NIFA INVESTS IN AND ADVANCES AGRICULTURAL RESEARCH .
N I FA I N V E STS IN A ND A DVA N C E S AG R I C U LT U R A L R E S E A RC H , E D U CAT I O N ,AND EXTENSION TO SOLVE SOCIETAL CHALLENGES.
TABLE OF CONTENTSMESSAGE FROM THE DIRECTOR4MISSION5VISION5CORE VALUES5STRATEGIC PLAN FRAMEWORK6STRATEGIC GOALS7GOAL 1: SCIENCE8GOAL 2: PEOPLE15GOAL 3: PROCESS18GOAL 4: COMMUNICATIONS20MANAGEMENT INITIATIVES21EQUAL OPPORTUNITY:OVERVIEW OF CIVIL RIGHTS INITIATIVES22APPENDIX A: ALIGNMENT OF NIFA STRATEGIC GOALSAND STRATEGIES TO USDA GOALS AND INITIATIVES25APPENDIX B: PROGRAM EVALUATIONS28APPENDIX C: CROSS-CUTTING PROGRAMS28APPENDIX D: STRATEGIC CONSULTATIONS29APPENDIX E: EXTERNAL RISK FACTORS29STRATEGIC PLAN FY2014 – FY20183
MESSAGE FROM THE DIRECTORThe National Institute of Food and Agriculture is pleased to publish our Strategic Plan for Fiscal Years 2014-2018.Our plan will serve as our “roadmap” for the next five years, setting forth specific and measureable goals andstrategies. This plan will enable NIFA to lead and invest in agricultural research, education and extension to solvesignificant societal challenges.Our Strategic Plan will shape our decision-making and position NIFA to more effectively and efficiently accomplishour critical priorities over the next five years. Furthermore, this Strategic Plan will form the overarching frameworkfor our financial and employee performance plans.In developing this Strategic Plan, we heard from a wide range of stakeholders, Land Grant institutions, otherpartners, and our dedicated employees through listening sessions, focus groups and surveys. This plan reflects thetremendous sharing of information, ideas, and thoughts. We appreciate the input and look forward to continueddialogue to further strengthen research, education, and extension related to agriculture, communities, and society.This plan focuses on four major goals that are in strict alignment with the 2014 Farm Bill; the USDA Strategic Plan(FY2014-2018); and the Research, Education, and Economics (REE) Action Plan. These goals are:SCIENCEP EOP LEPRO C E SSCO MMU N ICAT I O NCATALYZE EXEMPLARYAND RELEVANTRESEARCH, EDUCATIONAND EXTENSIONPROGRAMS.TRANSFORM NIFAINTO A MODEL AGENCYWITH A HIGHLYMOTIVATED WORKFORCE.INSTITUTIONALIZESTREAMLINEDAND EFFECTIVETECHNOLOGIES, POLICIES,AND PROCESSES.ADVANCE AMERICA’SGLOBAL PREEMINENCEIN FOOD AND AGRICULTURAL SCIENCES.Each goal consists of desired results, sub-goals, and key deliverables and sound performance measures.Since our establishment in the 2008 Farm Bill, NIFA has made important progress to enhance the stature andimpact of food, agricultural, and natural resource sciences and grow support for agricultural research, education,and extension. We, however, cannot rest on our past successes. Moving forward, our sights must remain laser-focusedon reaching our vision to: “CATALYZE TRANSFORMATIVE DISCOVERIES, EDUCATION, AND ENGAGEMENTTO ADDRESS AGRICULTURAL CHALLENGES.”With this Plan, we will continue to be committed to identifying and meeting research, education, and extensionpriorities and six national challenge areas:ƭɥ ɥ ƭɥ ɥ ɥ ɥ ƭɥ ƭɥ ɥ ƭɥ ɥ ɥ ƭɥ ɥ ɥFinally, this plan is a living, flexible document. We will regularly revisit and update the plan based on progress andas needed through an active process to meet evolving demands and new and important challenges.SONNY RAMASWAMYDIRECTOR4NATIONAL INSTITUTE OF FOOD AND AGRICULTURE
MISSIONInvest in and advance agricultural research, education,and extension1 to solve societal challenges.VISIONCatalyze transformative discoveries, education, and engagementto address agricultural challenges.CORE VALUESINTEGRITYTRANSFORMATIONENGAGEMENTIMPACTWe value individualand organizationaldiversity andtransparency; wehonor our promisesand follow throughon our commitments;and we promoteethical, inclusive, andunbiased behaviorinternally and withpartners.We are forwardlooking, creativevisionaries andproblem-solvers; weencourage risk-takingthat leads to newideas and innovativesolutions; and weare committed tothe next generationand disseminationof new knowledge.We work withpartners and otherstakeholders toidentify and addressprogrammatic needs,and we work withpartners to implementand improve programs.We are passionateabout promotingrelevant, value-addedprograms