USDA OES 2-Year Strategic Plan | THE RESET

OFFICE OF THE Executive Secretariat

2-YEAR

STRATEGIC PLAN

“THE RESET”

4 ... Message from Secretary Thomas J. Vilsak

6 ... Message from the Administrator

8 ... About the US Department of Agriculture

10 ... OES’ FY23 Accomplishments

12 ... OES’ Performance-Driven Teams

14 ... OES’ Mission

16 ... OES’ Vision: Proud and Committed

20 ... Cross Matrix: OES’ Core Principles and Goals

22 ... Strategies and Timeline Overview

24 ... OES’ Employee Interviews

28 ... GOAL 1: Normalize Performance-Driven Teams

28 ... Objective

28 ... Key Observations

29 ... Strategies and Outcomes

32 ... Goal 1 Roadmap

36 ... GOAL 2: Cultivate an Inclusive Environment

36 ... Objective

36 ... Key Observations

37 ... Strategies and Outcomes

39 ... Goal 2 Roadmap

42

42 ... Objective

42

43

45

48 ... GOAL 4: Manage OES’ Community of Practice

48 ... Objective

48 ... Key Observations

49 ... Strategies and Outcomes

50 ... Goal 4 Roadmap

52 ... GOAL 5: Manage Changes in Technology

53 ... Objective

53 ... Key Observations

53 ... Strategies and Outcomes

55 ... Goal 5 Roadmap

58 ... Office of the Executive Secretariat Roadmap

62 ... APPENDICES

64 ... Appendix A: How to Enhance the OES’ General Knowledge Using MS Teams

65 ... Appendix B: AGLearn Speaker Series, Books, and Course Examples

68 ... Appendix C: About OES’ Community of Practice

70 ... Appendix D: USDA Office of the Executive Secretariat (OES) Employee Engagement Committee (EEC) Charter

72 ... Appendix E: USDA Office of the Executive Secretariat (OES) Employee Engagement Committee (EEC) Pulse Survey Example Questions

74 ... Appendix F: Acronyms

74 ... Appendix G: Definitions

USDA’s 6 Strategic Goals

Together we will work to ensure that “The People’s Department” is effective, efficient, transparent, and customer-friendly as it delivers transformational investments and works to achieve six strategic goals:

Message from Secretary Thomas J. Vilsak

At the U.S. Department of Agriculture (USDA), we are recommitting ourselves to the values of diversity, equity, inclusion, accessibility, and equal opportunity for each other and those we serve. As Secretary, I am committed to working with leaders at all levels across the Department to intentionally build and advance a culture of belonging and excellence across USDA. It is USDA’s mission to actively advance racial justice and equity for one another by rooting out systemic discrimination and inequities and strengthening civil rights programs while building trust within and outside the Department. This commitment is reflected in USDA’s Strategic Plan 2022-2026, USDA’s Equity Action Plan, and the USDA’s Diversity, Equity, Inclusion and Access Strategic Plan for Fiscal Year 2022-2026.

As a Department, our core values of respect and dignity, equity and inclusion, trust and integrity, service and results, and science leadership serve as guiding principles, defining appropriate behaviors and expectations for all employees, and directing decision making throughout all levels of the organization.

GOAL 1: Investments in climate-smart agriculture, forestry, and renewable energy will reduce emissions and create new and better market opportunities for all producers.

GOAL 2: Historically underserved communities will have improved access to USDA programs and opportunities as the Department roots out generations of systemic racism and discrimination.

No employee, former employee, or applicant for employment at the Department will be denied equal opportunity because of race, color, sex, national origin, religion, age, disability, pregnancy, sexual orientation, gender identity, genetic information, retaliation, or any other non-merit-based factor. This not only is the law; it is an essential component of the Department’s mission and our responsibility to the public we serve.

All employees have the freedom to compete on a fair and level playing field with equal opportunity for available employment, advancement opportunities, and compensation. Equal employment opportunity covers all personnel/employment programs, management practices, and decisions, including recruitment, hiring, merit promotion, transfer, reassignments, training and career development, benefits, and separation. These civil rights principles are more than employees’ rights by law-they are core values at USDA.

USDA strives to become a leader in equal employment opportunity (EEO) and a model employer. All USDA applicants and employees have the right not only to be free from harassment and discrimination but also to raise an allegation of harassment or discrimination and not fear reprisal. Any form of workplace harassment or reprisal against anyone who engages in protected activity will not be tolerated. USDA’s recently issued

Anti-Harassment Program Departmental Regulation 4200-003, reenforces that Agencies are required to respond to, address, and correct any harassing conduct before it becomes severe or pervasive, and USDA will continue to process complaints of harassment, discrimination, and reprisal and provide robust EEO training to all employees.

Employees and managers will be held accountable for doing their part to ensure all USDA applicants, customers, constituents, and stakeholders are provided equal access to all opportunities, programs, and services available through the USDA. Accordingly, all senior leaders, managers, and supervisors must act in a manner that is deserving of the public’s trust and with the utmost integrity in everything we do as public servants, leading always by example, treating everyone with dignity and respect, and promoting an ethical, equitable, and inclusive culture. All employees must comply with EEO principles as we perform the Department’s mission.

Sincerely,

Thomas J. Vilnak Secretary, U.S. Department of Agriculture

GOAL 3: New tools, funding, and research will help a diverse array of producers and landowners adopt conservation practices and access new products and markets.

GOAL 4: All Americans will benefit from investments that provide consistent access to safe, healthy, affordable food essential to optimal health and well-being and address food and nutrition security.

GOAL 5: Rural and tribal communities will benefit from historic investments in broadband, clean water, and clean and renewable energy infrastructure that will foster new job and market opportunities .

GOAL 6: The USDA workforce will be strong, healthy, and inclusive, comprised of leaders and staff who work together to build a culture that welcomes, respects, and supports everyone to reach their highest potential.

Message from the Administrator

Dear Readers,

The USDA, Office of the Executive Secretariat (OES) is delighted to present the OES Two-year Strategic Plan. This plan serves as a roadmap for achieving goals and objectives while fostering strong relationships within teams and the broader community of practice.

Supported by Unified Strategic Resources, LLC (Unified), the entire OES organization played an invaluable role in developing this strategic plan. Through a series of interviews, workshops, and employee engagement activities, OES staff provided essential insights and support, ensuring that the OES strategies are aligned with the U.S. Department of Agriculture’s (USDA) strategic goals and mission to serve all Americans by providing effective, innovative, science-based

OES’ Five (5) Strategic Goals

Together we will work to ensure that “The People’s Department” is effective, efficient, transparent, and customer-friendly as it delivers transformational investments and works to achieve OES’ five (5) strategic goals:

public policy leadership in agriculture, food and nutrition, natural resource protection and management, rural development, and related issues with a commitment to deliver equitable and climate-smart opportunities that inspire and help America thrive.

At the heart of the strategic plan is a commitment to enhancing all processes, particularly in policy and procedure writing. The upcoming launch of AgWrite is a perfect example of the dedication to leveraging technology for improved efficiency and effectiveness. As leaders in document management, we recognize the importance of technological advancements in meeting the evolving needs of the OES workforce and enabling seamless collaboration across roles and locations.

Furthermore, the strategic plan emphasizes the importance of building connections and fostering a sense of belonging within OES and the broader USDA community. Employee input from OES was instrumental in shaping initiatives related to teambuilding, performance management, and recognition and, ensuring that strategies are both inclusive and impactful.

In closing, we are reminded of the words of James Cash Penney, who aptly said, “The best teamwork comes from men [and women] who are working independently toward one goal in unison.” With the strategic plan as the guide, OES is confident that all staff will continue to work together harmoniously towards a shared vision of success.

Yours in service,

Marcia Moore Director Office of the Executive Secretariat

Russellie Bongolan Chief of Staff to the Deputy Secretary

GOAL 1:

Normalize Performance-Driven Teams

GOAL 2: Cultivate an Inclusive Environment

GOAL 3: Promote Learning and Professional Development

GOAL 4: Manage OES’ Community of Practice

GOAL 5: Manage Changes in Technology

About the U.S. Department of Agriculture

President Abraham Lincoln signed legislation to establish the United States Department of Agriculture (USDA or the Department) on May 15, 1862. Two and a half years later in his final message to Congress, Lincoln called USDA “The People’s Department.” At that time, about half of all Americans lived on farms, compared with about two percent today. But through our work on food, agriculture, economic development, science, and natural resource conservation, USDA continues to fulfill Lincoln’s vision—serving millions of Americans every day. The agriculture and food industry contributes $1.1 trillion to the U.S. domestic product and represents nearly 11% of total U.S. employment.

USDA serves all Americans by providing effective, innovative, science-based public

“The President’s budget provides USDA with the tools needed to serve all Americans by providing effective, innovative science-based public policy leadership at home and around the world. It contains critical investments that will help rural communities provide the fuel, food, and fiber upon which our nation depends and will drive solutions that will lead to more market opportunities for producers,” said Agriculture Secretary Tom Vilsack. “USDA will continue to invest in equitable systems and programming,

policy leadership in agriculture, food and nutrition, natural resource protection and management, rural development, and related issues with a commitment to deliver equitable and climate-smart opportunities that inspire and help America thrive.

OES supports each Secretary of Agriculture’s priorities and strategic plan by facilitating the development and finalization of documents approved by the Secretary or Deputy Secretary. This includes ensuring that all Secretarial documents have been appropriately cleared or reviewed, that documents are accessible in accordance with Section 508, that documents are written in clear and plain language, and that documents are properly archived in accordance with the National Archives and Records Administration’s standards. While OES directly manages records for the Secretary and Deputy Secretary, OES also influences the management of similar documents produced by other USDA offices by establishing and maintaining USDA-wide guidance and the content management system (CMS) for all those documents.

increase landscape resiliency and help rural communities build resistance to the impacts of climate change, create more and better markets for our hardworking producers, bolster access to healthy and affordable nutrition for families, and connect all Americans to economic prosperity. This budget is a clear message of what President Biden values and demonstrates the Administration’s commitment to the success of Rural Americans and their communities.”

“Through

our work on food,

agriculture, economic development, science, and natural resource conservation, USDA continues to fulfill Lincoln’s vision—serving millions of Americans every day. The agriculture and food industry contributes $1.1 trillion to the U.S. domestic product and represents nearly 11% of total U.S. employment.”

