Diversity, Equity, Inclusion and Accessibility Strategic Plan

U.S. Department of Agriculture

Diversity, Equity, Inclusion and

Accessibility Strategic Plan

Fiscal Year 2022 - 2026

Published: March 2022

Table of Contents

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

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

Goal Two: Achieve a workforce representative of Americans that inspires

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Message from Secretary Thomas J. Vilsack and

Deputy Secretary Jewel Bronaugh

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

“The people at USDA have the passion to

continuously improve how we successfully deliver

our mission. I look forward to working with Dr.

Bronaugh to ensure USDA lives up to its calling as

the People’s Department, to be a department that

works in new ways to ensure we serve all people

equally and fairly.”

Secretary Thomas J. Vilsack

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

and commitment to integrating diversity, equity, inclusion,

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

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

employees feel welcomed and motivated to do their best.

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

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

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

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

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

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

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

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

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

for all employees to be successful in a hybrid workplace.

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

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

Plan are six focus areas for the next five years:

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

employee empathy.

• Achieve a workforce representative of Americans that inspires development of

innovative ideas and best practices.

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

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

DEIA efforts.

• Promote empowerment, responsibility, and accountability for DEIA through

developing the workforce.

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

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

As USDA makes advancements in these areas, we will be positioned for significant, long-

term, sustainable progress toward a highly motivated and thriving workforce. We will

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

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

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

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

learn and adapt during this journey. This is a

responsibility of great magnitude, but it is a worthy

and honorable responsibility that USDA commits to

uphold.

“It is important to listen to the people who

have experienced discrimination firsthand.

We want to learn from their experiences

and work together to make our programs

inclusive and accessible for everyone.”

Deputy Secretary Jewel Bronaugh

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

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

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

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

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

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

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

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

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

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

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

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

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

able to make their best and most meaningful contributions.

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

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

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

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

necessary and wise thing to do.

Message from Acting Chief Diversity and Inclusion

Officer Leslie Weldon

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

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

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

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

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

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

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

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

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

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

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

learn the best approaches to be successful in guaranteeing a

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

Acting CDIO Leslie Weldon

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

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

people growing a positive and belonging work

culture, adopting new behaviors, changing processes,

and safeguarding fairness for all.”

The DEIA Strategic Plan lays a foundation for delivering

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

developed to build on the Department’s upcoming Strategic

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

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

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

a clear sustainable governance structure.

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

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

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

authorities such as the Bi-Partisan Infrastructure Law.

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

outcomes.

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

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

administrative operational plans, budget planning and learning agendas.

• Integrate customer experiences and stakeholder recommendations such as those

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

programs.

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

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

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

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

USDA DEIA Strategic Plan Introduction

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

changing structures and activities aligned with these goals.

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

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

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

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

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

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

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

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

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

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

tracked.

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

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

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

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

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

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

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

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

Appendix C.

• Office of the Assistant Secretary for Administration

• Office of the Assistant Secretary for Civil Rights

• Office of Budget and Program Analysis

• Office of Communications

• Office of the General Counsel

• Office of Human Resources Management

• Office of the Secretary

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

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

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

DEIA Strategic Plan Approach and Purpose

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

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

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

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

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

• Diversity

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

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

including underserved communities.

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

individuals, including individuals who belong to underserved communities that

have been denied such treatment.

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

employees of all backgrounds.

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

provided by EO 14035.

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

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

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

Accessibility includes the provision of accommodations and modifications to ensure

equal access to employment and participation in activities for people with

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

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

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

and the pursuit of best practices such as universal design.

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

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

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

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

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

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

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

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

gender identity (including lesbian, gay, bisexual, transgender, queer, gender non-

conforming, and non-binary (LGBTQI+) persons); persons who face discrimination

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

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

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

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

immigrants; individuals who belong to communities that may face employment

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

veterans and military spouses; and persons otherwise adversely affected by

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

than one underserved community and face intersecting barriers.

How this Plan is Structured

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

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

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

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

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

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

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

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

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

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

maturity signal Diversity Framework requirements that indicate USDA will apply an

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

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

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

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

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

DEIA Maturity Model.

