FY 2023

PERFORMANCE 

PLAN

U.S. Department of 

Agriculture
U.S. Department of Agriculture – FY 2023 Performance Plan

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Table of Contents

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

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

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

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

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

USDA 2022 – 2026 Strategic Goals and Objectives ....................................................................4

Agency Priority Goals..............................................................................................................5

Goal 1: Combat Climate Change to Support America’s Working Lands, Natural Resources and

Communities...............................................................................................................7

Objective 1.1: Use Climate-Smart Management and Sound Science to Enhance the Health and

Productivity of Agricultural Lands ............................................................................................7

Objective 1.2: Lead Efforts to Adapt to the Consequences of Climate Change in Agriculture and

Forestry ...............................................................................................................................10

Objective 1.3: Restore, Protect, and Conserve Watersheds to Ensure Clean, Abundant, and

Continuous Provision of Water Resources ..............................................................................11

Objective 1.4: Increase Carbon Sequestration, Reduce Greenhouse Gas Emissions, and Create

Economic Opportunities (and Develop Low-Carbon Energy Solutions).......................................13

Goal 2: Ensure America’s Agricultural System is Equitable, Resilient, and Prosperous .............. 16

Objective 2.1: Protect Plant and Animal Health by Minimizing Major Diseases, Pests, and Wildlife

Conflicts ..............................................................................................................................16

Objective 2.2: Build Resilient Food Systems, Infrastructure, and Supply Chain............................17

Objective 2.3: Foster Agricultural Innovation ..........................................................................18

Goal 3: Foster an Equitable and Competitive Marketplace for All Agricultural Producers......... 20

Objective 3.1: Foster Sustainable Economic Growth by Promoting Innovation, Building Resilience

to Climate Change, and Expanding Renewable Energy..............................................................20

Objective 3.2: Expand Markets for Emerging Technologies, Sustainable Products, and Novel

Products...............................................................................................................................22

Objective 3.3: Expand All Producers’ Access to Global Markets Through Negotiation and

Enforcement of Trade Agreements........................................................................................23

Objective 3.4: Expand International Marketing Opportunities and Build Demand in Developing

Countries Through Delivery of Technical Assistance and Capacity Building................................24

Goal 4: Make Safe, Nutritious Food Available to All Americans ............................................ 25
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Objective 4.1: Increase Food Security Through Assistance and Access to Nutritious and

Affordable Food ....................................................................................................................25

Objective 4.2: Encourage Healthy Dietary Choices through Data-Driven, Flexible, CustomerFocused Approaches .............................................................................................................26

Objective 4.3: Prevent Foodborne Illness and Protect Public Health ..........................................28

Goal 5: Expand Opportunities for Economic Development and Improve Quality of Life in Rural

and Tribal Communities ........................................................................................... 30

Objective 5.1: Improve Rural and Tribal Community Infrastructure, Including Affordable EConnectivity, Cornerstone Community Facilities, Sustainable and Reliable Power, and Clean and

Safe Water and Sewer Systems.............................................................................................30

Objective 5.2: Boost the Financial Security of Rural and Tribal Communities through Access to

Affordable Housing ...............................................................................................................31

Objective 5.3: Increase Capacity, Sustainability, and Economic Vitality in Rural and Tribal

Communities ........................................................................................................................32

Objective 5.4: Promote Environmental Justice by Maximizing Sustainable and Green Economic

Development in Rural and Tribal Communities.......................................................................33

Goal 6: Attract, Inspire, and Retain an Engaged and Motivated Workforce that's Proud to

Represent USDA ....................................................................................................... 35

Objective 6.1: Foster a Culture of Civil Rights, Diversity, Equity, Inclusion, Accessibility,

Transparency, and Accountability ..........................................................................................35

Objective 6.2: Establish a Customer-Centric, Inclusive, High-Performing Workforce that is

Representative of America and the Communities We Serve ....................................................36

Objective 6.3: Promote USDA Operational Excellence Through Better Use of Technology and

Shared Solutions...................................................................................................................38

Acronyms and Abbreviations ......................................................................................... 40
U.S. Department of Agriculture – FY 2023 Performance Plan

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About the U.S. Department of Agriculture

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

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

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

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

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

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

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

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

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

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

Mission, Vision, and Core Values

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

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

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

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

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

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

USDA Core Values

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

dignity of every individual.

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

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

starting with our workforce.

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

utmost integrity in everything we do as public servants.

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

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

significantly and positively impacts the lives of all Americans.

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

timely, relevant, and free from political interference.

Cross-Agency Collaboration and Partnerships

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

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

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

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

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

the public.
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Organization of the Department

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

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

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

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

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

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

in rural America.
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Introduction

This publication summarizes plans for fiscal year (FY) 2022 Performance for the U.S. Department 

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

unless otherwise noted, show baselines and target levels for FYs 2021 and 2022. Performance goals 

reflect performance levels at ongoing funding levels and do not include the effect of supplemental 

appropriations. Performance target levels are estimates and subject to change.

In accordance with the Government Performance and Results Act of 1993, as amended by the 

GPRA Modernization Act of 2010 (GPRAMA), USDA is pleased to present the Fiscal Year (FY) 2023 

Annual Performance Plan. The Annual Performance Plan provides an overview of the Department’s 

strategic goals and objectives included in the FY 2022 – 2026 Strategic Plan and the performance 

goals and indicators associated with those goals and objectives. A limited number of these 

performance goals are designated as Agency Priority Goals (APGs).

The Office of Budget and Program Analysis leads the Department in Performance, Evaluation, 

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

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

Administration are represented in both committees, which are comprised of individuals from 

different backgrounds throughout USDA, as well as key evaluation partners, the Chief Data Officer, 

and the Statistical Official. These different perspectives and expertise facilitate buy-in across the 

Department, augment technical expertise, and create a greater diversity of perspectives. 

Partnership with the Chief Data Officer and Statistical Official provides greater insight and 

advisement on data access, data quality and statistical methods.

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

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

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

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

fundamental to the FY 2023 Annual Performance Plan:

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

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

take to advance its mission.

• Strategic Objective: This plan’s strategic objectives are the primary unit for strategic analysis 

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

Department is trying to achieve.

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

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

indicators.

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

Objective progress.

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

appropriate level for future performance targets.
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FY 2022 – 2026 Strategic Goals and Objectives

The USDA FY 2022 – 2026 Strategic Plan will guide the work of USDA over the next four years to 

ensure that the Department’s 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, the Department has established six strategic goals for FYs 2022 to 2026. These 

strategic goals outline key priorities and strategies and the objectives the Department will use to 

achieve them.

Strategic Goal 1: Combat Climate Change to Support America’s Working Lands, Natural 

Resources, and Communities

Objective 1.1 Use Climate-Smart Management and Sound Science to Enhance the Health and 

Productivity of Agricultural Lands

Objective 1.2 Lead Efforts to Adapt to the Consequences of Climate Change in Agriculture and 

Forestry

Objective 1.3 Restore, Protect, and Conserve Watersheds to Ensure Clean, Abundant, and 

Continuous Provision of Water Resources

Objective 1.4 Increase Carbon Sequestration, Reduce Greenhouse Gas Emissions, and Create 

Economic Opportunities (and Develop Low-Carbon Energy Solutions)

Strategic Goal 2: Ensure America’s Agricultural System is Equitable, Resilient, and Prosperous

Objective 2.1 Protect Plant and Animal Health by Minimizing Major Diseases, Pests, and 

Wildlife Conflicts

Objective 2.2 Build Resilient Food Systems, Infrastructure, and Supply Chain

Objective 2.3 Foster Agricultural Innovation

Strategic Goal 3: Foster an Equitable and Competitive Marketplace for All Agricultural 

Producers

Objective 3.1 Foster Sustainable Economic Growth by Promoting Innovation, Building

Resilience to Climate Change, and Expanding Renewable Energy

Objective 3.2 Expand Markets for Emerging Technologies, Sustainable Products, and Novel

Products

Objective 3.3

Strategic Goal 4: Make Safe, Nutritious Food Available to All Americans

Objective 4.1 Increase Food Security Through Assistance and Access to Nutritious and 

Affordable Food
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Objective 4.2

Objective 4.3 Prevent Foodborne Illness and Protect Public Health

Strategic Goal 5: Expand Opportunities for Economic Development and Improve Quality of Life 

in Rural and Tribal Communities

Objective 5.1 Improve Rural and Tribal Community Infrastructure, Including Affordable EConnectivity, Cornerstone Community Facilities, Sustainable and Reliable Power, 

and Clean and Safe Water and Sewer Systems

Objective 5.2 Boost the Financial Security of Rural and Tribal Communities Through Access to 

Affordable Housing

Objective 5.3 Increase Capacity, Sustainability, and Economic Vitality in Rural and Tribal 

Communities

Objective 5.4 Promote Environmental Justice by Maximizing Sustainable and Green Economic 

Development in Rural and Tribal Communities

Strategic Goal 6: Attract, Inspire, and Retain an Engaged and Motivated Workforce that’s Proud 

to Represent USDA

Objective 6.1 Foster a Culture of Civil Rights, Diversity, Equity, Inclusion, Accessibility, 

Transparency, and Accountability

Objective 6.2 Establish a Customer-Centric, Inclusive, High-Performing Workforce that is 

Representative of America and the Communities We Serve

Objective 6.3 Promote USDA Operational Excellence Through Better Use of Technology and 

Shared Solutions

Agency Priority Goals

USDA has identified three APGs for the FY 2022 – 2023 cycle:

Ensure all Americans have reliable access to high-speed, affordable broadband: By September 30, 

2023, the Departments of Agriculture and Commerce will expand affordable and reliable access to 

broadband service by funding projects, which, when completed, will provide at least 550,000 

households with reliable and affordable access to high quality internet service. This will be achieved 

through investment in broadband infrastructure and related activities, accompanied by outreach 

and technical assistance, in coordination with applicable Federal agencies, to promote American 

household accessibility to affordable, reliable, high-speed internet service.

Enhance customer experience and improve trust: Enhance the customer experience of USDA’s 

high impact services by listening and learning to USDA’s diverse customer base – including farmers, 

scientists, children, families, ranchers, foresters, and state governments – to create a consistent and 

comprehensive Department wide view of the public’s trust. By September 2023, USDA will equip
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the High Impact Service Providers and their workforce with the resources necessary to establish 

innovative and human-centered solutions.

Monitor Antimicrobial Resistance in Animal Health Pathogens through the National Animal 

Health Laboratory Network: Establish a surveillance program within the National Animal Health 

Laboratory Network to monitor antimicrobial resistance profiles in animal pathogen to enhance the 

Nation’s early detection of, response to, and recovery from animal health emergencies. By 

September 2023, USDA will establish a long-term antimicrobial resistance surveillance program 

with at least 30 laboratories participating annually. 

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

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

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

http://www.performance.gov/.

Cross-Agency Priority Goals

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

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

toward those goals, where applicable.

