U.S. Department of AgricultureU.S. Department of AgricultureUSDA_10bc70b8-a59e-46ba-9caa-7d7b219537efTo be a dynamic organization that is able to enhance agricultural trade, improve farm economies and quality of life in rural America, protect the Nation’s food supply, improve the Nation’s nutrition, and protect and enhance the Nation’s natural resource base and environment._db9ba130-d901-44a6-8b4f-1ecae1167b4fWe provide leadership on food, agriculture, natural resources, rural development and related issues based on sound public policy, the best available science, and efficient management._87c9aaea-7ab8-4a04-bdea-cf0426c39f07EthicsStrong ethicsServiceServiceTeamworkTeamworkInclusivenessInclusive decision-makingFiscal ResponsibilityFiscal responsibilityInternational CompetitivenessEnhance International Competitiveness of American Agriculture_590e2e61-b3ae-4f13-a7a7-92923ca03eef1Expanding global markets for agricultural products is critical for the long-term economic health and prosperity of our food and agricultural sector. U.S. farmers have a wealth of natural resources, cutting-edge technologies and a supporting infrastructure that result in a production capacity beyond domestic needs. Expanding global markets will increase demand for agricultural products and contribute directly to economic stability and prosperity for America’s farmers. To expand overseas markets and facilitate trade, USDA assists in the negotiation of new U.S. trade agreements and the monitoring and enforcement of existing trade agreements. In cooperation with private sector producer and commodity trade associations, USDA administers an array of market development and export promotion programs designed to build long-term markets overseas. The Department helps to expand trade opportunities through programs of technical assistance and training that support agricultural development and growth in developing countries and help them participate and benefit from international trade. USDA also works to facilitate trade through the adoption of science-based regulatory systems and standards.ExportsEXPAND AND MAINTAIN INTERNATIONAL EXPORT OPPORTUNITIES_f0a53f63-7635-49b9-a899-d7e8754f8bac1.1The most effective means of expanding foreign market opportunities is through new trade agreements that increase market access and reduce trade impediments. Greater access to foreign markets requires an aggressive trade policy that lowers tariff s and eliminates distorting subsidies. To achieve this, USDA will work with the Office of the U.S. Trade Representative (USTR) to push aggressively to conclude the Doha Round of World Trade Organization (WTO) negotiations. Doha refers to the round of multilateral trade negotiations conducted under WTO. USDA and USTR also plan to complete new trade agreements with a variety of trading partners and negotiate effective market access with countries seeking to join the WTO. Other nations are pursuing bilateral or regional agreements around the world that will put the U.S. at a comparative disadvantage in many markets. Without these efforts, U.S. producers will find trade opportunities denied by others’ preferential agreements. While market expansion is critical, maintaining existing access is just as important. USDA will continue to monitor existing trade agreements and work with USTR to ensure that such access is enforced. Similarly, USDA will work with USTR to address technical barriers to trade that are not consistent with international agreements. USDA also will continue to sharpen the focus of its programs, services, education and information toward high economic-growth areas while working actively to maintain existing markets. In managing these activities, the Department partners with producers, trade associations, and exporters to realize the benefits that will flow from trade reform and result in global market expansion. High-growth areas for food demand are middle-income and developing countries where both population and income are growing relatively rapidly. USDA’s technical assistance and training programs playa vital role in helping these countries meet their WTO obligations, strengthen market infrastructure and policy and regulatory frameworks, and avoid or eliminate unjustified technical trade barriers.International Economic DevelopmentSUPPORT INTERNATIONAL ECONOMIC DEVELOPMENT AND TRADE CAPACITY BUILDING_b87cb0dd-8518-4448-b34d-d5fcbb54e7361.2The President’s 2002 National Security Strategy cites economic development as one of the top three priorities of U.S. foreign policy, joining diplomacy and defense. The strategy recognizes that economic and political instability associated with insufficient economic development is a major national security threat to the U.S. For most developing countries, particularly in Africa, a productive and sustainable agricultural sector supports economic well-being. Thus, targeted agricultural development is crucial to the President’s National Security Strategy. Activities that support economic development also play an important role in efforts to expand overseas market opportunities for American agriculture. Most future growth in food demand will occur in developing and middle-income countries, where population and income are growing relatively rapidly. As incomes increase in these countries, consumers spend a far greater proportion of the extra income on food compared to consumers in higher-income countries. Moreover, growing incomes also allow consumers to diversify their diets and purchase more high-value and processed food products. USDA deploys its unique resources and expertise in agricultural development activities. These activities include collaborative projects with the U.S. Agency for International Development, the Millennium Challenge Corporation, and other U.S. agencies and international organizations to advance market-based policies and institutions, trade and investment, sustainable agricultural systems, and research and education in developing countries. These activities are focused on improving agricultural productivity and markets as the engines for economic growth. USDA also helps developing countries increase trade and integrate their agricultural sector into the global economy through trade capacity building activities. Through a variety of training, technical assistance, and intergovernmental actions, these activities help to strengthen other countries’ agricultural institutions and regulatory systems, encourage participation in and compliance with international norms, and develop greater understanding of U.S. approaches to agricultural policy and regulatory procedures. The U.S. plays a leading role in global efforts to alleviate hunger and malnutrition, and enhance world food security through international food assistance activities. USDA