FS-1239 | January 2024

Advancing Diversity, 

Equity, Inclusion, and 

Accessibility (DEIA): 

A USDA Forest Service Action Plan
Cover Photo: Inter-Tribal 

trainees in Lomakatsi 

Restoration Project’s Tribal 

Ecological Forestry Training 

Program performed over 1,000 

acres of fuel treatments during 

the year-long program. USDA 

Forest Service photo by Preston 

Keres.
Contents

2 Our Commitment To Advancing DEIA

3 Message From the Chief

5 Message From Organizational Leadership

6 Introduction

8 Purpose of This Plan

8	 Defining DEIA in the Forest Service

10 Alignment With Other Plans and Guidance

12 USDA DEIA Goals and Objectives

14 Forest Service DEIA Action Items

15 Goal 1 (Culture)

15 Goal 2 (Workforce)

16 Goal 3 (Environment)

16 Goal 4 (Governance)

17 Goal 5 (Accountability)

17 Goal 6 (Commitment)

18 Implementation

19 Potential Barriers to Implementation

20 Conclusion
Forest Service employees work diverse mission areas on the forest, shown here at the Applewhite picnic area 

on the San Bernardino National Forest, Lytle Creek, CA. USDA Forest Service photo by Preston Keres.

Our Commitment 

To Advancing DEIA
Message From the Chief

On behalf of the U.S. Department of Agriculture 

(USDA), Forest Service, I am pleased to share our 

Diversity, Equity, Inclusion, and Accessibility (DEIA) 

Action Plan, which aligns with the goals presented 

in the USDA DEIA Strategic Plan and follows Federal 

requirements for agencies to advance DEIA in their 

workforce policies, practices, and culture. 

Our employees—and the communities we serve 

and live in—need a Forest Service that reflects 

the faces and cultures of America. Through our 

work, we are uniquely and deeply embedded in 

communities across the country. We reach people 

through recreation, education, and other services and 

benefits provided by the public lands we manage. 

DEIA is the embodiment of how we work with Tribes, 

communities, and partners to sustain the health, 

diversity, and productivity of the Nation’s forests and 

grasslands to meet the needs of present and future 

generations. DEIA is built into the core of our shared 

purpose through:

Our Motto: Caring for the land and 

serving people.

Our Values: Service, conservation, 

interdependence, diversity, and safety. 

Our Vision: We are a multicultural and 

diverse organization, and all employees 

are respected, accepted, and appreciated 

for their unique and important 

contribution to the mission. 

Our Code and Commitments: Treat 

everyone with respect, empower one 

another, invest in relationships, model 

integrity, protect one another, and learn 

from mistakes. 

Our Guiding Principles: We strive for 

quality and excellence in everything we 

do and are sensitive to the effects of our 

decisions on people and resources; we 

strive to meet the needs of our customers 

in fair, friendly, and open ways; we are 

responsible and accountable for what we 

do; and we value and trust one another 

and share leadership. 

Our path forward is clear. This plan highlights actions 

we must take to enrich our workforce, internal 

systems, policies, and culture. Achieving the goals set 

forth in this action plan will enhance the great work 

we do through fostering a safe work environment for 

all employees and strengthening our partnerships and 

outreach.

Evolution of our agency is a complex process and will 

require the same level of collaboration, commitment, 

and dedication we apply to achieving our mission 

each day. I look forward to working closely with you 

to continue adapting and growing as we lead the way 

for DEIA in the Federal Government and our agency.

RANDY MOORE

Chief, USDA Forest Service

Chief Randy Moore

3
4

USDA Forest Service, Chief Executive for Work Environment and Performance Office, Mary Pletcher Rice makes 

remarks during a panel discussion with other USDA leaders at the NextGen 2023 Project Director’s Meeting, 

Washington, DC. USDA photo by Tom Witham.
Message From Organizational Leadership

The future of the U.S. Department of Agriculture 

(USDA), Forest Service is defined by how we drive 

the agency’s mission and culture. As its leaders,

1

we are committed to carrying out the goals and 

objectives detailed in this Forest Service DEIA Action 

Plan. We will hold ourselves and the entire Forest 

Service workforce responsible for improving the way 

we approach DEIA within the agency as well as the 

communities and customers we serve. We aim to 

make our agency a leader in standing up for—and 

progressing—DEIA across the Federal Government, 

through our work in:

• The Office of Civil Rights (OCR): We are committed

to developing and maintaining a work environment 

inclusive of all employees. The OCR encourages 

DEIA and respect in compliance with all governing 

statutes, regulations, and directives. The OCR 

provides training and targeted outreach to the most 

diverse and qualified talent sources available.