How this Plan Will be Used

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

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

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

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

journey to dismantle the barriers that historically underserved and underrepresented

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

institutionalize enduring actions that ensure equitable experiences for all employees and

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

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

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

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

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

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

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

public service.

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

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

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

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

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

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

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

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

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

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

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

Section 1: USDA DEIA Mission, DEIA Vision, USDA

Core Values

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

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

intersected and integrated with the defined USDA Core Values.

DEIA Mission

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

across USDA to fulfill the USDA mission.

DEIA Vision

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

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

opportunities.

USDA Core Values

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

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

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

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

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

is incumbent upon every member of the USDA community to uphold the USDA core values.

• Respect and Dignity: We treat all people with courtesy and respect, and we value the

inherent dignity of every individual.

• Equity and Inclusion: We seek to end discrimination in all forms, wherever it exists,

and expand services and opportunities to underserved people and communities across

America, starting with our workforce.

• Trust and Integrity: We act in a manner that is deserving of the public’s trust and with

the utmost integrity in everything we do as public servants.

• Service and Results: We listen to our internal and external customers and actively

incorporate their ideas on how to best reach our diverse customers and deliver service

that significantly and positively impacts the lives of all Americans and customers

around the globe.

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

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

Section 2: USDA Chief Diversity and Inclusion

Officer

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

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

employment opportunity officer with sufficient seniority and influence to coordinate

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

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

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

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

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

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

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

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

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

Section 3: USDA DEIA Goals FY 2022-2026

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

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

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

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

and employee empathy.

Workforce: Achieve a workforce representative of Americans that inspires

development of innovative ideas and best practices.

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

emotionally safe.

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

and sustainable DEIA efforts.

Accountability: Promote empowerment, responsibility, and accountability for DEIA

through developing the workforce.

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

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

policymaking.

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

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

signals of maturity, the following considerations apply:

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

values, and practices to mitigate barriers, if any.

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

embraces it.

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

efforts and integrated it across the Department.

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

planning, performance management, and learning agendas.

Governmentwide DEIA Executive Order 14035 Priorities

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

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

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

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

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

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

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

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

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

advance each EO Priority.

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

transparency, accountability, and employee empathy.

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

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

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

underrepresented communities.

Objective 1.1

Objective 1.2

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

shared understanding of what DEIA that provides access to purposeful

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

up, and how each individual development and growth

contributes and is held accountable opportunities for USDA’s current

to its success and advancement. and future workforce.

Goal Two: Achieve a workforce representative of Americans that

inspires development of innovative ideas and best practices.

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

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

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

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

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

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

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

Objective 2.1

Promote and practice

innovative and bold

outreach and awareness

strategies that brand

USDA as an employer of

choice for individuals of

all backgrounds,

experiences, and abilities.

Objective 2.2

Enhance relationships

with current partners and

develop new, sustainable

partnerships to build an

increasingly diverse

pipeline from

underserved and

underrepresented

communities.

Objective 2.3

Eliminate barriers and

bias in the recruitment,

hiring, and onboarding of

underrepresented

candidates, and use data

to develop strategies

designed to address the

needs of specific

populations.

Goal Three: Foster a workplace environment that is physically,

mentally, and emotionally safe.

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

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

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

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

harassment and supporting federal employees who have experienced workplace

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

experiences through surveys, assessing trends in responsiveness complaints.

Objective 3.1

Embed standardized anti-

harassment and safety

policy and response

system protocols and

standards at every level

and ensure leadership

engagement in

harassment prevention

and response efforts.

Objective 3.2

Ensure facilities and

emergency response

mechanisms promote

personnel safety across

USDA operations.

Objective 3.3

Create a USDA-wide

victim-centered and

trauma-informed anti-

harassment program.

Goal Four: Establish leadership and governance structures to

support long-term and sustainable DEIA efforts.

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

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

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

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

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

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

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

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

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

mission outcomes.

Objective 4.1

Objective 4.2

Establish formal shared leadership Partner across the Department for

structure, systems, policies, metrics,

the CDIO to use people-centric best

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

with sufficient authority and

developing, championing,

resources to lead DEIA efforts. implementing, and managing

USDA’s DEIA strategy and portfolio.