and services;we are action-orientedand accountable forexemplary performancein all we do; and weare committed todriving outcomesthat matter to theAmerican people andto the world throughservice.1. The Cooperative Extension System is a nationwide, non-credit educational network. Each U.S. state and territory has a state office at itsland-grant university and a network of local or regional offices. NIFA is the federal partner in the Cooperative Extension System. It providesfederal funding to the system and, through program leadership, helps the system identify and address current issues and problems.STRATEGIC PLAN FY2014 – FY20185
STRATEGIC PLAN FRAMEWORKNIFA took a team approach to identify desired outcomes,goals, and performance measures to track progress over time.This plan takes a holistic approach to strategic planning. Whilewe are a science agency, we recognize that there are severalinterrelated internal activities that must be included in theplanning process in order to support our desired scientificoutcomes. The planning group crafted four major goal areas(see diagram below).Internal data-gathering within NIFA included listening sessionswith all employees and voluntary questionnaires to solicitinput on NIFA’s core values, mission, vision, and strategic goals.Additionally, the strategic planning team gathered feedbackfrom land-grant partners on the four goal areas and organizational identity.This plan also highlights the importance of internal task forcesand work groups to execute the strategic goals and management initiatives. Our plan is outcomes-based, inclusive ofevery unit that makes the agency operational, and has highemployee engagement.The pages that follow highlight the strategic direction for NIFA.Each activity in this strategic plan has explicit linkages with,and support for, the 2014 Farm Bill, the USDA Strategic Planfor FY 2014–2018, and the REE Action Plan.SCIENCEPEOPLERESEARCH,EDUCATION,AND EXTENSIONOBJECTIVESRESOURCEPLANNING ANDWORKFORCEDEVELOPMENTPROCESSDATA SYSTEMS,INFORMATIONTECHNOLOGY, ANDGRANTS MANAGEMENT6In collaboration with the Land-Grant Universities and otherpartners, NIFA supports the future of agriculture and thenation’s well-being through its forward-thinking investmentsin critical science, education, and engagement efforts.NATIONAL INSTITUTE OF FOOD AND AGRICULTURECOMMUNICATIONSPARTNERSHIPENGAGEMENTAND MESSAGING
NIFA STRATEGIC GOALSUSDA GOALREE GOAL1, 2, 3, 4, 51, 2, 3, 4, 5, 6, 71, 31A, 1B, 1CAdvance the development and delivery of science for agricultural, forest,and range systems adapted to climate variability and to mitigate climate impacts.1, 22AOptimize the production of goods and services from working lands whileprotecting the Nation’s natural resource base and environment.1, 2, 32A, 3A, 3BSUB-GOAL 1.4:Contribute to U.S. energy independence and enhance other agricultural systemsthrough the development of regional systems for the sustainable production of optimalbiomass (forests and crops) for the production of bioenergy and value-added bio-basedindustrial products.12BCombat childhood obesity by ensuring the availability of affordable, nutritiousfood and providing individuals and families science-based nutritional guidance.44, 63, 4556, 7USDAMANAGEMENTINITIATIVE—GOAL 1: SCIENCECatalyze exemplary and relevant research, education and extension programsSUB-GOAL 1.1:Advance our Nation’s ability to achieve global food security and fight hunger.SUB-GOAL 1.2:SUB-GOAL 1.3:SUB-GOAL 1.5:SUB-GOAL 1.6:Reduce the incidence of food-borne illness and provide a safer food supply.Ensure the development of human capital, communities, and a diverseworkforce through research, education, extension and engagement programs in food andagricultural sciences to support a sustainable agriculture system.SUB-GOAL 1.7:GOAL 2: PEOPLETransform NIFA into a model agency with a highly motivated workforceEnhance accountability by providing the infrastructure and oversight necessaryto achieve high-performance human capital management and extend human capitalresponsibility and accountability to all levels of the NIFA organization.SUB-GOAL 2.1:Establish a world class workforce through innovative talent management,targeted at attracting, selecting, engaging, developing and retaining talented individualswith the right technical and professional skills needed to meet our mission.SUB-GOAL 2.2:SUB-GOAL 2.3:Build a high-performing, results-oriented performance culture.Cultivate effective leadership practices that permeate the organization,promote continuous learning and innovation, and develop the next generation of foodand agricultural scientists.SUB-GOAL 2.4:IVI, VIIIIVI, IVGOAL 3: PROCESSInstitutionalize streamlined, effective technologies, policies, and processes5—GOAL 4: COMMUNICATIONSAdvance America’s global preeminence in food and agricultural sciences57STRATEGIC PLAN FY2014 – FY20187
