences annual Mexfly outbreaks, ranging from four to as many as nine in recent 

years, in part because APHIS does not have the capacity to produce the required number of 

sterile Mexflies for an effective preventive program. The program’s aging facility in Mission, Texas,

produces approximately 150 million sterile flies per week, but the need is triple that 

amount. The Mexfly facility in Texas illustrates the risk that aging and outdated facilities can pose 

to program effectiveness. 

To address pests and diseases throughout the United States, APHIS relies on State and 

local partners to conduct many on-the-ground activities and provide employee resources. If State 

and local governments’ capacities are reduced following financial impacts related to COVID-19, 

APHIS’ reach and ability to respond to pest and disease outbreaks may be diminished by the same 

degree. In addition to existing threats, there is a growing list of emerging pests and diseases that 

pose new risks to U.S. agriculture. The spread of African swine fever in countries around the world 

and the detection of the tomato brown rugose fruit virus in tomato imports in FY 2019 

demonstrate the evolving nature of pest and disease threats for which APHIS must continually 

prepare. 

Lead Office: Animal and Plant Health Inspection Service (APHIS); for NBAF, in concert with 

Agricultural Research Service (ARS). 

45 
 

p 0 0 

0 s 

Strategic Goal 3 

Promote American Agricultural Products and 

Exports 

Expanding international marketing opportunities for U.S. farmers 

and exporters is critical to business and income growth across rural 

America. It is essential for USDA to continue its efforts to promote 

American agricultural products and exports through 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 will build the foundations for future 

markets and create long-term international relationships that 

further advance U.S. agriculture’s export.
USDA 

Objective 3.1: Expand International Marketing Opportunities 

The Foreign Agricultural Service (FAS) identifies, develops, and 

implements Agribusiness Trade Missions (ATMs) and USA Pavilions 

at international trade shows, coordinating closely with internal and 

external stakeholders to enable U.S. agricultural producers to 

access or expand their international markets. FAS-sponsored 

international ATMs open doors and provide a platform for U.S. 

exporters to forge relationships with potential customers overseas, 

gather market intelligence, and generate sales of U.S. agricultural 

and food products. USA Pavilions at endorsed trade shows provide 

the best international exposure and marketing opportunities for PPROSPER ROSPER AAFRICA FRICA 

U.S. companies and producers. USDA is proud to support the 

Key Achievements Prosper Africa initiative, 

which is seeking to boost Trade Shows: In FY 2020, USDA endorsed 20 international trade two-way trade and shows. Due to the COVID-19 pandemic, all trade shows after March investment between the 1, 2020 were either postponed or canceled. However, in Q1 and Q2 United States and Africa. USDA was able to implement eight USDA endorsed trade shows 

supporting 458 U.S. companies with $1.1 billion in 12-month USDA led a successful trade 

projected sales. Additionally, in August of 2020, USDA began mission to West Africa on 

implementing virtual trade events, including it’s first-ever virtual October 28-31, where we 

event linking U.S. pet food sellers with buyers in China and Hong helped U.S. exporters unlock 

Kong. new opportunities in the 

Allgemeine Nahrungs- und Genussmittel-Ausstellung (ANUGA) region. USDA was joined by 

2019: The 100th edition of ANUGA took place from October 5-9, more than 30 U.S. 

2019, in Cologne, Germany.  ANUGA is a truly international show agribusinesses representing a 

covering “10 Trade Shows in One.” According to the organizer, diverse array of U.S. bulk and 

ANUGA 2019 attracted over 170,000 trade visitors from 201 consumer-oriented products countries and around 7,500 exhibitors from 106 countries. The 159 and meet with over 100 

exhibitors in the seven USA Pavilions generated 12-month foreign importers. In only projected sales totaling $650 million, on-site sales amounted to an two and a half days, the estimated $56.3 million. Exhibitors reported introducing 1,269 participants took part in an products and establishing 2,839 serious contacts. Visitors to the 

USA Pavilion found a wide variety of American produce, including astounding 460 business-todried fruits and nuts, confectionery, artisan cheese, popcorn, business meetings where 

chicken, beverages, nut butters, and superfoods. they networked and 

brokered an estimated $11.6 Gulfood 2020: The 25th annual Gulfood show was held February million in new deals to 16-20, 2020, in Dubai, United Arab Emirates, featuring over one 

million square feet of exhibition space, 98,000 attendees, 5,000 benefit America’s agriculture

exhibitors, and 120 national pavilions. This USDA-endorsed show industry. 

boasted 179 U.S. exhibitors in the USA Pavilion, who reported $45.2 

million in on-site sales and $404 million in 12-month projected 

sales, introducing 2,100 new products. U.S. exhibitors represented a broad range of U.S. 

47 
 

 

 

USDA 

agribusiness and food companies, including those new to market, new to export, minority-owned 

and small-to-medium sized enterprises. Sixty foreign buyers from Africa, Eurasia, and the Middle

East travelled to the show through sponsorship from FAS overseas offices. 

Trade Missions: In FY20 USDA had planned eight trade missions, a new record for number of trade 

missions in a year. However, due to the COVID-19 pandemic, only three trade missions were 

completed in Vietnam, West Africa, and Mexico, with 12-month projected sales totaling more than 

$43 million. These Missions included participants from 97 U.S. agribusinesses, 12 cooperator 

groups, two SRTGs, and 20 State Department of Agriculture representatives. In total, these 

organizations participated in 1,650 one-on-one business meetings. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 3.1 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

3.1.1. Value of agricultural exports 

resulting from participation in 

foreign foods and agricultural trade 

shows and trade missions ($ Billion) 

Results 1.28 2.35 2.13 2.2 1.16 

Not Met 

Target 1.55 1.56 1.78 1.75 2.13 1.75 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis: 

The COVID-19 pandemic forced the cancellation of the trade shows and trade missions for the last 

half of FY 2020. All reported sales in FY2020 occurred before March 1, 2020, when in-person 

events were either postponed or canceled. The economic effects of the pandemic will be felt into 

FY 2021 and FY 2022. FAS has shifted resources to continue to connect U.S. exporters and foreign 

buyers through the development of virtual trade events focused on key industries and markets. 

While these virtual events will not completely replace in-person trade shows and missions, they 

will serve as a mitigation effort during the pandemic and will remain a supplemental tool in USDA’s

toolbox to increase exports. FAS is working to jumpstart and enhance the trade show and 

missions’ program once it’s possible for travel and in-person gatherings to resume. 

Challenges and Risks: 

COVID-19: Since March 2020, all trade missions and most USDA-endorsed international trade 

shows have been either postponed or canceled due to the COVID-19 pandemic. Restrictions on 

travel and large gatherings impeded traditional in-person trade shows and missions, thus no sales 

were generated since February 2020. As a result, the target for FY 2020 was not be met. These 

cancelations, postponements, and modified engagements will likely continue well into FY 2021, 

with the economic effects of the pandemic possibly impacting sales into FY 2022 and FY 2023. FY 

2021 and FY 2022 targets have been adjusted to account for these considerations. 

Lead Office: Trade and Foreign Agricultural Affairs (TFAA): Foreign Agricultural Services (FAS) 

Global Programs, Trade Missions and Shows Division 

48 
USDA 

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

Agricultural Exports 

Preventing or resolving trade barriers that hinder U.S. food Spotlight on Science and agricultural exports is critical to the business of USDA’s

customers – the farmers, ranchers, and processors of In 2019, ARS researchers with 

American agriculture. As the USDA lead, FAS partners with the European Biological 

U.S. Government agencies and trade associations, as well as Control Laboratory in 

regional and international organizations, to increase market Thessaloniki, Greece, 

access and transparency by participating in international developed a new specific 

negotiations and encouraging the establishment of science- method of detecting and 

based standards that facilitate global trade. FAS maintains a quantifying minute amounts of 

significant international footprint, with 97 overseas offices, sandfly larvae DNA in soil. By 

covering 177 countries that detecting these disease vectors assist in meeting USDA’s trade

early, it is easier to combat goals. leishmaniasis, a serious 

FAS also works to prevent or mitigate the effects of foreign parasitic disease transmitted 

country policy decisions by providing technical advice and by adult female sandflies that 

support to governments around the world. Finally, working is prevalent in the tropics and 

with the overall U.S. Government lead on trade, the Office of southern Europe. Though it is 

the United States Trade Representative (USTR), FAS negotiates not common to the continental 

United States, leishmaniasis is and enforces trade agreements (bilateral, multilateral, and 

viewed as a serious and plurilateral) to maintain current markets and create new recurrent health problem by market opportunities for U.S. agriculture. the U.S. Department of 

Defense. This development not Key Achievements only has the potential to 

Phase One Agreement China: USDA has engaged with global revolutionize how vectors of 

trading partners to open and retain markets for U.S. disease are surveilled and 

agriculture. The marquis accomplishment is the successful controlled, but it also spurs the 

negotiations of the Phase One trade agreement with China in creation of new risk 

Q1. As a result of the Phase One China Agreement, U.S. assessment tools and control 

agriculture gained market access valued at more than $3.5 methods that will preserve 

billion, including: full market access for poultry valued at $1 wildlife, livestock, and public 

billion, full market access for beef valued at $0.9 billion health around the world. 

annually, access for 23 traditionally-traded feed additive 

products valued at $0.7 billion, and access for 26 aquatic 

species valued at $0.4 billion. The Agreement also lifted the 

ban on ruminants in pet food valued at $0.3 billion, and . 

included improvements to procedures for registering and 

maintaining list of facilities for numerous products, including 

dairy, valued at $0.275 billion. 

Anti-Dumping: Defended U.S. interests against anti-dumping and countervailing duty actions by 

Peru against U.S. corn, preserving a market valued at $0.5B. 

49 
 

USDA 

Japan: Renegotiated a dairy certificate with Japan following changes to Japan’s domestic

regulations, preserving a market valued at nearly $0.3B. Persuaded Japan to limit restrictions on 

U.S. corn following a maximum residue level detection, retaining access for $0.2B in nongenetically modified varieties that would not have been treated with the identified chemical. 

Philippines: Protected a continuation of the current accreditation for pork and beef exports to the 

Philippines following that government’s announcement proposing changes to the terms of the 

access agreement that would have effectively closed the market to nearly $0.2B in U.S. beef and 

pork exports. 

Ecuador: Secured Ecuador’s tariff exemption extension for wheat and soybean meal imports for 

five years, preserving competitive access for nearly $0.2B in wheat and soybean meal. 

South Korea: Negotiated an agreement with South Korea guaranteeing market access for more 

than $0.1B in annual U.S. rice exports. 

Saudi Arabia: Collaborated with USTR, U.S. industry, and other trading partners to persuade Saudi 

Arabia to withdraw non-science-based proposed regulations setting extremely low limits on the 

amount of added sugar in all processed food and beverages, preserving a market valued at $0.1B 

Key Performance Indicators & Strategic Targets 

Strategic Objective 3.2 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

3. 2.1. Value of trade preserv

th rough resolution of foreign 

market access issues such as 

ed 

Results 5 7.5 12.8 2.5 7.7 

U S export detainment, 

restrictive SPS and TBT issues, 

and trade regulations ($ 

Billion) 

Target 4.1 4.1 4.0 5.5 6.0 

Met 

6.1 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis: 

FAS exceeded its target for strategic objective 3.2 by providing $7.67 billion of trade preserved 

through resolutions of foreign markets. There has been significant work and progress, as 

demonstrated by the noted achievements and meeting set targets of key performance indicators. 

Challenges and Risks: 

COVID-19 and trading partner’s response to it could threaten U.S. food and agricultural exports.

FAS will continue to monitor the actions of trading partners in response to COVID-19 and will 

respond as needed to defend U.S. agricultural interests and to press trading partners to base their 

actions on sound science. 

Lead Office: Trade and Foreign Agricultural Affairs (TFAA): Foreign Agricultural Services (FAS) 

50 
USDA 

Objective 3.3: Build Demand in Developing Countries Through Trade Capacity 

Building 

FAS administers international food assistance programs, including Food for Progress (FFPr), to 

assist countries to strengthen their economic development and facilitate the transition from food 

assistance recipients to commercial importers. To fulfill its mandate under the Food for Progress 

Act of 1985, FAS enters into cooperative agreements with eligible organizations to implement 

field-based projects that improve agricultural production and expand trade of agricultural 

products in developing countries. Program participants have included private voluntary 

organizations (PVOs), foreign governments, universities, and intergovernmental organizations. 

Most recently, FFPr was re-authorized through fiscal year 2023 in the Agriculture Improvement 

Act of 2018 (2018 Farm Bill). 

Some examples of past projects include: training farmers in improved animal and plant production, 

establishing and building capacity of agricultural cooperatives, providing microfinance to farmers, 

and developing agricultural value chains. USDA’s FAS identifies priority countries in its solicitation

for project proposals each year. The program lifts barriers to trade that hinder U.S. food and 

agricultural exports by FFPr’s two principal objectives:

1. Improve Agricultural Productivity 

2. Expand Trade of Agricultural Products 

Key Achievements 

Achievements from FY 2019*: FFPr awarded seven new projects to be implemented across 15 

countries. Through the Commodity Credit Cooperation (CCC), the selected implementing partners 

will receive 261,944 MT of commodities, valued at $138.5 million, and $40.5 million to support 

ocean freight expenditures over the duration of these three to five-year projects. Including the FY 

2019 projects, there are 38 active projects in 33 countries valued at approximately $900 million. 

*Data on FFPr lags by one year and these are the most up to date reportable achievements 

Food for Progress: During FY 2019, activities conducted by the 38 active projects reached over 

401,000 direct participants. As a result of activities implemented under FFPr, 186,905 individuals 

applied improved agricultural management practices or technologies to 240,036 hectares. Access 

to working capital and credit are other significant components in expanding inclusive participation 

in agricultural sectors in emerging markets. Greater access to financing contributes to increased 

production, expanded international trade, and ultimately increased incomes. For FY 2019, FFPr 

activities facilitated access to over $131 million in finance for farmers and cooperatives by 

facilitating access to private market credit with agribusiness-management support and by directly 

providing loan facilities through project activities. These activities lifted barriers to trade that 

hinder U.S. food and agricultural exports. 

Summary Analysis: 

FAS oversees 38 active projects in 33 countries valued at approximately $900 million. These 

programs have demonstrated success in assisting farmers and agribusinesses, increasing 

agricultural productivity, improving rural infrastructure for developing markets, and increasing 

trade. COVID-19 market disruptions are likely to continue in waves in various markets, disrupting 

program implementation and limiting ability of participants to conduct activities and demonstrate 

51 
USDA 

program accomplishments. Political, economic, and environmental shocks in recipient countries, 

including conflict, price volatility, natural disasters, and COVID-19 can unexpectedly undermine 

current food assistance projects and undo gains from past projects. FAS has widened and 

leveraged coordination to fulfill its departmentally mandated role in leading and coordinating 

international agricultural activities with USDA agencies, U.S. Agency for International 

Development, the U.S. Department of State and other parts of the U.S. government. FAS will 

continue to participate and lead further initiatives to improve market access through capacity 

building and endeavor to have positive impact on trade and food security. 

Lead Office: Trade and Foreign Agricultural Affairs (TFAA): Foreign Agricultural Services (FAS) 

Global Programs, International Food Assistance Division 

52 
 

F 

-- -

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 will leverage funds, stimulate 

public-private partnerships, and engage in collaboration to build 

rural infrastructure including: broadband, community facilities, 

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

will also provide capacity building to help underserved 

communities become thriving communities. 
 