contributes to these efforts by implementing a variety of assistance programs designed to support economic growth and development in recipient countries. Reducing hunger and malnutrition by adopting sustainable, productivity enhancing technologies and supporting agricultural reconstruction in post-conflict or post-disaster states also are priorities.SanitationIMPROVED SANITARY AND PHYTOSANITARY (SPS) SYSTEM TO FACILITATE AGRICULTURAL TRADE_d9ff4a47-f857-40af-9902-cea5313a45951.3SPS refers to the protection of human, animal and plant life and health from foreign pests, diseases and contaminants. SPS barriers identified as trade barriers continue to grow due to the lack of regulatory capacity in various countries and/or through the lack of sound science. This growth impedes agricultural trade around the world. Reduced trade flows due to SPS barriers limit U.S. exports and efforts of developing countries to participate in and benefit from global trade. In response to these problems, USDA will use its extensive expertise and work closely with other U.S. agencies to strengthen regulatory coordination, streamline procedures to enhance trade and encourage the use of sound science in addressing SPS and biotechnology issues. The Department also will continue to monitor adherence to the SPS Agreement of the WTO and actively participate in U.S. Government enforcement of this agreement. Additionally, USDA will work aggressively with its private-sector trading partners and international standards-setting organizations to develop a stronger system of international guidelines. These new guidelines will foster the widespread adoption of science based regulatory systems. USDA will conduct regulatory capacity-building activities, as well as domestic and international outreach and training. These efforts will not only help protect the life and health of humans, animals and plants within the United States, but also will facilitate trade through greater regulatory harmonization.Rural and Farm EconomiesEnhance the Competitiveness and Sustainability of Rural and Farm Economies_e8fbd0f6-d6b8-4b7f-9f5a-e8cbf240a20d2An economically prosperous agricultural production sector contributes to the Nation’s economic vitality and standard of living. Consumers benefit from efficiently produced and marketed agricultural products that minimize their food costs and maximize their consumption choices. The sector’s success depends on the ability to expand into new markets, gain adequate capital, protect itself adequately against financial risk and adjust to changing market conditions. This success also depends on the economic well-being of producers and their ability to increase production potentially through increased farm acreage and/or other methods, maintain their farms and equipment, and utilize tools to mitigate risks associated with various aspects of production. There is much diversity in the farm sector driven by diversity in resources, climate, individual preferences, and even lifestyles. The needs, concerns, and opportunities of larger, commercially oriented farms differ from those of smaller, intermediate farms, regardless of location. For these reasons, USDA has a variety of farm related programs designed to enhance the economic opportunities for all agricultural producers, while providing individual producers options in terms of what is best for them in their specific situations. Through the Federal Crop Insurance Corporation (FCIC), the Department provides insurance that allows the individual producer the flexibility of determining the appropriate level and type of insurance they need to protect their operation. The Department partners with commercial lenders to guarantee ownership and operating loans. It also makes direct loans to producers to finance operating expenses and farm ownership loans. USDA provides income stability to keep producers economically viable through economic safety net programs in the form of crop insurance, direct payments, marketing assistance loans and commodity support programs. When natural disasters strike, USDA reacts quickly to help affected producers recover from their losses and restore their lands to prior productivity levels. USDA supports much-needed basic research, economic analysis, and baseline information to identify new uses and more efficient technology for producing and marketing agricultural products. USDA marketing programs help agricultural producers to determine consumer preferences, find more efficient and effective ways to transport and market and receive fair payment for their products. USDA constantly works with the agricultural community to monitor changes in production and processing methods, and in consumer preferences. By adjusting services or developing new market facilitating programs, USDA ensures that these programs continue to help producers to be successful in meeting the needs and expectations of consumers. USDA’s Noninsured Crop Disaster Program (NAP) reduces agricultural producers’ economic losses due to natural disasters. NAP provides financial assistance to producers of noninsurable crops when natural disasters cause low yields, loss of inventory or prevent planting. To be eligible for NAP assistance, crops must not be insurable through the Federal crop insurance program. The USDA farm credit programs provide an important safety net for producers temporarily unable to obtain credit from commercial sources. Financial risk derives partially from the lag between the costs incurred and the revenue generated. Agricultural producers unable to obtain sufficient credit at reasonable rates and terms risk being unable to afford the up-front costs for a successful farming operation. The Department expands and improves these safety net programs, and provides research and education to help producers better manage their natural, financial and market risks. USDA also ensures that minority and socially disadvantaged farmers and ranchers have the opportunity to participate fully in all programs. To provide income stability, USDA makes direct payments to farmers, ranchers and eligible landowners. The Department works diligently to provide assistance and marketing loans promptly, efficiently and equitably. During the next six years, USDA plans to increase the percentage of transactions completed via the Internet. Administering farm programs in a Web environment will reduce greatly the number of hours needed to verify and disburse program benefits. This plan also will improve customer service and satisfaction by delivering benefits to producers in a timely manner. USDA loan programs allow farmers and ranchers to acquire loans that they cannot obtain through traditional credit sources and reasonable rates and terms. USDA specifically allocates funds and offers