Lower-Priority Program Activities

The President’s Budget identifies lower-priority program activities where applicable, as required 

under GPRAMA. The public can access the volume at https://www.whitehouse.gov/omb/budget.
U.S. Department of Agriculture – FY 2023 Performance Plan

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Goal 1: Combat Climate Change to Support America’s 

Working Lands, Natural Resources and Communities

Climate change poses a significant risk to agriculture, forests, and grasslands across the United 

States and the communities that support and depend on them. Now is the time to act. Our 

agricultural lands, National forests, and private working lands require conservation and restoration 

efforts to strengthen their resilience to drought, invasive species, and wildfire. The Department 

must lead with investments in science, research, and climate-smart solutions. These investments 

will mitigate the impacts of climate change, increase adaptation to climate change, generate new 

income opportunities, and build generational wealth in disadvantaged communities.

Agriculture can lead the fight against climate change through climate-smart agriculture, forestry, 

and renewable energy practices that sequester carbon, reduce emissions, improve adaptation, 

and provide new market opportunities for all producers. USDA is working to develop and 

implement a comprehensive, climate-smart strategy centered on voluntary incentives and meeting 

the needs of diverse producers, landowners, and communities. Our approach includes significant 

investments in resources for all producers and landowners and provides a host of new tools to 

deploy important conservation practices and the research essential to inform them.

Objective 1.1: Use Climate-Smart Management and Sound Science to Enhance the 

Health and Productivity of Agricultural Lands

USDA is developing and implementing a comprehensive strategy to incentivize climate-smart 

decision-making by all agricultural and forest producers, landowners, and communities. The 

Department will build on its progress to integrate climate change adaptation and mitigation into 

programs and services as we work to support farmers; ranchers; forest landowners; partners; and 

urban, rural, and Tribal communities in tackling climate change. By increasing the sustainability of 

our forests, rangelands, and crop and livestock systems through the deployment of climate-smart 

and environmentally smart management, we will see improvements in the condition of these 

resources, the development of healthy ecosystems, and vibrant, resilient communities.

NATURAL RESOURCES CONSERVATION SERVICE

Baseline FY 22

Target

FY 23

Target

Soil Health 

Management 

System

Cropland with Applied Soil Health 

Management System Practices 

(Thousands of Acres)

225 225 225

Soil Quality –

Environmental 

Quality Incentives 

Program

Cropland on Which at Least One 

Conservation Practice was Applied to 

Improve Soil Quality Under the 

Environmental Quality Incentives 

Program (Millions of Acres)

3.4 3.4 3.4

Soil Quality 

Conservation 

Technical 

Assistance

Cropland with Conservation Applied to 

Improve Soil Quality through 

Conservation Technical Assistance 

(Millions of Acres)

6 6 6
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Conservation 

Easements

Working Lands Protected by 

Conservation Easements 

(Thousands of Acres)

163 163 163

Plans for Progress

The Natural Resources Conservation Service (NRCS) will link and address rural, Tribal, and urban 

community resource concerns and focus resources on the most critical areas of need to maximize 

conservation impact and allow all producers to be natural resource stewards.

Soil Health Management System: This performance indicator measures the sum of units of cropland 

that have the minimum required conservation practice standards for soil health management 

treatment applied with conservation program assistance during the fiscal year. The required 

minimum practices are cover crops, reduced or no-till, and conservation crop rotations.

Soil Quality – Environmental Quality Incentives Program: Data for this performance indicator come 

from the National Practices Applied Database. NRCS uses this indicator as a National-level 

indicator of the Agency’s work on soil quality.

Soil Quality – Conservation Technical Assistance: This performance indicator and target are being reevaluated by leadership and subject matter experts. The FY 2021 target was not achieved primarily 

due to the implementation of the new Conservation Assessment and Ranking Tool, resulting in 

fewer unfunded practices being implemented through Conservation Technical Assistance and, as a 

result, fewer acres being reported under this performance indicator.

Conservation Easements: The Data Services Branch of the Easement Programs Division provided 

easement numbers. This performance indicator reflects the total acres within easements that have 

a closing date within the fiscal year. Large acreage easements take more time to prepare and close; 

therefore, most conservation easements acreage is recorded in the third and fourth quarters of the 

year. There is less acreage than in previous years, possibly due to the effects of COVID-19 on the 

previous fiscal year.

FARM SERVICE AGENCY

Baseline FY 22

Target

FY 23

Target

Conservation 

Reserve Program 

Enrollment

Acreage Enrolled in Conservation 

Reserve Program Riparian and Grass 

Buffers (Millions of Acres)

1.46 1.56 1.61

Plans for Progress

The Farm Service Agency (FSA) will support the Department’s climate objectives by removing land 

from annual production and establishing conservation cover for, at a minimum, the life of the 

contract. In general, Conservation Reserve Program practices increase carbon sequestration, 

reduce greenhouse gas emissions, and otherwise are climate-smart practices. By enrolling more 

acreage in the program, FSA further protects and improves water quality, which builds agricultural 

resiliency.

FOREST SERVICE
U.S. Department of Agriculture – FY 2023 Performance Plan

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Baseline FY 22

Target

FY 23

Target

Terrestrial 

Condition 

Assessment

Percentage of National Forest System 

Landscape Ecosystems Improved, 

Maintained, or Covering Due to 

Management Actions

33% 35% 38%

Plans for Progress

The Forest Service recognizes the benefits of productive and resilient landscapes and their 

enduring role in the sustainable management of critical fire-prone ecosystems and vulnerable 

municipal watersheds. The increased level of fire and fuels management activities planned for FY 

2023 will restore and maintain conditions conducive to more natural and manageable fire behavior, 

while simultaneously improving the integrity and sustainability of landscape ecosystems. Forest 

and range management activities will improve landscape sustainability by restoring natural, welladapted plant communities and improving soil conditions in the face of drought. Optimal 

performance and outcomes will require comprehensive strategic and tactical planning, as well as 

enhanced on-the-ground capacity.

Management activities can contribute to the health and integrity of landscape ecosystems. The 

Terrestrial Condition Assessment performance indicator provides a yearly measure of ecological 

outcomes. Performance measured by this indicator improves with implementation and completion 

of effective management activities of sufficient size and distribution concentrated on targeted 

landscape ecosystems defined by the Terrestrial Condition Assessment.

OFFICE OF THE CHIEF ECONOMIST

Baseline FY 22

Target

FY 23

Target

Climate Outreach 

and Education

Number of Stakeholders Supported 

through Climate Hubs CapacityBuilding Activities24,773 2.5%

increase

5%

increase

N/A: Not available

Plans for Progress

The USDA Climate Hubs are a unique cross-Agency program that connects climate science to 

management, linking USDA’s research and program Agencies to enhance climate-smart 

management with science-based information and technologies. The Hubs leverage USDA’s 

investments and promote climate-smart practices among the Department’s customers and 

stakeholders through innovative outreach and extension efforts. The Office of the Chief Economist 

hosts the Climate Hubs Executive Secretariat and will coordinate with the USDA Agricultural 

Research Service, Forest Service, and NRCS to fully support this objective through stakeholder 

engagement, outreach, and education.
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Objective 1.2: Lead Efforts to Adapt to the Consequences of Climate Change in 

Agriculture and Forestry

All farmers, ranchers, and forest landowners are on the front lines of climate change, facing changes 

in temperature and precipitation patterns and more frequent and intense events such as floods, 

drought, hurricanes, and wildfires. More than ever, their planning efforts and decision-making need 

to account for the impacts of climate change. Climate adaptation on the part of USDA will ensure 

that climate change thinking is integrated throughout USDA’s mission, programs, operations, and 

management. USDA will continue to be a leader in the delivery of climate-smart science, research, 

and conservation practices, including through the USDA Climate Hubs.

USDA manages about 20% of the Nation’s forests and nearly 10% of the Nation’s rangelands. These 

forests and grasslands are essential to the environmental, economic, and social well-being of the 

country. However, these lands are suffering increasingly adverse impacts from severe wildfires, 

insect and disease infestations, human influences, and extreme weather events, inhibiting their 

ability to provide and sustain critical natural resources and recreation opportunities for the public. 

USDA’s ongoing objective is to improve forest and grassland conditions to make them more 

resilient to extreme events; share stewardship responsibilities with neighboring private 

landowners, Tribes, and governments; be responsive to public needs; and ensure they are 

sustainable, healthy, and productive so future generations can continue to use and enjoy them.

FOREST SERVICE

Baseline FY 22

Target

FY 23

Target

Forest Legacy 

Program

Private Forest Acres Protected 

Through the Forest Legacy Program 69,000 69,000 64,000

Wildfire Risk 

Reduction

Number of High-Priority Areas Where 

Treatments Have Occurred to Reduce 

Wildfire Risk to Communities (Number 

of Firesheds Annually)*

0 3 3

Hazardous Fuels 

Reduction

Acreage Treated to Reduce or Maintain 

Fuel Conditions on National Forest 

System and Non-Federal Lands (Million 

Acres, Annually)

3.6 3.7 3.8

Final Acreage 

Treatment

Acreage of National Forest System 

Lands Where Final Treatment 

Effectively Mitigates Wildfire Risk 

(Million Acres, Annually)

1.2 1.4 1.6

Timber Volume Timber Volume Sold (Billion Board 

Feet) 2.8 3.4 3.4

* Fireshed is a term similar to watershed. It refers to a geographic region with a similar risk of wildfire to adjacent 

communities. Reducing hazardous fuels within parts of the fireshed may reduce the overall risk to the adjacent 

community.
U.S. Department of Agriculture – FY 2023 Performance Plan

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Plans for Progress

The Forest Service uses several programs to treat hazardous fuels on Federal lands and across 

boundaries on State lands, address the effects of climate change, and promote economic 

opportunities through timber sales. The Agency’s accomplishments towards treating hazardous 

fuels and conserving environmentally important forests continue to progress; with near-term 

increase in pace and scale made possible with funds provided by the Bipartisan Infrastructure Law. 

The Agency continues to follow COVID-19 protocols to ensure employee, partner, and contractor 

safety while allowing work to continue on the ground.

Forest Legacy Program: To address the effects of climate change, the Forest Legacy Program

prioritizes projects for funding that contain attributes such as landscape connectivity, forest health, 

soil productivity, water resources, and wildlife habitats that mitigate and build resilience to climate 

change. In FY 2023, the Agency projects that the Forest Legacy Program will permanently conserve 

64,000 acres of environmentally important forests.

Wildfire Risk Reduction: Using the Agency’s budget allocation, the Forest Service will demonstrate 

that it is treating within identified priority firesheds. In FY 2022, the Forest Service will use the 

spatial data from all hazardous fuels treatments to identify the number of acres treated and which 

priority firesheds are treated. The Agency will work to treat three firesheds to a level that will 

reduce wildfire risk to communities.