 

 

 

 

 

 

 

USDA 

Objective 4.1: Expand Rural Business Opportunity and Rural Quality of Life with 

Access to Capital; Improved Infrastructure, Broadband Access, and Connectivity; 

and Support for Workforce Availability 

USDA’s Rural Development serves a leading role in facilitating

rural prosperity and economic development by financing 

investments in rural utilities, housing, and business 

investments. Building and modernizing rural America’s

infrastructure is critical to create jobs and increase our 

country’s productivity of vital goods and services. Additionally, 

communities that do not invest in critical infrastructure 

upgrades risk losing their ability to provide clean, safe, and 

reliable water; electric, broadband, health, other community 

services; and business growth. Continued investment will be 

required to close infrastructure gaps and connect rural 

residents and businesses to nationwide and global commerce. 

Key Achievements 

OneRD Guaranteed Loan Initiative: USDA is cutting red tape 

and improving program performance and impact by changing 

how it delivers commercial guarantee programs. RD is 

removing unnecessary regulations to increase private 

investment in rural businesses and rural economic 

development projects and to improve customer service within 

four flagship loan guarantee programs. The Agency is 

implementing a standard set of requirements, processes and 

forms for four Rural Development programs including the 

Water and Waste Disposal Guaranteed Loan Program, 

Community Facilities Guaranteed Loan Program, Business and 

Industry Loan Guarantee Program, and the Rural Energy for 

America Guaranteed Loan Program. 

The agency is taking a holistic approach to this project, 

improving all aspects of the customer experience and meeting 

their expectations for consistency, accountability, 

transparency and speed of service. Throughout the process, 

past, current and future customers were provided 

opportunities to provide input on all aspects of the customer 

experience (policy, process, technology, communication, etc.) 

and to shape the new guarantee approach. The rule is final 

and went into effect October 1st, 2020. The agency began 

accepting and processing applications under the new rules on 

October 1st, 2020. 

O0 NEERD RD 

USDA is taking steps to 

increase private investment 

in rural communities across 

the country by making it 

easier for lenders to access 

four flagship loan guarantee 

programs. 

Ahead of Fiscal Year 2021, 

USDA is providing guarantee 

percentages, annual fees, 

periodic retention fees, and 

optional construction fees to 

help lenders apply for the 

Agency’s four flagship loan 

guarantee programs. These 

programs are: 

Water and Waste Disposal Loan 

Guarantees Program; 

Community Facilities 

Guaranteed Loan Program; 

Business and Industry 

Guaranteed Loan Program; and 

Rural Energy for America 

Guaranteed Loan Program. 

54 
 

 

 

 

 

 

USDA 

Rural Utilities Service (RUS) 

During 2020 the United States faced a historic pandemic and major economic crisis, yet, during 

those extraordinary circumstances, USDA’s Rural Utilities Service exceeded previous efforts

designed to fund state-of-the-art infrastructure for rural communities. RUS programs help build 

electronic connectivity and advanced communications fundamental for economic growth and 

innovation. RUS programs also provide access to essential health care, quality education and clean 

water. 

To accomplish program delivery during 2020 required RUS to overhaul its systems and processes 

within an exceptionally short timeframe to deliver funding to strengthen rural economies and 

build stronger rural communities. RUS’ move to digital operations resulted in record funding levels

for Electric, Telecommunications and Water and Environmental Programs. 

Infrastructure Loans: During 2020, RUS delivered over $8.6 billion in loans to fund fiber and 

equipment for both broadband service and smart grid technologies. This infrastructure investment 

will deliver robust broadband to rural areas and dynamically manage energy use, improving access 

to business, educational, health care and other social services. 

RUS Electric Programs: RUS approved 125 electric infrastructure loans, totaling more than $6.34 

billion, to strengthen the reliability of the electric grid that delivers power to rural communities 

across the United States. As part of that investment, the Electric Program funded 22,711 miles of 

fiber optic cable, exceeding the 22,344 miles of power lines financed by the agency. 

Telecommunications Program: RUS invested $1.46 billion in telecommunications infrastructure 

projects nationwide. Once completed, these projects will deliver new or improved broadband 

service to over 336,000 households. 

High Speed Internet: In 2020, RUS approved 8 loans under the Telecommunications Infrastructure 

Loan Program for high speed internet investments in rural areas. The total amount obligated in 

2020 was $98.5 million. These projects are expected to deliver new or improved broadband 

service to nearly 56,383 households. 

Rural eConnectivity Pilot Program (ReConnect): ReConnect offers unique federal financing and 

funding options in the form of loans, grants, and loan/grant combinations to facilitate broadband 

deployment in areas of rural America that currently do not have sufficient access to broadband. 

In 2020, RUS awarded over $1.3 billion in funds under the ReConnect Program to extend highspeed broadband service which will benefit more than 277,916 households. In rural North 

Carolina, Atlantic Telephone Membership Corporation will use a $21.6 million ReConnect grant to 

deploy a fiber-to-the-premises (FTTP) network to connect 17,424 people, 209 farms, 285 

businesses, 19 educational facilities, nine health care facilities, seven fire stations, and seven post 

offices to high-speed broadband internet in Pender County. 

Distance Learning and Telemedicine (DLT) Program: During 2020 RUS announced two separate 

funding windows for its Distance Learning and Telemedicine (DLT) Program. The first application 

window opened February 10th and closed April 10, 2020. The agency received 276 applications, 

requesting more than $155 million in funds. RUS ultimately awarded $71.5 million to support 116 

DLT projects which will serve rural customers in 42 states and U.S. territories. 

55 
 

USDA 

In Texas, the Epic Charter School is receiving a $969,327 grant to link urban schools in Oklahoma 

and Texas with rural schools, students, and community partners in both states. The school will 

provide Science, Technology, Engineering and Math (STEM) courses, Career and Technical 

Education (CTE) certifications, Advance Placement (AP)/concurrent college courses, professional 

development and opioid education services. This grant will also fund the installation of interactive 

video conferencing equipment. 

Rural Energy Savings Loans: RUS’s Rural Energy Savings Program, (RESP) is a relending program

that utilities and other energy providers can use to offer consumer loans to purchase and install 

energy efficient appliances, home energy improvement projects, and renewable solar and storage 

installations. During 2020, RUS obligated 11 RESP loans totaling $104 Million to fund 

improvements to reduce energy costs for 178,000 rural consumers. 

In South Carolina, KW Savings used a $13 million loan to provide rural consumers with low cost 

funding for home improvement projects to reduce their monthly electricity usage by more than 

50 percent. KW Savings partners with rural electric cooperative utilities to benefit consumers in 

their service territory. In Oregon, Umatilla Electric Cooperative will use a $3 Million loan to replace 

manufactured homes with those that are more energy efficient. 

Water and Environmental Programs (WEP): Water and Environmental Programs played a leading 

role in providing rural communities with capital to develop and support modern, affordable water 

and waste disposal (WWD) services. With a focus on underserved communities, WEP directs its 

technical and financial resources to rural communities with the greatest need. This includes rural 

water and waste systems in communities that are poverty-stricken, face health or sanitary issues, 

or other obstacles hindering their ability to provide safe and reliable services. 

In 2020, USDA invested $2.1 billion in direct and guaranteed loans and grants to help rural 

communities develop or otherwise improve their WWD facilities. Through these investments, 

USDA delivered new and improved services to 2.141 million rural residents. WWD funding 

supported 881 projects. Of those, 579 or 65.7 percent was to alleviate a health or sanitary issue. 

Because of this funding, over 15,300 rural homeowners and businesses were connected to public 

water and waste disposal services for the first time. The WWD program installed, repaired and 

replaced over 3,700 miles of lines with the funding provided. Additionally, $156 million of this 

funding was provided in persistent poverty communities. 

Rural Business-Cooperatives Service (RBCS) 

Access to Capital—Guarantee Loan Programs: USDA Rural Development guaranteed loan 

programs enable commercial lenders access to capital by attaining investments in capital markets 

enabling commercial lenders to serve the financing needs of more rural businesses. In FY 2020 the 

Business & Industry (B&I) and the Rural Energy for America Program (REAP) guaranteed 460 loans 

totaling over $1.98 billion. These businesses utilized the loan funds to leverage an additional $1.46 

billion of funds from other sources of capital. 

In 2020, Rural Development obligated 384 B&I loan guarantees totaling almost $1.7 billion 

assisting 443 rural businesses and creating or saving 17,853 jobs. For example, CHI Greenhouse is 

a nearly 170,000 sq. ft hydroponic greenhouse approximately 80 miles outside of downtown 

56 
 

 

 

 

 

 

 

 

 

USDA 

Chicago, Illinois. CHI Greenhouse, a part of the BrightFarms family of greenhouses, used a $7.75 

million B&I guaranteed loan to restructure debt and retrofit their growing area to increase their 

growing capacity. CHI Greenhouse specializes in growing leafy greens that are packaged and 

shipped to grocery stores throughout the greater Chicagoland area. Demand during the pandemic 

proved to be stronger than ever and was able to donate excess product to local food pantries. 

This project is estimated to create or save approximately 40 jobs. 

Sunoma Renewable Biofuel LLC: Suoma Renewable Biofuel utilized $10 million in REAP guaranteed 

loan funding to construct a $29.5 million total project cost anaerobic digester co-located with the 

Paloma Dairy near Gila Bend, Arizona. The digester is expected to produce in excess of 150,000 

million BTU’s of renewable natural gas as well as generate revenue from Low Carbon Fuel

Standards and Renewable Index Number credits. The addition of the digester to the existing dairy 

will not only provide a new stream of income but will create three new jobs and will also benefit 

the environment by capturing methane gas currently being released into the atmosphere by the 

decay of animal waste. 

Entrepreneurship Direct Assistance: Rural Development’s Value Added Producer Grant (VAPG) and 

Rural Energy for America Program (REAP) provide grants directly to agricultural producers and 

rural small business assisting these entrepreneurs to produce and market value-added agricultural 

products, produce biofuel, generate renewable energy, and implement energy efficiency 

improvements in the business operations. In 2020, the VAPG Program funded 347 grants for a 

total of $57.5 million. These projects are estimated to create or save an estimated 819 jobs. In 

2020, REAP grants totaling $48.45 million funded 1,543 Renewable Energy System and Energy 

Efficiency Improvement grant projects. 

The Tillamook County Creamery Association: Tillamook, Oregon applied for and was awarded an 

emerging market working capital Value-Added Producer Grant in the amount of $250,000. With 

value-added grant funds, the applicant looks to expand its sales of "Tillamook" brand dairy 

products into the Southeast Asian market of Singapore. This farmer-owned cooperative will 

conduct a marketing campaign, as well as in-store education and promotional events, to increase 

sales through communication about the quality and heritage of its newly launched cheese and ice 

cream. By increasing its international sales, Tillamook will create four additional jobs across the 

organization, including in Tillamook County, Oregon. On an annual basis, the applicant estimates 

they’ll grow their marketshare of cheese by 1.66% and ice cream by 7.21% resulting in $2,859,508 

in additional gross sales. 

Shores Sisters Farm Market, Inc: A veteran owned business in Pennsylvania that received a $13,067 

grant to make energy efficiency improvements to refrigeration, freezer, and heating, ventilation 

and air conditioning systems at a farm market. The business will save approximately 61% of current 

energy usage by making the energy efficiency improvements. 

Assistance for Community/Regional Programs to Support Business Opportunities and Workforce 

Development: The Rural Business Development grant program awarded 562 grants totaling $46.6 

million in 2020. These grants are projected to assist 3,023 businesses in creating or saving 12,004 

57 
 

USDA 

jobs. The Intermediary Relending Program, Rural Microentrepreneur Assistance Program, and the 

Rural Economic Development Loan and Grant programs awarded $71,517,130 in loan funds and 

$10,000,000 in grant funds to capitalize 206 local and regional economic development revolving 

loan programs and $3,317,471 of grants to fund technical assist support to microentrepreneurs. 

These awards are projected to assist 1,051 businesses create or save 18,718 jobs. 

Butler County Rural Electric Cooperative: This Iowa coop received a $1 million loan to assist the 

Waverly Health Center, located in Waverly, IA, to renovate and expand a community owned 

hospital. The Waverly Health Center is a 25-bed critical access municipal hospital serving residents 

of Bermer, Butler and Chickasaw counties. The proposed 30,000 square foot addition and 

renovation of existing facility will upgrade the oldest portion of the facility built in1964 and provide 

much needed space and efficiency to the emergency department, family practice clinic and 

outpatient services. Current employment is 460 employees and the project will result in the 

creation of 15 new jobs. 

The Rural Cooperative Development Grant, Social Disadvantaged Producer Group, Delta Health 

Care Services Grant: Combined these programs awarded $23,636,302 to 63 community-based 

organizations and institutions of higher education and assist 1,670 agricultural producers and 

other rural business. 

Cooperative Development Foundation: A non-profit organization, received a $200,000 grant to 

provide business planning and assistance to rural home care and rural food cooperatives across 

rural areas of Washington, Wisconsin, Kansas, New Hampshire and Connecticut. An estimated 47 

cooperatives, groups or businesses will be assisted. The Cooperative Development Foundation, 

based in Washington, D.C, received an Socially-Disadvantaged Groups Grant (SDGG) of $175,000, 

which is being used to provide technical assistance to help rural cooperative homecare agencies 

adding new activities to their work plan to benefit minority-led cooperatives expand operations 

and serve more rural residents in need. The team will provide technical assistance with new 

services for four incorporated co-ops and organizing groups, exploring opportunities for home 

care cooperatives in Puerto Rico. Part of SDGG funds will also be used to explore the potential for 

cooperatives to build a more effective food system for Indian Country by working with Native 

Americans. 

United Farmers USA: This South Carolinian organization received a SDGG grant of $53,155.59 to 

help provide training and technical assistance for socially-disadvantaged African American farm 

cooperatives in Calhoun, Clarendon, Lee and Williamsburg Counties. Farmers in these counties will 

be taking advantage of an agricultural conference as technical assistance on advanced farm 

management, record keeping, succession planning, insect identification and advanced high tunnel 

agriculture production. 

Rural Housing Service (RHS) 

Single Family Housing (SFH) Programs: USDA’s Rural Housing Service (RHS) operates/administers

a number of SFH programs that provide loans, grants, and guarantees to finance the construction, 

purchase, and repair of single-family homes. The loans enable very low-, low-, and moderate58 
 

 

USDA 

income individuals and families to live in safe, sanitary, and affordable housing. In 2020, USDA 

funded $24 billion through SFH Programs. 

Section 502 Single Family Housing Direct (SFHD) Loan Program: Provided funding for nearly 5,800 

loans totaling over $1 billion, to Section 502, a program under SFH. This program allows the Agency 

to underwrite and service loans for eligible low- and very low-income applicants at market interest 

rates, but with payment assistance. Payment assistance brings the interest rate down to as low as 

1 percent. 

Section 502 Single Family Housing Guaranteed Loan Program: Provided funding for nearly 138,000 

loan guarantees totaling over $23 billion investment into the rural economy. This was a record 

level of investment for the program, made possible by efficiencies realized from a recent 

restructuring and streamlining of the agency’s Single Family Housing Guarantee program. 

Multi-family Housing (MFH) Programs: MFH programs provide loans, grants, and loan guarantees 

to eligible applicants to finance the preservation/revitalization, development, construction, and 

purchase of MFH properties in rural areas to enable safe housing for income-challenged 

individuals and families. In 2020, USDA funded over $389 million through MFH programs. 

Community Facilities Programs (CF): CF programs provide loans, grants, and guarantees to help 

rural communities build or improve essential community facilities and community infrastructure. 

In addition, grants for disaster relief, technical assistance and training, and community and 

economic development support rural communities in building long-term capacity and tackling 

urgent challenges such as disaster recovery. In 2020, 1776 grants ($113 million), and 574 loans 

($1.4 billion) were obligated through CF programs. 

