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United States Department of Agriculture
- Harriet Marsh
- 2 years ago
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1 United States Department of Agriculture
2 Additional copies of this Strategic Plan can be downloaded from USDA s Web site at: The U.S. Department of Agriculture (USDA) prohibits discrimination in all its programs and activities on the basis of race, color, national origin, age, disability, and where applicable, sex, marital status, familial status, parental status, religion, sexual orientation, genetic information, political beliefs, reprisal, or because all or a part of an individual's income is derived from any public assistance program. (Not all prohibited bases apply to all programs.) Persons with disabilities who require alternative means for communication of program information (Braille, large print, audiotape, etc.) should contact USDA's TARGET Center at (202) (voice and TDD). To file a complaint of discrimination write to USDA, Director, Office of Civil Rights, 1400 Independence Avenue, S.W., Washington, D.C or call (800) (voice) or (202) (TDD). USDA is an equal opportunity provider and employer.
3 Table of Contents Message from the Secretary... 1 Mission Statement... 2 Strategic Plan Framework... 3 Strategic Goal 1: Assist Rural Communities to Create Prosperity so They Are Self- Sustaining, Repopulating, and Economically Thriving... 5 Objective Objective Objective Strategic Goal 2: Ensure Our National Forests and Private Working Lands Are Conserved, Restored, and Made More Resilient to Climate Change, While Enhancing Our Water Resources Objective Objective Objective Objective Strategic Goal 3: Help America Promote Agricultural Production and Biotechnology Exports as America Works to Increase Food Security Objective Objective Strategic Goal 4: Ensure That All of America s Children Have Access to Safe, Nutritious, and Balanced Meals Objective Objective Objective Objective Strategic Goal 5: Create a USDA for the 21st century That Is High-Performing, Efficient, and Adaptable Objective Objective Objective Appendix Program Evaluations... 34
4 Message from the Secretary O ver the past five years, I ve overseen a transition in the way we do business at USDA. We ve modernized and streamlined our programs in an effort that has improved service for our customers, saved taxpayer dollars, and better prepared us to face today s challenges. As a result, we ve achieved significant results for the men and women who live, work and raise their families in rural towns and cities, and those across America who use food, fiber and forest products every day. Message from the Secretary Our fiscal year Strategic Plan serves as a roadmap for everything we will do to further the progress we ve made since 2009 over the next four years. It will provide direction to our employees as they craft policy in Washington, DC and implement USDA programs in the field. Perhaps most importantly, the strategic plan framework will increase accountability of our mission delivery and ensure that we deliver the best outcomes to our customers. USDA will also use the strategic plan to help guide decisions about our budget and how we manage resources. Since 2009, through our Blueprint for Stronger Service, USDA has reduced spending, modernized operations and cut costs to save the American taxpayer a total of $1.2 billion, while ensuring that our customers receive the best possible service. It is likely that we will continue to be asked to implement increasingly complex programs with fewer resources, but I am confident that USDA and its employees are prepared to meet the challenge. Since 2009, we ve taken a leaner, more targeted approach to maximize the impact of our financial and technical assistance. We have identified and partnered with organizations that are already doing great work at a local or regional level to address the most pressing challenges impacting rural America. As a result, our stakeholders have helped to mold and shape the strategic plan. The White House Rural Council, Rural Tour, and listening sessions have helped USDA leadership identify and hone in on key concerns and priorities across a diverse group of our stakeholders. We will rely on their support and partnership to implement our strategic plan. USDA touches the lives of almost every American, every day. Our strategic plan reflects that reality and reinforces our commitment to achieve results for everyone we serve. As we move forward, we will actively seek out ways to better serve our stakeholders as we work towards our shared goals of rural prosperity, preservation of forests and working lands, sustainable agricultural production, safe, nutritious food, and jobs and opportunity for every American. Thomas J. Vilsack Secretary of Agriculture FY Strategic Plan 1
5 Mission Statement We provide leadership on food, agriculture, natural resources, rural development, nutrition, and related issues based on sound public policy, the best available science, and efficient management. Vision Statement To expand economic opportunity through innovation, helping rural America to thrive; to promote agriculture production sustainability that better nourishes Americans while also helping feed others throughout the world; and to preserve and conserve our Nation s natural resources through restored forests, improved watersheds, and healthy private working lands. Core Values Our success depends on: Transparency Making the Department s management processes more open so that the public can learn how USDA supports Americans every day in every way. Participation Providing opportunities for USDA constituents to shape and improve services provided by the Department. Collaboration Working cooperatively at all governmental levels domestically and internationally on policy matters affecting a broad audience. Accountability Ensuring that the performance of all employees is measured against the achievement of the Department s strategic goals. Customer Focus Serving USDA s constituents by delivering programs that address their diverse needs. Professionalism Building and maintaining a highly skilled, diverse, and compassionate workforce. Results Orientation Measuring performance and making management decisions to direct resources to where they are used most effectively. FY Strategic Plan 2