programs to beginning farmers, minorities and women. By providing loans and loan guarantees, the Department aids and sustains the productivity of family-sized farms and ranches. USDA underwrites high-risk loans to minimize losses caused by loan defaults. One major initiative that will improve USDA’s loan programs is the development of a Web-based farm business plan. This Web-based system provides farmers and ranchers with better business and management planning. It also enables USDA to manage its loan portfolio better. Once the system is populated adequately with borrower data, USDA will be able to perform more thorough analyses of its borrowers’ financial positions. This effort will lead to earlier identification of borrower financial weaknesses, enhanced performance measurement and improvements in overall program management. Farming in the 21st century requires substantial resources and extensive management skills. USDA farm programs help agricultural producers obtain the commercial and non-commercial credit they need, manage the risks associated with agricultural production, improve good farming practices and become good stewards of the land, and recover economically and structurally when natural disaster strikes.Domestic MarketsEXPAND DOMESTIC MARKET OPPORTUNITIES_c05abe73-ac8a-46a2-8a57-65f81131bb3e2.1Technological progress is increasingly pushing the market for agricultural products in new directions. Biobased technologies promise new opportunities for energy, industrial, and pharmacological markets for U.S. farmers. For example, agriculture is the source of: clean burning fuel and industrial ethanol, a variety of specialty chemicals, soy-based inks, home heating and diesel fuel, industrial adhesives, biopolymers, and films, all derived from plants rather than from petroleum and other mined raw materials. In addition to the emergence of new markets for products made from agricultural materials, new markets are emerging for environmental activities and products that mitigate environmental concerns, such as off setting greenhouse gas emissions through carbon sequestration and other farming and ranching activities. Key priorities for USDA will be development and implementation of a model procurement program for biobased products, promotion of the Government-wide use of biobased products, research to support development of new markets and products, and collaborating with Government officials to support these activities through USDA policies and programs, energy policy and other legislation.Agricultural and Marketing EfficiencyINCREASE THE EFFICIENCY OF DOMESTIC AGRICULTURAL PRODUCTION AND MARKETING SYSTEMS_3630ae49-902f-46b1-b04d-8ff32cc99cb52.2Fundamental to the long-term viability of an agricultural producer is the ability to manage an efficient and profitable operation. USDA activities make this possible through programs that develop and transfer to producers the technology, production practices, and business and marketing tools and information that are the center pieces for an efficient and economically sustainable agricultural sector. To support an efficient marketing environment, efforts are directed toward providing the necessary infrastructure and market information to reduce per unit and overall production costs; improve quality and yields, and improve management and marketing decisions. These USDA programs provide the scientific, marketing, and other assistance necessary to increase the efficiency and correspondingly, the competitiveness of the agricultural producer.Risk Management and Financial ToolsPROVIDE RISK MANAGEMENT AND FINANCIAL TOOLS TO FARMERS AND RANCHERS_26c54c8e-9918-4843-bff3-2481927612272.3Agricultural producers are subject to a wide array of natural, financial and market risks. Like other business owners, agricultural producers use a variety of tools to manage these risks, including crop insurance, non-insured crop disaster assistance, credit and direct payments. USDA works diligently to provide financial tools to producers. The Department strives to provide prompt and equitable assistance, direct income payments, disaster assistance and marketing assistance loans to farmers, ranchers and eligible landowners. This assistance helps maintain economic stability in the agricultural sector. When natural disasters strike, USDA reacts quickly to help affected producers recover from losses and restore their lands to pre-disaster productivity levels. Additionally, the Department partners with commercial lenders to guarantee farm ownership and operating loans, and makes direct loans to producers to purchase properties or finance farm expenses. USDA provides agricultural credit to beginning farmers and ranchers, and those producers who traditionally have difficulty obtaining commercial credit. USDA also provides necessary capital to producers to help them recover from emergencies. USDA Federal crop insurance provides an actuarially sound risk management program to reduce agricultural producers’ economic losses due to natural disasters. Recently, USDA has seen dramatic growth in this program. In FY 2005, the Department insured 48.7 million acres more than it did in 1999, and approximately16 percent or 39.2 million acres more than it did 5 years ago. Federal crop insurance is available to producers solely through private insurance companies that market and provide full service on policies upon which they share the risk with USDA. Producers participating in the Federal crop insurance program determine the level of coverage they need to manage risks for their particular situations. This allows them to mitigate revenue losses from price or yield fluctuations. It also allows producers to reduce their cash flow difficulties arising from production misfortune by receiving timely claim payment. Additionally, they can even use their crop insurance as collateral to qualify for commercial loans. This program, along with diversified production and marketing techniques, the use of futures and options contracts, and other tools allow producers to customize their respective risk management strategies. Due to commodity price fluctuations, USDA designed a “normalized” value for data submission that averages prices.Economic Opportunity and Quality of Rural LifeSupport Increased Economic Opportunities and Improved Quality of Life in Rural America_2d283400-06ba-41ed-9a67-0ad8110cb1ce3Rural America, home to one-fifth of the Nation’s population, is a collage of people and economic activities. Today, seven out of eight rural counties are dominated by varying mixes of manufacturing, services and other non-farming activities. Of the 65 million people who live in rural America, only 2 million are engaged directly in production agriculture. While farm income is an important source of revenue for