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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 mechanisms or flexible hiring authorities (e.g., open continuous announcements, veteran hiring authorities, and disabled workers, Federal Career Intern Program [FCIP]) to facilitate the recruitment and hiring process.

Indicators:

  • Track NCHHSTP Divisions/OD Offices that use the recruiting mechanisms in addition to the number of new hires made using recruiting mechanisms
  • Track/monitor the number of job fairs/career day events that NCHHSTP recruiters attend, including events at racial, ethnic, and minority-serving institutions
  • Track/monitor NCHHSTP’s participation in CDC Recruiter Cadre events
  • Track the number of NCHHSTP employees hired under the Career Opportunity Training Agreement (COTA)

FY 2011-2012 Accomplishments

  • NCHHSTP/OD Workforce Team recruited NCHHSTP Staff to serve in the CDC Recruiter Cadre.
  • NCHHSTP hosted The Federal Job Shadowing Day aimed to expose and connect undergraduate students to CDC and professions of their interest.


FY 2013 Plans

  • Document the number of position announcements and recruiting strategies used to fill positions.
  • Participate in job fairs and career day events.
  • Participate in the CDC Recruiter Cadre events.
  • Develop a Center-wide process to monitor the number of Career Opportunities Training Agreements (COTAs) within NCHHSTP divisions for FY 2013.
  • Encourage NCHHSTP supervisors to use COTAs when appropriate within NCHHSTP.

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Goal is in progress.

II. Increase the utilization of novel programs and strategies for the purpose of enhancing recruitment and retention efforts for NCHHSTP.

Indicators:

  • Track/monitor the number of NCHHSTP Ambassador Program attendees, Ambassador volunteers, and new employee experiences
  • Track/monitor number of participants in the Onboarding process
  • Track/monitor the number of employees as they process out of the current organization and evaluate the exit interview process

FY 2011-2012 Accomplishments

  • Implemented and evaluated the pilot NCHHSTP Ambassador Program between October 2010 and January 2011.
  • Implemented the Ambassador Program at the October 2012 New Employee Orientation (NEO) session.
  • The NCHHSTP WDC Workgroup researched existing exit interview processes that are in use within CDC and plans to identify a best practice that can be implemented within NCHHSTP.


FY 2013 Plans

  • Use Ambassador Program evaluation results in designing an onboarding process for NCHHSTP.
  • Implement an NCHHSTP Onboarding process for new employees.
  • Evaluate a current exit interview process to administer to NCHHSTP employees as they leave the organization.

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Goal is in progress.

III. Continue to support existing fellowship programs, such as the Public Health Apprentice Program, Public Health Prevention Service, Epidemic Intelligence Service, and Presidential Management Fellows (PMFs) to recruit program, epidemiologic, and management staff.

Indicators:

  • Track and monitor number of fellows assigned to NCHHSTP
  • Track and monitor process and impact evaluations completed by participating fellows
  • Track and monitor the increase of fellows offered rotational and FTE job opportunities in NCHHSTP at the completion of the fellowship

FY 2011-2012 Accomplishments

  • Two PMFs were hired in in 2011 and one PMF hired in NCHHSTP in 2012.
  • 3 were PHPS fellows assigned to NCHHSTP.
  • Over 60 summer fellows that participated in the 2012 NCHHSTP Summer Fellows Forum.
  • 7 EIS officers were assigned to NCHHSTP in 2011 and 9 EIS Officers assigned in 2012.
  • 13 associates were assigned to host sites that focus on program areas within NCHHSTP in 2011, and 39 in 2012.
  • Sponsored 30 PHAP Associates in 2012.


FY 2013 Plans

  • Track the number of NCHHSTP fellows hired within CDC at the conclusion of the fellowship.

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Goal is in progress.

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

Indicators:

  • Develop a log of institutions serving target populations and document the collaboration
  • Track, monitor, and report NCHHSTP staff participating in Student Shadowing Opportunity programs
  • Track the number of NCHHSTP staff participating in the HBCU Public Health Lecture Series

FY 2011-2012 Accomplishments

  • Implemented the CDC Federal Job Shadowing Day for Georgia HBCU Students. 27 HBCU students participated.