6 Strategic Plan Framework Strategic Plan Framework Founded by President Abraham Lincoln in 1862, when more than half of the Nation s population lived and worked on farms, USDA s role has evolved with the economy. Today, the country looks to rural America to not only provide food and fiber, but also for crucial emerging economic opportunities in renewable energy, broadband, and recreation. People in rural areas operate in a technologically advanced, rapidly diversifying, and highly competitive business environment driven by increasingly sophisticated consumers. To assist the country in addressing today s challenges, USDA will: Strategic Goal 1. Assist rural communities to create prosperity so they are self-sustaining, re-populating, and economically thriving. 1.1 Enhance rural prosperity, including leveraging capital markets to increase Government s investment in rural America. 1.2 Increase agricultural opportunities by ensuring a robust safety net, creating new markets, and supporting a competitive agricultural system. 1.3 Contribute to the expansion of the bioeconomy by supporting development, production, and consumption of renewable energy and biobased products. Strategic Goal 2. Ensure our national forests and private working lands are conserved, restored, and made more resilient to climate change, while enhancing our water resources. 2.1 Improve the health of the Nation s forests, grasslands and working lands by managing our natural resources. 2.2 Lead Efforts to mitigate and adapt to climate change, drought, and extreme weather in agriculture and forestry. 2.3 Contribute to clean and abundant water by protecting and enhancing water resources on national forests and working lands. 2.4 Reduce risk of catastrophic wildfire. Strategic Goal 3. Help America promote agricultural production and biotechnology exports as America works to increase food security. 3.1 Ensure U.S. agricultural resources contribute to enhanced global food security. 3.2 Enhance America s ability to develop and trade agricultural products derived from new and emerging technologies. FY Strategic Plan 3
7 Strategic Plan Framework Strategic Goal 4. Ensure that all of America s children have access to safe, nutritious, and balanced meals. 4.1 Improve access to nutritious food. 4.2 Promote healthy diet and physical activity behaviors. 4.3 Protect public health by ensuring food is safe. 4.4 Protect agricultural health by minimizing major diseases and pests to ensure access to safe, plentiful, and nutritious food. Strategic Goal 5. Create a USDA for the 21st century that is high performing, efficient, and adaptable. 5.1 Develop a customer centric, inclusive, and high performing workforce by investing in and engaging employees to improve service delivery. 5.2 Build a safe, secure, and efficient workplace by leveraging technology and shared solutions across organizational boundaries. 5.3 Maximize the return on taxpayer investment in USDA through enhanced stewardship activities of resources and focused program evaluations. These five strategic goals articulate the U.S. Department of Agriculture s priorities. These goals contain 16 objectives that include the Department s major programmatic efforts and cover the programs and services that USDA administers. Each goal includes outcome-related performance indicators that inform how USDA activities fit within broader societal efforts surrounding achievement of the goal. Performance indicators will track progress in attaining each objective and goal. Indicators specify baseline information and long-term performance targets. Strategies and means that identify actions that need to be taken to accomplish the objectives are included in each objective. The external risk factors section of each goal highlights possible challenges the USDA may encounter in making progress on each strategic goal. This strategic plan represents the dynamic process within USDA to ensure the best results for America. Through this process, the Department is able to continually assess the quality of its provision of services to the public. This close attention to performance outcomes and results will allow USDA to better support its constituents as they strive to take advantage of today s new opportunities. FY Strategic Plan 4
8 Strategic Goal 1 Strategic Goal 1 FY Strategic Plan 5
9 Strategic Goal 1 Strategic Goal 1: Assist Rural Communities to Create Prosperity so They Are Self-sustaining, Repopulating, and Economically Thriving USDA is the leading Government advocate for rural America and agricultural production. By improving rural prosperity, increasing opportunities for agriculture, and expanding the bio-economy, USDA is striving to create thriving communities where people want to live and raise families and where children have a bright future. To achieve this, the Department is helping to make an impact on persistent poverty, out-migration, and rural income. Persistent poverty. About 1 out of every 16 persons in the United States lives in deep poverty, with an income below 50 percent of the Federal poverty line. Poverty and lack of opportunity are especially acute in rural regions and can become entrenched. USDA s Economic Research Service defines a persistent poverty county as one in which 20 percent or more of its population has lived in poverty over the past 30 years. Eighty-five percent of persistent poverty counties are rural. 1 While about 14 percent of America s children live in rural areas, 18 percent of children in poverty live in rural areas. Out-migration. Although export opportunities and agricultural revenue are at historic highs, rural America is losing population. Some rural areas have experienced population loss for decades. However, 2010 to 2012 was the first period where rural America as a whole lost population. Causes include unemployment, housing-market challenges, energy sector developments, and other factors. Out-migration 1 Mosely, Jane and Miller, Kathleen Spatial Variations in Factors Affecting Poverty. RUPRI Rural Poverty Research Center. often includes the loss of highly educated individuals to regions with greater economic opportunity. Out-migration depletes the economic base of the region and discourages outside investment in infrastructure and other resources needed to attract good paying jobs. Rural income levels. Adequate and stable income levels are a vital contributor to rural prosperity. Median household income in rural areas was 78.6 percent of the suburban and urban median in 2011, although the generally lower cost of living in rural areas narrows this gap in real terms. Median total household income increased each year from 2008 to 2011 and is projected to continue to trend upwards. Economic opportunities in rural areas are important to continue this positive trend. OBJECTIVE 1.1 ENHANCE RURAL PROSPERITY, INCLUDING LEVERAGING CAPITAL MARKETS TO INCREASE GOVERNMENT S INVESTMENT IN RURAL AMERICA Prosperous rural communities are those with adequate assets to fully support the well-being of community members. USDA helps to strengthen rural assets by building physical, human and social, financial, and natural capital. To achieve maximum impact, USDA will leverage resources across the Department and beyond, collaborate on cross-agency efforts such as Promise Zones and the White House Rural Council, and support community and Tribal efforts to form regional strategies. USDA targets funds through strong analytics, grass roots support, and asset-based strategies. FY Strategic Plan 6