• The Work Environment and Performance Office

(WEPO): We are dedicated to ensuring the Forest

Service creates and maintains a work environment

in which individuals are treated with respect and 

dignity, have equitable access to opportunities, 

and enjoy a sense of belonging through 

promotion and modeling of our cultural identity 

This Is Who We Are (TIWWA).

2

• Human Resources Management (HRM): We provide

innovative services that attract and sustain a highperforming workforce to meet agency needs. HRM

delivers strategic and collaborative human resource

solutions using cutting-edge technology and

efficient business processes.

While the Forest Service DEIA Action Plan is a 

partnership between OCR, WEPO, and HRM, 

advancing DEIA in the Forest Service is the 

responsibility of all employees, supervisors, and 

leaders. We must hold ourselves and others 

accountable for realizing this vision and creating 

an inclusive workplace that welcomes and values 

differences, celebrates our uniqueness, learns from 

our diversity, and invites each other to show up as our 

authentic selves.

1 As of late-January 2024, Office of Civil Rights, Work Environment and Performance Office, and Business Operations 

organizational leadership includes: Christian Pagan (acting), Katie O'Connor (acting), and Mary Pletcher Rice, respectively. The 

current leadership affirms and honors the work of Pletcher Rice, Anzanette Randall, and Tony Dixon and fully supports the goals 

and objectives detailed in this DEIA Action Plan.

2

 This Is Who We Are is an agencywide effort to celebrate who we are, demonstrate how we show up, and revitalize our 

mission. It affirms our core values, stance, code and commitments, and habits of conservation leadership.

Anzanette Randall

Director,

Office of Civil Rights (OCR)

Mary Pletcher Rice

Chief Executive,

Work Environment and 

Performance Office (WEPO)

Antoine “Tony” Dixon

Deputy Chief,

Business Operations

5
Botanist Lauren Quon checks native plant growth and pulls invasive weeds at a recent controlled-burn location 

on the Cleveland National Forest, San Diego River Gorge, CA. USDA Forest Service photo by Preston Keres.

Introduction
For more than 100 years, the U.S. Department of 

Agriculture (USDA), Forest Service has brought people 

together to answer the call of conservation. As the 

workforce of the Forest Service, we are the living 

embodiment of the agency and everything it stands 

for. When the agency’s purpose serves as our North 

Star, when we focus on building strong relationships 

with our communities and customers, and when we 

base everything we do on our agency’s shared values, 

we bring the agency’s mission to life.

Diversity, equity, inclusion, and accessibility (DEIA) 

are foundational to fulfilling the mission of the 

Forest Service. We must continue to cultivate an 

organization comprising diverse backgrounds, 

cultures, experiences, and ways of thinking that 

reflects our core 

values, code and 

commitments, 

and the public 

we serve. While 

this plan is rooted 

within the U.S. 

Department 

of Agriculture 

Diversity, Equity, 

Inclusion and 

Accessibility 

Strategic Plan, 

Fiscal Year 2022–

2026, DEIA has 

been a driving 

force for the 

Forest Service for 

many years.

The USDA DEIA Strategic Plan is aligned with 

Title VII of the Civil Rights Act of 1964, ensuring 

compliance with laws that prohibit discrimination 

based on race, color, national origin, religion, sex, 

and more. There is also direct alignment with Equal 

Employment Opportunity (EEO) laws and regulations 

aimed at creating a diverse, inclusive, equitable, and 

accessible workplace. This plan guides intentional 

efforts to attract and retain individuals from diverse 

backgrounds.

Additionally, as part of the agency’s commitment to 

EEO, the Forest Service DEIA Action Plan enhances 

the principles of Management Directive 715 (MD-715) 

issued by the U.S. Equal Employment Opportunity 

Commission (EEOC). MD-715 provides guidance to 

Federal agencies and organizations to assess their EEO 

programs and address barriers to equal employment 

opportunities. The Forest Service DEIA Action Plan 

informs proactive steps to address disparities and 

supports the Forest Service’s special emphasis 

programs’ efforts around outreach and recruitment, 

professional development opportunities, and overall 

participation of underrepresented populations within 

the organization.