Hazardous Fuel Reduction: The Forest Service continues to treat hazardous fuels on Federal lands 

and across boundaries on State lands with an ambitious target for this indicator at the upper range 

of the Agency’s capacity to complete. Agency scientists continue to conduct research and refine 

science-based decision support tools to inform choices about hazardous fuel treatment locations 

that will maximize wildfire risk reduction.

Final Acreage Treatment: The Forest Service continues to complete hazardous fuels treatments that 

will mitigate wildfire risk on identified acres. This accomplishment reflects tremendous effort, as 

most landscapes require multiple treatments to reach the desired condition where wildfire risk is 

reduced. The target for this indicator is at the upper range of the Agency’s capacity to complete.

Timber Volume: The Forest Service is aligning the FY 2023 target for this indicator of 3.4 billion 

board feet to better deliver timber output while also meeting additional objectives. This is a 

reduction from the target stated in the FY 2022 Annual Performance Plan of four billion board feet; 

however, at the current pace, a reduced target is more realistic and allows the Agency to focus on 

areas in the country conducting restoration, rehabilitation, reforestation, and inventory activities 

on landscapes impacted by the 2021 wildfires. Increased funding in FY 2022 will drive more 

integration with the hazardous fuels program, allowing the Agency to manage the treatment of 

forest resources better. The Forest Service will continue to follow COVID-19 protocols to ensure 

employee, partner, and contractor safety while allowing for continued timber sale preparation. The 

Agency will also continue its efforts to identify reasons for and solutions to issues around timber 

sale no-bids.

Objective 1.3: Restore, Protect, and Conserve Watersheds to Ensure Clean, Abundant, 

and Continuous Provision of Water Resources

The Nation’s forests and grasslands that provide clean and available water are a fundamental part 

of the American landscape and legacy that the Forest Service holds in trust for future and present
U.S. Department of Agriculture – FY 2023 Performance Plan

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generations. These lands, along with the millions of acres of well-managed, privately held forests 

and grasslands, provide clean air and water, forest and rangeland products, mineral and energy 

resources, jobs, and quality habitat for fish and wildlife. Productive agricultural landscapes, 

including clean and available water, healthy wetlands, streams and rivers, and abundant fish and 

wildlife, underlie robust tourism and recreational activities.

NATURAL RESOURCES CONSERVATION SERVICE

Baseline FY 22

Target

FY 23

Target

Cropland Sediment

Tons of Sediment Prevented from 

Leaving Cropland and Entering Water 

Bodies (Million Tons)

6 6 6

Plans for Progress

The Conservation Effects Assessment Lab provides data from the National Practices Applied 

Database for this performance indicator. Progress for sediment retained exceeds expectations for 

this indicator.

FARM SERVICE AGENCY

Baseline FY 22

Target

FY 23

Target

Grassed 

Waterways Acres

Total National Acres in Grassed 

Waterways (Millions of Acres) 0.11 0.11 0.12

Contour Grass 

Strips Acres

Total National Acres in Contour Grass 

Strips, Contour Grass Strips in 

Terraces, and Prairie Strips (Millions of 

Acres)

0.062 0.062 0.073

Wetland Acreage Acreage of Restored Wetlands 

(Millions of Acres) 2.34 2.64 2.76

Plans for Progress

FSA supports the Department’s climate objectives by removing land from annual production and 

establishing conservation cover for, at a minimum, the life of the contract. In general, Conservation 

Reserve Program practices increase carbon sequestration, reduce greenhouse gas emissions, and 

otherwise are climate-smart practices. By increase the number of acres in grassed waterways, 

contour grass strips, and wetlands, FSA further protects and improves water quality, which builds 

agricultural resiliency.
U.S. Department of Agriculture – FY 2023 Performance Plan

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FOREST SERVICE

Baseline FY 22

Target

FY 23

Target

Watershed 

Restoration

Number of Watersheds Moved to 

Improved Condition Class or Sustained 

in Condition Class 1

12 15 16

Plans for Progress

Watersheds on the National forests and grasslands collect, filter, and convey abundant and highquality water for aquatic habitats and community use. Assessments of National forest and 

grassland watershed conditions rate 47% as either “functioning at risk” or “impaired function.” To 

improve watershed conditions and increase climate change resiliency, these watersheds require 

substantial restoration work in areas of aquatic and riparian enhancement, hazardous fuels 

reduction, range and forest vegetation improvement, recreation and trails improvement, road 

decommissioning and improvement, and soils enhancement. Using a mix of funding, the Forest 

Service will complete essential projects outlined in the Watershed Condition Framework

Watershed Restoration Action Plans to move 54% of National Forest System watersheds to a 

“functioning properly” condition by 2026.

Forest Service units will complete essential Watershed Restoration Action Plan projects to move 

watersheds to an improved condition or maintain in Condition Class 1. Units will accomplish this 

important work using base-level funding and appropriate markups. Increased funding will enable 

the Agency to plan and implement additional essential projects, resulting in an increased number of 

watersheds rated as “functioning properly.”

Objective 1.4: Increase Carbon Sequestration, Reduce Greenhouse Gas Emissions, and 

Create Economic Opportunities (and Develop Low-Carbon Energy Solutions)

The Biden-Harris Administration has called for a whole-of-government approach to achieving netzero greenhouse gas emissions by 2050, and USDA has a critical role to play to avoid the worst 

impacts of climate change. The Department will leverage its partnerships with agriculture, forestry, 

rural communities, Tribes, cooperatives, and businesses to reduce greenhouse gas emissions in 

agriculture, sequester forest carbon, decarbonize rural electricity, and invest in renewable fuels 

production and renewable electricity generation.

Based on the best available science and strategies, increasing carbon sequestration and reducing 

greenhouse gas emissions will contribute to a lower National emissions footprint. USDA will 

continue to analyze the economic costs and benefits of these conservation practices during 

implementation.
U.S. Department of Agriculture – FY 2023 Performance Plan

14

NATURAL RESOURCES CONSERVATION SERVICE

Baseline FY 22

Target

FY 23

Target

Contract 

Implementation 

Ratio

Percentage of Items in a Contract that 

are Certified During the Life of a 

Contract

87% 87% 87%

Practice 

Implementation 

Rate

Percentage of Timeliness of Practice 

Certifications or Timely Modification 

of Past Scheduled Practices to Reflect 

a New Future Schedule Date

53% 53% 53%

Plans for Progress

Contract Implementation Ratio: A contract implementation ratio is the percentage of items in a 

contract that are certified during the life of the contract. The ratio is computed for each individual 

contract as the percentage of practices applied out of total practices agreed to upon obligation. The 

ratio is calculated for each individual contract using the third-year contract implementation ratio. 

NRCS has been meeting its target of 87% for the past several years.

Practice Implementation Rate: Practice implementation rate targets are based on FY 2018 and FY 

2019 data and are 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. The numerator is a count of all practices certified within the 

target quarter, while the denominator is a count of all practices that are expected to have been 

certified as of a given end of quarter.

OFFICE OF PROPERTY AND ENVIRONMENTAL MANAGEMENT

Baseline FY 22

Target

FY 23

Target

Greenhouse Gas 

Reduction

Percent Change in Scope 1 and Scope 2 

Greenhouse Gas Emissions (Metric 

Tons of Carbon Dioxide Equivalent)*

482,097 1%

decrease

1%

decrease

Fleet and Inventory 

Reduction

Total Number of Departmental Fleet 

Vehicles 37,100 N/A 36,514

N/A: Not available

* Baseline and targets are preliminary and subject to change based on White House policy direction.

Plans for Progress

Greenhouse Gas Reduction: Reducing greenhouse gas emissions will be achieved through attaining 

the respective targets requested for energy efficiency, renewable energy, water efficiency, and 

transportation. USDA’s FY 2021 comprehensive greenhouse gas inventories will better inform the 

decision-making and implementation processes to reduce the Department’s emissions. USDA’s key 

planned actions for reducing Scope 1 and 2 greenhouse gas emissions in FY 2022 and 2023 include 

the following:
U.S. Department of Agriculture – FY 2023 Performance Plan

15

• Conducting greenhouse gas awareness and engagement activities for USDA employees;

• Employing operations and maintenance best practices for high emissions-generating 

equipment, systems, and vehicles;

• Increasing eligible employee telework to four days per week;

• Reducing fleet petroleum use; and

• Increasing fleet alternative fuel use.

Fleet and Inventory Reduction: USDA will continue to evaluate a new Data Enterprise System for 

tracking fleet inventory and processes involving fuel-consumption and costs, utilization, location, 

acquisition, maintenance, and disposal. USDA will further continue to monitor the vehicle capped 

inventories and the 2018 inventory numbers in accordance with Executive Order No. 14057.

Additional progress in fleet reduction as it relates to utilization is expected in FY 2023 as COVID19 restrictions gradually lift. This will be facilitated by a fleet Proof of Concept, which increases 

capabilities related to inventory tracking and processes involving fuel consumption and costs, 

utilization, location, acquisition, maintenance, and disposal.
U.S. Department of Agriculture – FY 2023 Performance Plan

16

Goal 2: Ensure America’s Agricultural System is Equitable, 

Resilient, and Prosperous

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

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

economic development. To maintain an equitable and competitive agricultural sector, USDA will 

safeguard animal and plant health, support farmers and ranchers’ ability to start and maintain 

profitable cooperatives and businesses and offer financial support to all producers affected by 

natural disasters. Additionally, USDA’s research agencies will continue to introduce highperformance plants and animals and offer integrated management options to increase the 

efficiency of farming practices.

Objective 2.1: Protect Plant and Animal Health by Minimizing Major Diseases, Pests, 

and Wildlife Conflicts

The impacts of pests, diseases, and wildlife conflicts on agricultural production, commerce, and 

trade can be immense. USDA must balance keeping American agriculture safe while expanding 

access to new agricultural markets all across the globe. Domestically, USDA conducts emergency 

response activities that minimize threats and their impacts on agricultural industries, adapting to 

changes in agricultural risk by adjusting available resources to address these threats. Concurrently, 

the Department embarks on collaborative research to develop pest-resistant strains of crops and 

new animal-disease vaccines, expedites the approval of new treatments, and develops strategies to 

prevent and mitigate damage related to conflicts with wildlife.

To reduce the risk of unsafe agricultural products entering the U.S., USDA incorporates mitigation 

strategies into international agreements and movement protocols. USDA works with its partners 

to conduct monitoring and surveillance efforts throughout the country to quickly detect and 

implement response efforts to foreign pests and diseases that may have evaded prevention 

measures. This rapid response results in minimal impact to U.S. producers and disruptions to trade 

and contributes to the protection of American agriculture.

By employing effective prevention and mitigation tactics, USDA will reduce the impact of 

agricultural pests and diseases, as well as wildlife damage, to ensure that U.S. farms and ranches 

remain healthy and productive.