STRATEGIC GOAL 1:SCIENCECatalyze exemplary and relevant research, education, and extension programs.DESIRED RESULTSƭɥɥ ##3ɥ/1.%1 ,ɥ%. 2ɥ -"ɥ3 1%#32ɥ.43 (-#"ɥ(-ɥ ɥportfolio plansSTRATEGIES AND MEANSOur general strategies for the administration and managementof science objectives include the following:ƭɥɥ 5#18.-#Ʀɥ(-! 4"(-%ɥ (,(3#"Lj1#2.41!#ɥ -"ɥ2.!( 8ɥdisadvantaged farmers and ranchers and communityand faith-based organizations, has fair and equitableaccess to NIFA programsƭɥɥ .1*(-%ɥ! .2# 8ɥ6(3'ɥ.41ɥ/ 13-#12ɥ -"ɥ23 *#'. "#12ɥto identify priorities;ƭɥɥ # 241 #ɥ#5("#-!#ɥ2'.6(-%ɥ3' 3ɥ ɥ/1.,.3#2ɥscience with a purpose—producing tangible outcomesfrom NIFA investmentsƭɥɥ #2# 1!'Ʀɥ#"4! 3(.-Ʀɥ -"ɥ#73#-2(.-ɥ 1#ɥ5(#6#"ɥ 2ɥthree equal and essential parts of the value propositiontransforming agricultureƭɥɥ -3#%1 3#ɥ ."ɥ -"ɥ %1(!4 341 ɥ2!(#-!#2ɥ6(3'ɥ'4, -ɥsciences (e.g., economics, sociology and psychology)ƭɥɥ 31#-%3'#-#"ɥ1# 3(.-2'(/2ɥ6(3'ɥ.41ɥ -"Lj%1 -3ɥpartners and stakeholders in setting our research,education, and extension program agendaƭɥɥ 4( "ɥ4/.-ɥ.43!.,#2ɥ -"ɥ !!.,/ (2',#-32ɥ. ɥ.41ɥland-grant partners and other grantees to expandknowledge and to inspire a new generation ofscientists and educatorsƭɥɥ 1# 3(-%ɥ ɥ ɥ/1.%1 ,ɥ,."# ɥ3' 3ɥ, /2ɥ -"ɥ(-3#%1 3#2ɥ3'#ɥportfolio streams with societal challenges and aligns with FarmBill priorities, the USDA strategic plan, and the REE action plan;ƭɥɥ #5# ./(-%ɥ -"ɥ(,/ #,#-3(-%ɥ ɥ31 -2 .1, 3(5#ɥ //1. !'ɥ -"ɥannual process to identify cross-cutting strategic deliverables;ƭɥɥ .-3(-4 8ɥ1#Ɗ-(-%ɥ,#31(!2ɥ .1ɥ ɥ. ɥ3'#ɥ, ).1ɥ/.13 . (.2Ʃɥƭɥɥ 3 .%4(-%ɥ -"ɥ/1(.1(3(9(-%ɥ!1(3(! ɥ(- 1 2314!341#ɥ-##"2ɥat land grant and non-land-grant university partners;ƭɥɥ #5# ./(-%ɥ ɥ!.,/# (-%ɥ 42(-#22ɥ! 2#ɥ 2ɥ/ 13ɥ. ɥ3'#ɥannual budget process to demonstrate NIFA’s value tothe nation’s challenges.KEY DELIVERABLESƭɥɥ -3#%1 3#"ɥ ɥ/1.%1 ,ɥ,."# ɥ!.,,4-(! 3#"ɥ 1. " 8ɥto internal and external stakeholdersƭɥɥ --4 ɥ2!(#-!#ɥ/1(.1(38Lj2#33(-%ɥ/1.!#22ɥ#23 (2'#"ɥto identify FY15 program strategic deliverablesƭɥɥ 1(.1(38ɥ/1.%1 ,ɥ%. 2ɥ"# (5#1#"NIFA PORTFOLIOSNIFA’s science objectives aredeveloped, delivered and evaluatedthrough portfolios of science, education,and extension programs, which aremanaged by teams of National ProgramLeaders (NPLs). The process is administered under NIFA’s Planning, Accountability and Reporting Office (Figure 2).Each portfolio team develops prioritiesand performance measures that alignwith NIFA, REE, and USDA strategicobjectives.Portfolios are managed through aUSDA-approved science planningand evaluation cycle consistingof the following:8ƭɥɥSTAKEHOLDER INPUT: Collecting andanalyzing information from stakeholdersregarding food and agricultural sciences.Stakeholder input informs the development of science priorities, objectives,and performance measures;ƭɥɥP ORTFOLIO PLANNING: Development ofscience priorities and performance measures aligned with institutional capacity;ƭɥIMPLEMENTATION: Data collection andmonitoring of portfolio performancein meeting objectives;ƭɥɥA SSESSMENT: Assess achievementin meeting objectives based onperformance indicators and evaluationsby review panels; andNATIONAL INSTITUTE OF FOOD AND AGRICULTUREƭɥɥCOMMUNICATION OF RESULTS:Publicizing and using externallyassessed portfolio results andrecommendations.NIFA’s breadth of programs ismanaged by national program leadersin partnership with land-grantuniversities and other stakeholders.Societal challenges are the overarchingelements that drive our agency’s performance. The portfolios are the underpinning designed to address these challenges. The strategic plan links the activitiesof the portfolio teams and NIFA internalwork groups to societal challenges.