Goal Five: Promote empowerment, responsibility, and

accountability for DEIA through developing the workforce.

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

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

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

Furthermore, integrating and creating accountability for upholding these behaviors and

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

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

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

advancement.

Objective 5.1

Prioritize diversifying the

workforce through

targeted education,

training, development,

outreach, and

advancement

opportunities. This

objective and its activities

align with Maturity Signal,

Level 2: Data-driven,

Professional Development,

Inclusive Workplace

Culture

Objective 5.2

Promote consistency and

accountability in learning

and development at all

levels. This objective and

its activities align with

Maturity Signal, Level 2:

Data-driven, Professional

Development, Inclusive

Workplace Culture.

Objective 5.3

Integrate DEIA in

expectations,

competencies,

performance

requirements, and

behaviors that result in

career advancement and

progression. This

objective and its activities

align with Maturity Signal,

Level 2: Data-driven,

Professional Development,

Inclusive Workplace

Culture.

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

inclusive, and accessible USDA through accountability, data

collection, analysis, and effective policymaking.

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

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

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

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

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

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

Objective 6.1

Create a plan for

reviewing USDA policies

and procedures (e.g.,

assessment tests, vacancy

announcements, eligibility

criteria, suitability

requirements, etc.) to

integrate civil rights and

equity in the design of

policies, programs, and in

decision making. This

objective and its activities

align with Maturity Signal,

Level 2: Strategy.

Objective 6.2

Support fairness and

equity through the

development and

consistent application of

equity principles and

practices. This objective

and its activities align

with Maturity Signal, Level

2: Pay and Compensation

Strategy.

Objective 6.3

Develop a data

infrastructure that is

consistent and

transparent that allows

for standardized

quantitative and

qualitative data collection,

management, reporting

and governance; to

include the measurement,

tracking, and monitoring

of progress for DEIA

initiatives. This objective

and its activities align

with Maturity Signal, Level

2: Data-driven.

Section 4: Framework to Promote Safe and

Inclusive Workplaces and Address Workplace

Harassment

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

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

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

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

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

relevant tools, policies, and resources to support the workforce. Workplace safety is multi-

dimensional and includes all efforts to minimize risks to the physical, mental, and emotional

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

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

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

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

workforce.

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

where effective and efficient security standards and emergency response

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

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

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

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

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

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

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

challenge “the way we always do it.”

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

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

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

their employer, especially if they are seeking help.

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

address workplace harassment including updating policies and practices; promoting

multiple mechanisms for reporting misconduct, including anonymous reporting; promoting

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

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

retaliation.”

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

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

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

process of updating Department policies and processes on harassment and supporting

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

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

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

approach to addressing harassment.

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

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

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

assembled a cross-Department team to begin development of a USDA-wide anti-

harassment regulation establishing USDA’s program. The draft regulation is in official

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

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

Determining Safety and Anti-Harassment Program Needs and Next Steps

USDA has established a cross-department team to plan and implement the new anti-

harassment policy. This team will determine:

• Resources needed to effectively implement prevention strategies

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

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

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

workplace discrimination, harassment, and retaliation

• How to deliver effective support to the workforce

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

achieves the outcome of safe, respectful, and inclusive workplace

Section 5: USDA DEIA Maturity Model

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

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

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

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

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

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

leading and sustaining practices, level 3.

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

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

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

Signals of greater maturity include building DEIA organizational structure and governance

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

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

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

partnerships, goal setting, writing policies, and training.

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

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

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

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

below.

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

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

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

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

agency is adopting DEIA priorities and policies throughout the enterprise and

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

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

into the strategic plan and vision.

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

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

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

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

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

others for its DEIA accomplishments.

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

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

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

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

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

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

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

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

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

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

Section 6: USDA DEIA Reporting Plan

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

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

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

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

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

experience, perspective, and more can truly flourish.

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

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

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

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

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

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

used to assess progress

• Building quarterly and annual reporting and evaluation processes for the

Department and Mission Areas to track progress

• Reporting on Department progress and plans to address gaps

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

annual goals and associated measures

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

advancement

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

approaches to assess progress

Closing

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

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

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

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

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

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

Appendix A: Governmentwide DEIA Executive

Order Priorities

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

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

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

governmentwide DEIA priorities:

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

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

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

practices.