Furthermore, on June 25, 2021, President Biden 

signed Executive Order (E.O.) 14035 on Diversity, 

Equity, Inclusion, and Accessibility in the Federal 

Workforce, which charges the Federal Government 

with increasing DEIA maturity across agencies. The 

Forest Service DEIA Action Plan helps to further the 

aims of E.O. 14035—in addition to directly aligning 

and supporting 

the Civil Rights 

Act and EEO 

laws, regulations, 

principles, and 

related programs 

noted above. 

The actions 

identified in 

this plan have 

been shaped 

by committed 

and engaged 

employees and 

stakeholders 

from across the 

agency. The 

actions reflect the 

findings and recommendations identified through 

a comprehensive assessment of DEIA within the 

Forest Service. The assessment was a critical first 

step to support the needs and actions the agency 

must take to align with DEIA best practices and 

Federal regulations and guidance. The Office of Civil 

Rights (OCR), Work Environment and Performance 

Office (WEPO), and Human Resources Management 

(HRM) assessed DEIA-related initiatives to determine 

areas with the greatest need and where technical 

support will have the most impact in achieving the 

agency’s overarching DEIA goals. This leadership team 

used comprehensive quantitative and qualitative 

assessment techniques to outline the key components 

of each initiative and program area and identify key 

strengths, challenges, and opportunities (figure 1) 

that may affect the achievement of DEIA goals and 

objectives. 

Strengths 

Forest Service’s DEIA 

practitioners are 

dedicated, passionate, 

and knowledgeable

DEIA programs are 

gaining traction and 

maturity

Opportunities for 

Improvement

Creation of agencywide 

strategic DEIA goals

Consistent funding for DEIA 

programs and initiatives

Consistent leadership 

support and advocacy

Figure 1: Overview of results from the current assessment of 

DEIA within the Forest Service.

7
Purpose of This Plan

The purpose of the Forest Service DEIA Action Plan 

is to empower all employees and DEIA programs and 

initiatives to self-advocate and participate in larger 

strategic planning efforts to ensure DEIA is woven 

into the fabric of the agency. This plan reflects a true 

partnership among employees across the agency 

who are committed to advancing DEIA. The plan will 

create actions and strategies to positively impact the 

agency’s internal systems, processes, and culture for 

the next 5 years and beyond. 

Through this plan, programs and initiatives can work 

to secure necessary and consistent funding and 

resources. This plan will also help provide formal 

authority that allows programs and initiatives to be 

less reliant on personal support from members of 

senior leadership. Most importantly, this plan 

will form mechanisms for leadership accountability 

through added governance and key performance 

indicators (KPIs), as well as provide means for 

measuring the impact of DEIA programs and initiatives 

on organizational success. 

Defining DEIA in the Forest

Service

Our leadership’s expectation is that advancing 

DEIA in the Forest Service is the responsibility of all 

employees, supervisors, and leaders. As part of the 

first step in demonstrating our commitment to DEIA in 

the Forest Service, it is critical we are operating from 

the same shared understanding of key concepts and 

terms as defined by E.O. 14035 and the USDA DEIA 

Strategic Plan (figure 2). 

Diversity

The practice of including the many communities, identities, races, 

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

people, including underserved communities.

Equity

The consistent and systematic fair, just, and impartial treatment of all 

individuals, including individuals who belong to underserved communities 

that have been denied such treatment.

Inclusion The recognition, appreciation, and use of the talents and skills of employees 

of all backgrounds.

Accessibility

The design, construction, development, and maintenance of facilities, 

information and communication technology, programs, and services so that 

all people, including people with disabilities, can fully and independently use 

them. Accessibility includes: 

• Provision of accommodations and modifications to ensure equal access to

employment and participation in activities for people with disabilities,

• Reduction or elimination of physical and attitudinal barriers to equitable

opportunities,

• Commitment to ensuring people with disabilities can independently

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

• Pursuit of best practices, such as universal design.

Figure 2: Definitions of DEIA key concepts and terms.

8
9

A Forest Service field ranger briefs visitors alongside an American Sign Language interpreter at Carson National 

Forest, NM. USDA Forest Service photo.
Accessible viewing platforms allow visitors on the Tongass National Forest, AK, to enjoy forests and muskegs 

that have taken thousands of years to develop to their present state. USDA Forest Service photo.

