PANEL AND STudy team

 

 

PANEL

 

Brad Huther, Chair*—Chief Executive Officer, International Intellectual Property Institute. Distinguished Adjunct Professor, American University.  Former Senior Advisor to the Assistant Secretary of Commerce and Chief Financial Officer, U.S. Department of Commerce.  Former Senior Advisor to the Under Secretary, U.S. Patent and Trademark Office. Special Attaché and Consultant, World Intellectual Property Organization. Chief Operating Officer, Bureau of the Census.  Former positions with the U.S. Patent and Trademark Office:  Associate Commissioner and Chief Financial Officer; Assistant Commissioner for Finance and Planning; Deputy Assistant Commissioner for Administration; Assistant Commissioner for Operations.

 

LaVarne A. Burton*—Chief Executive Officer, American Kidney Fund; Senior Partner, Martin and Associates; Former President, Pharmaceutical Care Management Association.  Former positions with the U.S. Department of Health and Human Services:  Deputy Assistant Secretary for Budget Policy; Chief, Financial Management Branch, Bureau of Community Health Services; Director, Office of Financial Management, Health Resources and Services Administration.  Former Senior Analyst, Health and Social Security, Budget Committee, U.S. House of Representatives.

 

Robert T. Golembiewski*—Distinguished Research Professor of Political Science and Management, Political Science Department, University of Georgia; Former Department Head and Associate Professor, Department of Political Science and Management, University of Georgia. Visiting Professor of Public Management, University of Calgary.

 

Robert M. Tobias*—Director and Distinguished Adjunct Professor, Institute for the Study of Public Policy Implementation, American University.  Serves on IRS Oversight.  Former positions with the National Treasury Employees Union:  National President, Executive Vice President, and General Counsel.  Served on Commercial Activities Panel.

 

Dr. Walter W. Williams—Associate Director for Minority Health, Office of the Director, Centers for Disease Control and Prevention (CDC) and Director of CDC’s Office of Minority Health; Chairman, Advisory Committee for the Residency in Public Health.

 

Mary Ann Wyrsch*—Deputy High Commissioner, U.N. High Commission for Refugees.  Former Acting Commissioner, Deputy Commissioner and Chief Operating Officer, Immigration and Naturalization Service, U.S. Department of Justice.  Former positions with the U.S. Department of Labor:  Chief of Operations, Employment and Training Administration.  Director, Unemployment Insurance Service, Employment and Training Administration; Director, Office of the Budget; Special Assistant to the Secretary.

 

 

* Academy Fellow

 

STUDY TEAM

 

J. William Gadsby*—Vice President of Academy Studies.  National Academy of Public Administration; project director on several recent Academy studies.  Former Senior Executive Service; Director, Government Business Operations Issues, Federal Management Issues and Intergovernmental Issues, General Accounting Office.

 

Ruth T. Zaplin—Project Director.  Senior Advisor for the National Academy of Public Administration; lead on the Academy Global Leadership Consortium and prison initiatives.  Former Senior Manager with BearingPoint’s International Public Services specializing in organizational development, transformation management, strategic planning, human capital management and business process improvement.

 

Greg McConnell, PMP—Senior Advisor.   Director, Kilda Group LLC.  Lieutenant Commander, USNR.  Former project manager and team leader with RWD Technologies.  Surface Warfare Officer, U.S. Navy; former course coordinator and senior instructor at the U.S. Naval Academy; Main Propulsion Assistant and Damage Control Assistant onboard USS Camden.

 

Laurie J. May—Senior Project Advisor, on an Intergovernmental Personnel Act assignment from position of Director, Organizational Management and Integrity Staff, U.S. Environmental Protection Agency.  At EPA, served as a Program Management Officer, with organizational leadership and policy direction responsibilities for a full range of management issues, including financial integrity, fraud prevention, human resources, and organizational management.  Confidential management advisor to numerous presidential appointees. Recent Academy projects include work at the U.S. Patent and Trademark Office.

 

Allan Heuerman—Senior Advisor.  Former Senior Executive Service; Associate Director for HR Systems Service, U.S. Office of Personnel Management; various executive and management positions, U.S. Office of Personnel Management and Civil Service Commission.