10 Strategic Goal 1 Addressing the needs of economically distressed regions is a top priority. The Strikeforce Initiative coordinates USDA s rural development, agriculture, and conservation efforts in high-poverty communities. Physical Capital Through loans, grants, and technical assistance, the Department will provide support for decent housing and homeownership; health care, school, library, and safety investments; and broadband infrastructure in unserved and underserved areas. USDA also supports utility deployment of smart grid, renewable energy, energy efficiency, and carbon capture and storage for maintaining reliable electric systems in rural communities. Construction of electric, telecommunications, and water and waste system infrastructure and of farm storage facilities are also a priority for USDA. Human and Social Capital To assist rural residents to find jobs and start small business, USDA will provide educational opportunities, job training programs, and technical support and tools. For youth, USDA promotes non-formal education programs, 4-H, and other youth development programs to transfer knowledge and develop leaders. The Department supports job corps centers and youth corps programs through the America s Great Outdoors initiative. Human and social capital formation is also assisted by USDA funding and oversight of rigorous agricultural research, education, and extension programs. Financial Capital To help build financial capital, USDA will undertake a variety of efforts. The Department will pursue public-private partnerships by including structuring investment in rural communities to attract capital from third-party investors. USDA will participate in marketing efforts to reach national lenders (capital markets) and leverage USDA resources with private capital. USDA programs will provide business and industry development opportunities to develop a local economy and create well-paying jobs. To facilitate strategic decisionmaking to support livable communities, USDA will provide economic analyses and promote successful economic development models. USDA will also provide equitable access to capital for rural minority farmers and business owners and target outreach to under-served and minority populations. Natural Capital Clean air, clean water, productive farmlands, and outdoor recreation opportunities result from USDA s efforts working with partners and producers in our national forests and on working lands. Goal 2 of this strategic plan provides a detailed look at USDA s contributions to natural capital. Strategy in Action # 1 USDA programs help expand broadband capacity into communities that otherwise might not have access. USDA will aid in the deployment of broadband infrastructure by targeting outreach, expanding the availability of public computer centers, and encouraging the adoption of broadband service. Increased access to broadband will help rural communities attract new business and cooperative development; connect to the global economy; and increase local leadership development. Community services will improve with access to community connect, distance learning, and telemedicine programs. FY Strategic Plan 7
11 Strategic Goal 1 OBJECTIVE 1.2 INCREASE AGRICULTURAL OPPORTUNITIES BY ENSURING A ROBUST SAFETY NET, CREATING NEW MARKETS, AND SUPPORTING A COMPETITIVE AGRICULTURAL SYSTEM The economic vitality and quality of life in rural America depends on a healthy agricultural production system. Farmers and ranchers face a challenging global, technologically advanced, and competitive business environment. USDA works to ensure that producers are prosperous and competitive, have access to new markets, can manage their risks, and receive support in times of economic distress or weather-related disasters. Strengthen the Farm Financial Safety Net The Department strives to provide producers with prompt and equitable disaster assistance, income support payments, marketing assistance loans, farm loans, and risk management tools. USDA partners with commercial lenders to guarantee farm ownership and operating loans and makes direct loans to producers to purchase property or finance farm operating expenses. USDA's loan programs are available to producers who are temporarily unable to obtain financing commercially. The Federal Crop Insurance Program mitigates production and revenue losses from yield or price fluctuations and provides timely indemnity payments. To further strengthen the farm financial safety net, USDA will: Improve partnerships with other agricultural lenders to better leverage limited funding resources; Expand crop insurance availability and product coverage, especially for livestock, pasture, rangeland, forage, organic, and specialty crops; Use geographical information systems (GIS), remote sensing, precision agriculture, and data mining to improve crop insurance products and program integrity; Provide timely disaster relief to producers using available programs, use GIS to assess damage rapidly, and partner with other agencies on disaster relief outreach; and Expand outreach for farm storage facility loans to biomass, fruit, and vegetable producers. Facilitate Access to International Markets USDA expands and protects international market opportunities and connects agricultural exporters to customers. The Department works to strengthen the global rules-based trading system and supports development of international standards to facilitate safe trade. Cooperative efforts with other U.S. Government agencies and industries ensure that America s producers have fair market access, have an understanding of key market trends, and have support to overcome market barriers. To address the threats to international trade posed by high-consequence animal and plant pests and pathogens, USDA supports research, education, and extension programs, and networked regulatory, surveillance, and rapid response capabilities. FY Strategic Plan 8
12 Strategic Goal 1 USDA works with exporters, importers, and other end-users of U.S. agricultural products around the world to facilitate sales in global markets. In cooperation with other U.S. Government agencies, USDA monitors and investigates discrepancies reported by importing countries on the quality or weight of U.S. grains, oilseeds, and related products. To further facilitate access to international markets, USDA will: Stimulate greater involvement by smalland medium-sized enterprises selling U.S. agricultural products; Negotiate and implement trade agreements and support international equivalency agreements; Facilitate the overseas marketing efforts of U.S. commodity organizations; and Reduce technical barriers to trade and eliminate sanitary and phytosanitary barriers not based on sound science. Support the Development of New Domestic Markets Accessing domestic markets helps build financial sustainability for producers and provides fresh, local food for consumers. USDA supports the planning, coordination, and education necessary for thriving regional food systems and replication of successful models. USDA will work closely with partners to develop and revitalize infrastructure for regional food systems. This includes innovative new opportunities and proven