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Goal 6: Workforce Development and Capacity Building

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Objective Strategy Progress
6A. Attract, recruit, and retain a prepared, diverse, and stainable workforce to address all NCHHSTP diseases and conditions.

I. Expand the Center’s use of recruiting tools and, as appropriate, flexible hiring authorities (e.g., open continuous announcements) to facilitate the recruitment and hiring process.

Indicators:

  • Number of NCHHSTP divisions and percentage of positions advertised using recruiting mechanisms.
  • Number of staff hired using flexible hiring authorities.
  • Number of positions advertised and number of staff hired through job fairs/career days.
  • Number of recruitment events with NCHHSTP Recruiter Cadre.

FY 2010 Accomplishments

  • Recruited NCHHSTP Staff to serve in the CDC Recruiter Cadre.
  • Hosted undergraduate interns from local public university to work in program evaluation and policy.


FY 2011 Plans

  • Track the number of new hires made using special appointment authorities (e.g., disabled veteran or other veteran hiring authorities, disabled workers, FCIP).
  • Track and monitor the number of job fairs/career day events NCHHSTP recruiters attend including events at racial/ ethnic/ minority serving institutions.

Show Accomplishments and Plans

Goal is completed.

II - VII. Based on input from workforce development workgroups, these strategies were replaced with those listed below. They are no longer a part of the workforce development goal.

VIII. Expand NCHHSTP’s portfolio of novel programs and strategies to support and facilitate recruitment and retention of a diverse and sustainable workforce

Indicators:

  • Launch the NCHHSTP Ambassador Program
  • Number of staff volunteering to serve as ambassadors
  • Evaluation of new employee experiences as participants in the NCHHSTP Ambassador’s Program (include indicators from evaluation questions)
  • Development of an NCHHSTP succession plan framework and plan
  • Develop a standard exit interview process

FY 2011 Plans

  • Develop and implement the NCHHSTP Ambassador Program
  • Develop and implement an NCHHSTP succession plan.
  • Explore and develop a structured exit interviewing process with an evaluation component to track data for all employees leaving NCHHSTP.

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Goal is in progress.

IX. This strategy is no longer part of the workforce development goal.

X. Implement a process to routinely offer diversity training to all NCHHSTP leaders, supervisors, leads, and the entire workforce.

Indicators:

  • Number of managers and senior leaders completing diversity course
  • Annual Diversity Day Activities held on NCHHSTP campus

FY 2011 Plans

  • Work with CDC’s Office of Diversity to offer a Diversity for Managers and Senior Leaders course.
  • Include all staff in diversity initiatives (e.g., civil service and Commissioned Corp personnel data will be used to document diversity efforts/compliance).
  • Institute Annual Diversity Day

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Goal is in progress.

XI. Expand use of existing fellowship programs, such as the Public Health Apprentice Program, Public Health Prevention Service, and Presidential Management Fellows, to recruit program and management staff.

Indicator: Number of NCHHSTP staff participating in the Joint Federal Historically Black Colleges and University (HBCU) Student Shadowing Opportunity.

FY 2011 Plans

  • Track and monitor the number of fellows assigned to NCHHSTP who participate in fellowship programs.
  • Design feedback loop from fellowship programs to NCHHSTP programs to link to qualified candidates.

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Goal is completed.

XII. Increase support for and collaboration with institutions serving racial and ethnic minority undergraduate, graduate, and professional students.

FY 2011 Plans

  • Establish a method to document new and existing linkages with, HBCUs and Hispanic Serving Institutions.
  • Track the number of NCHHSTP staff participating in HCBU student shadowing opportunity programs.

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Goal is in progress.

XIII. Develop process to track and evaluate the experience of NCHHSTP Summer Fellows.

Indicator: Number of Summer Fellows pursuing careers in public health

FY 2011 Plans

  • Develop a science-based evaluation tool to chart the progression of summer fellows into public health fields
  • Implement longitudinal follow-up of NCHHSTP Summer Fellows Forum using novel social media techniques.

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Goal is in progress.

XIV. Collaborate with external parties to better assess and meet state and local workforce needs.

Indicator: Number of collaborative relationships established between 2010-2015.

FY 2011 Plans

  • Establish linkages w/ NACCHO, ASTHO, and CSTE training and workforce units.

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Goal is in progress.