 

Maria Mercedes Olivieri—Senior Advisor.  Trainer, speaker and consultant on Federal diversity and human resources issues.  Former Assistant Director for Diversity, Office of Personnel Management.  Led annual reporting to the U.S. Congress on the Federal Equal Opportunity Recruitment Program and Disabled Veterans Affirmative Action Program, and on Federal Hispanic Employment to the White House under Executive Order 13163.

 

Daniel B. Driscoll—Research Associate. National Academy of Public Administration. Former recipient of Mellon Foundation grant for socio-political research on air pollution in Mira Loma, CA.  Bachelor of Arts in Politics and Environmental Analysis, Pomona College.

 

Martha S. Ditmeyer, Senior Administrative Specialist—Project staff on past Academy studies: Airport Security, Federal Bureau of Investigation, National Marine Fisheries Service, Patent and Trademark Office and Wildfire. Former staff positions at the Massachusetts Institute of Technology and the Communications Satellite Corporation.

INDIVIDUALS INTERVIEWeD OR CONTACTED

 

 

Jeff Adair, Human Resources Specialist, Human Resources Management Office

Judith Aguilar, Acting Director, Bacterial & Mycotic Diseases, National Center for Infectious Disease

Cedric Andrews, President, Local 2883

Nancy Bagley, Program Manager, Office of Human Resources

Denise Beauvais, Executive Leadership Program Intern, Office of the Director, National Center for Injury Prevention and Control

Nairuby Beckles, Management and Program Analyst, Office of the Chief Operating Officer

Daryl Bible, Program Analyst, Office of Workforce and Career Development

Carolyn Black, Director SRP, National Center for Infectious Disease, Scientific Resources Program

Coleen Boyle, Director, National Center on Birth Defects & Developmental Disabilities

Kevin Brady, Supervisory Public Health Advisor, Division of Cancer Prevention and Control, National Center for Chronic Disease Prevention and Health Promotion

Christine M. Branche, Director, Division of Unintentional Injury Prevention, National Center for Injury Prevention and Control

Marguaree Branyon, Equal Employment Specialist, Office of Equal Employment Opportunity

Jenise Brassell, President, Local 3840

Charles Brokopp, Director, Select Agent Program, Coordinating Office for Terrorism Preparedness and Emergency Response

Quanza Brooks-Griffin, Emerging Leader, National Center for Chronic Disease Prevention and Health Promotion, Division of Diabetes Translation

Bill Browning, Director, Office of Equal Employment Opportunity

Mary Bryant-Mason, Instructional Systems Specialist, Office of Workforce and Career Development

William Cibulas, Division Director, Agency for Toxic Substances and Disease Registry, Division of Health Assessment & Consultation

Joan Cioffi, Senior Service Fellow, Office of Workforce and Career Development

Linda Cockrill, Human Resources Specialist, Office of Workforce and Career Development

Alan Crawford, Project Director, Division of Health Assessment & Consultation, Agency for Toxic Substances and Disease Registry; Member, American Indian, Alaska Native, Native Hawaiian Coalition

Charles Croner, Survey Statistician, Office of Research and Methodology, National Center for Health Statistics

Sally Crudder, Acting Director, National Center on Birth Defects & Developmental Disabilities, Division of Hereditary Blood Disorders

Christopher T. De Rosa, Director, Division of Toxicology, Agency for Toxic Substances and Disease Registry

Avis Dickey, Chief Management Officer, Office of Workforce and Career Development

Susan Dietz, Strategic Communications Specialist, Office of Strategy and Innovation

John Douglas, Director, Division of STD Prevention, National Center for HIV, STD, and TB Prevention

Lourina Dudley, Program Operations Assistant, Office of the Chief Operating Officer

Mark Eberhard, Director, Division of Parasitic Diseases, Division of Parasitic Diseases, National Center for Infectious Disease

Mark Faul, Behavioral Scientist, Division of Injury and Disability Outcomes, National Center for Injury Prevention and Control

Janet Fong, Equal Employment Specialist, Office of Equal Employment Opportunity

Tina Forrester, Director, Division of Regional Operations, Agency for Toxic Substances and Disease Registry