Rural Community Development Initiative (RCDI) Grant Program: Part of funding from the 

Community Facilities program, provided support to USDA’s goal to reduce the morbidity and 

mortality associated with substance use disorders (including opioid misuse) in high-risk rural 

communities through prevention, treatment, and recovery projects. Administrator discretionary 

points were awarded to applications that addressed this Agency goal. In 2020, USDA obligated 

33 RCDI grants for $6.5 million 

Key Performance Indicators & Strategic Targets 

Strategic Objective 4.1 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

4.1.1. Health Facilities: 

Percent of customers who 

are provided access to 

new and/or improved 

essential community 

facilities 

Results 12 6 9.4 2.45 5.1 

Met 

Target 4.5 5 6.8 6.8 3.0* 

4.1.2. Number of 

borrowers’ subscribers 

receiving new and/or 

Results 79 158 45 68.9 131 

improved 

telecommunication 

services (thousand) 

Target 120 100 175 139 160 

Not Met 

162 

59 
USDA 60 

■ 

4.1.3. Percent of RD 

commercial/infrastructure 

investments that leverage 

non-Federal funding 

Results N/A N/A 77 83 62 

Not Met 

Target Baseline 78 79 80 

4.1.4. Percent of RD 

assistance that went to 

distressed communities 

Results N/A N/A 11 11 12.5 

NI 

Target Baseline 12 13 14 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

* In FY 19, RD reduced the target to 3.0 as it realigned program delivery. There are a number of factors that led to the decline of funded loans in 

this sector in FY 2019 that are still relevant for FY 2020: 1) in the past year or two, underwriting requirements, standards and processes have 

been strengthened, 2) The program has lost a tremendous amount of experienced loan staff in the field making it more difficult to complete a 

high volume of these more complex loans, and 3) the program is trying to diversify the portfolio by emphasizing other sectors. 

Summary Analysis: 

Beginning in March of FY 2020, RD implemented 100% telework status for its employees. RD 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. RD quickly 

implemented several actions to mitigate COVID, including enhanced information and tools, service 

delivery, and portfolio management. 

While obligation activity and loan making performance has been maintained under COVID-19, RD 

has experienced continued challenges reaching the targets for two of the four KPIs: Percent of RD 

commercial/infrastructure investments that leverage non-Federal funding and Number of 

borrowers’ subscribers receiving new and/or improved telecommunication services (thousand)

4.1.2 E-connectivity KPI - Telecom did not meet its subscriber goal for FY 2020. There was a deobligation (project funding rescinded) under the ReConnect program that reduced the potential 

subscribers to less than the performance goal. The projects funded under telecom in FY 2020 will 

make broadband available to over three hundred thousand households (336,165). 

4.1.3 Leveraging KPI – As a result of the pandemic, RD saw a significant decrease in non-Federal 

funds that are usually invested alongside RD funds in projects. This was especially true in RD’s rural 

infrastructure projects related to water and electric investments. 

Challenges and Risks

The economic and social effects of COVID-19 on rural communities remains a concern. 

Demographic characteristics (a higher share of elderly population) and geographic features (larger 

distances to access health care centers), coupled with reduced health care staff and facilities, 

impede the ability of rural communities to respond to the pandemic. In addition, the overall 

slowdown in aggregate demand has affected some primary sectors, and the expected further 

slow-down in trade and global demand will hit rural economies severely given their higher reliance 

on tradable activities, such as mining and tourism. 

4.1.1 Health Facilities – Ensuring access to health care continues to be critical in rural communities. 
USDA 

4.1.2 E-Connectivity - Remote, difficult terrain that makes construction and maintenance costlier; 

fewer potential subscribers per mile of infrastructure to support the cost of service; higher rates 

of unemployment, poverty and outmigration in the subscriber base. Additionally, the relatively 

low population densities and incomes can mean fewer potential subscribers, making it difficult to 

recoup deployment costs. These conditions make it less likely that a private service provider will 

build out or maintain a broadband network. 

4.1.3 Leverage – Unless economic conditions improve there is potential for the continued 

decrease in non-Federal funds available for investment alongside RD funds. 

4.1.4 Distressed Communities were already vulnerable and even more vulnerable under COVID19. The IC facilitated a webinar discussion for all RD staff that focused on working with Distressed 

Communities. – what works, what are the challenges, and what are new ways to engage and 

conduct outreach under COVID-19. 

Lead Office: Rural Development 

61 
Strategic Goal 5 

Strengthen the Stewardship of Private Lands 

Through Technology and Research 

The world population is expected to reach 9.6 billion by 2050. 

Feeding this population will require adoption of new science and 

technologies and the implementation of science-based 

conservation plans to sustainably increase agricultural production. 

To ensure U.S. private working lands and public agricultural 

landscapes are conserved, the Department will provide technical 

and financial assistance using the latest technology and research 

available. New and improved practices result from fundamental 

and applied research to understand the complex interactions 

between human systems and the environment and transferring 

the resulting knowledge into the hands of producers and land 

managers through information, tools, and decision support. 
USDA 63 

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

Information 

USDA is the world leader in delivering science-based 

conservation planning, providing over 3,000 service delivery 

points that offer technical and financial assistance to producers 

on their farms, ranches, and woodlands. Technical personnel 

across the country assist clients on the adoption of the latest 

science and technology that is critical to help sustain 

economically sound operations. 

USDA’s conservation planning process results in conservationsystem solutions based on the most recent science and NAATURAL TURAL RRESOURCE ESOURCE 

COCO NSSERVATION ERVATION SSERVICE ERVICE 

OOF F THTHE E FFURTURE URTURE 

technology standards. The quality criteria that underpin 

conservation systems based on USDA-assisted conservation 

plans will ensure conservation investments achieve desired 

Integrating agency priorities outcomes while meeting consumer needs. with current and ongoing 

Key Achievements agency improvement projects to 

improve the following: Conservation Delivery Streamlining Initiative (CDSI): NRCS has • PEOPLE - Invest in making continued to refine the tools it has developed to better align 

sure we have people in staff with conservation work. NRCS implemented Conservation 

Desktop (CD) (one of three integrated systems including CD, place that are well prepared 

Mobile Planning Tool, and Conservation Client Gateway) as an to fulfill our mission, and 

internally facing, map-based tool for field conservationists to the changing environment 

efficiently develop science-based conservation plans and our customers are 

practice schedules to support conservation implementation. CD operating in, now and in the 

also helps field staff with the management of Farm Bill future. 

conservation program contracts. The first release of CD to NRCS • PROGRAMS - Improve 

field conservationists was in July 2017, with subsequent program delivery and 

releases in December 2017, June 2018, and March 2019. In services. POLICY AND 

early October 2019, a completed CD release replaced the PROCESS - Streamline 

Customer Service Toolkit, as it exceeds the functionality of the internal policies and agency’s legacy software. Currently, CD has about 1,000 users, processes and provide a number that will increase to nearly 8,000 once states innovative technical complete training of all field staff and partners. CD was assistance and guidance. integrated in 2020 with the Conservation Assessment and • PARTNERS - Harness the Ranking Tool (CART), which is used for performing sciencepower of partnership and based resource inventories, assessments, and ranking. With 

shareholders. these implementation process improvements, including the use 

of CART and CD, NRCS expects to reap a savings of 2 hours for • PHILOSOPHY –Being 

the processing and tracking of each Conservation Plan or responsive and prepared to 

Program Application. Cumulatively, this will result in an annual address future changes in 

savings of 160,000 NRCS employee work hours and an agriculture and 

increased response rate for NRCS customers. conservation 
 

■ ■ 

USDA 

Farmers.gov: In addition to improving our customers experience, the Farmers.gov gateway app 

will interface with field staff via a one-stop, digital, customer facing conservation software. NRCS 

continues to monitor and improve Farmers.gov, where customers will have the ability to 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. 

Customer Service Enhancements: USDA improved customer service through inventory assessment 

and application ranking automation. This makes processes more efficient for customers by 

determining service gaps and reducing labor hours in manually ranking applications. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 5.1 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

5.1.1. Contract 

Implementation 

Ratio 

Results N/A N/A 87% 87% 87% 

Met 

Target Baseline 87% 87% 87% 

5.1.2. Practice Results N/A N/A 43% 55% 43% 

implementation 

rate Target Baseline 53% 53% 

Not Met 

53% 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis 

Contract Implementation Ratio (CIR). CIR is the percentage of contract items in a contract that are 

certified during the life of the contract. It is a rolling three-year average. In FY 2020, NRCS met its 

target of 87%. 

Practice Implementation Rate (PIR). PIR is computed for the Environmental Quality Incentives 

Program (EQIP) by comparing the percentage of conservation practices applied to the total 

conservation practices scheduled to be applied over the life of contracts. Historically, this metric 

has been measured at the annual rate, each quarter’s number adding up in a cumulative

manner. However, for FY 2021, the metric will no longer be cumulative. Each quarter, actual 

implementation will be measured against expected implementation. The target for FY 2021 is 

based on the FY 2018 and FY 2019 data and is consistent with prior year targets. NRCS will 

compile data from FY 2020 and FY 2021 to ensure stability in new methodologies before 

adjusting targets to reflect nominally higher outcomes present in FY 2020 data using the new 

quarterly metric paradigm. There was some confusion implementing the transition of the new 

data capturing method, and as a result, the annual cumulative metric for FY 2020 was not met. 

Challenges and Risk 

Hiring has not kept pace with workload increases, leaving staffing levels lower than would be ideal. 

Partly, this is due to NRCS facing high attrition rates and losing key knowledge which impact work 

and loss of institutional knowledge. As a result, NRCS faces a backlog of work in assisting clients 

64 
USDA 

with the adoption of the latest science and technology that is critical to help sustain economically 

sound operations. Taking steps to enhance retention rates should produce a long-term 

improvement in this KPI number among other benefits. 

Lead Office: Natural Resources Conservation Service (NRCS) 

65 
 

 

URSA AGRICULTURE 

GRA TSAND 

COOPERATIVE 

AGREE E TS 

USDA 

Objective 5.2: Promote Productive Working Lands 

Stewardship of private working lands and forests helps to 

conserve natural resources and sustain the health and vitality of 

rural America. USDA leads the public and private effort to 

ensure proven technologies and resources are available to 

foster productive working land through locally led conservation 

and direct customer service. USDA’s leadership is essential to 

develop and deliver science-based, conservation solutions in a 

timely, responsive manner. Conservation programs are 

continually evaluated to help private landowners and producers 

build greater resiliency in soils, cropping systems, and wooded 

landscapes through conservation systems that help them adapt 

to current and future environmental and market conditions. 

NRCS goals are to provide technical and financial assistance to 

improve conservation of natural resources and sustainably 

increase agricultural productivity and farm incomes. NRCS 

works with producers to help them understand the 

vulnerabilities posed to agricultural systems from variable 

natural conditions and implement conservation systems on 

private lands that build resilience to extreme weather and 

events. Science-based conservation systems help working lands 

provide healthy, plentiful food and clean water and air. USDA 

provides the necessary technical and financial assistance in 

partnership with Conservation Districts and other local entities. 

USDA also helps to establish technical and programmatic criteria 

that ensure fair, efficient, effective, and timely customer service 

in a manner that best serves customer needs 

Key Achievements 

Conservation Technical Assistance (CTA): CTA is the backbone of 

the NRCS’s conservation delivery system. Many customers begin

their relationship with NRCS through requests for assistance 

that later evolve into a conservation plan that may include costshare assistance through mandatory programs. So far in 2020, 

over 336,000 customers received abbreviated technical 

assistance, and over 113,000 customers received 

comprehensive planning assistance. Results from this assistance 

included 31.3 million acres covered under written conservation 

plans; 34.1 million acres treated with conservation practices to 

improve water quality; 26.9 million acres of grazing and forest 

lands conservation; 9.4 million acres of wildlife habitat 

improvement; and 12.8 million acres of conservation applied on 

the ground to improve soil quality. In 2020, CTA was also used 

to fund the development of assessments used to guide 

URBAN AGRICULTURE 

GRANTS AND 

COOPERATIVE 

AGREEMENTS 

USDA provided the first-ever 

recipients for approximately 

$4.1 million in grants and 

cooperative agreements 

through its new Office of Urban 

Agriculture and Innovative 

Production. 

The Urban Agriculture and 

Innovative Production (UAIP) 

Competitive Grants Program 

supports a wide range of 

activities through two grant 

types: Planning Projects and 

Implementation Projects. 

Activities include 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. Priority was given to 

projects located in or targeting 

an Opportunity Zone, which is a 

census tract designation for 

low-income communities. 

conservation 

66 
USDA 

investments in water quality in 34 watersheds or source water protection areas targeted through 

the National Water Quality and the Mississippi River Basin Healthy Watershed Initiatives. 

Environmental Quality Incentives Program (EQIP): EQIP advances the voluntary application of 

conservation practices to promote agricultural production, forest management, and 

environmental quality as compatible uses. Conservation practices funded through EQIP help 

producers improve the condition of soil, water, air, and other natural resources. The program 

assists owners and operators of agricultural and nonindustrial private forest land with the 

identification of natural resource problems and opportunities in their operation and helps address 

those identified problems in an environmentally beneficial and cost- effective manner. 

In 2020, over 9.8 million acres have been enrolled in EQIP conservation practices and activities 

that will improve agricultural lands and nonindustrial private forests. To date, NRCS has 

approved more than 32,000 contracts that total $1,125 million. Conservation practices and 

activities funded through EQIP contracts accrue significant environmental benefits, including 

improved grazing lands, improved air quality, enhanced fish and wildlife habitat, sustainable 

plant and soil conditions, improved water quality and quantity, reduced soil erosion, and energy 

conservation that provide important ancillary economic and social benefits. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 5.2 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

5.2.1. Cropland with 

conservation applied to 

improve soil quality 

(Million Acres) - EQIP 

Results 2.7 3 3.1 3.4 3.9 

Met 

Target 3 3 3 3.1 3.4 3.4 

5.2.2. Cropland with 

conservation applied to 

improve soil quality 

(Million Acres) - CTA 

Results 6 5.9 6 5.7 6.4 

Met 

Target 5.9 5.9 5.9 5.9 6 6 

5.2.3. Tons of sediment 

prevented from leaving 

cropland and entering 

waterbodies (Million Tons) 

Results 4.6 4.8 5.3 6.3 8.2 

Met 

Target 4.6 4.6 4.6 5.7 5.7 5.7 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

67 
USDA 

Summary Analysis: 

Cropland with conservation applied to improve soil quality (Million Acres) – EQIP. CTA is the core 

to the NRCS mission and EQIP is a financial assistance program to facilitate this mission. NRCS has 

met or exceeded its targets in the last 4 years. 

Cropland with conservation applied to improve soil quality (Million Acres) – CTA. This metric 

correlations with the EQIP metric above. NRCS has met or exceeded in 4 out of the last 5 years for 

this metric. 

Tons of sediment prevented from leaving cropland and entering waterbodies. Progress for 

sediment retained is exceeding FY 2020 expectations. Conservation Effects Assessment Lab 

provides this the data from the National Practices Applied Database (NPAD) for this KPI. 

Challenges and Risks 

While NRCS remains below its hiring ceiling, the Agency is working to obtain authority for 

additional positions. To address the growing disparity between workload and staffing, NRCS has 

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

and the Optimally Productive Office model. NRCS anticipates that these efforts will result in 

increased staffing ceilings. When NRCS gets a higher ceiling for additional positions, CTA and EQIP 

KPI numbers will likely increase as more staffing should result in more conservation on the ground. 

Lead Office: Natural Resources Conservation Service (NRCS) 

68 
 

FAR ERS SURVEY 

Objective 5.3: Enhance Productive Agricultural Landscapes 

Productive working agricultural lands are critical to the vitality 

of rural communities where most of the economic 

opportunities are derived from land-based production such as 

forestry, livestock growing, cropping, as well as tourism and 

recreation. Balancing land-based production activities in rural 

communities requires a landscape approach to conservation. 

Productive agricultural landscapes that are also inviting for 

tourism and recreation include: clean and available water, 

healthy wetlands, streams and rivers, abundant fish and 

wildlife, and productive, healthy soils for crops, livestock, and 

forestry. In many cases, the economic drivers of production for 

one purpose may put pressure on the rural assets in another 

sector, which can be mitigated through USDA assistance. 