approaches like cooperatives and farmers markets. USDA analyzes market trends and provides tools to help producers identify opportunities. USDA also oversees national standards for the production and handling of agricultural products labeled as organic. To increase the number of certified organic operations, USDA will support research and education that enables organic production; reduce overlapping requirements; eliminate other obstacles; and collaborate with others to make certification more feasible for small and beginning farmers and business. Ensure a Financially Sustainable and Competitive Agricultural System USDA manages farm price support and commodity purchase programs to help balance supply and demand and conducts oversight to protect producers from unfair competition and unfair business practices in the livestock, meat, and poultry markets. Working with the U. S. Department of Justice, USDA enforces fair market practices and takes action against anticompetition behavior to create a level playing field for producers. The Department ensures efficient marketing of agricultural products through clear and consistent descriptions and measurements of the grade, quality and quantity of products that are bought and sold. By providing current, unbiased statistics, price and sales information, USDA assists in the orderly marketing and distribution of farm commodities to inform decisionmaking by agricultural producers and agribusinesses and to ensure market stability. USDA will ensure that USDA-approved and licensed warehouse programs maintain adequate storage facilities, adequate frequency of warehouse examinations, and reduced product losses. USDA foods will be delivered in a timely manner, within contract specifications, and at competitive prices. USDA develops and maintains national standards for the production and handling of agricultural products labeled as organic and examines and accredits State and private organic certifying agents. By providing education resources on organics to producers FY Strategic Plan 9
13 Strategic Goal 1 through its field offices, USDA will better serve diverse management systems including organic and specialty crops. The Department works to ensure that minority, women, beginning, and other socially disadvantaged farmers and ranchers have full knowledge and access to its programs. USDA also works with producer and farmworker organizations and the U.S. Department of Labor to improve working conditions and income for farmworkers. Protect the Foundations of the Agricultural System USDA provides leadership in creating and disseminating knowledge spanning the biological, physical, and social sciences through agricultural research, economic analysis, statistics, and partnerships with cooperative extension, and higher education institutions. The Department conducts research, education, and extension programming to reduce the costs of agricultural inputs and to improve crop and animal production efficiency and practices. Research efforts lead to more thorough assessments of Americans nutritional needs; new methods for sustaining a competitive agricultural economy; and a better understanding of how to enhance the natural resource base. Research priorities include improving agriculturally important plants and animals, including those resilient to anticipated changes in climate. USDA will use the cooperative extension system to transfer technology and best practices from the laboratory into active use. In coordination with Federal partners, USDA helps higher education institutions with undergraduate and graduate programs in agriculture develop strong science, technology, engineering, and math curriculums, and increase enrollment in secondary and 2-year post-secondary programs, especially from underrepresented groups. As part of USDA s science leadership, the Department will continue to provide Sustainable Agricultural Research and Education grants for projects designed to help America s 2 million smalland medium-scale producers improve their knowledge of sustainable agriculture production and marketing practices. 2 Strategy in Action # 2 As the average age of America s farmers and ranchers nears 60 years, USDA is enhancing its programs and outreach to assist beginning farmers to gain entry into agriculture. Beginning farmers, as well as minorities and women, typically operate smaller farms, have less equity, or lack sufficient production or credit history. USDA s direct operating microloans are a valuable tool for these groups. With a short application process and reduced paperwork, microloans of up to $35,000 can be used for equipment, livestock, feed, and other operational expenses. In its first full year of operation, nearly 70 percent of microloans went to beginning farmers Census of Agriculture. Small- and medium-sized farms and ranches are less than 1,000 acres. FY Strategic Plan 10
14 Strategic Goal 1 OBJECTIVE 1.3 CONTRIBUTE TO THE EXPANSION OF THE BIOECONOMY THROUGH DEVELOPMENT, PRODUCTION, AND CONSUMPTION OF RENEWABLE ENERGY AND BIOBASED PRODUCTS Expanding the bioeconomy creates economic opportunities and improves the environment. Biomass from farms, forests, and rangelands could supply a significant portion of U.S. transportation fuels, heat, power, and biobased products. Research, development, and demonstration are necessary to realize the potential of biomass resources. USDA efforts in this area will help reduce investor risk, support market development, and contribute to energy security, environmental quality, and economic opportunity. USDA s efforts will include: Creating viable engineering, business, and financial protocols to evaluate proposed commercial renewable energy and energy efficiency projects; Developing superior genetic feedstocks and production and logistic systems suited to regional conditions; Developing advanced biomass crops and methods for their sustainable production as biofuels and other forms of biopower; and Providing analysis and data about commodity markets for renewable energy sources. USDA will create bioeconomy opportunities for farmers, ranchers, forest landowners, small businesses, rural utilities, Tribal governments, and rural municipalities by providing financial and technical assistance and leveraging investments of other Federal agencies and industry. By facilitating commercialization of biobased products, USDA will work to create green jobs and investment opportunities and expand support for commercial deployment of wind, solar, geothermal, hydro and ocean resources. USDA will: Support expanding production of advanced biofuels through the financing of the widespread deployment of full-scale commercial facilities; Support the development of integrated regional systems for the sustainable production of biofuels, biopower, and biobased products; Integrate renewable energy and biobased product feedstock production into sustainable agriculture, forest, and range management systems; and Support the establishment and production of annual and non-woody perennial crops and woody biomass crops for conversion to bioenergy and biobased products. USDA education programs use the Nation s public institutions, private-sector partners, and the Land-Grant University System to promote and expand the workforce needed to grow the bioeconomy. USDA also has a role in educating the general public and international partners, through capacity building programs, on the benefits and costs of bioenergy production and use from economic, environmental, social and sustainability perspectives. Strategy in Action # 3 To promote purchase and use of biobased products across the Federal Government and civil society, USDA administers the BioPreferred SM program. USDA designates categories of biobased products that are afforded preference by Federal agencies when making purchasing decisions and certifies and awards labels to qualifying products to increase consumer recognition of biobased products. USDA also designates intermediate materials and complex products for Federal purchase. FY Strategic Plan 11