ANIMAL AND PLANT HEALTH INSPECTION SERVICE

Baseline FY 22

Target

FY 23

Target

Wildlife Disease 

Sampling

Number of Zoonotic and Agricultural 

Diseases Sampled in Wildlife 15 16 17

Climate 

Sustainability 

Mapping

Number of Priority Pests for Which 

Climate Sustainability Maps Have Been 

Completed

6 14 22
U.S. Department of Agriculture – FY 2023 Performance Plan

17

Plans for Progress

Wildlife Disease Sampling: This performance indicator measures the number of zoonotic and 

agricultural diseases for which the Animal and Plant Health Inspection Service (APHIS) has 

developed methods and procedures to sample in wildlife. In FY 2023, APHIS will develop methods 

and procedures to sample for new zoonotic or agriculturally significant diseases in wildlife, for a 

total of 17 diseases. APHIS currently reports on 15 diseases in wildlife populations, including avian 

influenza, rabies variants, chronic wasting disease, and SARS-CoV-2. APHIS will add new sampling 

methods based on those diseases that pose the highest risk to agricultural health or human health, 

in the case of zoonotic diseases.

Climate Suitability Maps: This performance indicator measures the number of maps APHIS has 

completed related to climate suitability for high-risk pests and diseases. In FY 2023, APHIS will 

complete eight climate suitability maps for a cumulative total of 22 maps. APHIS develops the maps 

using a modeling framework that depicts the changing suitability of an area for pest or disease 

occurrence based on occurrences of three favorable conditions specific to the pest or disease. The 

maps will help guide efforts to determine where to conduct surveys. Importantly, the maps will help 

APHIS and cooperators can use survey resources more effectively by eliminating the need to survey 

for some high-risk pests if suitable conditions do not exist in an area.

Objective 2.2: Build Resilient Food Systems, Infrastructure, and Supply Chain

USDA works tirelessly to ensure that the food system is fair, resilient, competitive, and distributed. 

USDA will continue to employ innovation and help develop new markets, both at home and abroad, 

to ensure that these goals are met. The Department supports efforts that bolster the economic 

growth of U.S. growers and producers, local and regional food systems, innovative production 

methodologies, and marketing strategies. In response to the increased demand for local and 

regional foods caused by the COVID-19 pandemic, USDA will prioritize investments that 

strengthen these markets and ensure food supply chain resilience for the future. Investing in local 

and regional food systems will further enhance the share of profits for those who grow, harvest, 

process, and prepare our food. Further, USDA will continue to advance opportunities in new 

markets abroad to better enable U.S. agriculture to access and sustain market growth.

By transforming the food system’s infrastructure and strengthening critical supply chains, USDA 

will help ensure resilience against threats and disturbances and provide local and regional food 

systems with economic opportunities and security.

AGRICULTURAL MARKETING SERVICE

Baseline FY 22

Target

FY 23

Target

Graders’ Time 

(Poultry)

Percentage of Graders’ Time 

Recovered Through Customer Billing 

(Poultry Livestock)

95% 83% 83%

Graders’ Time 

(Livestock)

Percentage of Graders’ Time 

Recovered Through Customer Billing 

(Meat Livestock)

95% 83% 83%
U.S. Department of Agriculture – FY 2023 Performance Plan

18

Plans for Progress

The Agricultural Marketing Service (AMS) Livestock and Poultry Program continues to deliver 

quality services in an efficient manner, recovering 95% of costs for the service. The program aims 

to continue covering 99.9% of the shifts, with all scheduled customers receiving uninterrupted 

service. The program faces ongoing staffing challenges due to retirement and staff pursuing other 

opportunities, and this trend is anticipated to continue in FY 2022 and 2023. Some staff no longer 

desire to work in a plant environment due to the challenges posed by the COVID-19 pandemic and 

the burdens of completing double shifts as a result of colleague work absences. AMS leadership will 

continue to leverage multiple strategies to compensate for staffing challenges, including acquiring 

hiring staff to process and post new employment opportunities more readily.

AMS leadership will also continue leveraging multiple strategies to maintain safe working 

conditions for current employees. These planned strategies include using creative staffing 

schedules (e.g., limiting time in plants to only when grading function is required), implementing 

contingency plans for reduced grader presence, and addressing safety issues (e.g., distributing 3Dprinted face masks, face shields, and hand sanitizer directly to graders). Through these actions, AMS 

aims to ensure that poultry and meat livestock customers are able to continually move USDAgraded products in commerce.

Objective 2.3: Foster Agricultural Innovation

The future of U.S. agriculture, which includes plant and animal agriculture, forestry, and 

aquaculture, depends on continued science, innovation, and process improvements supporting 

technological progress, production efficiencies, and environmental stewardship. Advancing areas 

with a focus on climate-smart agriculture will enable the creation of innovations to minimize the 

environmental footprint of agriculture and ensure sustainability while improving crop yields. New 

technologies and system designs are needed to produce higher-value end products from 

agricultural products, emerging crops, livestock, and forest feedstocks. This will enable new 

markets, establish new domestic supply chains, and create more jobs and economic opportunities. 

Increasing productivity has significant social and economic benefits for society.

USDA will prioritize innovation to meet the needs of our stakeholders and build infrastructure for 

the challenges of today and tomorrow, with emphasis on continuous improvement. USDA will take 

proactive steps to ensure that data, evaluation, and learning opportunities are central to agriculture 

initiatives across the Department and Nation.

OFFICE OF THE CHIEF SCIENTIST – RESEARCH, EDUCATION, AND ECONOMICS

Baseline FY 22

Target

FY 23

Target

USDA Research 

Citations

Number of Citations of REE Reports 

(Quarterly) 109 126 129

Technology 

Transfer

Number of USDA Patents Licensed per 

Patents Issued (Annual) 15 35 35
U.S. Department of Agriculture – FY 2023 Performance Plan

19

Plans for Progress

USDA Research Citations: This performance indicator measures the extent to which data, research 

findings, and analysis from the National Agricultural Statistics Service and the Economic Research 

Service are used as evidence to support decision-making and implementation of policies and 

programs across the Federal government.

Technology Transfer: This performance indicator measures the commercialization of patented 

research outcomes through the percentage of issued patents that are licensed. The Department’s 

goal is to license approximately one-third of all issued patents.
U.S. Department of Agriculture – FY 2023 Performance Plan

20

Goal 3: Foster an Equitable and Competitive Marketplace 

for All Agricultural Producers

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

fostering 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 trade agreements that benefit the U.S. agricultural 

economy. USDA will provide tools to domestic producers so that they are well-positioned to secure 

a share of the growing global market for agricultural products. USDA will also work with developing 

countries to grow their economies and facilitate trade, developing markets of the future for all our 

producers.

Objective 3.1: Foster Sustainable Economic Growth by Promoting Innovation, Building 

Resilience to Climate Change, and Expanding Renewable Energy

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

us to adopt new technologies and scientific approaches to sustainably increase agricultural 

production. To ensure U.S. private working lands and public landscapes are conserved and managed 

for future generations, the Department will provide technical and financial assistance using the 

latest technology and research available. Fundamental and applied research will explore the 

complex interactions between human systems and the environment. This knowledge can then be 

shared with producers and land managers through resources, tools, and decision support, leading 

to enhanced adoption of climate-smart practices.

USDA is implementing a climate-smart strategy that will be integrated into Departmental programs 

and services beginning in FY 2022. This strategy will offer voluntary incentives to producers, 

landowners, and communities while being considerate of their needs as USDA works with them to 

address the causes and consequences of climate change. USDA will continue to play a crucial role in 

supporting America’s rural prosperity by providing a strong safety net for America’s farmers and 

ranchers. In addition, the Department will continue to improve program delivery and customer 

experience. By helping industry connect with consumers through grants and market development 

programs, USDA will foster new market opportunities while improving food access and market 

transparency. As a result, these programs and services will benefit industry stakeholders 

throughout the food supply chain.

FARM SERVICE AGENCY

Baseline FY 22

Target

FY 23

Target

Beginning Farmer 

Loans

Percentage of Direct and Guaranteed 

Loan Borrowers Who Are Beginning 

Farmers

59.9% 59.9% 59.9%

First Installment 

Delinquency

First Installment Delinquency Rate on 

Direct Loans 9% 9% 9%
U.S. Department of Agriculture – FY 2023 Performance Plan

21

Direct Loans 

Delinquency Direct Loan Delinquency Rate 7% 7% 7%

Plans for Progress

Beginning Farmer Loans: This performance indicator is supported by statutory requirements to 

target direct and guaranteed loan funds to beginning farmers, along with outreach and technical 

assistance. This includes loan products such as the Down Payment Program that provides the 

borrower with joint financing from FSA and a commercial lender at favorable rates and terms. FSA 

is collaborating with public and private lenders in the Beginning Farmer and Rancher Lending 

Summit to develop policy and process innovations that align with producer needs. FSA is also 

expanding economic development for all borrowers, their families, and their communities.

First Installment Delinquency: This performance indicator measures loan officers’ assessments of 

loan applicants’ credit worthiness, providing exceptions that allow borrowers to make their first 

loan payments timely. FSA has incorporated training into the Credit Quality Reviews of loan officers 

to foster continued development. Fostering stronger relationships with borrowers will allow loan 

officials to determine if servicing options can be applied prior to a delinquency. In addition to 

training via Credit Quality Review, the National office has instituted oversight and monitoring of 

compliance with underwriting requirements that measure repayment ability.

Direct Loan Delinquency: FSA provides farm and office visits with customers to foster relationship 

building and provide technical assistance. This includes a year-end analysis with borrowers to 

review their financial circumstances and future credit needs, as well as to discuss any financial 

distress the borrower may be experiencing. Farm loan officers encourage customers to talk about 

financial stresses as soon as possible; the sooner such conversations occur, the more options are 

generally available. As social distancing requirements due to the COVID-19 pandemic are 

potentially scaled back, FSA will have more frequent contact with customers.

RISK MANAGEMENT AGENCY

Baseline FY 22

Target

FY 23

Target

Improper Payment 

Rate

Improper Payment Rate for All 

Categories of Payments 2.89% 2.89% 2.09%

Crop Insurance

Annual Normalized Value of Risk 

Protection Provided to Agricultural 

Producers through the Federal Crop 

Insurance Program (Billions of Dollars)

$78.2 $78.2 $78.5

Plans for Progress

Improper Payment Rate: The Risk Management Agency’s (RMA) improper payment rate considers all 

categories of payments (premium subsidy, Administrative and Operating expense, and indemnities) 

and separates them by Approved Insurance Providers into three payment tiers (high, medium, low). 

A statistically valid sample is conducted each year for the program. Individual Approved Insurance 

Provider results are also captured on an annual basis.RMA will continue to administer an actuarially
U.S. Department of Agriculture – FY 2023 Performance Plan

22

sound crop insurance program that protects America’s farmers and ranchers by conducting annual 

reviews, analyzing results, and developing Corrective Action Plans to reduce improper payments. 

RMA will use the results of the improper payment reviews to improve and clarify current policies 

and procedures, develop new policies and procedures, and educate stakeholders.