OES’s FY23 Accomplishments

Optimized Communication Channels and Processes

Fiscal year 2023 was very productive. OES processed over 6,000 records and tracked over 250,000 public campaign letters in FY23, benefitting Secretary Vilsack in his Constitutional role as the principal decision-making officer of an executive department to support the policy and legislative agenda of the Biden-Harris administration. OES reduced errors, saved time, and used communication networks to optimize processes that resulted in a 15 percent increase in processing speed over the prior year.

Advanced Diversity, Equity, and Accessibility Initiatives

OES supported the Tribal Treaty Rights Memorandum of Understanding Best Practices and Flowchart guidance documents; the White House Memorandum of Agreement for All Inside Implementation; the USDA FY 2023 Historically Black Colleges and Universities (HBCU) Action Plan; the FY 2023 White House Initiative on Advancing Educational Equity, Excellence, and Economic Opportunity through HBCUs; the White House Alternatives and Reentry Committee Strategic Plan; and the Establishment of the Hydrogen Interagency Task Force. Additionally, OES coordinated the Memorandum of Understanding with the American Indian Higher Education Consortium; letters to Governors regarding distribution of infant formula, the Women, Infant, and Children Program, and the Universal School Meals program.

Improved Risk Prediction Methods and Congressional Response Times

OES’ improved data-driven communication efforts help to identify strengths and weaknesses among different organizations and predict when risks may interfere with our ability to respond to Congressional constituents in a timely manner. As a result, USDA exceeded the 80 percent of records less-than-30days-old benchmark twice in FY 2023: March and April.

Increased Seminar Engagement and Established Plain Writing Forum

Other significant accomplishments for OES’ community of practice in FY 2023 include improved seminars and new seminar topics such as reorganizations, plain language writing, and an introduction to Government writing. Over three hundred USDA employees attended OES seminars in FY 2023. The OES established the Plain Language Forum and personally trained over 200 USDA employees on writing-related topics.

Recognized for Superior Service to the Secretary

The OES sponsored vendor-led training on the U.S. Government Publishing Office Style Guide, Word,

Excel, and PowerPoint. Several agency employees were recognized for superior service to the Secretary. At least two agencies will submit their nominations for the FY 2023 Honor Awards, which is a first for our line of work. The OES team implemented a process improvement called “Stoplight Meeting” for a quick touch base on the status of priority records across the agencies. The OES established performance-driven sub-teams and team leaders, plus team building and coaching for the OES employees. The OES became the USDA representative in compliance with the Access to Congressionally Mandated Reports Act requires filing the reports with the Government Printing Office. The OES provided reports to USDA’s leaders in the Diversity, Equity, Inclusion, and Accessibility Community to allow them to provide ad hoc clearances on documents.

Streamlined Content Management with AgWrite

As part of AgWrite’s development, OES completed the System of Records Notice and prepared for the data migration from the legacy system. Over 300 prospective users were given monthly updates on AgWrite through the project, newsletters, and opportunities to ask questions or comment on system features or general topics.

OES’ Mission

OES’ mission is to expertly manage correspondence and documented decisions for the Secretary and Deputy Secretary across all USDA offices. OES maintains permanent records for the Office of the Secretary and ensures compliance with Federal Records Act, 36 C.F.R. and National Archives and Records Administration regulations. The Federal Records Act establishes the statutory requirement for the management of records created by the Secretary and the entire Department of Agriculture.

OES receives and analyzes all documents addressed to or otherwise pending approval of the Secretary and Deputy Secretary. OES works with USDA agencies to ensure prompt delivery of reports and other documents requested or legislatively mandated by Congress or the

White House and provides editorial assistance as necessary to ensure optimal quality. OES is highly visible to USDA’s external customers, including Congress; industry and special interest groups; the general public; and Federal, state, local, and Tribal Governments. OES is the USDA point of contact for all other Government secretariats.

OES stands firm as a leader in the management of information that gets processed into data. OES supports the efforts of program managers to use that data, giving it context and meaning. OES is the center for excellence for the community of USDA professionals who write, review, approve, track, and other roles to process Government documents such as shown in Table 1.

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Sample OES Workflows

Background on the Associated Government Document Types

Written responses to inquiries from Congress and legislative reports to Congress.

OES59S Congressional Reports and Other Secretarially-signed Documents

OES20S, OES21S, OES26S, OES30

OES85S and 86 Responses to Reports from the Government Accountability Office (GAO)

OES72S Reorganizations

OES68 Certificates

Can include other Government documents such as memorandums of agreement between USDA and any external entity.

Written responses to correspondence from the public, tribal organizations, industry, and nonGovernment organizations, foreign, Federal, state, local, and tribal governments to assist them with understanding or obtaining information about USDA programs.

As GAO provides Congress, the heads of executive agencies, and the public with timely, fact-based, nonpartisan reports about ways to improve USDA and save taxpayers dollars, OES facilitates the process for USDA to provide written responses to the reports.

OES facilitates the process for staff offices, agencies, and Mission Areas to obtain approvals from the Secretary to seek permission to restructure their employees and functions.

Proclamations from the Secretary or the President to designate periods of special recognition.

Certificates of Appreciation, Scout Certificates, Retirement Certificates.

TABLE 1.

Sample OES workflows and background on their associated Government document types performed on behalf of the Secretary and Deputy Secretary.

OES50S General Congressional Correspondence, OES50 Congressional Oversight Correspondence, OES56 Congressional Constituent Correspondence

OES84 Proclamations

OES’ Vision: Proud and Committed

At the heart of this strategic plan is a clear articulation of OES’ mission to expertly manage correspondence and documented decisions for the Secretary and Deputy Secretary across all USDA offices. The strategic plan is a vital communication tool, transparently conveying OES’ mission, vision, and strategic priorities to stakeholders, partners, and the public. It encourages collaboration and engagement, recognizing that collective action is often required to address complex challenges.

Yet, the vision focuses on the people who make the mission happen—the people are the foundation. OES has an unwavering commitment to its core responsibilities and the service to Americans, but its strength lies in its engagement with a diverse set of internal and external stakeholders to ensure

that the strategic plan reflects the needs and aspirations of those USDA serves. The strategic plan fosters alignment across OES, ensuring that all teams work cohesively toward shared objectives.

The strategic plan is not static; it’s a living document that encourages adaptability. It allows OES to adjust its strategies in response to changing circumstances, emerging priorities, and evolving challenges, ensuring our continued relevance and effectiveness.

OFFICE OF THE Executive Secretariat

OES is proud to be a versatile, agile, creative, and dynamic organization dedicated to efficiently serving our stakeholders and customers.

OES is committed to providing an inclusive and supportive culture that embraces innovation, collaboration, and encourages the growth of our diverse and multi-talented workforce.

OES’ Core Principles

AND SUPERVISORS’ COMMITMENTS

The core principles that formed the development of OES’ strategic goals, strategic objectives, and implementation strategies are described in this Strategic Plan. Each goal-implementing strategy aligns with one or more principles and connects to other strategies to ensure a comprehensive approach to improving outcomes and experiences throughout an OES employee’s experience.

Table 2 shows which of the core principles and supervisor commitments most appear within each strategic goal.

1Results-oriented Candor, and Transparency

OES team members are encouraged to speak up when they have ideas about what should change. OES leaders consistently discuss progress, results, and opportunities to get better. OES team members share information with one another. OES supervisors collaborate with the Employee Engagement Committee to identify and enhance employee skills to pinpoint skill gaps and devise strategies to elevate employee competencies.

2Positive Ownership and Accountability for Results

Anyone in OES can identify and explain what they are accountable for. OES knows how its work connects to USDA mission priorities. OES finds ways to improve and advance its delivery methods. OES leaders take responsibility for achieving performance outcomes. OES supervisors, where possible and appropriate, align individual development plans to an employee’s career aspirations. OES supervisors consider talent management and succession planning when developing individual development plans. Supervisors provide constructive feedback and assess an employee’s job performance through a continuous process of gathering, researching, analyzing, and documenting information about their contributions.

3Stakeholder and Cutomer-Oriented

OES team members can receive and easily find information about their stakeholders and customers.

OES collect and pay attention to customer satisfaction data.

OES designs its processes to suit various stakeholders and customer groups. Multiple customer and stakeholder perspectives are included in OES decision-making processes. OES leaders talk about the value of customer and stakeholder needs.

OES sees its stakeholders as partners. OES develops reviews, plans, and reports in coordination with multiple internal and external stakeholders.

4Diverse and Collaborative Teams

OES includes a variety of people from multiple professions, offices, and backgrounds in our decisionmaking. OES’ teams encourage and respect divergent viewpoints and engage in healthy debate. All teams have shared goals and share fully in successes and failures. OES actively builds relationships with new partners and continually invests in relationships with partners. OES has a clear understanding of its community of practice. When identifying specific skill gaps and developmental needs for an employee during the performance feedback and appraisal process, supervisors integrate targeted training and professional development into their staff’s individual development plans, including opportunities for crosstraining.

5OES Values its Team Members

OES ensures access to educational opportunities, training, and jobs worthy of each team member’s skills and service. OES ensures diversity, equity, and inclusiveness are fundamental to everything it does. OES welcomes all employees, including women, employees of color and lesbian, gay, bisexual, transgender, queer, and other identities. OES ensures every person feels safe, and free of harassment and discrimination. OES supervisors provide nonmonetary recognition for employees who complete approved training activities that are above and beyond the expectations of their current position.

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OES’ five (5) strategic goals are aligned with the mission and have the key outcomes OES aims to achieve. These goals are SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) to provide a concrete framework for OES’ actions.

TABLE 2

Cross matrix of OES’ core principles and supervisor’s commitments with the five (5) strategic goals.

“At the heart of the strategic plan is a commitment to enhancing all processes, particularly in policy and procedure writing. As leaders in document management, we recognize the importance of technological advancements in meeting the evolving needs of the OES workforce and enabling seamless collaboration across roles and locations.”

Marcia Moore OES Director

Strategies & Timeline Overview

A breakdown of the leaders, measures, and timeline for the strategies under each goal.

OFFICE OF THE Executive Secretariat

OES Employee Interviews

As part of the strategic planning process, a series of employee interviews and team building exercises (a total of 17 interviews and 5 team building sessions) were conducted to gather valuable insights and perspectives from the individuals directly engaged in the day-to-day operations at the Office of the Executive Secretariat.

