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1 - ARS Strategic Plan 1997 - 2002 Working Document
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The Agricultural Research Service
The Agricultural Research Service (ARS) is the principal inhouse research agency of the U.S. Department of Agriculture (USDA). It is one of the four component agencies of the Research, Education, and Economics (REE) mission area. Congress first authorized federally supported agricultural research in the Organic Act of 1862, which established what is now USDA. That statute directed the Commissioner of Agriculture ". . . To acquire and preserve in his Department all information he can obtain by means of books and correspondence, and by practical and scientific experiments, . . ." The scope of USDA's agricultural research programs has been expanded and extended more than 60 times in the 135 years since the Department was created. Before the enactment of large-scale crop support and nutrition programs, agricultural research was a substantial part of the Department's budget. Shortly before World War II, USDA received about 40 percent of all Federal funds appropriated for research. To better support the war effort, the Department's various research components were brought together into the Agricultural Research Administration (ARA). In 1953, the ARA was reorganized into ARS.
In FY 1998, ARS received an appropriation from Congress of $745 million (less than 1 percent of the Federal research funds appropriated for that year), which supported 1,100 research projects at about 100 locations involving about 1,900 scientists.
ARS research is authorized by the Department of Agriculture Organic Act of 1862 (7 U.S.C. 2201 note), Research and Marketing Act of 1946, amended (7 U.S.C. 427. 1621 note), Food and Agriculture Act of 1977, as amended (7 U.S.C. 1281 note), Food Security Act of 1985 (7 U.S.C. 3101 note), Food, Agriculture, Conservation, and Trade Act of 1990 (7 U.S.C. 1421 note), Federal Agriculture Improvement and Reform Act of 1996, and the Agricultural Research, Extension, and Education Reform Act of 1998 (P.L. 105-185).
ARS research has long been associated with higher production and more environmentally sensitive farming techniques. But the impact of ARS research extends far beyond the farm gate and the dinner table. Agricultural research is as much about human health as it is about growing corn. For example, ARS recently developed a fat substitute called Oatrim. Not only does this technology benefit farmers by providing a new use for oats, it also enables processors to produce tastier low-fat foods. Consumers may reap the biggest benefits: Oatrim-rich diets lower the bad (LDL) type of cholesterol without decreasing the good (HDL) type, and it improves glucose tolerance.
ARS research is about improvement of crops and livestock through both modern adaptations of traditional breeding methods and new biotechnology techniques. For example, ARS recently released to industry cattle germplasm with high breeding value for twinning. Developed through intensive selection, this twinning technology has the potential to increase efficiency of beef production by 25 percent. On the biotech side, ARS scientists have mapped two clusters of chicken genes that may facilitate location of economically important genes.
ARS research is also as much about development of industrial products, such as printing ink from crops like soybeans, as it is about development of high-yielding wheat varieties. As with Oatrim, printing ink made from 100 percent soybean oil instead of petroleum solves more than one problem: Unlike petroleum, soybeans are a renewable resource, and this technology diversifies markets for soybean farmers and choices for ink manufacturers and printers.
ARS research provides solutions to a wide range of problems related to agriculture-problems requiring long-term commitment of resources or those problems unlikely to have solutions with quick commercial payoff that would tempt private industry to do the research. These problems range from the ongoing battle to protect crops and livestock from costly pests and diseases to improving quality and safety of agricultural commodities and products, determining the right mix of nutrients for humans from infancy to old age, making the best use of natural resources, and ensuring profitability for producers and processors while keeping costs down for consumers.
To develop these solutions, ARS scientists carry out basic, applied, and developmental research, which are inextricably linked. Scientists cannot do applied and developmental research without the foundation provided by basic research; ARS basic research must point towards specific uses for new knowledge resulting from the research. Also, basic research is necessary in anticipation of new problems and to provide information needed for rational nationwide policies.
ARS scientists communicate research results and transfer new technologies from the agency to other scientists, institutions of higher education, producers, product and process developers, consumers, and other end users through publications; conferences, workshops, and consultations; and cooperative agreements and patent licenses.