Alignment With Other Plans and 

Guidance

The Forest Service DEIA Action Plan does not stand 

alone, it is nested within governmentwide and USDA 

guidance and priorities (figure 3). The plan builds 

upon guidance put forth in E.O. 14035, the U.S. Office 

of Personnel Management (OPM) DEIA Strategic Plan, 

and subsequently the USDA DEIA Strategic Plan.

As we actively work to advance DEIA internally in the 

Forest Service as well as to those we serve, we are 

also working several plans and strategies in parallel 

across the agency, including this Forest Service DEIA 

Action Plan, Strengthening Tribal Consultations 

and Nation-to-Nation Relationships: A USDA Forest 

Service Action Plan (referred to as the Tribal Action 

Plan in this document), and the Forest Service Equity 

Action Plan, 2023–2024. Together, the plans provide a 

holistic approach to advancing DEIA within the Forest 

Service and establishing impactful and enduring 

progress—yet each serves different and distinct 

purposes:

• The Equity Action Plan focuses on equitably 

delivering the Forest Service’s mission to Tribes, 

partners, and the public. It represents a broad 

set of high-leverage actions with potential for 

improving community outcomes and providing 

enduring systemic change. The plan outlines our 

commitment to assessing barriers and identifying 

equity outcomes for underserved communities 

by focusing on nine key actions organized under 

three themes: Community Service to All, Economic 

Stability, and Health and Resilience.

• The Tribal Action Plan recognizes the role Tribal 

governments play in decision making about Forest 

Service-managed lands and waters through costewardship, consultation, capacity-building, and 

by other means. The plan also emphasizes the 

agency’s unique, shared responsibility to ensure 

decisions related to Federal stewardship of 

lands, waters, and wildlife include considerations 

to safeguard the treaty rights and spiritual, 

subsistence, and cultural interests of any Federallyrecognized Tribe.

• The Forest Service DEIA Action Plan focuses on 

actions and strategies that will positively impact 

the agency’s internal systems, processes, and 

culture. Leadership recognizes the role of a healthy 

and inclusive organizational culture and the need 

to build an organization that reflects the diversity 

of the communities and customers we serve. This 

plan will provide structure and cohesion to all DEIA 

programming and give a singular voice, vision, and 

mission for DEIA within the Forest Service.

10
Governmentwide 

Guidance

USDA DEIA 

Strategic Plan

Forest 

Service 

Equity 

Action 

Plan

Forest 

Service 

Tribal 

Action 

Plan

Forest 

Service 

DEIA 

Action 

Plan

Governmentwide 

Guidance:

• Executive Order 14035

• OPM Inaugural Report

on Governmentwide

DEIA and OPM Fact

Sheets and Reference

Documents

• Governmentwide

Strategic Plan to

Advance DEIA in the

Federal Workforce

USDA DEIA Strategic Plan:

Priorities, goals, 

and commitment 

to integrating DEIA 

throughout the 

Department

Forest Service Equity 

Action Plan:

Actions to help deliver 

the mission in an 

equitable manner to 

benefit employees, 

Tribes, partners, and the 

public

Forest Service Tribal 

Action Plan:

Actions recognizing the 

role Tribal governments 

play in decision making 

regarding lands 

and waters through 

co-stewardship, 

consultation, capacitybuilding, and other 

means

Forest Service DEIA 

Action Plan:

Actions and strategies 

to positively impact 

the agency’s internal 

systems, processes, and 

culture

Figure 3: Alignment of Forest Service DEIA efforts with governmentwide and USDA guidance and priorities.

11
Visitors Services Information Assistant Tre Chism at the front desk, Angeles National Forest, Arcadia, CA. USDA 

Forest Service photo by Preston Keres.

USDA DEIA Goals 

and Objectives
In March 2022, USDA published its first-ever DEIA Strategic Plan to demonstrate a commitment to embracing 

and integrating DEIA in all efforts to deliver on its mission. The Department selected six focus areas to serve as 

its strategic DEIA goals and objectives for the next 5 years (fiscal years 2022–2026). 

Goals Objectives

Goal 1 (Culture): 

Build a culture that 

drives trust, belonging, 

transparency, 

accountability, and 

employee empathy.

1.1: Foster a culture that is defined by a shared understanding of what DEIA is, why it is important, 

how it shows up, and how each individual contributes and is held accountable to its success and 

advancement.

