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U.S. Department of Agriculture 

Diversity, Equity, Inclusion and 

Accessibility Strategic Plan 

Fiscal Year 2022 - 2026 

Published: March 2022 
 

 

 

 

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Table of Contents 

Message from Secretary Thomas J. Vilsack and Deputy Secretary Jewel Bronaugh...................3 

Goal One: Build a culture that drives trust, belonging, transparency, accountability, 

Goal Two: Achieve a workforce representative of Americans that inspires 

Goal Three: Foster a workplace environment that is physically, mentally, and 

Goal Four: Establish leadership and governance structures to support long-term and 

Goal Five: Promote empowerment, responsibility, and accountability for DEIA 

Goal Six: Demonstrate a commitment to a diverse, equitable, inclusive, and 

accessible USDA through accountability, data collection, analysis, and effective 

Message from Acting Chief Diversity and Inclusion Officer Leslie Weldon.................................... 6 

USDA DEIA Strategic Plan Introduction.......................................................................................................8 

DEIA Strategic Plan Approach and Purpose........................................................................................... 9 

How this Plan is Structured ....................................................................................................................... 10 

How this Plan Will be Used........................................................................................................................ 11 

Section 1: USDA DEIA Mission, DEIA Vision, USDA Core Values ..................................................... 12 

DEIA Mission ................................................................................................................................................... 12 

DEIA Vision ...................................................................................................................................................... 12 

USDA Core Values.......................................................................................................................................... 12 

Section 2: USDA Chief Diversity and Inclusion Officer ........................................................................ 13 

Section 3: USDA DEIA Goals FY 2022-2026............................................................................................. 14 

Governmentwide DEIA Executive Order 14035 Priorities............................................................ 15 

and employee empathy. .................................................................................................................... 16 

development of innovative ideas and best practices............................................................. 17 

emotionally safe. .................................................................................................................................. 18 

sustainable DEIA efforts.................................................................................................................... 19 

through developing the workforce. .............................................................................................. 20 

policymaking. ........................................................................................................................................ 21 

Section 4: Framework to Promote Safe and Inclusive Workplaces and Address Workplace 

Harassment .......................................................................................................................................................... 22 

Determining Safety and Anti-Harassment Program Needs and Next Steps ................. 23 

Section 5: USDA DEIA Maturity Model....................................................................................................... 24 

Section 6: USDA DEIA Reporting Plan........................................................................................................ 27 

Closing .................................................................................................................................................................... 27 
 

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Appendix A: Governmentwide DEIA Executive Order Priorities .................................................... 28 

Appendix B: DEIA Goals and Executive Order Priorities Map.......................................................... 30 

USDA Goals and Objectives:............................................................................................................. 30 

Appendix C: Acknowledgement of Support for DEIA Strategic Plan Development ................. 33 
 

 

 

 

 

 

Message from Secretary Thomas J. Vilsack and 

Deputy Secretary Jewel Bronaugh 

It is an honor to introduce the United States Department of Agriculture (USDA) Diversity, 

Equity, Inclusion, and Accessibility (DEIA) Strategic Plan for Fiscal Years 2022 – 2026. 

USDA is often referred to as the “People’s Department,” a name given by President 

Abraham Lincoln who established the Department to serve the needs of all people. As such, 

we strive to ensure sustainable agriculture, feed Americans, and conserve our natural 

resources – work that touches the lives and livelihoods of people in every county of the 

United States and around the world. Yet, in spite of this honorable title, USDA has not 

always met the needs of all people. USDA has a challenging history of racial discrimination 

and exclusion – a history that has excluded and harmed many, including our own 

employees. Previous efforts have made incremental progress regarding USDA’s legacy of 

discrimination and increased accountability with civil rights; however, fall short in 

equitable service to Tribal Nations, communities of color, rural, and other underserved and 

underrepresented persons and to employees. There is still much to do to eliminate the 

systemic, pervasive challenges and thus elevate USDA’s commitment to serving all people. 

We have learned from the mistakes and omissions of the past and are committed to 

persevere until we get this right for our employees and the people we serve. 

“The people at USDA have the passion to 

continuously improve how we successfully deliver 

our mission. I look forward to working with Dr. 

Bronaugh to ensure USDA lives up to its calling as 

the People’s Department, to be a department that 

works in new ways to ensure we serve all people 

equally and fairly.” 

Secretary Thomas J. Vilsack 

This DEIA Strategic Plan outlines USDA’s priorities, goals, 

and commitment to integrating diversity, equity, inclusion, 

and accessibility in all that we do. We seek to create and 

advance a diverse, inclusive culture that champions dignity and respect, and where 

employees feel welcomed and motivated to do their best. 

The global pandemic has fundamentally changed the concept of work and has brought new 

challenges and opportunities that must be considered as we seek to become a model public 

service employer. While the impact of our efforts to bring employees back to the workplace 

and to reimagine the future of work is yet to be fully seen, early research points to the 

impact the pandemic has had on women, caretakers, and people from underserved 

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communities. We also learned about new and different ways to carry on the work, 

collaborate and meet our mission and we will continue to explore flexibilities and 

strategies to ensure an equitable and inclusive workplace. Our future of work strategies 

must ensure a strong DEIA commitment to address both the challenges and opportunities 

for all employees to be successful in a hybrid workplace. 

Such a workforce can be best prepared to meet our uncompromising commitment of 

equitable service and mission delivery to all Americans. At the core of this DEIA Strategic 

Plan are six focus areas for the next five years: 

• Build a culture that drives trust, belonging, transparency, accountability, and 

employee empathy. 

• Achieve a workforce representative of Americans that inspires development of 

innovative ideas and best practices. 

• Foster a workplace environment that is physically, mentally, and emotionally safe. 

• Establish leadership and governance structures to support long-term and sustainable 

DEIA efforts. 

• Promote empowerment, responsibility, and accountability for DEIA through 

developing the workforce. 

• Demonstrate a commitment to a diverse, equitable, inclusive, and accessible USDA 

through accountability, data collection, analysis, and effective policymaking. 