Sustainable forestry or grazing practices based on good 

conservation systems can enhance the local economy and 

continue to provide the landscape views that attract other 

opportunities. In some cases, there is an asset in the landscape 

that is an anchor for both economic and environmental vitality. 

When these key rural assets are conserved through prioritized 

and focused USDA program assistance, the entire agricultural 

landscape benefits, both in terms of land-based production 

activities in one sector and recreational activities in another. 

Key Achievements 

Wetlands Reserve Program (WRP): WRP, authorized by the 

Food Security Act of 1985, and later repealed by the 

Agricultural Act of 2014, was a voluntary program that provided 

technical and financial assistance to eligible landowners and 

tribes, enabling them to protect and restore valuable wetland 

ecosystems, including associated habitats such as uplands, 

riparian areas, and forest lands. WRP provided landowners four 

options to enroll acreage: permanent easements, 30-year 

easements, restoration cost-share agreements, or 30-year 

FARMERS SURVEY 

As part of the President’s

Management Agenda, USDA’s

Farm Service Agency and 

Natural Resources 

Conservation Service were 

identified as High Impact 

Service Providers. Because of 

their high impact to 

customers, FSA and NRCS are 

using this survey to identify 

ways to improve their services. 

The survey launched on 

August 6, 2020 and will remain 

open for 6 weeks or until a 

30% response rate is achieved. 

Results and planned actions 

will be posted in the fall.at 

Farmer.gov Survey 

contracts (on acreage owned by an Indian tribe only). The repeal of WRP does not affect the 

validity or terms of any contract, agreement, or easement entered prior to the enactment of the 

Agricultural Act of 2014, which also provided transitional language that ensured prior enrollees 

will continue to be provided technical and financial assistance. In FY 2020, a total of 13,569 WRP 

easements were enrolled protecting 2,521,125 acres of important wetland and associated upland 

habitat. 

Agricultural Conservation Easement Program (ACEP): 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 
USDA 70 

land easements; and 2) a wetland reserve easement component under which NRCS provides 

technical and financial assistance directly to private landowners and Indian tribes to restore, 

protect, and enhance wetlands through the purchase of wetland easements. Wetland reserve 

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

year contracts (for acreage owned by an Indian Tribe 

• Agricultural land easement: In FY2019, NRCS enrolled 89 easements totaling 304,000 

acres. The FY2020 total enrolled easements are currently 22 easements totaling 13,000 

acres. ACEP-ALE implemented a new program agreement approach that enters into 

agreements with entities that meet the program eligibility. Once entered into a program 

agreement, eligible parcels can be ranked and selected for financial assistance funding. The 

program agreement provides the framework for the relationship between NRCS and the 

eligible entities prior to entering into financial contracts for the easement enrollment. In 

FY2020, NRCS reviewed and entered into 141 agreements with entities that are eligible to 

receive funding over the next five years. The program also protects grazing uses and 

related conservation values by conserving grassland, including rangeland, pastureland and 

shrubland. Eligible entities include Indian tribes, State governments, local governments, or 

nongovernmental organizations, which have farmland or grassland protection programs 

that purchase agricultural land easements for the purpose of protecting agriculture use, 

grazing uses, and related conservation values, by limiting conversion to non-agricultural 

uses of the land. 

• Wetland reserve easement: In FY2019, NRCS enrolled 263 easements totaling 62,089 acres. 

For FY2020 to date, there are 82 new enrollments protecting 15,022 acres of wetland and 

wetland-associated upland habitat. 

Regional Conservation Partnership Program (RCPP): RCPP promotes the implementation of 

conservation activities through agreements between partners and producers. RCPP combines the 

purposes of four former conservation programs—the Agricultural Water Enhancement Program, 

the Chesapeake Bay Watershed Program, the Cooperative Conservation Partnership Initiative, and 

the Great Lakes Basin Program. 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. designated by NRCS. RCPP contracts with producers are implemented 

through the Agricultural Conservation Easement Program, the Environmental Quality Incentives 

Program, the Conservation Stewardship Program, or the Healthy Forests Reserve Program, and 

through the Watershed and Flood Prevention Program in critical conservation areas. In FY2020 

there are 2 new RCPP-Agriculture land Easement enrollments protecting 448 acres and 5 new 

RCPP-Wetland Reserve Easement enrollments protecting 250 acres. 
USDA 

Spotlight on Science 

The P-Trap ("Phosphorus Transport 

Reduction”) a new software program

USDA scientists and their 

collaborators, streamlines the 

decision-making process by asking 

the user to enter four basic 

categories of information, starting 

with a drop-down menu offering 

different design options. The 

program then calculates 

specifications for building the 

structure based on data the user 

entered, including expected waterflow rates, annual volume, dissolved 

phosphorus concentration in water, 

drainage ditch depth and slope, pipe 

diameter and desired phosphorus 

removal rate. The P-Trap can also 

evaluate the effectiveness of an 

existing design that's already in use 

and offer recommendations to 

improve it. While reducing excess soil 

phosphorus through better 

agronomic management is critical to 

long-term sustainability, using 

phosphorus removal structures can 

help prevent phosphorus from 

leaving fields as this legacy 

phosphorus is reduced. The system 

has the capacity to service a 20-acre 

area of crop land and remove about 

40 percent of the dissolved 

phosphorus that can leave that area 

over a 10-year period. After that, the 

iron oxide media can be "re-charged" 

to capture additional phosphorus. 

CLEAR: The 2018 Farm Bill prioritized water quality 

practices, specifically through the Clean Lakes, 

Estuaries, and Rivers (CLEAR) initiative under 

Continuous CRP which includes practices that benefit 

water resources such as grass waterways, contour grass 

strips, filter strips, riparian buffers, wetland and wetland 

buffers, saturated buffers, or other similar water quality 

practices., and set a target of 8.6 million acres of 

continuous signup of which 40% are to be CLEAR 

practices. In addition, a new Continuous CRP practice of 

Prairie Strips was authorized. The practice is designed 

to establish strips of diverse, dense, herbaceous, 

predominately native perennial vegetation that is on 

the landscape to most effectively address soil erosion 

and water quality while also providing food and cover 

for wildlife and beneficial insects. 

Expanded overall Conservation Reserve Program (CRP) 

acreage cap for producers: FSA administratively 

expanded eligible CRP marginal pastureland acres 

under Continuous CRP Practice CP-29 Marginal 

pastureland wildlife habitat buffers by authorizing the 

enrollment of herbaceous cover buffers on marginal 

pastureland (as determined by the producer in 

consultation with NRCS). Historically, if marginal 

pastureland was suitable and capable for trees, tree 

planting was required. Beginning in December 2019, 

producers can elect to plant marginal pastureland 

devoted to a wildlife habitat buffer or wetland buffer to 

grasses. The 2018 Farm Bill authorized Signup and 

Practice Incentive Payments for all Continuous CRP 

Practices. 

National Training: FSA and NRCS National Staff and 

State subject matter experts collaborated on National 

CRP training in FY 2020 focusing on CRP changes in the 

2018 Farm Bill, conservation planning and monitoring of 

CRP Cost-share payments processing timeframes. 

CLEAR30: The CLEAR30 Pilot is a first-time opportunity 

to enroll in a 30-year CRP contract. Certain CRP water 

quality practices under continuous CRP contracts (that 

are expiring on September 30, 2020) may be offered 

into CLEAR30. Re-enrolled practices will continue to 

reduce sediment loadings, nutrient loadings, and harmful algal blooms. For FY 2020 the pilot is 

focused in the Great Lakes and Chesapeake Bay Priority Areas. Financial benefits include 30 years 

of annual rental payments, a rental rate enhancement of 27.5% above re-enrollment into 

71 
USDA 

Continuous CRP and CLEAR30 funding the cost of contract maintenance either to the participant 

who completes the contract maintenance or a third party vendor who is contracted to complete 

the maintenance activities. 

Removal of CRP acreage allocation caps for buffers and wetlands: State acreage allocations limited 

SAFE buffers and all wetland practice enrollment prior to FY 2020. The Farm Bill effectively 

removed these allocations. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 5.3 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

5.3.1. Acreage enrolled in 

Conservation Reserve 

Program (CRP) riparian 

and grass buffers 

(Cumulative, Million 

Acres) 

Results 1.70 1.60 1.53 1.43 1.36 

NI 

Target 1.70 1.70 1.60 1.43 1.41* 1.46* 

5.3.2. Working lands 

protected by 

conservation easements 

(Thousand Acres). 

Results 75.7 60.7 163 178 167 

Met 

Target 107 107 101 140 163 163 

5.3.3. Restored wetland 

acreage (million acres) 

Results 2.09 1.90 2.30 2.34 2.35 

NI 

Target 1.90 1.90 1.90 2.34 2.41* 2.34 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

* In FY20, CRP adjusted annual targets to realigned program delivery. CRP enrollment was impacted by COVID-19 complications challenges, such 

as offered being completed remotely and outreach events are limited to virtual. 

Summary Analysis: 

Acreage enrolled in Conservation Reserve Program (CRP) riparian and grass buffers: Throughout 

FY2020, 1.36 million acres were enrolled in CRP narrowly missing the ambitious target of 1.41 

million acres. There has been significant work and progress by FSA and NRCS towards meeting 

objective 5.3 as demonstrated by the noted achievements as well as impressive progress towards 

key performance indicators targets. 

Working lands protected by conservation easements: NRCS met or exceeded our targets in 3 out 

of the last 5 years. NRCS easement targets have been going up consistently the last 3 years. The 

programs that are covered include legacy easement programs, such as WRP, as well as both 

aspects of ACEP (WRE and ALE) and RCPP easements. 

Restored wetland acreage: COVID-19 requires telework and limiting the number of staff who could 

be in the field office at the same time, resulting in face to face appointments (to process new and 

re-enrolled land) being limited or prohibited. CRP offers are completed remotely using email, mail 

and One Span and Box to secure signatures. Because of the limitations it is difficult for offices to 

promote CRP as part of general office conversations with farmers and ranchers. All outreach 

events are also limited to virtual. 

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Challenges and Risks 

In addition to attrition and higher capacity, NRCS has challenges in the hiring and onboarding 

processes that pose significant challenges to achieving KPI targets. It is essential that NRCS is 

capable of filling vacant positions at or above the rate of attrition to attain optimal staffing levels. 

Improving the rate of hiring while onboarding new personnel in a manner that ensures their 

competency in delivering conservation technical assistance and financial assistance programs to 

the producer will improve this KPI by ensuring that competent knowledgeable staff are in place in 

key positions in a timely manner. 

Additionally, NRCS, along with the rest of the Federal workforce, has been faced with addressing 

the special concerns to employee and customer health and safety that have arisen due to the 

advent of the Covid-19 pandemic. 

Lead Office: Natural Resources Conservation Service (NRCS) and Farm Service Agency (FSA) 

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Strategic Goal 6 

Ensure Productive and Sustainable Use of our 

National Forest System Lands 

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

American landscape and are a legacy that the USDA Forest Service 

holds in trust for present and future generations. Forests provide 

clean air and water, forest and rangeland products, mineral and 

energy resources, jobs, quality habitat for fish and wildlife, 

recreational opportunities, and memorable experiences. 

The Forest Service plays a critical role in making America’s forests

and grasslands resilient to threats and disturbances while 

mitigating wildfire risk. The Department also manages the national 

forests and grasslands to ensure that they are healthy and 

sustainable – while also allowing rural communities to access and 

benefit from economic opportunities that our Nation’s forests

offer. This work is complemented with USDA’s research in forestry,

ecology, and economics to ensure world-class science guides 

effective policies and management practices. 
 

USDA 

Objective 6.1: Contribute to the Economic Health of Rural Communities Through 

Use and Access Opportunities 

The Forest Service manages America’s National Forests

and Grasslands according to the diverse interests and 

values of national, regional, and local populations. 

These public lands support local economies through 

recreation, timber, energy, minerals, livestock grazing, 

environmental restoration projects, and construction 

and maintenance of infrastructure. 

Key Achievements 

Permitting Process: As part of Department-wide efforts 

to reduce regulatory barriers, enhance customer 

service, and deliver benefits to rural economies, the 

Forest Service has improved digital tools such as 

Recreation.gov and continues to test online permitting 

for special uses. Online permitting is a key aspect of 

enhancing the customer experience in the Forest 

Service for the millions of visitors that come to national 

forests and grasslands every year. Visitors obtain 

permits for activities on the revamped Recreation.gov 

website which simplifies their permitting process. A FY 

2019-2020 pilot program demonstrated interest in and 

demand for online Christmas tree permit sales. For 

FY2021, over 87% of all national forests that sell 

Christmas tree permits will be available online through 

recreation.gov. The permit application process is simple 

and convenient while also providing effective measures 

to protect the public and staff from potential exposure 

to COVID-19 by reducing in-person transactions. 

Partnerships on Trail Stewardship and Maintenance: in 

FY2020 the Forest Service promoted shared 

stewardship, enhanced recreation opportunities, and 

improved access to national forests and grasslands 

II MPPROVI ROVING G ACACCESS CESS 

FFOR OR THTHE E AME A ERICA RICAN 

PPEOPLE EOPLE 

The Forest Service reduced the 

backlog of special use permit 

requests by 50% and provided 

direct online access to popular 

permit types reducing the 

amount of time it takes to 

authorize activities such as 

energy, utility, and 

communications infrastructure 

and recreation permits on 

National Forest System lands. 

Visitation to National Forests 

increased greatly during 

FY2020 in response to COVID19, and the Forest Service 

continued to meet its target of 

95 percent of customers 

satisfied with reaction 

facilities, services, and settings 

on National Forests. 

through several trails initiatives. The Forest Service initiated 20 pilot programs under the Outfitter 

& Guide Trail Stewardship Credit Program to offset all or part of an Outfitter & Guide Trail land 

use fee by the cost of work performed. The Chief of the Forest Service announced the 10-year 

Trail Shared Stewardship Challenge as a catalyst for achieving more sustainable trails and trail 

systems that benefit communities. The Forest Service continues to promote access through trail 

stewardship activities identified as maintenance priority areas, selected based on where lack of 

trail maintenance was reducing access to public land leading to an increase, or risk of increase, in 

harm to natural resources, jeopardizing public safety, and increasing future deferred trail 

maintenance costs. 

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USDA 

Special Use Permits (Lands): Special use permits such as energy, utility, and communications 

infrastructure on National Forest System lands support approximately 120,000 private sector jobs 

and provide critical services to communities. In FY2020, the Forest Service reinvented how it 

interacts with more than 77,000 permitting customers, reducing staff workload backlogs almost 

in half, increasing annual permit revenue by $15 million, reducing the environmental analysis 

burden for applicants, and providing direct online access to popular permit types. Annually, the 

Forest Service oversees 47,000 special use authorizations for the lands program, representing 

18,000 miles of powerlines 1,500 communication sites, 6,600 miles of pipeline, 2,000 reservoirs, 

14,000 recreation residences, 300 hydro-power dams and 1,300 commercial filming and still 

photography operations. 

At roughly $140 million in annual revenue, the Special Use Program not only represents more 

than half the annual receipts within the entire agency, but they account for at least $100 billion 

of the U.S. Gross Domestic Product each year. The Forest Service made enhancement of the 

“permit-customer” interface a top priority. During FY 2020 the Director’s efforts have resulted in

over $13.9 million in new collections for communications uses on NFS lands; back billings totaling 

over $0.5 million as a result of trespass case resolution; over $9,000 additional collections from 

Administrative, Interest, and Penalty fines from late bills; and collaboration with Department of 

Justice to resolve a national telecommunications company bankruptcy that involved 165 special 

use authorizations across the country. 