some rural families, most rural residents are not dependent on agriculture. Many family farmers rely on local, off -farm employment to supplement their farm income. A diversity of other enterprises, including renewable energy and “place”-based opportunities, such as support services for agriculture, forestry and mining, recreation, and manufacturing, provide many of the jobs and income in rural America. USDA enhances economic opportunities and quality of life for rural residents by helping to provide local demographic information, financial and technical assistance for business and industry, water and waste disposal, community facilities, advanced telecommunications and broadband infrastructure, electric utilities, and housing. The Department strives to ensure that rural residents have equal opportunity to share in the Nation’s prosperity and technological advancement. USDA is the leading advocate for rural America. USDA facilitates the achievement of Presidential initiatives by encouraging, for example, minority home ownership and the production of renewable energy. The Department will continue to work with other Federal agencies, State and local governments, and private-sector interests to achieve a coordinated effort for the realization of Presidential initiatives as well as other activities important to rural America.Economic Opportunities Leveraging the Private SectorEXPAND ECONOMIC OPPORTUNITIES BY USING USDA FINANCIAL RESOURCES TO LEVERAGE PRIVATE SECTOR RESOURCES AND CREATE OPPORTUNITIES FOR GROWTH_b31e452f-c7dd-45d0-bbc1-14099442f9a23.1One of USDA’s core missions is ensuring that rural residents enjoy economic opportunities equivalent to those of other Americans. Credit limitations and other market imperfections sometimes restrain the ability of rural economies to create the jobs and incomes that would allow rural families to thrive and rural youth to remain in their communities. USDA programs serve as capital enhancement tools for rural America by providing access to capital for investment in businesses and economic infrastructure. Through capital enhancement and by implementing energy-related provisions of the Farm Security and Rural Investment Act of 2002 (FSRIA),USDA will facilitate the expansion of economic opportunities in rural areas. The development of the Internet-based economy provides unique opportunities for rural America. Broadband infrastructure greatly helps to mitigate the limitations on business development in rural areas caused by geographical distance and a limited customer base. USDA is providing capital to finance access to broadband service for rural communities. This access is critical to enable rural businesses to participate in the developing global economy. While the impact of USDA’s investment, leveraged with private-sector funds, is significant in rural America, it is currently unmeasured. The Department will implement the Strategic Economic Benefit Analysis System (SEBAS) to measure the impact of USDA business-related programs on improving the rural economy. Once available and developed, it is anticipated that SEBAS data will be a useful tool to Federal policymakers for enhanced strategic planning, policy development and program assessment. If successful, it is anticipated that it may be expanded to cover other programs.Housing, Utilities and Community FacilitiesIMPROVE THE QUALITY OF LIFE THROUGH USDA FINANCING OF QUALITY HOUSING, MODERN UTILITIES, AND NEEDED COMMUNITY FACILITIES_c192e50a-953a-44c9-8ccc-112e6f1730fc3.2If new businesses are to operate in a rural community, that community must possess the amenities that businesses require and employees desire. This includes access to such basic needs as clean water, adequate housing, reliable electricity and telecommunications, and such essential needs as quality education, health care, day care, public safety services and cultural activities. If a community cannot meet the public’s essential needs, young people will neither stay in nor migrate to the rural community. USDA is an important source of credit and technical assistance for developing the economic infrastructure of rural America. These resources are essential if rural residents and communities are to improve their quality of life through increased economic opportunity. Availability of adequate housing is critical to the wellbeing of a community. Ensuring that low-income families have access to decent and safe housing is a major concern in every area, whether urban or rural. USDA provides financing for low- and moderate-income rural families who cannot obtain credit from other sources to help them own homes. Owning a home provides stability for families and gives them the opportunity to strengthen their financial condition through the accrual of equity. The President has expressed his desire to increase homeownership, particularly among minorities. He has established a major initiative to increase minority homeownership nationwide. USDA is implementing an action plan aggressively in support of the President’s goal.Food SafetyEnhance Protection and Safety of the Nation’s Agriculture and Food Supply_1c7db5da-4b2c-4322-a307-19741901f5e54USDA has unique and critical responsibilities to provide the consumer with a healthy food supply and a secure agricultural production system. This is achieved by ensuring that the Nation’s meat, poultry and egg products are safe, wholesome and labeled accurately. This also is achieved by protecting the Nation’s agricultural system from pests and disease outbreaks, minimizing production losses, maintaining market viability and promoting responsible environmental stewardship.Foodborne IllnessREDUCE THE INCIDENCE OF FOODBORNE ILLNESSES RELATED TO MEAT, POULTRY, AND EGG PRODUCTS IN THE U.S._a9beebb2-5124-4946-963f-9baaaf3203294.1To reduce the incidence of foodborne illness, USDA is moving toward a more scientific inspection system. Amore risk-based approach to verification will allow USDA to allocate inspection resources and carry out regulatory activities on high-risk processes that may require more attention from inspection program personnel. By focusing our resources in a more risk-based manner, USDA expects to identify the establishments and processes that present the greatest public health concerns and thereby have amore effective impact on improving public health. The Department’s food-safety systems, particularly those for meat, poultry and egg products, must be assessed and updated continually. This evaluation process will help maintain consumer confidence and protect them from exposure to foodborne diseases. These systems include activities to track the incidence of pathogens and illness causing organisms in these products. They are also designed to raise public awareness about food safety, food security