The purpose of these interviews was to capture a comprehensive understanding of current strengths, challenges, opportunities, and organizational dynamics, with the aim of informing the development of a robust and inclusive strategic plan. The key observations from the interviews are outlined within each of the following strategic goals.

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STRATEGIC GOAL 1

Normalize PerformanceDriven Teams

Normalize newly established performancedriven teams within OES.

OBJECTIVE

OES leadership will determine whether problems that were meant to be addressed by developing performance-driven teams are resolved, with mitigation efforts taken if necessary.

This goal also ensures OES leadership knows their people, understands their needs, and how new initiatives, policies, and procedures impact their work. OES delivers information to employees the way the employee wants to receive it, therefore employees understand policies, procedures, and performance requirements.

KEY OBSERVATIONS

Many government entities struggle and fail to succeed in normalizing performance-driven teams that are efficient, effective, and pleasant places for their staff to work. OES has made and continues to make considerable strategic efforts toward normalizing performance-driven teams, including an office (staff and leadership) reorganization; improving office communications, by applying change management principles and adopting plain language programs; streamlining work processes; and enhancing employee engagement interactions. For example, improved communication results in better compliance among federal agencies’ interaction with OES. Presently, OES manages twice as many Congressional constituent correspondence than it did in 2021 due to better communication and compliance.

During OES strategic planning staff interviews, it was noted that each employee is responsible for the overall office’s success. In glaring contrast, low-performance teams struggle with their work processes, operate in very restrictive emotional spaces, create a lack of mutual support and enthusiasm, often in an atmosphere charged with distrust and cynicism. In addition, an interviewee noted that the recent OES reorganization effectively solved 85% of the issues and eliminated office confusion. These strategic efforts ensure that OES continues its path to normalize performance-driven teams consisting of individuals with a common purpose, different skill sets, and perspectives, and elevated levels of collaboration and innovation to produce superior results in support of the overall USDA and the American public.

Strategies & Outcomes

OES will achieve this objective through the following implementation strategies:

1Improve use of the OES Teams site, e-mail, internal chat forums, and Teams calls. Encourage feedback and dialogue about AgWrite procedures (beyond the normal ticketing systems to address user issues) that cross-reference other procedures. Use Microsoft Teams to ensure comprehensive collaboration and alignment across projects and teams.

• Clear team communication about processes.

• Opportunities for open team dialogue about processes.

• Teams work in an environment that avoids miscommunication and remove obstacles.

• OES finds ways to improve and advance its delivery methods.

• OES team members are encouraged to speak up when they have ideas about what should change.

• OES leaders consistently discuss progress, results, and opportunities to get better.

• OES team members share information with one another.

• OES team members can receive and easily

find information about their stakeholders and customers.

• OES team members encourage and respect divergent viewpoints and engage in healthy debate.

• OES has a clear understanding of its community of practice. When identifying specific skill gaps and developmental needs for an employee during the performance feedback and appraisal process, supervisors integrate targeted training and professional development into their staff’s individual development plans, including opportunities for cross-training.

• OES actively builds relationships with new partners and continually invests in relationships with partners.

• OES ensures every person feels safe, and free of harassment and discrimination.

2

STRATEGIC GOAL 1

Normalize PerformanceDriven Teams

Normalize newly established performancedriven teams within OES.

Continue to develop communications to aid employees’ understanding of effective reporting and benchmarking. Continue to develop and institute performance improvement metrics for teams. Continue to distinguish between team-based performance measures and individual performance.

• A performance-driven team knows that success depends on everyone working together.

• Leadership provides the framework and tools necessary for the performance-driven teams to be successful.

• Teams work in an environment that avoids miscommunication and removes obstacles.

• OES team members collect and pay attention to customer satisfaction data.

• Multiple customer and stakeholder perspectives are included in OES’ decision-making processes.

• OES leaders talk about the value of customer and stakeholder needs. OES sees its stakeholders as partners.

• OES develops reviews, plans, and reports in coordination with multiple internal and external stakeholders.

• OES leaders take responsibility for achieving performance outcomes.

Strategies & Outcomes |

CONTINUED

3

Collaboratively update and complete the formal approval of OES’ Departmental regulations, Manual, and Guidebooks across all teams and leadership.

• Teams work in an environment that aims to prevent miscommunication and eliminate obstacles.

• OES designs its processes to suit various stakeholders and customer groups.

• OES includes a variety of people from multiple professions, offices, and backgrounds in our decision-making process.

4 Determine growth opportunities for individual employees that provides encouragement for top performance and mutual benefit to OES.

• Well-defined roles for performance-driven team members, team leaders, supervisors, and leaders.

• Every member of OES’ staff can identify and explain their individual responsibilities and accountabilities.

• Every member of OES’ staff knows how their work connects to the USDA mission priorities.

• Each member of OES’ leadership team holds themselves accountable for achieving their performance outcomes.

• OES supervisors recognize and align an employee’s professional development plan with their career aspirations, whenever possible.

• OES supervisors consider talent management and succession planning when developing individual development plans.

• Supervisors provide constructive feedback and assess an employee’s job performance through a continuous process of gathering, researching, analyzing, and documenting information about their contributions.

• OES supervisors collaborate with the Employee Engagement Committee to identify and enhance employee skills to pinpoint skill gaps and devise strategies to elevate employee competencies.

• All teams have shared goals and share fully in successes and failures.

• OES supervisors provide non-monetary recognition for employees who complete approved training activities that are above and beyond the expectations of their current position.

5 Continue succession planning as attrition occurs to introduce entry-level data support specialists to feed into vacant analyst positions. Address staffing demand for technical skills in information management, use of a CMS, formatting documents and other skills that influence the changing demands on the OES workforce.

• Leadership provides the framework and tools necessary for the performance-driven teams to be successful.

STRATEGIC GOAL 1

ROADMAP

Normalize PerformanceDriven Teams

The two-year roadmap outlines the path OES will take to support normalizing the newly established performance-driven teams within the office.

Goal 1 ...

Strategy 1:

Improve use of the OES Teams site, e-mail, internal chat forums, and Teams calls. Encourage feedback and dialogue about AgWrite procedures (beyond the normal ticketing systems to address user issues) that cross-reference other procedures. Use Microsoft Teams to ensure

comprehensive collaboration and alignment across projects and teams (See Goal 3, Strategy 1).

Leads:

Deputy Director, Team Leader - TBA

Pending Project Lead – TBA

Measure:

Use avenues for employee

feedback such as the OES Employee Engagement Committee, the Task Force on Modernization, and AgWrite surveys.

Achievable: Yes

Relevant: Yes

Time-Bound:

TBA with assigned Project Lead, through April 2025

1. Guide users on creating and organizing tasks, setting deadlines, and assigning priorities.

2. Highlight collaboration features such as shared calendars, group emails, and document sharing.

3. Promote training on using Teams’ robust meeting and event management features, including scheduling, meeting recording, live captions, and integration with Microsoft Outlook calendars, to conduct virtual meetings and webinars.

(Training tools are available within the Teams platform, see Appendix A: How to Enhance the OES’ General Knowledge using MS Teams )

Goal 1 ... Strategy 2: Continue to develop communications to aid employees’ understanding of effective reporting and benchmarking. Continue to develop and institute performance improvement metrics for teams. Continue to distinguish between teambased performance measures and individual performance (See Goal 3, Strategy 1).

Leads:

Deputy Director and Team Leaders

Measure: Use avenues for employee feedback within the OES Employee Engagement Committee.

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 – September 2024

1. Follow up on team leader reports and review the ability of the teams and individual team-members to complete their tasks. Team leaders are asked to report on information such as:

• For records with a with a 5-day completion deadline, what percentage are less than 6 days in progress? If this is not 100%, what barriers do you have for success? For records with a 30day completion deadline, what percentage are less than 30 days in progress? What has the team done to mitigate issues? Are there notes in the records for issues and results of your follow up?

• Were occasional urgent actions or rush records fully and accurately processed as directed? What issues did you incur, if any?

2. Where necessary and in compliance with applicable USDA personnel policies and procedures, incorporate performance metrics into performance plans. Use metrics to define and illustrate OES staff accountability. When communicating with staff:

a. Connect work products, deadlines, and procedures to OES mission priorities.

b. Identify ways to improve and advance work delivery methods.

c. Foster employee morale and motivation by delivering consistent feedback and recognition of accomplishments during performance evaluations and employee recognition events. Provide constructive criticism and direction on ways employees can improve their performance, when necessary, with encouragement to support OES’ processes, business and performance requirements, and avenues of employee engagement.

Goal 1 ... Strategy 2

Time-Bound (continued)

For example, “Employee routinely receives and completes short-term and urgent assignments. Prepares for and completes all urgent assignments for the _____ Team with accuracy and on time as directed by supervisor 90% of the time. Employee demonstrates an ability to multi-task and balance priorities among diverse administrative duties to accommodate urgent assignments. Complaints or concerns are resolved in a timely manner. Supports the Department’s strategic goal to ensure USDA programs are delivered efficiently, effectively, and with integrity and a focus on customer service. The employee demonstrates an ability to get the job done well in more than one way while handling difficult and unpredicted problems.

Independently completes all routine and special project assignments for the _____ Team with accuracy and on time as directed by supervisor 90% of the time. Work reflects an effort to use and advance skills in [Basic Document Functions row] Completes comparable administrative duties as assigned to support the mission and continuity of OES. Complaints or concerns are resolved in a timely manner. The employee produces a high quantity of work, often ahead of established schedules with less than normal supervision. All critical communications are generally completed in a timely manner and supervisor is kept informed of work issues, alterations, and status.”

3. Identify and recognize process improvement champion(s).

4. In compliance with USDA personnel policies and procedures, award and recognize employees to give them incentive to exceed minimum performance expectations.

5. Encourage employees to use the USDA training and development programs aimed at enhancing their skills, knowledge, and capabilities. Promote informal and formal internal training and development activities, for example, games events, discussions on different processes, and rotational duties.

6. Continue to develop metrics to enhance the efficiency and transparency of OES’ operations, for example, the following information describes a typical day for each team, whereas each Team Leader’s weekly report contains more accurate analysis of their team’s success in meeting measurable goals. ** See table below **

7. Where possible, focus on inbox response turnaround time reports to measure and optimize the speed at which the OES addresses inquiries, issues, or requests with internal and external stakeholders.