FY 2013 Plans

  • Collaborate with eligible institutions to provide opportunities for students to enhance their leadership competencies and public health experiences.
  • Continue to participate in the Joint Federal HBCU Student Shadowing Opportunity Program.
  • Meet with HBCU Presidents to assess the feasibility of establishing an HBCU Public Health Lecture Series.

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Goal is in progress.

V. Develop a process to track, monitor, and evaluate the experience of NCHHSTP Summer Fellows.

Indicators:

  • Monitor and track data received from the Fellows Forum evaluation tool and report on NCHHSTP Summer Fellows
  • Monitor and track data received from the longitudinal NCHHSTP Summer Fellows follow-up

FY 2011-2012 Accomplishments

  • Hosted the 5th annual NCHHSTP Summer Fellows Forum. Over 60 fellows participated from Morehouse College’s Project IMHOTEP, the James A. Ferguson Fellowship Program, the Thurgood Marshall College Fund Summer Interns, Columbia University’s Summer Public Health Scholars Program, and the Tuskegee University Public Health Ethics Interns programs. Participants were evaluated and a summary report developed.

FY 2013 Plans

  • Chart the progression of summer fellows into public health fields.
  • Implement and evaluate a longitudinal NCHHSTP Summer Fellows Forum follow-up process using novel social media techniques.

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Goal is in completed.

VI. Continue to provide a semi-annual NEO session for employees new to NCHHSTP.

Indicator:

  • Track identified new employees and the number participating in NEO program
  • Track evaluations completed by NEO attendees; Re-evaluate 3 months post completion of NEO

FY 2011-2012 Accomplishments

  • NCHHSTP's NEO Sessions were held in October 2011 and in April 2012. Evaluations are conducted with each session and responses compiled in an After Action Report.
  • DSTDP developed a New Employees Handbook with information specific to working in DSTDP.

FY 2013 Plans

  • Collaborate with Atlanta Human Resources Center to identify employees new to NCHHSTP.
  • Offer NEO sessions to new NCHHSTP employees.
  • Evaluate each NEO session.

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Goal is completed.

VII. Implement strategies outlined in the CDC Diversity Scorecard.

Indicator:

  • Monitor PMAP use of headquarter staff compared to field staff and stratify all staff by grade and job series
  • Evaluate process implemented to address low-scoring Employee Viewpoint Survey (EVS) elements
  • Evaluate process developed by Human Capital Management Office (HCMO)/AHRC to create a pipeline of diverse candidates
  • Track and monitor relationship-building efforts with educational institutions and non-profit organizations
  • Monitor the number of staff participating in the Diversity Council and employee organization activities
  • Highlight and promote Special Emphasis Programs/Affirmative Employment Programs in the NCHHSTP Deputy Director’s Update, on the Workforce Development Web site and Calendar of Events
  • Track and monitor the number of NCHHSTP Diversity Council meetings per year

FY 2011-2012 Accomplishments

  • PMAP compliance is currently being analyzed by the Workforce Analysis Workgroup. Analysis is to be completed by November 2012.
  • The OD Workforce Development Team conducted focus groups from January–February 2011 and January–February 2012 to identify processes to address low-scoring EVS elements. The Focus Group report was communicated to NCHHSTP staff in the 2011 All Hands meeting and in an All Hands meeting in October, 2012.
  • The NCHHSTP Diversity Council is in the planning phase and will be fully staffed October 1, 2012.
  • The NCHHSTP Diversity Scorecard was updated in June 2012.

FY 2013 Plans

  • Monitor PMAP for possible disparities.
  • Develop a process to address low-scoring elements identified in OPM’s EVS.
  • Utilize process developed by HCMO/AHRC to create a pipeline of diverse candidates.
  • Maintain established relationships with educational institutions and non-profit organizations.
  • Support employee involvement in employee organizations/Diversity Councils.
  • Support employee participation in Special Emphasis/Affirmative Employment Programs via promotion in the NCHHSTP Deputy Director’s Update, on the Workforce Development Web site, and the Workforce Development Calendar of Event.
  • Form a NCHHSTP Diversity Council as a committee of the NCHHSTP Champions Workgroup.

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Goal is in progress.