and safe food handling.Agricultural Pest and DiseasesREDUCE THE NUMBER AND SEVERITY OF AGRICULTURAL PEST AND DISEASE OUTBREAKS_edfa12c1-9855-4a30-a3ce-053a7ab74e7e4.2Safeguarding America’s animal and plant resources from invasive pests and diseases ensures the continued prevalence of agricultural trade as the foundation of America’s prosperity and its people’s existence. The dynamic nature of invasive pests and diseases demands a proactive approach to exclude further outbreaks and manage established pests and diseases. Partnerships with Federal and State agencies, industry and professional organizations provide the framework from which we sponsor prevention activities. These activities allow for the coordination of effective pest and animal disease emergency response systems to limit the severity of such out breaks. USDA has begun phasing in a new measure of the economic damages avoided or mitigated by pest and disease eradication or control efforts. Economic sustainability of the agricultural crop and livestock systems and participation in global markets is limited by disease status. Many factors affect the likelihood of diseases of crops and livestock. These include: Globalization and international commerce, Presence of pathogen vectors, Industrialization of agriculture, Availability of vaccines and protection systems, Movement of animals during production, Continued emergence of new diseases, Genetic resistance of crops and livestock, and Availability of trained plant and animal health specialists. While traditionally open and extensive livestock production systems increasingly are more closely monitored, they remain vulnerable to intentional exposure to pathogens. Crop systems have limited diversity and will remain extensive, making them more vulnerable to intentional exposure to pathogens. USDA plays a vital role in: Securing supply, including Homeland Security issues, of quality food and fiber with its stewardship of Agency-administered programs; Administering provisions of the United States Warehouse Act, which supports a secure supply of food and fiber through enforcement of licensing requirements for commodity storage facilities; Reducing contamination from improper storage practices and providing adequate and secure storage capacity for the Nation’s commodities; and Ensuring an adequate capacity of approved and licensed storage facilities, reducing the amount of stored products that go out of condition, and reducing the time interval between licensed warehouse examinations.Nutrition and HealthImprove the Nation’s Nutrition and Health_7d4177d6-5f56-4bcb-97c0-7bb73d1307995USDA promotes America’s health through food assistance for low-income people, and nutrition education, guidance and promotion for the general public and targeted groups. The Department teaches, informs and motivates Americans to use this information to improve their diets and physical activity patterns. USDA also expands research and scientific knowledge about the contribution of food and human nutrition to public health. By promoting better diets, reaching children early and ensuring access to healthy food, the Department contributes to the Nation’s health. USDA will contribute to significant improvements to the Nation’s nutrition and health status through 2010 by its leadership and improved management of nutrition assistance programs. The Department is targeting: Improvements in access to Federal nutrition assistance programs as the centerpiece of the Federal strategy to reduce and prevent hunger among low-income people; Five-point increases in the Healthy Eating Index (HEI) scores of children and low-income people, and a two-point increase among the general public.HEI uses food-intake data to measure the quality and variety of the American diet; Sustaining peak performance in the Food Stamp Program (FSP), which provides resources via electronic debit cards to help participants improve their food-purchasing power, in partnership with States to minimize errors and prevent fraud and abuse; and Better management of all programs through improved performance measurement, including the measurement and reduction of erroneous payments.Access to Nutritious FoodENSURE ACCESS TO NUTRITIOUS FOOD_2bfbcb80-14e2-4b58-920d-000116e8aaf05.1USDA nutrition assistance programs, which serve one in five Americans, are the focus of the Federal effort to fight hunger in the U.S. These programs include Food Stamps, the school meals programs, and the Special Supplemental Nutrition Program for Women, Infants and Children(WIC). WIC provides supplemental food, nutrition education and referrals to health and social services. USDA purchases and distributes some commodity foods for the school meals programs. The Administration is committed to promoting and improving nutritional intake through increased access to and the use of these vital programs by eligible participants.Healthy Eating and LifestylesPROMOTE HEALTHIER EATING HABITS AND LIFESTYLES_d451385c-0697-4b1a-b404-e371051e68eb5.2The Nation faces significant public health issues related to the quality of America’s eating habits. One such issue is the increasing prevalence of excess weight and obesity. USDA intends to use its nutrition assistance programs and broader nutrition education efforts as key opportunities to promote healthier eating and more physical activity across the Nation.Program Management and Customer ServiceIMPROVE NUTRITION ASSISTANCE PROGRAM MANAGEMENT AND CUSTOMER SERVICE_21efff2f-1eb6-4b14-99c3-f9863025df995.3USDA is strongly committed to maintaining a high level of integrity and efficiency in nutrition assistance programs. The Department also works proactively to prevent errors and other problems. New communication and e-commerce technologies present a prime opportunity for USDA to serve its customers and work with its partners more effectively. The Department plans to make, and will encourage State and local partners to make, targeted, cost-effective investments to enable it to bring its programs and business into the digital age. For example, USDA recently completed conversion of the Food Stamp Program to electronic benefit transfer (EBT), a system that allows recipients to authorize transfer of their Government benefits from a Federal account to a retailer account to pay for products received. For the future, USDA is working to expand the use of EBT in the WIC program.Natural Resources and EnvironmentProtect and Enhance the Nation’s Natural Resource Base and Environment_7e290304-bf66-44a4-bff4-f73c6c51a1566High-quality soils and abundant supplies of clean air and water are the essential building blocks for production agriculture and forestry, many rural economies and all life. America’s soils, water supplies and range and forest ecosystems produce the raw materials