Crop Insurance: RMA continues expanding its crop insurance program and offering new 

opportunities for all producers, with an emphasis on specialty crop producers. RMA will accomplish 

this through routine expansion of currently existing policies to new counties, as well as through the 

improvement and modification of policies such as the Whole Farm Revenue Protection, the new 

Micro Farm Provisions, Nursery Value Select, Production and Revenue History, and the Apple Crop

Insurance Policy. In addition, RMA expects continued interest and participation in the Hurricane

Insurance Protection – Wind Index, given participation from the first two years of the policy. Finally, 

RMA expects continued growth and modification of livestock-related policies, such as Livestock

Risk Protection; Dairy Revenue Protection; Livestock Gross Margin; and the Pasture, Rangeland,

Forage policy.

Objective 3.2: Expand Markets for Emerging Technologies, Sustainable Products, and 

Novel Products

USDA links U.S. agriculture to the world by promoting agricultural exports, which are vital to the 

American agricultural sector. USDA’s Foreign Agricultural Service (FAS) conducts export 

promotion activities, which help U.S. food and agricultural exporters take advantage of market 

opportunities. These opportunities are created by removing barriers to U.S. exports and by building 

trade capacity to increase demand for exports, including developing foreign markets for U.S. 

climate-smart agricultural products. USDA administers trade programs and activities, working in 

partnership with private-sector associations, land-grant universities, State and regional trade 

groups, U.S. food and agricultural exporters, and U.S. and foreign financial institutions. In addition, 

USDA’s Office of the Chief Scientist manages and provides oversight for international science and 

technology collaborations, which are critical to protecting and promoting the research and 

development activities that provide the foundation upon which domestic and international markets 

grow.

External factors play a role in expanding international marketing opportunities. These factors 

include environmental conditions, such as variability in domestic and overseas crop production, 

natural disasters, disease outbreaks, pest infestations, and food contamination. Furthermore, 

important trading partners are considering criteria and preferences related to the greenhouse gas 

performance of agricultural commodities and products. USDA can help respond to this demand by 

preparing domestic producers to meet these new market opportunities.

FOREST SERVICE

The Forest Service has ongoing efforts to support economic growth and prosperity for producers 

and customers, while also driving innovation for forest products. Overall, the Agency’s forest 

products program contributed 44,700 jobs and approximately $4.1 billion of gross domestic 

product, as reported in an FY 2019 economic analysis. The Forest Service is growing its 

relationships with State partners using the Good Neighbor Authority, which allows States to 

restore watersheds and manage forests on National forest lands via agreements or contracts. A 

total of 286 Good Neighbor Authority agreements covering a variety of restoration activities are in
U.S. Department of Agriculture – FY 2023 Performance Plan

23

place across 38 States. The Agency also continues implementation of its Forest Products

Modernization Strategic Framework for Long-Term Action, a five-year plan to modernize and 

improve policies, business practices, and tools to increase efficiency in the planning and 

implementation of forest products delivery.

Objective 3.3: Expand All Producers’ Access to Global Markets Through Negotiation 

and Enforcement of Trade Agreements

Agricultural exports are crucial to the economic viability of U.S. farmers and ranchers. USDA strives 

to ensure that U.S. exporters can sell safe, wholesome food and agricultural products around the 

world. Supporting a rules-based global trading system, USDA negotiates, monitors, and enforces 

trade agreements to ensure global market opportunities for U.S. agriculture. USDA administers a 

number of programs to support the expansion of global market access and uses its market 

development programs to support the trade-policy efforts of industry partners. The Department 

also works with other government Agencies, trade associations, and organizations to maintain and 

establish transparent, science-based standards for U.S. agricultural products. To maintain a level 

playing field for exporters, USDA provides technical and scientific expertise to successfully address 

barriers to trade, such as tariffs, food safety, and animal and plant health issues. Through its 

monitoring and enforcement efforts, the Department will also ensure the realization of anticipated 

benefits when new agreements are implemented.

USDA relies on its worldwide network of agricultural representatives and partnerships with 

private-sector stakeholders to monitor foreign trade and regulatory actions that may affect 

exports. Removing existing barriers while preventing new ones from materializing will directly help

U.S. producers thrive. USDA works to ensure that the same rules apply to countries worldwide 

through international standard setting, and that scientific principles are the basis for international 

standards and international trade decisions.

FOREIGN AGRICULTURAL SERVICE

Baseline FY 22

Target

FY 23

Target

Trade Value 

Preserved

Value of Trade Preserved Through 

Resolution of Foreign Market Access 

Issues (Billions of Dollars)

$5.78 $6.1 $5.75

Plans for Progress

This performance indicator measures the value of trade preserved through the resolution of foreign 

market access issues, such as U.S. export detainment, issues related to sanitary and phytosanitary 

concerns or technical barriers to trade, and trade regulations. In FY 2023, FAS plans to identify and 

develop market opportunities and more diverse export markets through an economic global market 

review, more robust foreign engagement, trade agreements, and cooperative multilateral economic 

and trade forums. FAS is committed to monitoring and enforcing existing trade agreements to 

ensure that partners fulfill commitments and address unfair practices and facilitate trade.
U.S. Department of Agriculture – FY 2023 Performance Plan

24

Objective 3.4: Expand International Marketing Opportunities and Build Demand in 

Developing Countries Through Delivery of Technical Assistance and Capacity Building

USDA advances global competitiveness through the delivery of market development programs, 

technical assistance, and trade capacity building. These programs support the development of 

export markets and adherence to a rules-based trading system. USDA administers programs to 

build the capacity of developing countries to integrate into the global economy and become full 

trading partners with the United States. USDA works with these countries to move them along the 

agricultural market spectrum from developing to developed economies with promising demand 

potential. The Department’s market development programs assist U.S. exporters in increasing 

awareness and demand for their products worldwide. USDA also partners with domestic 

agricultural industries, foreign governments, and agricultural scientists, as well as overseas farmers, 

cooperatives, and businesses, to expand international marketing opportunities. Harnessing its 

extensive network of technical and scientific expertise, USDA successfully administers and 

implements these programs globally to the benefit of U.S. farmers and ranchers.

FOREIGN AGRICULTURAL SERVICE

Baseline FY 22

Target

FY 23

Target

Agricultural 

Exports Due to 

Trade Shows

Value of Agricultural Exports Resulting 

from Participation in USDA-Endorsed 

Foreign Agricultural Trade Shows and 

Trade Missions (Billions of Dollars)

$0.119 $2.13 $2.00

Plans for Progress

This performance indicator measures the value of agricultural exports resulting from participation 

in USDA-endorsed foreign agricultural trade shows and trade missions. In FY 2023, FAS plans to 

improve efficiency and effectiveness of marketing programs by streamlining program application 

and funding processes while promoting agricultural economic development policies that support 

trade with emerging economies. FAS will also develop a mobile application for agribusiness trade 

missions, virtual trade events, and USDA-endorsed trade shows to facilitate participation.
U.S. Department of Agriculture – FY 2023 Performance Plan

25

Goal 4: Make Safe, Nutritious Food Available to All 

Americans

USDA plays a critical role in preventing foodborne illness and protecting public health, while 

ensuring Americans have access to healthy foods and beverages, as well as nutrition education that 

supports American agriculture and inspires public confidence. USDA is focused on ensuring that all 

Americans have consistent access to the safe, healthy, affordable foods and beverages essential to 

optimal health and well-being. While keeping the food supply safe, the Department must also 

reduce food insecurity and prioritize nutrition insecurity, which emphasizes providing Americans 

not just calories, but calories that contribute to their health and well-being.

To ensure that the food supply is safe, the Department will continue to enhance its food inspection 

system with the goal of reducing illnesses from meat, poultry, and egg products and drive 

compliance with food safety regulations. At the same time, USDA’s research, education, and 

extension programs will continue to provide science, information, tools, and technologies to reduce 

the incidence of foodborne illness. USDA will continue to develop partnerships that support.

Objective 4.1: Increase Food Security Through Assistance and Access to Nutritious and 

Affordable Food

USDA is committed to ensuring that every American has access to nutritious and affordable foods 

and beverages. The Food and Nutrition Service (FNS) is responsible for administering Federal 

domestic nutrition assistance programs while linking scientific research to the nutrition needs of 

consumers. The Department strives to make benefits accessible to those eligible to participate in 

nutrition assistance programs, such as the Special Supplemental Nutrition Program for Women,

Infants, and Children (WIC) and the Supplemental Nutrition Assistance Program (SNAP). While 

USDA’s ultimate objective is for economic opportunity to make nutrition assistance unnecessary 

for as many individuals and families as possible, the Department recognizes that this is not feasible 

for certain populations, such as those with special needs. This is a mission that no single agency can 

meet independently.

All efforts by USDA seek to ensure that nutrition assistance programs positively impact the 

communities they serve. The Department will use all available opportunities, including new 

communication mechanisms, to serve customers innovatively, offer flexibility to partners, and 

administer programs as effectively as possible to serve targeted populations. USDA will continue to 

work with its partners across government, non-government organizations, academic institutions, 

and the private sector to implement effective programs and ensure that all Americans have access 

to programs that support their nutrition needs.

FOOD AND NUTRITION SERVICE

Baseline FY 22

Target

FY 23

Target

Access to Food

Percentage of American Households 

with Consistent, Dependable Access to 

Food

89.2%* 89.2% 89.4%
U.S. Department of Agriculture – FY 2023 Performance Plan

26

SNAP Participation 

Rate

Annual Average Monthly Supplemental 

Nutrition Assistance Program 

Participation Rate

82% 82.1% 82.2%

* FY 2021 actuals will be available in September 2022 due to reporting delays of administrative data.

Plans for Progress

Access to Food: FNS’ 15 nutrition assistance programs are the Nation’s safety net to address food 

insecurity. FNS will continue to serve low-income people in need by focusing on increasing access 

for vulnerable populations, ensuring the highest level of customer service, and supporting 

evidenced-based nutrition education efforts to advance nutrition security. Strategies to ensure 

food access include successful implementation of the American Rescue Plan, continuing to modify 

Federal food assistance programs to provide appropriate relief throughout and beyond the COVID19 pandemic, and cross-enrollment opportunities between Federal programs. Access to food is 

measured by the food insecurity rate prepared annually by the Economic Research Service. This 

measurement fluctuates with the economy and is impacted by several factors, including the 

COVID-19 pandemic, where the number of people with access to food dropped significantly in FY 

2021.

SNAP Participation Rate: Research has shown that participation in SNAP reduces food insecurity and 

enables families to have healthier diets. SNAP stretches the food budget of eligible low-income 

people by providing a monthly allotment of benefits on a debit card to purchase healthy food at 

authorized stores. The SNAP participation rate is the percentage of eligible people in the United 

States who participate in the program. Participation rates vary widely from State to State, with the 

highest rates at close to 100% and the lowest at around 50%. Often, the lowest participation rates 

are among the working poor (i.e., those families with earned income that still qualify for SNAP). 