VIII. Monitor NCHHSTP’s response rate on the EVS.

Indicator:

  • Monitor and track 2012 EVS data to document changes in employee response rate
  • Monitor and track types of marketing strategies implemented

FY 2011-2012 Accomplishments

  • NCHHSTP’s EVS Response rate was 50.6% in 2011, an 34.2% increase from 2010’s response rate of 33.3%.
  • NCHHSTP’s 2011 Division Response Rates were:
    • DSTDP 61.8%
    • OD 58.8%
    • DHAP 48.6%
    • DVH 47.2%
    • DTBE 46.2%
  • Currently pending receipt of NCHHSTP’s 2012 EVS response rates. CDC’s response rate for 2012 was 73.5%.
  • NCHHSTP implemented a communications plan to encourage staff participation in the 2011 and 2012 EVS.

FY 2013 Plans

  • Implement EVS marketing campaigns to increase response rate in the 2013 EVS over the 2012 EVS response rate.

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Goal is completed.

IX. Participate in NCHHSTP’s EVS focus groups to gather supporting information and suggestions for improvement.

Indicator:

  • Track number of focus groups conducted, as well as number of employees participating in the focus groups
  • Analyze outcome data obtained from the focus groups
  • Communicate the NCHHSTP Focus Group Report to staff

FY 2011-2012 Accomplishments

  • NCHHSTP’s OD addresses concerns by engaging a cross-section of staff in focus groups. The Focus Group participant selection process was randomized across geographic location, supervisory status, pay grade, and job series to ensure a good cross-section of participants. The focus groups are formed to gather more detailed input from employees that will help us design the roadmap to success.
  • NCHHSTP conducted 21 Focus Group sessions in 2011, with 165 participants. In 2012, NCHHSTP conducted 13 Focus Group sessions, with 77 participants. Focus Group data were analyzed and a report was disseminated to the workforce. NCHHSTP EVS Priority Strategies were developed and posted on the NCHHSTP Workforce Development and Capacity Building Web site.
  • A communication plan is being developed to share the 2012 EVS results with NCHHSTP staff.

FY 2013 Plans

  • Collaborate with the NCHHSTP Workforce Analysis Group to determine the number of, and workforce composition for, EVS focus groups.
  • Work with the NCHHSTP OD Workforce Team to provide logical support and staffing for EVS focus groups.
  • Compile focus group data into an NCHHSTP Focus Group Report.

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Goal is completed.

X. Identify best practices and strategies to reduce the percentage of negative responses for 3 of the 5 negative response questions from the 2011 EVS.

Indicators:

  • Track and monitor identified factors influencing the top five negative responses
  • Incorporate identified factors and suggestions from the focus groups into NCHHSTP’s Workforce Action Plan, where possible
  • Monitor the top five negative response data by year

FY 2011-2012 Accomplishments

  • In 2011 and 2012, Focus Group data were disseminated to staff and suggestions for improvement were included in the NCHHSTP Workforce Development Action Plan.


FY 2013 Plans

  • Continue to survey NCHHSTP staff, via focus groups, to determine major factors influencing 3 of the top 5 negative responses on the EVS.
  • Identify and implement suggestions to reduce the percentage of negative responses for the top five negative response questions on the EVS.

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Goal is completed.

XI. Identify best practices and strategies to increase scores on effective communication and job satisfaction on the 2012 EVS.

Indicators:

  • Review suggested action strategies obtained from focus group participants and incorporate into action plan, where appropriate
  • Monitor effective communication and job satisfaction EVS data by year

FY 2011-2012 Accomplishments

  • Currently, a communication plan is being developed to share the 2012 EVS Focus Group results with NCHHSTP staff and action strategies will be incorporated into the 2013 NCHHSTP Workforce Development Action Plan.


FY 2013 Plans

  • Continue to survey NCHHSTP staff, via focus groups, to identify best practices to increase effective communication and job satisfaction scores for NCHHSTP.
  • Implement suggested strategies from EVS focus groups to increase effective communication and job satisfaction scores.

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Goal is completed.

XII. Continue to collaborate with the NCHHSTP Excellence in Workforce Development, Capacity Building, and Succession Planning Advisory Group (EWCS PAG), NCHHSTP’s External Workforce Development Advisory Group.

Indicator: Monitor suggestions received from the EWCS PAG; monitor the number of suggestions considered compared to activities implemented

FY 2011-2012 Accomplishments

  • The OD Workforce Development Team records workforce development suggestions from the EWCS PAG in quarterly meeting minutes and presents information to EWCS PAG members at quarterly meetings.