As USDA makes advancements in these areas, we will be positioned for significant, longterm, sustainable progress toward a highly motivated and thriving workforce. We will 

nurture a culture that consistently, intentionally, and systematically places equity at the 

center of program and policy design, implementation, and evaluation. USDA is committed 

to not only embracing diversity, equity, inclusion, and accessibility, but to integrating and 

demonstrating this commitment in all we do. Our success will be based on how well we 

learn and adapt during this journey. This is a 

responsibility of great magnitude, but it is a worthy 

and honorable responsibility that USDA commits to 

uphold. 

“It is important to listen to the people who 

have experienced discrimination firsthand. 

We want to learn from their experiences 

and work together to make our programs 

inclusive and accessible for everyone.” 

Deputy Secretary Jewel Bronaugh 

When we draw upon the creativity, and wisdom, of a workforce that reflects the population 

we serve, we are better able to understand and meet the needs of our customers – the 

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American people. USDA is committed to not only hiring, developing, and advancing a 

workforce that truly reflects America’s rich and diverse characteristics, but also to creating 

a workplace environment that is inclusive so that everyone can rise to their highest 

potential and flourish in supporting our mission. The United States of America was founded 

on the ideal that “out of many, we are one” and that the whole is greater than the sum of its 

separate parts. This is inclusion; this is the catalyst for the specific goals and outcomes that 

are embedded within this strategic plan. The journey to an inclusive, empowering 

environment will come with learning, discovery, and with hard truths. We invite and 

encourage all of USDA to work together with compassion and commitment as we persevere 

in our efforts. While the systemic nature of DEIA challenges demand action, our individual 

stance and shared values are equally important if we are to ensure that all employees are 

able to make their best and most meaningful contributions. 

To this end, we look forward to working with Acting Chief Diversity and Inclusion Officer 

(CDIO), Leslie Weldon, and leaders across USDA, to build synergy across USDA and 

institutionalize this commitment for the long term. Five years from now, we will see the 

indisputable benefits of DEIA in our workforce and in our service to the public. This is the 

necessary and wise thing to do. 

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Message from Acting Chief Diversity and Inclusion 

Officer Leslie Weldon 

It is exciting and humbling to serve as USDA’s Acting CDIO. As an employee, I appreciate 

USDA’s commitment to a diverse, inclusive, equitable and high-performing workforce and 

look forward to working with you to make USDA the Best Place to Work. The completion of 

the USDA FY2022-2026 DEIA Strategic Plan marks a significant moment of progress to 

achieve this goal. This first-ever DEIA strategic plan represents the many and diverse 

voices of our employees. This plan was informed by the concerns and aspirations 

expressed by a wide range of employees who participated in DEIA workgroup sessions and 

listening sessions. It reflects many of the findings and recommendations of the DEIA 

Agency Self-Assessments, focus groups, personal interviews, and of multiple reviewers. We 

listened, and we heard you. Consider the plan as a “living” document. While it defines clear 

goals and outcomes, we need to be flexible and adapt as we 

learn the best approaches to be successful in guaranteeing a 

USDA that is diverse, equitable, inclusive, and accessible. 

Acting CDIO Leslie Weldon 

“It is easy to jump to numbers and metrics, but DEIA 

is so much more than numbers and metrics. It is about 

people growing a positive and belonging work 

culture, adopting new behaviors, changing processes, 

and safeguarding fairness for all.” 

The DEIA Strategic Plan lays a foundation for delivering 

outcomes that will improve USDA’s performance. It was also 

developed to build on the Department’s upcoming Strategic 

Plan that partly focuses on making USDA the Best Place to Work. The noted outcomes 

below will guide our approach to the work that needs to be done: 

• Anchor responsibilities for achieving DEIA outcomes to formal USDA leaders and to 

a clear sustainable governance structure. 

• Foster a culture of inclusion, engagement, learning, and transparency. 

• Align DEIA Strategy with programmatic equity efforts such as USDA Equity Action 

Plan, Civil Rights, Tribal Sovereignty commitments, and implementation of new 

authorities such as the Bi-Partisan Infrastructure Law. 

• Highlight and integrate current USDA actions and practices that contribute to DEIA 

outcomes. 

• Embed and integrate DEIA accountability practices, data, information, and 

performance measures into the USDA Strategic Plan, Mission Area operational plans, 

administrative operational plans, budget planning and learning agendas. 

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• Integrate customer experiences and stakeholder recommendations such as those 

that may come from the Equity Commission to advance equity at USDA and its 

programs. 

USDA is committed to developing solid strategies grounded in our mission and values. We 

recognize that making enduring change must begin quickly and will take time. We will need 

consistent, focused attention. Our call to action is to listen, seek diverse perspectives, and 

pursue the most effective changes. I look forward to working with all of you. 

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USDA DEIA Strategic Plan Introduction 

The United States Department of Agriculture is the Nation’s leader on food, agriculture, 

natural resources, rural development, nutrition, and related programs based on public 

policy, the best available science, and effective management. USDA, comprised of 29 

agencies and offices with over 100,000 employees, serves the American people at 4,500 

locations across the country and abroad. To ensure successful execution of our mission, the 

Department must create and nurture a workplace culture that consistently places equity at 

the center of our workforce. We depend on employees who can deliver their best work 

within a USDA that represents the diversity of our citizens and practices inclusion and 

accessibility so all employees can thrive in their contributions to mission delivery. 

This DEIA Strategic Plan will serve as our roadmap in this endeavor and is written in 

accordance with “The Executive Order to Advance Diversity, Equity, Inclusion, and 

Accessibility in the Federal Workforce (EO 14035).” In compliance with this Executive 

Order, USDA will submit progress reports annually to the Assistant to the President for 

Domestic Policy, the Director of Office of Personnel Management (OPM), and the Deputy 

Director for Management of Office of Management and Budget (OMB). The plan correlates 

and complements the USDA Equity Action Plan (EO 13985) and supports the related 

components of the USDA’s Tribal Sovereignty Action Plan, Gender Equity and Equality and 

other equity related executive orders. USDA is committed to Department mission success 

and acknowledges that this success can only be achieved through the rich experiences of a 

diverse, talented workforce. For such a workforce to flourish, it is necessary that USDA 

create a dynamic, inclusive environment in which employees are empowered and 

welcomed to use their unique knowledge and expertise to rise to their fullest potential. It is 

also necessary that USDA demonstrates an unwavering commitment to civil rights. This 

commitment will be evident as USDA builds civil rights offices equipped with the skills, 

capacity, tools, and processes that are essential to enforce and uphold civil rights effectively 

and efficiently. The goals, objectives, and strategies identified within this DEIA Strategic 

Plan are intentionally designed to create an environment in which DEIA and civil rights are 

integrated into the fabric of how USDA operates. Additionally, USDA has been active in 

changing structures and activities aligned with these goals. 