Strategies to improve participation rates include efforts to reduce the time, cost, and administrative 

burdens of States participating in the nutrition assistance programs so that State agencies can 

spend more time on outreach and application support for SNAP participants.

Objective 4.2: Encourage Healthy Dietary Choices through Data-Driven, Flexible, 

Customer-Focused Approaches

USDA shapes programs and policies and develops knowledge resources to promote healthy eating 

at individual, family, household, and community levels. The Department further uses these tools to 

promote fruit and vegetable consumption and other healthy eating behaviors through publicprivate partnerships and cutting-edge technologies. The Department is also working to improve 

access to healthful, locally produced food in underserved communities through a multifaceted 

strategy focused on food production, distribution, and both traditional and non-traditional retail 

options.

The Department is committed to working collaboratively with other Federal agencies, State 

partners, and other interested stakeholders on an array of strategies to reduce childhood obesity 

and prioritize nutrition security. For example, through WIC, USDA is encouraging participating 

mothers to breastfeed their infants by strengthening breastfeeding policy and program activities. 

USDA will also work to ensure that schools and childcare providers have the resources and 

flexibility to serve top-quality, healthy, and appealing meals.
U.S. Department of Agriculture – FY 2023 Performance Plan

27

FOOD AND NUTRITION SERVICE

Baseline FY 22

Target

FY 23

Target

WIC Participation 

Rate

Annual Average Monthly Participation 

in the Special Supplemental Nutrition 

Program for Women, Infants, and 

Children

6.25

million

6.15

million

6.25

million

School Lunch 

Participation Rate

Annual Percentage of Eligible Children 

Participating in the National School 

Lunch Program

82% 82.1% 82.2%

School Breakfast 

Participation Rate

Annual Percentage of Eligible Children 

Participating in the School Breakfast 

Program

24% 31% 31%

Plans for Progress

WIC Participation Rate: FNS will seek to increase WIC participation rates through executing a 

National outreach campaign to expand awareness of the benefits of the program. Furthermore, FNS 

will invest in a National resource center to improve the application and certification process and 

assist States in improving the WIC participant experience, improve the shopping experience with 

the expansion of online ordering and transactions, and support equitable access to WIC by ensuring 

culturally appropriate care and establishing pipelines for WIC workforce development.

School Lunch and School Breakfast Participation Rates: FNS expects to issue technical assistance for 

any expiring flexibilities to Child Nutrition Program operators for school year 2022 – 2023. FNS will 

work with States to allocate up to $1 billion in funding to enhance local school districts’ ability to 

purchase foods for school meals and will serve to enhance local flexible spending by providing 

schools and school districts directly with resources needed to address supply chain 

challenges. Funds will position operators for success with planning, ordering, and servicing meals in 

school year 2022 – 2023. FNS will work with States to expand participation in direct certification 

with Medicaid Demonstration Projects. Direct certification enables children participating in certain 

Federal or state assistance programs to be directly certified for free school meals without an 

application.

Objective 4.3: Prevent Foodborne Illness and Protect Public Health

The U.S. food supply is one of the safest in the world due to the diligence and tireless efforts of 

USDA’s Food Safety and Inspection Service (FSIS). This Agency is committed to protecting public 

health, including the health of consumers and the safety of workers, by ensuring the safety of the 

Nation’s commercial supply of meat, poultry, and egg products. Thousands of inspectors across the 

Nation work to achieve this mission every day by verifying industry compliance with U.S. food 

safety regulations. USDA’s regulatory oversight and enforcement extends to both imported and 

domestically produced food products and assures consistent application of regulations and 

statutes.

USDA will continue to invest in innovation of its inspection strategies, policies, and scientific 

approaches so that fewer people in the U.S. become ill from foodborne pathogens. The Department 

is committed to reducing Salmonella illnesses associated with poultry products and is taking a
U.S. Department of Agriculture – FY 2023 Performance Plan

28

stronger, more comprehensive approach to protecting consumers. USDA is also strengthening 

ongoing collaboration with a broad range of stakeholders to enhance and promote food safety. 

USDA works with international partners and standards-setting organizations (e.g., the Codex 

Alimentarius Commission) to develop science-based international food safety standards, which will 

help ensure the safety of imported foods.

Objective 4.3: Prevent Foodborne Illness and Protect Public Health

The U.S. food supply is one of the safest in the world due to the diligence and tireless efforts of FSIS. 

This Agency is committed to protecting public health, including the health of consumers and the 

safety of workers, by ensuring the safety of the Nation’s commercial supply of meat, poultry, and 

egg products. Thousands of inspectors across the Nation work to achieve this mission every day by 

verifying industry compliance with U.S. food safety regulations. USDA’s regulatory oversight and 

enforcement extends to both imported and domestically produced food products and assures 

consistent application of regulations and statutes.

USDA will continue to invest in innovation of its inspection strategies, policies, and scientific 

approaches so that fewer people in the U.S. become ill from foodborne pathogens. The Department 

is committed to reducing Salmonella illnesses associated with poultry products and is taking a 

stronger, more comprehensive approach to protecting consumers. USDA is also strengthening 

ongoing collaboration with a broad range of stakeholders to enhance and promote food safety.

USDA works with international partners and standards-setting organizations (e.g., the Codex 

Alimentarius Commission) to develop science-based international food safety standards, which will 

help ensure the safety of imported foods.

FOOD AND SAFETY INSPECTION SERVICE

Baseline FY 22

Target

FY 23

Target

Salmonella

Reduction

Percent Reduction in the Proportion of 

Poultry Samples with Salmonella 

Serotypes Commonly Associated with 

Human Illness

0% 2%

reduction

4%

reduction

Plans for Progress

In FY 2023, FSIS will take actions to develop a stronger and more comprehensive framework to 

drive down Salmonella illnesses attributable to poultry and thereby have a positive impact on public 

health. They are focused on several key activities to gather the data and information necessary to 

support future action. FSIS will also continue to drive higher compliance rates with Agency 

regulations through the issuance of new policies to further enforce food safety hazards and revision 

of guidance documents for industry.

Additionally, through partnerships with USDA’s Research, Education, and Economics Mission 

Area, FSIS will work to address Salmonella research gaps by leveraging Agricultural Research 

Service expertise to address key research needs, including Salmonella research and other research 

that will address other scientific data gaps to assist small and very small establishments.

FSIS intends to show progress on reducing Salmonella serotypes commonly associated with human 

illness by collaborating with both internal and external stakeholders, including regulated
U.S. Department of Agriculture – FY 2023 Performance Plan

29

establishments, industry organizations, consumer advocacy organizations, and academics. FSIS will 

host roundtables to obtain feedback from stakeholders on addressing Salmonella in poultry, as well 

as solicit and approve pilot projects for establishments to test different control strategies for 

Salmonella contamination in poultry products. The data will be analyzed by FSIS to determine 

whether it supports changes to FSIS’ existing Salmonella control strategies. In addition, the National 

Advisory Committee on Microbiological Criteria for Foods will be developing recommendations as 

requested by FSIS to enhance Salmonella control in poultry products.
U.S. Department of Agriculture – FY 2023 Performance Plan

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Goal 5: Expand Opportunities for Economic Development 

and Improve Quality of Life in Rural and Tribal 

Communities

Rural America provides our Nation’s food and energy resources, produces the fiber for goods and 

manufacturing, contributes more than 35% of our Nation’s military members, and operates about 

80% of the Nation’s critical infrastructure lifelines. Unfortunately, it is also where the country’s 

majority of underserved communities and persistently poor families reside and where repeat 

disaster losses and climate change risks occur. It is also home to the country’s fastest aging 

population, as well as the majority of the Nation’s aging infrastructure. USDA is taking bold action 

to promote rural prosperity and economic development by providing technical assistance and 

financing investments in rural water, electric, broadband, housing, community facilities, local and 

regional food systems, and rural businesses and cooperatives. USDA will leverage funds, stimulate 

private-public partnerships, and collaborate with communities to increase economic opportunities 

in underserved communities and build rural infrastructure. This includes working with Federal 

partners and various stakeholder groups to help rural and Tribal communities thrive.

Objective 5.1: Improve Rural and Tribal Community Infrastructure, Including 

Affordable E-Connectivity, Cornerstone Community Facilities, Sustainable and Reliable 

Power, and Clean and Safe Water and Sewer Systems

USDA is committed to building infrastructure in rural and Tribal America so people can be safe and 

healthy, with the opportunity to drive local and global economies no matter where they live. In rural 

and Tribal communities, broadband provides access to jobs, banking, and markets for farmers and 

small businesses. USDA will work to bring affordable, reliable broadband to rural people where they 

are – in their homes, communities, and businesses – to reach areas without sufficient access and 

move the Nation towards 100% high-speed coverage for all Americans. The Biden-Harris 

Administration has prioritized the development of broadband infrastructure to strengthen 

education, health care, public services, and economic opportunity throughout rural America. USDA 

will further promote healthy communities and the sustainable growth and diversification of local 

rural and Tribal economies, as well as increased capacity to participate successfully in regional, 

National, and global economies, through investment in health care, education, and other community 

facilities.

These efforts rely on bedrock investments in sustainable, reliable power and clean water and sewer 

systems. USDA’s historic work to electrify the Nation continues through voluntary investments and 

risk management that will help cut a path to fight climate change while maintaining the vitality of 

rural electric cooperatives. Under the leadership of the Biden-Harris administration, USDA will 

upgrade power infrastructure, improve access to clean drinking water and sewer systems, and 

invest in strategic rural infrastructure to make these communities economically viable and livable, 

investing in the people who need it most.
U.S. Department of Agriculture – FY 2023 Performance Plan

31

RURAL DEVELOPMENT

Baseline FY 22

Target

FY 23

Target

E-Connectivity

Number of Households with Potential 

Access to Rural Development-Funded 

New and/or Improved E-Connectivity 

Services

156,501 200,000

households

250,000

households

N/A: Not available

Plans for Progress

Strong digital economies enable rural communities to chart their own courses toward prosperity. 

Access to affordable, reliable broadband is at the foundation of digital economy ecosystem 

strategies, which include growing the economy with digital jobs, technical skill-building, 

entrepreneurship, and smart amenities to retain and attract working-age adults in rural 

communities. The COVID-19 pandemic also brought into stark focus the broadband gaps that must 

be closed to support rural health access, remote learning, and remote work options, among other 

areas to strengthen rural prosperity. Rural Development is committed to exploring and 

implementing innovative approaches to supporting the funding of broadband across its portfolio of 

loan and grant programs and collaborating with Federal agency partners in order to alleviate the 

rural e-connectivity gap. The Agency is expanding its outreach and technical assistance efforts and 

continues to reduce loan processing times through the streamlining of work processes and staff 

training. As part of these efforts, Rural Development plans to provide a total of 200 webinars and 

300 technical assistance sessions over FY 2022 and 2023.