The combined government funding for agricultural research in foreign countries far exceeds U.S. Federal funding for agricultural research. Recognizing this resource, ARS has set up carefully selected international collaborations that have led to a cost-effective supplementation of ARS technology development and access to germplasm. At present, the agency has 368 cooperative linkages with 51 countries. Collaborations often result in copublication of research results. Where appropriate, intellectual property is mutually protected with copatents. Through its tactically constructed network of international research interchanges, ARS, in cooperation with the U.S. Department of State, helps to advance technoscientific diplomacy for the U.S. Government.
The National Agricultural Library (NAL) was established by Congress in 1862. It is the largest agricultural library in the world and one of only four national libraries in the United States. In 1994, it became part of the Agricultural Research Service. The library's unique, comprehensive collection of more than 2.2 million volumes forms the fundamental base of knowledge on agriculture and related basic and applied sciences and social sciences for the Nation. Traditional, as well as innovative and specialized information services and products, enable customers to identify, locate, and obtain needed information on agriculture and related topics. Through preservation activities, NAL ensures that the collection is available for current and future use. NAL produces AGRICOLA (AGRICultural OnLine Access), a bibliographic database of more than 3 million citations to agricultural literature, and provides leadership in development and application of information technologies that help ensure access to knowledge and information such as gene maps.
The U.S. National Arboretum was established by Congress in 1927 as a research and educational institution. It is the only federally funded arboretum in the United States. The arboretum introduces new cultivated forms and improved germplasm of ornamental and floral plants, especially of trees and shrubs. Research activities are carried out at four locations in the eastern United States. The 444-acre site in Washington, D.C., supports a wide range of education activities and opportunities for people of all ages. The arboretum provides attractive display gardens, collections, and historic features for the education and enjoyment of about 400,000 people annually.
Technology Transfer Activities
Products, techniques, and information generated from ARS research must be transferred to customers if the United States is to maintain its global competitive edge in agriculture. The technology transfer process ranges from controlled release of information via oral, written, or electronic form, to establishment of research and development partnerships with industry, other Government agencies, and universities. Intellectual property is guarded by patents and plant variety protection, and commercialization is achieved by patent licensing and cooperative research and development agreements (CRADAs).
Partnerships and Coordination With USDA and Other Federal Agencies
As the principal inhouse research component of USDA, ARS provides the scientific expertise needed to support the work of most of the Department's action and regulatory agencies and other Federal agencies, such as the Food and Drug Administration, the Environmental Protection Agency, some components within the Department of Defense, and the Department of the Interior. The USDA action and regulatory agencies served by ARS include Agricultural Marketing Service, Animal and Plant Health Inspection Service, Farm Services Agency, Food and Nutrition Service, Food Safety and Inspection Service, Foreign Agricultural Service, Grain Inspection, Packers & Stockyards Administration, and Natural Resources Conservation Service.
The following information briefly summarizes some FY 1996 ARS activities conducted in support of the USDA action and regulatory agencies.
Agricultural Marketing Service (AMS)-ARS developed automated peanut sampling devices to improve quality measurements, egg pasteurization standards to control certain species of Salmonella, improved methods to analyze pesticide residues in fruits and vegetables, improved measurement techniques for the processability and dyeability of cotton, and new and more rapid techniques for grading cotton.
Animal and Plant Health Inspection Service (APHIS)-ARS and APHIS co-manage the Plum Island Animal Disease Center in New York. ARS developed methods to detect, exclude, control, and eradicate exotic pests (insects, weeds, etc.); techniques to improve surveillance for scrapie and other transmissible spongiform encephalopathies; surveillance/control/eradication programs for screwworm, tuberculosis, brucellosis, pseudorabies, Texas cattle ticks, vesicular stomatitus, and trichinosis in swine; new biological control techniques to control invasive pests; pathogen screening technologies; decontamination procedures; and research in response to quarantine issues involving imports and exports.