National Environmental Policy Act (NEPA): Amendments to the FS’s NEPA regulations are final as

of November 19, 2020. The final rule establishes new and revised categorical exclusions and a 

Determination of NEPA Adequacy provision. The changes will help expedite environmental 

analysis and decision making using these new tools and flexibilities. During FY 2020, the agency 

increased efficiency in environmental analysis and decision-making processes by using all 

available tools, including authorities from the 2018 Omnibus Bill and the 2018 Farm Bill. 

Energy and Critical Minerals: Resource production on National Forest Service lands continued to 

facilitate rural prosperity and economic development by supporting employment in rural 

communities and contributes to state and local-level payments received through federal mineral 

royalties. 

Regulations around development of energy and mineral resources: The Forest Service is revising 

and streamlining regulations governing the development of energy and mineral resources on NFS 

lands. Draft oil and gas regulations were published in the Federal Register in September 2020, 

and draft regulations for locatable minerals, including critical minerals, are anticipated to be 

published in late 2020. Energy and mineral development directly support local economies 

through creation of jobs and economic investments in rural communities. 

Grazing policy updates: In FY2020 the Forest Service finalized regulatory reforms to improve 

efficiency and customer service in the administration of grazing permits, and trailing and crossing 

livestock. In FY2020, the Forest Service administered more than 6,000 grazing permits on 95 

million acres of land across 29 states, contributing to local economies and ranching families; 

improved conditions on 772,000 acres of rangeland vegetation; and collected more than $5.7 

million in grazing fees. 

CFLRP: Implementing the provisions of the 2018 Farm Bill which called for a new round of CFLRP 

projects: The Forest Service chartered and convened the CFLRP Advisory Committee, which 

76 
 

 

USDA 

submitted their recommendations to the Secretary of Agriculture in July 2020. The Secretary 

approved one new project on September 24, 2020, the Northern Blues CFLRP located in 

northeastern Oregon and southeastern Washington, to be funded based on Congressional 

appropriations and to begin implementation in FY 2021. The Forest Service will work with partners 

to implement the new project, applying key lessons learned to further improve how it works at 

landscape scale to deliver integrated outcomes. 

COVID-19 Responses: The Secretary made a determination of Substantial Overriding Public 

Interest (SOPI) to extend timber sale contracts by up to two years to provide relief for timber sale 

purchasers and stewardship contractors. The SOPI extensions that were requested and executed 

provided substantial relief during this period when markets are disrupted and uncertain due to 

COVID-19 containment strategies and worldwide trade disputes over tariffs. Additionally, the 

Forest Service provided free firewood to any person needing fuelwood for heating/cooking during 

the COVID pandemic as a means to let those in need access resources from the National Forests. 

Tribal Forest Management: Developed new contracting and agreement protocols for working 

closer with Tribes: This new tribal forest management demonstration project will provide avenues 

to have direct agreements with tribes to develop and implement restoration projects on National 

Forests. This will enable the Forest Service to increase capacity while allowing Tribes the 

opportunity to execute restoration goals that will enhance rural economies. 

Good Neighbor Agreements: The agency has executed Good Neighbor agreements in 38 states. 

This work results in the efficient implementation of restoration activities that improve forest 

conditions, protect local communities, and contribute to rural economies. Further, these 

authorities increase capacity to sell timber, allowing states and other entities to prepare, sell and 

administer sales on National Forest System (NFS) lands. 

Broadband: Opening Doorsfor Broadband on NFS land: In support ofthe Secretary’s goal to deliver

broadband to rural America, the Forest Service revised communication site directives and 

published a final rule to streamline the process for evaluating applications for communications 

facilities on NFS lands. A final rule was also developed for vegetation management and a proposed 

rule was released to amend existing regulations and update directives to charge a new 

programmatic administrative fee for communications use authorizations to cover the cost of the 

Forest Service’s communications site program.

New Policy Implementation: The Forest Service implemented an array of new rules and policies 

originating from the 2018 Farm Bill and the 2019 Dingell Act, designed to identify high priority 

issues that impede access to public lands, offer the public an opportunity to nominate new access 

issues, and provide new relief where there are encroachments on NFS lands by allowing land to 

be sold under the Small Tracts Act. 

Partnerships in Job Creation: In partnership with the Department of Labor and Job Corps, Job Corps 

program direction was restructured to more closely align its mission and training outcomes with 

USDA Secretarial priorities. This focused capacity on developing current students and forging new 

potential candidates into future Forest Service Permit Administrators on five separate National 

Forests. This has already demonstrated a three-fold return on investment by reducing expired 

authorization backlog and increasing capacity for completion of compliance inspections, billing, 

and new proposal processing. 

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USDA 

Wild and Scenic Rivers Act: Following the 50th anniversary of the Wild and Scenic Rivers Act, a total 

of 1,485 Wild and Scenic River identification signs for 96 Congressionally designated rivers on 46 

national forests were purchased and delivered to field units through a national contract. Also 

purchased and delivered were 105 interpretive panels, 31 frames, and 28 kiosks at overlooks, boat 

launches, and trailheads for 27 rivers on 23 national forests. These efforts enhance customer 

service and visitor experience, as many congressionally designated Wild and Scenic Rivers that 

were previously not identified as such for visitors now have signage that conveys important 

information and educational content to customers. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 6.1 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

6.1.1. Percent of 

customers satisfied 

with recreation 

facilities, services, and 

settings on National 

Forests 

Results N/A 95 95 95 95 

Met 

Target Baseline 95 95 95 95 95 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis: 

The Forest Service met its targets for strategic objective 6.1. In FY 2020, visitors rated their 

satisfaction at 95 percent, reflecting the result of ongoing efforts to provide access to quality 

landscapes, offer a variety of recreation opportunities and settings, and maintain recreation 

facilities to acceptable standards. 

Challenges and Risks 

Multiple interests in the use of national forest land and resources sometimes lead to conflicts 

among stakeholders and can present challenges to the agency efforts in how to improve use and 

access opportunities for rural communities 

Lead Office: Natural Resources and Environment (NRE) - Forest Service (FS) 

78 
CHALLE GE 

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

Productive 

Sustaining healthy lands and watersheds through active 

management contributes to their resilience to meet the 

needs of present and future generations. Successful resource 

management requires collaborative work at a landscape scale 

with state, tribal, and private partners. The Shared 

Stewardship strategy brings states, tribes and other 

stakeholders together to prioritize cross-boundary 

investments in managing risk and monitoring to improve 

forest conditions. Building on national assessments such as 

terrestrial condition, wildfire hazard, insect and disease, 

forest inventories, drinking water, and watershed condition, 

the USDA Forest Service is using science-based decision 

support frameworks to inform investment strategies over the 

short term. Using advanced science tools like this can better 

inform our decisions and make a bigger difference in the 

protection of communities and provide for more resilient 

forests. 

Improvements to internal processes that make 

environmental analysis more effective and timber sale 

delivery more efficient are increasing our outcomes on the 

ground. The Forest Service is using 2018 Omnibus and Farm 

Bills authorities to complement these internal process 

improvements. For example, the Forest Service is using new 

categorical exclusions and implementing 20-year 

stewardship contracts that carry out work over longer 

periods of time. The use of these new tools together 

increases efficiencies, provides shared stewardship 

opportunities, and promotes more active management work 

on the ground. 

Key Achievements 

Partners of the Forest: In FY2020, the Forest Service 

expanded the diversity of people and communities served 

through innovative partnerships to improve the conditions of 

forest and grasslands. The Good Neighbor Authority, Shared 

BONN CHALLENGE 

FY 20 celebration of the Bonn 

Challenge 2020 Milestone 

A global aspiration to restore 

150 million hectares of the 

worlds degraded and 

deforested lands by 2020. 

The Forest Service surpassed 

its commitment to put 15 

million hectares under 

restoration and is expected to 

reach 20 million hectares by 

the end of FY 2020. These 

restoration efforts address 

the backlog of acres at high 

risk of severe wildfire and/or 

severe infestation from 

insects and disease. 

Treatments restore the lands 

and watersheds to a healthy 

and productive condition so 

they can continue to provide 

goods and services for the 

American people. 

Stewardship agreements, Secure Rural Schools Resource Advisory Committee Farm Bill Pilot 

Program and Conservation Finance are four major components of this partnership strategy. In 

FY2020, the Forest Service completed approximately 11,000 cooperative agreements by 

contributing $710 million, that leveraged over $595 million in partner contributions. Forest Service 

has fully embraced the shared stewardship approach by working closely with states and 

communities to improve forest and grassland conditions, identify priority landscapes, mitigate the 

risk of catastrophic wildfire, and produce economic benefits. Coordinating at the state level to 
USDA 

prioritize increases the scope and scale of critical forest treatments that support communities, 

improves forest conditions, and protecting life and property in the wildland urban interface. As of 

September 30, 2020, the USDA has signed 23 agreements of shared stewardship. 

Forest Products Sales: In FY 2020, the Forest Service sold about 3.2 billion board feet. This 

achievement was made possible using tools authorized or amended in the 2014 Farm Bill, 2018 

Omnibus Appropriations Bill, and 2018 Farm Bill including: Good Neighbor Authority, National 

Environmental Policy Act, insect and disease categorical exclusions, stewardship contracting, and 

the Agriculture Conservation Experienced Services Program. National forests are typically located 

near rural communities where forest products industry employment is an important contributor 

to the local economy. Forest products include timber for fuel, and construction materials, and pulp 

for paper products. 

Good Neighbor Authority (GNA): GNA allows the Forest Service to enter agreements with state 

forestry agencies to implement watershed restoration and forest management projects on 

national forest system lands when the Forest Service cannot do the work alone. Through FY2020, 

the Forest Service has executed Good Neighbor agreements in 38 states resulting in efficient 

implementation of restoration activities that improve forest conditions, protect local 

communities, and contribute to rural economies. 

Forest Legacy Program (FLP): The Forest Service has conserved a total of 2.8 million acres, 

including 31,000 acres in FY 2019 and including 66,000 acres as a result of this program. The 

conserved acres include more than 40.5 square miles 176,000 surface acres of water and 

3,444,300 stream miles. Conserved Forest Legacy Program properties share 804 miles of shared 

boundaries with NFS lands. Historically, the FLP leverages more than one dollar for every Federal 

dollar spent. 

State Priority Areas: In FY 2020, the FS restored healthy, resilient landscapes and communities 

within State priority areas via $12.5 million in competitive grants to accomplish 53 projects in 30 

States and one two territories. By addressing threats to forest sustainability, such as damaging 

wildfires or the spread of insects and disease, these projects also benefit adjacent National Forest 

System lands, creating healthier, more resilient landscapes overall. 

Scenario Investment Planning Platform: In FY 2020, Forest Service scientists created an investment 

planning tool to evaluate forest and fire management priorities, trade-offs, and outcomes on U.S. 

national forests, supporting important land management decisions. Faced with multiple and, at 

times, conflicting objectives, land managers in the Forest Service and cooperating agencies can 

use this tool to support Shared Stewardship by prioritizing investments in the right work in the 

right places at the right scale. Decision-makers can also explore the consequences of the tradeoffs affected by their choices and can forecast the potential outcomes of multiple alternative 

projects. The investment planning tool demonstrates how work at the small scale of a single 

project can support objectives at the larger scale of an entire forest or region. Administrative 

boundaries between land areas can limit project scale and cross-boundary coordination. This tool 

gives managers the power to leverage federal and state partnerships to achieve cross-boundary 

fire management planning to increase fire resiliency at the landscape scale and at the scale of large 

fire events (50,000 – 200,000 acres). 

80 
 

 

USDA 

Cooperative Lands: The Forest Service conducted aerial detection surveys on forested lands 

through partnership with State land management agencies, recording approximately 5,000 flight 

Spotlight on Science 

ISCA Technologies is a 

California-based company that 

has received several USDASmall 

Business Innovation Research 

(SBIR) awards to develop 

integrated pest management 

(IPM) solutions that are based 

on using semiochemicals or 

natural pheromones specific to 

targeted pests. They have 

developed a product called 

Specialized Lure and Pheromone 

Application Technology (SPLAT), 

which is a flowable wax-like 

emulsion that can be applied by 

hand from a paint gun or 

mechanically by sprayer 

(including from planes). The 

Forest Service uses this product 

exclusively in their program to 

combat the spread of the gypsy 

moth, and it has been sprayed 

on hundreds of thousands of 

acres. Other products are 

targeted to controlling the 

mountain pine beetle, which has 

destroyed millions of acres of 

pine trees in the west, and the 

Asian Citrus Psyllid, a key citrus 

greening vector. The company 

has grown from just a few 

people to over 20 full-time 

employees and annual revenues 

have increased to over 7 million. 

hours and surveying about 500 million acres in FY 2019. The 

equipment and technical expertise required to conduct 

these surveys provide job opportunities and economic 

benefits to rural communities. 

Road Stream Crossing: In FY 2019, the Forest Service 

completed almost 250 road-stream crossing improvements 

to reconnect habitat and improve infrastructure resilience 

bringing the total to more than 900 since 2008 and closer to 

the goal of 1,100 road-stream crossing improvements by the 

end of FY 2020. Through concerted work with its partners, 

the Forest Service increased the pace of improving roadstream crossings from 1,000 improvements in 8 years to 

1,000 improvements in 5 years. 

Terrestrial Condition Assessment (TCA): In FY 2020, 42% of 

National Forest System landscape ecosystems where active 

management occurred were improved, maintained or 

recovering. Actions to address forest, fuels, reforestation 

and other management needs were of sufficient magnitude 

to contribute to terrestrial landscape ecosystem resilience. 

TCA is a valuable model used to inform land management 

planning and help prioritize restoration activities. 

Silviculture Certification: The Forest Service streamlined the 

silviculture certification process, reducing the time to 

complete certification from more than 4 years to 2.5 years. 

The new process requires the completion of the National 

Advanced Silviculture Program, a Regional silvicultural 

module, the use of a Silviculture Position Task Book, and 

demonstration of core competencies for silviculture 

certification. 

Nurseries and Seedbanks: Tree and plant nurseries and their 

seedbanks are critical to the agency’s ability to address

reforestation and revegetation needs. With 80 percent of 

the tree planting needs due to wildland fire damage, the 

agency will continue to plan for and collect seeds in advance 

of fires that might severely impact local seed sources in FY 

2021. This ensures the agency has seeds from the right 

geographic areas to restore our nation’sforests. In 2020, the

agency reforested 161,623 acres, including 45,299 acres of 

tree planting. 

81 
USDA 

A Fresh Start for Fresh Water: The Washington Office worked with water attorneys (USDA Office 

of General Counsel and Department of Justice), regional, forest, and district FS staff and external 

partners to develop and implement a methodology for quantifying flows to support Outstandingly 

Remarkable Values of Wild and Scenic rivers. This methodology will also quantify and generate 

Federal Reserve water rights, allowing for the development of study plans for roughly 450 miles 

of Wild and Scenic Rivers and 1.1 million acers of wilderness in the Southwest and Northern 

regions which have in some cases languished for over 35 years. 

Tackling Deferred Maintenance: The FS has used the Forest Service Facilities Realignment and 

Enhancement Act (FSFREA) since its inception to dispose of decommissioned administrative sites, 

saving $84 million to-date in deferred maintenance through cost avoidance, while generating a 

grand total of $320 million in proceeds to address the current facility deferred maintenance 

backlog at no cost to the taxpayer. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 6.2 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

6.2.1. Timber volume sold Results N/A 2.9 3.2 3.27 3.21 

(Billion Board feet) Target Baseline 2.9 3.4 3.7 3.7 

Not Met 

4.0 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis: 

Timber sales continued to be strong where markets were functioning near normal levels. 

The FS began offering timber sale preparation training virtually and promotion of forest products 

efficiencies such as virtual timber sale boundaries and designation by prescription reducing sale 

preparation times by regions and Forests. Despite innovate efforts, the unforeseen challenges 

exacerbated by the COVID-19 pandemic, the FS did not meet its target for strategic objective 6.2. 

However, there has been significant progress in meeting strategic goals, as demonstrated by the 

noted achievements and advancement towards set targets of key performance indicators. 

