United States

Department of

Agriculture
Additional copies of this Strategic Plan can be downloaded from USDA’s Web site at: 

www.usda.gov

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Table of Contents 

Message from the Secretary ......................................................................................................... 1

Mission Statement ......................................................................................................................... 2

Strategic Plan Framework ........................................................................................................... 3

Strategic Goal 1: Assist Rural Communities to Create Prosperity so They Are SelfSustaining, Repopulating, and Economically Thriving ............................................................. 5

Objective 1.1 .............................................................................................................................................................. 6

Objective 1.2 .............................................................................................................................................................. 8

Objective 1.3 ............................................................................................................................................................11

Strategic Goal 2: Ensure Our National Forests and Private Working Lands Are 

Conserved, Restored, and Made More Resilient to Climate Change, While Enhancing Our 

Water Resources ......................................................................................................................... 13

Objective 2.1 ............................................................................................................................................................15

Objective 2.2 ............................................................................................................................................................15

Objective 2.3 ............................................................................................................................................................16

Objective 2.4 ............................................................................................................................................................17

Strategic Goal 3: Help America Promote Agricultural Production and Biotechnology 

Exports as America Works to Increase Food Security ............................................................ 19

Objective 3.1 ............................................................................................................................................................20

Objective 3.2 ............................................................................................................................................................22

Strategic Goal 4: Ensure That All of America’s Children Have Access to Safe, Nutritious, 

and Balanced Meals .................................................................................................................... 24

Objective 4.1 ............................................................................................................................................................26

Objective 4.2 ............................................................................................................................................................26

Objective 4.3 ............................................................................................................................................................28

Objective 4.4 ............................................................................................................................................................29

Strategic Goal 5: Create a USDA for the 21st century That Is High-Performing, Efficient, 

and Adaptable ............................................................................................................................. 30

Objective 5.1 ............................................................................................................................................................31

Objective 5.2 ............................................................................................................................................................32

Objective 5.3 ............................................................................................................................................................33

Appendix – Program Evaluations ............................................................................................. 34
Message from the Secretary 

FY 2014 – 2018 Strategic Plan | 1

Message from the Secretary 

ver the past five years, I’ve overseen a transition in the way 

we do business at USDA. We’ve modernized and 

streamlined our programs in an effort that has improved 

service for our customers, saved taxpayer dollars, and better 

prepared us to face today’s challenges. As a result, we’ve achieved 

significant results for the men and women who live, work and raise 

their families in rural towns and cities, and those across America 

who use food, fiber and forest products every day. 

Our fiscal year 2014-2018 Strategic Plan serves as a roadmap for 

everything we will do to further the progress we’ve made since 2009 over the next four years. It 

will provide direction to our employees as they craft policy in Washington, DC and implement 

USDA programs in the field. Perhaps most importantly, the strategic plan framework will increase 

accountability of our mission delivery and ensure that we deliver the best outcomes to our 

customers. 

USDA will also use the strategic plan to help guide decisions about our budget and how we manage 

resources. Since 2009, through our Blueprint for Stronger Service, USDA has reduced spending, 

modernized operations and cut costs to save the American taxpayer a total of $1.2 billion, while 

ensuring that our customers receive the best possible service. It is likely that we will continue to 

be asked to implement increasingly complex programs with fewer resources, but I am confident 

that USDA and its employees are prepared to meet the challenge. 

Since 2009, we’ve taken a leaner, more targeted approach to maximize the impact of our financial 

and technical assistance. We have identified and partnered with organizations that are already 

doing great work at a local or regional level to address the most pressing challenges impacting 

rural America. As a result, our stakeholders have helped to mold and shape the strategic plan. The 

White House Rural Council, Rural Tour, and listening sessions have helped USDA leadership 

identify and hone in on key concerns and priorities across a diverse group of our stakeholders. We 

will rely on their support and partnership to implement our strategic plan. 

USDA touches the lives of almost every American, every day. Our strategic plan reflects that 

reality and reinforces our commitment to achieve results for everyone we serve. As we move 

forward, we will actively seek out ways to better serve our stakeholders as we work towards our 

shared goals of rural prosperity, preservation of forests and working lands, sustainable agricultural 

production, safe, nutritious food, and jobs and opportunity for every American. 

Thomas J. Vilsack 

Secretary of Agriculture

O
FY 2014 – 2018 Strategic Plan | 2

Mission Statement 

We provide leadership on food, agriculture, natural resources, rural development, nutrition, and 

related issues based on sound public policy, the best available science, and efficient management. 

Vision Statement 

To expand economic opportunity through innovation, helping rural America to thrive; to promote 

agriculture production sustainability that better nourishes Americans while also helping feed others 

throughout the world; and to preserve and conserve our Nation’s natural resources through restored 

forests, improved watersheds, and healthy private working lands. 

Core Values 

Our success depends on: 

 Transparency — Making the Department’s management processes more open so that 

the public can learn how USDA supports Americans every day in every way. 

 Participation — Providing opportunities for USDA constituents to shape and improve 

services provided by the Department. 

 Collaboration — Working cooperatively at all governmental levels domestically and 

internationally on policy matters affecting a broad audience. 

 Accountability — Ensuring that the performance of all employees is measured against 

the achievement of the Department’s strategic goals.

 Customer Focus — Serving USDA’s constituents by delivering programs that address 

their diverse needs. 

 Professionalism — Building and maintaining a highly skilled, diverse, and 

compassionate workforce. 

 Results Orientation — Measuring performance and making management decisions to 

direct resources to where they are used most effectively. 
Strategic Plan Framework 

FY 2014 – 2018 Strategic Plan | 3

Strategic Plan Framework 

Founded by President Abraham Lincoln in 1862, when more than half of the Nation’s population 

lived and worked on farms, USDA’s role has evolved with the economy. Today, the country looks 

to rural America to not only provide food and fiber, but also for crucial emerging economic 

opportunities in renewable energy, broadband, and recreation. People in rural areas operate in a 

technologically advanced, rapidly diversifying, and highly competitive business environment 

driven by increasingly sophisticated consumers. 

To assist the country in addressing today’s challenges, USDA will:

Strategic Goal 1. Assist rural communities to create prosperity so they are self-sustaining, 

re-populating, and economically thriving. 

1.1 Enhance rural prosperity, including leveraging capital markets to increase 

Government’s investment in rural America.

1.2 Increase agricultural opportunities by ensuring a robust safety net, creating new 

markets, and supporting a competitive agricultural system. 

1.3 Contribute to the expansion of the bioeconomy by supporting development, production, 

and consumption of renewable energy and biobased products. 

Strategic Goal 2. Ensure our national forests and private working lands are conserved, 

restored, and made more resilient to climate change, while enhancing our water resources. 

2.1 Improve the health of the Nation’s forests, grasslands and working lands by managing 

our natural resources. 

2.2 Lead Efforts to mitigate and adapt to climate change, drought, and extreme weather in 

agriculture and forestry. 

2.3 Contribute to clean and abundant water by protecting and enhancing water resources on 

national forests and working lands. 

2.4 Reduce risk of catastrophic wildfire. 

Strategic Goal 3. Help America promote agricultural production and biotechnology 

exports as America works to increase food security. 

3.1 Ensure U.S. agricultural resources contribute to enhanced global food security. 

3.2 Enhance America’s ability to develop and trade agricultural products derived from new 

and emerging technologies. 
Strategic Plan Framework 

FY 2014 – 2018 Strategic Plan | 4

Strategic Goal 4. Ensure that all of America’s children have access to safe, nutritious, and 

balanced meals. 

4.1 Improve access to nutritious food. 

4.2 Promote healthy diet and physical activity behaviors. 

4.3 Protect public health by ensuring food is safe. 

4.4 Protect agricultural health by minimizing major diseases and pests to ensure access to 

safe, plentiful, and nutritious food. 

Strategic Goal 5. Create a USDA for the 21st century that is high performing, efficient, 

and adaptable. 

5.1 Develop a customer centric, inclusive, and high performing workforce by investing in 

and engaging employees to improve service delivery. 

5.2 Build a safe, secure, and efficient workplace by leveraging technology and shared 

solutions across organizational boundaries. 

5.3 Maximize the return on taxpayer investment in USDA through enhanced stewardship 

activities of resources and focused program evaluations. 

These five strategic goals articulate the U.S. Department of Agriculture’s priorities. These goals 

contain 16 objectives that include the Department’s major programmatic efforts and cover the 

programs and services that USDA administers. Each goal includes outcome-related performance 

indicators that inform how USDA activities fit within broader societal efforts surrounding 

achievement of the goal. Performance indicators will track progress in attaining each objective and 

goal. Indicators specify baseline information and long-term performance targets. Strategies and 

means that identify actions that need to be taken to accomplish the objectives are included in each 

objective. The external risk factors section of each goal highlights possible challenges the USDA 

may encounter in making progress on each strategic goal. 

This strategic plan represents the dynamic process within USDA to ensure the best results for 

America. Through this process, the Department is able to continually assess the quality of its 

provision of services to the public. This close attention to performance outcomes and results will 

allow USDA to better support its constituents as they strive to take advantage of today’s new 

opportunities. 
Strategic Goal 1 

FY 2014 – 2018 Strategic Plan | 5

Strategic Goal 1 
Strategic Goal 1 

FY 2014 – 2018 Strategic Plan | 6

Strategic Goal 1: Assist Rural Communities to Create 

Prosperity so They Are Self-sustaining, Repopulating, 

and Economically Thriving

USDA is the leading Government advocate for 

rural America and agricultural production. By 

improving rural prosperity, increasing 

opportunities for agriculture, and expanding 

the bio-economy, USDA is striving to create 

thriving communities where people want to 

live and raise families and where children have 

a bright future. To achieve this, the Department 

is helping to make an impact on persistent 

poverty, out-migration, and rural income. 

Persistent poverty. About 1 out of every 16 

persons in the United States lives in deep 

poverty, with an income below 50 percent of 

the Federal poverty line. Poverty and lack of 

opportunity are especially acute in rural regions 

and can become entrenched. USDA’s 

Economic Research Service defines a 

persistent poverty county as one in which 20 

percent or more of its population has lived in 

poverty over the past 30 years. Eighty-five 

percent of persistent poverty counties are 

rural.1 While about 14 percent of America’s 

children live in rural areas, 18 percent of 

children in poverty live in rural areas. 

Out-migration. Although export opportunities 

and agricultural revenue are at historic highs, 

rural America is losing population. Some rural 

areas have experienced population loss for 

decades. However, 2010 to 2012 was the first 

period where rural America as a whole lost 

population. Causes include unemployment, 

housing-market challenges, energy sector 

developments, and other factors. Out-migration 

often includes the loss of highly educated 

individuals to regions with greater economic 

opportunity. Out-migration depletes the 

economic base of the region and discourages 

outside investment in infrastructure and other 

resources needed to attract good paying jobs.

Rural income levels. Adequate and stable 

income levels are a vital contributor to rural 

prosperity. Median household income in rural 

areas was 78.6 percent of the suburban and 

urban median in 2011, although the generally 

lower cost of living in rural areas narrows this 

gap in real terms. Median total household 

income increased each year from 2008 to 2011 

and is projected to continue to trend upwards. 

Economic opportunities in rural areas are 

important to continue this positive trend. 

OBJECTIVE 1.1 – ENHANCE RURAL 

PROSPERITY, INCLUDING 

LEVERAGING CAPITAL MARKETS 

TO INCREASE GOVERNMENT’S 

INVESTMENT IN RURAL AMERICA 

Prosperous rural communities are those with 

adequate assets to fully support the well-being 

of community members. USDA helps to 

strengthen rural assets by building physical, 

human and social, financial, and natural 

capital. To achieve maximum impact, USDA 

will leverage resources across the Department 

and beyond, collaborate on cross-agency 

efforts such as Promise Zones and the White 

House Rural Council, and support community 

and Tribal efforts to form regional strategies. 

USDA targets funds through strong analytics, 

grass roots support, and asset-based strategies. 

1 Mosely, Jane and Miller, Kathleen. 2004. “Spatial Variations in 

Factors Affecting Poverty.” RUPRI Rural Poverty Research 

Center.
Strategic Goal 1 

FY 2014 – 2018 Strategic Plan | 7

Addressing the needs of economically 

distressed regions is a top priority. The 

Strikeforce Initiative coordinates USDA’s rural 

development, agriculture, and conservation 

efforts in high-poverty communities. 

Physical Capital

Through loans, grants, and technical assistance, 

the Department will provide support for decent 

housing and homeownership; health care, 

school, library, and safety investments; and 

broadband infrastructure in unserved and 

underserved areas. USDA also supports utility 

deployment of smart grid, renewable energy, 

energy efficiency, and carbon capture and 

storage for maintaining reliable electric 

systems in rural communities. Construction of 

electric, telecommunications, and water and 

waste system infrastructure and of farm storage 

facilities are also a priority for USDA. 