On February 28, 2022, the CDIO for USDA was named marking a key step in ensuring the 

successful and sustainable implementation of this DEIA Strategic Plan and all associated 

efforts. The CDIO will continue with the collaborative approach taken in the development 

of this plan to build upon actions already underway to drive the overall success and 

sustainability of this strategy. This requires working across USDA to centralize and amplify 

this work to ensure all employees understand the intent for DEIA. As the program of work 

is developed to implement this strategy, agencies and offices will be given guidance for 

developing plans that meet the objectives of this DEIA strategy and that address the 

specific needs of their workplaces, employees, and mission. A standard set of performance 

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measures will unite these agency level plans to allow outcomes for all of USDA to be 

tracked. 

This DEIA Strategic Plan identifies specific goals and strategic objectives to advance DEIA 

in the Department’s workforce. It builds upon the DEIA initiatives and work that are 

already taking place at USDA as evidenced by the Mission Areas and Staff Offices and 

overall Departmentwide DEIA Self-Assessments and efforts outlined in the upcoming USDA 

Strategic Plan 2022-2026, under the strategic goal focused on making USDA the Best Place 

to Work. Leaders from USDA Departmental Administration, Mission Areas, and Staff 

Offices, listed below, contributed expertise and insights to this plan. A list of individuals 

who collectively contributed to the support and development of this plan may be found in 

Appendix C. 

• Office of the Assistant Secretary for Administration 

• Office of the Assistant Secretary for Civil Rights 

• Office of Budget and Program Analysis 

• Office of Communications 

• Office of the General Counsel 

• Office of Human Resources Management 

• Office of the Secretary 

USDA is committed to embracing and integrating diversity, equity, inclusion, and 

accessibility within the fabric of all that we do. It is through this commitment that USDA can 

live up to its name as “The People’s Department.” 

DEIA Strategic Plan Approach and Purpose 

This DEIA Strategic Plan encourages all members of the USDA workforce to take ownership 

for creating a welcoming, safe, inclusive, and supportive climate. To that end, everyone 

within USDA must operate from a common, shared understanding of DEIA. Within this 

DEIA Strategic Plan and in the context of the Federal workforce, the definition for each 

component of DEIA is identified below, as is the definition of underserved communities. 

• Diversity1: The practice of including the many communities, identities, races, 

ethnicities, backgrounds, abilities, cultures, and beliefs of the American people, 

including underserved communities. 

• Equity: The consistent and systematic fair, just, and impartial treatment of all 

individuals, including individuals who belong to underserved communities that 

have been denied such treatment. 

• Inclusion: The recognition, appreciation, and use of the talents and skills of 

employees of all backgrounds. 

1 Definitions for Diversity, Equity, Inclusion, Accessibility and Underserved Communities 

provided by EO 14035. 

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• Accessibility: The design, construction, development, and maintenance of facilities, 

information and communication technology, programs, and services so that all 

people, including people with disabilities, can fully and independently use them. 

Accessibility includes the provision of accommodations and modifications to ensure 

equal access to employment and participation in activities for people with 

disabilities, the reduction or elimination of physical and attitudinal barriers to 

equitable opportunities, a commitment to ensuring that people with disabilities can 

independently access every outward-facing and internal activity or electronic space, 

and the pursuit of best practices such as universal design. 

• Underserved Communities: Populations sharing a particular characteristic, as well 

as geographic communities, that have been systemically denied a full opportunity to 

participate in aspects of economic, social, and civic life. In the context of the Federal 

workforce, this term includes individuals who belong to communities of color, such 

as Black and African American, Hispanic, and Latino, Native American, Alaska 

Native, and Indigenous, Asian American, Native Hawaiian and Pacific Islander, 

Middle Eastern, and North African persons. It also includes individuals who belong 

to communities that face discrimination based on sex, sexual orientation, and 

gender identity (including lesbian, gay, bisexual, transgender, queer, gender nonconforming, and non-binary (LGBTQI+) persons); persons who face discrimination 

based on pregnancy or pregnancy-related conditions; bring parents; and being 

caregivers. It also includes individuals who belong to communities that face 

discrimination based on their religion or disability; first-generation professionals or 

first-generation college students; individuals with limited English proficiency; 

immigrants; individuals who belong to communities that may face employment 

barriers based on older age or former incarceration; persons who live in rural areas; 

veterans and military spouses; and persons otherwise adversely affected by 

persistent poverty, discrimination, or inequality. Individuals may belong to more 

than one underserved community and face intersecting barriers. 

How this Plan is Structured 

This DEIA Strategic Plan outlines the approach USDA will take from FY 2022-2026, with 

specific focus on what must be done to achieve the desired outcomes and goals identified. 

The goals represent strategic priorities that USDA will address over the course of the next 

five years. Each goal is supported by a brief description of the intended outcomes as well as 

supporting strategic objectives for guiding the actions necessary to achieve those intended 

outcomes. Within this DEIA Strategic Plan, the term underrepresented is alongside 

underserved. This is an intentional effort to proactively ensure no member of an 

underserved or underrepresented community is denied a full opportunity to participate in 

aspects of the USDA workforce. This language is also intended to align with efforts to 

advance USDA along the OPM DEIA Maturity Model, specifically in observance of the Level 2 

maturity signal Diversity Framework requirements that indicate USDA will apply an 

inclusive definition of underserved communities rather than the definition of diversity as it 

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is confined to Equal Employment Opportunity (EEO) categories. This document identifies 

where a particular objective is aligned to a specific maturity signal. For example, Maturity 

Level 2 Activity: Pay and Compensation indicates that a particular implementation strategy, 

when implemented, will support USDA in progressing from Level 1 toward Level 2 on the 

DEIA Maturity Model. 