Challenges and Risks 

The FS currently has a backlog of 80 million acres in need of active management, with 50 million 

acres at high risk of severe wildfire and/or severe infestation from insects and disease. The backlog 

presents a challenge to the agency as we prioritize resources to ensure lands and watersheds are 

sustainable, healthy, and productive. 

COVID-19 State and county shelter in place orders delayed some contractors and employees from 

working on timber sales, and related safety considerations have strained the entire timber sale 

system since March of 2020. Severe fire events in western states have negatively impacted many 

active timber sale operations, and hurricane issues throughout 2020 in the southern states have 

negatively impacted sales due to forest product market saturation. 

Lead Office: Natural Resources and Environment (NRE) - Forest Service (FS) 

82 
Objective 6.3: Mitigate Wildfire Risk 

Managers and owners of forests across the Nation face urgent challenges, among them 

catastrophic wildfires, invasive species, drought, and epidemics of forest insects and disease. Of 

particular concern is the rising trend in the frequency of large and high severity of wildfires 

throughout the fire year, along with the expanding risk this trend brings to communities, natural 

resource conservation, and the safety of firefighters. 

In order to mitigate these challenges and in the spirit of Shared Stewardship the FS is improving 

procedures and coordination across jurisdictional boundaries. We are engaging with states, fire 

associations, and non-governmental organizations in cross-boundary landscape level work to 

reduce the risk of harmful of uncontrollable wildfire. The agency is also leveraging its Good 

Neighbor authority in 38 states to foster and develop relationships with state partners. 

To mitigate risk of harmful or uncontrollable wildfire, the FS works directly with partners to 

implement an array of land management treatments on high priority and high-risk landscapes, 

such as residential and commercial development within the wildland-urban interface. In addition 

to treatments completed before wildfires occur, the Forest Service continues to develop tools, 

analytical analyses and models for longer term forecasting of wildfire risk that help in decisionmaking and evaluating how decisions are made during wildfire response operations 

Key Achievements 

Public-Private Partnerships: The agency worked with the Western Governors Association and the 

Edison Electric Institute to bolster fire reduction and energy reliability objectives through 

vegetation management and maintenance, personnel, training, and identifying fire risks. The 

collaborated with leading national tower and telecommunications companies, including American 

Tower, Crown Castle, AT&T, T-Mobile, and Verizon Wireless to increase broadband delivery across 

the U.S. The agency completed work with the Rural Utility Service (RUS) for RUS Electric borrowers 

on measures that would enhance grid security or aid in fire prevention within utility corridor rights 

of way. The Forest Service partnered with Rural Utility Service and its customers to open new 

funding opportunities that will allow electric utilities conduct grid security and fire prevention. The 

agency also submitted a stimulus proposal in collaboration with the National Rural Electric 

Cooperation Association to fund the RUS vegetation management work on NFS lands and to 

produce a jointly-created webinar with RUS and the Department of Energy on wildfire threat 

reduction and energy reliability. 

Emerging Technologies: In FY 2019, the agency coordinated with private industry to identify and 

pilot several emerging technologies to address hazard risk mapping, adoption of unmanned aerial 

systems, location tracking for wildland firefighters, risk management for firefighters and the 

public, and improved wildland fire decision support. These pilot technologies are being assessed 

to inform the adoption of the most effective technologies that will facilitate improved decisionmaking to protect the health and safety of both wildland firefighters and the public. 

Risk Management Assistance Framework: Using the risk management assistance framework and 

relying on world-class science, the Forest Service continues to identify, develop, and implement 

new decision support tools and products for incident management teams and agency 

administrators that leverage new research and data analytics. These decision support tools are 
USDA 

intended by the FS to provide real time information to incident command teams to assist in 

evaluating risk to firefighters, effectiveness of aviation resources, smoke impacts, fire 

progression, and when to release firefighting resources to an incident. The products and tools 

being provided and developed are changing annually to reflect the needs of incident 

management teams and agency administrators as the FS remains committed to using the best 

available science and data to inform decision makers. 

Burned Area Emergency Response (BAER) program: This program provides for immediate 

emergency post-fire response to manage unacceptable risks to people and resources triggered 

by the changed conditions to the landscape caused by fires. In FY 2019, 64 fires across six FS 

Regions resulted in landscape-level disturbances in need of immediate rehabilitation activities to 

prevent further degradation. A total of $10.8 million was spent in FY 2019 on BAER activities to 

provide for public safety, stabilize soil, and reinforce the structural integrity of infrastructure at 

risk of post-fire degradation, including the seeding of over 12,300 acres, mulching of 300 acres, 

storm proofing of 800 miles of roads and trails, and stabilization of 25 cultural resource and 

hazard mitigation sites. 

Mitigating Wildfire: The 2020 annual acreage treated to reduce or maintain fuel conditions on 

National Forest and non-federal lands was 2.42 million acres. Annual acreage of National Forest 

Service lands where final treatment effectively mitigated wildfire risk was 0.81 million acres. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 6.3 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21 

6.3.1. Annual acreage of NFS 

lands where final treatment 

effectively mitigated wildfire 

risk (million acres, annually) 

Results .74 0.348 1.04 0.851 .81 

Not Met 

Target Baseline .74 1.1 1.1 1.1 1.1 

6.3.2. Annual acreage treated 

to reduce or maintain fuel 

conditions on NFS and nonfederal lands (million acres, 

annually) 

Results 2.77 0.807 3.4 2.9 2.42 

Not Met 

Target Baseline 2.77 3 3.4 3.5 3.5 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%) 

Summary Analysis: 

Despite the massive obstacles of COVID-19 and a record setting wildfire year, regions still made 

significant progress in hazardous fuels risk reduction activities. All regions except one are well over 

80% of their original target. Region 3 accomplished much of its target despite court injunctions 

due to the Mexican Spotted Owl. Forest Service did not meet its targets for strategic objective 6.3 

however, there has been significant progress in meeting strategic goals, as demonstrated by the 

noted achievements and advancement towards set targets of key performance indicators. 

84 
USDA 

Challenges and Risks 

The wildland fire system is challenged with reliably protecting responders and the public. The 

amount of fuels on the land, insect infestation, invasive species, disease, and drought, can 

increase the risk of catastrophic wildfire. 

Experts predict increasingly severe wildland fire-related impacts in the future from continued 

human development in the volatile wildland-urban interface (WUI) where wildland fires pose a 

greater risk to life and property and often require extensive and costly suppression efforts. 

The government shutdown in FY 2019 stopped all prescribed burn activity, including planning 

necessary for prescribed burns. This had a cascading impact on targets because it occurred during 

the time of year that fire activity is low, and units normally plan for and conduct controlled burns. 

Further impacts in FY 2020 from COVID-19 exacerbated these programmatic impacts. 

Lead Office 

Natural Resources and Environment (NRE) - Forest Service (FS) 

85 
 

 

 

 

 

 

 

 

 

 

 

 

p 0 

o ,a 

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 expanding its 

modernization of food inspection systems, and USDA’s research,

education, and extension programs will continue to provide information, 

tools, and technologies about the causes of foodborne illness and its 

prevention. Second, USDA will continue to develop partnerships that 

support best practices in implementing effective programs to ensure that 

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

This includes research on nutritional quality of American’s food and diets,

as well 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 to 

improve diets. USDA ensures agriculture production incorporates the best 

available science into its modernization efforts to produce food that is 

safer, more nutritious, and secure. 
87

Objective 7.1: Prevent Foodborne Illness and Protect Public Health 

The Food Safety and Inspection Service (FSIS) is the public 

health agency in USDA whose mission is to ensure the safety of 

the nation’s commercial supply of meat, poultry, and egg 

products. FSIS performs food safety inspection activities at 

over 6,500 establishments nationwide. Approximately 9,000 

employees work collectively to conduct a broad range of food 

safety activities to achieve FSIS’ overall vision – everyone’s 

food is safe. In FY 2020, FSIS inspected more than 166 million 

heads of livestock and 9.68 billion poultry carcasses. CCOVID OVID RERESPO SPONSE

Additionally, FSIS inspected 2.5 billion pounds of liquid, frozen 

and dried egg products. A system of this magnitude requires 

constant vigilance to prevent the possibility of foodborne 

illness.

Key Achievements

Modernization Initiatives: USDA announced modernization 

three initiatives in FY 2020: 

• The first initiative, the final Modernization of Swine 

Slaughter Inspection Rule, is comprised of two parts: The 

first requires microbial testing for all swine slaughter 

establishments to demonstrate that they are controlling 

for pathogens throughout the slaughter system. The 

second part establishes the New Swine Slaughter 

Inspection System (NSIS), which market hog slaughter 

establishments can choose to operate under or they can 

remain under the traditional slaughter inspection system. 

The final rule demonstrated that NSIS can provide public 

health protection at least equivalent to the existing 

inspection system.

• For the second initiative, FSIS proposed updated 

Salmonella performance standards for raw ground beef 

and new Salmonella performance standards for beef 

manufacturing trimmings, a primary component of raw 

ground beef. FSIS is proposing both standards to ensure 

that establishments are consistently controlling or 

reducing Salmonella, a harmful bacterium not ordinarily considered an adulterant in raw beef 

products. To meet the proposed standards, establishments that produce more than 50,000 

COVID RESPONSE

FSIS helped to ensure 

Americans had access to a safe 

and abundant food supply 

during the COVID-19 

pandemic. FSIS maintained all 

required inspection services to 

ensure that establishments 

could operate, and that 

Americans were fed. No FSISregulated establishments 

closed due to a lack of federal 

inspection personnel. 

Additionally, FSIS encouraged 

establishments to follow the 

Centers for Disease Control 

and Prevention (CDC) and 

Occupational Safety and 

Health Administration (OSHA) 

guidance specific to the meat 

and poultry processing 

industry in order to facilitate 

ongoing operations and 

support the food supply, while 

also mitigating the risk of 

spreading COVID-19.

 

FSIS helped to ensure 

Americans had access to a safe 

and abundant food supply 

during the COVID-19 

pandemic. FSIS maintained all 

required inspection services to 

ensure that establishments 

could operate and that 

Americans were fed. No FSISregulated establishments 

closed due to a lack of federal 

inspection personnel. 

Additionally, FSIS encouraged 

establishments to follow the 

Centers for Disease Control 

and Prevention (CDC) and 

Occupational Safety and 

Health Administration (OSHA) 

guidance specific to the meat 

and poultry processing 

industry in order to facilitate 

ongoing operations and 

support the food supply, while 

also mitigating the risk of 

spreading COVID-19.
88

pounds of ground beef and/or beef manufacturing 

trimmings per day would need to have no more than two 

Salmonella positives out of 48 FSIS samples in a period of 52 

weeks. If the proposal is finalized, the agency would post on 

its website individual establishments as either “meeting” or 

“not meeting” the performance standards.

• Lastly, FSIS issued a third initiative, a proposed rule to

amend the Agency’s inspection regulations to expand the

circumstances under which FSIS will generically approve

the labels of meat, poultry, and egg products. FSIS is also

proposing to cease evaluating generically approved labels

submitted to FSIS for review.

Roadmap to Reducing Salmonella: Driving Change through 

Science-Based Policy: This roadmap outlines programs and

policies that are science-based, data-driven, and promote 

innovation to reduce Salmonella in meat, poultry, and egg 

products. USDA discussed the Salmonella roadmap at a 

virtual public meeting on September 22, 2020. In addition 

to FSIS, USDA’s Agricultural Research Service (ARS), the 

U.S. Food and Drug Administration (FDA), and the Centers 

for Disease Control and Prevention (CDC) participated in 

the meeting. 

Food Safety Outreach Plan: In FY 2020, USDA developed a 

high-level food safety outreach plan to drive positive 

consumer behavior change and reduce foodborne illness. 

In FY 2021, USDA will continue to pursue innovative and 

impactful opportunities to engage with consumers to 

facilitate the adoption of key safe food handling behaviors 

in the home. To do so, USDA will host a public meeting 

about consumer food safety education. During this event, 

USDA seeks to establish a comprehensive understanding of 

how consumers handle and prepare food today by 

reviewing and discussing recent research to develop the 

most effective approach for consumer outreach and 

education in the future. 

Assistance for Small and Very Small Establishments: FSIS is 

committed to assisting the 5,200 federally inspected small 

and very small plants to understand Federal inspection 

requirements. The Agency has prioritized outreach to 

communicate policies and regulations, provide necessary 

tools and resources, and improve compliance—ultimately 

ensuring the safety of the food supply. Outreach takes 

Foodborne illness is a serious public 

health threat, and the CDC estimates 

that foodborne illness in the United 

States results in roughly 48 million cases, 

128,000 hospitalizations and 3,000 

deaths annually. To better understand 

and refine FSIS’ consumer outreach 

efforts on food safety, FSIS has 

embarked on a 5-year multi-modal 

research study to collect information on 

consumer food handling and their 

responses to our educational material. 

This consumer research study uses 

observations in test kitchens with 

interviews, focus groups and web 

surveys to investigate food safety 

behaviors. Past food safety research has 

generally relied on self-reported 

behaviors. Observational meal 

preparations provide data about actual, 

observed behaviors, while allowing for 

microbiological sampling to track 

potential movement of pathogens 

throughout the kitchen. In each annual 

iteration of the study, between 300 and 

400 participants are observed to 

understand how consumers handle food 

in test kitchens. FSIS has used the data 

found in the yearly iterations of this 

research project to investigate many 

consumer food handling practices, such 

as hand washing, washing poultry, food 

thermometer use, and whether they are 

following manufacturer provided 

cooking instructions. Initial data from 

this five-year study is being used by FSIS 

to inform the refinement of food safety 

messaging, the development of new 

food safety outreach products and the 

evaluation of current health education 

and communication activities.

Spotlight on Science

CJ 
several forms including discussions, meetings, and technical support through Agency tools such 

as the Small Plant Help Desk, AskFSIS, and compliance guidelines. In FY 2020, USDA hosted a 

webinar 

89

to assist small and very small meat processors by explaining the process for obtaining a 

FSIS grant of inspection and discussing loans, grants, and loan guarantees offered by USDA Rural 

Development. A video recording of the webinar, transcript, and slides presented are available on 

the FSIS website. FSIS senior leadership also met with small and very small plant owners and 

operators at two roundtables in Kansas and Texas to answer questions and offer solutions to 

issues faced by smaller plants. Additionally, FSIS Enforcement, Investigations, and Analysis 

Officers (EIAOs) dedicate up to 25% of their allotted work time to perform outreach at small and 

very small plants.

Label Review Time: FSIS also hosted webinars for small and very small plants on labeling, which 

helped reduce the label review time for these plants. During FY 2020, label review time was 

reduced from 12-14 days to 5-7 days. 

Ensure Safety of New Food Production Techniques: FSIS and FDA working groups met in FY 2020 

and were tasked with developing processes and procedures for the safe production of human 

food products derived from the cells of livestock and poultry. The working groups addressed premarket food safety assessments by FDA; inspections and the transition of oversight from FDA to 

USDA during the cell harvest stage; and USDA labeling oversight. 

Supporting State Inspection Systems: FSIS secured funding for 50% of State meat and poultry 

inspection programs through a $5 million funding increase from Congress in FY 2020. States had 

previously stated that low reimbursement rates could lead them to eliminate their inspection 

programs, which would require FSIS to provide inspection coverage for those State 

establishments and put additional pressure on FSIS inspection personnel and budget. 

Filling Frontline Positions: FSIS implemented a Public Health Veterinarian (PHV) incentive 

program that includes new retention incentives and student loan repayment to improve 

recruitment and retention of these mission-critical positions. The Agency also optimized the use 

of Direct Hire Authority (DHA) to increase and expedite the hiring of Food Inspectors (FIs), 

Consumer Safety Inspectors (CSIs), and PHVs. 