Objective 5.2: Boost the Financial Security of Rural and Tribal Communities through 

Access to Affordable Housing

Access to affordable and safe housing is at the foundation of strong communities, healthy families, 

and vibrant economies. USDA is committed to ensuring that people living in rural and Tribal 

communities have equitable and affordable access to housing. The Department is on the frontlines 

of the affordable housing crisis and is committed to ensuring access to housing security in rural and 

Tribal communities. This commitment includes not only the building, repairing, and preserving of 

housing, but also reducing barriers to accessing housing and maintaining housing security. During 

the COVID-19 pandemic, USDA has worked to reduce foreclosures and evictions across rural 

America. Under President Biden’s American Rescue Plan, USDA was provided with funding to 

provide re-financing opportunities to distressed homeowners, as well as vital rental assistance to 

rent-overburdened tenants.

As USDA works to address rural housing challenges, Rural Development will improve delivery of its 

housing programs and resources by embedding key Departmental priorities such as climate and 

equity. This includes continuing to identify opportunities to make housing more accessible, 

expanding outreach into underserved rural and Tribal communities, and committing to creating 

more sustainable and energy efficient housing. In doing so, Rural Development will help keep 

families in rural America financially secure in their homes, especially in the face of the COVID-19 

pandemic.
U.S. Department of Agriculture – FY 2023 Performance Plan

32

RURAL DEVELOPMENT

Baseline FY 22

Target

FY 23

Target

Equity in FieldBased Programs

Number of Underserved, Socially 

Disadvantaged, and Vulnerable Rural 

and Tribal Communities Engaged in 

Field-Based Programs

N/A 460 460

Equity in FieldBased Programs

Investment in Underserved, Socially 

Disadvantaged, and Vulnerable Rural 

and Tribal Communities in Field-Based 

Programs (Millions of Dollars)

N/A $12 $12

N/A: Not available

Plans for Progress

It is vital to the future economic growth and prosperity of the United States that all eligible areas, 

entities and residents have equitable access to Rural Development programs and can benefit from 

Rural Development-funded projects. As such, the Agency is leveraging its extensive field network, 

data, and strategic investment resources to initiate the Equity Project. As part of this effort, States 

are being asked to connect to, engage with, and assist socially vulnerable, distressed, and underrepresented communities. By connecting and engaging with these communities, Rural 

Development can strengthen its understanding of their barriers to accessing its programs and 

develop actionable strategies to assist them. The long-term goal of the Equity Project is to increase 

investments in underserved rural communities through direct Rural Development support and by 

connecting communities with local, State, and Federal partners.

Objective 5.3: Increase Capacity, Sustainability, and Economic Vitality in Rural and 

Tribal Communities

At USDA, we work to increase prosperity in rural communities and for the people who call these 

communities home. We believe that local and Tribal governments and nonprofit organizations are 

critical to the success of their communities. Beyond infrastructure, these entities are on the front 

line of local community and economic development, and their effectiveness is a determining factor 

in the well-being of their communities. Similarly, businesses and cooperatives play a critical role in 

sustaining and growing local economies in rural and Tribal areas. However, too many local partners 

struggle to access Federal resources and develop public-private partnerships. USDA seeks to 

provide resources that help these local efforts have the expertise and staffing needed to tackle hard 

local problems. Capacity building resources include effective technical assistance, strategic use of 

information technology, regular and meaningful stakeholder engagement, and improved customer 

experience. USDA programs prioritize access to capital and financing for businesses and 

cooperatives in rural and Tribal communities to create jobs, grow the tax base, and cultivate a 

diverse, equitable economy.

In the spirit of building back better, this Administration will prioritize economic development and 

growth in rural America by making it central to USDA’s mission. The Proposed Rural Partnership 

Program in President Biden’s American Jobs Plan will help rural regions, including Tribal Nations, 

build on their unique assets and realize their vision for inclusive community and economic
U.S. Department of Agriculture – FY 2023 Performance Plan

33

development. This program will empower rural regions by supporting locally led planning and 

capacity-building efforts and by providing flexible funding to meet critical needs.

The Department will harness its vast resources to target underserved communities and those who 

have been marginalized to help them realize their full potential. Through funding, technical 

assistance, and focused capacity-building initiatives, USDA will bolster the ability of rural and Tribal 

areas to thrive, ensuring sustainable growth that builds generational wealth and enriches 

communities.

RURAL DEVELOPMENT

Baseline FY 22

Target

FY 23

Target

Distressed 

Communities 

Assistance

Percentage of Rural Development 

Assistance Directed to Distressed 

Communities*

20%** 25% 30%

Non-Federal 

Funding

Percentage of Rural Development 

Commercial and Infrastructure 

Investments that Leverage NonFederal Funding

81%** 81% 81%

* Measured at the zip code level

** FY 2021 actual

Plans for Progress

Distressed Communities Assistance: On average, rural places lag behind non-rural places on nearly 

every measure of economic well-being from poverty rates to labor force participation. Rural 

Development is working to increase access to capital and economic benefits in distressed 

communities through targeted technical assistance, improved grants policy, Justice40 initiatives, 

workforce development programs, and other such initiatives. Rural Development is committed to 

ensuring its benefits reach those rural communities that have the highest need and lowest capacity 

and have included goals related to investing in distressed communities into State leadership 

performance plans.

Non-Federal Funding: Where possible, Rural Development is committed to collaborating with other 

Federal Agencies, State and local governments, non-profits, and the private sector on place-based 

and sector-based strategies (e.g., leveraging Federal funds across agencies, layering technical 

assistance, coordinating sectoral development like food supply chain support and outdoor 

recreation) to more efficiently and effectively foster rural prosperity and economic development.

Objective 5.4: Promote Environmental Justice by Maximizing Sustainable and Green 

Economic Development in Rural and Tribal Communities

Rural and Tribal communities are disproportionately impacted by the effects of climate change and 

other stressors, such as negative health impacts from air and water pollution and disruptions to 

critical food systems. For the many rural Americans whose livelihoods are dependent on the 

agriculture, forestry, and outdoor recreation industries, the threat of climate change is particularly 

dire, and these communities are often limited in their ability to adapt due to economic or social
U.S. Department of Agriculture – FY 2023 Performance Plan

34

constraints. Growth in green jobs is critical for enhancing the sustainable economic growth of these 

communities.

USDA is committed to making meaningful investments in rural America that will help pave the way 

in clean, renewable energy infrastructure and production and energy efficiency improvements that 

will create new job and market opportunities. The Department will continue to leverage existing 

partnerships with rural and Tribal communities to understand the most critical climate 

vulnerabilities and risks, identify barriers to adaptation, and develop solutions that promote 

environmental justice and address the causes of climate change. In alignment with the Biden-Harris 

Administration’s focus on equity, USDA will strive to ensure that programs and resources intended 

to mitigate the effects of climate change are distributed equitably and are accessible to those most 

in need.

RURAL DEVELOPMENT

Baseline FY 22

Target

FY 23

Target

Climate and Coal 

Decline 

Geographies

Percentage of 25 Priority Geographies 

Hard-Hit by Declines in Coal 

Production and Consumption that are 

Served by Rural Development 

Programs

6% 7% 8%

Plans for Progress

Rural and Tribal communities are disproportionately impacted by the effects of climate change and 

other stressors, such as experiencing negative health impacts from air and water pollution and 

disruptions to critical food systems. Rural Development is committed to increasing rural community 

resilience to climate change and recognizes the importance of investing in coal, oil and gas, and 

power plant communities to create good-paying jobs, spur economic revitalization, remediate 

environmental degradation, and support energy workers. As a member of the Interagency Working 

Group on Coal and Power Plant Communities and Economic Revitalization, Rural Development is 

encouraging and awarding priority points to projects that improve the livelihoods of community 

residents and meet pollution mitigation or clean energy goals. This is part of the Agency’s 

framework for prioritizing projects that address the key challenges facing rural America. This 

funding priority supports the Biden-Harris Administration’s mission to help the people of rural 

America build back better, by helping them recover economically from the impacts of the COVID19 pandemic, by ensuring all rural residents have equitable access to Rural Development programs, 

and by reducing climate pollution and increasing resiliency to the impacts of climate change.
U.S. Department of Agriculture – FY 2023 Performance Plan

35

Goal 6: Attract, Inspire, and Retain an Engaged and 

Motivated Workforce that's Proud to Represent USDA

At USDA, we are committed to reaching new heights by recruiting, onboarding, supporting, and 

retaining a diverse and talented workforce and cultivating a workplace environment that is 

collaborative, service-oriented, mission-centered, healthy, inclusive, and welcoming. This includes 

leaders and staff who work together to build a culture that welcomes, respects, and supports 

everyone in reaching their highest potential by ensuring equal opportunity compliance, providing 

proactive civil rights, and championing USDA’s zero-tolerance policy for unlawful discrimination 

and sexual harassment for all employees. We believe this focus on organizational culture will enable 

us to build the USDA back better as a premier organization and model employer that lives by its 

values.

As the landscape of talent continues to evolve, it is imperative that USDA seek to continuously find 

ways to attract talent that represents the diversity of America. The COVID-19 pandemic has also 

catapulted leaders to rethink and reimagine where and how we work. In the coming years, we will 

build on best practices for a hybrid work environment and continue to evaluate the future of work 

at USDA. As such, we are committed to being a learning organization that tolerates risk-taking, 

explores the untested and unknown, and nurtures innovative ideas at all levels of the organization. 

We will prioritize learning and training throughout the employee experience at USDA.

Objective 6.1: Foster a Culture of Civil Rights, Diversity, Equity, Inclusion, Accessibility, 

Transparency, and Accountability

USDA is committed to the values of equity and inclusion, rooted in justice and equal opportunity for 

our employees and those we serve. Under the leadership of the Biden-Harris Administration, the 

Department is taking bold, historic action to root out generations of systemic racism, deeply 

integrate equity into decision-making and policymaking, and build equitable systems and 

programming for all Americans. USDA is standing up an independent Equity Commission to 

examine USDA programs and services and make recommendations as to how the Department can 

advance equity by reducing barriers to access for historically undeserved communities. The 

Department also launched its inaugural Racial Justice and Equity Internal Working Group to review 

internal systems and processes and identify inequities, challenges, and opportunities for 

improvement.