Human and Social Capital

To assist rural residents to find jobs and start 

small business, USDA will provide educational 

opportunities, job training programs, and 

technical support and tools. For youth, USDA 

promotes non-formal education programs, 4-H, 

and other youth development programs to 

transfer knowledge and develop leaders. The 

Department supports job corps centers and 

youth corps programs through the America’s 

Great Outdoors initiative. Human and social 

capital formation is also assisted by USDA 

funding and oversight of rigorous agricultural 

research, education, and extension programs. 

Financial Capital

To help build financial capital, USDA will 

undertake a variety of efforts. The Department 

will pursue public-private partnerships by 

including structuring investment in rural 

communities to attract capital from third-party 

investors. USDA will participate in marketing 

efforts to reach national lenders (capital 

markets) and leverage USDA resources with 

private capital. USDA programs will provide 

business and industry development 

opportunities to develop a local economy and 

create well-paying jobs. To facilitate strategic 

decisionmaking to support livable 

communities, USDA will provide economic 

analyses and promote successful economic 

development models. USDA will also provide 

equitable access to capital for rural minority 

farmers and business owners and target 

outreach to under-served and minority 

populations. 

Natural Capital

Clean air, clean water, productive farmlands, 

and outdoor recreation opportunities result 

from USDA’s efforts working with partners 

and producers in our national forests and on 

working lands. Goal 2 of this strategic plan 

provides a detailed look at USDA’s 

contributions to natural capital. 

Strategy in Action # 1 

USDA programs help expand broadband 

capacity into communities that otherwise 

might not have access. USDA will aid in the 

deployment of broadband infrastructure by 

targeting outreach, expanding the 

availability of public computer centers, and 

encouraging the adoption of broadband 

service. Increased access to broadband will 

help rural communities attract new business 

and cooperative development; connect to 

the global economy; and increase local 

leadership development. Community services 

will improve with access to community 

connect, distance learning, and telemedicine 

programs.
Strategic Goal 1 

FY 2014 – 2018 Strategic Plan | 8

OBJECTIVE 1.2 – INCREASE 

AGRICULTURAL OPPORTUNITIES 

BY ENSURING A ROBUST SAFETY 

NET, CREATING NEW MARKETS, 

AND SUPPORTING A 

COMPETITIVE AGRICULTURAL 

SYSTEM 

The economic vitality and quality of life in 

rural America depends on a healthy agricultural 

production system. Farmers and ranchers face 

a challenging global, technologically 

advanced, and competitive business 

environment. USDA works to ensure that 

producers are prosperous and competitive, 

have access to new markets, can manage their 

risks, and receive support in times of economic 

distress or weather-related disasters. 

Strengthen the Farm Financial Safety 

Net

The Department strives to provide producers 

with prompt and equitable disaster assistance, 

income support payments, marketing 

assistance loans, farm loans, and risk 

management tools. USDA partners with 

commercial lenders to guarantee farm 

ownership and operating loans and makes 

direct loans to producers to purchase property 

or finance farm operating expenses. USDA's 

loan programs are available to producers who 

are temporarily unable to obtain financing 

commercially. The Federal Crop Insurance 

Program mitigates production and revenue 

losses from yield or price fluctuations and 

provides timely indemnity payments. 

To further strengthen the farm financial safety 

net, USDA will: 

 Improve partnerships with other 

agricultural lenders to better leverage 

limited funding resources; 

 Expand crop insurance availability and 

product coverage, especially for livestock, 

pasture, rangeland, forage, organic, and 

specialty crops; 

 Use geographical information systems 

(GIS), remote sensing, precision 

agriculture, and data mining to improve 

crop insurance products and program 

integrity; 

 Provide timely disaster relief to producers 

using available programs, use GIS to assess 

damage rapidly, and partner with other 

agencies on disaster relief outreach; and 

 Expand outreach for farm storage facility 

loans to biomass, fruit, and vegetable 

producers. 

Facilitate Access to International 

Markets

USDA expands and protects international 

market opportunities and connects agricultural 

exporters to customers. The Department works 

to strengthen the global rules-based trading 

system and supports development of 

international standards to facilitate safe trade. 

Cooperative efforts with other U.S. 

Government agencies and industries ensure 

that America’s producers have fair market 

access, have an understanding of key market 

trends, and have support to overcome market 

barriers. To address the threats to international 

trade posed by high-consequence animal and 

plant pests and pathogens, USDA supports 

research, education, and extension programs, 

and networked regulatory, surveillance, and 

rapid response capabilities. 
Strategic Goal 1 

FY 2014 – 2018 Strategic Plan | 9

USDA works with exporters, importers, and 

other end-users of U.S. agricultural products 

around the world to facilitate sales in global 

markets. In cooperation with other U.S. 

Government agencies, USDA monitors and 

investigates discrepancies reported by 

importing countries on the quality or weight of 

U.S. grains, oilseeds, and related products. 

To further facilitate access to international 

markets, USDA will: 

 Stimulate greater involvement by smalland medium-sized enterprises selling U.S. 

agricultural products; 

 Negotiate and implement trade agreements 

and support international equivalency 

agreements; 

 Facilitate the overseas marketing efforts of 

U.S. commodity organizations; and 

 Reduce technical barriers to trade and 

eliminate sanitary and phytosanitary 

barriers not based on sound science. 

Support the Development of New 

Domestic Markets

Accessing domestic markets helps build 

financial sustainability for producers and 

provides fresh, local food for consumers. 

USDA supports the planning, coordination, 

and education necessary for thriving regional 

food systems and replication of successful 

models. USDA will work closely with partners 

to develop and revitalize infrastructure for 

regional food systems. This includes 

innovative new opportunities and proven 

approaches like cooperatives and farmers 

markets. USDA analyzes market trends and 

provides tools to help producers identify 

opportunities. USDA also oversees national 

standards for the production and handling of 

agricultural products labeled as organic. To 

increase the number of certified organic 

operations, USDA will support research and 

education that enables organic production; 

reduce overlapping requirements; eliminate 

other obstacles; and collaborate with others to 

make certification more feasible for small and 

beginning farmers and business. 

Ensure a Financially Sustainable and 

Competitive Agricultural System

USDA manages farm price support and 

commodity purchase programs to help balance 

supply and demand and conducts oversight to 

protect producers from unfair competition and 

unfair business practices in the livestock, meat, 

and poultry markets. Working with the U. S. 

Department of Justice, USDA enforces fair 

market practices and takes action against anticompetition behavior to create a level playing 

field for producers. 

The Department ensures efficient marketing of 

agricultural products through clear and 

consistent descriptions and measurements of 

the grade, quality and quantity of products that 

are bought and sold. By providing current, 

unbiased statistics, price and sales information, 

USDA assists in the orderly marketing and 

distribution of farm commodities to inform 

decisionmaking by agricultural producers and 

agribusinesses and to ensure market stability. 

USDA will ensure that USDA-approved and 

licensed warehouse programs maintain 

adequate storage facilities, adequate frequency 

of warehouse examinations, and reduced 

product losses. USDA foods will be delivered 

in a timely manner, within contract 

specifications, and at competitive prices. 

USDA develops and maintains national 

standards for the production and handling of 

agricultural products labeled as organic and 

examines and accredits State and private 

organic certifying agents. By providing 

education resources on organics to producers 
Strategic Goal 1 

FY 2014 – 2018 Strategic Plan | 10

through its field offices, USDA will better 

serve diverse management systems including 

organic and specialty crops. 

The Department works to ensure that minority, 

women, beginning, and other socially 

disadvantaged farmers and ranchers have full 

knowledge and access to its programs. USDA 

also works with producer and farmworker 

organizations and the U.S. Department of 

Labor to improve working conditions and 

income for farmworkers. 

Protect the Foundations of the 

Agricultural System

USDA provides leadership in creating and 

disseminating knowledge spanning the 

biological, physical, and social sciences 

through agricultural research, economic 

analysis, statistics, and partnerships with 

cooperative extension, and higher education 

institutions. The Department conducts 

research, education, and extension 

programming to reduce the costs of agricultural 

inputs and to improve crop and animal 

production efficiency and practices. Research 

efforts lead to more thorough assessments of 

Americans’ nutritional needs; new methods for 

sustaining a competitive agricultural economy; 

and a better understanding of how to enhance 

the natural resource base. Research priorities 

include improving agriculturally important 

plants and animals, including those resilient to 

anticipated changes in climate. USDA will use 

the cooperative extension system to transfer 

technology and best practices from the 

laboratory into active use. 

In coordination with Federal partners, USDA 

helps higher education institutions with 

undergraduate and graduate programs in 

agriculture develop strong science, technology, 

engineering, and math curriculums, and 

increase enrollment in secondary and 2-year 

post-secondary programs, especially from 

underrepresented groups. As part of USDA’s 

science leadership, the Department will 

continue to provide Sustainable Agricultural 

Research and Education grants for projects 

designed to help America’s 2 million smalland medium-scale producers improve their 

knowledge of sustainable agriculture 

production and marketing practices.2 

Strategy in Action # 2 

As the average age of America’s farmers 

and ranchers nears 60 years, USDA is 

enhancing its programs and outreach to 

assist beginning farmers to gain entry into 

agriculture. Beginning farmers, as well as 

minorities and women, typically operate 

smaller farms, have less equity, or lack 

sufficient production or credit history. 

USDA’s direct operating microloans are a 

valuable tool for these groups. With a short 

application process and reduced paperwork, 

microloans of up to $35,000 can be used 

for equipment, livestock, feed, and other 

operational expenses. In its first full year of 

operation, nearly 70 percent of microloans 

went to beginning farmers.

2 2007 Census of Agriculture. Small- and medium-sized farms 

and ranches are less than 1,000 acres.
Strategic Goal 1 

FY 2014 – 2018 Strategic Plan | 11

OBJECTIVE 1.3 – CONTRIBUTE TO 

THE EXPANSION OF THE 

BIOECONOMY THROUGH 

DEVELOPMENT, PRODUCTION, 

AND CONSUMPTION OF 

RENEWABLE ENERGY AND 

BIOBASED PRODUCTS 

Expanding the bioeconomy creates economic 

opportunities and improves the environment. 

Biomass from farms, forests, and rangelands 

could supply a significant portion of U.S. 

transportation fuels, heat, power, and biobased 

products. Research, development, and 

demonstration are necessary to realize the 

potential of biomass resources. USDA efforts 

in this area will help reduce investor risk, 

support market development, and contribute to 

energy security, environmental quality, and 

economic opportunity. USDA’s efforts will 

include: 

 Creating viable engineering, business, and

financial protocols to evaluate proposed

commercial renewable energy and energy

efficiency projects;

 Developing superior genetic feedstocks and

production and logistic systems suited to

regional conditions;

 Developing advanced biomass crops and

methods for their sustainable production as

biofuels and other forms of biopower; and

 Providing analysis and data about

commodity markets for renewable energy

sources.

USDA will create bioeconomy opportunities 

for farmers, ranchers, forest landowners, small 

businesses, rural utilities, Tribal governments, 

and rural municipalities by providing financial 

and technical assistance and leveraging 

investments of other Federal agencies and 

industry. By facilitating commercialization of 

biobased products, USDA will work to create 

green jobs and investment opportunities and 

expand support for commercial deployment of 

wind, solar, geothermal, hydro and ocean 

resources. USDA will: 

 Support expanding production of advanced

biofuels through the financing of the

widespread deployment of full-scale

commercial facilities;

 Support the development of integrated

regional systems for the sustainable

production of biofuels, biopower, and

biobased products;

 Integrate renewable energy and biobased

product feedstock production into

sustainable agriculture, forest, and range

management systems; and

 Support the establishment and production

of annual and non-woody perennial crops

and woody biomass crops for conversion to

bioenergy and biobased products.

USDA education programs use the Nation’s 

public institutions, private-sector partners, and 

the Land-Grant University System to promote 

and expand the workforce needed to grow the 

bioeconomy. USDA also has a role in 

educating the general public and international 

partners, through capacity building programs, 

on the benefits and costs of bioenergy 

production and use from economic, 

environmental, social and sustainability 

perspectives. 