XV. Develop curricula for new employee orientation (NEO) and conduct a pulse check on new hires after 3 months on the job

XVa. Launch New Employee Orientation with complementary Pilot Ambassador Program

Indicators:

  • NEO final agenda and curricula developed
  • Development of SOPs and launch of the Ambassador Program.
  • Percentage of eligible staff participating in New Employee Orientation

FY 2010 Accomplishments

  • Developed NEO Agenda and curricula.
  • Developed SOPs for Ambassador Program.


FY 2011 Plans

  • Develop curricula to include center update by the director, health equity training, etc.
  • Track and monitor semiannually the number of new hires participating in NEO program
  • Collaborate with AHRC on timely identification of new NCHHSTP employees
  • Develop evaluation surveys for NEO and Ambassador Program

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Goal is completed.

XVI. Review and establish NCHHSTP performance benchmarks for OPM’s Employee Viewpoint Survey (EVS)

Indicators:

  • Increase by 50%, the number of NCHHSTP staff completing the Employee Viewpoint Survey (EVS) based on the number of respondents from the previous survey year.
  • In FY11, 10% increase in composite score for leadership, employee satisfaction, and workplace balance.
  • Add several additional questions to the EVS to track over time.

FY 2010 Accomplishments

  • Established NCHHSTP employee satisfaction benchmarks from 2010 EVS.


FY 2011 Plans

  • Review data from the 2011 EVS to compare NCHHSTP’s performance compared with HHS, other OPDIVs, and other CDC national centers and offices with comparable number of employees.
  • Review EVS and select appropriate survey questions to use to monitor and track NCHHSTP employee satisfaction.

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Goal is in progress.

XVII. Promote and encourage NCHHSTP staff participation in HHS Workforce Needs Assessment Survey

Indicator: Number and percentage of staff participating in the survey

FY 2011 Plans

  • Work with the Human Capital Management Office (HCMO) to analyze data by various demographic groups.

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Goal is completed.

XVIII. Participate in CDC HCMO focus groups to gather additional information to inform results from the Employee Viewpoint Survey

Indicator: Summary of focus group feedback

FY 2011 Plans

  • Work with the Human Capital Management Office (HCMO) to conduct focus groups of NCHHSTP employees and include additional questions on work life balance

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Goal is completed.

XIX. Establish an external workforce development advisory group

Indicator: Establish external Workforce Development, Capacity Building, and Succession Planning Advisory Group by July 2010

FY 2010 Accomplishments

  • Developed process and established charter for the Workforce Development, Capacity Building, and Succession planning Advisory Group comprised of CDC agency executive level SMEs (held 3 meetings).

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Goal is completed.

XX. Establish an internal NCHHSTP workforce development advisory group comprised of division champions

Indicator: Establish internal NCHHSTP Champions Workgroup by July 2010

FY 2010 Accomplishments

  • Developed process and established charter for the NCHHSTP Champions Workgroup (held 3 meetings).

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Goal is completed.
6B. Continuously provide staff with development opportunities to ensure the effective and innovative delivery of NCHHSTP programs.

I. Provide training for all levels of personnel to ensure development of effective leadership, management, supervision, and administration skills as appropriate to individuals’ roles and for their career development.

Ia. Create informational Brown Bag sessions on how to utilize CDC’s Leadership Process:

  • I-LEAD 4-tier approach to leadership
  • LTTE opportunities


Indicators:
  • Percentage of NCHHSTP staff receiving appropriate training specific to career growth (annually)
  • Percentage of staff compliant with
  • Mandatory Training requirements
  • Recommended training requirements
  • Function/role requirements
  • Number of division senior staff completing the Planning and Decision Making Course
  • Number and Percentage of staff participating in Brown bag informational session

FY 2011 Plans

  • Track the number of leadership, management, supervision courses provided to NCHHSTP staff (number of hours, participants, level of audience using the I-LEAD 4-tier system)
  • Continue BOLD training for NCHHSTP Branch chiefs and obtain approval for inclusion as part of CDC’s mandatory leadership training
  • As a part of the team lead development process, include 360 degree assessments with a coaching plan to address leadership improvement.
  • Encourage divisions to develop division-specific training for staff (e.g., DVH’s fall seminars; senior staff seminars with new hires, lab diagnostics, surveillance, how to write/ publish, and science issues/guidelines/ regulations).
  • Develop a center-wide Long Term Training (LTTE) system to provide equity across all divisions and programs. For example, proportionate contributions by each division based on share of NCHHSTP budget. Contributions will be used to fund 1-2 LTTE positions each year.
  • Create and implement monthly informational brown bag sessions on navigating the leadership process. For example, sessions on the I-LEAD leadership tiers, how to prepare one’s self for leadership roles at CDC.