FIGURE 2NIFA investments in research, education, and extension are currently organizedwithin ten portfolios and contribute to Goal One Sub-goals:SUSTAINABLE AGRICULTURAL SYSTEMS:Addresses human interaction between science, technology, and agriculture.Integrates the biological, physical, and environmental and socioeconomic factors essentialto successful production enterprises and viable rural communities.BIOENERGY:Supports advances in crop development, coordinated logistics, near-term commercializationin conversion technologies and products, modeling the improvement of maintainingenvironmental services, and evaluating social prosperity for rural communities.CLIMATE CHANGE:Supports transformational discovery, learning and outreach programs that advancethe development and delivery of agricultural science and optimizes sustainable management,production, utilization and consumption of goods and services from working lands undera variable and changing climate.EDUCATION AND MULTICULTURAL SYSTEMS:Provides leadership and administrative guidance to education grant and formula programsthat serve secondary and postsecondary institutions that invest in students and institutionswhich promote national and global well-being in the food and agriculture science systems.ENVIRONMENTAL SYSTEMS:Supports scientific research, education and extension that involves air, water, soil,natural resources, and biodiversity in order to advance the sustainability of agricultural,forest, and range production systems.FAMILY AND CONSUMER SCIENCES:Supports the human and social dimensions of food and agricultural sciences.FOOD SAFETY:Ensures a safe and high quality food supply through funding of research, education,and extension activities and efforts by partners and stakeholders; sets national priorities;and provides guidance, management and oversight of these activitiesHUMAN NUTRITION:Develops the research base for guidance on diet and physical activity and developsand implements effective educational and environmental strategies to improve the Nation’shealth by providing leadership for strong research, education and extension.INTERNATIONAL PROGRAMS:Assists in strengthening the international dimension of NIFA and its U.S. university partnersin order to help USDA achieve its food security objectives.YOUTH DEVELOPMENT:Advances research-based youth development and 4-H through the science of engagement,learning and change to create a better future for our nation and the world.STRATEGIC PLAN FY2014 – FY20189
SUB-GG O ALS A ND P ERR FORR MANCC E MEAA SUREESSUB-GOAL 1.1:Advance our nation’s ability to fight hunger and ensure global food security.BASELINE2014TARGET2018201120122013MEASURE 1.1.1: Number of farmers and ranchers that gainedan economic, environmental or quality-of-life benefit froma change in practice learned by participating in a SustainableAgriculture Research and Education (SARE) project.15,50016,76012,80013,90514,775Number of documented databases for datastorage and analyses to enable higher throughput of variousplant and animal “omics” data (e.g., genomics, epigenomics)3333303233Number of NIFA-funded conferences targetingfood security that enable shared learning and that identifycritical areas for further ISHED———Number of comprehensive global feed informationsystems and enabling modeling technologies that facilitatehigh-priority research in food and animal production systemsto enhance food security.01———Number of breakthrough successes on significantor emerging pests and diseases that affect plant and animalproduction systems (e.g., Johne’s citrus greening, colony collapse,ticks, brown marmorated stink URE 1.1.7: Number of NIFA Requests for Applications thatinclude a social science dimension to the research and incorporateappropriate economic and social science measures of the socialbenefits and costs associated with the scientific discovery.68———Number of new farmers and ranchersparticipating in education projects funded by the BeginningFarmer and Rancher Development 00(ESTIMATED)BEINGESTABLISHEDMEASURE 1.1.9:Number of participants with knowledge orbehavior change related to how consumer choice drives marketeconomies, and how consumer policy, advertising, and