Strategy in Action # 3 

To promote purchase and use of biobased 

products across the Federal Government 

and civil society, USDA administers the 

BioPreferredSM program. USDA designates 

categories of biobased products that are 

afforded preference by Federal agencies 

when making purchasing decisions and 

certifies and awards labels to qualifying 

products to increase consumer recognition 

of biobased products. USDA also designates 

intermediate materials and complex 

products for Federal purchase. 
Strategic Goal 1 

FY 2014 – 2018 Strategic Plan | 12

EXTERNAL RISK FACTORS 

External risk factors include environmental 

conditions, including climate change, changing 

weather patterns, and ecosystem health. Other 

factors involve natural disasters, animal and 

plant pests and disease outbreaks, and 

intentional food contamination. Still others are 

primarily economic. Production-level factors 

include the volatility of farm commodity 

prices, workforce skills and competencies, and 

increasing input and operating costs for farms. 

Certain macroeconomic factors are also 

important, including unemployment levels, 

inflation, changes in the relative strength of the 

U.S. dollar to foreign currencies, and changes 

in the market demand for organic or biobased 

products. Other influences include 

international concerns, such as trade policy and 

regulatory developments in other countries, 

and availability of appropriations. 
Strategic Goal 2 

FY 2014 – 2018 Strategic Plan | 13

Strategic Goal 2
Strategic Goal 2 

FY 2014 – 2018 Strategic Plan | 14

Strategic Goal 2: Ensure Our National Forests and 

Private Working Lands Are Conserved, Restored, 

and Made More Resilient to Climate Change, While 

Enhancing Our Water Resources

National forests and private working lands 

provide clean air, clean and abundant water, 

and wildlife habitat. These lands sustain jobs 

and produce food, fiber, timber, and biobased 

energy. Many of our landscapes are scenic and 

culturally important and provide Americans a 

chance to enjoy the outdoors. To sustain these 

many benefits, USDA works with private 

landowners to protect and enhance 1.3 billion 

acres of working lands and manages 193 

million acres of national forests and grasslands. 

The Department uses an “all-lands” approach 

to bring people together across ecosystems and 

property boundaries. This increases the scale, 

pace, and effectiveness of conservation and 

restoration. Our partners include Federal, 

Tribal, and State governments; industry; nongovernmental organizations, community 

groups and producers. Our lands face 

increasing threats that must be addressed. 

USDA’s natural resource-focused strategies 

are designed to make substantial contributions 

in the areas described below. 

Soil health. There is a need to grow more food 

on a shrinking available land base, as global 

food demand rises and agricultural land is 

developed for other uses. From 1982 to 2007, 

approximately 23 million acres of agricultural 

land was lost to development. Improved soil 

health helps us use available land most 

productively and increases water quality, 

resilience to extreme weather, and carbon 

sequestration. Soil loss from erosion is one 

important metric for monitoring soil health. 

Climate change. Climate change is one of the 

greatest challenges facing the United States and 

the world. Producers are increasingly faced 

with extreme weather events, ranging from 

drought to flood. The agriculture sector 

accounts for 7 percent of U.S. greenhouse gas 

emissions. Forests and other lands absorb 

approximately 14 percent of emissions. 

However, recent studies project that the forest 

carbon sink could become a net source of 

carbon emissions in the next few decades.3 This 

decline is primarily due to conversion of forest 

land area to urban and other developed land 

uses. 

Water quality. Protecting and improving the 

Nation’s water resources is a priority. In an 

assessment of the Nation’s rivers and streams 

released by the U.S. Environmental Protection 

Agency, 23 percent of the Nation’s river and 

stream length was rated to be in fair condition 

and 55 percent in poor condition. 

3 U.S. Department of Agriculture, Forest Service. 2012. Future 

of America’s Forest and Rangelands: Forest Service 2010 

Resources Planning Act Assessment. Gen. Tech Rep. WO-87. 

Washington, DC. 198p. 

NCA Citation: Vose, J M.; Peterson, David L.; Patel-Weynand, 

Toral, eds. 2012. Effects of climatic variability and change on 

forest ecosystems: a comprehensive science synthes
Strategic Goal 2 

FY 2014 – 2018 Strategic Plan | 15

OBJECTIVE 2.1 – IMPROVE THE 

HEALTH OF THE NATION’S 

FORESTS, GRASSLANDS AND 

WORKING LANDS BY MANAGING 

NATURAL RESOURCES 

Restoring watershed and forest health is central 

to USDA’s efforts in our national forests and 

grasslands. USDA will develop and implement 

National Forest System land management 

plans and projects to restore and sustain 

ecosystem function. This includes improving 

the health of fire-adapted or fire-impaired 

ecosystems; addressing the spread of insects 

and diseases that kill trees; restoring wildlife 

habitat; improving or decommissioning roads; 

replacing and improving culverts; and 

rehabilitating streams and wetlands. 

On agricultural and grazing lands, USDA will 

assist private landowners and managers with 

sustainable land management through 

conservation programs. USDA provides 

technical and financial assistance to enable 

landowners to develop conservation plans and 

implement effective conservation practices. 

These efforts restore vegetative cover; 

implement sustainable agricultural production 

levels on erosive lands; and improve soil 

productivity through soil health management. 

USDA is working to protect forest and 

agricultural land from conversion to urban and 

other developed land use through conservation 

easements and strategic land acquisition. 

Beyond national forests and agricultural lands, 

USDA also invests in urban and community 

forestry programs to improve urban forests and 

greenspaces. 

USDA will work with partners to identify the 

most environmentally and socially important 

landscapes, create strategies to protect natural 

resources, and involve communities in this 

work. USDA will also prioritize and accelerate 

research that delivers tools for more effective 

conservation. 

Strategy in Action # 1 

Markets for ecosystem services provide 

incentives for producers to deliver 

environmental benefits. Markets can be 

established for many services – from 

improving water quality to sequestering 

greenhouse gases. USDA will support the 

formation and utilization of markets for 

ecosystem services by ensuring high 

standards of environmental integrity that 

result in measurable environmental gains. 

The Department will develop tools to 

quantify the value of ecosystem services, 

monitor and assess conservation practices 

effectiveness, and connect producers with 

market opportunities.

OBJECTIVE 2.2 – LEAD EFFORTS 

TO MITIGATE AND ADAPT TO 

CLIMATE CHANGE, DROUGHT, 

AND EXTREME WEATHER IN 

AGRICULTURE AND FORESTRY 

USDA will work through its natural resource 

conservation and energy programs to reduce 

greenhouse gas emissions and sequester 

carbon, while leading adaptation efforts. This 

supports the Administration’s goal to reduce 

U.S. greenhouse gas emissions to 17 percent 

below 2005 levels by 2020. 

USDA will encourage voluntary practices to 

reduce net greenhouse gas emissions. These 

include conservation tillage; manure and 

nutrient management; fertilizer efficiency; 

planting trees; minimizing deforestation; 

increasing energy efficiency in agriculture and 

rural development; and developing renewable 
Strategic Goal 2 

FY 2014 – 2018 Strategic Plan | 16

sources of energy. Forest restoration, along 

with conservation easements and land 

acquisition, will help maintain forests as a net 

carbon sink. 

The Department will assist rural communities, 

producers, resource managers, and community 

planners to develop and implement climate 

adaptation strategies. Impacts that are already 

appearing include changing water flow, 

availability, and quality; fire risk; and extreme 

weather events. USDA will monitor impacts 

and help implement adaptations (e.g., 

measuring changes in water flow and then 

installing stream buffers or upgrading culverts 

to handle increased water overflow). 

The Department conducts and invests in 

research to inform climate change policy and 

mitigation and adaptation strategies, tools and 

technologies. USDA will evaluate the effects 

of conservation actions to reduce greenhouse 

gas emissions to identify effective and 

economic approaches. USDA is supporting 

plant variety and animal breed development 

that maximize carbon sequestration and can 

adapt to climate change. Work is also 

underway to develop methods and technical 

guidelines to measure and model the effects of 

climate change on ecosystem services and to 

conduct greenhouse gas inventories of the 

urban forest and agriculture sector. The 

Department and its partners will make research 

outcomes widely available through outreach 

and extension networks.

Strategy in Action # 2 

USDA is establishing seven “Regional 

Climate Hubs” to deliver science-based 

knowledge and practical information to 

farmers, ranchers and forest landowners to 

support decisionmaking related to climate 

change. The Hubs will provide technical 

support, assessments and forecasts, and 

outreach and education. Each Hub will be 

the center of a network of connected 

activities or services with the operational 

center located in a USDA facility 

(Agricultural Research Service, Forest 

Service, or Natural Resources Conservation 

Service) within its region. The Hubs will 

maintain a vibrant network of public, 

academic, and private-sector organizations, 

researchers, and outreach specialists.

OBJECTIVE 2.3 – CONTRIBUTE TO 

CLEAN AND ABUNDANT WATER 

BY PROTECTING AND ENHANCING 

WATER RESOURCES IN NATIONAL 

FORESTS AND ON WORKING 

LANDS

Clean and abundant water is essential for 

healthy ecosystems, sustainable agricultural 

and forest production, livable communities, 

and viable industry. Eighty-seven percent of 

America's surface supply of drinking water 

originates on our Nation’s forests, farms, and 

range lands. The National Forest System alone 

is the source of fresh water for more than 60 

million people. 
Strategic Goal 2 

FY 2014 – 2018 Strategic Plan | 17

USDA helps protect and enhance water quality 

through its work in national forests and 

grasslands and by supporting the efforts of 

private landowners and communities. 

Assessing water resource vulnerability 

nationally and investing in high-impact 

watershed improvement projects ensures 

strategic use of USDA resources. USDA will 

also increase watershed-based partnerships 

with Tribes, States, communities, landowners, 

and other stakeholders to improve watershed 

management. 

To restore and protect head-waters and 

wetlands in the national forests and grasslands, 

USDA will implement integrated watershed 

restoration. This will be based on a national 

assessment of watershed conditions and 

restoration needs established in the Watershed 

Condition Framework. 

USDA will deliver financial and technical 

assistance to land owners to implement 

conservation measures and management 

strategies to benefit water quality and 

availability, conserve water, and improve 

watershed health. The Department will work 

with landowners to protect wetlands and 

implement soil health management systems 

that mitigate the impacts of extreme weather. 

Working with Federal and State partners, 

USDA will assist private landowners who are 

improving water quality to achieve regulatory 

certainty. 

Strategy in Action # 3 

USDA is moving toward more integrated 

and result-based approaches to assess the 

outcomes of efforts to improve water 

quality. As part of an Agency Priority Goal 

(APG), USDA tested a new water quality 

measurement framework in the St Joseph’s 

River watershed in Indiana, and the Cienega 

Creek watershed in Arizona. As a result of 

that APG, it was concluded that a 

combined water quality and watershed 

condition monitoring and modeling 

approach is needed to document water 

outcomes. The application of these 

approaches will enable USDA to prioritize 

locations for water quality activities and 

increase the effectiveness of conservation 

and management actions. USDA is now 

adapting water quality activities to include 

the recommendations and lessons learned 

from this APG.

OBJECTIVE 2.4 – REDUCE RISK OF 

CATASTROPHIC WILDFIRE 

Many forests, rangelands, and grasslands are 

dependent on fire for ecological health. 

Unfortunately, fires that burn too hot and too 

large are becoming more prevalent due to 

climate change, development in fire-prone 

areas, and other factors. These catastrophic 

fires harm the environment and threaten 

communities. To reduce the risk of catastrophic 

fire, USDA works with the Department of the 

Interior, other Federal agencies, Tribal and 

State governments and local law enforcement 

and emergency preparedness staff on 

prevention, preparedness, and response. 
Strategic Goal 2 

FY 2014 – 2018 Strategic Plan | 18

USDA and its partners will work with 

communities to assess risks and develop and 

implement community plans to improve 

capability to respond to local wildfires. USDA 

will also collaborate with public and private 

forest and rangeland owners to develop and 

implement hazardous fuels reduction and 

ecosystem restoration projects. In the national 

forests and grasslands, land management plans 

will be designed to restore degraded 

ecosystems and to allow fire to play a healthy 

role in fire-dependent ecosystems. This will 

reduce fuel loads, improve wildlife habitat, and 

sustain healthy ecosystems. 

Strategy in Action # 4 

Nearly 70,000 communities are at risk from 

wildfire across the United States. The 

Department works with communities to 

assess risks and develop, implement, and 

update Community Wildfire Protection Plans 

and improve local wildfire suppression 

capability and coordination. For effective 

emergency response, USDA will increase fire 

suppression initial attack success rates near 

communities. Through law enforcement, 

USDA and its partners will help keep people 

safe and protect property and resources. 

The Department will also improve fire 

decision support tools to reduce risks to 

firefighters, increase efficiency, and protect 

communities.