15 Strategic Goal 1 EXTERNAL RISK FACTORS External risk factors include environmental conditions, including climate change, changing weather patterns, and ecosystem health. Other factors involve natural disasters, animal and plant pests and disease outbreaks, and intentional food contamination. Still others are primarily economic. Production-level factors include the volatility of farm commodity prices, workforce skills and competencies, and increasing input and operating costs for farms. Certain macroeconomic factors are also important, including unemployment levels, inflation, changes in the relative strength of the U.S. dollar to foreign currencies, and changes in the market demand for organic or biobased products. Other influences include international concerns, such as trade policy and regulatory developments in other countries, and availability of appropriations. FY Strategic Plan 12
16 Strategic Goal 2 Strategic Goal 2 FY Strategic Plan 13
17 Strategic Goal 2 Strategic Goal 2: Ensure Our National Forests and Private Working Lands Are Conserved, Restored, and Made More Resilient to Climate Change, While Enhancing Our Water Resources National forests and private working lands provide clean air, clean and abundant water, and wildlife habitat. These lands sustain jobs and produce food, fiber, timber, and biobased energy. Many of our landscapes are scenic and culturally important and provide Americans a chance to enjoy the outdoors. To sustain these many benefits, USDA works with private landowners to protect and enhance 1.3 billion acres of working lands and manages 193 million acres of national forests and grasslands. The Department uses an all-lands approach to bring people together across ecosystems and property boundaries. This increases the scale, pace, and effectiveness of conservation and restoration. Our partners include Federal, Tribal, and State governments; industry; nongovernmental organizations, community groups and producers. Our lands face increasing threats that must be addressed. USDA s natural resource-focused strategies are designed to make substantial contributions in the areas described below. Soil health. There is a need to grow more food on a shrinking available land base, as global food demand rises and agricultural land is developed for other uses. From 1982 to 2007, approximately 23 million acres of agricultural land was lost to development. Improved soil health helps us use available land most productively and increases water quality, resilience to extreme weather, and carbon sequestration. Soil loss from erosion is one important metric for monitoring soil health. Climate change. Climate change is one of the greatest challenges facing the United States and the world. Producers are increasingly faced with extreme weather events, ranging from drought to flood. The agriculture sector accounts for 7 percent of U.S. greenhouse gas emissions. Forests and other lands absorb approximately 14 percent of emissions. However, recent studies project that the forest carbon sink could become a net source of carbon emissions in the next few decades. 3 This decline is primarily due to conversion of forest land area to urban and other developed land uses. Water quality. Protecting and improving the Nation s water resources is a priority. In an assessment of the Nation s rivers and streams released by the U.S. Environmental Protection Agency, 23 percent of the Nation s river and stream length was rated to be in fair condition and 55 percent in poor condition. 3 U.S. Department of Agriculture, Forest Service Future of America s Forest and Rangelands: Forest Service 2010 Resources Planning Act Assessment. Gen. Tech Rep. WO-87. Washington, DC. 198p. NCA Citation: Vose, J M.; Peterson, David L.; Patel-Weynand, Toral, eds Effects of climatic variability and change on forest ecosystems: a comprehensive science synthes FY Strategic Plan 14
18 Strategic Goal 2 OBJECTIVE 2.1 IMPROVE THE HEALTH OF THE NATION S FORESTS, GRASSLANDS AND WORKING LANDS BY MANAGING NATURAL RESOURCES Restoring watershed and forest health is central to USDA s efforts in our national forests and grasslands. USDA will develop and implement National Forest System land management plans and projects to restore and sustain ecosystem function. This includes improving the health of fire-adapted or fire-impaired ecosystems; addressing the spread of insects and diseases that kill trees; restoring wildlife habitat; improving or decommissioning roads; replacing and improving culverts; and rehabilitating streams and wetlands. On agricultural and grazing lands, USDA will assist private landowners and managers with sustainable land management through conservation programs. USDA provides technical and financial assistance to enable landowners to develop conservation plans and implement effective conservation practices. These efforts restore vegetative cover; implement sustainable agricultural production levels on erosive lands; and improve soil productivity through soil health management. USDA is working to protect forest and agricultural land from conversion to urban and other developed land use through conservation easements and strategic land acquisition. Beyond national forests and agricultural lands, USDA also invests in urban and community forestry programs to improve urban forests and greenspaces. USDA will work with partners to identify the most environmentally and socially important landscapes, create strategies to protect natural resources, and involve communities in this work. USDA will also prioritize and accelerate research that delivers tools for more effective conservation. Strategy in Action # 1 Markets for ecosystem services provide incentives for producers to deliver environmental benefits. Markets can be established for many services from improving water quality to sequestering greenhouse gases. USDA will support the formation and utilization of markets for ecosystem services by ensuring high standards of environmental integrity that result in measurable environmental gains. The Department will develop tools to quantify the value of ecosystem services, monitor and assess conservation practices effectiveness, and connect producers with market opportunities. OBJECTIVE 2.2 LEAD EFFORTS TO MITIGATE AND ADAPT TO CLIMATE CHANGE, DROUGHT, AND EXTREME WEATHER IN AGRICULTURE AND FORESTRY USDA will work through its natural resource conservation and energy programs to reduce greenhouse gas emissions and sequester carbon, while leading adaptation efforts. This supports the Administration s goal to reduce U.S. greenhouse gas emissions to 17 percent below 2005 levels by USDA will encourage voluntary practices to reduce net greenhouse gas emissions. These include conservation tillage; manure and nutrient management; fertilizer efficiency; planting trees; minimizing deforestation; increasing energy efficiency in agriculture and rural development; and developing renewable FY Strategic Plan 15