Key Performance Indicators & Strategic Targets 

Strategic Objective 7.1 FY 16 FY 17 FY 18 FY 19 FY 20 FY 20 

Status FY 21

7.1.1. Percentage of 

establishments that meet 

pathogen reduction performance 

standards

Results 71 77 71 84 86

NI1

Target Baseline 71 68 72 87 88

7.1.2. Percentage of 

establishments whose 

noncompliance rate3 decreases 

120 days after receiving early 

warning alert

Results 70 73 74 74 74

Met

Target Baseline 70 71 73 74 74

 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%)
1

It is currently undetermined if leveling is due to industry possibly reaching its limit on improvements in passing the standard, or 

if industry is focused on addressing impacts of the COVID-19 Pandemic that started in Quarter 2 of FY 2020. FSIS is examining 

trends related to establishments that do not meet performance standards and developing strategies for improvement. 

90

2 FY 2022 targets will be developed in FY 2021, pending finalization of the FSIS FY 2022-FY 2026 Strategic Plan.

3 Public Health Regulations noncompliance rate. 

Summary Analysis: 

FSIS is continuously making progress toward objective 7.1 to prevent foodborne illness and protect 

public health as demonstrated by the noted achievements and meeting key performance indicator 

targets. This is achieved by focusing on modernization of inspection techniques, staffing key FSIS 

positions, and assisting industry through outreach and education, among other activities. FSIS will 

continue this progress as the agency develops its new five-year strategic plan for FY2022 to 

FY2026. 

Key Challenges and Risks:

A key challenge has been 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. Changes in statutory restrictions will allow for ease of scheduling and 

possible restructuring of jobs, while remaining cost neutral for industry. 

In addition, salary, benefits, and other fixed costs represent nearly 94 percent of FSIS’ budget, 

leaving limited flexibility to fund high priority investments like critical IT modernization 

investments meant to reduce foodborne illnesses and protect public health.

Lastly, the recruitment and retention of employees, particularly veterinarians and other front-line 

positions in FSIS, continues to be a challenge.

Lead Office: The Office of Food Safety (FSIS) 
91

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

While Supporting a Pathway to Self-Sufficiency

Beginning with the original Food Stamp program in the 

1930s – USDA has gradually built an array of nutrition 

assistance programs designed to help ensure that all 

Americans can meet their food needs. Taken together, 

these programs form a nationwide safety net supporting 

low-income families and individuals in their efforts to 

escape food insecurity and hunger; achieve healthy, 

nutritious diets; and improve the well-being of families. 

Currently, the programs administered by USDA’s Food and 

Nutrition Service (FNS) touch the lives of one in four 

Americans over the course of a year. The Department is 

committed to making benefits accessible to those eligible 

to participate in the nutrition assistance programs, 

including the Supplemental Nutrition Assistance Program 

(SNAP), the Child Nutrition Programs, and the Special 

Supplemental Nutrition Program for Women, Infants, and 

Children (WIC), among others. USDA continues to partner 

with State and local agencies and Federal, public, and 

private partners to support best practices in implementing 

effective programs and ensuring eligible populations have 

access to programs that support their food needs. 

Key Achievements

Published Proposed Rule Strengthening Employment and 

Training (E&T) Opportunities in SNAP: The rule implements 

the E&T provisions of the 2018 Farm Bill, requiring more 

accountability on the part of both State agencies and E&T 

participants while retaining State flexibility, and allowing 

more evidence-based activities, such as case management 

and apprenticeships. The final rule is to be published in 

early 2021. 

SNAP E&T National Work Forum: Announced the first ever SNAP E&T National Work Forum, which 

will bring together SNAP E&T stakeholders from around the country to share and learn best 

practices for promoting and increasing employment among SNAP households through state SNAP 

E&T programs. Among other things, sessions will focus on improving recruitment and engagement 

in SNAP E&T and scaling up best practices for moving SNAP participants forward into employment 

opportunities. Due to public health emergency, the forum will be held as a virtual event in October 

2020.

SNAP to Skills (S2S): SNAP to Skills began collaborating with seven States – Colorado, Illinois, 

Kentucky, Louisiana, Oregon, Pennsylvania, and Rhode Island – to improve participation and 

engagement in their State SNAP E&T programs. Using insights from behavioral science and humanCUSTOMER 

ENGAGEMENT 

AskUSDA Contact Center can 

now start to better share data 

across agencies throughout 

USDA. Through its 

various pipelines of data 

(email, AskUSDA website, chat, 

phone, etc) USDA is able to 

see opportunities for 

improvement on the customer 

experience as well as identify

trends and outliers in data. 

This improved ability will allow 

USDA to identify 

more opportunities for 

partnerships to meet customer 

needs and enhance our 

programs.
92

centered design, S2S worked with State agencies and their partners to identify challenges that 

limit engagement and implement solutions to address these challenges, using metrics to improve 

performance. 

SNAP E&T National Partnership Grants: Awarded the first ever SNAP E&T National Partnership 

Grants to expand E&T. A total of $6.7 million in grants were awarded to national non-profit 

organizations with broad member or affiliate networks that provide direct workforce development 

services to low-income individuals, including SNAP participants, to support new organizational 

capacity to provide to network members training and other technical assistance so they may 

become third-party SNAP E&T providers.

SNAP E&T Data Grants: Awarded the first ever SNAP E&T Data and Technical Assistance (DATA) 

Grants. A total of $3.2 million in grants were awarded to five States to improve the quality of E&T 

programs through better data collection and reporting. These new capabilities will empower 

States to understand which E&T services and strategies are most effective in moving SNAP 

participants forward. 

SNAP Online Purchasing Pilot: FNS has approved 46 states and the District of Columbia to 

participate in the SNAP Online Purchasing Pilot, covering more than 97% of SNAP participants and 

allowing them to shop for nutritious food the same way more and more Americans shop for food—

by ordering and paying for groceries online.

Trade Mitigation: FNS worked with AMS to implement a plan to execute the second year of USDA’s 

Trade Mitigation Food Purchase and Distribution Program in FY20. Over $1.3 billion of food has 

been purchased for this fiscal year. The majority of purchases were delivered to The Emergency 

Food Assistance Program (TEFAP) outlets, including some products of great value to food banks 

such as apples, pears, raisins, and various proteins. The National School Lunch Program (NSLP) 

also received products, which were well received.

Pandemic Electronic Benefits Transfer (P-EBT): As provided by the COVID legislation, USDA stood 

up a new temporary program and approved P-EBT plans for all 50 states, the District of Columbia, 

and the U.S. Virgin Islands. The states estimated that their P-EBT programs would provide more 

than $10 billion in benefits to children who would have received free or reduced-price meals from 

mid-March through the end of school year 2019-2020. USDA also began working with states to 

provide P-EBT benefits for school year 2020-2021, per the statutory extension. USDA approved 

P-EBT plans in 20 States for August and September 2020 for an estimated $1.6 billion in benefits.

Emergency Meals to You (eMTY): At the beginning of the COVID-19 pandemic, FNS leveraged a 

cooperative agreement with the Baylor University Collaborative on Hunger and Poverty (BCHP) to 

deliver nutritious, boxed meals to eligible children by mail. eMTY focuses its operations on rural 

areas impacted by COVID-19 school closures where traditional congregate feeding sites may be 

unavailable or hard to reach. At the end of FY20, 38.7 million meals were provided to over 270,000 

participants via the Emergency Meals to You demonstration.

Early Launch of the Summer Meal Site Finder: The Summer Meal Site Finder was published in 

March, six weeks ahead of the scheduled 2020 season launch date in response to school closures 

due to COVID-19. This site assists families in finding where they can go to receive nutritious meals 

during unexpected closures. Through partnerships with schools and community groups operating 

Summer Food Service Program (SFSP), FNS collects data from the states on where and when sites 
93

will be open. This information is voluntarily added to the searchable site finder. Since the start of 

the COVID-19 pandemic, FNS has mapped nearly 87,000 SFSP sites across all 50 states, the District 

of Columbia, and Puerto Rico.

COVID-19 Response – Women, Infants, and Children (WIC): FNS has responded to over 800 State 

agency waiver requests to statutory and regulatory program requirements, to provide the 89 WIC 

State agencies, including Indian Tribal Organizations and U.S. Territories, the flexibilities they need 

to provide assistance to WIC participants during the COVID-19 public health emergency. FNS has 

also provided technical assistance to resolve 200 requests where no waivers were needed. FNS is 

providing ongoing technical assistance to WIC State agencies on existing flexibilities so they can 

address Program needs related to COVID-19. 

COVID-19 Response – Food Distribution: As a result of the nationwide coronavirus pandemic that 

led to increased unemployment, limited access to grocery stores due to State orders, and grocery 

store supply chain issues, FNS processed short-term Disaster Household Distribution (DHD) 

requests, to assist during the emergency, and subsequently worked with the Regions to transition 

States and ITOs back to regular program operations post-initial COVID-19 impact. In total, FNS 

worked to approve DHDs in 22 States and Guam, and 33 Indian Tribal Organizations, plus 

numerous extensions. Over 15 million individuals received over 71 million pounds of nutritious 

USDA Foods.

School Nutrition Training and Technical Assistance: USDA released five (5) technical assistance 

publications that support Child Nutrition Program operators in providing safe and flexible meal 

service to children during the COVID-19 pandemic, as well as a new webpage that highlights 

resources that can be used by program operators, parents, and children to teach and reinforce 

proper handwashing and cleaning practices. In partnership with the Institute of Child Nutrition, 

USDA provided five (5) virtual food safety trainings that reached over 2,450 Child Nutrition 

professionals, conducted seven (7) webinars that reached over 8,300 viewers and promoted safe 

and flexible meal service to children during the COVID-19 pandemic.

Coronavirus Aid, Relief, and Economic Security (CARES Act) and Families First Coronavirus Response 

Act (FFCRA): TEFAP State agencies received $450 million in CARES Act funding and $400 million in 

FFCRA funding in FY 2020. This money has been used to significantly increase food distributions to 

TEFAP distributing agencies. In FDPIR, FNS approved CARES Act Facility Improvement and 

Equipment Upgrade Grants in FY 2020 totaling over $40 million and will offer a bonus food package 

to Food Distribution Program on Indian Reservations (FDPIR) participant for up to 8 months 

beginning in FY 2021. 
94

Key Performance Indicators & Strategic Targets

Strategic Objective 7.2 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21

7.2.1. Percentage of American 

households with consistent, 

dependable access to food

Results 88 88.2 88.9 89.5 N/A

Annual1

Target Baseline 88 87.7 87.9 89 89.2

7.2.2. Percentage of SNAP 

Employment & Training 

participants engaged in 

education and skills-based 

training 

Results 33 25.5* 34.7 N/A

Annual1

Target Baseline 33 35 27.5 35.5 31.5

 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%)

1 Annual calculation based on administrative data. Final data to be available FY21.

*Note: Revisions to the methodology made to improve data quality and accuracy as approved by the USDA Deputy 

Secretary.

Summary Analysis: 

FNS met 2019 targets and is on track to meeting strategic objective 7.2, there has been significant 

work and progress, as demonstrated by the noted achievements and meeting set targets of key 

performance indicators.

Challenges and Risks: 

Challenges include data availability, data quality from States, lag, and antiquated systems for 

reporting, across programs. The on-going public health emergency caused by COVID-19 continues 

to have a significant impact on the provision of SNAP E&T services nationwide. Some E&T 

providers had to suspend or eliminate services due to public health risk factors, while others have 

seen expansions with online services. 

In addition, 60 of the 89 WIC State agencies have implemented statewide EBT. The remaining State 

agencies are responding to necessary schedule changes due to COVID-19 challenges. 

Lead Office: Food and Nutrition Service (FNS) 
95

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

Flexible, Customer-Focused Approaches

Science has established clear linkages between proper diet, 

adequate physical activity, children’s ability to learn, and good 

health. Unfortunately, for too many in the United States, poor 

dietary habits and a lack of physical activity contribute to 

devastating health conditions, including overweight and 

obesity. The Department is committed to working 

collaboratively with other Federal agencies, State partners, and 

other interested stakeholders on a wide array of strategies to 

reduce childhood obesity and improve diets. The Department 

is working to ensure that schools and childcare providers have 

the resources and flexibility to serve top quality, healthy, and 

appealing meals. Through WIC, USDA is encouraging and 

supporting participating mothers to breastfeed their infants by 

strengthening breastfeeding policy and program activities. The 

Supplemental Nutrition Assistance Program (SNAP) is working 

with various partners to increase participants’ access to healthy 

food choices. 

Key Achievements

Published Rule Supporting Simplified Meal Patterns: USDA 

published the proposed rule, Simplifying Meal Service and 

Monitoring Requirements in the National School Lunch and 

School Breakfast Programs in January 2020. The rule includes 

changes to simplify meal patterns and monitoring 

requirements in the National School Lunch and National School 

Breakfast Programs.

Published Rules to Strengthen Program Oversight: Published 

the proposed rule, Streamlining Program Requirements and 

Improving Integrity in the Summer Food Service Program 

(SFSP), in January 2020. The proposed rule codifies statutory 

requirements, policy improvements, and administrative 

flexibilities that are designed to strengthen oversight and 

operational performance in the delivery of important nutrition 

benefits to children in the Summer Food Service Program. 

Farm to School Grants: USDA's Farm to School Grants are an 

important way to help schools, tribes, States, and nonprofit 

organizations as they initiate, expand, and institutionalize farm 

to school efforts. In FY 2020, FNS awarded over $12 million in 

Farm to School Grants to 159 grantees, serving 7,600 schools 

and more than 2.5 million students. FNS also awarded two (2) 

Regional Farm to School Institute Grants, approximately $100,000 each.

CHILD NUTRITION 

COVID-19 RESPONSE 

FNS provided program 

flexibilities in response to 

COVID-19 including over 2,500 

Child Nutrition waivers across 

all State agencies and 

territories, including both 

State-specific waivers and

State election of nationwide 

waivers, making it easier to 

safely serve children meals 

during the COVID-19 

pandemic. Under normal 

circumstances, CN meals must 

be served in a group setting. 

However, during this public 

health emergency, USDA 

waived the group setting meal 

requirement, allowing for 

delivery and parent pick up 

options vital to supporting 

social distancing. In addition, 

FNS provided numerous 

Questions & Answers and held 

calls and webinars with States 

and stakeholders to provide 

important technical assistance 

to program operators.
96

State Administrative Expense (SAE) Funds: FNS extensively revised the process by which States 

apply for reallocated State Administrative Expense (SAE) funds. The new process is intended to 

streamline the request process, eliminate burden for all parties involved, and increase flexibility 

around the use and carryover of SAE funds.

Data Validation Service: FNS pilot-tested a new web-based service to assist States and school 

districts with validating and reporting results from the annual process of verifying student 

eligibility for school meal benefits. The service will reduce burden on States and school districts 

and improve accountability in the verification process, ensuring that program benefits are 

delivered to eligible children.

Professional Child Nutrition Training: In collaboration with the Institute of Child Nutrition, USDA 

provided 248 training opportunities to more than 28,400 Child Nutrition Program operators and 

stakeholders on a variety of training topics, including Basic Culinary Math, Nutrition 101, Financial 

Management, Healthy Cuisine for Kids, Procurement of Foods, Orientation to School Nutrition 

Management, and Child and Adult Care Food Program Meal Pattern Requirements. Moreover, 

USDA’s Team Nutrition staff directly provided 29 training opportunities to more than 15,800 

Program operators and stakeholders on a variety of hot topics in Child Nutrition Programs. 

Altogether, USDA Team Nutrition and the Institute of Child Nutrition reached a combined total of 

over 44,200 Child Nutrition Program operators and stakeholders via 277 training opportunities. 

USDA also released updates to the Professional Standards Training Tracker Tool that included the 

addition of reward badges to motivate school nutrition professionals and make the process of 

completing annual Professional Standards training requirements fun.