Farm Service Agency (FSA)-ARS developed and pilot-tested new nutrient specifications and product blends to ensure the nutritional value, stability, and customer acceptance of items used in the Food for Peace Program.
Food and Nutrition Service (FNS)-Data from ARS' Continuing Survey of Food Intakes by Individuals (CSFII) and Diet and Health Knowledge Survey (DHKS) are used to update the thrifty food plan that, in turn, is used to set food stamp allotments, monitor the effectiveness of food assistance programs by measuring the dietary status of low-income Americans, analyze the nutrient content of foods commonly eaten by low-income individuals, and develop improved methods to assess the absorption and bioavailability of key nutrients in the diets of important population subgroups, such as children and older Americans.
Food Safety and Inspection Service (FSIS)-ARS worked closely with FSIS to develop knowledge and technologies to detect, measure, inhibit, and prevent Salmonella and Campylobacter in chickens and turkeys and E. coli in cattle; to determine if migratory birds can spread Cryptosporidium parvum oocysts; to measure the effectiveness of chemical antibacterial treatments in the slaughter and processing of meat and poultry; and to better detect drug and other chemical contaminants in meats.
Foreign Agricultural Service (FAS)-ARS developed improved techniques to overcome export restrictions on U.S. agricultural commodities, and ARS scientific experts assist FAS in bilateral negotiations regarding quarantine issues.
Grain Inspection, Packers & Stockyards Administration (GIPSA)-ARS developed quick and accurate methods to grade grain and new multiresidue methods to detect herbicide residues that are an important concern in the export of U.S. soybeans to Asia.
Natural Resources Conservation Service (NRCS)-ARS developed computer models to predict and help mitigate wind and water erosion in different geographic and climatic locations, knowledge and technologies to help measure the quality of and better manage soil and water resources, and new and alternative agricultural production systems. The two agencies also have several joint locations where ARS scientists work closely with NRCS to enhance the environment and the Nation's natural resources base.
These highlights demonstrate the scope of the research support ARS provides to its internal USDA customers. This summary is not all-inclusive, but represents the depth of the services provided in FY 1996.
ARS Approach to the Government Performance and Results Act (GPRA)
Since 1983, ARS has developed a series of multiyear strategic plans to help guide development and management of the agency's work. In 1993, the Government Performance and Results Act (GPRA), Public Law 103-62, was enacted. It seeks to make all Federal departments and agencies more accountable to Congress and U.S. taxpayers. The ARS Strategic Plan, covering fiscal years 1997-2002, was developed in accordance with the GPRA requirements. In the spring of 1994, the agency established a work group to study how best to implement GPRA within ARS. After completion of the work group's report, ARS undertook an extensive outreach effort to gain input from a broad cross section of the agency's customers, stakeholders, and partners. This visioning process consisted of a pilot conference in January 1995, followed by five regional conferences held in June and July of 1995. The conferences brought together over 400 participants who worked in more than 30 breakout groups to provide information regarding
- the key forces that will influence American agriculture during the next 20 to 25 years
- how these changes will affect agricultural research
- how ARS should respond to these changes
Using information gathered from this process, ARS identified 10 major issue areas that will affect agriculture and agricultural research over the next 25 years. The following issues were summarized in the Report of the Regional Vision Development Conferences in September 1995:
1. International/global
2. Population/demographics
3. Environmental
4. Sustainability of production systems
5. Economic
6. Government and political
7. Consumer/societal
8. Food and health
9. Technological advancement
10. Education and information
In analyzing the input and information gathered at the five conferences, nine major roles were identified for ARS in meeting the research needs of the next 25 years. The nine roles are as follows: provide leadership in setting the agricultural research agenda; strengthen relationships with ARS partners; educate and relate to consumers and other constituents; develop and transfer information systems and technology; carry out and support strong, relevant science; focus on long-term, high-risk research; address environmental issues; promote interdisciplinary team and systems approaches; and develop and strengthen institutional and human resources.