othermarket factors influence consumer mber of participants with knowledge orbehavior change related to factors affecting the decision makingprocess, such as availability of resources, life events, livingpatterns, values, goals, interests, and attitudes of families, andexternal forces such as public issues, policies, and MEASUREMEASURE 1.1.2:MEASURE 1.1.3:Number of peer-reviewed journal articles,lay publications, patents, and educational activities resultingfrom NIFA investments that increase our understandingof biological processes (e.g., photosynthesis and nutrient useefficiency), pathogenesis of infectious disease, developmentof diagnostic techniques and surveillance—all of which underlieagricultural productivity and food security.MEASURE 1.1.4:MEASURE 1.1.5:MEASURE 1.1.6:MEASURE 1.1.8:MEASURE 1.1.10:10NATIONAL INSTITUTE OF FOOD AND AGRICULTURE
SUB-GOAL 1.2:Advance the development and delivery of science for agricultural, forest, and range systems adapted to climatevariability and to mitigate climate impacts.BASELINE2014TARGET2018201120122013MEASURE 1.2.1:300400200200300MEASURE 1.2.2: Number of NIFA-funded projects focusedon adaptation of US agriculture to climate variability as a resultof NIFA investments.30040020020030010128810MEASURENumber of NIFA-funded projects focusedon greenhouse gas sequestration by U.S. agriculture as a resultof NIFA investments.MEASURE 1.2.3: Number of new crop varieties and animal breedscommercially available with climate adaptive traits as a resultof NIFA investments.SUB-GOAL 1.3:Optimize the production of goods and services from working lands while protecting the nation’s natural resourcebase and URE 1.3.1:Percentage of farmers in rural areas reachedby Cooperative Extension to conserve, protect, and/or managetheir water resources.14%15%13%13%14%Percentage of participants attending land grantled activities with knowledge on choices to access and allocateresources for the production of agriculture commodities,services and LISHED———MEASUREMEASURE 1.3.2:MEASURE 1.3.3: Number of participants with knowledgeor behavior change related to economic choices farmers andranchers make to access and allocate resources for theproduction of commodities, services and products.SUB-GOAL 1.4:Contribute to U.S. energy independence and enhance other agricultural systems through the developmentof regional systems for the sustainable production of optimal biomass (forests and crops) for the productionof bioenergy and value-added bio-based industr
dialogue to further strengthen research, education, and extension related to agriculture, communities, and society. This plan focuses on four major goals that are in strict alignment with the 2014 Farm Bill; the USDA Strategic Plan (FY2014-2018); and the Research, Education, and Economics (REE) Action Plan. These goals are:
response from NIFA or which the Directors of NIFA deem worthy of a public response. To assist in those tasks, the Firm(s) may be required to: 1. Plan, coordinate, implement and administer media communications and public relations services on behalf of NIFA. 2. Serve as a non-exclusive, full service public relations agency. 3.
The NIFA legislation was supported by a home rule message recommended by the Nassau County Executive and approved by a unanimous vote of the County Legislature. It was enacted with broad bipartisan support in the New York State Senate and Assembly. NIFA came into existence on June 23, 2000 and the first meeting of its Directors took place
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National Institute of Food and Agriculture: 2014 Annual Report A message from Sonny Ramaswamy, Director, on the 2014 Report I am pleased to introduce our 2014 NIFA Annual Report. This report provides a broad look at NIFA’s science portfolios and initiatives, and describes how this agency is advancing agricultural science to solve
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advances in clinical cancer research, and identifies those that will have the greatest impact on patient care. This report, Clinical Cancer Advances 2008: Major Research Advances in Cancer Treatment, Screening, and Prevention, highlights 31 of the most significant advances over the past
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