8. Each team has reports are understood to involve some sort of CMS data analysis, that must be included in the team’s performance requirements. For example, the Central Processing Team’s DEIA Report represents one of two ways OES supports USDA’s DEIA Strategic Plan.

9. Close or support the closing of 80% of records within 30 days, with few exceptions. This strategy also enables data-driven decision-making among USDA leaders to balance resources when needed to manage bottlenecks and other problems that interfere with the goal to process 80% of records within 30 days, which requires cooperation from many USDA offices.

10. The Central Processing Team will continue to use weekly reports in meetings with agencies to identify common issues and analysis for recommendations on improvements to be made.

** Item 6

STRATEGIC GOAL 1 ROADMAP CONTINUED

Goal 1 ... Strategy 3: Collaboratively update and complete the formal approval of OES’ Departmental Regulations, Manual, and Guidebooks across all teams and leadership.

Leads: Deputy Director, Manaement Analyst, Team Leaders.

Measure:

Submit guidance documents to the Office of Budget and Program Analysis for approval by September 1, 2024.

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 to August 2024 finish updates on the Guidebooks, solicit comments from key stakeholders, and prepare for submission for approval by September 1, 2024. (As of March 2024, OES’ Departmental Regulations and Manual have been updated.)

1. Continue to maintain current versions of the policy and procedure documents on the

Teams site and continue to encourage OEA team members to review, comment, and edit these documents. Once the documents are approved, establish a 6-month cycle of updates that includes discussions with the community of practice.

2. Model the use of and referencing sections of policy documents among OES employees and the community of practice. Establish rules of thumb, such as, “Never give guidance without citing guidance.”

Goal 1 ... Strategy 4:

Collaboratively update and Determine growth opportunities for individual employees that provides encouragement for their best performance and mutual benefit to OES (See Goal 3, Strategy 1 also).

Leads: Supervisors

Measure: Review progress at the at the end of the year

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 –September 2025; in sync with quarterly and annual performance feedback, in compliance with USDA personnel policies and procedures.

1. Integrate focused training and professional development opportunities within training

plans and individual development plans. Pinpoint precise skill gaps and developmental requirements in collaboration with the team member. Continue to support USDA’s policies on reasonable accommodations that may be needed to fulfill a team member’s learning style or other requirements.

2. Align individual career objectives with overarching OES goals by incorporating them into the employee’s individual development plan.

3. Encourage employees to review their own and other position descriptions. Help them to identify the experience and training they would need in the event opportunities become available in a position at the next grade level either within OES, another USDA office within our community of practice, or another Federal executive secretariat.

Goal 1 ... Strategy 5: Continue succession planning as attrition occurs to introduce entry-level data support specialists to feed into vacant analyst positions. Address staffing demand for technical skills in information management, use of a CMS, formatting documents and other skills that influence the changing demands on the OES workforce.

Leads: Supervisors and Director.

Measure: Existing workforce analysis and demands are deliberated with each decision on which positions to backfill or create. Team leader reports are considered in this analysis.

Achievable: Yes

Relevant: Yes

Time-Bound: Incremental changes are made in OES’ organization chart as attrition occurs.

STRATEGIC GOAL 2

Cultivate an Inclusive Environment

Make OES a great place to work by cultivating an inclusive environment where employees are supported, valued, and engaged.

OBJECTIVE

A diverse, engaged, and motivated workforce is crucial to OES’ success. OES is dedicated to having a workforce that is proud to represent USDA. OES recognizes that an employee’s performance is directly tied to his or her level of engagement and empowerment and dedication to this objective requires a focus on upholding and modeling behaviors that encourage diversity, respect, professionalism, and dignity as part of the office culture. OES ensures diversity, equity, and inclusiveness are fundamental to everything we do promoting an inclusive culture, OES encourages our staff to learn, change, and grow over time; with a more agile and resilient workforce, we will better serve our customers. OES will work to enhance job satisfaction, foster employee motivation, improve communication and collaboration, support a positive work culture, and recognize and award employees’ contributions.

KEY OBSERVATIONS

Cultivating an inclusive environment is essential for fostering diversity of thought and innovation, as it encourages individuals to share their unique perspectives and ideas. Inclusive environments also promote higher levels of employee engagement, satisfaction, and retention by creating a sense of belonging for all employees. OES’ team-building exercises and coaching conducted in October 2023 through February 2024 revealed that OES employees have an overwhelming need to feel a sense of connection with each other and a desire to build relationships with their teammates. OES employees crave a sense of belonging to the OES mission.

Strategies & Outcomes

OES will achieve this objective through the following implementation strategies:

1 Collaborate with the Employee Engagement Committee to identify best practices to foster an environment of transparent and effective communication and accountability.

• Trust between OES team members will facilitate better and easier sharing of ideas and working through conflicts. This will, in turn, ensure that morale is high and boost team productivity.

• OES team members are encouraged to speak up when they have ideas about what should change.

• OES leaders consistently discuss progress, results, and opportunities to get better.

• OES team members share information with one another.

• OES supervisors collaborate with the Employee Engagement Committee to identify and enhance employee skills to pinpoint skill gaps and devise strategies to elevate employee competencies.

2 Leverage the Employment Engagement Committee to facilitate a productive and collaborative relationship between leadership and staff. Institutionalize employee engagement strategies to foster idea sharing and ensure diverse perspectives are truly welcome.

• OES will cultivate a supportive work environment where employees feel valued, motivated, and connected to the office; this will yield increased employee productivity, retention, and overall office success.

Equipping employees with skills to create an equitable and respectful workplace will:

1. Engage and empower employees in ways that foster dedication, persistence, and passion about their jobs and service delivery.

2. Improve communication and job satisfaction.

3. Encourage employees to invest personally to support the mission.

4. Create a sense of belonging.

5. Lead to an environment that promotes and supports diversity in its broadest sense.

• OES develops reviews, plans, and reports in coordination with multiple internal and external stakeholders.

• OES’ teams encourage and respect divergent viewpoints and engage in healthy debate.

Strategies & Outcomes CONTINUED

STRATEGIC GOAL 2

Cultivate an Inclusive Environment

Make OES a great place to work by cultivating an inclusive environment where employees are supported, valued, and engaged.

3 Collaborate with the Employee Engagement Committee to recognize all employee’s contributions and allow employees to specify the type of recognition they most desire, in compliance with USDA personnel policies and procedures.

• Supervisors provide constructive feedback and assess an employee’s job performance through a continuous process of gathering, researching, analyzing, and documenting information about their contributions.

4 Leverage the USDA’s DEIA Strategic Plan: Adapt strategies to enable OES to hire, train, retain, and manage diverse talents to serve our customers.

• OES includes a variety of people from multiple professions, offices, and backgrounds in our decision-making.

• OES ensures diversity, equity, and inclusiveness are fundamental to everything it does.

• OES welcomes all employees, including women, employees of color and lesbian, gay, bisexual, transgender, queer, and other identities.

• OES ensures every person feels safe and free of harassment and discrimination.

ROADMAP

The two-year roadmap outlines the path OES will take to support normalizing the newly established performance-driven teams within the office.

Time-Bound:

1. Collaborate with Employee Engagement Committee to:

a. Determine and codify the responsibilities of the Committee.

b. Establish the cadence of communication between leadership and the committee.

c. Formalize employee engagement and support strategies.

d. Create Lunch and Learn topics, teambuilding activities, and office events.

e. Assess feasibility of creating spaces for hybrid employees (i.e. virtual water cooler, virtual lunches, etc.).

2. Begin conducting monthly engagement employee surveys.

a. Assess perceptions and feedback from surveys.

b. Identify engagement and support drivers.

3. Continue monthly birthday celebrations.

4. Revisit and refine strategies that enable OES to effectively engage staff in a hybrid environment.

5. Start open office hour with the Director and Deputy Director in addition to one-on-one time between staff members and their supervisor and team leaders.

Goal 2 ... Strategy 1

Collaborate with the Employee Engagement Committee to identify best practices to foster an environment of transparent and effective communication and accountability.

Leads: Employee Engagement Committee and Leadership Team

Measure: Employee Engagement Committee survey results

Achievable: Yes

Relevant: Yes

6. Team leaders gain an understanding for how each member naturally communicates and, where possible, their preferences for how they work. Build upon FY23-24 coaching sessions and team-building workshops.

7. Review reports from the Employee Engagement Committee to determine whether there are issues that can be easily resolved and if not, take further action in accordance with the charter of the Employee Engagement Committee and within responsibilities of managers.

STRATEGIC GOAL 2 ROADMAP CONTINUED

Goal 2 ... Strategy 2: Leverage the Employment Engagement Committee to facilitate a productive and collaborative relationship between leadership and staff. Institutionalize employee engagement strategies to foster idea sharing and ensure diverse perspectives are truly welcome.

Leads: Employee Engagement Committee and Leadership Team

Time-Bound: Ongoing.

Goal 2 ... Strategy 3: Collaboratively update and Collaborate with the Employee Engagement Committee to recognize all employee’s contributions and allow employees to specify the type of recognition they most desire, in compliance with USDA personnel policies and procedures.

Leads: Employee Engagement Committee and supervisors.

Measure: Employee Engagement Committee survey results.

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 to April 2026

1. Continue conducting quarterly pulse surveys via the Employee Engagement Committee to

Goal 2 ... Strategy 4: Leverage the USDA’s DEIA Strategic Plan: Adapt strategies to enable OES to hire, train, retain, and manage diverse talents to serve our customers.

Leads: Supervisors and Director (??)

Measure: Existing workforce analysis and demands are deliberated with each decision on which positions to backfill or create. Team leader reports are considered in this analysis.

Achievable: Yes

Relevant: Yes

Time-Bound:

When a vacancy occurs for the data support specialist position, consider recruiting from the Workforce Recruitment Program, the Federal Neurodiverse Employees Recruitment Program(s), and other programs that encourage recruitment of individuals with a range of disabilities.

solicit quick, targeted feedback to gauge employee sentiment and identify trends over time, providing insights into factors that contribute to or detract from engagement levels.

(See Appendix E: USDA Office of the Executive Secretariat (OES) Employee Engagement Committee (EEC) Pulse Survey Example Questions for sample questions).

2. Establish communication cadence to collaborate with Employee Engagement Committee to schedule employee engagement activities.