Carol Green, Video Conference Project Manager, Information Technology Services Office, Office of Chief Operating Officer

Richard A. Goodman, Co-Director, Public Health Law Program, Office of the Chief of Public Health

Karen Groux, Director, Atlanta Human Resources Center

Alvin Hall, Director, Management Analysis and Services Offices, Office of Chief Operating Officer

Sharon Hall, Public Health Advisor, Office of Workforce and Career Development

Edith B. Hambie, Contractor (Fedsource), National Center for Infectious Disease

Rodney Hammond, Director, Division of Violence Prevention/Office of the Director

Constance Harrison, Program Analyst, National Institute for Occupational Safety and Health

Tonya Henderson-Freeman, Computer Specialist, Office of Workforce and Career Development

Dan Holcomb, Environmental Health Scientist, Division of Health Studies, Agency for Toxic Substances and Disease Registry

Elizabeth H. Howze, Director, Division of Health Education and Promotion, Agency for Toxic Substances and Disease Registry

Ned Humphreys, Information Technology Specialist, Office of Chief Operating Officer

Nancy Hunt, Orise Fellow, Office of Workforce and Career Development

Susan B. Hunter, Microbiologist, Bacterial & Mycotic Diseases, National Center for Infectious Disease

Portia A. Jackson, Emerging Leaders Program Intern, Office of the Director

Dennis Jarvis, Public Health Advisor, Office of Workforce and Career Development

Alison B. Johnson, Acting Director, Division of State and Local Readiness, Office of Terrorism Preparedness and Emergency Response

Clifford Johnson, Director, National Center for Health Statistics

Vicki Johnson, Program Management Officer, Information Technology Services Office

Peggy Jones, Equal Employment Specialist, Office of Equal Employment Opportunity

Richard Kauffman, Senior Regional Representative, Division of Regional Operations, Agency for Toxic Substances and Disease Registry

Robert “Bob” Keegan, Deputy Director, Global Immunization Division, National Immunization Program

Denise Koo, Director, Division of Applied Public Health Training, Office of Workforce and Career Development

A. Cheryl Lackey, Acting Director, Creative Services and Health Communications Specialist, National Center for Health Marketing

Marcella Law, Epidemiologist (Commissioned Corps), National Center for Chronic Disease Prevention and Health Promotion

James Leduc, Director, Division of Viral and Rickettsial Diseases, National Center for Infectious Disease

Rebecca Lee-Pethel, Public Health Advisor, Division of Violence Prevention, National Center for Injury Prevention and Control

John Lehnherr, Acting Director, Division of Reproductive Health, National Center for Chronic Disease Prevention and Health Promotion

Lillian Lin, Lead Mathematical Statistician, Division of HIV/AIDS Prevention—Surveillance and Epidemiology, National Center for HIV, STD, and TB Prevention

Denise Little, President, Local 2923; Vital Statistics Cooperative Program Assistant, Division of Vital Statistics, National Center for Health Statistics

Bill Maas, Director, Division of Oral Health, National Center for Chronic Disease Prevention and Health Promotion

Tom Madden, Chief, Information Security, Office of Chief Information Officer

Robert Martin, Director, Public Health Partnerships, National Center for Health Marketing

Ruth Martin, Chief Management Official, Office of the Director, Agency for Toxic Substances and Disease Registry

Eric Mast, Acting Director, Division of Viral Hepatitis, National Center for Infectious Disease

Marian McDonald, Associate Director, Office of Minority and Women’s Health

Michael A. McGeehin, Director, Division of Environmental Hazards and Health Effects, National Center for Environmental Health

Reggie Mebane, Chief Management Official, Office of the Director

Toby Merlin, Director, Division of Public & Private Partnerships, Coordinating Center for Health Information Services

Gina Mootrey, Acting Director, Epidemiology and Surveillance Division, National Immunization Program

Gaylon Morris, Director, Office of the Executive Secretariat

Kaushik Mukhopadhaya, Orise Participant, Office of Workforce and Career Development

Albert E. Munson, Director, Health Effects Laboratory Division, National Institute for Occupational Safety and Health