1.2: Build an equity-focused framework that provides access to purposeful and unbiased employee 

development and growth opportunities for USDA’s current and future workforce.

Goal 2 (Workforce): 

Achieve a workforce 

representative of Americans 

that inspires development 

of innovative ideas and best 

practices.

2.1: Promote and practice innovative and bold outreach and awareness strategies that brand USDA 

as an employer of choice for individuals of all backgrounds, experiences, and abilities.

2.2: Enhance relationships with current partners and develop new, sustainable partnerships to build 

an increasingly diverse pipeline from underserved and underrepresented communities. 

2.3: Eliminate barriers and bias in the recruitment, hiring, and onboarding of underrepresented 

candidates and use data to develop strategies designed to address the needs of specific populations.

Goal 3 (Environment): 

Foster a workplace 

environment that is 

physically, mentally, and 

emotionally safe. 

3.1: Embed standardized antiharassment and safety policy and response system protocols and 

standards at every level and ensure leadership engagement in harassment prevention and response 

efforts. 

3.2: Ensure facilities and emergency response mechanisms promote personnel safety across USDA 

operations.

3.3: Create a USDA-wide victim-centered and trauma-informed antiharassment program.

Goal 4 (Governance):

Establish leadership and 

governance structures to 

support long-term and 

sustainable DEIA efforts.

4.1: Establish a formal shared leadership structure, systems, policies, metrics, and support functions 

for the CDIO with sufficient authority and resources to lead DEIA efforts.

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

USDA by developing, championing, implementing, and managing USDA’s DEIA strategy and 

portfolio.

Goal 5 (Accountability): 

Promote empowerment, 

responsibility, and 

accountability for DEIA 

through developing the 

workforce.

5.1: Prioritize diversifying the workforce through targeted education, training, development, 

outreach, and advancement opportunities. 

5.2: Promote consistency and accountability in learning and development at all levels.

5.3: Integrate DEIA in expectations, competencies, performance requirements, and behaviors that 

result in career advancement and progression.

Goal 6 (Commitment): 

Demonstrate a 

commitment to a diverse, 

equitable, inclusive, and 

accessible USDA through 

accountability, data 

collection, analysis, and 

effective policymaking. 

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

announcements, eligibility criteria, suitability requirements, etc.) to integrate civil rights and equity 

in the design of policies, programs, and decision making. 

6.2: Support fairness and equity through the development and consistent application of equity 

principles and practices. 

6.3: Develop a data infrastructure that is consistent and transparent which allows for standardized 

quantitative and qualitative data collection, management, reporting, and governance; to include the 

measurement, tracking, and monitoring of progress for DEIA initiatives. 

13
Information Technology Specialist Tara Chavez works at the Albuquerque Service Center, NM. As a blind 

employee, her guide dog Patterson helps her navigate the service center buildings. USDA Forest Service photo 

by Preston Keres.

Forest Service 

DEIA Action Items
3

 Total does not equal 100 percent due to rounding.

The Forest Service DEIA action items outlined in this plan are aligned with and build upon the USDA DEIA goals 

and objectives above. The information below represents the distribution of Forest Service action items across 

the six USDA DEIA goals.3

Goal 1 (Culture): 23 percent of total action items

Build a culture that drives trust, belonging, transparency, accountability, and employee empathy. 

USDA DEIA Objectives Forest Service Actions

1.1: Foster a culture that 

is defined by a shared 

understanding of what DEIA 

is, why it is important, how 

it shows up, and how each 

individual contributes and is 

held accountable to its success 

and advancement.

1. Develop an integrated, national-level Forest Service DEIA learning curriculum, supported

through learning resources such as an agencywide DEIA toolkit.

2. Develop and disseminate an integrated, consistent, and transparent internal DEIA

communications plan.

3. Hold an annual, internal Forest Service equity summit to calibrate employees to our mission,

values, DEIA Action Plan, Equity Action Plan, and Tribal Action Plan.

4. Ensure existing content, including examples and scenarios within TIWWA and the Forest

Service DEIA learning curriculum, are reinforced with DEIA perspectives.

5. Mandate DEIA activities and offer incentives for participating in internal DEIA activities.

1.2: Build an equity-focused 

framework that provides access 

to purposeful and unbiased 

employee development and 

growth opportunities for 

USDA’s current and future 

workforce.