How this Plan Will be Used 

This DEIA Strategic Plan is internally focused on the USDA organization and employee 

experiences. It complements and integrates with USDA’s Strategic Plan Goal #6, “Making 

USDA the Best Place to Work,” and its Equity Action Plan which focuses on equitable 

mission delivery to the Department’s customers. Together, these plans will guide USDA’s 

journey to dismantle the barriers that historically underserved and underrepresented 

communities and groups, internal and external to USDA, have faced. The plans will 

institutionalize enduring actions that ensure equitable experiences for all employees and 

equitable services to all people They provide a comprehensive approach to analyzing USDA 

programs, policies, systems, structures, and practices that cause barriers to inclusion or 

access, systemic discrimination, or perpetuate racial, economic, health and social 

disparities. They will inform recommendations for action, guide decision, and track 

learning and monitor progress. USDA’s values of honesty, customer service, integrity, and 

respect show up in the day-to-day operations of the organization and will fortify and 

bolster a solid foundation for our commitment to advancing DEIA as our true measure of 

public service. 

This DEIA Strategic Plan specifically focuses on internal DEIA goals and objectives. It 

provides direction and focus. It does not, however, include detailed strategies, tactics, and 

actions. USDA will develop this level of detail through a DEIA Roadmap and Program of 

Workplans at the beginning of each fiscal year. The DEIA Roadmap and annual Program of 

Workplans will establish an adaptive model for change to guide efforts that will influence a 

positive transformation of our people, culture, and systems. The Department will use the 

DEIA Roadmap and Program of Workplans to inform annual budget requests, quarterly 

strategic reviews, performance plans and learning agendas. Whereas this DEIA Strategic 

Plan is a multi-year plan spanning five consecutive fiscal years, the DEIA Roadmap and 

Program of Workplans will focus on shorter periods of time and will be informed by 

progress, challenges, insights, and lessons learned from prior year activities. 

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Section 1: USDA DEIA Mission, DEIA Vision, USDA 

Core Values 

Through an iterative process led by USDA representatives from each of the 29 Mission Areas 

and Staff Offices, stakeholders defined the USDA DEIA Mission and DEIA Vision and how they 

intersected and integrated with the defined USDA Core Values. 

DEIA Mission 

Intentionally build and advance a culture of belonging that empowers a diverse mix of people 

across USDA to fulfill the USDA mission. 

DEIA Vision 

To become a model employer and service provider that nurtures and sustains a workplace 

where DEIA is foundational and guides informed decision-making in all programs and career 

opportunities. 

USDA Core Values 

Core values serve as guiding principles, defining appropriate behaviors, expectations for all 

employees, and directing decision making throughout all levels of the organization. These 

USDA core values are foundational to the success of the Department and this DEIA Strategic 

Plan, given they lay a solid foundation for the culture of USDA and how we will honor our 

DEIA goals and associated actions. As USDA moves forward with this DEIA Strategic Plan, it 

is incumbent upon every member of the USDA community to uphold the 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 and customers 

around the globe. 

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

reliable, timely, relevant, and free from political interference. 

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Section 2: USDA Chief Diversity and Inclusion 

Officer 

As part of Executive Order 14035, USDA has established a CDIO position. The CDIO will 

report to the U.S. Secretary of Agriculture as a distinctly separate role from an equal 

employment opportunity officer with sufficient seniority and influence to coordinate 

efforts to promote and elevate DEIA across USDA. The CDIO will lead the execution of this 

DEIA Strategic Plan by communicating, collaborating, and engaging with USDA leadership 

and all Mission Areas to ensure Departmentwide, Mission Area and Staff Office DEIA efforts 

are reflected, integrated, and aligned to support DEIA goals, objectives, and strategies. The 

CDIO is a key voice and influential leader in helping to ensure USDA is the best place to 

work where all USDA employees are expected to: (1) advance diversity, equity, inclusion, 

and accessibility, interdependent with USDA Human Capital Management and Civil Rights 

objectives; (2) create a culture that respects, welcomes, and supports all employees; and 

(3) deliver excellent public service for all USDA mission outcomes. 

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Section 3: USDA DEIA Goals FY 2022-2026 

To fulfill the opportunities and meet the challenges before us, USDA will advance the below 

goals and strategic priorities. This will ensure that the mission to intentionally advance a 

culture of belonging that empowers a diverse mix of people across USDA comes to fruition. 

Culture: Build a culture that drives trust, belonging, transparency, accountability, 

and employee empathy. 

Workforce: Achieve a workforce representative of Americans that inspires 

development of innovative ideas and best practices. 

Environment: Foster a workplace environment that is physically, mentally, and 

emotionally safe. 

Governance: Establish leadership and governance structures to support long-term 

and sustainable DEIA efforts. 

Accountability: Promote empowerment, responsibility, and accountability for DEIA 

through developing the workforce. 

Commitment: Demonstrate a commitment to a diverse, equitable, inclusive, and 

accessible USDA through accountability, data collection, analysis, and effective 

policymaking. 

The Governmentwide Strategic Plan to Advance DEIA includes a maturity model to assess 

the effectiveness of DEIA within a workforce. Within the Governmentwide Strategic Plan’s 

signals of maturity, the following considerations apply: 

• DEIA Approach: How well DEIA is integrated into the Department’s mission, vision, 

values, and practices to mitigate barriers, if any. 

• Diversity Framework: How well the Department understands what DEIA is and 

embraces it. 

• Organizational Structure: How well the Department has resourced DEIA-related 

efforts and integrated it across the Department. 

• DEIA Integration: How well DEIA is integrated into the Department’s strategic 

planning, performance management, and learning agendas. 

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Governmentwide DEIA Executive Order 14035 Priorities 

While the origins of the DEIA Strategic Plan are rooted in EO priorities of the Biden-Harris 

administration, the strategic priorities and goals are crafted with the explicit intention of 

deeply integrating DEIA best practices, outcomes, and performance measures permanently 

into how USDA delivers its mission. The EO priorities act as the foundational roots of this 

DEIA Strategic Plan. However, USDA intends to nurture the goals and objectives within this 

plan, so they serve as branches with an impact and influence that are far-reaching. 

The EO 14035 priorities are identified in Appendix A. In Appendix B a table provides a 

crosswalk between the goals identified within this DEIA Strategic Plan and each EO priority. 