Show Plans

Goal is in progress.

II. Provide opportunities for division staff to gain valuable experiences working in organizational units other than their existing locations (including details to other divisions, to NCHHSTP, CDC, CDC country offices, and HHS; as well as secondments to partner organizations, etc.).

Indicators:

  • Number of details processed
  • Percentage of staff participating in rotational assignments through NCHHSTP/OD (details, rotations, etc.
  • Number of shadowing experiences held each year

FY 2011 Plans

  • Track the number and types of details processed for NCHHSTP staff.
  • Obtain agreements from at least three OD offices for routine advertisement of detail opportunities.
  • Refine process for routine advertisement of rotational assignments through NCHHSTP/OD
  • Establish the “One Day in the Life of the NCHHSTP Director Shadowing Opportunity” with the NCHHSTP Director – a quarterly shadowing experience for NCHHSTP staff.

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Goal is in progress.

III. Develop a systematic approach to building and maintaining a diverse NCHHSTP leadership pipeline through leadership training and career development of NCHHSTP staff.

IIIa. Analyze Diversity data by divisions

IIIb. Develop/design employee engagement survey for NCHHSTP staff to assess employee viewpoint of NCHHSTP work environment.

Indicators:

  • Percentage of NCHHSTP leadership participating in leadership/career development trainings/activities
  • Number of Division Branch Chiefs/Deputy’s participating in BOLD Leadership Training.

FY 2010 Accomplishments

  • In 2010, develop a systematic leadership pipeline process for:
    • Tracking of summer fellows (external approach)
    • Tier I – ILEAD programs for level of interest in leadership
    • Tier II – ILEAD – Team Leads and first level supervisors.
    • Tier III – ILEAD, BOLD Training & BOLD Seminars, Mandatory Supervisor Training – Supervisors and Managers
    • Tier IV – ILEAD – SES, Title 42, OPM, etc.


FY 2011 Plans

  • Monitor and track leadership involvement in leadership/ career development activities.
  • Develop tracking process and analyze data tracked for workforce programs.

Show Accomplishments and Plans

Goal is completed.

IV. Increase the number of staff with experience/background that will help NCHHSTP achieve health equity

IVa. Increase the number of staff with experience/ background or knowledge of principles of health equity and addressing the social determinants of health.

IVb. Provide health equity training to NCHHSTP staff

Indicators:

  • Establish an NCHHSTP Diversity Council as a committee of the NCHHSTP Champions Workgroup
  • Inclusion of health equity and social determinants of health training in new staff orientation.
  • Number of staff receiving health equity and social determinants of health training.

FY 2011 Plans

  • Track and monitor NCHHSTP Diversity Council
    • Collateral Duty Specialist
    • Work of Health Equity unit
    • Assess equity/adequacy of division representation
  • Monitor and collaborate on Diversity Training with Office of Diversity Management and EEO
  • Develop and launch health equity and social determinants of health training for all employees

Show Plans

Goal is in progress.

V. Develop a training approach that ensures personnel have competencies, including cultural sensitivity, that enable them to best serve the diverse populations most affected by HIV, viral hepatitis, STDs, and TB.

Va. Work with CDC’s Diversity Office to establish a course on cultural sensitivity for managers and senior leaders

Vb. Encourage NCHHSTP staff to include a class on cultural sensitivity in IDPs

Vc. Develop a pilot NCHHSTP shadowing progra

Vd. Develop a career counseling program.

Indicators:

  • Percentage of NCHHSTP staff receiving appropriate training specific to career growth (annually)
  • Percentage of staff with documented completion of cultural sensitivity training.
  • Percentage of staff participating in the NCHHSTP shadowing program

FY 2011 Plans

  • Track the number of courses provided to NCHSTP staff (#of hours, participants, level of audience using the I-lead 4-tier system)
  • Track staff compliance with training, including:
    • Mandatory Training
    • Leadership/Supervisor
    • Incident management
  • Develop cultural sensitivity training course for mangers and seniors leaders
  • Survey training records to track whether IDPS include cultural sensitivity course
  • Monitor development of employee mentoring programs in divisions
  • Track and monitor staff involvement in Peer counseling program

Show Plans

Goal is in progress.

