Introduction 
Since 1985, the Federal Government's efforts to manage 
wildlife damage to agricultural and other resources have 
been centralized in the U.S. Department of Agriculture’s 
(USDA) Animal and Plant Health Inspection Service 
(APHIS). APHIS’ Animal Damage Control (ADC) program 
works to minimize the effects of wildlife on livestock and 
crops, property, and natural resources, including threatened 
and endangered species. Along with our traditional 
responsibilities, we also protect human health and safety 
from wildlife damage. 
This report documents ADC’s accomplishments during fiscal 
year (FY) 1996. They include identification of four new 
strategic goals; the completion and analysis of a customer 
satisfaction survey regarding ADC’s technical assistance 
services; the continuation of two workforce planning 
initiatives; and ADC’s continuing research on innovative 
approaches to lessen wildlife damage. Additionally, ADC’s 
recently completed indoor animal research building in 
Ft. Collins, CO, became fully operational. 
Preparing the 1996 highlights report is one way we are 
working to keep the public and our State and local 
cooperators better informed about ADC activities. To learn 
more about our research activities, you are encouraged to 
request a copy of the National Wildlife Research Center 
Highlights Report, Fiscal Year 1996. Write to USDA/APHIS/ 
NWRC, 1201 Oakridge Drive, Ft. Collins, CO 80525, and 
ask for Miscellaneous Publication 1541. For more details 
about the overall ADC program, please write to: 
Deputy Administrator, ADC 
USDA, APHIS 
4700 River Road, Unit 87 
Riverdale, MD 20737-1234 
Program Highlights 
Strategic Planning 
In 1994, the program published Animal Damage Control: 
Mission and Strategy, which presented a new strategic 
vision for ADC—a vision focused on improving the 
coexistence of people and wildlife. Since that time, ADC 
has continued to strategically move toward a future in which 
wildlife damage is reduced to lowest possible levels at the 
same time that wildlife mortality is also reduced. After 
employees, stakeholders, and public representatives 
validated that this is still an appropriate strategic direction for 
the program, in FY 1996, ADC identified four programwide 
goals. Employees representing all levels of the program 
participated in workshops across the United States to 
finalize these goals and supporting strategies. These goals 
include (1) providing wildlife services, (2) developing 
methods, (3) valuing and investing in people (i.e., our 
workforce), and (4) providing enhanced information and 
communication to our publics. The goals and strategies 
were designed to help all employees and managers as they 
conduct their daily activities in a manner that supports 
ADC’s strategic vision for the program. 
Workforce Planning Initiatives 
ADC continued with two workforce planning initiatives during 
the year. One initiative—the ADC Leadership Excellence 
Program (LEP)—s an 18-month leadership development 
program designed to help ADC meet anticipated vacancies 
in some of its top leadership positions in the near future. 
Ten ADC employees with demonstrated leadership potential 
will graduate from the rigorous program in July 1997. 
Participation in the LEP has given these employees an 
opportunity for leadership skills assessment, a contracted 
learning agreement, individually and group-tailored learning 
curriculum, developmental work details, mentoring from a 
senior-level manager, small- and large-group work projects, 
and networking with the ADC management team. 
ADC Program Highlights, 1996 