EXTERNAL RISK FACTORS 

External risk factors include: extreme 

weather, climate fluctuation, or environmental 

change beyond the natural range of variability; 

increasing population, urban development and 

sprawl; increases in impervious surfaces and 

point and non-point source pollution beyond 

what the Department can influence through its 

programs; success of and level of participation 

in markets for ecosystem services; 

unpredictable economic fluctuations or 

commodity price changes that affect market 

conditions; budgetary, legal, and regulatory 

constraints; and international crises or 

homeland security issues that alter domestic 

program allocations or immediate public 

needs. 
Strategic Goal 3 

FY 2014 – 2018 Strategic Plan | 19

Strategic Goal 3 
Strategic Goal 3 

FY 2014 – 2018 Strategic Plan | 20

Strategic Goal 3: Help America Promote Agricultural 

Production and Biotechnology Exports as America 

Works to Increase Food Security

Food security is important for sustainable 

economic growth of developing nations and the 

long-term economic prosperity and security of 

the United States. Unfortunately, food 

insecurity is expected to rise in the next 5 years. 

USDA has a role in curbing this distressing 

trend through programs such as Food for 

Progress and President Obama’s Feed the 

Future Initiative and through new technologybased solutions that improve yields and reduce 

post-harvest loss. 

Food security. Food security means having a 

reliable source of nutritious and safe food and 

sufficient resources to purchase it. In 2000, 

USDA estimated that 37.4 percent of the 

population of 76 low- and middle-income 

developing countries were food-insecure. By 

2012, this dropped to 20.6 percent, largely due 

to increases in the total area harvested, while 

yields remained constant or declined. 

Continued growth in the area harvested is not 

sustainable, thus food insecurity is expected to 

rise to 24.4 in 2018. High-population growth 

rates also contribute to the expected increase in 

food insecurity. 

OBJECTIVE 3.1 – ENSURE U.S. 

AGRICULTURAL RESOURCES 

CONTRIBUTE TO ENHANCED 

GLOBAL FOOD SECURITY 

Adequate food supplies must be based on 

enhanced trade, in-country increases in 

production, and the ability of the poor to earn 

enough to purchase food. The largest 

contributors to insufficient in-country 

production are chronic under-investment in 

agriculture, inefficient inputs and markets, and 

poor governance. 

USDA supports global and national security 

policy through development and capacitybuilding of sustainable agricultural systems in 

the developing world. USDA promotes 

sustainable, market-led growth across the 

entire food production and market chain. The 

Department uses a cooperative approach to 

make strategic investments to strengthen 

countries’ capacity to participate in 

international markets, thus expanding demand 

for U.S. agricultural products and enhancing 

global food security. 

USDA’s Food for Progress Program increases 

productivity and expands trade of agricultural 

products along the value chain, while the 

McGovern-Dole International Food for 

Education program improves literacy, health, 

hygiene, and nutrition practices of school-aged 

beneficiaries in targeted countries. Improving 

the education of women is especially important 

due to their critical links with economic 

growth, health, nutrition, and improved living 

standards for future generations. 

USDA will assist priority countries to increase 

capacity to develop sustainable agricultural 

systems and markets. This includes providing 

advice on developing and adopting market and 

science-based policies and institutions and 

building trade capacity. The Department helps 

countries create an enabling environment for 

increased private-sector participation in 

agricultural value chains, while leveraging 

partnerships with U.S. Government agencies, 
Strategic Goal 3 

FY 2014 – 2018 Strategic Plan | 21

land-grant universities, other institutions, and 

the private sector to conduct technical 

assistance and training. 

USDA will invest in research, development, 

and extension to improve agricultural 

techniques and technologies, including 

biotechnology. Data and analysis from USDA 

will assist with addressing food security 

including market analysis, and food security 

assessments for food insecure countries. The 

Department will assist developing countries in 

establishing robust agricultural statistics 

programs through technical assistance and 

training. To support the sustainable 

management of soil, USDA will: disseminate 

soil science information and technology; build 

capacity to conduct soil surveys; and promote 

the adoption of data, technology and sciencebased solutions for soil management. Many of 

these activities are carried out collaboratively 

with funding partners, such as the U.S. Agency 

for International Development (USAID), 

Department of State, Department of Defense, 

and Millennium Challenge Corporation. 

The Department promotes agricultural policy 

and regulatory programs to strengthen food 

safety and animal and plant health systems, 

which help countries take advantage of new 

trade and marketing opportunities. At the same 

time, promotion of these policies and programs 

reduces the worldwide prevalence of 

significant diseases. 

USDA is a key partner in President Obama’s 

Feed the Future Initiative, a global food 

security and nutrition initiative led by USAID. 

The three key areas in which USDA will 

contribute at the country and global levels for 

sustained and enhanced impact include: (a) incountry capacity-building efforts with 

government, farmer organizations, the private 

sector, and universities on agricultural policies, 

regulatory systems including sanitary and 

phytosanitary systems, natural resources 

management, and agribusiness, market chains 

and trade; (b) basic and applied research, 

including extension; and (c) market 

information, statistics, data, and economic 

analysis. 

Strategy in Action # 1 

Cooperators in developing countries, who 

are host-government officials, farmers, 

agricultural scientists, extension agents, 

educators, private-sector representatives, 

and international and civil society 

organizations, are key to promoting food 

security and building trade capacity. Their 

participation in the Department’s trade and 

scientific exchange programs, such as the 

Borlaug and Cochran Fellowship Programs, 

provide them with critical learning 

opportunities. Since the Borlaug program’s 

inception in 2004 through 2012, 

approximately 700 fellows from 64 

countries participated in research and 

training on topics such as agronomy, 

veterinary science, nutrition, food safety, 

sanitary and phytosanitary issues, natural 

resource management, agricultural 

biotechnology, global climate change, 

agricultural economics, and agricultural 

policy. Cochran fellows develop their 

knowledge of agricultural trade, agribusiness 

development, policy, and marketing. Since 

inception in 1984, more than 15,000 

trainees from 123 countries have 

participated in this research and training.
Strategic Goal 3 

FY 2014 – 2018 Strategic Plan | 22

OBJECTIVE 3.2 – ENHANCE 

AMERICA’S ABILITY TO DEVELOP 

AND TRADE AGRICULTURAL 

PRODUCTS DERIVED FROM NEW 

AND EMERGING TECHNOLOGIES 

The United States is in a unique position to 

combat global hunger and the impacts of a 

changing climate. American farmers are among 

the most productive in the world, and U.S. 

science is among the most advanced in 

developing innovative solutions to agroecological challenges. USDA supports the safe 

and appropriate use of science and technology, 

including biotechnology, to help meet 

agricultural challenges and market needs of the 

21st century. 

USDA uses science-based regulatory systems 

to allow for the safe development, use, and 

trade of products derived from new agricultural 

technologies. USDA will continue to regulate 

the importation, interstate movement, and 

field-testing of newly developed genetically 

engineered (GE) organisms that qualify as 

“regulated articles” to ensure they do not pose 

a threat to plant health before they can be 

commercialized. These science-based 

evaluations facilitate the safe introduction of 

new agricultural production options and 

enhance public and international confidence in 

these products. USDA will coordinate 

responsibilities with the U.S. Environmental 

Protection Agency and the U.S. Food and Drug 

Administration as part of the Federal 

Coordinated Framework for the Regulation of 

Biotechnology. 

To bring products of new and emerging 

technologies to the worldwide marketplace, 

USDA works with other Federal agencies to 

address trade challenges while building strong 

international partnerships. These efforts 

facilitate the safe use and trade of products 

produced by such technologies, including the 

genetic engineering of animals, animal cloning, 

next generation plant and animal 

biotechnologies and nanotechnology. USDA 

will continue to monitor and encourage 

industry efforts to enable the development and 

export of biotechnology products containing 

intellectual property whose patents have 

expired. 

USDA supports global adoption of sciencebased regulatory systems and works to advance 

internationally accepted science-based 

regulations with U.S. trading partners. 

Ensuring the enforcement of existing global 

commitments governing trade in agricultural 

biotechnology products is also a priority for the 

Department. USDA raises awareness of the 

contributions of innovative technologies to 

global food and energy security, environmental 

sustainability, and climate change mitigation 

and adaptation. This fosters global adoption of 

these technologies and their products, increases 

trade opportunities for U.S producers, and 

provides tools for addressing 21st century 

challenges to agriculture. 

At the same time, USDA facilitates increased 

dialogue and cooperation among farmers who 

employ varied agricultural production 

methods. This leads to domestic and 

international growth for all production systems 

and reduces friction among diverse interests. 

USDA will implement, as appropriate, 

recommendations provided by the USDA 

Advisory Committee on Biotechnology and 

21st Century Agriculture on strengthening 

coexistence among different agricultural 

systems. 
Strategic Goal 3 

FY 2014 – 2018 Strategic Plan | 23

Strategy in Action # 2 

Research is central to developing useful 

and safe biotechnology. Economic research 

suggests that, depending on the GE trait, 

crop, and level of pest pressure, planting 

GE seeds can increase yields, reduce 

insecticide use, and/or reduce management 

time and field operations. Some GE crops 

allow farmers to substitute less toxic 

herbicides in place of more toxic, 

persistent, and costly alternatives. USDA will 

generate fundamental knowledge through 

research in genomic sciences and 

biotechnology to enhance agricultural 

sustainability and productivity. Research, 

education, and extension grants from USDA 

will help develop, use, and expand access 

to new knowledge and technologies, 

including biotechnologies, for food and 

agriculture.

EXTERNAL RISK FACTORS 

External risk factors include: public resistance, 

both at home and abroad, to foods produced 

through biotechnology; natural disasters and 

weather variability, including global climate 

change; political and policy changes in partner 

countries; conflicts within a country or region; 

and fluctuating exchange rates, slow-down in 

the economies of developing countries, and 

unexpected trade barriers. As it relates to the 

goals and objectives of achieving food security 

in developing countries, it should be noted that 

USDA is just one partner in this endeavor. 

Initiatives are undertaken by many U.S. 

Government agencies, other governments, 

international financial institutions, and private 

development organizations, as well as the local 

governments. In addition, there are events, be 

they natural (i.e., floods, droughts) or manmade (civil strife), that may preclude or limit 

the success of these programs. 
Strategic Goal 4 

FY 2014 – 2018 Strategic Plan | 24

Strategic Goal 4 
Strategic Goal 4 

FY 2014 – 2018 Strategic Plan | 25

Strategic Goal 4: Ensure That All of America’s 

Children Have Access to Safe, Nutritious, and 

Balanced Meals

A plentiful supply of safe and nutritious food is 

essential to the well-being of every family and 

the healthy development of every child in 

America. Science has established strong links 

between diet, health, and productivity. Even 

small improvements in the average diet may 

yield significant health and economic benefits. 

Yet we know that for many American families, 

food and nutrition issues remain serious 

problems. 

Food insecurity. While most American 

households have access at all times to enough 

nutritious food for an active and healthy 

lifestyle, food insecurity and the risk of hunger 

remain serious problems. The latest data show 

that over 17 million American households, 

including over 8 million households with 

children, had difficulty putting enough food on 

the table at some point during 2011. Even more 

alarming, in more than 350,000 households, 

with more than 800,000 children, one or more 

children simply did not get enough to eat. At 

times during the year, these children were 

hungry, skipped meals, or went whole days 

without food. 

Poor diet and obesity. Poor dietary habits and 

a lack of physical activity contribute to serious 

health conditions; perhaps the most troubling 

of these conditions is childhood obesity. Over 

the last 30 years, the childhood obesity rate has 

more than tripled.4 This has serious 

implications for the Nation’s future. Children 

who start out life obese have greater struggles 

with their weight in later years. In fact, 80 

percent of teenagers who are obese remain 

obese as adults and are at risk for coronary 

heart disease, hypertension, and heightened 

risk of stroke, diabetes, and some cancers.5

This has serious implications for the Nation’s 

future. Beyond the physical suffering such 

diseases cause, obesity-related health 

complications can increase medical costs to 

America’s health care system and decrease 

overall productivity. 

Food safety. While the U.S. food supply 

system is one of the safest in the world, 

foodborne illness is still a common, costly—

yet largely preventable—public health 

problem. Many different disease causing 

microbes, or pathogens, can contaminate foods, 

so there are many different foodborne 

infections. Today, as many as one in six 

Americans experience a foodborne illness 

annually, meaning they get sick by consuming 

contaminated foods or beverages.6

4 U.S. Department of Health and Human Services. The Surgeon 

General’s Vision for a Healthy and Fit Nation. Rockville, MD: 

U.S. Department of Health and Human Services, Office of the 

Surgeon General, January 2010, p. 2.