FY 2013 Plans

  • Continue to collaborate with Advisory Workgroup on issues pertaining to the three NCHHSTP strategic workforce priorities.

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Goal is in progress.

XIII. Continue to utilize the NCHHSTP Workforce Development Champions Group to provide oversight and input on NCHHSTP’s Workforce Development and Capacity Building activities.

Indicator: Monitor, track, and report on NCHHSTP Workforce Development and Capacity Building activities, processes, and programs

FY 2011-2012 Accomplishments

  • NCHHSTP Workforce Development and Capacity Building activities for 2011–2012 are expansive.

FY 2013 Plans

  • Continue to collaborate with NCHHSTP Workforce Development Champions Workgroup to implement activities, processes, and programs.

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Goal is in progress.

XIV. Continue to institute the NCHHSTP Employee Communication Platforms Project.

Indicator:

  • Monitor, track, and report on the number of page reviews to various Workforce Development Web site components
  • Track and monitor Deputy Director’s Updates

FY 2011-2012 Accomplishments

  • The OD Workforce Team monitors web page reviews monthly. There were 7,784 page reviews between January-August 2012.
  • The NCHHSTP Deputy Director’s Update was distributed monthly to NCHHSTP staff.

FY 2013 Plans

  • Continue to maintain the Workforce Development Web site, e-mail, Calendar of Events, and the Workforce Matters! Blog.
  • Continue to disseminate the NCHHSTP Deputy Director’s Update monthly.

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

I. Continue to implement a training approach that ensures personnel have competencies, including cultural sensitivity, to enable them to best serve the diverse populations most affected by NCHHSTP’s focus diseases.

Indicators:

  • Track and monitor the number of diversity courses offered
  • Track and monitor the number of Division staff attending diversity training
  • Track and monitor the number of cultural sensitivity courses offered and the number of NCHHSTP staff attending each course
  • Survey training records to track and monitor the number of cultural sensitivity courses included in staff IDPs

FY 2011-2012 Accomplishments

  • The NCHHSTP Workforce and Development Team have determined that this action strategy will be deferred to FY 2013.

FY 2013 Plans

  • Collaborate with CDC’s internal and external partners to establish a course on cultural sensitivity for managers and senior leaders.
  • Encourage NCHHSTP staff to include a class on cultural sensitivity in their IDPs.

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Goal is in progress.

II. Continue to provide training for all levels of personnel to ensure development of effective leadership, management, supervision, scientific, and administrative skills, as appropriate, to an individual’s role(s) and for their career development.

Indicators:

  • Track and monitor the percentage of staff compliant with mandatory supervisory training requirements and other required staff training
  • Continue to evaluate the Learn@Lunch Development Series
  • Track and monitor the number of staff completing Branch Chief Opportunities for Leadership Development (BOLD) training sessions
  • Track and monitor number of team leads participating in the Coaching and Leadership Initiative (CaLI)
  • Track and monitor the number of educational training opportunities offered through retained ILA funding; track and monitor the number of NCHHSTP staff participating in training
  • Evaluate the professional development initiative for NCHHSTP administrative and laboratory staff GS-7 through GS-13.

FY 2011-2012 Accomplishments

  • Currently, NCHHSTP’s overall compliance rate for Mandatory Supervisory Training is 89%.
  • NCHHSTP Learn@Lunch sessions are offered and evaluated monthly. Click here to visit the Web site.
  • The BOLD sessions were implemented and evaluated in September 2011 and in March 2012. Of the 27 NCHHSTP Branch Chiefs, PMOs, and Senior Leaders that attended the BOLD session, 100% of PMOs and Branch Chiefs agreed that they learned strategies for leadership goal setting and action planning. A second BOLD session was held in September 2012.
  • A total of 113 NCHHSTP team leads are participating in CaLI and will receive an OPM Leadership 360™ assessment, 6 hours of CEP, and participate in a post evaluation.
  • Educational opportunities offered through 2012 Retained ILA Funds include: Executive training, BOLD sessions, Contracting Officer Representative (COR) training, CaLI, and Coaching for Enhanced Performance (CEP). NCHHSTP administrative staff will be evaluated via the CEP program and laboratory staff will obtain career development training.