This crosswalk illustrates that the group of goals in this DEIA Strategic Plan address and thus 

advance each EO Priority. 

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Goal One: Build a culture that drives trust, belonging, 

transparency, accountability, and employee empathy. 

A culture of transparency, accountability, and empathy is essential to building a workforce 

that engenders DEIA and a positive work culture. Such a culture is formed by collective 

efforts to advance equity for all employees with special attention to underserved and 

underrepresented communities. 

Objective 1.1 Objective 1.2 

Foster a culture that is defined by a Build an equity-focused framework 

shared understanding of what DEIA that provides access to purposeful 

is, why it is important, how it shows and unbiased employee 

up, and how each individual development and growth 

contributes and is held accountable opportunities for USDA’s current 

to its success and advancement. and future workforce. 

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Goal Two: Achieve a workforce representative of Americans that 

inspires development of innovative ideas and best practices. 

USDA must focus on recruiting, hiring, and sustaining a diverse workforce aligned to DEIA 

core values and merit promotion principles. A diverse and representative workforce that 

draws from a range of backgrounds, experiences, and perspectives results in a team that 

inspires innovative ideas and best practices. Such an environment, supported by paid 

internships, deeper broader partnerships, and targeted recruitment efforts, will attract a 

motivated, capable pool of recruits. These recruits will see themselves in the workforce and 

leadership at all levels, specifically managers, supervisors, and the SES cadre. 

Objective 2.1 

Promote and practice 

innovative and bold 

outreach and awareness 

strategies that brand 

USDA as an employer of 

choice for individuals of 

all backgrounds, 

experiences, and abilities. 

Objective 2.2 

Enhance relationships 

with current partners and 

develop new, sustainable 

partnerships to build an 

increasingly diverse 

pipeline from 

underserved and 

underrepresented 

communities. 

Objective 2.3 

Eliminate barriers and 

bias in the recruitment, 

hiring, and onboarding of 

underrepresented 

candidates, and use data 

to develop strategies 

designed to address the 

needs of specific 

populations. 

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Goal Three: Foster a workplace environment that is physically, 

mentally, and emotionally safe. 

Creating and maintaining an inclusive workplace requires emotional, mental, social, and 

physical safety. Such a workplace leads to an environment where employees thrive, 

develop their potential, and contribute to the success of their workplace. This requires a 

comprehensive reviews and updates of agency policies and processes for responding to 

harassment and supporting federal employees who have experienced workplace 

harassment, violence, and retaliation. This also requires actively monitoring employee 

experiences through surveys, assessing trends in responsiveness complaints. 

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Objective 3.1 

Embed standardized antiharassment and safety 

policy and response 

system protocols and 

standards at every level 

and ensure leadership 

engagement in 

harassment prevention 

and response efforts. 

 

Objective 3.2 

Ensure facilities and 

emergency response 

mechanisms promote 

personnel safety across 

USDA operations. 

Objective 3.3 

Create a USDA-wide 

victim-centered and 

trauma-informed antiharassment program. 
 

Goal Four: Establish leadership and governance structures to 

support long-term and sustainable DEIA efforts. 

The CDIO will lead the execution of this DEIA Strategic Plan by communicating, 

collaborating, and engaging with USDA leadership and all Mission Areas. This will help 

ensure Departmentwide and Mission Area DEIA efforts are reflected, integrated, and 

aligned to support goals and objectives. Senior officials play an essential role in establishing 

clear leadership intent and strategic priorities as well as closing opportunity gaps. The 

USDA DEIA governance structure, led by the CDIO, will ensure USDA is a Best Place to Work 

where employees are expected to: (1) advance DEIA, interdependent with USDA Human 

Capital Management and Civil Rights objectives; (2) create a culture that respects, 

welcomes, and supports all employees; and (3) deliver excellent public service for all USDA 

mission outcomes. 

Objective 4.1 Objective 4.2 

Establish formal shared leadership Partner across the Department for 

structure, systems, policies, metrics, the CDIO to use people-centric best 

and support functions, for the CDIO practices to transform USDA by 

with sufficient authority and developing, championing, 

resources to lead DEIA efforts. implementing, and managing 

USDA’s DEIA strategy and portfolio. 

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Goal Five: Promote empowerment, responsibility, and 

accountability for DEIA through developing the workforce. 

Sustainable integration of DEIA values and behaviors requires USDA to equip its leadership 

and workforce with the skills, competencies, and behaviors to understand how to “live” 

best practices, create an environment of inclusivity and equity, and deliver results. 

Furthermore, integrating and creating accountability for upholding these behaviors and 

values is a cornerstone to the long-term success and degree to which diversity, equity, 

inclusion, and accessibility are embedded in the fabric of USDA. This goal and its intended 

outcomes are guided by the priorities of continuous learning, development, and 

advancement. 

Objective 5.1 

Prioritize diversifying the 

workforce through 

targeted education, 

training, development, 

outreach, and 

advancement 

opportunities. This 

objective and its activities 

align with Maturity Signal, 

Level 2: Data-driven, 

Professional Development, 

Inclusive Workplace 

Culture 

Objective 5.2 

Promote consistency and 

accountability in learning 

and development at all 

levels. This objective and 

its activities align with 

Maturity Signal, Level 2: 

Data-driven, Professional 

Development, Inclusive 

Workplace Culture. 

Objective 5.3 

Integrate DEIA in 

expectations, 

competencies, 

performance 

requirements, and 

behaviors that result in 

career advancement and 

progression. This 

objective and its activities 

align with Maturity Signal, 

Level 2: Data-driven, 

Professional Development, 

Inclusive Workplace 

Culture. 

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Goal Six: Demonstrate a commitment to a diverse, equitable, 

inclusive, and accessible USDA through accountability, data 

collection, analysis, and effective policymaking. 

To ensure success in fostering equity in career advancement, professional development, 

pay, performance evaluation, and recognition, it is essential to leverage policy, processes, 

data, and analysis. Data helps create accountability, identify barriers to equitable access 

and opportunities, and systemic discrimination, conscious or unconscious, in the USDA 

policies, processes, and guidelines. This essential keystone requires prioritizing data 

collection, considering pay equity factors, and completing policy reviews. 