19 Strategic Goal 2 sources of energy. Forest restoration, along with conservation easements and land acquisition, will help maintain forests as a net carbon sink. The Department will assist rural communities, producers, resource managers, and community planners to develop and implement climate adaptation strategies. Impacts that are already appearing include changing water flow, availability, and quality; fire risk; and extreme weather events. USDA will monitor impacts and help implement adaptations (e.g., measuring changes in water flow and then installing stream buffers or upgrading culverts to handle increased water overflow). The Department conducts and invests in research to inform climate change policy and mitigation and adaptation strategies, tools and technologies. USDA will evaluate the effects of conservation actions to reduce greenhouse gas emissions to identify effective and economic approaches. USDA is supporting plant variety and animal breed development that maximize carbon sequestration and can adapt to climate change. Work is also underway to develop methods and technical guidelines to measure and model the effects of climate change on ecosystem services and to conduct greenhouse gas inventories of the urban forest and agriculture sector. The Department and its partners will make research outcomes widely available through outreach and extension networks. Strategy in Action # 2 USDA is establishing seven Regional Climate Hubs to deliver science-based knowledge and practical information to farmers, ranchers and forest landowners to support decisionmaking related to climate change. The Hubs will provide technical support, assessments and forecasts, and outreach and education. Each Hub will be the center of a network of connected activities or services with the operational center located in a USDA facility (Agricultural Research Service, Forest Service, or Natural Resources Conservation Service) within its region. The Hubs will maintain a vibrant network of public, academic, and private-sector organizations, researchers, and outreach specialists. OBJECTIVE 2.3 CONTRIBUTE TO CLEAN AND ABUNDANT WATER BY PROTECTING AND ENHANCING WATER RESOURCES IN NATIONAL FORESTS AND ON WORKING LANDS Clean and abundant water is essential for healthy ecosystems, sustainable agricultural and forest production, livable communities, and viable industry. Eighty-seven percent of America's surface supply of drinking water originates on our Nation s forests, farms, and range lands. The National Forest System alone is the source of fresh water for more than 60 million people. FY Strategic Plan 16
20 Strategic Goal 2 USDA helps protect and enhance water quality through its work in national forests and grasslands and by supporting the efforts of private landowners and communities. Assessing water resource vulnerability nationally and investing in high-impact watershed improvement projects ensures strategic use of USDA resources. USDA will also increase watershed-based partnerships with Tribes, States, communities, landowners, and other stakeholders to improve watershed management. To restore and protect head-waters and wetlands in the national forests and grasslands, USDA will implement integrated watershed restoration. This will be based on a national assessment of watershed conditions and restoration needs established in the Watershed Condition Framework. USDA will deliver financial and technical assistance to land owners to implement conservation measures and management strategies to benefit water quality and availability, conserve water, and improve watershed health. The Department will work with landowners to protect wetlands and implement soil health management systems that mitigate the impacts of extreme weather. Working with Federal and State partners, USDA will assist private landowners who are improving water quality to achieve regulatory certainty. Strategy in Action # 3 USDA is moving toward more integrated and result-based approaches to assess the outcomes of efforts to improve water quality. As part of an Agency Priority Goal (APG), USDA tested a new water quality measurement framework in the St Joseph s River watershed in Indiana, and the Cienega Creek watershed in Arizona. As a result of that APG, it was concluded that a combined water quality and watershed condition monitoring and modeling approach is needed to document water outcomes. The application of these approaches will enable USDA to prioritize locations for water quality activities and increase the effectiveness of conservation and management actions. USDA is now adapting water quality activities to include the recommendations and lessons learned from this APG. OBJECTIVE 2.4 REDUCE RISK OF CATASTROPHIC WILDFIRE Many forests, rangelands, and grasslands are dependent on fire for ecological health. Unfortunately, fires that burn too hot and too large are becoming more prevalent due to climate change, development in fire-prone areas, and other factors. These catastrophic fires harm the environment and threaten communities. To reduce the risk of catastrophic fire, USDA works with the Department of the Interior, other Federal agencies, Tribal and State governments and local law enforcement and emergency preparedness staff on prevention, preparedness, and response. FY Strategic Plan 17
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One of the world's most beloved fairy tales takes a hilarious turn in the fresh, exciting film starring Oscar® winner Julia Roberts – Mirror Mirror, which was released June 26th on DVD, Blu-Ray, & Digital Copy. After she spends all her money, an evil enchantress queen (Roberts) schemes to marry a handsome, wealthy prince (The Social Network's Armie Hammer). There's just one problem – he's in love with a beautiful princess, Snow White (Lily Collins, The Blind Side). So, the sinister queen banishes Snow White from her own kingdom! Now, joined by seven rebellious dwarves, Snow White launches an epic battle of good vs. snarky in this funny, magical movie that the whole family will love.