1. Integrate and streamline existing accessibility activities (e.g., acquiring deaf and hard of

hearing contracting services, conducting barrier analysis) to enhance accessibility agencywide.

2. Engage with Employee Resource Groups (ERGs) to proactively share information about

employee development opportunities and outreach, recruitment, and retention efforts.

3. Conduct quarterly meetings between ERG executive sponsors, ERG chairs, and administrating

bodies.

Goal 2 (Workforce): 23 percent of total action items

Achieve a workforce representative of Americans that inspires development of innovative ideas and best 

practices.

USDA DEIA Objectives Forest Service Actions

2.1: Promote and practice 

innovative and bold outreach 

and awareness strategies that 

brand USDA as an employer 

of choice for individuals of all 

backgrounds, experiences, and 

abilities. 

1. Develop a national-level, 5-year strategic recruitment and outreach plan that is data-driven and

tied to the agency’s strategic and workforce plans.

2. Create supervisor training module(s) on hiring authorities (competitive and noncompetitive) to

help challenge unfounded beliefs (e.g., timelines, HRM partnership, preselection).

2.2: Enhance relationships with 

current partners and develop 

new, sustainable partnerships 

to build an increasingly diverse 

pipeline from underserved 

and underrepresented 

communities. 

1. Integrate and prioritize hiring authorities under the Resource Assistants Program (RAP), Job

Corps Program, Public Lands Corps (PLC) Program, USDA 1890/1994 Scholars Program, Indian

Youth Service Corps, and the Minority Serving Institution Program to significantly increase

successful placement of underrepresented employees to meet short- and long-term hiring needs.

2. Conduct an inventory assessment of Forest Service partnerships and outreach efforts to

identify gaps and establish strategies to improve current and future partnerships supporting

underserved communities.

2.3: Eliminate barriers and 

bias in the recruitment, 

hiring, and onboarding of 

underrepresented candidates, 

and use data to develop 

strategies designed to 

address the needs of specific 

populations.

1. Establish and embed a standardized agencywide onboarding experience for new employees.

2. Connect national-level, early career recruitment efforts with a national team of hiring

managers and selecting officials who will identify, correct, and establish sustainable processes for

early career hiring.

3. Develop a working group of subject matter experts from HRM, OCR, and WEPO with hiring

managers to explore the use of broader professional series or expanded technical series career

ladders for hard to fill entry-level occupations to improve recruitment from more diverse

candidate pools.

4. Review and revise systems that require specific duty locations to increase the number of

remote positions.

15
Goal 3 (Environment): 23 percent of total action items

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

USDA DEIA Objectives Forest Service Actions

3.1: Embed standardized 

antiharassment and safety 

policy and response system 

protocols and standards at every 

level and ensure leadership 

engagement in harassment 

prevention and response efforts. 

1. Develop an integrated case management system to include EEO complaints, discipline, and

antiharassment issues where affected individuals can initiate their own cases.

2. Implement training, communication, and marketing on antiharassment, reprisal, retaliation,

and the Conflict Management and Prevention Center (CMPC).

3. Educate employees on the antiharassment process (e.g., when to report, reporting

anonymously, maintaining confidentiality, timelines, and potential outcomes) beginning with

new employee orientation and continuing in various venues.

4. Require certification by all supervisors to ensure they understand their responsibility to report

harassment and provide training on their role in the antiharassment process through new- and

experienced-supervisor training.

5. Conduct an evaluation of the antiharassment program.

3.2: Ensure facilities and 

emergency response 

mechanisms promote personnel 

safety across USDA operations.

1. Examine and inspect Forest Service facilities to ensure they are accessible and safe for

employees.

3.3: Create a USDA-wide victimcentered and trauma-informed 

antiharassment program. 

1. Develop and deliver proactive antiharassment programs and training and equitably

implement employee support programs that provide resources and education, including

Ombuds, CMPC, and the Employee Assistance Program (EAP) so employees understand and

have access to available resources.

2. Train misconduct investigators, employee relations specialists, and antiharassment case

managers on victim-centered, trauma-informed approaches.

Goal 4 (Governance): 9 percent of total action items

Establish leadership and governance structures to support long-term and sustainable DEIA efforts. 