FY 2013 Plans

  • Continue to promote the completion of Mandatory Supervisory training and other required staff training.
  • Continue to offer and promote the Learn@Lunch Career Development Series to staff and include sessions that satisfy mandatory supervisory training requirements, when appropriate.
  • Continue to obtain approval for BOLD training sessions to be included in CDC’s mandatory leadership training.
  • Continue to offer BOLD training to include Program Management Officials and NCHHSTP OD and Division senior leaders.
  • Implement and evaluate CaLI for NCHHSTP team leads.
  • Develop Standard Operating Procedures (SOP) to guide the use of retained ILA funds to offer flexibility in educational and training opportunities for NCHHSTP staff.
  • Institute a professional development initiative for NCHHSTP administrative and laboratory GS-7 through GS-13.

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Goal is in progress.

III. Continue to promote and encourage a mentoring culture by all NCHHSTP staff.

Indicators:

  • Track and monitor the number of staff serving as mentors or mentees in CDC’s mentoring programs (to include summer fellows and training programs)
  • Evaluate the NCHHSTP Speed Mentoring Program
  • Track and monitor the number of mentor training sessions held as well as the number of NCHHSTP staff in attendance

FY 2011-2012 Accomplishments

NCHHSTP implements and evaluates the Summer Fellows Forum annually.
  • There were 14 NCHHSTP mentors that participated in the 2011 Summer Fellows Forum and 13 mentors participated in the 2012 Summer Fellows Forum.
  • The NCHHSTP Speed Mentoring Pilot session was held in April 2012 and had 30 attendees (10 mentors and 20 mentees).
  • In conjunction with OPM, DSTDP developed and coordinated a pilot DSTDP Mentoring Program. Mentors were matched with protégées and a year-long formal mentorship relationship was formed with approximately 10 DSTDP pairs. The program was evaluated and results were presented to all Division staff. The program was continued through the CDC mentorship program.


FY 2013 Plans

  • Continue to utilize mechanisms to encourage informal as well as formal mentoring.
  • Continue to implement the NCHHSTP Speed Mentoring Program.
  • Provide mentorship training for NCHHSTP mentors to adequately guide fellows through their program and to provide career mentoring.

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Goal is in progress.

IV. Provide opportunities for Division staff to gain valuable experiences working in organizational units other than their existing locations (including details to other Divisions, and NCHHSTP).

Indicators:

  • Track and monitor the number of details processed in NCHHSTP per year and monitor the percentage of staff participating in rotational assignments through NCHHSTP’s OD
  • Track the number of assignments and details posted on NCHHSTP’s classified section of the Web site
  • Track and monitor the number of shadowing experiences held each year

FY 2011-2012 Accomplishments

  • There were 13 details, 30 rotational assignments, and 8 field TDYs within NCHHSTP from January–July 2012.
  • NCHHSTP rotational assignments are regularly posted on the CDC web page in the classified section.
  • Currently, the NCHHSTP Workforce Development Champions Workgroup is surveying staff to identify protocols to implement the NCHHSTP Employee Shadowing Program (ESP).

FY 2013 Plans

  • Develop a baseline of the number and types of details processed for NCHHSTP staff per year.
  • Ensure that NCHHSTP rotational assignments and details are posted on NCHHSTP’s classified section of the Web site.
  • Implement the NCHHSTP ESP

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Goal is in progress.

V. Continue to implement a systematic approach to building and maintaining a diverse NCHHSTP leadership pipeline through leadership training and career development of NCHHSTP staff.

Indicators:

  • Monitor and track participation in leadership and career development activities to include BOLD and Initiative for Leadership Enhancement and Development (ILEAD)
  • Continue to track and monitor the number of staff attending mandatory supervisory training as well as the number of training offered
  • Monitor process evaluation of Career Counseling participants
  • Conduct post-initiative assessment once pilot is complete
  • Track and monitor the number of attendees at the Learn@Lunch session on career development

FY 2011-2012 Accomplishments

  • NCHHSTP sponsored two BOLD sessions in 2011. In 2012, the first BOLD session was held in March with 27 NCHHSTP Branch Chiefs, PMOs, and Senior Leaders attending. A second BOLD session was held in September 2012.
  • NCHHSTP’s overall compliance rate for Mandatory Supervisory Training is 89%.
  • NCHHSTP collaborated with HCRMO to offer Career Counseling sessions in 2011.
  • An evaluation will be conducted to determine if the program should be implemented in 2013.
  • In 2011, there were 1,254 participants to the Learn@Lunch Career Development Series. There were 1,490 participants between January and August, 2012.