5 Centers for Disease Control and Prevention Web site, 

“Overweight and Obesity – Health Consequences”. 

http://www.cdc.gov/obesity/causes/health.html

6 Scallan E, Hoekstra RM, Angulo FJ, Tauxe RV, Widdowson 

M-A, Roy SL, et al. Foodborne illness acquired in the United 

States—major pathogens. Emerg Infect Dis [serial on the 

Internet]. [July 10th, 2013]. 

http://www.cdc.gov/EID/content/17/1/7.html
Strategic Goal 4 

FY 2014 – 2018 Strategic Plan | 26

OBJECTIVE 4.1 – IMPROVE 

ACCESS TO NUTRITIOUS FOOD 

USDA’s domestic nutrition assistance 

programs serve one in four Americans 

annually. The Department is committed to 

making benefits available to every eligible 

person who wishes to participate in the major 

nutrition assistance programs, including the 

Supplemental Nutrition Assistance Program 

(SNAP), the Child Nutrition Programs, and the 

Special Supplemental Nutrition Program for 

Women, Infants, and Children (WIC). While 

the Department’s ultimate objective is for 

economic opportunities to make nutrition 

assistance unnecessary for as many families as 

possible, we will ensure that these vital 

programs remain ready to serve all eligible 

people who need them. 

While the rate of SNAP participation among 

eligible people has returned to the coverage 

levels of the 1990s, a substantial portion of 

those eligible for SNAP are not participating. 

USDA will continue its efforts to ensure that 

every eligible person is aware of the program’s 

benefits so that they can make an informed 

choice whether to participate or not. 

USDA also intends to ensure effective and easy 

access to the Child Nutrition Programs for 

eligible children who need them. The National 

School Lunch Program is available in most 

schools. Schools can receive cash subsidies and 

donated commodities from the Department for 

each meal they serve. In return, those schools 

must serve lunches that meet Federal 

requirements and offer free or reduced-price 

lunches to eligible children. 

Promoting access to nutrition assistance goes 

hand-in-hand with managing these programs in 

a manner that ensures public confidence and 

maximizes the impact of Federal dollars. 

Strong management ensures that those most in 

need of nutrition assistance receive it. It also 

ensures that nutrition assistance programs 

leverage opportunities to positively impact the 

local economy in the communities they serve. 

Finally, it ensures that resources are not wasted 

by error or abuse. USDA uses all available 

opportunities, including new communication 

and eGovernment technologies, to serve 

customers, work with partners, and administer 

programs as effectively as possible. 

Strategy in Action # 1 

The School Breakfast Program operates 

much like the National School Lunch 

Program, except the program may not be 

reaching all the children who need it as 

effectively as its counterpart. Eating a 

healthy breakfast, at home or at school, is 

linked to better educational performance 

and classroom behavior, and fewer visits to 

the school nurse. The Department is 

working to improve access to and the meal 

quality of these programs. These moves 

ensure that healthful and appealing food is 

available to every student to support 

growth and learning.

OBJECTIVE 4.2 – PROMOTE 

HEALTHY DIET AND PHYSICAL 

ACTIVITY BEHAVIORS 

The Administration has set a goal to solve the 

problem of childhood obesity within a 

generation so that children born today will 

reach adulthood at a healthy weight. The First 

Lady’s Let’s Move! campaign has been central 

to this effort, and USDA will continue to play 

a critical role in its success. In addition, USDA 

is fighting to reverse the rapid increase in 

childhood obesity by improving school meals 

and the school nutrition environment. On 

school days, children who participate in both 

the breakfast and lunch programs consume as 

many as half of their calories at school. The 

Department must ensure that all foods served 
Strategic Goal 4 

FY 2014 – 2018 Strategic Plan | 27

in school contribute to good health, and the 

Healthy, Hunger-Free Kids Act provided new 

authority to set common-sense nutrition 

standards for food sold throughout the school 

day. USDA will work with schools to 

implement the new standards for all foods sold 

in school and will continue to support ongoing 

implementation of updated school meals 

nutrition standards. 

USDA is also encouraging and supporting WIC 

mothers to breastfeed their infants by 

strengthening breastfeeding policy and 

program activities. Breastfeeding is linked to a 

lower risk of numerous health problems for 

both mother and infant. It also may have a 

protective effect against pediatric overweight 

and obesity. Breast milk provides the best 

source of infant nutrition and helps infants get 

a healthy start in life. USDA will recognize and 

reward State achievements in promoting 

breastfeeding through performance awards, 

expand the availability of peer-counseling in 

WIC clinics, and continue its core promotion 

and support activities. 

Furthermore, USDA is working to motivate 

and support Americans to eat fruits and 

vegetables more frequently each day. Too 

many Americans simply do not eat enough of 

these nutrient-dense foods to support good 

nutrition. The Department establishes 

evidence-based nutrition guidance, the basis 

for which is the Dietary Guidelines for 

Americans (DGA), which are developed in 

partnership with the U.S. Department of Health 

and Human Services. 

The Department is also working to improve 

access to healthful, locally produced food in 

underserved communities through a 

multifaceted strategy that focuses on food 

production, distribution, and both traditional 

and non-traditional retail options. Through 

research and technical and financial assistance, 

the Department will help producers produce, 

distribute, and market healthy foods locally. 

The Department will also encourage additional 

farmers markets in low-access areas to become 

authorized SNAP vendors, equip markets to 

accept SNAP through electronic benefit 

transfer (EBT), work with local and private 

partners to test and expand the use of incentive 

programs for healthy food purchases, and 

promote greater use of farmers markets by 

SNAP participants. Through its farm-to-school 

efforts, USDA also connects schools with 

regional and local producers to increase 

producers’ market opportunities as well as 

young people’s access to healthy, local foods. 

To improve Americans’ physical activity 

behaviors, USDA is promoting the use of the 

Nation’s public lands. Most Americans need to 

move more to promote their health and wellbeing and improve the energy balance between 

the calories they consume and those they 

expend. National forests and grasslands are 

America’s backyard, offering chances to 

increase physical activity. Over 90 million 

National Forest System visitors participate in 

outdoor-based physical activities each year. 

USDA will promote the use of these lands and 

facilities to nurture the body and mind in 

natural settings near local communities. The 

Department also will increase access to green 

space through such programs as the Forest 

Service’s Urban and Community Forestry 

program. 
Strategic Goal 4 

FY 2014 – 2018 Strategic Plan | 28

Strategy in Action # 2 

Through the MyPlate initiative, USDA 

implements the Dietary Guidelines for 

Americans with supporting tools and 

resources (ChooseMyPlate.gov). These 

resources are designed to give every 

consumer the knowledge and motivation he 

or she needs to choose a diet that 

supports a healthy future. USDA will use 

these tools to promote fruit and vegetable 

consumption and other healthy eating 

behaviors through public-private 

partnerships and cutting-edge technologies.

OBJECTIVE 4.3 – PROTECT PUBLIC 

HEALTH BY ENSURING FOOD IS 

SAFE

USDA is committed to ensuring that 

Americans have access to safe food through a 

farm-to-table approach to reduce and prevent 

foodborne illness. The Department invests in 

its workforce and data infrastructure to prevent 

harm to consumers by reducing the incidence 

of food contamination and quickly identifying 

and working to prevent or limit outbreaks. 

Effective response to food safety issues and 

enforcement depends upon timely, quality data 

and analysis. 

USDA conducts in-commerce surveillance 

activities to protect public health by ensuring 

that meat, poultry, and processed egg products 

are safe, secure, wholesome, and correctly 

labeled and packaged. In fiscal year 2012, 

USDA ensured public health requirements 

were met in establishments that slaughter or 

process 147 million head of livestock and 8.9 

billion poultry carcasses. In the same year, 

USDA estimated that there were 479,621 

Salmonella, Listeria monocytgenes (Lm), and 

Escherichia coli (E. coli) O157:H7 foodborne 

illnesses attributed to Department-regulated 

products. 

USDA also measures industry adoption of 

functional food defense plans. Food defense 

plans are written procedures that official meat 

and poultry slaughter and processing 

establishments, egg product plants, and official 

import inspection establishments should follow 

to protect the food supply from intentional 

contamination of food products with 

chemicals, biological agents, or other harmful 

substances. These plans help the industry 

protect public health and reduce negative 

economic impacts on the food infrastructure. 

Finally, as imported products and on-farm 

practices can dramatically impact food safety, 

USDA participates in and leads governmentwide Codex Alimentarius activities to ensure 

that science-based international public health 

standards are in place, promotes use of Codex 

standards by other governments and 

international producers, conducts re-inspection 

of imported products, and audits foreign 

countries to ensure the safety of imported 

products and provides guidance to promote 

good agricultural practices on the farm. The 

Codex Committee on Food Hygiene (chaired 

by the United States) also adopted Guidelines 

for the Control of Campylobacter and 

Salmonella in chicken meat in 2011. The 

guidelines are consistent with USDA hygienic 

performance standards and will help ensure the 

safety of imported products. 
Strategic Goal 4 

FY 2014 – 2018 Strategic Plan | 29

Strategy in Action # 3 

USDA collaborates with its public health 

partners, especially the Centers for Disease 

Control and Prevention (CDC) and the Food 

and Drug Administration (FDA,) through 

interagency workgroups such as the 

Interagency Food Safety Analytics 

Collaboration (IFSAC), the Interagency 

Foodborne Outbreak Response 

Collaboration (IFORC), and the Interagency 

Risk Assessment Consortium (IRAC) to 

improve the understanding of foodborne 

illness and which foods are responsible for 

making people ill.

OBJECTIVE 4.4 – PROTECT 

AGRICULTURAL HEALTH BY 

MINIMIZING MAJOR DISEASES 

AND PESTS TO ENSURE ACCESS 

TO SAFE, PLENTIFUL, AND 

NUTRITIOUS FOOD 

The Department detects and quickly responds 

to new invasive species and emerging 

agricultural and public health situations 

through a three-part strategy that involves (1) 

identifying threats overseas and working to 

prevent them from coming to the United States, 

(2) providing training and expertise to identify 

threats at ports of entry, and (3) working to 

eradicate pests and diseases or manage them to 

limit the damage done if they are already in the 

United States. 

Where possible, USDA eradicates or manages 

existing agricultural pests and diseases and 

wildlife damage. The Department also 

develops and applies more effective scientific 

methods to prevent, detect, eradicate, or 

manage pests and diseases. These efforts 

contribute to the overall agricultural health of 

the Nation and the world. 

Strategy in Action # 4 

Each year, the volume of smuggled and 

improperly imported agricultural products 

entering the United States grows. In 

response, APHIS works to identify the 

unlawful entry and distribution of prohibited 

agricultural products. These products may 

harbor harmful exotic plant and animal 

pests, diseases, or invasive species that 

could seriously damage America’s crops, 

livestock, and environment.

EXTERNAL RISK FACTORS

The USDA’s ability to ensure that all 

Americans have access to safe, nutritious, and 

plentiful food supplies is impacted by several 

external factors. These factors include: the 

effectiveness of State and local organizations 

that deliver benefits for nutrition-assistance 

programs; the collaborative efforts of other 

Federal agencies that deliver or support health, 

human services, and education benefits; 

problems with food handling or preparation 

that lead to outbreaks of foodborne illness; 

increases in the volume and types of food 

products available on the market; changes in 

industry supply, slaughter and production, and 

consumer demand, new and evolving 

pathogens and other threats to public health, 

food terrorism and intentional contamination 

and infestation of the food supply; changing 

human consumption trends; gaps in food safety 

record-keeping by outside parties; and 

increased risks of pest and disease 

introductions through globalization and more 

open trade practices. 
Strategic Goal 5 

FY 2014 – 2018 Strategic Plan | 30

Strategic Goal 5 
Strategic Goal 5 

FY 2014 – 2018 Strategic Plan | 31

Strategic Goal 5: Create a USDA for the 21st century 

That Is High-Performing, Efficient, and Adaptable

With over 100,000 employees located across 

the country and around the world, USDA faces 

challenges in managing and supporting a 

workforce responsible for a broad array of 

programs and services for the public. At the 

same time, however, USDA has tremendous 

opportunities to leverage this workforce to 

increase the value of USDA activities to 

taxpayers by building a modern workforce and 

modern workplace. 

Through the Blueprint for Stronger Service, 

USDA is striving to build itself into a 

Department for the 21st century by leveraging 

technology enhancements; reducing operating 

costs and increasing efficiencies; investing in a 

flexible, results-oriented workforce; and 

effectively managing limited resources in an 

ever-tightening budget environment. 

USDA’s efforts under this strategic goal will 

result in a Department that is recognized as a 

top place to work in Government that respects 

the rights of its employees and customers and 

actively works to improve its stewardship of 

taxpayer resources. By investing in its 

workforce while holding leadership and 

employees accountable for delivering results 

and ensuring that effective programs and 

services are being made available to new and 

existing customers, USDA will increase its 

value to taxpayers for years to come. 