The ARS guiding principles, which appear later in this plan, are based on the input and information gathered at the visioning conferences. The visioning process also provided the broad thematic framework that runs throughout the ARS strategic plan. Shortly after the visioning process was completed, the agency established a strategic planning team (SPT) charged with drafting a new ARS strategic plan that meets the GPRA requirements.
ARS Strategic Planning Process
The SPT worked from August 1995 until May 1996, when the first draft plan was completed. The input of the agency's senior managers was secured periodically throughout the drafting process. As required by GPRA, the SPT developed an aggressive plan to secure comments from ARS employees, customers, beneficiaries, stakeholders, partners, and the general public. The draft plan, along with an invitation for review and comment, was placed on the ARS World Wide Web site. The draft plan was also printed in the Federal Register on July 22, 1996 (vol. 61, no. 141), with a formal 30-day comment period that closed on August 21, 1996. About 1,400 copies of the Federal Register were mailed to ARS customers, beneficiaries, stakeholders, and partners. On July 24, 1996, ARS participated in an REE-wide employee telecast designed to introduce the REE mission area and agency plans. Employees and partners who viewed the telecast were told how to access copies of the various plans and invited to submit comments. The SPT received and carefully reviewed about 50 written and e-mail comments on the ARS draft strategic plan during the review period. The comments were positive, substantive, thoughtful, and helpful to the SPT's task of finalizing the second draft plan.
In October 1996, comments were received from the USDA Office of the Chief Financial Officer (CFO), the lead unit within the Department responsible for overseeing the implementation of GPRA. The SPT held a highly productive meeting with CFO officials in December to discuss their comments and concerns. In April 1997, additional comments were received from the acting CFO and from the director of USDA's Office of Budget and Program Analysis. Changes were made to reflect these comments and suggestions. In mid-1997, formal consultation took place with senatorial staff, and the General Accounting Office (GAO) reviewed the USDA strategic plans at the request of the House leadership. Input from the Senate consultation and the GAO review was the basis for a final round of revisions in the plan. The completed plan was transmitted to Congress as part of the USDA strategic plan on October 1, 1997.
ARS uses a matrix management approach in administering its research programs. The 6-Year Implementation Plan 1992-1999 contained an appendix that described the ARS implementation policies. In 1997, the National Program Staff reviewed and revised this document to accommodate the new National Program structure that is now being implemented. The Administrator's Council reviewed the revised document during its September 1997 meeting, made further changes, and reissued it as the agency's current operating philosophy. This document has been included as an appendix to accompany the new ARS Strategic Plan.
Administrative and Financial Management (AFM) Functions
Under the Departmental reorganization of 1994, each mission area was required to consolidate all of its administrative and financial management activities. In the REE mission area, ARS was designated as the lead agency, providing administrative and financial management services to the Office of the Under Secretary and the four REE agencies. The ARS Administrative and Financial Management staff developed a strategic plan, based on customer input from all four REE agencies, detailing how services would be provided. The AFM strategic plan provides management support for the Office of the Under Secretary REE and all four REE agencies. The National Performance Review staff view the AFM strategic plan as a model for similar units to emulate. Because the AFM plan is a separate and freestanding entity that covers more than ARS, the SPT decided not to incorporate or duplicate the AFM plan in this strategic plan. The SPT had AFM members who had served in leadership positions in developing the management plan, thus ensuring that the plans would be both compatible and coordinated. The AFM plan directly and specifically links to the ARS strategic plan through initiative 3.
USDA has articulated four overarching goals that all mission areas and agencies support. These four goals are
USDA Goal 1-Expand economic and trade opportunities for agricultural producers and other rural residents.
USDA Goal 2-Ensure food for the hungry, and a safe, affordable, nutritious, and accessible food supply.
USDA Goal 3-Provide sensible management of our natural resources.
USDA Goal 4-Promote effective customer service and efficient program delivery.