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

professionals, including by reducing reliance on unpaid internships and expanding

paid internship opportunities.

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

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

recruitment of individuals from underserved communities.

• Professional Development and Advancement: Advance equity and transparency

in professional development opportunities.

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

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

inclusive workplaces.

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

disabled employees by charging key agencies with coordinating across the Federal

Government to develop processes to increase accessibility and reduce barriers to

employment.

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

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

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

markers and pronouns that respect transgender, gender non-conforming, and non-

binary employees, and working to create a more inclusive workplace.

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

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

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

classifications and compensation practices.

• Expanding Employment Opportunities for Formerly Incarcerated Individuals:

Assess potential barriers that formerly incarcerated individuals face when seeking

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

convictions.

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

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

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

discrimination or retaliation and that supports employees who have experienced

domestic violence, sexual assault, or stalking.

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

inclusion officers within agencies to promote diversity and inclusion within the

workforce.

Appendix B: DEIA Goals and Executive Order

Priorities Map

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

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

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

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

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

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

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

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

Goals and objectives that will advance diversity at USDA

Goals and objectives that will advance equity at USDA

Goals and objectives that will advance inclusion at USDA

Goals and objectives that will advance accessibility at USDA

USDA Goals and Objectives:

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

employee empathy.

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

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

accountable to its success and advancement.

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

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

future workforce.

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

of innovative ideas and best practices.

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

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

experiences, and abilities.

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

partnerships to build an increasingly diverse pipeline from underserved and

underrepresented communities.

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

diverse candidates.

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

safe.

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

protocols and standards at every level and ensure leadership engagement in

harassment prevention.

• 3.2 Ensure facilities and emergency response mechanisms promote personnel safety

across USDA operations.

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

program.

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

sustainable DEIA efforts.

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

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

efforts.

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

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

USDA’s DEIA strategy and portfolio.

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

developing the workforce.

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

development, outreach, and advancement opportunities.

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

levels.

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

behaviors that result in career advancement and progression.

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

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

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

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

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

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

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

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

Signal, Level 2: Pay and Compensation Strategy.

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

enterprise that allows for standardized quantitative and qualitative data collection,

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

monitoring of progress for DEIA initiatives.

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

Appendix C: Acknowledgement of Support for DEIA

Strategic Plan Development

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

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

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

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

thank you for your efforts.

Anita Adkins

Marissa Perry

Tonya Allen-Shaw Rocio Aurora Quiroz-

Christopher Alvares McKinney

Berlinda Baca Michelle Radice

Ricky Balolong Monica Rainge

Denise Banks Jeremy Todd Reed

Stuart Bender William Reichardt

Corey Berk Carol Scott

Joelle Bowers Winona Scott

Steven Brammer Brenda Seegars

Inga Bumbary-Langston Malcom Shorter

Patricia Burel Emily Su

Chad Carroll Stephen Thompson

Ramona Carey Jessica Torres

Damali Carr Lorenzo Tribbett

Renita Coley Tracey Troutman

Willis Collie Fidel Trujillo

Bryan Combs Kimberly Tsao

Karen Comfort June Turner

Roberto Contreras Adriano Vasquez

Sylvia Corbin Berry Tiffany Wallace

Jessica Creighton Michelle Warren

Linda Cronin Michael Watts

Lesley Cunningham Leslie Weldon

Rich Derksen Lauren Wesson

Maribel Duran Drenda Williams

Michele Esch Frank Wood

Katharine Ferguson

Claudette Fernandez

Brian Garner

Eyang Garrison

Oscar Gonzales

Basil Gooden

Marcus Graham

Theodore Gutman

Jennifer Harrington

Sasha Harrison

Michelle Hart

Allen Hatcher

Mike Illenberg

Sherron Jernigan

Cecily Johnson

Michelle Jordan

Tonya Judkins

Angela Kelly

David King

Bryan Knowles

Amanda Krot

Anton Malkowski

Johnathan Monroe

Christopher Moore

Christopher Nelson

Jennifer Nicholson

Pedro Nieto

Tameka Owens

Sharese Paylor

Jeremy Wood