Objective 6.1 

Create a plan for 

reviewing USDA policies 

and procedures (e.g., 

assessment tests, vacancy 

announcements, eligibility 

criteria, suitability 

requirements, etc.) to 

integrate civil rights and 

equity in the design of 

policies, programs, and in 

decision making. This 

objective and its activities 

align with Maturity Signal, 

Level 2: Strategy. 

Objective 6.2 

Support fairness and 

equity through the 

development and 

consistent application of 

equity principles and 

practices. This objective 

and its activities align 

with Maturity Signal, Level 

2: Pay and Compensation 

Strategy. 

Objective 6.3 

Develop a data 

infrastructure that is 

consistent and 

transparent that allows 

for standardized 

quantitative and 

qualitative data collection, 

management, reporting 

and governance; to 

include the measurement, 

tracking, and monitoring 

of progress for DEIA 

initiatives. This objective 

and its activities align 

with Maturity Signal, Level 

2: Data-driven. 

21 
 

 

 

 

Section 4: Framework to Promote Safe and 

Inclusive Workplaces and Address Workplace 

Harassment 

Section six of EO 14035 highlights safe and harassment-free environments as necessary to 

healthy and respectful workplaces. This section, in conjunction with goal three above, 

outlines how USDA defines and addresses safety and anti-harassment within the 

Department. Section six states, “maintaining a safe, respectful, and inclusive workplace 

requires commitment and prioritization from senior leadership, as well as access to 

relevant tools, policies, and resources to support the workforce. Workplace safety is multidimensional and includes all efforts to minimize risks to the physical, mental, and emotional 

well-being of the federal workforce, including providing support for Federal employees 

who have experienced domestic violence, sexual assault, or stalking.” 

USDA believes in the value and benefits of a physical, emotionally, and mentally safe work 

environment and is committed to building such an environment for the whole USDA 

workforce. 

• At the USDA, physical safety encompasses personnel, infrastructure, and facilities 

where effective and efficient security standards and emergency response 

procedures are followed with the goal of creating the most accessible, secure 

facilities and safest workplaces within the Federal Government. Employees who feel 

safe can better ensure programs and services are delivered without interruption. 

• At the USDA, emotional safety is defined as employees feeling they can flourish 

without fear of retribution for mistakes, setbacks or differing opinions with the goal 

of enhancing morale, creativity, productivity, and team effectiveness. Emotional 

safety is deeply tied to a feeling of belonging, feeling safe to learn, contribute, and 

challenge “the way we always do it.” 

• At the USDA, mental safety in the workplace is ensuring employees feel safe enough 

to express their needs and when they need help with the goal of every employee 

feeling confident and comfortable enough to discuss any mental health issues with 

their employer, especially if they are seeking help. 

Section 6 also calls upon agencies to “adopt a comprehensive framework to prevent and 

address workplace harassment including updating policies and practices; promoting 

multiple mechanisms for reporting misconduct, including anonymous reporting; promoting 

respectful workplaces and bystander intervention; improving training and monitoring; and 

creating a culture that does not tolerate workplace harassment, discrimination, or 

retaliation.” 

The USDA is committed to creating workplaces free of all forms of harassment. There is an 

abundance of work USDA has completed to date, and USDA knows there is more that needs 

22 
 

 

 

 

addressed to reach this goal. USDA has conducted a comprehensive review and is in the 

process of updating Department policies and processes on harassment and supporting 

Federal employees who have experienced misconduct, harassment, domestic violence, 

sexual assault, or stalking. The draft USDA anti-harassment policy establishes a 

departmentwide program that is focused on a victim-centered and trauma-informed 

approach to addressing harassment. 

Within USDA, some Mission Areas have developed policies and procedures for addressing 

harassment. While approved by the Equal Employment Opportunity Commission as being 

legally compliant, they are not necessarily aligned with DEIA goals and objectives. USDA 

assembled a cross-Department team to begin development of a USDA-wide antiharassment regulation establishing USDA’s program. The draft regulation is in official 

clearance. Additionally, individual Mission Areas and staff offices have conducted climate 

assessments, but these have yet to be developed or coordinated at a national level. 

Determining Safety and Anti-Harassment Program Needs and Next Steps 

USDA has established a cross-department team to plan and implement the new antiharassment policy. This team will determine: 

• Resources needed to effectively implement prevention strategies 

• Effective responses to incidents of discrimination, harassment, and retaliation that 

are needed outside of the existing civil rights accountability and EEO led process 

• The level and scope of support needed for Federal employees who have experienced 

workplace discrimination, harassment, and retaliation 

• How to deliver effective support to the workforce 

• How to ensure this new process is truly victim centered and trauma informed and 

achieves the outcome of safe, respectful, and inclusive workplace 

23 
 

 

 

Section 5: USDA DEIA Maturity Model 

As per EO 14035, agencies are asked to develop goals, objectives, and strategies that 

advance DEIA within their agency. One means by which to measure advancement and 

assess the effectiveness of DEIA initiatives within USDA’s workforce policies and culture is 

through a DEIA-related maturity model. A DEIA maturity model is an industry best practice 

for improving organizational outcomes as it enables agencies to identify their DEIA 

maturity along a continuum, from building foundational capacity for DEIA work, level 1, to 

leading and sustaining practices, level 3. 

Based on the example shown below, USDA’s internal review and OPM’s assessment of 

USDA’s DEIA department-level self-assessment, USDA is assessed at a level one for all 

Signals of Maturity as of January 2022. Level 1 is considered USDA’s baseline. 

Signals of greater maturity include building DEIA organizational structure and governance 

that improves accountability, transparency, consistency, and equity within the workforce. 

Other signals of maturity include, but are not limited to, using data and DEIA principles and 

values to drive decisions around programming, recruiting and hiring, strategic planning, 

partnerships, goal setting, writing policies, and training. 

The goal for all agencies, including USDA, is to seek to continually improve along the 

continuum and share best practices within a culture of continuous improvement. 

OPM recommends the model below as an example from which USDA can adapt to meet its 

unique structure and needs. The levels of the example maturity model are summarized 

below. 

• Building Foundational Capacity, Level 1: On the first level of the maturity scale, an 

agency’s focus is on complying with statutory and regulatory requirements related to 

DEIA. The agency’s DEIA work is ongoing but may be siloed or decentralized. 