OBJECTIVE 5.1 – DEVELOP A 

CUSTOMER-CENTRIC, INCLUSIVE, 

AND HIGH-PERFORMING 

WORKFORCE BY INVESTING IN 

AND ENGAGING EMPLOYEES TO 

IMPROVE SERVICE DELIVERY 

USDA employees work on the frontlines every 

day to serve the country and its taxpayers, 

whether it is through battling wildfires or 

ensuring the safety of our Nation’s food supply. 

Since the employees are responsible for 

providing these services, it is imperative that 

the workforce be equipped with the skills and 

abilities to effectively and efficiently carry out 

the Department’s responsibilities. To 

effectively develop the workforce, therefore, 

USDA is focusing on ensuring that the skills 

and competencies of its employees are 

appropriately assessed and improved upon. At 

the same time, the Department is striving to 

institute an inclusive and high-performance 

culture that not only values the differences 

offered by a diverse workforce, but also 

leverages those differences to better serve the 

Department’s customers. To further improve 

performance, the Department is engaging its 

workforce in the development and 

implementation of innovative solutions to the 

challenges of today. 

With a high-performing, results-focused, and 

engaged workforce, USDA will be positioned 

to better serve the public. As a result, the 

Department and its component agencies and 

offices can more effectively collaborate on 

challenges facing our Nation’s farmers, 

ranchers, and rural communities. 
Strategic Goal 5 

FY 2014 – 2018 Strategic Plan | 32

Strategy in Action # 1 

One particular area where the engaged and 

collaborative workforce will be especially 

valuable is in the service to historically 

underserved people and communities. 

Through the Strikeforce for Rural Growth 

and Prosperity initiative, the Department is 

focusing resources on areas of high 

poverty around the country. USDA partners 

with rural communities and regions on 

locally supported projects. USDA employees 

take steps, in partnership with the 

community, to provide technical assistance 

as needed to ensure that communities can 

fully access USDA programs.

OBJECTIVE 5.2 – BUILD A SAFE, 

SECURE, AND EFFICIENT 

WORKPLACE BY LEVERAGING 

TECHNOLOGY AND SHARED 

SOLUTIONS ACROSS 

ORGANIZATIONAL BOUNDARIES 

In order to effectively serve the public and 

deliver the programs and services to USDA 

customers in the future, the Department must 

modernize its operations and administrative 

support structures. With a modern structure and 

workplace, the Department can more quickly 

and efficiently support America’s farmers, 

ranchers, forest landowners, rural communities 

and other USDA stakeholders. In addition, by 

creating a modern workplace, the Department 

can better ensure the security of the USDA 

facilities infrastructure and the safety of 

employees and customers across the country. 

A key provision to this modern workplace will 

be the focus on streamlining operations and 

creating an environment through which 

employees can be as effective as possible. To 

achieve these streamlining targets, the 

Department will look across its entire portfolio 

of operations to identify opportunities to reduce 

the time and effort required to deliver its 

programs and services. Through coordinated 

and continuous process improvements, USDA 

will reduce the burden on its employees and the 

public while enhancing program delivery. In 

addition, the Department will also strive to 

improve the effectiveness of its employees 

through the increased implementation of 

technology solutions and workplace 

enhancements, such as telework. These 

improvements will enable USDA to become 

more flexible in its service delivery and more 

adaptable and responsive to the needs of its 

employees and customer base. 

Strategy in Action # 2 

Each day, USDA processes thousands of 

applications for loans, grants, permits, or 

other customer services. Together, these 

applications represent a significant 

investment in time on the part of the public 

to access these USDA programs. One way 

in which USDA is increasing its value is by 

examining the processes and procedures 

through which applications are completed, 

submitted, and approved – with a focus on 

reducing the time needed to complete 

applications and deliver benefits. As a 

result of these Signature Process 

Improvements, USDA is striving to save 1 

million staff hours of time through the 

implementation of more streamlined 

processes. The improved processes will also 

yield benefits to program participants in the 

form of time savings.
Strategic Goal 5 

FY 2014 – 2018 Strategic Plan | 33

OBJECTIVE 5.3 – MAXIMIZE THE 

RETURN ON TAXPAYER 

INVESTMENT IN USDA THROUGH 

STEWARDSHIP OF RESOURCES 

AND FOCUSED PROGRAM 

EVALUATIONS 

In order to become a truly modern 

organization, the Department will need to 

improve the efficiency and efficacy with which 

it utilizes taxpayer resources to deliver services 

to the public. Intrinsic to these improvements 

will be an enhanced focus on being good 

stewards of the financial and property 

resources entrusted to the Department. Key to 

such stewardship will be a continued focus of 

the Department on the accuracy of payments 

being made through USDA programs. USDA 

will continue to strive to reduce its rate of 

improper payments to ensure that the program 

resources are being received by the intended 

recipients. 

To also improve its program delivery, the 

Department will focus on expanding its use of 

performance data and program evaluation 

results to drive decisions. Information derived 

from these evaluations will focus on 

identifying areas for improvement and 

opportunities for applying limited resources to 

improving the quality of service provided by 

USDA programs. 

Strategy in Action # 3 

USDA spends nearly $6 billion annually on 

the purchase of goods and services to 

support its operations and program delivery. 

By establishing a Shared First procurement 

policy and implementing strategic sourcing 

(i.e., smarter purchasing), the Department is 

reducing its costs to purchase things. 

Examples of these improvements include 

the consolidation of cell phone plans, which 

at one time numbered over 800 for the 

entire Department, and the merger of 

various contracts for information technology 

hardware and services among the 

Department’s agencies and offices. As a 

result of this focus on strategic sourcing, 

the Department can use its contract dollars 

more effectively.

EXTERNAL RISK FACTORS 

The ability of USDA to transform itself into a 

modern Department is affected by a number of 

factors external to the Department. Of primary 

importance is the potential impact resulting 

from continued budgetary constraints resulting 

from sequestration and associated reductions in 

resource availability. In addition, the 

effectiveness of the Department in delivering 

an array of programs and services to the public 

is dependent upon having legislative actions 

taken to ensure that stable and long-term 

statutes are enacted providing USDA with its 

authority to deliver programs and services. The 

Department is also subject to risks associated 

with being able to recruit and retain a diverse 

and high-performing workforce that will be 

responsible for ensuring that programs are 

operated efficiently and effectively while 

providing the services and results expected of 

the broad USDA customer base. Examples of 

these risks include the competition with the 

private sector and other Government agencies 

to fill key positions (e.g., information 

technology). 
Appendix 

FY 2014 – 2018 Strategic Plan | 34

Appendix – Program Evaluations 

Program Evaluations Used to Develop the Strategic Plan

Evaluations/

Analyses

Brief Description What Was The Effect Date

Goal 1: Assist Rural Communities to Create Prosperity so They Are Self-Sustaining, 

Repopulating, and Economically Thriving

Independent 

reviews of Rural 

Development (RD) 

Customer 

Satisfaction Surveys

JD Powers review of RD 

performance when compared to 

mortgage companies proving 

single family home services.

RD was rated “superior.” Every 2 years 

(most recently 

FY 2009)

Comprehensive 

analysis of Food 

Safety and 

Inspection Service 

(FSIS) training 

programs

A meta-analysis of past 

evaluations of FSIS training 

programs.

Findings from the contracted 

evaluation were confirmed and 

improvements to training programs 

were planned. These will help 

meet the outreach and training 

objectives of Goal 1.

October 2008

Economic Research 

Service (ERS)

annual 

macroeconomic 

estimates

Review, analysis, and update of 

macroeconomic models that 

estimate number of jobs created 

and additional economic activity 

generated from the export of 

agricultural products at both 

farm and non-farm levels.

Estimates the impact of 

agricultural export activity on jobs 

and income at both farm and nonfarm levels.

Annually

GAO Beginning 

Farmers and 

Ranchers report

Report focused on coordination 

of USDA activities affecting 

beginning farmers and ranchers 

(all USDA agencies evaluated).

Congress provided mandatory 

funding for the Beginning Farmers 

and Ranchers Development 

Program.

2007

National Animal 

Health Laboratory 

Network (NAHLN) 

evaluation

The evaluation by NAHLN 

partners and stakeholders 

assessed how well the program 

meets its original objectives, 

future objectives, and what 

objectives need to change.

Change in structure of NAHLN 

leadership, clearer definition of 

responsibilities, and initiation of 

closer examination of NAHLN 

progress and priorities.

2007

American Customer 

Satisfaction Index 

(ACSI) 

comprehensive 

program evaluation 

for the Farmland 

Ranch Lands 

Protection Program 

(FRPP)

Program delivery assessment for 

program administered by 

Natural Resources Conservation 

Service (NRCS).

All Federal Government programs 

have a combined average of 69 for 

an ACSI indexing score; FRPP 

received a 73.

Completion and 

final report 

available as of 

September 2009

Oversight of 

Recovery Act 

monies expended by 

USDA programs

Oversight of both funded and 

unfunded Emergency Watershed 

Protection Floodplain Easement 

applications.

NRCS developed a national 

oversight and evaluation plan.

September 2009
Appendix

FY 2014 – 2018 Strategic Plan | 35

Program Evaluations Used to Develop the Strategic Plan

Evaluations/

Analyses

Brief Description What Was The Effect Date

RMA Know Your 

Customer

Gained a better understanding of 

who RMA’s Customers are and 

what barriers certain producers 

face as they manage their risks.

Proposal to use data mining 

information as part of the criteria 

for education focus, program 

expansion, and new program 

development.

May 2013

RMA The Risk 

Management Safety 

Net: Portfolio 

Analysis-Market 

Penetration and 

Potential

Provides information about 

current business and market 

penetration with identification of 

areas of market potential.

Allows for improved targeting of 

new insurance products and 

improvement of risk management 

safety net.

July 2013

National Rabies 

Management 

Program review

Conduct a review in two phases: 

Phase I – goals, timelines, 

management strategies, and 

benefits vs. costs; and Phase II –

administrative processes, 

budget, supervisory controls, 

internal and external networks, 

and communications.

An internal Animal and Plant 

Health Inspection Service (APHIS) 

review team will provide a report 

of findings and recommendations 

for adjusting policies, practices, 

and processes as they relate to 

overall program objectives. This 

review was completed in early 

fiscal year 2012. It resulted in 

eight recommendations. Wildlife 

Services has begun implementing 

all of the recommendations; some 

of which have already been 

completed.

FY 2010 

Goal 2: Ensure Our National Forests and Private Working Lands Are Conserved, 

Restored, and Made More Resilient to Climate Change, While Enhancing Our Water 

Resources

Inventory, 

Monitoring and 

Assessment (IM&A) 

Strategy

This strategy was developed to 

identify opportunities to improve 

agency IM&A activities. It 

contains goals, objectives, 

strategic improvements and 

priority actions. Implementation 

is focused on identifying critical 

natural resource information 

needed to effectively address 

agency priorities.

Identifying core information will 

assist in improving the quality, 

timeliness and accessibility of 

information and help ensure that 

efficient investments are made to 

inform and support essential 

decision-making and management 

needed.

2014 -2018

USFS National 

Advisory 

Committee for the 

Forest Planning 

Rule 

Implementation

The Committee advised the 

Secretary of Agriculture, 

through the Chief of the Forest 

Service, by providing advice and 

recommendations on the 

implementation of the National 

Forest System Land 

Management Planning Rule

The Committee has identified 

recommendations on the use of 

best available science, social and 

economic metrics, monitoring, and 

adaptive management approaches 

to make land management 

processes more efficient. Ongoing 

topics include public engagement 

and collaboration strategies around 

these issues.

2014 -2018
Appendix

FY 2014 – 2018 Strategic Plan | 36

Program Evaluations Used to Develop the Strategic Plan

Evaluations/

Analyses

Brief Description What Was The Effect Date

Wildland Fire 

Management 

Efficiency 

Assessment 

Program (MEAP)

Since 2006, the USDA Forest 

Service and the Department of 

Interior (DOI) have been jointly 

conducting Management 

Efficiency Assessments of 

various aspects of wildland fire 

management. The results of 

these assessments outline 

findings and present 

recommendations for the USDA 

Forest Service and the 

Department of the Interior’s 

(DOI) Wildland Fire 

Management Officers to make 

changes to improve program 

management.

Since the inception of this program 

7 years ago, it has produced an 

estimated annual cost avoidance of 

$50 to $90 million (varies by 

season intensity) through 

implementation of the evidence 

based on findings and 

recommendations. The MEAP has 

had a total outlay of $5 million 

over this period in support costs.