VI. Promote and encourage a mentoring culture by all NCHHSTP staff.

Indicators:

  • Establish mechanisms to encourage informal as well as formal mentoring
  • Number and percentage of staff serving as mentors or mentees in CDC’s formal or informal mentoring programs
  • Number and types of incentives developed
  • Number of mentors for racial/ethnic summer fellows.

FY 2010 Accomplishments

  • Number of mentors (N=22) for racial/ethnic summer fellows in 2010


FY 2011 Plans

  • Continue to recruit NCHHSTP staff to serve as mentors for racial and ethnic summer fellows and training programs.
  • Develop incentives for mentoring
  • Provide mentorship training for NCHHSTP mentors to adequately guide fellows through their program and to provide career mentoring.

Show Accomplishments and Plans

Goal is in progress.
6C. Continuously recognize performance, contributions, and achievements of employees and create an atmosphere that promotes a healthy work-life balance.

I. Create a professional environment that encourages and rewards the open exchange of ideas, innovation, critical thinking, and individual and collective achievements and contributions.

Ia. Establish new or explore existing award programs in CDC, HHS or other government to create additional opportunities for staff recognition.

Ib. Develop a resource that includes information on how to apply for all available awards. Also create a calendar and timeline that lists continuous and one-time awards

Ic. Encourage annual division level pulse check on employee satisfaction

Indicator: Increase in the number of awards put forth by divisions and the OD.

FY 2011 Plans

  • Critically examine current awards and recognition program including committee structure, awards submitted, and timelines.
  • Survey other national centers to get input on best practices for staff recognition.
  • Increase the number of staff recognized for outstanding work and develop incentives for mentoring (e.g., Deputy Director’s Quarterly Mentor Award, NCHHSTP Annual Mentor Award, submit for CDC mentor Award/recognition)

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Goal is in progress.

II. Increase opportunities for staff recognition at multiple levels across CDC, HHS, and government-wide.

Indicator: Number of NCHHSTP employees that are recognized through CDC, HHS, or other governmental awards programs (annually)

FY 2011 Plans

  • Increase the number of award submission and/or opportunities for receiving award/recognition from divisions.
  • Analyze data for CY 2009 on employee awards
  • Develop and promote formal awards council composed of staff from all levels of staff.
  • Develop Deputy Director’s Award for Mentoring
  • Examine performance awards by various demographic categories, distribution by race/ethnicity/ pay grade.

Show Plans

Goal is in progress.

III. Develop a plan to identify, promote, and monitor work-life programs and benefits to enhance quality of work-life for NCHHSTP employees.

Indicators:

  • The number of staff teleworking or using flexible work hours.
  • Survey field staff to understand work-life program needs and institute program(s) to address these needs.

FY 2010 Accomplishments

  • Initiated Wellness@Work group to promote smoking cessation and exercise at Corporate Square facilities.


FY 2011 Plans

  • Determine baseline data for workforce programs including telework, flexi-time.

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Goal is completed.

IV. Explore increasing the number of healthy vending snacks options for the Corporate Square campus.

Indicator: 10% increase in healthy choices in vending machines.

FY 2011 Plans

  • Encourage vendors to provide a more diverse and healthy food selection in vending machines throughout the Corporate Square campus

Show Plans

Goal is in progress.

V. Increase the number of work life balance events held at the Corporate Square campus.

Indicator: In FY 2011, increase by 20%, the number of work life balance events held on the Corporate Square campus

FY 2011 Plans

  • Work with CDC Lifestyle Office to offer additional programs at Corporate Square.

Show Plans

Goal is completed.

VI. Encourage NCHHSTP staff to incorporate exercise into the work day.

Indicator: Increase the number of walkers/walking groups at Corporate Square.

FY 2011 Plans

  • Encourage staff to form walking groups/team/buddies.
  • Establish formal walking groups

Show Plans

Goal is in progress.

VII. Institute a work force development e-mail mailbox to obtain suggestions from staff for activities to improve workforce development and work life balance

Indicator: Creation of Work Force Development E-mail box

FY 2011 Plans

  • Work with Office of Communications Science to establish a work life e-mail mailbox

Show Plans

Goal is completed.

 
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