Cindy Mytrysak, President, Local 1916; Logistics Management Specialist, Pittsburgh Research Laboratory, National Institute for Occupational Safety and Health

Kimberly Peabody, Diversity Coordinator, National Institute for Occupational Safety and Health

Judy Phillips, Deputy Chief, Outreach and Marketing, Office of the Chief Operating Officer

William “Bill” Porter, Emergency Preparedness Specialist, Office of the Chief Operating Officer

Sheila Rawls, Alternative Dispute Resolution and Prevention Specialist, Office of the Director

Larry Rhodes, Deputy Director, Office of the Director, Office of the Chief Operating Officer

Lance Rodewald, Director, Immunization Services Division, National Immunization Program

Chris Rosheim, Health Education Specialist, Office of Workforce and Career Development

Paul Schulte, Supervising Epidemiologist, Education and Information Division, National Institute for Occupational Safety & Health

Patricia “Pat” Schumacher, Health Communication Specialist, Division of Diabetes Translation, National Center for Chronic Disease Prevention and Health Promotion

Tricia Schwartz, Emerging Leader, Office of the Secretary, Department of Health and Human Services

Bryan K. Scott, President, Local 303; Animal Caretaker, Scientific Resources Program, National Center for Infectious Disease

Jim Seligman, Chief Information Officer, Office of the Director, Office of the Chief Operating Officer

Alia M. Shabazz, President’s Management Agenda Coordinator, Office of the Director

Debbie Smith, Equal Employment Complaints Manager, Office of Equal Employment Opportunity

Dixie Snider, Chief Information Officer, Office of the Director

Shannon Souvinette, Public Health Analyst, Office of Workforce and Career Development

John Steward, Deputy Director, Office of the Chief Operating Officer

Tammy Stewart-Prather, President, NTEU Chapter 287; Health Communications Specialist, National Center for Health Statistics

Anthony B. Stockton, Equal Employment Specialist, Office of Equal Employment Opportunity

Jane Suen, Health Systems Analyst, Office of Chief Operating Officer

Oscar Tarrago, Senior Service Fellow, Office of the Director, Agency for Toxic Substances and Disease Registry

Stephen Thacker, Director, Office of Workforce and Career Development 

Patricia Thomas, Health Scientist, Office of Workforce and Career Development

Cathy Tinney-Zara, President, Local 3430; Statistical Assistant, Health Effects Laboratory Division, National Institute for Occupational Safety & Health

Blanca Torres, Public Health Analyst, Office of the Director, National Center for Chronic Disease Prevention and Health Promotion; Member, Association of Latino Employees

Monica Torres, Emerging Leader, Office of the Director

Nicki Travers, Equal Employment Opportunity Specialist, National Center for Health Statistics

Carmen Villar, Public Health Advisor, Global AIDS Program, National Center for HIV, STD, and TB Prevention

Frank Vinicor, Director, Division of Diabetes Translation, National Center for Chronic Disease Prevention and Health Promotion

Pei-Chun Wan, Computer Specialist and Program Analyst, Division of HIV/AIDS Prevention—Surveillance and Epidemiology, National Center for HIV, STD, and TB Prevention; Member, Association of Asian Pacific Islander Employees

Bill Watson, Member, National Association of Retired Federal Employees

Howell Wechsler, Acting Director, Division of Adolescent and School Health, National Center for Chronic Disease Prevention and Health Promotion

David Weissman, Director, Division of Respiratory Disease Studies, National Institute for Occupational Safety & Health

Debra Wesolowski, Equal Employment Manager, Office of Equal Employment Opportunity

Thelma Williams, Health Education Specialist, Office of Workforce and Career Development

Walter Williams, Director, Office of Minority Health, Office of the Director

G. David Williamson, Director, Division of Health Studies, Agency for Toxic Substances and Disease Registry

Mary L. Woekenberg, Director, Division of Applied Research and Technology, National Institute for Occupational Safety & Health

Marie Young, Deputy Director, Office of Equal Employment Opportunity

Colette Zyrkowski, Disability Representative; Special Projects Advisor, Office of Workforce and Career Development

STRATEGIC RECOMMENDATION ACTIVITY PLANS

 

 