ARS has incorporated these Departmental goals throughout its strategic plan. USDA goal 1 is covered by outcomes 1 and 5. USDA goal 2 is addressed in outcomes 1, 2, and 3. USDA goal 3 is covered in outcome 4, and USDA goal 4 is addressed in initiative 3.
Vision, Mission, Guiding Principles, and Values
Vision
Leading America towards a better future through agricultural research and information.
Mission
ARS conducts research to develop and transfer solutions to agricultural problems of high national priority and provides information access and dissemination to
- ensure high-quality, safe food and other agricultural products,
- assess the nutritional needs of Americans,
- sustain a competitive agricultural economy,
- enhance the natural resource base and the environment, and
- provide economic opportunities for rural citizens, communities, and society as a whole.
Guiding Principles
Provide leadership for the national agricultural research agenda.
Carry out and support excellent, relevant science.
Support long-term research to provide a foundation for problem solving.
Apply the science base to address critical emerging problems.
Provide the science base for informed policymaking.
Strengthen relationships with ARS partners.
Educate and relate to consumers and other constituents.
Respond to societal, consumer, and environmental concerns.
Promote interdisciplinary team and systems approaches.
Develop and strengthen institutional and human resources.
Develop and transfer information systems and technology.
Values
Accountability
We are responsible to the public.
Appreciation
We respect one another and value everyone's contribution.
Cooperation
We work with others to most effectively use available knowledge, resources, and technologies.
Creativity
We nurture and reward creativity.
Diversity
We encourage workforce diversity.
Global Perspective
We encourage and promote an international perspective and global collaboration on agricultural issues.
Integrity
We are committed to the highest standards of honesty and ethical conduct.
Leadership
We promote leadership in information and agricultural science.
Objectivity
We are proud of our scientific objectivity and will continue to provide unbiased information.
Partnerships
We encourage partnerships with other organizations and individuals.
Quality
We are dedicated to the highest standards of quality in agricultural research and information dissemination.
Relevance
We respond to the needs of the agricultural community and all of society.
Service
We listen to our customers, both internal and external, and provide them with high-quality scientific research, technologies, and information.
Sharing
We are committed to share information broadly and in a timely fashion.
Strategy
We shape the future by strategically positioning our resources and capabilities.
Teamwork
We support teams that approach problems holistically by looking at the total implications of their work.
Consumer, Socio-economic, and Policy Trends
The abundance and affordability of the American food supply is chiefly due to U.S. agricultural research. The Nation's ability to sustain this plentiful and inexpensive food supply continues to be paramount. But in recent years, consumer and producer attention has expanded somewhat to other areas of concern, such as food safety and quality, the relationship of agriculture and the environment, the profitability of the agricultural enterprise, and the impact of Government regulations, land use restrictions, and economic options that diminish the supply of farm and grazing land.
The long-term sustainability of the Nation's food and fiber production systems will be determined not only by the continued profitability of farming and ranching, but also by how these production systems affect the environment. The capacity of U.S. agriculture to adapt to environmental changes is also a concern, as are availability and quality of natural resources. Another key environmental issue is how human activities affect weather patterns, atmospheric composition, soil and water quality, and productivity.
Global population increases, demographic changes, and economic growth will substantially increase the demand for agricultural products and lead to development of new markets. At the same time, increased agricultural efficiency in other countries will force U.S. agriculture to be more competitive.
Meanwhile, budget deficits and external pressures on the domestic economy may reduce funding for agricultural research in both the public and private sectors.
Congressional Support
The ability of ARS to respond to the many and diverse needs of producers and consumers is determined by congressional appropriations. Adjusted for inflation, these appropriated funds are substantially smaller now than they were two to three decades ago. As a consequence of inflation and the higher operating costs associated with advances in research equipment and techniques, the ARS scientific workforce, which reached a maximum of about 3,400 scientists in 1970, decreased by almost 40 percent during the next 25 years. In recent years, congressional appropriations, expressed in current dollars, have remained relatively static.