Food Buying Guide: USDA’s Team Nutrition released several new enhancements to the Food 

Buying Guide for Child Nutrition Programs (FBG) Interactive Web-based Tool and mobile 

application. The FBG assists Program operators and food manufacturers in purchasing the right 

amount of food to contribute towards Child Nutrition Program meal pattern requirements.

Dietary Guidelines for Americans: USDA, along with our partners at HHS, held the remaining 

Dietary Guidelines Advisory Committee meetings, including an extra meeting for the Committee 

to discuss its draft report publicly a month before it was posted for public comment. An average 

of 1,000 people attended each meeting online and, if available, in person. The 

DietaryGuidelines.gov website, created to increase transparency and public participation, had 

close to 1.2 million-page views (including more than 411,000 unique users) from the site launch 

in February 2019 through September 2020. For the first time ever, USDA and HHS posted 

Committee’s draft protocols/plans for how to conduct its scientific reviews for the public to view 

and submit comments before Committee finalized and began reviews. More than 62,000 public 

comments were received and reviewed over the course of the Committee’s work, compared to 

about 970 during the 2015 Advisory Committee’s review – a 6,000 percent increase. USDA and 

HHS posted the Scientific Report of the 2020 Dietary Guidelines Advisory Committee on 

DietaryGuidelines.gov in July 2020 and opened 30-day period for public comments on the report. 

In the first week after posting it, there were more than 10,000 downloads of sections of the report. 

USDA and HHS also held an oral public comment meeting to hear from nearly 80 commenters; 

more than 660 people joined the online meeting. Over the course of the 30-day public comment 

period, the Departments received more than 38,000 comments.
97

Start Simple with MyPlate: USDA continued the Start Simple with MyPlate campaign including the 

official launch of the Start Simple with MyPlate mobile app in January 2020. The app is designed 

to help consumers incorporate MyPlate into their daily lives by meeting simple food group-related 

goals. Since launch through September 2020, there were a total of 129,000 installations of the app 

from the Apple App Store and Google Play Store. In March 2020, a new in-app challenge feature 

was developed to encourage users to try new goals and stay motivated; currently, challenges are 

available each quarter as well as periodic pop-up challenges.

Additional Team Nutrition Resources: USDA’s Team Nutrition released 35 (18 English and 17 

Spanish) training tools and resources to enhance trainings for CACFP operators on meal pattern 

implementation; two new Offer Versus Serve (OVS) posters to guide students and school nutrition 

professionals in effectively implementing OVS in the School Breakfast Program; and a revised 

version of the publication What You Can Do To Help Prevent Wasted Food, an 8-page booklet for 

school administrators, teachers, school nutrition directors, parents, and students on how to 

reduce food waste at school. USDA’s Team Nutrition also released 96 new recipes for CACFP home 

childcare (3- to 5-year-olds) and adults in CACFP centers. The Team Nutrition website housing 

these tools and resources had almost 1.6 million-page views in FY20.

Direct Certification for Free Meals: USDA continued to provide technical assistance to assist States 

in achieving the mandated 95% benchmark rate for school-aged children in Supplemental 

Nutrition Assistance Program (SNAP) households direct certificated for free school meals in the 

NSLP. For example, USDA assisted the Virgin Islands establish a direct certification system for the

purpose of participation in the NSLP Community Eligibility Program (CEP). Participation in CEP will 

allow all NSLP-participating school children to receive free school meals during SY 2020-2021.

USDA 
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Key Performance Indicators & Strategic Targets

Strategic Objective 7.3 FY 16 FY17 FY 18 FY 19 FY 20 FY 20 

Status FY 21

 7.3.1. Annual percentage of 

eligible children participating in the 

National School Lunch Program 

(NSLP) 

Results 56 58 58 56.5 N/A*

Annual1

Target 59 59 59 59

7.3.2. Annual percentage of eligible 

children participating in the School 

Breakfast Program (SBP) 

Results N/A N/A 30 29.6 N/A*

Annual1

Target 30 30 31 31

 

Met (100% + of Target) Needs Improvement (90%-100% of Target) Not Met (Below 90%)

1 Annual calculation based on administrative data. Final data to be available FY21 Q2.

* Note: Due to unanticipated school closures as a result of the COVID-19 pandemic, the actual 2020 figure is 

impacted due to the changes in meal service levels. Additionally, many schools served non-congregate meals 

through the Summer Food Service Program (SFSP) which is not included in this metric.

Summary Analysis: 

Although 2019 targets were missed by a very small margin, there has been significant work and 

progress by FNS towards meeting objective 7.3 as well as the key performance indicators targets, 

as demonstrated by the noted achievements. The nationwide COVID waiver allowing schools to 

operate SFSP during the school year will impact NLSP/SBP participation in FY20 and FY21.

Challenges and Risks: 

Challenges include data availability, data quality from States, lag, and antiquated systems for 

reporting are present across all programs. The COVID-19 pandemic introduced numerous 

challenges to USDA’s overarching goals and objectives as they relate to ensuring access to safe, 

nutritious food. FNS had to act quickly to exercise new and existing authorities to adapt strict 

program requirements for a wide and ever-evolving set of operational demands at the State and 

local levels. Even with the numerous flexibilities granted by FNS, many program operators found 

it difficult to reach the entirety of the population they served pre-pandemic. In addition, new 

activities, such as additional sanitation procedures and packaging meals for pick-up and/or 

delivering them directly to students, frequently incurred expenses. The COVID-19 pandemic also 

resulted in numerous program activities being delayed or postponed, including events like inperson trainings and conferences, administrative data collection, on-site monitoring activities, and 

collaborative workgroups/partnerships. Such challenges were also pronounced at the State and 

local levels, widely impacting program delivery and enrichment.

Lead Office: Food and Nutrition Service (FNS)

 
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Executive Order 13807:

In 2019 USDA classified and hired a new dedicated permanent position for the

Establishing Discipline and Accountability in the Environmental Review and 

Permitting Process for Infrastructure Projects (2017) Implementation Efforts

In 2019, USDA classified and hired a new dedicated permanent position for the Chief 

Environmental Review and Permitting Officer (CERPO) reporting directly to the Deputy Secretary. 

The CERPO position now includes strategic goals incorporated into performance plans to lead 

department-wide and assist in government-wide efforts to improve the Federal environmental 

review and authorization process for projects. The CERPO Provides guidance for USDA in 

developing regulations, policies and procedures for compliance with the National Environmental 

Policy Act and other environmental laws.

Some specific achievements for USDA in 2020 include:

• Identified and initiated a working group of senior leadership within the USDA 

environmental permitting community to enhance strategic planning and communication 

within the Department.

• Developed an inventory of covered infrastructure projects for USDA pending 

environmental review and authorizations and instituted a dispute resolution policy cleared 

by the White House and OMB to facilitate early remedies of potential delays.

• Initiated and developed a memorandum of understanding with the US Army Corps of 

Engineers to include USDA NRCS as a cooperating agency to authorize changes to the 

Wetlands Reserve Program. Worked with the Permitting Council and OMB to add this 

permit authorization for all upcoming projects.

• Hosted an interagency One Federal Decision policy meeting at USDA chaired by the USDA 

Deputy Secretary and Chairman of CEQ. Strategically set the agenda and brought in 

presenters from the field emphasizing the importance of early project coordination and 

timetable development to highlight areas of policy across the government that needs to 

be enhanced.

 
100

Enterprise Risk Management

In FY20, USDA has taken steps to integrate Enterprise Risk Management (ERM) into its Strategic 

planning, performance review, and budget formulation processes to improve mission delivery, 

reduce costs, and focus corrective actions towards key risks. The Enterprise Risk Management 

Committee, comprised of representatives across all agency mission and mission-support areas,

will address each risk to determine impact, root causes, existing controls as well as any potential 

points of failure, to determine an appropriate risk response. 

USDA identified its Top 10 Enterprise Risks as follows:

(in order from highest to lowest):

Risk Risk Statement

1. People

If USDA does not hire, train, develop and retain a qualified workforce, 

USDA’s workforce will not have the skillset required to meet its mission 

of the future.

2. Information 

Technology

If USDA is unable to properly implement, maintain, modernize and 

protect its information technology systems to meet a diverse range of 

programs, USDA will be unable to meet its customer needs and 

programmatic/management requirements.

3. Work 

Environment

If USDA does not provide a positive and respectful work environment that 

addresses employee and customer safety and health, USDA services and 

resources could be diverted, delayed or suspended, the Department's 

reputation will be compromised, and USDA will be unable to attract and 

maintain the most qualified workforce.

4. Capital 

Planning and 

Infrastructure

If USDA does not address capital planning, maintenance, crypto and 

physical security, asset management and biosafety needs, key services 

and objectives provided at and by USDA and partners could be disrupted, 

delayed or suspended.

5. Credibility of 

Scientific 

Research, 

Analysis and 

Findings

If USDA is unable to maintain the integrity, credibility and transparency of 

its research findings, it risks public acceptance of its research capability, 

market information, findings, and recommendations which will delay key 

improvements with sustainable intensification, climate adaptation, and 

other key programs supporting U.S. producers, industry and consumers.

 
101

Risk Risk Statement

6. Policy and 

Operational 

Effectiveness

If USDA is unable to execute policy and operational initiatives without 

succumbing to external or internal stakeholder pressure, then USDA’s 

effectiveness will be diminished.

7. Customer 

Experience

If USDA does not consistently perform user research and embed databased, continuous customer-feedback loops into strategy, USDA will be at 

risk for building programs and policies that are not addressing the right 

problems for USDA customers and our services will remain outpaced by 

evolving customer needs.

8. Data-Driven 

Decision 

Making

If USDA does not implement effective data governance, have enterprisewide agreed upon data, create mission area data leadership to leverage its 

data as a strategic asset, and practically integrate data into strategic 

planning decisions, USDA will be unable to use resources efficiently, 

maximize the impact of citizen-facing programs, or provide the public and 

private industry as well as internal customers with easy access to data that 

can solve public problems and drive commercial innovation.

9. Program 

Integrity, 

Oversight 

and 

Evidence

If USDA is unable to correctly manage and monitor federal funds including 

grants, agreements, and contracts and incorporate evidence into 

programmatic decisions, USDA’s program integrity would be discredited, 

and taxpayer resources may not be used in the most efficient and effective 

manner possible for their intended purpose.

10. Aligning and 

Planning 

Resources to 

Real Time

If USDA does not develop an enterprise-wide financial system as well as 

tools and training for budget execution, budgetary lifecycle planning and 

multi-year investments that meet the needs of a diverse portfolio, USDA 

will not be able to make real time and agile decisions, align resources, and 

capitalize on opportunities. 
102

APPENDIX

Summary by Strategic Objective

KPI # Key Performance Indicator Description Status

1.1.1 Reduce number of Tier 1 data centers across the Department Met

1.4.1 Reduce the Department’s overall real property footprint through 

effective disposal and consolidation efforts (Million Square Feet). Met

1.4.2 Reduce and Cap the Department’s total number of fleet vehicles Not Met

2.1.1 The annual normalized value of risk protection provided to agricultural 

producers through the Federal Crop Insurance program Met

2.1.2 Average number of days to process direct loans Needs 

Improvement

2.1.3 Percentage of direct and guaranteed loan borrowers who are beginning 

farmers

Needs 

Improvement

2.1.4 First installment delinquency rate on direct loans Not Met

2.1.5 Direct loan delinquency rate Met

2.2.1 Meat livestock: Percentage of graders’ time through customer billings. Not Met

2.2.2 Poultry livestock: % of graders’ time through customer billings. Needs 

Improvement

2.3.1

Animal Health--Number of hours it takes to mobilize resources once it is 

determined that a Federal emergency response is needed to manage an 

agricultural outbreak

Met

2.3.2 Plant Health--Percent of high-risk plant pests for which early detection 

surveys are conducted (annual measure) Met

3.1.1 Value of agricultural exports resulting from participation in foreign foods 

and agricultural trade shows and trade missions ($ Billion) Not Met

3.2.1

Value of trade preserved through resolution of foreign market access 

issues such as US export detainment, restrictive SPS and TBT issues, and 

trade regulations ($ Billion)

Met

4.1.1 Health Facilities: Percent of customers who are provided access to new 

and/or improved essential community facilities Met

4.1.2 Number of borrowers’ subscribers receiving new and/or improved 

telecommunication services (thousand) Not Met

4.1.3 Percent of RD commercial/infrastructure investments that leverage nonFederal funding Not Met

4.1.4 Percent of RD assistance that went to distressed communities Needs 

Improvement

5.1.1 Contract Implementation Ratio Met
103

5.1.2 Practice implementation rate Not Met

5.2.1 Cropland with conservation applied to improve soil quality (Million Acres) 

- EQIP

Met

5.2.2 Cropland with conservation applied to improve soil quality (Million Acres) 

- CTA

Met

5.2.3 Tons of sediment prevented from leaving cropland and entering 

waterbodies (Million Tons) Met

5.3.1 Acreage enrolled in Conservation Reserve Program (CRP) riparian and 

grass buffers (Cumulative, Million Acres)

Needs 

Improvement

5.3.2 Working lands protected by conservation easements (Thousand Acres). Met

5.3.3 Restored wetland acreage (million acres) Needs 

Improvement

6.1.1 Percent of customers satisfied with recreation facilities, services, and 

settings on National Forests Met

6.2.1 Timber volume sold (Billion Board feet) Not Met

6.3.1 Annual acreage of NFS lands where final treatment effectively mitigated 

wildfire risk (million acres, annually) Not Met

6.3.2 Annual acreage treated to reduce or maintain fuel conditions on NFS and 

non-federal lands (million acres, annually) Not Met

7.1.1 Percentage of establishments that meet pathogen reduction 

performance standards

Needs 

Improvement

7.1.2 Percentage of establishments whose noncompliance rate decreases 120 

days after receiving early warning alert Met

7.2.1 Percentage of American households with consistent, dependable access 

to food

Not Available 

(Annual)

7.2.2 Percentage of SNAP Employment & Training participants engaged in 

education and skills-based training 

Not Available 

(Annual)

7.3.1 Annual percentage of eligible children participating in the National 

School Lunch Program (NSLP)

Not Available 

(Annual)

7.3.2 Annual percentage of eligible children participating in the School 

Breakfast Program (SBP)

Not Available 

(Annual)
104

Acronyms

AMS Agricultural Marketing Service

APHIS Animal and Plant Health Inspection Service

APR Annual Performance Report

ARS Agricultural Research Service

CN Child Nutrition

CRP Conservation Reserve Program

CREP Conservation Reserve Enhancement Program

CTA Conservation Technical Assistance

CX Customer Experience

DA Departmental Administration

DACOI Data Center Optimization Initiative

DOI Department of Interior

E&T Employment and training

EQIP Environmental Quality Incentive Program

ERM Enterprise Risk Management

ERS Economic Research Service

FAS Foreign Agriculture Service

FNS Food and Nutrition Service

FPAC Farm Production and Conservation

FS Forest Service

FSA Farm Service Agency

FSIS Food Safety and Inspection Service

GPRA Government Performance and Results Act

GWCC George Washington Carver Center

KPI Key Performance Indicator

MRP Marketing and Regulatory Programs

NCR National Capital Region

NEF Nonrecurring Expense Fund

NEPA National Environmental Policy Act

NFS National Forest System

NIFA National Institute of Food and Agriculture

NM New Measure

NRCS Natural Resources Conservation Service

NSLP National School Lunch Program

OCS Office of the Chief Scientist

RBS Rural Business-Cooperative Service

RD Rural Development

REE Research, Education, and Economics

RHS Rural Housing Service

RMA Risk Management Agency

RPEP Real Property Efficiency 

RUS Rural Utilities Service

SBP School Breakfast Program

SNAP Supplemental Nutrition Assistance Program

TEFAP The Emergency Food Assistance Program

TFAA Trade and Foreign Agricultural Affairs

USDA U.S. Department of Agriculture

WIC Special Supplemental Nutrition Program for Women, Infants, and Children