The activity plans provided for each of the four strategic recommendations are intended to assist CDC leadership and staff with their efforts to implement the strategic recommendations.  To this end, each activity plan contains:

 

• A discussion of the purpose and basic features of the strategic recommendation

 

• A delineation of the basic activities required to implement the strategic recommendation including:

 

• The responsible party for the activity
• The estimated time for completion of the activity

 

• A list of relevant suggestions, sources and examples from other organizations for CDC to consider as they implement the strategic recommendation

 

Each activity plan is a suggested guide for CDC to use as specific implementation plans and activities are undertaken.  CDC should tailor the plans as needed to align them with CDC’s specific objectives, timetables and resources.  Many activities associated with the various strategic recommendation activity plans are interconnected, with some running concurrently.  Delay to one activity’s completion may impact the start or completion of another activity.  Some activities were tentatively scheduled to run concurrently to reduce redundancy and/or time for completion.  Detailed work breakdown, scheduling and resource allocation will better determine what should be scheduled in parallel and which activities are better to run independently or in tandem with others.  Changes may impact total time required to implement these strategic recommendations.

 

Throughout the activity plans are references to the Executive Steering Committee (ESC).  As noted in Chapter 5 of the Action Plan to Achieve a Diverse Workforce, the Panel recommends that CDC reevaluate the roles and responsibilities of the existing entities and utilize an advisory body, such as the ESC.  For the purpose of brevity, the activity plans use the term ESC to stand for the advisory body designated by CDC management.

 

 

 

ACTION PLAN TO ACHIEVE A DIVERSE WORKFORCE

 

Strategic Recommendation 1—Policy and Training Activity Plan

 

 

Strategic Recommendation 1:  Develop and distribute to all employees a policy statement from the Director that commits to a fair and equitable work environment for all, encourages openness and innovation and expects high standards of performance.  Follow policy statement with diversity training for all CDC employees.

 

The policy statement will be based on the following broad definition of diversity:

 

Diversity acknowledges, appreciates and respects the many differences we recognize in each other—including the varied perspectives, approaches and competencies of those with whom we work and of the world population we serve. As a management philosophy, diversity emphasizes (a) the importance of recognizing, respecting and appreciating individual differences in order to achieve a positive work environment where all employees have the opportunity to reach their potential and maximize their contributions to the mission of the CDC, and (b) the responsibility of CDC employees to demonstrate cultural proficiency in their relationships with CDC constituents and customers.

 

CDC leadership will base the policy statement on:

 

·        The agency’s core values of accountability, respect and integrity

 

·        Clear and unequivocal commitment to a non-discriminatory work environment

 

·        The following diversity vision statement developed at the August 2005 Working Group meeting in Atlanta:

 

CDC will build on its current strengths and improve its policies, procedures, and practices to continue to ensure that it treats all employees with respect and fairness and supports them to reach their full potential to better accomplish the agency’s mission as an effective guardian of public health.

 

Leadership should communicate the agreed upon policy statement including a broad definition and vision for diversity and institutionalize its use, e.g., by including a copy in all new-hire packages. 

 

The agency will also provide all employees with follow-on training within a relatively short timeframe to ensure a consistent understanding and appreciation of the agency’s commitment among all staff.  This will establish direction and a sense of urgency and reflect CDC’s sense of the importance of diversity with respect to achieving mission.  Equally important, it reinforces the values-based culture of CDC.

 

The following two-pronged approach will be used to develop the policy statement: 

 

• As reflected in the activity plan, a draft policy statement will be developed in time for presentation and discussion at a Diversity Forum (date to be determined). 

 

• Immediately following the Diversity Forum, the draft policy statement will be vetted throughout CDC.

 

In addition to including a broad definition and vision for diversity, some other suggested points for the draft policy statement include:

 

• The rationale for a diversity program is that a culturally competent workforce is essential in achieving CDC’s mission, goals and objectives and achieving a diverse workforce is essential if CDC is to continue its tradition of research and program excellence.

 

• CDC’s diversity objectives are based on CDC’s core values of accountability, respect and integrity, its commitment to a non-discriminatory work environment and its objective to provide culturally proficient services to CDC customers.

 

• CDC’s diversity policy will be implemented consistently across all CDC Centers, Institutes and Offices (CIOs).