3. Create report template Employee Engagement Committee can use to discover issues.

4. Review reports from the Employee Engagement

Committee to determine whether there are issues that can be easily resolved and if not, take further action in accordance with the charter of the Employee Engagement Committee and within responsibilities of managers.

5. Encourage employees to submit ideas to the Employee Engagement Committee Teams folder, provide a platform for peer-to-peer recognition (Praise Portal), and share anonymous feedback.

6. Develop new ideas to foster and sustain performance-related activities.

7. Create/refine formal communication plans to foster better communication among the teams (See Goal 1, Strategy 1).

STRATEGIC GOAL 3

Promote Learning and Professional Development

Sustain and advance a dynamic, efficient, highperforming, and resilient workforce through continued professional development and training.

OBJECTIVE

Offering and promoting well-defined training and professional development opportunities empowers employees, bridges skill gaps, engenders a sense of role ownership, aligns employee goals and performance within the office, increases productivity, and improves customer satisfaction. OES will foster an employee community where everyone feels included and has equal opportunities to gain new skills and reach their full potential through relevant training, education, workshops, and coaching while completing OES’ objectives.

OES’ long-term success is rooted in the hard work and dedication of a diverse and highly skilled workforce. OES’ professional development training programs will foster an environment of support for continual learning which will drive an improved workplace, and mission delivery, and allow employees to acquire new skills throughout their careers.

KEY OBSERVATIONS

The United States Government Accountability Office stated in “Talent Management Strategies to Help Agencies Better Compete in a Tight Labor Market” that one of the Key Strategies and Practices for Managing the Current and Future Federal Workforce is to “prioritize training for employees and managers.” Moreover, “CHCOs and federal employee and management group representatives said that more can be done to prioritize training” because “engaged employees are more productive and less likely to leave, according to OPM. Agencies can better ensure their workforces are engaged by managing employee performance, involving employees in decisions, and developing employees.” OES’ employees’ desire for an environment where they can grow and expand their skills through training and professional development aligns with the GAO’s findings.

1 https://www.gao.gov/products/gao-19-723t

Strategies & Outcomes

OES will achieve this objective through the following implementation strategies:

1

Prioritize learning and development by suggesting learning resources that will be helpful. Work collaboratively with everyone to create goals that are fair, relevant, challenging, and attainable.

• OES knows how its work connects to USDA mission priorities.

• OES supervisors, where possible and appropriate, align individual development plans to an employee’s career aspirations.

• OES supervisors consider talent management and succession planning when developing individual development plans.

• OES ensures access to educational opportunities, training, and jobs worthy of each team member’s skills and service.

2 Dedicate time regularly to provide a pathway for team leads and employees to exchange feedback, gain insights, and make employees feel highly valued by voicing their thoughts about career and learning goals.

• When identifying specific skill gaps and developmental needs for an employee during the performance feedback and appraisal process, supervisors integrate targeted training and professional development into their staff’s individual development plans, including opportunities for cross-training.

3 Develop OES policies that ensure that each employee will be awarded and/or recognized, intrinsically or extrinsically, for their learning efforts.

• Awarding continuous learning creates an environment that nurtures critical thinking and innovation.

• OES supervisors provide non-monetary recognition for employees who complete approved training activities that are above and beyond the expectations of their current position.

STRATEGIC GOAL 3

Promote Learning and Professional Development

Sustain and advance a dynamic, efficient, highperforming, and resilient workforce through continued professional development and training.

Strategies & Outcomes CONTINUED

4 Continue to provide employees with time for mandatory USDA training and learning and development activities unique to their positions that will help them perform their duties more effectively. Setting specific times for learning and development within the work schedule is critical; it will empower employees to build new skills and acquire knowledge, which will improve their performance, boost morale, and create a more engaging environment.

• Allocating dedicated time for learning and development activities signal to employees that these pursuits are valued and prioritized alongside their regular job responsibilities.

• Scheduled learning and development sessions provide a consistent structure for employees to engage in skill-building activities. Consistency helps establish a routine and encourages regular participation, leading to more effective learning outcomes over time.

• Designating specific times for learning and development creates accountability for both employees and Team Leaders. Employees are more likely to follow through on their development commitments when they have dedicated time set aside for these activities, while Team Leaders can track progress and provide support as needed.

• Integrating learning and development into employees’ work schedules can maximize efficiency and minimize disruptions to productivity.

• Regularly scheduled learning and development opportunities support a culture of continuous improvement within the organization.Consistently investing in employee growth and skill development will allow OES to adapt to change and drive innovation.

ROADMAP

The two-year roadmap outlines the path OES will take to sustain and advance a dynamic, efficient, high-performing, and resilient workforce through training and professional development.

Time-Bound:

April 2024 to April 2026

1. Work with the Employee Engagement Committee (EEC) to explore and develop meaningful learning opportunities such that employees will enjoy, see, and feel the benefit of relationship building.

2. Collaborate with EEC to select a few topics from AgLearn that are beneficial to a wide group of employees and invite everyone to join. Some activities may occur over lunch or times set aside for shared learning. Be open and flexible. When OES-specific knowledge or experience is presented, individual employees may volunteer to lead a discussion.

3. Continue Clifton Strengths

Assessment teambuilding. Offer informal training, facilitated team-building, and coaching sessions.

4. Explore Team Leader Mentorship Program: develop and evaluate strategies that allow team leaders to track what a new employee needs to be introduced to and at the appropriate pace. Create a mentorship plan that complements the supervisor’s training plan.

5. An additional approach to foster team-based learning and camaraderie is to promote learning among employees. OES can use Microsoft Teams to

Goal 3 ... Strategy 1

Prioritize learning and development by suggesting learning resources that will be helpful. Work collaboratively with everyone to create goals that are fair, relevant, challenging, and attainable (See Goal 1, Strategies 1 and 2 also).

Leads: Leadership Team

Measure: Employee Engagement Committee survey results.

Achievable: Yes

Relevant: Yes

facilitate social and collaborative learning. AgLearn has books that provide on-demand, instant access to the complete text of thousands of best-in-class online books. Books are available from within channels, or employees can launch them directly from their search results. Team members can read the same books and then discuss them during lunch and learns. The conversations will help enforce the topics learned, provide different perspectives, and foster collaboration between employees.

(See Appendix B: AgLearn Speaker Series, Books, and Courses Examples)

STRATEGIC GOAL 3 ROADMAP CONTINUED

Goal 3 ... Strategy 2: Develop OES policies that ensure that each employee will be awarded and/or recognized, intrinsically or extrinsically, for their learning efforts.

Leads: Supervisors

Measure:

Employee Engagement Committee survey results.

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 to April 2026

Goal 3 ... Strategy 3: Continue to provide employees time for mandatory USDA training and training unique to their positions that will help them perform their duties more effectively.

Leads: Supervisors and their individual staff members.

Measure: Employee Engagement Committee survey results.

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 – September 2025; in sync with quarterly and annual performance feedback, in compliance with USDA personnel policies and procedures.

“OES professional development training programs will foster an environment of support for continual learning which will drive an improved workplace, and mission delivery, and allow employees to acquire new skills throughout their careers. ”

Goal 3 Objective Extract

STRATEGIC GOAL 4

Manage OES’ Community of Practice

Manage OES’s Community of Practice to make USDA a great place to make policy decisions, program improvements, and provide services to Americans.

OBJECTIVE

OES will continue to foster clear and consistent communications within its community of practice, connect OES members and employees, and prioritize stakeholder and customer satisfaction. To ensure easy access to information, gather and analyze customer satisfaction data, tailor internal processes for various OES groups, and embrace collaborative decisionmaking involving multiple perspectives.

OES has worked with the agencies in gathering requirements for AgWrite since October 2021. OES established a Task Force in July 2022 and will finish establishing and hosting subgroups to the Task Force in the summer of 2023. See Appendix C for a background on OES’s Community of Practice.

KEY OBSERVATIONS

In line with the commitment to fostering clear and consistent communication within the community of practice, connecting OES members and employees while prioritizing stakeholder and customer satisfaction, OES has actively worked towards implementing strategies highlighted in a recent study published by Harvard Business Review titled “Communities of Practice: The Organizational Frontier.”

OES leaders have been dedicated to investing time and resources to support our communities of practice, recognizing their vital role in spreading knowledge and achieving organizational goals. One key strategy that OES has implemented is providing official sponsors and support teams for their communities of practice. These sponsors and teams work closely with internal community leaders, offering resources and coordination without imposing rigid guidelines on activities or outcomes. This approach has facilitated smoother communication and collaboration within each community of practice, enabling OES to harness diverse perspectives and ideas. OES is demonstrating commendable progress in strengthening their community of practice, driving enhanced stakeholder, and customer satisfaction. By continuing to invest time and resources, aligning strategies with USDA objectives, and providing support, OES is poised to further evolve the effectiveness of their community of practice and achieve shared goals.

Strategies & Outcomes

OES will achieve this objective through the continuous advancement of the following strategies:

1 Enhance online knowledge management database leveraging MS Teams where community of practice members can easily share research findings, best practices, case studies, and relevant data related to policy, programs, and services.

• OES team members can receive and easily find information about their stakeholders and customers.

• OES collects and pays attention to customer satisfaction data.

• OES designs its processes to suit various

2

stakeholders and customer groups.

• Multiple customer and stakeholder perspectives are included in OES’s decision-making processes.

• OES has a clear understanding of its community of practice.

Continue to gather experts from the OES teams and the Department from various fields and backgrounds to foster collaboration, share knowledge, and exchange best practices.

• Empower USDA employees with a comprehensive and well-informed understanding of the issues, challenges, and potential solutions related to public policy.

3

• OES develops reviews, plans, and reports in coordination with multiple internal and external stakeholders.

Continue to have discussions, perform research, and promote information sharing within OES’s community of practice. Identify opportunities for enhancing existing programs and creating new initiatives that better serve the needs of the organization.

• Collective expertise can help identify areas for improvement and innovative approaches.

• OES leaders talk about the value of customer and stakeholder needs.

• OES sees its stakeholders as partners.

• OES includes a variety of people from multiple professions, offices, and backgrounds in our decision-making.

• OES’s teams encourage and respect divergent viewpoints and engage in healthy debate.

• OES actively builds relationships with new partners and continually invests in relationships with partners.

• OES ensures diversity, equity, and inclusiveness are fundamental to everything it does. OES welcomes all employees, including women, employees of color and lesbian, gay, bisexual, transgender, queer, and other identities.