Understanding how USDA both advances and inhibits equity and opportunity for our existing and 

potential customers requires employees at every level to listen carefully to and meaningfully 

engage customers; build relationships with a diverse set of stakeholders and partners; take a critical 

look at our data; and examine the design, implementation, and impact of programs and systems 

throughout the Department. From equitable contracting and procurement decisions to the 

implementation of staffing plans including diverse recruiting, hiring, training, rewarding, and 

promoting, there are opportunities for equity throughout. As we strengthen the culture and 

support for our workforce, USDA has a responsibility to attract and invest in the next generation of 

agricultural leaders through a premier internship experience. USDA leaders will make time and 

space for internal review and reflection so that we can build an organization, culture, and workforce 

with the necessary skills and tools to ensure knowledge management, efficiency, and inclusion.
U.S. Department of Agriculture – FY 2023 Performance Plan

36

OFFICE OF HUMAN RESOURCE MANAGEMENT

Baseline FY 22

Target

FY 23

Target

Time to Hire

Period of Time Between Request 

Hiring Validation Date (SF-52 

Approved Date) and New Hire Actual 

Start Date (Entry on Duty Date)

90 days

60% of 

employees 

hired 

within 80 

days

60% of 

employees 

hired 

within 80 

days

Plans for Progress

This performance indicator represents the period of time it takes to hire an employee; specifically, 

the time a manager validates the need to recruit an employee, until the tentative offer is accepted 

and until entrance on duty. Time-to-hire is a valuable metric in the hiring process because it can help 

pinpoint many inefficiencies and identify areas in the hiring process that require improvement. In 

FY 2023, the Office of Human Resource Management will continue to strive to exceed the Office of 

Personnel Management Federal-wide goal of a time to hire of 80 days. The Office of Human 

Resource Management will continually work with Agency Chief Human Capital Officers to review 

and analyze the time-to-hire data and implement strategies based on the findings.

Objective 6.2: Establish a Customer-Centric, Inclusive, High-Performing Workforce that 

is Representative of America and the Communities We Serve

The Department strives to make USDA a great place to work for everyone, with a focus on restoring 

the confidence and morale of the workforce following the COVID-19 pandemic. Through their 

mission delivery, engaged and empowered employees will find creative solutions to unexpected 

challenges; they will bring innovation to their customer service delivery; they will display curiosity 

and collaboration across Agency and Mission Area lines; they will celebrate each other’s thoughts 

and experiences; and they will serve as ambassadors to recruit and retain a talented workforce that 

will ensure USDA’s continued future success and evolution.

To maintain a high-performing, customer-centric workforce, USDA will continue to foster a work 

environment that maximizes employee performance, which is directly tied to an individual’s level of 

empowerment and engagement. Through mutual respect and collaboration, USDA leadership will 

make the Department a safe, fair, and rewarding workplace for all employees. We want USDA staff 

to be passionate and engaged, carrying out the important work every day that will help move our 

Nation forward.

OFFICE OF THE CHIEF SCIENTIST – RESEARCH, EDUCATION AND ECONOMICS

Baseline FY 22

Target

FY 23

Target

Agriculture 

Workforce 

Development

Number of Agriculture and Food 

Research Initiative-Supported 

Undergraduate, Graduate, and PostDoctoral Students (Annual)

1,167 3,342 4,016
U.S. Department of Agriculture – FY 2023 Performance Plan

37

Plans for Progress

This performance indicator demonstrates how the National Institute of Food and Agriculture 

(NIFA) funding directly impacts education performance through scholarships, assistantships, predoctoral fellowships, and post-doctoral fellowships. Currently, NIFA’s Agriculture and Food 

Research Initiative is the largest competitive program with approximately 25% of the Agency’s 

appropriation. NIFA funding, depending on legislative priorities, may also indirectly benefit 

students of all levels. Investments in curriculum development, faculty development, recruitment, 

and related activities enhance the agricultural literacy of the general population and support the 

development of a skilled agricultural workforce and cadre of scientists.

FARM SERVICE AGENCY

Baseline FY 22

Target

FY 23

Target

Loan Processing 

Time

Average Number of Days to Process 

Direct Loans 32 34 34

Plans for Progress

FSA is reimagining how loan application materials are presented to potential applicants and is 

developing an interactive tool in plain language that will inform and standardize every step in the 

loan underwriting process, which will provide more transparency to the loan application review 

process and result in fewer incomplete applications. FSA's Business Process Reengineering and 

Information Technology Modernization Initiative, implemented in 2022, will reduce manual and 

paper-based processes, with efforts to develop interactive online applications and online loan 

repayment prototypes. As part of this initiative, FSA is evaluating the possibility of expanding a 

project initiated in 2019 that deployed three bots to pre-fill correspondence to customers, which 

has freed time for loan officials to spend with customers and on more value-added analysis. Hiring 

and retention policies and practices are being studied, including the use of retention incentives to 

keep more experienced Loan Officers to assist with the workload and train less experienced staff 

members.

FOREST SERVICE

Baseline FY 22

Target

FY 23

Target

National Forest 

Customer 

Satisfaction

Percentage of Customers Satisfied 

with Recreation Facilities, Services, 

and Settings in National Forests

95% 95% 98%

Plans for Progress

In FY 2023, Forest Service units plan to increase the percentage of customers satisfied with 

recreation facilities, services, and settings in National Forests to 98% which indicates exceptional 

service delivery to customers. The Agency plans to improve service and reduce barriers to access 

for all users of the National forests and grasslands. The Forest Service plans to emphasize additional 

and better-trained on-the-ground staff who interact directly with customers and who work through
U.S. Department of Agriculture – FY 2023 Performance Plan

38

partnership agreements to enhance customer service and program delivery efforts. Investments in 

customer service through such platforms as Recreation.gov will make Forest Service facilities 

easier to find and will facilitate trip planning that will match recreation user and visitor needs to 

appropriate resources.

Customer satisfaction levels for Forest Service recreation users has been both high and stable over 

the past several years. Continued investment in addressing deferred maintenance needs through 

the Great American Outdoors Act and additional investments in areas to accommodate high visitor 

use through the Bipartisan Infrastructure Law will continue to support positive outcomes. Staffing 

capacity to provide direct and dedicated customer service could impact expected performance. The 

Forest Service is advancing racial equity a step further by working to ensure that the Agency 

equitably distributes goods, services, grants, contracts, and benefits without bias of any kind, 

intentional or otherwise. By the end of FY 2022, the Agency will have developed a comprehensive 

approach to financial assistance and procurements, including grants, agreements, and contracts, to 

involve Diversity, Equity, Inclusion, Accessibility and Justice communities to reach more 

stakeholders resulting in more equitable distribution of awards and discovering new expertise and 

capacity.

RURAL DEVELOPMENT

Baseline FY 22

Target

FY 23

Target

OneRD Customer 

Experience

Percentage of OneRD Customers 

Whose Application Processing Time 

Does Not Exceed 30 Days*

39% 45% 55%

OneRD Customer 

Experience

Percentage of OneRD Program 

Customer (Lender) Satisfaction Survey 

Ratings of 4 or Above

55% 60% 65%

* Receipt to Conditional Commitment

Plans for Progress

Rural Development 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: 

the Business and Industry Loan Program, Community Facilities, Rural Energy for America, and 

Water and Waste Disposal. The OneRD Guaranteed Loan Initiative is improving program 

performance and impact by changing how the Agency delivers commercial guarantee programs, 

implementing a standard set of requirements, processes, and forms across the four flagship 

loan guarantee programs. Rural Development is taking a holistic approach to this project, 

improving all aspects of the customer experience by meeting their expectations for 

consistency, accountability, transparency, and speed of service.

Objective 6.3: Promote USDA Operational Excellence Through Better Use of 

Technology and Shared Solutions

The Department strives to fully leverage modern human-centered design, data, technology, and 

digital services to provide our internal and external customers with easy-to-navigate online tools
U.S. Department of Agriculture – FY 2023 Performance Plan

39

to increase access to our critical programs and services. Enterprise-wide shared technology and 

data services will help increase the Department’s capacity to make data-driven policy decisions, 

track progress, and support evidence-building within USDA’s research and statistical agencies, 

while also increasing data shared with external researchers. Increasing shared services and 

modernizing legacy IT systems will move the Department towards a future where customer-facing 

programs are seamlessly integrated with back-end IT that can be continually modified in response 

to changing customer needs.

USDA is making better use of data and enabling advanced analytics, such as geospatial modeling, to 

improve the delivery of services and programs. The Department’s enterprise data and analytics 

platform is bringing data together from across different parts of the organization to support crosscutting analytics. The capabilities of data scientists and analysts have been expanded with the 

development of a data science workbench, which enables advanced analytics needed for more 

sophisticated insights.

Cybersecurity is a foundational shared service and represents a core component of improving 

digital service delivery and internal systems by ensuring secure, reliable access to USDA products 

and services.

OFFICE OF PROPERTY AND ENVIRONMENTAL MANAGEMENT

Baseline FY 22

Target

FY 23

Target

Property Footprint

Reduction in the Department’s 

Overall Real Property Footprint 

through Effective Disposal and 

Consolidation Efforts (Thousand 

Square Feet)

31,200,000 31,100,000 30,800,000

Plans for Progress

USDA is expected to continue to reduce its real property footprint due to the new telework policy. 

This will be accomplished by continuing to enforce the new USDA space utilization policy and 

identifying opportunities for space consolidation. The Office of Property and Environmental 

Management will continue working with the General Services Administration on 10 large proposed 

collocations.
U.S. Department of Agriculture – FY 2023 Performance Plan

40

Acronyms and Abbreviations

APG Agency Priority Goal

AMS Agricultural Marketing Service

APHIS Animal and Plant Health Inspection Service

FAS Foreign Agricultural Service

FNS Food and Nutrition Service

FSA Farm Service Agency

FSIS Food Safety and Inspection Service

FY Fiscal year

GPRAMA Government Performance and Results Act Modernization Act

NIFA National Institute of Food and Agriculture

NRCS National Resources Conservation Service

RMA Risk Management Agency

SNAP Supplemental Nutrition Assistance Program

USDA U.S. Department of Agriculture

WIC Special Supplemental Nutrition Assistance Program for Women, Infants, and Children
In accordance with Federal civil rights law and U.S. Department of Agriculture (USDA) civil rights 

regulations and policies, the USDA, its Agencies, offices, and employees, and institutions participating in 

or administering USDA programs are prohibited from discriminating based on race, color, national origin, 

religion, sex, gender identity (including gender expression), sexual orientation, disability, age, marital 

status, family/parental status, income derived from a public assistance program, political beliefs, or reprisal 

or retaliation for prior civil rights activity, in any program or activity conducted or funded by USDA (not 

all bases apply to all programs). Remedies and complaint filing deadlines vary by program or incident. 

Persons with disabilities who require alternative means of communication for program information (e.g., 

Braille, large print, audiotape, American Sign Language, etc.) should contact the responsible Agency or 

USDA’s TARGET Center at (202) 720-2600 (voice and TTY) or contact USDA through the Federal Relay 

Service at (800) 877-8339. Additionally, program information may be made available in languages other 

than English.

To file a program discrimination complaint, complete the USDA Program Discrimination Complaint Form, 

AD-3027, found online at How to File a Program Discrimination Complaint and at any USDA office or 

write a letter addressed to USDA and provide in the letter all of the information requested in the form. 

To request a copy of the complaint form, call (866) 632-9992. Submit your completed form or letter to 

USDA by: (1) mail: U.S. Department of Agriculture, Office of the Assistant Secretary for Civil Rights, 1400 

Independence Avenue, SW, Washington, D.C. 20250-9410; (2) fax: (202) 690-7442; or (3) email: program.

intake@usda.gov.

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

Issued March 2022