FY 2013 Plans

  • Continue to track and analyze data for BOLD, mandatory supervisor training, the ILEAD and NCHHSTP Leadership initiatives (Executives, PMOs, Supervisors, Team Leads, Field staff, and Administrative staff
  • Evaluate the NCHHSTP pilot Career Counseling Initiative to document lessons learned and feasibility of continuing
  • Include IDP development as a part of the Learn@Lunch Career Development Series session on career development

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Goal is in progress.

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

Indicators:

  • Track and monitor the number of staff receiving health equity and social determinants of health training
  • Track and monitor the number of staff receiving health equity and social determinant of health overview in NEO program

FY 2011-2012 Accomplishments

  • Previous NEO sessions were held in October 2011 and April 2012. An additional session is scheduled for October 2012. Health equity is incorporated in the agenda in each session. There were 131 attendees to NEO sessions.

FY 2013 Plans

  • Provide health equity training to NCHHSTP staff.
  • Continue to include a health equity and social determinants of health overview in NCHHSTP NEO sessions.

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Goal is in progress.

VII. Explore, if feasible, and implement an NCHHSTP Laboratory Workforce Development (LWD) Initiative.

Indicators: Track and monitor the progress in establishing the NCHHSTP LWD Initiative Develop process and outcome measures to document and evaluate impact of program

FY 2011-2012 Accomplishments

  • A Laboratorian/ Scientist Appreciation Day and the 2012 NCHHSTP Laboratory Branches’ Poster Sessions were held in May 2012.
  • There were lab visits from Dr. Fenton, Director, NCHHSTP; an All Hands presentation with laboratory staff; and retained ILA funds for FY 2012 were used to support laboratory staff career development.


FY 2013 Plans

  • Work with the Associate Director for Laboratory Science (ADLS) to explore how and when to implement the LWD Initiative.

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Goal is completed.
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.

Indicator:

  • Track and monitor the number of NCHHSTP employees that are recognized through CDC, HHS, or other governmental awards programs annually
  • Track the number of staff receiving awards via other award mechanisms annually
  • Market developed resource; monitor and track utilization of resource by NCHHSTP staff
  • Monitor and track the number of visits to the Workforce Development Web site calendar

FY 2011-2012 Accomplishments

  • Analysis is currently ongoing by NCHHSTP’s OD Workforce Analysis Workgroup to track employees recognized and those receiving awards. Analysis is to be completed by December, 2012.
  • Continued the NCHHSTP Awards Committee with members from each division and the Office of the Director. The purpose of this committee is to ensure fair practices and equal representation across NCHHSTP.

FY 2013 Plans

  • Critically examine current awards and recognition programs including committee structure, awards submitted, and timelines.
  • Implement other award mechanisms to recognize staff (e.g., time-off awards).
  • Develop a resource that includes information on how to apply for all available awards.
  • Create a calendar and timeline that lists continuous and one-time awards and post on the Workforce Development Web site to share award information with NCHHSTP staff.

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Goal is in progress.

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

Indicator:

  • Track and monitor the number of staff receiving the NCHHSTP Deputy Director’s Award
  • Monitor and report outcome data from performance examination
  • Track and monitor activities of the formal awards council
  • Monitor and track the number of award submissions/opportunities from NCHHSTP Divisions and NCHHSTP’s OD per year
  • Evaluate NCHHSTP participation in the CDC Honor Awards Program and report outcome data to Division Directors

FY 2011-2012 Accomplishments

  • Analysis is currently ongoing by the OD Workforce Analysis Workgroup.

FY 2013 Plans

  • Develop NCHHSTP Deputy Director’s Award for Mentoring to be given in four categories of employee levels: GS 5–8; GS 9–12; GS 13–14; and GS 15+.
  • Examine performance awards by various demographic categories: distribution by race, ethnicity, and pay grade.
  • Develop and promote a formal awards council composed of staff from each NCHHSTP division.
  • Increase the number of award submissions for on-the-spot, Director's Recognition, and time-off awards from Divisions and NCHHSTP OD.