We were sent a copy of the movie to review this week and LOVED it! My husband and I are such big Julia Roberts fans anyway, but this role suits her perfectly! Rated PG, this is a hilarious take on an old fairy tale that is entertaining (and appropriate) for the whole family! If you haven't seen it yet, be sure to check it out soon.
Some of the biggest characters in Mirror Mirror are the elaborate costumes created by the late costume designer Eiko Ishioka. Born in Toyko in the late 1930's, the designer graduated from Tokyo National University of Fine Arts and Music before starting her career in the U.S and going on to become an Oscar award-winning costume designer. We wanted to honor the designer's legacy by taking a closer look at her past creations in films such as The Cell, Dracula and of course, her breath-taking designs in Mirror Mirror.
- MIRROR MIRROR – Ishioka's final designs can be seen in Mirror Mirror, a modern day depiction of the classic tale of Snow White. Once again collaborating with Tarsem Singh's imaginary vision, the designer's final costumes are full of color and
- DRACULA – Not surprisingly, Eiko Ishioka won an Oscar for her design work in 1992's Bram Stroker's Dracula. Ishioka's most notable designs were Dracula's (Gary Oldman) red body gown and Lucy's (Sadie Frost) goth-vampire inspired wedding dress. The elaborate details in the costumes were as eerie as the characters themselves and Ishioka's designs were deemed Oscar worthy when she took home the award for best design in a feature film that year.
- THE CELL – Director Tarsem Singh made his film debut with the psychological thriller, The Cell. The dangerous and fantasy like subconscious of a serial killer was brought to life with the help of the perfect collaboration between director Tarsem Singh's vivid imagination and Eiko Ishioka's incredible costume designs.
- MILES DAVIS – TUTU ALBUM – Eiko Ishioka showed her designing talents in other art forms, including graphic designing. She won a Grammy for her design work on the cover of Miles Davis' album "Tutu" and she also directed Bjork's music video for "Cocoon." Ishioka never swayed too far from her first love, designing costumes, and she couldn't resist doing the entire costume work for Cirque de Soleil's production of Verakai.
- THE FALL – Singh and Ishioka worked on the film, The Fall, which takes place in the imagination of a 1920's woman. The designer created fantasy inspired designs.
- IMMORTALS – Some of Ishioka's final creations can be seen in Singh's action Greek Mythology film Immortals. Ishioka was inspired wanting to create her own vision of greek mythology.
You can download a free Mirror Mirror Spot the Difference Activity Sheet and a free Mirror Mirror Word Find Activity Sheet to help bring this movie to life for your family! Be sure to also pick up a copy of Mirror Mirror today -
- Mirror Mirror (Amazon Rental) – $3.99 (Download it today & then you'll have 30 days to start watching it and 24-48 hrs to complete your viewing after you start it.)
- Mirror Mirror (Digital Copy) – $14.99
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Let us know when your receive great advice so we can thank our lawyers and point others with similar questions in the right direction.Got it!
I have been working with a NY based workmens comp attorney for almost three years, every time it's time to appear in court their legal assistant calls me up and asks me to get all the medical documents something their paid for and they are never prepared. Today I spoke to the legal assistant and apparently she didn't like the way I spoke to her and reported it back to my attorney at 5:30pm I get a call from a blocked number and it leaves a voicemail which was my attorney workers comp stating that they were no longer going to represent me. This is a friday and my court date is Monday. He stated that he advised me to look for a attorney over the weekend knowing that I wouldn't find one. There is much more to this. Is it legal for workers comp attorney to do this?
It sounds like that is exactly what happened. In CA, the Attorney needs Court permission to withdraw, but NY may be different. I think he should waive his fee if he wants to abandon you on the Courthouse Steps.
We give free general concepts to be helpful, but you should give ALL your facts to a licensed Attorney in your state before you RELY upon any legal advice.Ask a similar question
Your response about needing permission I read somewhere else but it was in a case law about workmen's comp and the attorney refused to represent and it came out in court that they were not prepared for the court date so that's why they did so. That's what may be going on in my case too, because they were the one's who called the hearing, not the carriers. I just don't understand why on the day that you called the hearing your going to bail out.
New York City Bar Association FAQ Rule 1.16(e). Further, in litigation matters, permission of court is required as a matter of course under applicable rules of procedure, seee.g., N.Y. C.P.L.R. 321(b), which are incorporated into the Rules. See Rule 1.16(d) ("If permission for withdrawal from employment is required by the rules of a tribunal, a lawyer shall not withdraw from employment in a matter before that tribunal without its permission. When ordered to do so by a tribunal, a lawyer shall continue representation notwithstanding good cause for terminating the representation.").