1996 Farm Bill and the Revision of the Research Title
The 1996 Farm Bill, the Federal Agriculture Improvement and Reform Act, set a new direction for American agriculture by beginning the process of phasing out farm subsidy payments based on production levels and introducing free market disciplines. The effect of this legislation will be to heighten the importance of agricultural research as one form of a safety net beneath producers. Research to maintain and improve productivity; to detect, control, and eradicate diseases and pests (insects, weeds, etc.); and to promptly address nontariff trade barriers, especially sanitary and phytosanitary conditions will take on even greater importance in a market environment.
The 1996 Farm Bill also updated and expanded the "Purposes of Agricultural Research," which were first enacted in 1990. As described below, ARS incorporated the purposes into this strategic plan, adopting them as the agency's objectives. Full implementation of the Agricultural Research, Extension, and Education Reform Act of 1998 will also affect the ARS research program.
Competition
The Department of Labor projects an increase of 19 percent in the size of the general workforce in the next decade, which is slightly lower than the rate of growth for the preceding decade. The labor market during this period is also expected to be highly competitive for many occupations that require an advanced education, including scientists, engineers, economists, and computer specialists. The high earning potential of professions, such as law and medicine, will continue to make a career in science less attractive to many young men and women who have the creative intelligence needed for professional success in agricultural research. So a major emphasis on recruitment, student employment, upward mobility, and training programs will be needed to attract and retain a quality workforce. The trend towards increasing workforce diversity is also expected to continue, and opportunities for encouraging women and minorities into careers in science, engineering, and economics will need to be given a high priority.
Facilities
ARS owns and manages nearly 3,000 laboratory and office buildings and about 400,000 acres of land in support of its research mission carried out at over 100 domestic and foreign locations. The quality of ARS facilities' infrastructure directly affects the ability of ARS scientists to accomplish their research objectives and projects.
ARS has implemented a comprehensive facilities modernization program through which it determines priorities for allocation of resources for facilities modernization related to and consistent with the research priorities of the agency.
In addition, the Federal Agriculture Improvement and Reform Act of 1996 created a task force to research and write a 10-Year Strategic Plan for Agricultural Research Facilities. The task force is charged with reviewing existing and proposed federally funded agricultural research facilities to determine which ones should be developed, closed, consolidated, or modernized.
Information Infrastructure
The confluence of computers, advanced communications, and space technology has brought about an information systems revolution resulting in change comparable to what occurred during the Industrial Revolution. The National Information Infrastructure (NII) will have the capacity to transmit information anywhere in the world at both high and low speeds in a variety of data formats, including image, voice, and video.
Scientists searching for research information and companies searching for new research findings and technology will find them on the Internet. Information is a key to opportunities and an economic resource. Those who learn to exploit database technology and electronic networks as a utility will be the ones who get ahead. As one example, the NII presents a unique opportunity to the National Agricultural Library (NAL). NAL has traditionally collected, managed, and housed information on food and agricultural research to respond to requests by scientists, educators, consumers, and other constituents. But accumulation is no longer the answer: Proper access is. Strategic alliances and partnerships are required to capitalize on the greater breadth of information available, while targeting audiences and tailoring information and delivery formats to meet the needs of internal and external customers.
During the 5 years covered by this strategic plan, ARS will seek, within the resources available, to strengthen and expand its information infrastructure and technology transfer capabilities so that the products of its work can be more promptly and widely accessible to customers, beneficiaries, and stakeholders of agricultural research.
Core Capabilities
ARS' policy is to maintain the essential combination of scientific expertise, fiscal and information resources, and facilities required to meet the needs of the agency's national programs. These core capabilities are a defining feature of the agency and can be mobilized to address national crises and other emerging problems.
Customers, Beneficiaries, Stakeholders, and Partners
A list of ARS' customers, beneficiaries, stakeholders, and partners is shown below. Although its composition changes, the list indicates the breadth of ARS' customer base. Sometimes an organization can be a combination of customer, beneficiary, stakeholder, and partner.