for food, clothing, shelter, and energy. They also provide the settings for recreation and other activities highly valued by Americans. USDA is the steward of 192.5 million acres of National Forests and Grasslands. USDA also provides high-quality, science-based, and site-specific technical assistance to enable good stewardship on the 1.5 billion acres of non-Federal lands in the U.S. The Department’s activities are designed to help ensure that the Nation’s natural resources meet the long-term needs of a dynamic society with an increasing population. USDA’s conservation activities on public and private lands are cooperative efforts with State, Tribal and local Governments, conservation districts, non-Governmental organizations, private land managers, and local interests. In the future, USDA will increase its emphasis on cooperative conservation to achieve natural resource and environmental quality goals. This plan will ensure that natural resource use and management decisions are made by the people most affected by the decisions and most knowledgeable about local conditions.Watershed ProtectionPROTECT WATERSHED HEALTH TO ENSURE CLEAN AND ABUNDANT WATER_0e53dba1-c31d-49e2-87bd-a1fd81596ef86.1A healthy watershed is one in which local individuals and organizations, and other interested stakeholders, have defined and are working toward an acceptable balance of economic growth, environmental protection and social activities. Healthy watersheds vary widely, depending on their resource conditions and the values and management objectives of their residents. In locally led watershed planning, people within a watershed assess natural resource conditions, develop proposals and recommendations, implement solutions and measure success. Specific resource concerns that can be addressed best through a watershed approach include water quality and quantity, wetlands, and other habitat improvement issues. In the next five years, USDA will measure the success of its efforts to improve watershed health by reductions in the potential for losses of sediment and in nutrients from agricultural operations. Objectives for sediment and nutrient reduction are indicators of the general trend in managing potential agricultural challenges to water quality. As new data on the effects of conservation become available, these objectives may be replaced with more comprehensive indicators of improved watershed health. For the National Forest System, environmental health will be measured by the proportion of fully functioning watersheds.Soil QualityENHANCE SOIL QUALITY TO MAINTAIN PRODUCTIVE WORKING CROPLAND_3b352857-e6e7-43d5-8e3b-a7e51062f1ca6.2High-quality soils support the efficient production of crops for food, fiber and energy. They also provide for the efficient cycling of nutrients and pesticides, help sequester carbon, and contribute to improved water and air quality and wildlife habitat. Soil-quality management focuses on maximizing its function for both agricultural and environmental benefits. Intensively used soils, such as for production of annual crops, are most vulnerable to degradation and damage. By reducing erosion and increasing the organic content of soil, the quality of working cropland is improved. Two-thirds of the Nation’s land belongs to farmers, ranchers and other private landowners. USDA provides technical and financial assistance to landowners and land managers to conserve, maintain and improve natural resources on the Nation’s private lands. These outcomes help the Nation meet society’s demand for improved environmental quality and ultimately benefit society at large.Forests and GrasslandsPROTECT FORESTS AND GRASSLANDS_fac88b05-296a-4177-86e8-b24dd465f4db6.3Four serious threats pose an increasing risk to the values, goods and services provided by public and private forestland and grassland. These threats are: Wildland fire; Invasive species; Loss of open space; and Unmanaged outdoor recreation. USDA helps landowners and operators address the risks on privately owned land. Most watersheds and landscapes are a wide variety of public land managed by several Federal agencies and private, State, Tribal and local land managers. Thus, USDA must work with land stewards to protect forestland, grassland and grazing land ecosystems.Habitat and Species ProtectionPROTECT AND ENHANCE WILDLIFE HABITAT TO BENEFIT DESIRED, AT-RISK AND DECLINING SPECIES._4ba2310a-a61a-4cae-b1b5-11476a9b784e6.4The Nation’s public and private lands provide habitat for more than 200,000 identified native species. Habitat fragmentation and loss, invasive species and declining resource quality continue to contribute to wildlife declines. Most at-risk species move between public and private lands during their life cycle. Thus, solutions must include cooperative conservation across public and private ownerships and access to USDA programs that assist landowners with restoring, improving and protecting wildlife habitat on their lands.Management InitiativesManagement Initiatives_87e2a994-f683-4be6-b3a5-c8c7bfd1792fUSDA is working to strengthen its management through vigorous execution of the President’s Management Agenda (PMA). Better management will result in more efficient program operations that offer improved customer service and more effective stewardship of taxpayer funds. USDA expects to: Ensure an efficient, high-performing, diverse workforce, aligned with mission priorities and working cooperatively with partners and the private sector; Enhance internal controls, data integrity, and financial management information and sustain unqualified audit opinion; Reduce spending and burden on citizens, partners and employees by simplifying access to the Department’s information. This enhancement is added by implementing business processes and information technology to make services available electronically; Link budget decisions and program priorities more closely with program performance and consider the full cost of programs; Reduce improper payments by establishing targets and corrective actions plans; Efficiently and effectively manage real property; Transform IT enterprise infrastructure to be cost effective and ubiquitous across all agencies and geographic regions; Improve research and development investments by using objective criteria; and Support the essential work of faith-based and community organizations. Detailed plans are available for each of the PMAs.Human Capital ManagementIMPROVE HUMAN CAPITAL MANAGEMENT_d1fc761d-5a84-495d-b2f8-f13c6a1af9acThe President has identified as a priority using the strategic management of human capital to create a high performing workforce that is more citizen-centered and results-oriented. USDA will manage its human capital according to its Strategic Human Capital Plan. The plan includes