If I'm understanding this comment correctly just because my lawyer didn't like the way I spoke to his legal assistant doesn't constitute good cause to terminate, furthermore in order to terminate you must have permission by the judge and present your reasoning before your honor. Thank you all for your comments they are very helpful.
First, I don't feel that a VM message saying "Pound Sand/ I Quit" is not valid Withdrawal. My 1.00 bet is that someone will show and make a Motion to be Relieved. There are really only 2 realistic outcomes. 1) You successfully plead for him to stay married to your case, and you remain represented by someone who does not want/believe you, or 2) you unsuccessfully plead for him to stay married to you, but he agrees to waive his fee so you can retain a new Attorney. The Judge should allow you 30-60 days to find another, but it may side-track the case if the new Attorney has a mess to clean up.
It may be unprofessional but it is not illegal. That conversation you had with the paralegal must have triggered something. As a general example, if a lawyer found out the night before that his client was going to lie in court about something, the lawyer would be professionally obligated to withdraw. I suppose you will need to show up for court as planned and explain to the judge that your lawyer just quit. But judge may not be very happy with the lawyer.
This answer is intended as general information and not as specific legal advice. If you want to have a free consultation with me, please contact me through AVVO.Ask a similar question
Although it is not illegal, it sounds totally unprofessional for the lawyer to do this. You would have to appear in Court and explain this to the Judge. He would probably give you more time to find another attorney.
Dear Madam or Sir in North Salem:
One must assume you went to the Hearing and told the Judge and he gave you time to find a new attorney.
Regardless of what you think, it is your responsibility to make sure there is medical evidence that you are disabled from your job at least every 6 weeks. We usually tell our own clients to stop by their doctor's office when they first receive a Hearing Notice to get the latest report. Even though you may see your doctor periodically, sometimes they do not simultaneously mail their reports to the Insurance Carrier AND to the WCB, and sometimes not timely.
As far as why your attorney "quit" on you, it is hard to know without having heard your phone conversation with his office. Regardless of how rude or obnoxious you were, he still should have appeared at the Hearing.
Is it illegal for him not to show up; no.
Good Luck with your claim
Leonard Feld
The foregoing is based on the little information provided; additional facts may change the comments given.Ask a similar question
Hi Mr. Feld, Thank you for responding, it is nice to know that you communicate with your clients. This just happened last night so I have not yet been to court and I understand the piece about the medical records. My attorneys don't tell me anything in advance in fact I don't hear from them unless there is a court date and that's myself initiating the phone call. My attorney actually asked for this hearing scheduled for Monday and never told me about it, I found out through a letter in the mail by workmen's compensation and again initiated a phone call to their office. There is a lot to explain and not enough room to explain it, but after reading the American Bar Associations professional code of ethics they are in violation of many. I appreciate you taking the time out to answer my question you seem like a good lawyer.
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Red Ice Creations is an independent radio program and news website headquartered on the west coast of Sweden, in the heart of Scandinavia. Red Ice Radio is hosted by Henrik Palmgren. We feature interviews and programs on a wide variety of topics. We are dedicated to thought provoking material, questioning the establishment of our times.
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Red Ice releases three programs a week, this includes Radio 3Fourteen with Lana Lokteff, a bi-weekley program. Additionally, we produce other videos and commentary. Redicecreations.com and redicemembers.com was founded by Henrik Palmgren. The team also includes Fredrik Tormann, Lana Lokteff and Franklin John Kale.
The idea for Red Ice first formed in 2000-2001. In the beginning the website was a video, graphics and music project but quickly grew into a pursuit of the truth. The name Red Ice has a lot of different symbolic meanings. Red Ice represents hot and cold, red and blue, north and south, non-physical and physical, basically two opposites. Not from a Marxist dialectic point of view, but from a perspective of creation. "Red" has nothing to do with the political association which the color holds today. The Norse creation myth tells how everything in the world came into existence in the gap between fire and ice. This is the essence of the name. Red represents heat, urgency and danger - short-term. Ice represents cold, patience and stability - long-term. Creation (Ginnungagap) takes place in the right zone between these two powerful forces. A perfect balance between these two extremes creates the conditions for life and consequently it's in this environment that we can thrive. The explosive power of the sun and the coldness of space creates a balance. We wouldn't be here if one overpowered the other.
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Henrik Palmgren is the host of Red Ice Radio and Editor-in-Chief of redicecreations.com. He is a graphic designer, animator, webmaster, musician and filmmaker with a media education background.
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JotForm is a free online form builder which helps you create online forms without writing a single line of code. No sign-up required.
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How can I let users upload file via mobile phone?Asked by druglin on March 18, 2015 at 05:20 AM
How can I let users to upload file via mobile phone.
I use a iframe and embed my form into my website.
I read past forums on your support site.
There's two way:
1. upload field
2. filepicker
which is the better way?
I used filepicker to test in my android phone.
but when I upload my file . The pages just refesh and nothing happened...
Could you tell me how to make "upload file via mobile phone" work well.
Thank you
Best regard,
Cheng Hsuan
JotForm Support Manager
File picker is the recommend one. Can you please share the link to your page where this form is embedded so we can test?