• OES ensures every person feels safe, and free of harassment and discrimination.

ROADMAP

The two-year roadmap outlines the path OES will take to enhance the operations of the Community of Practice.

STRATEGIC GOAL 4

Manage OES’ Community of Practice

Manage OES’s Community of Practice to make USDA a great place to make policy decisions, program improvements, and provide services to Americans.

Goal 4 ... Strategy 1

Enhance online knowledge management database leveraging MS Teams where community of practice members can easily share research findings, best practices, case studies, and relevant data related to policy, programs, and services.

Leads: OES Leadership, OES Project Leader – TBA and Task Force on Modernization

Measure: A variety of resources, such as seminar feedback surveys, AgWrite user surveys, Task Force on Modernization, surveys, and so on.

Achievable: Yes

Relevant: Yes

Time-Bound: TBA, pending volunteer for the Project Leader through April 2025

1. Organize existing knowledge folders on MS Teams and create new folders as needed. Continue to support the organization of handouts, speaker slides, and other information for each group within the community of practice.

2. Select work products that can be spotlighted as templates for future work cases.

3. Conduct Knowledge Share Contribution Kickoff for OES organization with announced Engagement Date Period (i.e., 2 weeks) with guidelines on types of information to share (i.e., specific workflows, templates, procedure guides for special case scenarios. Etc.) Provide Recognition categories (First Person to Upload, Person to Upload the most articles, Person to upload most articles for a specific subject, etc.)

4. Provide participation readout after Knowledge Share Engagement activities.

5. Plan future Knowledge Share Engagement activities.

Goal 4 ... Strategy 2: Continue to gather experts from the OES teams and the Department from various fields and backgrounds to foster collaboration, share knowledge, and exchange best practices.

Leads: OES Leadership

Measure: A variety of resources, such as seminar feedback surveys, AgWrite user surveys, Task Force on Modernization, surveys, and so on.

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 to April 2026

1. OES Team Leaders continue to be given opportunities to suggest agenda topics and speakers for the community of practice based on input from their teams.

2. OES policy and procedure documents continue to be routed through the community of practice.

3. OES will continue to facilitate the meetings, training, and decisions from its community of practice.

Goal 4 ... Strategy 3: Continue to have discussions, perform research, and promote information sharing within OES’s community of practice. Identify opportunities for enhancing existing programs and creating new initiatives that better serve the organization’s needs.

Leads: OES Leadership

Measure: A variety of resources, such as seminar feedback surveys, AgWrite user surveys, Task Force on Modernization, surveys, and so on.

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 to April 2026

1. Promote cross-team collaboration and facilitate joint projects with members of the community of practice. For example, a small tiger team can be created to update a procedure or to create a new seminar.

2. Encourage mentorship and partnership to foster professional development among newer practice employees. Support USDA mentorship programs.

3. Host an interagency conference to showcase achievements and foster networking among Federal executive secretariats to collaborate on common issues such as technology advancements, competency requirements, new regulations, records management, and work-life balance. (Decision on contractual project leader pending for FY24.)

4. Review the community of practice’s progress, collect feedback using the community of practice customer experience survey, and identify areas for improvement.

5. Plan for Year 3 and onward, focusing on sustaining and expanding community of practice initiatives.

STRATEGIC GOAL 5

Manage Changes in Technology

AgWrite has features that indirectly offer our external customers a better experience and improve trust by increasing our processing speed and using artificial intelligence (AI) for better background research on USDA programs. AgWrite’s AI features will include identifying records with similar text or identical files, identifying the correct information for fields, suggesting the appropriate workflow and lead agency based on machine learning on how existing documents were handled, finding records that use terms that are associated with or synonymous with selected search terms, and AWS Kendra and AWS Comprehend which are approved by the Federal Risk and Authorization Management Program and the Office of the Chief Information Officer.

Similarly, a critical aspect of goal five is to ensure that OES procedures for the creation of all documents, AgWrite content and any other documents, align with the Americans with Disabilities Act Section 508 standards.

OBJECTIVE

Goal five’s objective is to launch AgWrite by May 2024 and mitigate issues to increase the chances of the implementation’s success. The goal is to lower resistance to change and facilitate a smooth transition from the legacy system to AgWrite. AgWrite improves organizational efficiencies that include features to lower mistakes, collaborative document tracking, access to data, increased intel, user-driven dashboards and performance metrics, ease of cross-communication and distribution, transparency on statuses, and automated records management.

KEY OBSERVATIONS

OES’ goal aligns with the memorandum for the Heads of Executive Departments and Agencies on Strengthening Digital Accessibility and Section 508 of the Rehabilitation Act by emphasizing the importance of maintaining an accessible technology environment. In addition, office-wide communication regarding AI training reflects OES’s commitment to promoting accessibility and inclusivity by ensuring that employees, regardless of their IT expertise, have access to relevant training such as AI/Machine Learning for Non-Tech Learners. This approach supports the Executive Office of the President memorandum’s directive to raise awareness and provide appropriate expertise and training to facilitate accessibility in the federal technology environment.

Strategies & Outcomes

OES will achieve this objective through the following implementation strategies:

1Ensure OES leadership and staff take ongoing 508-compliance training and master procedures as established by the Office of the Chief Information Officer, as appropriate for their positions.

• A fresh commitment to making information accessible to individuals with diverse abilities, fostering inclusivity and equal access.

• When identifying specific skill gaps and developmental needs for an employee during the performance feedback and appraisal process, supervisors integrate targeted training and professional development into their individual development plans, including opportunities for cross-training.

• OES ensures access to educational opportunities, training, and jobs worthy of each team member’s skills and service.

• OES supervisors provide non-monetary recognition for employees who complete approved training activities that are above and beyond the expectations of their current position.

STRATEGIC GOAL 5

Manage Changes in Technology

2 Where possible, introduce OES employees to AgWrite before its launch and offer cross-training for its range of roles and permissions.

• When identifying specific skill gaps and developmental needs for an employee during the performance feedback and appraisal process, supervisors integrate targeted training and professional development into their individual development plans, including opportunities for cross-training.

• OES ensures access to educational opportunities, training, and jobs worthy of each team member’s skills and service.

• OES supervisors provide non-monetary recognition for employees who complete approved training activities that are above and beyond the expectations of their current position.

3 Validate the success of AgWrite by following a comprehensive and structured approach.

• Employee satisfaction surveys are used to gather and measure USDA employee feedback based on their user roles.

• AgWrite is systematically assessed and enhanced to optimize efficiency and support the users’ overall effectiveness.

4

OES leadership serves as change agents by leveraging customer engagement, promoting training, facilitating peer support, and effectively addressing questions and concerns.

• OES designs its processes to suit various stakeholders and customer groups.

• Multiple customer and stakeholder perspectives are included in OES’s decision-making processes.

• OES leaders talk about the value of customer and stakeholder needs. OES sees its stakeholders as partners.

ROADMAP

• OES develops reviews, plans, and reports in coordination with multiple internal and external stakeholders.

• A faster return on USDA’s investment in AgWrite.

• Immediate time savings for employees who previously did not use a CMS for their responsibilities in document management.

The two-year roadmap outlines the path OES will take to implement the strategies to lead the transformation of technology usage within OES focused on policy decisions, program improvements, and providing services to Americans.

STRATEGIC GOAL 5 ROADMAP CONTINUED

Goal 5 ... Strategy 1

Ensure OES leadership and staff take ongoing 508-compliance training and master procedures as established by the Office of the Chief Information Officer, as appropriate for their positions.

Leads: Supervisors

Measure:

Completion of training by end of FY24.

Achievable: Yes

Relevant: Yes

Time-Bound:

Continue training through September 30, 2024, address completion and mastery in FY24 annual appraisal.

1. Assign training within individual development plans as appropriate for different roles within OES.

2. Monitor participation and feedback to refine training content and delivery methods.

Goal 5 ... Strategy 2

Where possible, introduce OES employees to AgWrite before its launch and offer crosstraining for its range of roles and permissions.

Leads: Supervisors

Measure:

Completion of assignments to participate in AgWrite User Acceptance Testing.

Achievable: Yes

Relevant: Yes

Time-Bound:

Ends with the launch of AgWrite in May 2024.

Goal 5 ... Strategy 3

Validate the success of AgWrite by following a comprehensive and structured approach.

Leads:

OES Leadership and Administration Team

Measure:

Results of user, customer experience surveys.

Achievable: Yes

Relevant: Yes

Time-Bound:

Survey AgWrite users to receive surveys soon after training and launch of AgWrite, and then every 6 months through April 2026.

More details TBA.

Goal 5 ... Strategy 4

OES leadership serves as change agents by leveraging customer engagement, promoting training, facilitating peer support, and effectively addressing questions and concerns (See Goal 3, Strategy 4 also).

Leads:

OES Leadership and the OES Task Force on Modernization

Measure: Measure acceptance to change in a variety of ways, such as seminar feedback surveys, AgWrite user surveys, Task Force on Modernization, surveys, and so on.

Achievable: Yes

Relevant: Yes

Time-Bound: April 2024 to April 2026

1. Offer training evaluation tools in AgWrite training (scheduled for March-April 2024).

2. Periodically take pulse surveys among groups within OES’s community of practice to determine stress levels and adaptation to new technologies. Identify areas for process improvement based on feedback and performance metrics.

3. Ensure employees complete AI/Machine Learning and encourage them to take additional AI training courses.

4. Encourage regular feedback loops within the community of practices to foster continuous improvement.

5. Facilitate regular meetings and workshops to promote collaboration among OES leadership team members to stay ahead on ways to manage change due to technology advancements.

“While OES has a long history for our administrative functions, we also stand firm as a leader in the management of information that gets processed into data. Our work supports the efforts of program managers to use that data, giving it context and meaning. We are the center for excellence for the community of USDA professionals who write, review, approve, track, and other roles to process Government documents. ”

OES’ Commitment to First Class Service

Office of the Executive Secretariat Roadmap

The OES Roadmap is essential for guiding OES towards its goals and objectives. The roadmap serves as a structured, living blueprint, outlining the steps and milestones necessary to achieve success. It provides clarity and direction for all stakeholders, aligning their efforts with the overarching strategic vision. By identifying key priorities and timelines, the roadmap helps to streamline decision-making processes and

optimize resource utilization. Moreover, it fosters accountability and transparency within OES, ensuring that everyone understands their role in executing the strategic plan. Ultimately, the roadmap not only enhances strategic execution but also facilitates adaptability in an everevolving landscape, allowing OES to navigate challenges and seize opportunities effectively.