implementing initiatives both within the agencies and from a corporate perspective. It focuses on strategic workforce planning, optimizing organizational structures to address current and future challenges, and improving performance management to maximize employee performance. The plan identifies USDA’s human-capital challenges and implements an accountability system to monitor and address these challenges. Such challenges include meeting the demand for cutting-edge research talent, creating a workforce with a combination of skills not previously required and fully supporting the Department’s mission with the same or fewer staff .In managing its human capital and delivering its services to customers, USDA will continue to focus on ensuring civil rights and equal employment opportunity for everyone, regardless of race, color, national origin, gender, religion, age, sexual orientation, disability, political belief, marital or familial status, or any other factor. The Department is committed to continuous civil rights progress in the workplace, program delivery and processing complaints timely and efficiently. USDA’s plans include: Maintaining the links among Departmental and agency human capital and annual performance plans; Integrating the human capital impacts of such Presidential initiatives as competitive sourcing and eGovernment; Using workforce planning and hiring flexibilities to recruit, retain and reward employees while developing a high-performing and accountable workforce; Ensuring employment opportunities for all members of the workforce, while implementing programs targeted towards critical occupations with projected skill gaps and underrepresented groups; and Ensuring the timely resolution of program and employment civil rights complaints.Financial ManagementIMPROVE FINANCIAL MANAGEMENT_5677387e-e8a1-4218-8c59-a5fc90074c75Effectively managing the use of taxpayer dollars is a fundamental Federal responsibility. USDA intends to ensure that all funds spent are accounted for properly to taxpayers, Congress and the Government Accountability Office. The Office of the Chief Financial Officer (OCFO)works to improve financial management, in partnership with the Chief Financial Officers of USDA agencies, as a core attribute of the Department’s operating culture. Through efforts to improve financial management, USDA received its first unqualified opinion on its 2002 financial audit. It also received clean opinions in each subsequent audit. OCFO is working closely with USDA agencies to eliminate all material weaknesses. OCFO will lead efforts to improve management information by helping USDA’s agencies craft and access useful, timely information. This information includes monthly financial reports, on-line access to real-time information and program cost reporting. By enhancing the integrity of financial and administrative data, the Department will protect corporate assets and conserve scarce resources. USDA’s plans include: Maintain an unqualified opinion on the Department’s financial statements; Eliminate all material weaknesses and inconsistencies in financial processes; Comply with OMB Circular A-123,“Management’s Responsibility for Internal Control” and Evaluate opportunities to reduce expenses in Department-wide financial processes and solutions, public/private partnerships, and competitive sourcing; Modernize outdated core and feeder financial systems that are no longer on a supported architecture; Move the Department to a single core financial system from nine core financial systems, no longer supported by the vendor; Improve financial reporting processes and procedures; Provide transparency and accountability to administrative costs; and Increase the use of financial information in day-today decision making and budget formulation.eGovernmentEXPAND ELECTRONIC GOVERNMENT_b562e1a4-341f-4753-a2f2-a8e3e96a614eUSDA launched a Department-wide effort in 2001 to improve the methods through which its agencies collectively executed its broad mission objectives. The Department’s strategies, published in USDA’s eGovernment Strategic Plan in 2002, focus on improving the delivery of its information and services and reducing costs. The plan calls for USDA to: Provide customers with single points of access to information and services; Simplify and unify business processes spanning multiple agencies; Establish information and service-delivery standards; and Consolidate redundant information technology services and systems through use of shared USDA or Government solutions. USDA will implement numerous initiatives defined in the strategy. These initiatives include: Consolidating USDA’s export-related assistance and market information with similar information from its partners in the Federal and private sector atwww.export.gov. Exporters may identify potential trading partners; access multi-agency requirements for documenting, packaging, labeling and shipping products overseas; locate the services and financing tools available from multiple agencies; and access a wide variety of market-research reports to identify international business opportunities; Expanding opportunities for citizens and businesses to participate in the Federal regulatory process by working with its Federal partners to create www.regulations.gov. This site allows citizens and businesses to easily locate, review and comment on regulations; Helping citizens determine their eligibility for USDA benefits by providing pre-eligibility surveys at www.govbenefi ts.gov. Citizens now can save time associated with traveling to an office to determine if they qualify for benefits by completing the online survey in advance; Reorganizing www.usda.gov to present the Department’s information and services by topic rather than by organization. Customers may now find information created by multiple agencies in one location instead of having to visit multiple agency Web sites. Additionally, the site permits customers to customize the information presented when they log on. This feature gives visitors immediate access to the types of information they are most interested in retrieving; and Implementing a common electronic authentication service that enables citizens, businesses and employees to conduct their business with the Department privately and securely; USDA will continue to refine and implement its strategies, emphasizing major cross-agency business functions, such as loans, grants and supply-chain management.Budget and Performance IntegrationESTABLISH BUDGET AND PERFORMANCE INTEGRATION_16025852-5f4a-4b64-ae54-e85d19bc5acaUSDA continues to improve how it integrates performance information into its budget decisions. Beginning with the FY 2005 President’s Budget, the Department integrated budget with performance throughout the budget formulation