• Advancing Outcomes, Level 2: On the second level of the maturity scale, the 

agency is adopting DEIA priorities and policies throughout the enterprise and 

showing improved results beyond statutory and regulatory requirements. DEIA is a 

critical component of the agency’s mission and work but may not be fully embedded 

into the strategic plan and vision. 

• Leading and Sustaining, Level 3: On the third level of the maturity scale, the 

agency is demonstrating DEIA is an integral part of the overall organizational 

strategy by embedding DEIA in its vision, values, policies, and practices. The agency 

is executing its DEIA strategic plan, monitoring progress, and making appropriate 

adjustments. The agency may also be acknowledged, cited, and benchmarked by 

others for its DEIA accomplishments. 

To measure advancement, sustainability, and effectiveness of DEIA initiatives within USDA 

workforce policies and culture, USDA will utilize a maturity model into its measurement, 

reporting and communicating practices. Under the guidance of the CDIO, USDA will 

24 
customize, publicize, and implement the DEIA Maturity Model by which USDA commits to 

measuring advancement and assess effectiveness of its initiatives. The objectives and 

implementation strategies in this DEIA Strategic Plan, when accomplished, will advance 

USDA through the maturity model. USDA will align to the sample model below from the 

“Government-wide Strategic Plan to Advance Diversity, Equity, Inclusion and Accessibility” 

in the Federal Workforce, Appendix II document from the OPM. 

25 
Table showing the DEIA Maturity Model and the specific signals associated with Levels 1, 2, and 3. 

26 
 

 

Section 6: USDA DEIA Reporting Plan 

USDA strives to be a model employer and a Best Place to Work, believing that when we 

draw upon the wisdom and experiences of a workforce that reflects the population we 

serve, USDA is better able to understand and meet the needs of our customers. We are 

committed to not only hiring a workforce that truly reflects America’s rich and diverse 

makeup but to creating a workplace and environment that is inclusive so that diversity of 

experience, perspective, and more can truly flourish. 

USDA is committed to embedding DEIA principles and practices into the Department at all 

levels and that commitment requires a continuous growth cycle, building toward leading 

and sustaining practices that create a diverse, equitable, inclusive, and accessible 

workforce. It also requires continuous and thorough measurement, analysis, and reporting. 

For the duration of this DEIA Strategic Plan, USDA commits to: 

• Creating annual, Department-level goals with annual and quarterly measures 

used to assess progress 

• Building quarterly and annual reporting and evaluation processes for the 

Department and Mission Areas to track progress 

• Reporting on Department progress and plans to address gaps 

• Supporting Mission Areas to create, execute, track, and report quarterly and 

annual goals and associated measures 

• Developing a department-specific DEIA Maturity Model to measure DEIA 

advancement 

• Collaborating with other agency DEIA leads to develop evidence-based 

approaches to assess progress 

Closing 

USDA leadership is committed to successfully carrying out the mission of the Department 

to draw upon the rich experiences of a diverse, talented workforce that reflects those that 

we serve, the American people. We will use the goals, objectives, and implementation 

strategies identified within this DEIA Strategic Plan to support the USDA workforce with a 

dynamic, inclusive environment where employees are empowered, feel welcome, and can 

use their unique knowledge and expertise to truly rise to their fullest potential. 

27 
 

Appendix A: Governmentwide DEIA Executive 

Order Priorities 

EO 14035 requires a governmentwide approach to cultivate DEIA across agencies. It 

charges all Federal agencies with taking steps to reinvigorate and advance DEIA policies 

and practices across all aspects of employment. Agencies will accomplish this through the 

governmentwide DEIA priorities: 

• Data Collection: Improve the collection of voluntarily self-reported demographic 

data about the Federal workforce to take an evidence-based approach to reducing 

potential barriers in hiring, promotion, professional development, and retention 

practices. 

• Promoting Paid Internships: Remove barriers for low-income and first-generation 

professionals, including by reducing reliance on unpaid internships and expanding 

paid internship opportunities. 

• Partnerships and Recruitment: Establish new recruitment partnerships to build a 

more diverse pipeline into public service and facilitate recruitment, including the 

recruitment of individuals from underserved communities. 

• Professional Development and Advancement: Advance equity and transparency 

in professional development opportunities. 

• DEIA Training and Learning: Expand the availability of DEIA training so that 

Federal employees are supported and have the tools to promote respectful and 

inclusive workplaces. 

• Advancing Equity for Employees with Disabilities: Serve as a model employer for 

disabled employees by charging key agencies with coordinating across the Federal 

Government to develop processes to increase accessibility and reduce barriers to 

employment. 

• Advancing Equity for LGBTQI+ Employees: Advance equity for LGBTQI+ 

employees by striving to ensure that the federal health benefits system equitably 

serves all LGBTQI+ employees and their families, expanding the usage of gender 

markers and pronouns that respect transgender, gender non-conforming, and nonbinary employees, and working to create a more inclusive workplace. 

• Pay Equity: Advance pay equity so that public servants are fairly compensated for 

their talents, including Federal employees who may face discrimination based on 

race or gender, and working with agencies to review and, if necessary, revise job 

classifications and compensation practices. 

• Expanding Employment Opportunities for Formerly Incarcerated Individuals: 

Assess potential barriers that formerly incarcerated individuals face when seeking 

Federal employment and seek to expand job opportunities for individuals with past 

convictions. 

28 
• Safe Workplaces: Create a framework to address workplace harassment, including 

sexual harassment; and promote training, education, prevention programs, and 

monitoring to create a culture that does not tolerate harassment or other forms of 

discrimination or retaliation and that supports employees who have experienced 

domestic violence, sexual assault, or stalking. 

• Chief Diversity Officer: Establish or elevate Chief Diversity Officers or diversity and 

inclusion officers within agencies to promote diversity and inclusion within the 

workforce. 