APPENDICES

APPENDIX A

How to Enhance the OES’ General Knowledge Using MS Teams

APPENDIX B

AgLearn Speaker Series, Books, and Courses Examples

APPENDIX C

About OES’ Community of Practice

APPENDIX D

USDA Office of the Executive Secretariat (OES)

Employee Engagement Committee (EEC) Charter

APPENDIX E

USDA Office of the Executive Secretariat (OES)

Employee Engagement Committee (EEC) Pulse Survey Example Questions

APPENDIX F

Acryonyms

APPENDIX G

Definitions

How to Enhance the OES’ General Knowledge Using MS Teams APPENDIX A

Creating a knowledge-sharing site within Microsoft Teams can help streamline communication and collaboration within OES. By following these steps, OES can create a knowledge-sharing site within Microsoft Teams that enables efficient collaboration and information dissemination among OES and its community of practice.

Step 1: Review the existing Teams site for knowledge sharing and gather input on changes needed. Set plan for making improvements.

Step 2: Add Channels for Different Topics

1. Once your team is created, click on “General” (or any other default channel) under your team’s name.

2. Click the “+” icon to add a new channel.

3. Name the channel based on a specific topic or category relevant to your knowledge-sharing site (e.g., “Policies,” “Guidebooks,” “Lunch and Learn Recordings”).

4. Repeat this step to create multiple channels for various knowledge categories.

Step 3: Configure Tabs and Apps

1. In each channel, click the “+” icon to add tabs and apps that facilitate knowledge sharing.

2. To add a Wiki tab, search for and select “Wiki” from the list of available apps.

3. Create and customize Wiki pages with content, links to information within USDA, and documents relevant to the channel’s topic.

Step 4: Share Knowledge

1. Identify and train knowledge champions within your organization who can advocate for knowledge-sharing best practices and help foster a culture of learning and collaboration.

3. Use the conversation tab to discuss and collaborate on the content within each channel.

4. Mention team members or groups using “@” to draw their attention to specific discussions or contributions.

Step 5: Pin Important Posts and Files

1. To highlight essential information, pin important posts, messages, or files within the channel.

2. Hover over a message or file, click the ellipsis (three dots), and select “Pin.”

3. Pinned items will appear at the top of the channel for quick reference.

Step 6: Schedule Regular Knowledge Sharing Updates

Update the Teams site bi-weekly to ensure content remains relevant and up to date. (Recommend launching Knowledge Sharing Week Challenge initiative. Make it fun and engaging by creating fun targets “first to post, most files uploaded, etc.)

1. Continue assigning or rotating moderators and content owners responsible for overseeing specific channels and their content.

Step 7: Set Permissions

1. Adjust permissions for channels, files, and Wiki pages to control who can view, edit, or contribute to the knowledge-sharing site.

2. Use role-based permissions to ensure sensitive information is accessible only to authorized team members.

Step 8: Train Team Members within OES

2. Encourage team members to contribute to the Wiki pages by adding information, documents, and links.

“The President’s budget provides USDA with the tools needed to serve all Americans by providing effective, innovative science-based public policy leadership at home and around the world. It contains critical investments that will help rural communities provide the fuel, food, and fiber upon which our nation depends and will drive solutions that will lead to more market opportunities for producers,” said Agriculture Secretary Tom Vilsack. “USDA will continue to invest in equitable systems and programming,

1. Provide updated training and guidelines to team members on how to use the knowledge-sharing site effectively.

2. Encourage proper tagging, categorization, and content organization.

increase landscape resiliency and help rural communities build resistance to the impacts of climate change, create more and better markets for our hardworking producers, bolster access to healthy and affordable nutrition for families, and connect all Americans to economic prosperity. This budget is a clear message of what President Biden values and demonstrates the Administration’s commitment to the success of Rural Americans and their communities.”

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About OES’ Community of Practice APPENDIX C

OES’ community of practice is composed of groups of 300 employees from across the Department who are most active in drafting, reviewing, approving, and tracking Secretarial documents. OES has significantly increased its communications within the community of practice through several channels including a shared Microsoft Teams site, regular meetings with the community, daily reports, seminars, and soliciting comments on policies and procedures from OES’ Task Force on Modernization.

OES will launch AgWrite, a state-of-the-art CMS that leverages artificial intelligence to help users quickly interpret the subject, status, and required action for each document to be processed. Beginning in the spring of 2024, many USDA employees who had been primarily using e-mail and other tools to manage Secretarial documents will now be able to leverage AgWrite to manage Secretarial documents more effectively. AgWrite will increase efficiency, automate, and eliminate manual tasks, and improve customer service to stakeholders and individuals who depend on USDA.

1. AgWrite Steering Committee:

The AgWrite Steering Committee is composed of leadership from OES, OCIO, the Contract Officer, the Contract Officer’s Representative, and vendor leadership. The Committee is focused on ensuring the progress of AgWrite project goes well, from development and launch to maintenance and enhancements. Agenda topics commonly include official changes to schedules, contractual requirements, or requests for USDA decisions that are agreed upon in this forum.

2. OES’ Task Force on Modernization:

OES’ Task Force on Modernization supports USDA’s goals for AgWrite. It includes an ambassador from within each mission area or the associated agencies within the mission areas, staff from other offices within the Department, and members of the OES team. Members serve to:

Act as liaisons with their mission areas and sister agencies on the project.

• Support user testing and collaboration with system developers.

• Be among the first in the correspondence community to review and comment on new policies.

• Recommend ways to recognize superior service to the Secretary in managing records.

• Promote training opportunities and collaborate on new training requirements for anyone with a role in preparing, reviewing, tracking, or approving documents for the Secretary.

• Collaborate on plans to launch and maintain AgWrite.

Task Force Subcommittee on Training and Recognition:

The Task Force Subcommittee on Training and Recognition promotes training opportunities, particularly from USDA’s AgLearn system. The Subcommittee collaborates with the Office of the Chief Information Officer and the Office of Human Resource Management on Developmental needs of employees in OES’ community of practice. Members focus on recognizing individuals or teams who are dedicated to superior service in managing correspondence and other types of documents managed by OES.

“The President’s budget provides USDA with the tools needed to serve all Americans by providing effective, innovative science-based public policy leadership at home and around the world. It contains critical investments that will help rural communities provide the fuel, food, and fiber upon which our nation depends and will drive solutions that will lead to more market opportunities for producers,” said Agriculture Secretary Tom Vilsack. “USDA will continue to invest in equitable systems and programming,

increase landscape resiliency and help rural communities build resistance to the impacts of climate change, create more and better markets for our hardworking producers, bolster access to healthy and affordable nutrition for families, and connect all Americans to economic prosperity. This budget is a clear message of what President Biden values and demonstrates the Administration’s commitment to the success of Rural Americans and their communities.”

3. Closed Correspondence Officers (CCOs) Group:

Each USDA organization has a lead CCO who works most closely with OES’s Analysts to manage workflows and the format of documents. The CCO Group is convened monthly to discuss procedures and policies. Guest speakers to cover topics such as:

4. AgWrite User Administrators Group:

The AgWrite User Administrators Group is composed of AgWrite User Administrators for each USDA organization. The Group is focused on the needs of all types of AgWrite users, including those who draft, review, clear, approve, or track documents. Their agenda topics include helpdesk tickets, access to training, issues in setting permissions, managing new users, and closing out dormant accounts.

5. Plain Language Forum:

Plain Language Forum members support the use of clear communication in USDA’s writing and the latest guidance on compliance with Section 508 of the Rehabilitation Act, foreign language accessibility, and writing style. Guest speakers share guidance on topics such as report writing, gender-sensitive writing, developing forms, and more. Agency Plain Language Coordinators promote plain language training and collect their organization’s accomplishments for the annual Plain Writing Act Accomplishment report. Management of the Plain Language Forum represents one of two ways OES supports USDA’s DEIA Strategic Plan.

6. AgWrite Workflow Planning Group:

The AgWrite Workflow Planning Group meets on an ad hoc basis to discuss various issues relating to workflow planning and execution including the potential for new workflows, adjustments to existing workflows, consistent nomenclature across workflows, and assisting with agency-level workflow planning. Standing members include employees from OES, OCIO, and the AgWrite vendor.

USDA Office of the Executive Secretariat (OES) Employee Engagement Committee (EEC) Charter

Mission Statement

The Employee Engagement Committee of the Office of the Executive Secretariat is dedicated to fostering a culture of engagement, inclusion, and collaboration within our organization. Our mission is to promote and support a sense of pride and passion every day in our roles as employees of OES and our commitment to the organization. We seek to understand and appreciate diversity and different perspectives and address employee recommendations and/or concerns. We will function as an advisory committee to the OES on matters of engagement employee focused events and overall strategy.

Objectives

1. Promote Employee Engagement: Develop and implement initiatives to enhance employee engagement, motivation, and satisfaction across all levels of OES.

2. Facilitate Communication and Feedback: Foster open communication channels and solicit regular feedback from employees to ensure their voices are heard and valued.

3. Support Professional Development: Identify and facilitate learning and development opportunities that align with employees’ interests, aspirations, and OES goals.

4. Recognize and Reward Excellence: Acknowledge and celebrate the achievements and contributions of employees through formal and informal recognition programs.

5. Cultivate a Culture of Inclusion: Champion diversity, equity, and inclusion initiatives that promote a sense of belonging and respect for all employees.

6. Enhance Wellness and Work-Life Balance: Promote initiatives and resources that support employees’ physical, mental, and emotional well-being, as well as their work-life balance.

7. Collaborate with Leadership: Partner with OES leadership to align engagement initiatives with strategic objectives and ensure ongoing support and resources.

Composition

1. The Employee Engagement Committee shall consist of representatives from each of the four main teams within OES. Neither the Director nor the Deputy Director shall serve on the EEC.

2. The supervisor must approve an employee’s participation on the EEC, and the employee must be in good standing for performance and conduct.