process. This integration includes the use of OMB’s Program Assessment Rating Tools (PART). PART is used to assess and improve program performance so that the Federal Government can achieve better results. USDA program analysts and budget staff are working closely with mission area and agency representatives to establish budget priorities based on USDA’s strategic goals and desired outcomes. The Department continues to improve its performance information annually. USDA’s plans include: Continue using performance information during all stages of the budget formulation process; Systematically evaluating programs and integrating the results of those evaluations into the budget decision-making process, for example, relying upon PART assessments in budget formulation; and Aligning the budget with the Department’s strategic plan to keep the focus on results and effective management.Competitive SourcingIMPLEMENT COMPETITIVE SOURCING_4d9b0968-7ffb-4cc2-a49d-34ca7be0c1acUSDA plans to implement competitive sourcing reasonably and rationally to achieve significant cost savings, improved performance and better align the agency’s workforce to its mission. This initiative is aimed at improving organizations through efficient and effective competition between public and private sources. The Department will continue to simplify and improve the procedures for evaluating sources. It will also better publicize the activities subject to competition to maximize the benefits of this initiative.Improper PaymentsELIMINATE IMPROPER PAYMENTS_e8aa7d78-92d2-4d5a-8995-a0bbc84fe774Based on recent audit estimates, Federal agencies make more than $45.1 billion in improper payments annually. This initiative requires agencies to measure their improper payments annually, develop improvement targets and corrective action plans, and track the results annually to ensure that corrective actions are effective. USDA has identified 11 programs that are risk susceptible. The Department has prepared corrective-action plans for these programs to reduce and recover improper payments. The plans will reduce improper payments by approximately$49 million while recovering approximately $43 million in improperly made payments. Reductions in improper payments will include reducing errors in direct benefit programs and in contracting/administrative payments. USDA plans include: Assessing the risk of improper payments in all its programs annually; Working at the Department and agency levels to reduce the number of improper payments made; and Recovering, where possible, overpayments made to individuals and organizations.Real Property ManagementIMPROVE REAL PROPERTY MANAGEMENT_1b05e7a2-fabb-40d5-ac84-b8b20182b4bfExecutive Order (E.O.) 13327, Federal Real Property Asset Management establishes the framework for improved use and management of real property owned, leased, or managed by the Federal Government. It is the policy of USDA to promote the efficient and economical use of the Department’s real property assets and to assure management accountability for implementing Federal real property management reforms. Based on this policy, USDA agencies shall recognize the importance of real property resources through increased management attention, the establishment of clear goals and objectives, improved policies and levels of accountability, and other appropriate action. As the foundation of the Department’s real property asset management program, the following strategic objectives will be used for real property management improvement: 1. Department’s holdings support agency missions and strategic goals and objectives.2. Maximize facility utilization and collocate agency operations when possible.3. Accurately inventory and describe real property assets using the Corporate Property Automated Information System.4. Use performance measures as part of the asset management decision process.5. Employ life-cycle cost-benefit analysis in the real property decision-making process.6. Provide appropriate levels of investment.7. Dispose of unneeded assets. 8. Use appropriate public and commercial benchmarks and best practices to improve asset management.9. Advance customer satisfaction.10. Provide for safe, secure, and healthy workplaces.R&D CriteriaENHANCE RESEARCH AND DEVELOPMENT CRITERIA_53cd0a3a-f8b1-4f24-af4a-46884da13b70This program initiative calls on Federal Government agencies to apply a framework using three criteria —relevance, quality and performance — to research. USDA’s research and development agencies — the Agricultural Research Service; Cooperative State Research, Education and Extension Service; Economic Research Service; and Forest Service Research and Development – have moved forward aggressively to integrate this framework. The use of the criteria is an effective means to ensure that programs are addressing the right issues, meeting high quality standards and accomplishing what they set out to do. USDA’s plans include: Continuing to apply objective criteria as projects are evaluated for funding; Closely coordinating among research agencies to ensure that common criteria and performance measures are used where possible; and Incorporating results into decision making.Faith and CommunitiesSUPPORT FAITH-BASED AND COMMUNITY INITIATIVE_efd516af-77d7-4697-9d24-ecbdd7174f4bThis initiative strives to support the essential work of faith-based and community organizations. The initiative accomplishes this goal by ensuring that these organizations are allowed to compete on equal footing for Federal dollars and educating them on grant opportunities. Agencies have already identified several barriers to participation in Federal programs and are working to eliminate them. They are increasing outreach and technical assistance to faith-based and community organizations. The agencies are also testing innovative ways to improve program services by engaging faith-based and community organizations in pilot projects. USDA has a long history of working with faith-based and community organizations to help those in need. The Department is strengthening these partnerships and creating new ones to alleviate hunger and build strong communities by: Ensuring that faith-based and community organizations have equal access to USDA programs; Educating these organizations about any programs designed to enhance their capacity to serve their communities; Continuing to reduce barriers and encourage participation through improved coordination with State and local organizations; Seeking opportunities to meet the needs of communities through USDA programs; and Reporting on progress to ensure that USDA is producing real results for Americans in need.2004-10-012010-09-302010-02-08http://www.ocfo.usda.gov/usdasp/sp2005/sp2005.pdfArthurColman (www.drybridge.com)colman@drybridge.com