29 
 

 

 

 

Appendix B: DEIA Goals and Executive Order 

Priorities Map 

The EO priorities act as the foundational roots of this DEIA Strategic Plan; however, USDA 

intends to nurture the goals and objectives within this plan, so they serve as branches with 

far-reaching impact and influence. The EO14035 priorities are identified in Appendix A. In 

Appendix B, a table provides a crosswalk between the goals identified within this DEIA 

Strategic Plan and the EO priorities. This crosswalk illustrates that the group of goals in the 

DEIA Strategic Plan address and thus advance each EO priority. Alignment of each goal and 

its associated objective of this DEIA Strategic Plan to focus on outcomes in diversity, equity, 

inclusion and accessibility are identified using the indicators shown in the legend below. 

Goals and objectives that will advance diversity at USDA 

Goals and objectives that will advance equity at USDA 

Goals and objectives that will advance inclusion at USDA 

Goals and objectives that will advance accessibility at USDA 

USDA Goals and Objectives: 

Goal 1: Build a culture that drives trust, belonging, transparency, accountability, and 

employee empathy. 

• 1.1 Foster a culture that is defined by a shared understanding of what DEIA is, why 

it is important, how it shows up, and how each individual contributes and is held 

accountable to its success and advancement. 

• 1.2 Build an equity-focused framework that provides access to purposeful and 

unbiased employee development and growth opportunities for USDA’s current and 

future workforce. 

Goal 2: Achieve a workforce representative of Americans that inspires development 

of innovative ideas and best practices. 

• 2.1 Promote and practice innovative and bold outreach and awareness strategies 

that brand USDA as an employer of choice for individuals of all backgrounds, 

experiences, and abilities. 

• 2.2 Enhance relationships with current partners and develop new, sustainable 

partnerships to build an increasingly diverse pipeline from underserved and 

underrepresented communities. 

30 
 

 

 

• 2.3 Eliminate barriers and biases in the recruitment, hiring and onboarding of 

diverse candidates. 

Goal 3: Foster a workplace environment that is physically, mentally, and emotionally 

safe. 

• 3.1 Embed standardized anti-harassment and safety policy and response system 

protocols and standards at every level and ensure leadership engagement in 

harassment prevention. 

• 3.2 Ensure facilities and emergency response mechanisms promote personnel safety 

across USDA operations. 

• 3.3 Create a USDA-wide victim centered and trauma informed anti-harassment 

program. 

Goal 4: Establish leadership and governance structures to support long-term and 

sustainable DEIA efforts. 

• 4.1 Establish formal shared leadership structure, systems, policies, metrics, and 

support functions for the CDIO with sufficient authority and resources to lead DEIA 

efforts. 

• 4.2 Partner across the Department for the CDIO to use people-centric best practices 

to transform USDA by developing, championing, implementing, and managing 

USDA’s DEIA strategy and portfolio. 

Goal 5: Promote empowerment, responsibility, and accountability for DEIA through 

developing the workforce. 

• 5.1 Prioritize diversifying the workforce through targeted education, training, 

development, outreach, and advancement opportunities. 

• 5.2 Promote consistency and accountability in learning and development at all 

levels. 

• 5.3 Integrate DEIA in expectations, competencies, performance requirements, and 

behaviors that result in career advancement and progression. 

Goal 6: Demonstrate a commitment to a diverse, equitable, inclusive and accessible 

USDA through accountability, data collection, analysis, and effective policymaking. 

• 6.1 Create a plan for reviewing USDA policies and procedures (e.g., assessment tests, 

vacancy announcements, eligibility criteria, suitability requirements, etc.) to 

integrate civil rights and equity in the design of policies, programs, and in decision 

making. This objective and its activities align with Maturity Signal, Level 2: Strategy. 

• 6.2 Support fairness and equity through the development and consistent application 

of equity principles and practices. This objective and its activities align with Maturity 

Signal, Level 2: Pay and Compensation Strategy. 

• 6.3 Develop a data infrastructure that is consistent and transparent across the 

enterprise that allows for standardized quantitative and qualitative data collection, 

31 
management, reporting and governance; to include the measurement, tracking, and 

monitoring of progress for DEIA initiatives. 

32 
33 

Table showing the alignment of the USDA DEIA Strategic Plan goals and objectives with EO Priorities. 
 

 

 

Appendix C: Acknowledgement of Support for DEIA 

Strategic Plan Development 

The following individuals served as representatives of Mission Areas and key functional 

areas across the Department in support of the USDA DEIA Strategic Plan, FY2022 - 2026. 

We thank the following individuals for their insights, commitment, and expertise. We also 

recognize there are others who may have been missed; we apologize for the oversight and 

thank you for your efforts. 

33 

Anita Adkins Marissa Perry 

Tonya Allen-Shaw Rocio Aurora QuirozChristopher Alvares McKinney 

Berlinda Baca Michelle Radice 

Ricky Balolong Monica Rainge 

Denise Banks Jeremy Todd Reed 

Stuart Bender William Reichardt 

Corey Berk Carol Scott 

Joelle Bowers Winona Scott 

Steven Brammer Brenda Seegars 

Inga Bumbary-Langston Malcom Shorter 

Patricia Burel Emily Su 

Chad Carroll Stephen Thompson 

Ramona Carey Jessica Torres 

Damali Carr Lorenzo Tribbett 

Renita Coley Tracey Troutman 

Willis Collie Fidel Trujillo 

Bryan Combs Kimberly Tsao 

Karen Comfort June Turner 

Roberto Contreras Adriano Vasquez 

Sylvia Corbin Berry Tiffany Wallace 

Jessica Creighton Michelle Warren 

Linda Cronin Michael Watts 

Lesley Cunningham Leslie Weldon 

Rich Derksen Lauren Wesson 

Maribel Duran Drenda Williams 

Michele Esch Frank Wood 

Katharine Ferguson 

Claudette Fernandez 

Brian Garner 

Eyang Garrison 

Oscar Gonzales 

Basil Gooden 

Marcus Graham 

Theodore Gutman 

Jennifer Harrington 

Sasha Harrison 

Michelle Hart 

Allen Hatcher 

Mike Illenberg 

Sherron Jernigan 

Cecily Johnson 

Michelle Jordan 

Tonya Judkins 

Angela Kelly 

David King 

Bryan Knowles 

Amanda Krot 

Anton Malkowski 

Johnathan Monroe 

Christopher Moore 

Christopher Nelson 

Jennifer Nicholson 

Pedro Nieto 

Tameka Owens 

Sharese Paylor Jeremy Wood 
34