USDA DEIA Objectives Forest Service Actions

4.1: Establish a formal shared 

leadership structure, systems, 

policies, metrics, and support 

functions for the CDIO with 

sufficient authority and 

resources to lead DEIA efforts.

1. Establish a DEIA directorate within OCR, including the hiring of a Diversity and Inclusion

Officer, focused on the development, implementation, and tracking of the Forest Service DEIA

Action Plan.

4.2: Partner across the 

Department for the CDIO to use 

people-centric best practices to 

transform USDA by developing, 

championing, implementing, 

and managing USDA’s DEIA 

strategy and portfolio.

1. Establish an Equity and Environmental Justice Leadership Council to coordinate agencywide

efforts to advance environmental justice and DEIA goals.

2. Leverage the Equity and Environmental Justice Leadership Council to organize, integrate,

report on, and gain measurable progress on equity, Tribal relations, and DEIA goals.

16
Goal 5 (Accountability): 9 percent of total action items

Promote empowerment, responsibility, and accountability for DEIA through workforce development.

USDA DEIA Objectives Forest Service Actions

5.1: Prioritize diversifying 

the workforce through 

targeted education, training, 

development, outreach, and 

advancement opportunities. 

1. Track and analyze DEIA integration within specific work units to determine the impact of

increased representation, retention, and career development.

5.2: Promote consistency and 

accountability in learning and 

development at all levels.

Actions Not Applicable.

5.3: Integrate DEIA in 

expectations, competencies, 

performance requirements, and 

behaviors that result in career 

advancement and progression.

1. Review existing Forest Service critical performance elements to identify areas to incorporate

DEIA competencies for element achievement.

2. Develop and circulate models demonstrating successful DEIA practices at top-, mid-, and

entry-level tiers (e.g., incorporating tracking tools, incentivizing tracking, developing standards

around diverse partnerships, and establishing outreach expectations).

Goal 6 (Commitment): 14 percent of total action items

Demonstrate a commitment to a diverse, equitable, inclusive, and accessible USDA through accountability, 

data collection, analysis, and effective policymaking.

USDA DEIA Objectives Forest Service Actions

6.1: Create a plan for reviewing 

USDA policies and procedures 

(e.g., assessment tests, vacancy 

announcements, eligibility 

criteria, suitability requirements, 

etc.) to integrate civil rights and 

equity in the design of policies, 

programs, and decision making.

1. Develop a cross-deputy working group to review internal employment policy and procedure.

6.2: Support fairness and equity 

through the development and 

consistent application of equity 

principles and practices

1. Review and address discrepancies in the collection, coding, interpretation, and management

of workforce demographic data across the agency.

2. Establish a community of practice and working group(s) to improve the collection, analysis,

and accessibility of demographic and workforce data throughout the employee lifecycle.

6.3: Develop a data 

infrastructure that is consistent 

and transparent that allows 

for standardized quantitative 

and qualitative data collection, 

management, reporting, and 

governance; to include the 

measurement, tracking, and 

monitoring of progress for DEIA 

initiatives. 

1. Build or enhance dashboards to provide up-to-date workforce composition data.

2. Analyze data from the Federal Employee Viewpoint Survey and agency departure surveys

and provide results to leaders and employees through dashboards and/or published reports to

assess and support DEIA and work environment efforts.

17
Public Affairs Specialist Keila Vizcarra collaborates with Tribal Relations Resource Assistant Rosa-Lee Jimenez 

at the Angeles National Forest, Arcadia, CA. USDA Forest Service photo by Preston Keres.

Implementation
At the Forest Service, we are committed to holding 

ourselves accountable for working toward DEIA goals 

and reporting on our progress. While this action plan 

is a multifunctional partnership between OCR, WEPO, 

and HRM, a critical component of its implementation 

is identifying roles and responsibilities. Naming 

action-item owners will help keep stakeholders 

accountable and responsible for the central role they 

play in implementing this plan. Defining roles and 

responsibilities will also create clear lanes for decision 

making and task management. 

In addition to appointing action-item owners, OCR, 

WEPO, and HRM leadership will define discrete 

tasks and establish clear timelines and milestones 

necessary to accomplish the actions in this plan. 

Planning will be a collaborative exercise given possible 

action-item interdependencies and/or overlapping 

resources necessary to accomplish our DEIA goals.