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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:

  • Determine baseline (AHRC) data for telework, flexi-time, reimbursements, and work schedules
  • Track and monitor the number of staff participating in the telework program
  • Track and monitor the number of work-life balance programs and projects, as well as the number of NCHHSTP staff participating

FY 2011-2012 Accomplishments

  • There are currently 303 NCHHSTP staff on regular telework with an average of 3 days per pay period and 6.46 days per month.
  • The NCHHSTP Workforce Champions Workgroup launched and completed the Stairwell Beautification Project in Buildings 8, 10, and 12 on the Corporate Square campus.
  • NCHHSTP staff participated in and won the 2011 Presidential Active Lifestyle Award (PALA) Challenge.
  • NCHHSTP participated in the 2012 Healthiest CIO Challenge.
  • DSTDP maintains suggestion boxes in multiple locations and online for DSTDP staff to send suggestions to the DSTDP Director. Answers to suggestions, concerns, and questions (when applicable) are provided to staff on DSTDP Intranet Web site.

FY 2013 Plans

  • Where appropriate, increase the number of staff teleworking or using flexible work hours.
  • Promote work-life balance programs offered by OSHE or other organizations via posts on the Workforce Development Web site.

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Goal is completed.

IV. Assess work-life balance needs of field staff.

Indicator:

  • Evaluate and report outcome data from the needs assessment
  • Track and monitor the number of programs instituted for field staff; monitor impact, process, and outcome data

FY 2011-2012 Accomplishments

  • A Field Staff Internet Access Survey was conducted in April 2012. The survey was conducted to: (1) explore barriers in communication; (2) explore challenges with the “administrative” use of the intranet; and (3) provide recom-mendations for the development of a pilot external Web site to meet field staff needs. Level of Participation: 81% (N=130) of STD field staff participated in the Survey.
  • Training courses held for field staff include: Introduction to Improving Employee Performance; Conflict Resolution; Seven Habits of Effective Managers; Federal Grants and Cooperative Agreements; and Fundamentals of Business Writing. There were 170 field staff participants in these sessions.

FY 2013 Plans

  • Conduct a needs assessment of field staff to understand work-life program needs.
  • Institute work-life programs to address field staff needs or refer staff to existing resources.

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Goal is in progress.

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

Indicator: Track and monitor the number of work-life events held at Corporate Square offered by the CDC Office of Safety, Health, and Environment (OSHE); monitor impact, process, and outcome data

FY 2011-2012 Accomplishments

  • Over 40 work-life balance events were offered at Corporate Square from January 2011 through August 2012.

FY 2013 Plans

  • Collaborate with the OSHE to offer additional programs at Corporate Square.

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Goal is completed.

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

Indicator:

  • Track and monitor the number of healthy programs implemented
  • Track and monitor the number of walking groups at Corporate Square
  • Track the number of NCHHSTP staff participating in healthy programs and walking groups

FY 2011-2012 Accomplishments

  • The NCHHSTP Workforce Champions Workgroup coordinated walking and running groups for NCHHSTP staff in 2012.
  • Indoor walking routes for the Corporate Square building have been developed and posted on the Lifestyles Web site.

FY 2013 Plans

  • Continue to collaborate with CDC’s Lifestyle Office to implement healthy programs at the Corporate Square campus.
  • Increase the number of walkers and walking groups at Corporate Square.

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Goal is in progress.

VII. Maintain the workforce development e-mail box designed to obtain suggestions from staff for activities to improve workforce development and work-life balance.

Indicator: Track and monitor suggestions and recommendations received from the e-mail box and document the disposition of each suggestion and recommendation

FY 2011-2012 Accomplishments

  • NCHHSTP staff monitored suggestions and recommendations received via the NCHHSTP e-mail box and incorporated them into action strategy planning, where appropriate.

FY 2013 Plans

  • Continue to maintain the Workforce Development e-mail box in collaboration with NCHHSTP’s Health Communication Science Office (HCSO).

Show Accomplishments and Plans

Goal is completed.


FY 2010-2011 Goal 6: Workforce Development and Capacity Building
 
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