2014 -2018

ForWarn Forest 

Disturbance 

Monitoring System

ForWarn delivers a refreshed 

suite of maps and materials 

every 8 days and provides tools 

for detecting insects, disease, 

wildfire, storms, human 

development or unusual 

weather. This technology 

supports an initiative known as 

the National Early Warning 

System (EWS).

Early and frequent evidence-based 

information inherently improves 

the efficiency and effectiveness of 

forest management work 

regardless of jurisdiction.

2014 - 2018

Goal 3: Help America Promote Agricultural Production and Biotechnology Exports as 

America Works to Increase Food Security

Biotechnology 

Petition Process 

Improvement 

Initiative using 

Lean Six Sigma 

methodology

This project focused on reducing 

the overall time of the regulatory 

determination process related to 

biotechnology product petitions 

by examining root causes of the 

length and variability of the

process.

The review resulted in reducing 

the overall process from about 3 

years to a little over a year, with 

key process enhancements 

implemented.

Lean Six Sigma 

review completed 

in 2011; New 

process 

implemented 

Spring 2012; first 

petitions being 

completed using 

new process in 

2013

Assessment of 

functionality and 

usability of the 

Biotechnology 

Regulatory Services 

Web site

Customers and stakeholders had 

suggested improvements and 

were involved in focus groups to 

improve the Web site; 

benchmarking was conducted to 

identify best practices of other 

Federal agencies.

Some enhancements were initiated 

by the Biotechnology Regulatory 

Services program, and others will 

be considered in the new APHISwide Web enhancement initiative 

underway.

Review was 

completed in FY 

2010
Appendix

FY 2014 – 2018 Strategic Plan | 37

Program Evaluations Used to Develop the Strategic Plan

Evaluations/

Analyses

Brief Description What Was The Effect Date

External, 

independent 

evaluation of USDA 

Local and Regional 

Food Aid 

Procurement Pilot 

Project (USDA LRP 

project)

Evaluation of the USDA LRP 

project conducted by 

Management Systems 

International assessing the 

timeliness, cost-effectiveness, 

market impacts, quality of 

commodities purchased, and 

comparative assessment of local 

and regional procurement to inkind food aid.

Evaluation results will help USDA 

and other U.S. Government 

agencies determine when, where, 

how, and under what 

circumstances LRP is the most 

suitable tool for providing U.S. 

food assistance. Findings and 

conclusions are being used to 

improve program performance and 

effectiveness, as applicable.

Completion and 

final report 

available as of 

December 2012

External, 

independent midterm programmatic 

evaluation of the 

USDA Caucasus 

Agricultural 

Development 

Initiative in 

Armenia (CADI)

Mid-term programmatic 

evaluation of the USDA CADI 

conducted by The QED Group, 

LLC focused on assessing the 

relevance, effectiveness and 

sustainability of USDA efforts 

in Armenia.

Findings, conclusions, and lessons 

learned will be used by USDA 

program managers to improve 

management, implementation and 

future program decisionmaking.

Completion and 

final report

available as of 

September 2012

Goal 4: Ensure That All of America’s Children Have Access to Safe, Nutritious, and 

Balanced Meals

Reports on 

Supplemental 

Nutrition Assistance 

Program (SNAP) 

Participation Rates, 

2010

Reported national rates of 

participation among eligible 

people.

Showed that while SNAP is

reaching the neediest eligible 

individuals, many eligible people 

are not participating; identified 

underserved eligible populations.

December 2012

School Nutrition 

Dietary Assessment 

IV

Assessed nutrient content of 

school meals.

Identified needed area for 

improvement in school meals 

content.

November 2012

Fresh Fruit and 

Vegetable Program 

(FFVP) Evaluation

Compare experiences of students 

in FFVP schools with similarly 

situated non-participating 

schools, using 24-hour dietary 

recalls, Web-based surveys, and 

interviews with school officials, 

teachers, students, and parents.

Demonstrated substantial impact 

of program on children’s fruit and 

vegetable consumption; informed 

policy decisions to sustain 

program.

March 2013

Access, 

Participation, 

Eligibility and

Certification 

(APEC) study for 

school meals 

programs

Provides an estimate of 

erroneous payments in the 

school meals programs.

Showed that errors in certification, 

counting, and claiming are 

significant sources of improper 

payments.

November 2007
Appendix

FY 2014 – 2018 Strategic Plan | 38

Program Evaluations Used to Develop the Strategic Plan

Evaluations/

Analyses

Brief Description What Was The Effect Date

Assessment of 

program impacts on 

diet quality

Uses data from the National 

Health and Nutrition 

Examination Survey.

Showed that, while programs are 

linked to certain positive dietary 

attributes, the diets of all groups 

(low-income participants, 

nonparticipants and higher income 

individuals) fell far short of the 

Dietary Guidelines for Americans.

July 2008

FSIS Inspection and 

Enforcement 

Activity at Swine 

Slaughterhouses

OIG Report 24601-0001-41

Objectives were to identify areas 

of risk, if FSIS’ controls were 

sufficient to ensure compliance 

and if appropriate enforcement 

actions were taken against 

establishments that were not in 

compliance.

FSIS determined what measurable 

improvements the HIMP program 

achieved and its suitability as a 

permanent program. FSIS is 

working to minimize reliance on 

the inspectors’ judgment to ensure 

they consistently enforce laws.

May 2013

USDA’s 

Implementation of 

New StateDelegated Meat 

Inspection Program

GAO Report No. GAO-13-

332R.

Evaluated the effectiveness of 

the FSIS implementation of the 

Cooperative Interstate Shipment 

(CIS) program.

FSIS helped small establishments 

and States that may be interested 

in the CIS program obtain 

information for their decision and 

promote more consistency between 

the CIS and existing inspection 

programs in which State inspectors 

convey Federal marks of 

inspection.

May 2013

FSIS E. coli Testing 

of Boxed Beef

OIG Report 24601-0003-31.

Determined if (1) if FSIS is 

sampling boxed beef as required 

in agency procedures, (2) FSIS 

is entering plant profile data

correctly into PHIS, and (3) 

industry’s trace back 

documentation is adequate.

FSIS took steps to ensure that beef 

to be ground is subject to sampling 

and testing for E. coli at additional 

points in the production process.

March 2013

Verifying 

Credentials of 

Veterinarians 

Employed and 

Accredited by 

USDA

OIG Report 50601-0001-31.

Evaluated the effectiveness of 

USDA’s verification of the 

credentials of veterinarians 

employed by USDA or those 

used to carry out USDA 

functions.

FSIS established control 

procedures on what constitutes an 

official transcript, appropriate 

transcript delivery methods, and 

the means to verify transcripts, 

equivalent degrees, and specialized 

experience when it qualifies the 

applicant for higher pay.

February 2013

Processing Team 

Inspection

Survey of frontline supervisors 

to assess the effectiveness of 

processing team inspection.

Survey results indicate that the 

majority of processing teams 

schedule tasks properly and the 

Team Coordinator position rotates 

as intended.

January 2013
Appendix

FY 2014 – 2018 Strategic Plan | 39

Program Evaluations Used to Develop the Strategic Plan

Evaluations/

Analyses

Brief Description What Was The Effect Date

USDA Controls 

Over Shell Egg 

Inspections

OIG Report 50601-0001-23.

Evaluated USDA’s controls over 

shell eggs to prevent, detect, and 

report the presence of 

Salmonella enteritidis or other 

contaminants.

FSIS implemented a plan to ensure 

a seamless approach to shell egg 

safety, implemented a process to 

collect data on sanitation issues, 

and implemented a science-based 

policy on shell egg refrigeration.

December 2012

Salmonella and 

Campylobacter End 

of Set (EOS) Letters

Survey of field employees to 

determine the effectiveness of 

the revised EOS letters in 

conveying information to 

inspection program personnel 

about Campylobacter and 

Salmonella subtypes associated 

with human illness.

Survey results indicated that the 

revised EOS letter is a helpful tool 

in determining when to initiate a 

food safety assessment. Field 

employees surveyed were hopeful 

that the new EOS letter format will 

aid in decreasing the incidence of 

Campylobacter and Salmonella in 

the future.

October 2012

Office of 

International 

Affairs (OIA)

Survey of OIA employees, 

foreign governments, sister 

government agencies and other 

external customers to assess 

satisfaction with OIA services 

and obtain feedback to improve 

services in the future.

Survey results indicated that most 

respondents are satisfied with OIA 

services and overall expectations 

are being met. Areas for further 

improvement included inquiry 

response time and accuracy of 

inquiry responses.

September 2012

Application of FSIS 

Sampling Protocol 

for Testing Beef 

Trim for E. coli 

O157:H7

Office of Inspector General 

(OIG) Report 24601-0001-0031.

Observed the collection of beef 

trim samples, and analyzed 

whether sampling and testing 

methods vary among plants and 

differ from FSIS standards. 

Examined whether test results 

are used to improve food safety.

FSIS updated industry guidance 

on procedures to assess the 

effectiveness of controls for 

preventing contamination during 

the slaughter operation. FSIS 

made certain changes to its trim 

sampling program to make it risk 

based. FSIS evaluated the 

appropriateness of its Agency 

performance standards in the 

context of any changes to sampling 

algorithms or sample allocations.

May 2012

FSIS Inspection 

Personnel Shortages 

at Processing 

Establishments

Office of Inspector General 

(OIG) Report 24601-11-HY.

Purpose was to evaluate the 

impact that inspection shortages 

have on FSIS’ ability to ensure 

the Nation’s meat and poultry 

products are safe.

FSIS developed mitigating 

procedures for inspectors to 

perform when they miss scheduled 

inspections at processing 

establishments. FSIS updated its 

information systems to capture 

additional information on reasons 

for missed inspections.

May 2012

FSIS Notice 17-2 

Antimicrobial 

Intervention 

Carcass/Product 

Coverage

Survey of IICs to obtain 

feedback on Notice 17-12 to 

determine the clarity of the 

guidance provided by the new 

policy.

Survey results indicated that 

respondents understood the policy 

explaining how carcass/product 

coverage was necessary for the 

antimicrobial interventions to 

operate effectively. 

April 2012
Appendix 

FY 2014 – 2018 Strategic Plan | 40

Program Evaluations Used to Develop the Strategic Plan

Evaluations/

Analyses

Brief Description What Was The Effect Date

Review of the Food 

Safety and 

Inspection Service

Approach to E. coli

Testing

GAO Report No. GAO-12-257.

Audit conducted to (1) inventory 

interventions before slaughter 

that may reduce E. coli in cattle, 

(2) determine USDA’s role in 

approving vaccines, and (3)

determine the extent to which E. 

coli strains had been determined 

to be adulterants and the status 

of tests to detect them. 

FSIS began testing for the six 

additional STEC strains, improved 

test methods and found a 

commercial supplier for one key 

test component.

March 2012

Review of the Food 

Safety and 

Inspection Service

In-Commerce 

System (ICS)

Office of Inspector General 

(OIG) Report 24601-08-AT.

Determined whether FSIS’ 

policies, procedures, and 

controls were adequate to 

provide an effective incommerce surveillance program.

FSIS updated the tier structure in 

the ICS and updated its 

instructions for prioritizing 

surveillance activities. FSIS 

provided additional guidance on 

preventing and eliminating 

duplicates from the system and 

formalizing its process for 

identifying duplicates, inactive 

firms, closed firms and those that 

do not handle amenable products.

October 2011

Sterile fruit fly 

production review

Review of the status of sterile 

fruit fly production by 

international team of fruit fly 

experts.

Final report with recommendations 

was produced.

FY 2010

Citrus Health 

Response program 

review

Internal APHIS review team 

evaluated program strategies for 

controlling Asian citrus psyllids 

and the regulatory framework to 

prevent the spread of citrus 

greening.

Report produced with 

recommendations to achieve 

program objectives.

FY 2011

All Goals

National Institute of 

Food and 

Agriculture (NIFA) 

portfolio 

assessments

Assessments focus on current 

and/or emerging issues of 

societal importance.

Improvements in programplanning and management, 

informing performance-based 

budgeting and staffing changes.

Annually

Improper Payments

Information Act 

(IPIA) reviews

Analysis and testing using 

required IPIA thresholds.

Reduction in amount of improper 

payments.

Annually

OIG and GAO 

audits and reviews

Financial statement audited 

annually and programs reviewed 

on a variable schedule.

Staff made improvements to 

address recommendations.