Customers-Individuals or organizations that directly use ARS products or services.
Producers (farmers, growers, and ranchers) and processors
National and international organizations
Advocacy groups
Commodity and futures markets
International trade organizations
International science and research organizations
Legislative branch
Executive branch
-U.S. Department of Agriculture
Secretary of Agriculture
Other mission areas
Action and regulatory agencies
Office of Budget and Program Analysis
Inspector General
Chief Financial Officer
Chief Information Officer
Other Federal agencies
Scientific community
Medical community
Health and dietary community
Environmental community
State and local governments
News media
Beneficiaries-Individuals whose well-being is enhanced by the agency's activities.
Domestic consumers
Foreign consumers of U.S. agricultural exports and technologies
Stakeholders-Organizations or individuals that have an interest in the work of ARS but do not directly use the agency's products.
Legislative branch
Executive branch
ARS employees
National and international organizations
Producer and processor organizations
Food and commodity organizations
Foreign countries/governments
Trade organizations
Environmental organizations
Retail organizations
Consumer organizations
Partners-Organizations that ARS works with collaboratively.
Institutions of higher education
Federal research agencies
State research agencies
Private industry
Human Resources
ARS will need to continue using innovative approaches to human resources management to attract and retain a diverse, critical core scientific, technical, and support capability. To meet the agency's human resources requirements and maintain the quality, relevance, diversity, and excellence of its core research programs, ARS must ensure continued innovations in human resources management by participating in activities such as the USDA Personnel Demonstration Project and the Research Position Evaluation System as a part of its overall strategic plan.
Fiscal Resources Required To Fully Accomplish the Expectations of the ARS Strategic Plan
To successfully accomplish the goals established in the ARS strategic plan, the agency will need to maintain a stable level of human, fiscal, physical, and information resources, adjusted for inflation. Over the last decade of gradual downsizing, the agency has carefully sharpened its focus on its mission. ARS has eliminated research activities that were deemed to be less critical during this time. At the same time, the agency has worked to enhance its core scientific research capabilities by hiring, retaining, and promoting its most productive employees. Achieving the goals of this 5-year plan with resources and scientist years (SY's) lower than those available to the agency in FY 1997 will be very difficult.
Goal 1-17.3%
Goal 2-37.4%
Goal 3- 9.2%
Goal 4-16.9%
Goal 5-19.2%
ARS currently conducts a series of review processes designed to ensure the relevance and quality of its research work and to maintain the highest possible standards for its scientists. This process involves customer input to help keep the research focused on the technical needs of the American food and agricultural system. Each of the approximately 1,100 research projects undergoes a thorough merit peer review before new or renewed activities are begun. All ARS employees, including the scientific workforce, are subject to annual performance reviews, and the senior scientists undergo a rigorous peer review (Research Position Evaluation System-RPES) on a 3- to 5-year cycle. These processes ensure the high quality of the ARS scientific workforce.
ARS has recently restructured the way it organizes and manages its national research programs, and the National Program Staff is now operating under this new structure. When the current programmatic plans are fully implemented, ARS will have aggregated its 1,100 research projects into some 23 national programs that will be managed by multidisciplinary teams of national program leaders (NPL's). The national programs will focus the work of the agency on achieving the goals defined in the ARS strategic plan. In FY 2000, ARS envisions beginning a series of program reviews designed to ensure the effectiveness and productivity of the work being done in each national program. The annual performance plans required under GPRA will also serve to keep the work of the agency focused on achieving the goals established in this strategic plan. The aggregate effect of all these changes will be a system that will more effectively measure progress towards meeting established goals and outcomes.
Role of External Entities in Drafting the ARS Strategic Plan
ARS contracted for logistical support, training, and facilitation for the five visioning conferences to solicit input from customers, beneficiaries, stakeholders, and partners. The SPT relied heavily on these conferences in developing the ARS strategic plan. The ARS plan was developed, revised, and refined exclusively by Federal employees selected from various components of the agency.
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