3. Membership shall be diverse and inclusive, reflecting the demographics and perspectives of OES.

4. The Committee shall be chaired by a Chairperson elected by EEC members.

5. The EEC can choose to rotate the chair responsibility; every member has an opportunity to serve as the Chairperson

ROLES AND RESPONSIBILITIES

Chairperson

1. Provide leadership and direction to the Committee.

2. Facilitate meetings and ensure agenda items are addressed in a timely manner.

3. Serve as the primary liaison between the Committee and OES leadership.

Committee Members

1. Actively participate in Committee meetings, discussions, and initiatives.

2. Contribute ideas, feedback, and expertise to support the Committee’s objectives.

3. Serve as ambassadors for employee engagement initiatives within their respective teams.

“The President’s budget provides USDA with the tools needed to serve all Americans by providing effective, innovative science-based public policy leadership at home and around the world. It contains critical investments that will help rural communities provide the fuel, food, and fiber upon which our nation depends and will drive solutions that will lead to more market opportunities for producers,” said Agriculture Secretary Tom Vilsack. “USDA will continue to invest in equitable systems and programming,

increase landscape resiliency and help rural communities build resistance to the impacts of climate change, create more and better markets for our hardworking producers, bolster access to healthy and affordable nutrition for families, and connect all Americans to economic prosperity. This budget is a clear message of what President Biden values and demonstrates the Administration’s commitment to the success of Rural Americans and their communities.”

Meetings

1. The Committee shall determine the frequency of meetings to discuss ongoing initiatives, review feedback, and plan future activities.

2. Meeting agendas shall be circulated in advance, and minutes shall be recorded and distributed to all members.

Confidentiality

Members of the Employee Engagement Committee shall maintain strict confidentiality regarding all discussions, feedback, and information shared during Committee meetings and related activities. Confidentiality extends to sensitive topics, personal disclosures, and any proprietary or privileged information discussed within the Committee. Members shall not disclose or discuss confidential information outside of Committee meetings or without explicit authorization from the Chairperson. Breach of confidentiality may result in removal from the Committee.

Reporting

1. The Committee shall provide monthly updates and reports on its activities, initiatives, and outcomes to OES leadership.

2. An annual summary report shall be prepared and presented to OES leadership, highlighting key achievements, challenges, and recommendations for future action.

Amendments

1. This charter may be amended as needed after discussion with and approval of OES leadership.

APPENDIX E

USDA Office of the Executive Secretariat (OES) Employee Engagement Committee (EEC) Pulse Survey Example Questions

The OES EEC Pulse Surveys are intended to be a short, frequent, and regular series of questions sent to the OES staff to continuously gather feedback within the office. While there are no specific set questions the EEC Pulse Surveys will be a strategic addition to OES’ overall employee engagement strategy. The pulse surveys will be used to measure employee sentiments, and below are examples of survey questions the OES EEC may utilize for this requirement.

My Work Experience (Example)

1. I am provided with opportunities for professional development tailored to the specific needs of the USDA Office of the Executive Secretariat (OES).

2. OES values and encourages innovative thinking, fostering an environment where employees feel empowered to suggest and implement new and improved approaches to tasks.

3. Accomplishing tasks within the OES gives me a sense of personal achievement and fulfillment.

4. Clear expectations are communicated to me regarding my role and responsibilities within the OES.

5. The workload in the OES is maintained at a reasonable level, ensuring a balance between productivity and well-being.

6. My talents and skills are effectively utilized in the tasks and projects assigned to me within the USDA Office of the Executive Secretariat.

7. I understand how my work directly contributes to the overarching goals and objectives of OES.

8. There is a secure and confidential process in place for disclosing any suspected violations of laws, rules, or regulations, without fear of reprisal within OES.

9. I am equipped with sufficient information and resources to perform my duties effectively within OES.

10. Ongoing training opportunities are provided by OES to enhance my skills and knowledge, ensuring I am wellequipped for my position’s responsibilities.

11. Accountability standards are maintained, and I am held responsible for the quality of work I produce within OES.

12. Regular feedback and performance assessments contribute to a clear understanding of how well I am performing in my role within OES.

My Office (Example)

1. The USDA Office of the Executive Secretariat (OES) values and publicly acknowledges employees for their exceptional contributions in delivering high-quality products and services.

2. The safety and well-being of employees are paramount in OES, ensuring protection from health and safety hazards through comprehensive measures and protocols.

3. The successful accomplishment of our office’s mission is a collective effort, and every member of the OES staff plays a crucial role in contributing to our overall success.

4. Employees have a clear understanding of the top priorities within OES, fostering a sense of purpose and direction in their daily tasks.

5. Open communication channels are maintained within OES, and the results of the Federal Employee Viewpoint Survey (FEVS) are regularly shared through various channels such as emails and the distribution of reports, ensuring transparency and feedback loops.

6. Information flows openly within OES, promoting a collaborative and informed work environment.

“The President’s budget provides USDA with the tools needed to serve all Americans by providing effective, innovative science-based public policy leadership at home and around the world. It contains critical investments that will help rural communities provide the fuel, food, and fiber upon which our nation depends and will drive solutions that will lead to more market opportunities for producers,” said Agriculture Secretary Tom Vilsack. “USDA will continue to invest in equitable systems and programming,

increase landscape resiliency and help rural communities build resistance to the impacts of climate change, create more and better markets for our hardworking producers, bolster access to healthy and affordable nutrition for families, and connect all Americans to economic prosperity. This budget is a clear message of what President Biden values and demonstrates the Administration’s commitment to the success of Rural Americans and their communities.”

7. The approval process within OES is streamlined, allowing for the timely delivery of work without unnecessary delays.

8. OES is agile and adaptive, effectively responding to changing government priorities to ensure continued success.

Note that the OES EEC Pulse Surveys should be designed to be short and reduce the amount of time it takes office employees to give their feedback, asking questions that are relevant and important to OES. If additional survey question examples are required, please review:

Governmentwide Management Report: Results from the 2023 OPM Federal Employee Viewpoint Survey

This report also illustrates the importance of the Federal Employee Viewpoint Survey (FEVS) Employee Engagement Index (EEI) as crucial for fostering a positive work environment. The OES Employee Engagement Committee (EEC) should recognize that the FEVS focuses on assessing conditions that contribute to employee engagement rather than directly measuring the feelings of engagement itself. To align with the principles outlined in the FEVS, the USDA Office of the Executive Secretariat’s Employee Engagement Committee (EEC) may consider the following topical areas when developing the OES EEC Pulse Surveys:

• Effective Leadership

• Meaningful Work

• Learning and Growth Opportunities

• Recognition for Contributions

• Inclusivity and Diversity

• Work-Life Balance

• Communication Effectiveness

By addressing these aspects, the EEC can contribute to creating a workplace that not only meets the conditions conducive to engagement as outlined by the FEVS but also actively promotes a positive and motivated atmosphere within the USDA Office of the Executive Secretariat.

ACRONYMS APPENDIX F

DEFINITIONS APPENDIX G

508 Compliance: Section 508 of the Rehabilitation Act (29 U.S.C. 794d), as amended in 1998, is a federal law that requires agencies to provide individuals with disabilities equal access to electronic information and data comparable to those who do not have disabilities, unless an undue burden would be imposed on the agency.

Agency: Organizational units of the Department, other than staff offices, whose heads report to officials within the Office of the Secretary, Deputy Secretary, Under, and Assistant Secretaries as defined in DG 0100-002, Organization.

AgLearn: USDA’s Learning Management System (LMS) and it has over 3,000 free online courses available to all USDA employees

AgWrite: OES’ content management system (CMS) that manages user queues to quickly interpret the subject, status, and required action to move documents from draft to signature, distribution, and archival.

Content Management System (CMS): a software application that is used to store and manage content, allowing multiple contributors to create, edit, and publish digital content.

Correspondence: official written communications to and from a USDA official. Correspondence may be internal or external and may be transmitted in person or through mail, fax, or email.

Manual: a permanent Directive used for technical guidance or instructions.

Plain Writing: clear Government communication that the public can understand and use. Pulse survey: a short set of questions sent to employees on a regular basis.

Secretarially-signed: refers to official documents prepared by agencies, Mission Areas, and offices for review and signature by the Secretary or Deputy Secretary of Agriculture. Examples of Secretarially Signed Documents include decision memorandums, reports, and certificates.

Succession Planning: the process of identifying the critical positions within your organization and developing action plans for individuals to assume those positions.

2 https://hr.uw.edu/pod/organizational-excellence-and-development/organizations/succession-planning/)

“The President’s budget provides USDA with the tools needed to serve all Americans by providing effective, innovative science-based public policy leadership at home and around the world. It contains critical investments that will help rural communities provide the fuel, food, and fiber upon which our nation depends and will drive solutions that will lead to more market opportunities for producers,” said Agriculture Secretary Tom Vilsack. “USDA will continue to invest in equitable systems and programming,

increase landscape resiliency and help rural communities build resistance to the impacts of climate change, create more and better markets for our hardworking producers, bolster access to healthy and affordable nutrition for families, and connect all Americans to economic prosperity. This budget is a clear message of what President Biden values and demonstrates the Administration’s commitment to the success of Rural Americans and their communities.”

In accordance with Federal civil rights law and U.S. Department of Agriculture (USDA) civil rights regulations and policies, the USDA, its Agencies, offices, and employees, and institutions participating in or administering USDA programs are prohibited from discriminating based on race, color, national origin, religion, sex, gender identity (including gender expression), sexual orientation, disability, age, marital status, family/parental status, income derived from a public assistance program, political beliefs, or reprisal or retaliation for prior civil rights activity, in any program or activity conducted or funded by USDA (not all bases apply to all programs). Remedies and complaint filing deadlines vary by program or incident. Persons with disabilities who require alternative means of communication for program information (e.g., Braille, large print, audiotape, American Sign Language, etc.) should contact the responsible Agency or USDA’s TARGET Center at (202) 720-2600 (voice and TTY) or contact USDA through the Federal Relay Service at (800) 8778339.

Additionally, program information may be made available in languages other than English.

To file a program discrimination complaint, complete the USDA Program Discrimination Complaint Form, AD-3027, found online at How to File a Program Discrimination Complaint and at any USDA office or write a letter addressed to USDA and provide in the letter all of the information requested in the form.

To request a copy of the complaint form, call (866) 632-9992. Submit your completed form or letter to USDA by: (1) mail: U.S. Department of Agriculture, Office of the Assistant Secretary for Civil Rights, 1400 Independence Avenue, SW, Washington, D.C. 20250-9410; (2) fax: (202) 690-7442; or (3) email: program.intake@usda.gov.

USDA is an equal opportunity provider, employer, and lender.