Annually
Appendix

FY 2014 – 2018 Strategic Plan | 41

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Evaluations and 

Analyses

Scope and Methodology Purpose/Intended Use of 

the Results

Timetable

Goal 1: Assist Rural Communities to Create Prosperity so They Are Self-Sustaining, 

Repopulating, and Economically Thriving

OIG review of 

National Organic 

Program

Audit to evaluate whether 

agricultural products marketed 

as organic meet the requirements 

of the program and to assess the 

adequacy and consistency of 

program oversight.

OIG will issue a report and 

USDA’s Agricultural Marketing 

Service will respond to the 

recommendations as appropriate.

TBD

National Rabies 

Management 

Program review

Conduct a review in two phases: 

Phase I – goals, timelines, 

management strategies, and 

benefits vs. costs; and Phase II –

administrative processes, 

budget, supervisory controls, 

internal and external networks, 

and communications.

An internal Animal and Plant 

Health Inspection Service (APHIS) 

review team will provide a report 

of findings and recommendations 

for adjusting policies, practices, 

and processes as they relate to 

overall program objectives.

TBD

Packers and 

Stockyards 

Program 

Management 

Accountability 

Review

Conduct internal management 

accountability reviews of all 

major Packers and Stockyard 

Program units to measure 

performance and ensure 

conformance with established 

standard operating procedures.

The Grain Inspection, Packers and 

Stockyards Administration 

(GIPSA) will perform independent 

audits of each major organizational 

unit, based on established auditing 

procedures and business criteria. 

The program will hire an external 

entity to facilitate the reviews.

TBD

Economic Research 

Service (ERS)

annual 

macroeconomic 

estimates

Review, analyze, and estimate 

the impact of agricultural export 

activity on jobs and income at 

both farm and non-farm levels. 

ERS uses sophisticated 

econometric modeling techniques 

to estimate the macroeconomic 

impact of exports on various 

economic criteria, including jobs 

and income, at both farm and nonfarm levels.

Annually

Analysis of the 

Federal Crop 

Insurance 

Corporation’s 

(FCIC) product 

portfolio

Comprehensive review of the 

risk-management products 

offered by FCIC.

Actuarial and underwriting experts 

review current and proposed crop 

insurance products and 

opportunities to assist the FCIC 

Board in developing a product 

strategy.

Ongoing

Review of FCIC 

policies, plans of 

insurance, and 

related materials

Comprehensive quality review 

of FCIC’s materials.

Actuarial and underwriting experts 

review FCIC legislation, 

regulation, and program materials 

to recommend potential ways to 

improve the overall quality of the 

program.

Ongoing

RD Customer 

Satisfaction Surveys

Independent reviews of 

Customer Satisfaction 

Evaluations.

Surveys are planned for 3 new 

programs within RD to be 

determined and completed by FY 

2016.

Every 2 years
Appendix

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Evaluations and 

Analyses

Scope and Methodology Purpose/Intended Use of 

the Results

Timetable

Goal 2: Ensure Our National Forests and Private Working Lands Are Conserved, 

Restored, and Made More Resilient to Climate Change, While Enhancing Our Water 

Resources

Evaluation of 

Integrated 

Resources 

Restoration

An independent third-party 

evaluation of how this new 

budgeting tool has impacted the 

efficiency of implementing, and 

the effectiveness of restoration 

activities in the pilot regions.

Answer key questions about 

increased integration, efficiency, 

and effectiveness of restoration 

work and communicate the 

findings to pilot and non-pilot 

regions as the Forest Service 

moves toward nationwide 

implementation of Integrated 

Resources Restoration.

FY 2013-2015

Interagency 

Dispatch 

Optimization 

Project

Working with the Department of 

the Interior, the Forest Service 

will continue to implement 

evidence-based 

recommendations regarding the 

120 dispatch centers currently 

managed at each local unit. 

Evidence and analysis shows 

that standardization, joint 

national directives, office 

optimization, new approaches to 

IT contracting under OMB 

Circular A-11 Part 7, and 

development of uniform 

standards for governance and 

staffing will produce efficiencies 

and savings.

Increase the efficiency and 

effectiveness of inter-agency fire 

and aviation operations.

FY 2014-2015

Goal 3: Help America Promote Agricultural Production and Biotechnology Exports as 

America Works to Increase Food Security

Food for Progress 

and McGovernDole Food for 

Education and 

Child Nutrition 

Program 

regulations require 

all projects to 

conduct 

independent, 

external third-party 

midterm and final 

project-level 

evaluations

Midterm and final evaluations 

are conducted for all Food for 

Progress and McGovern-Dole 

Food for Education and Child 

Nutrition Programs. Multiple 

methodologies, including 

qualitative, quasi-experimental, 

non-experimental, and mixed 

methods designs are used 

according to approved projectlevel evaluation plans.

Project evaluations generally focus 

on relevance, effectiveness, 

efficiency, impact and 

sustainability of project efforts. 

Findings, conclusions, and 

recommendations are used by 

program managers, implementers, 

and other key stakeholders to 

improve management, 

implementation and future 

program decision-making.

Ongoing, 

depending on 

project 

duration
Appendix

FY 2014 – 2018 Strategic Plan | 43

Future Program Evaluations and Other Analyses

Evaluations and 

Analyses

Scope and Methodology Purpose/Intended Use of 

the Results

Timetable

External, 

independent 

evaluation of USDA 

Afghanistan 

Agricultural 

Sanitary 

Phytosanitary (SPS) 

project

The evaluation is focused on 

USDA SPS efforts in 

Afghanistan. Document reviews, 

focus groups, key informant 

interviews, and quantitative data 

analysis of secondary data and 

information.

The external evaluation will 

determine the effectiveness of 

USDA's SPS project in 

Afghanistan. It will identify midterm results and how they relate to 

the intended objectives and the 

likelihood of lasting effects after 

the project's end.

FY2013

External, 

independent 

evaluation of USDA 

Food for Progress 

(FFPr) 

Monetization 

Programs

The evaluation will focus on all 

USDA monetization activities 

that occurred under FY2010 

agreements and later. Document 

reviews, focus groups, key 

informant interviews, and 

quantitative data analysis of 

secondary data, and information 

and country case studies

The external evaluation will 

determine the efficiency and 

effectiveness of FFPr's 

monetization program. The 

evaluation report will provide 

recommendations on process 

improvements related to priority 

areas, including transaction costs, 

sales process, market assessments, 

and identification of unintended 

negative and positive 

consequences of monetization

FY2014

External, 

independent 

evaluation of USDA 

Trade Capacity 

Building Programs

External evaluation using 

mixed-methods approach.

Assess the relevance, 

effectiveness, and sustainability of 

USDA's international trade 

capacity-building efforts. The 

evaluation will provide success 

stories, lessons learned and good 

practices in USDA efforts to build 

trade capacity worldwide.

FY2015

Goal 4: Ensure That All of America’s Children Have Access to Safe, Nutritious, and 

Balanced Meals

Data Coordination 

Committee (DCC)

Identify data collection, quality, 

or analysis issues for discussion 

at DCC meetings.

To assess analyses and ensure that 

projects are harmonized across 

FSIS.

Bimonthly

Development of 

Data Analysis 

Sections for FSIS 

Notices and 

Directives

Identify data analyses that 

should be performed in response 

to FSIS Notices and Directives.

Implement applicable data 

analyses for each notice/directive.

As needed

Food Defense Plan 

Survey

Gathers data about industry’s 

voluntary adoption of food 

defense plans.

FSIS inspection program personnel 

will receive the survey questions 

through PHIS.

Annually

Food Defense Plan 

Survey – Egg 

Establishments

Gathers data about industry’s 

voluntary adoption of food 

defense plans.

FSIS inspection program personnel 

in egg establishments will receive 

an online survey to complete.

Annually

FSIS Laboratory 

Customer 

Satisfaction Survey

Gathers data about sampling

supplies, results, discards, lab 

inquiries, and data reporting in 

LEARN.

A recurring online survey 

completed by FSIS Program 

Personnel in establishments that 

use FSIS Laboratory services.

Annually
Appendix

FY 2014 – 2018 Strategic Plan | 44

Future Program Evaluations and Other Analyses

Evaluations and 

Analyses

Scope and Methodology Purpose/Intended Use of 

the Results

Timetable

Audit of 

Cooperative 

Interstate Shipment

Field work will begin at the 

FSIS national office and will 

also be performed at selected 

FSIS district offices, States, and 

FSIS establishments

To evaluate the compliance with 

the Cooperative Interstate 

Shipment program requirements. 

Audit is being conducted by 

USDA OIG, Audit 24601-0001-22

Final report 

expected 

August 2014

Not Ready to Eat

Poultry Checklist 

Survey

Will be administered to 

inspection program personnel in 

chicken and turkey slaughter and 

processing establishments, 

including establishments that 

produce comminuted poultry.

The purpose of the survey is to 

gather information on Salmonella 

controls and sanitary dressing 

procedures in poultry 

establishments.

Final report 

expected 

September 

2014

Measures of 

Nutrition Assistance 

Program Coverage

Estimates the rate of 

participation among eligible 

people for SNAP and WIC by 

comparing econometric models 

of the eligible population based 

on demographic and economic 

data to administrative data on 

participation.

To assess the effectiveness of the 

program in reaching those in need, 

identify eligible groups that are 

underserved, and to project 

program volume and cost for 

planning and budgetary purposes.

Annually

Improper Payments 

Measures for Major 

Federal Nutrition 

Assistance 

Programs

Estimates generally involve 

analysis of program operations 

data supplemented by special 

data collections on 

recipient/program delivery 

partner characteristics.

To assess the efficiency of the 

program in delivering benefits 

without unnecessary error or 

waste, identify program 

components for reengineering, and 

target corrective action, such as 

additional oversight of program 

partners or policy change.

Every 5-10 

years (varies 

by program), 

with interim 

indicator 

measures on 

erroneous 

payment risks

School Nutrition 

and Meal Cost

Study

Collects and analyzes data from 

a nationally representative 

sample of districts and schools 

to determine the nutrient content 

of school meals, and assess other 

aspects of the school nutrition 

environment, along with the 

costs to produce meals.

To assess the effectiveness of 

existing school meals policies and 

operational requirements, and 

identify potential improvements; to 

assess the linkages between costs 

and meal quality, and identify 

cost-effective strategies to improve 

nutritional content.

Findings in 

2017

Study on Nutrition 

and Wellness 

Quality (SNAQ) in 

the Child and Adult 

Care Food Program 

(CACFP)

Collects and analyzes data from 

a sample of child care providers 

to assess the nutritional quality 

of foods provided in child care 

centers, opportunities for 

physical activity, and facilitators 

and barriers to providing healthy 

foods and physical activity.

To assess the effectiveness of 

existing CACFP policies and 

operational requirements, and 

identify potential improvements.

TBD

ISO 9001 Annual 

Recertification 

Audits of Center for 

Veterinary 

Biologics

External registrar conducts 5 day 

audit of all Center for Veterinary 

Biologics programs.

Ensure compliance with ISO 9001 

guidelines with focus on good 

business practices and customer 

service.

Annually; 

most recent 

audit June 

2013
Appendix 

FY 2014 – 2018 Strategic Plan | 45

Future Program Evaluations and Other Analyses

Evaluations and 

Analyses

Scope and Methodology Purpose/Intended Use of 

the Results

Timetable

National Veterinary 

Services Laboratory 

(NVSL) 

Accreditation Audit

American Association for Lab 

Accreditation (A2LA) performs 

audit covering testing on animal 

sera, tissues and fluids, 

environmental samples, lab 

equipment calibration, 

proficiency tests and reference 

materials.

A2LA provides recommendations 

for improving NVSL Quality 

Management System and lists 

NVSL labs as compliant with 

standards on their website and 

issues certificate of accreditation 

in compliance with International 

Lab Accreditation Council 

(ILAC).

Annually; Last 

audit held 

May 2013

Agricultural 

Quarantine 

Inspection (AQI) 

User Fee Review

Grant Thornton conducting 

comprehensive review of current 

AQI user fees, developing an 

activity based cost model to 

determine actual costs to deliver 

AQI services and an economic 

analysis of proposed fee changes 

to assess potential impact.

Better alignment of AQI user fees 

with actual costs; Engagement of 

stakeholders allows for 

information sharing throughout 

process to enable industry and 

Customs and Border Protection to 

contribute information and 

understand ultimate decisions on 

fees.

To be 

completed in 

FY2015

Poultry Pathogens GAO will be contacting FSIS 

headquarters and field offices 

and other relevant USDA 

agencies, as needed.

To identify actions taken to reduce 

the prevalence of Salmonella and 

Campylobacter in poultry, to 

determine the extent these actions 

have reduced the prevalence and to 

identify challenges FSIS faces in 

reducing these pathogens. Audit is 

being conducted by GAO, 

assignment code 361507.

Final report 

expected 

August 2014