 

• The CDC diversity efforts will be managed within an accountability framework under which individual leaders and managers are expected and encouraged to achieve diversity goals and objectives.  In addition, there are two other strategic recommendations—developing a system to collect and analyze diversity data related to recruitment, placement and retention (strategic recommendation 2) and developing a replicable recruitment program to facilitate the recruitment and employment of a diverse and high quality staff to fill mission-critical positions (strategic recommendation 4).

 

• To ensure that the strategic recommendations in the Action Plan to Achieve a Diverse Workforce are implemented, the Director has: 

 

• Appointed the Office of Equal Employment Opportunity (OEEO) Director, a direct report to the CDC Director, as the enterprise-wide diversity coordinator and locus for execution of the strategic recommendations of the business case. The OEEO Director will provide policy advice to the CDC Director, the Chief Operating Officer (COO), the Executive Leadership Board (ELB), Executive Leadership Team (ELT) and senior management on CDC’s diversity needs including: workforce succession planning (particularly for mission-critical occupations); the outreach, recruitment, staffing and retention of a diverse workforce; and CDC’s cultural proficiency needs.  The OEEO Director will also collaborate with the Office of Workforce and Career Development (OWCD) and its Excellence in Learning Council (ELC) and Atlanta Human Resources Center (AHRC) as these entities continue to provide functional expertise critical to workforce diversity.  The ELB Diversity Champion and Chief Management Official (CMO) Champion for Diversity will continue to provide executive oversight as will an advisory body, such as the Executive steering Committee (ESC).

 

• Established a CDC-wide Special Emphasis Program (SEP) and the utilization of a Special Emphasis Program Manager (SEPM) in OEEO.  Under the direction of the OEEO Director, the SEPM will plan and execute the programs and activities to improve the participation of underrepresented groups within the CDC workforce with initial emphasis on Hispanics.  Under the direction of the OEEO Director and working closely with the AHRC Director, the SEPM will coordinate, train and provide technical assistance to collateral-duty SEPMs appointed within each CIO.  While the SEP will initially target Hispanic employment issues, the program will be equipped and empowered to help CDC improve the representation of all underrepresented groups.

 

• The recruitment program will initially focus attention on Hispanics in support of the Department’s national Hispanic Employment Initiative (HEI) and will transfer lessons learned to strategies addressing other groups that may be underrepresented including American Indians, African Americans, Asian-Pacific Islanders, women and persons with disabilities (see strategic recommendation 4.) 

 

• CDC’s comprehensive Action Plan to Achieve a Diverse Workforce is posted on an updated diversity website located within the OEEO website.  We are also creating a diversity link on our Internet site.  In addition, the agency has established a suggestion box/forum to solicit feedback.  I encourage all employees to review the strategic recommendations and share their comments and suggestions via an electronic mailbox created for this purpose.   

 

• We have set challenging completion dates for implementing the foundational strategic recommendations.  Meeting our proposed timeline will put our diversity initiative on an equal footing with CDC’s Goals Teams.

 

• CDC’s diversity initiatives support “One HHS Program Objectives” and specifically relate to Objective 1 (“Eliminate racial and ethnic health disparities”) and Objective 7 (“Strengthen and diversify the pool of qualified health and behavioral science researchers”).

 

• Where we are now:

 

o       Since 1984, CDC has made a number of significant efforts to address diversity that have achieved various results. These diversity efforts have suffered in part, however, from the lack of a comprehensive, coordinated and integrated management approach across CDC’s CIOs.  Further, CDC has not conducted a data-based evaluation of these efforts and thus does not have a solid record and understanding of their impact.  (For further information on CDC’s efforts to date to achieve a diverse workforce, see Chapter 2 in the Action Plan to Achieve a Diverse Workforce, available on the CDC diversity website.)

 

o       The Goals Teams and reorganization of CDC will further facilitate progress in achieving and utilizing a diverse workforce by creating a sound foundation for the enterprise-wide, diversity management framework.  This framework is required for the efficient and effective management of diversity planning, management and accountability.