Finally, OCR, WEPO, and HRM leadership will 

consistently review and evaluate our progress 

throughout the course of this effort by using 

thoughtfully defined metrics and evaluation 

measures. We will further define, examine, and track 

some of the following key factors as we implement 

this plan:

• Employee engagement and new employee

satisfaction;

• Internal mobility;

• Employee retention, turnover, and attrition;

• Talent pool and employee accession;

• Training and development program participation;

• Hiring authority usage.

Once we review our progress, the OCR, WEPO, and 

HRM leadership team may refine DEIA action items to 

better meet current and future Forest Service needs. 

This team is committed to regularly reporting on 

progress to further enhance transparency across the 

agency through a comprehensive communications 

and marketing strategy. 

Potential Barriers to 

Implementation

The advancement of DEIA throughout the agency 

comes with potential barriers to success. Based on 

the current assessment of DEIA within the Forest 

Service, these potential barriers include, but are not 

limited to:

• Leadership Support: Leadership engagement

and support are critical to achieving consistent

funding and resources and for strengthening

program and initiative growth and impact. Limited

leadership support could lead to duplicative efforts,

frustration from practitioners, a lack of resources,

and distrust and dissatisfaction with leadership

from underrepresented groups.

• Funding and Resources: DEIA programs and

initiatives are understaffed and underresourced.

The Forest Service has a limited number of fulltime DEIA practitioners, with most performing

DEIA responsibilities as ancillary duties in addition

to their full-time roles. While this action plan is

ambitious, it is necessary to meet the strategic

goals set forth by USDA and make progress

towards our shared vision of a diverse, equitable,

inclusive, and accessible agency. Lack of resources

and inconsistent or limited funding may pose

challenges for programs and initiatives to make

meaningful progress and add value across the

agency and Department.

• Cultural Norms and Resistance to Change:

Regardless of societal progress, differences in

acceptance, understanding, or fear of change can

impact an individual’s openness and readiness to

understand and accept the reprioritization of DEIA.

The Forest Service is a cross-section of our country,

reflecting the varied opinions and cultural norms of

America.

• Structure: The agency’s current DEIA programs and

initiatives are spread throughout different offices,

regions, and grassroots efforts. Many employees

who have DEIA responsibilities perform them as

collateral (or volunteer) duties. Understaffing,

combined with the emotional toll of DEIA work,

can lead to employee burnout, which leadership

may perceive as a lack of commitment.

These identified barriers are not fully beyond 

our capacity to solve or overcome to ensure the 

successful implementation of this plan. That said, it 

may take creativity, determination, and collaboration 

across the agency, Department, and Federal 

Government to succeed. 

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Recreation Technician Katara Dale, a member of the Navajo Tribe, looks out over Albuquerque from the Sandia 

Ranger District on the Cibola National Forest and National Grasslands, NM. USDA Forest Service photo by 

Preston Keres.

Conclusion
Guided by this action plan, at the Forest Service, 

we will continue to cultivate an agency that is 

more diverse, equitable, inclusive, and accessible. 

Organizations that prioritize DEIA are more 

successful and effective and create an environment 

where everyone feels welcomed and thrives. This 

plan represents our commitment to making the 

Forest Service a guiding force for DEIA within the 

Department and beyond. We recognize the path may 

not be easy, with obstacles to navigate and resistance 

to overcome, but lasting change and true progress 

cannot be achieved without a cultural shift. Through 

true collaboration and partnership across the Forest 

Service, we are excited about realizing our DEIA goals 

by bringing this action plan to life over the next 5 

years.

Forest Service field rangers greet a visitor at Wahkeena Falls, Columbia River Gorge National Scenic Area, OR. 

USDA Forest Service photo.

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civil rights regulations and policies, the USDA, its Agencies, offices, and employees, 

and institutions participating in or administering USDA programs are prohibited from 

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deadlines vary by program or incident.

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contact the responsible Agency or USDA’s TARGET Center at (202) 720-2600 (voice and 

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program information may be made available in languages other than English.

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Complaint Form, AD-3027, found online at How to File a Program Discrimination 

Complaint and at any USDA office or write a letter addressed to USDA and provide in the 

letter all of the information requested in the form. To request a copy of the complaint 

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U.S. Department of Agriculture, Office of the Assistant Secretary for Civil Rights, 1400 

Independence Avenue, SW, Washington, D.C. 20250-9410; (2) fax: (202) 690-7442; or (3) 

email: program.intake@usda.gov.

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

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