 

o       During the past year, we have, with the assistance of the National Academy of Public Administration (the Academy), taken a number of steps to develop the framework and foundation for a comprehensive and effective diversity program, e.g., Diversity Quotient Report and Recommendations; CDC Employee Pulse Check Survey; Diversity: A Driver of Performance; CDC Senior Leadership Symposium on Diversity, Leadership Development and Succession Planning, “Where We Are, Where We Need to Be” and the Action Plan to Achieve a Diverse Workforce, which contains the agency’s business case, strategic recommendations and accompanying activity plans.

 

o       The diversity programs and efforts of some CIOs within CDC will be leveraged to the maximum extent possible so that we take advantage of our efforts and successes.  In the future, however, CDC’s diversity initiatives will be enterprise-wide, with appropriate flexibility for tailored initiatives by individual CIOs.

 

• To accompany the diversity policy statement, CDC will offer all employees a diversity training primer, the substance of which will be incorporated into all new employee orientations and training for supervisors and managers.  This training will help participants understand CDC’s business need to attract and retain a diverse and culturally-competent workforce, appreciate and embrace diversity and cultural differences and identify and prevent workplace discrimination.  It will also provide an awareness of roles and responsibilities as we all work together to obtain and maintain a diverse workplace that is free of discrimination.  The training will also provide participants with tools needed to discharge those roles and responsibilities.

 

• In addition to the training primer on diversity, the agency will also develop a comprehensive diversity training curriculum based on a training needs analysis and assessment of related cultural competencies and human resource management and interpersonal skills. The comprehensive curriculum will include various courses focused on specific aspects of diversity management with options for employees to choose training based on their needs.

 

[Note re: Completion Dates (timeline):  The DRAFT policy statement should be completed for use at the Diversity Forum.]

 

 

Policy and Training
ACTIVITY	RESPONSIBLE PARTY	COMPLETION DATE
Discuss the proposed content of and schedule for developing and distributing the policy statement with the ESC. ·         Staff begins developing the draft policy statement. ·         Collaborate with the Office of Enterprise Communications.   Duration: 10 days	OEEO Director in collaboration with the ESC, Office of Enterprise Communications (OEC), OWCD and ELC	+10 Days
Complete production of the draft policy statement. ·         Distribute for review and comment to the ESC, Diversity Forum participants, ELB, Executive Leadership Team (ELT), Equal Employment Opportunity Advisory Council (EEOAC), CDC/ATSDR Minority Initiatives Coordinating Committee (CAMICC) and Labor-Management Cooperation Council.   Duration: 10 days	OEEO Director	+20 Days
Review groups (see activity 2) provide comments to the OEEO Director.   Duration: 10 days	Review groups	+ 30 Days
Produce and submit proposed draft policy statement for CDC Director’s approval; includes obtaining required clearances.   Duration: 10 days	OEEO Director	+40 Days
Approve and release draft policy statement for discussion at the Diversity Forum.   Duration: 5 days	CDC Director	+45 Days
Vet the draft policy statement throughout CDC and issue it in final form.   Duration: TBD	Office of the Director (OD) and OEEO Director	TBD
Update and maintain the CDC diversity intranet website; develop and maintain an Internet diversity site; use both to communicate the policy statement, workforce analytics, vision, mission and goals, etc. (see activity 8).   Duration: 60 days (independent of other activities)	OEEO Director, OEC, Management Information Systems Office (MISO)	+60 Days
Communicate policy statement, e.g., discuss at all-hands meetings, place on the agenda for the ELB, ELT and Management Council meetings, post on the diversity websites, include articles in CDC Connects, include in new employee and supervisor orientation  materials.	OEC Director, ELB, ELT, diversity champions	Continuing
Develop and deliver to all employees and contractors a diversity training primer to include: A description of CDC’s diversity and competency needs, plans and accomplishments Roles and responsibilities of CDC leaders, managers and staff A foundation of supervisory skills in human resources management such as performance management, coaching and feedback An appreciation and understanding of the differences among cultures represented by CDC employees and customers Information on available tools including special hiring authorities and programs   Duration:  60 days (work begins in time to ensure that the diversity training primer is available shortly after the Diversity Forum).	OEEO Director in collaboration with OWCD, Office of Minority Health (OMH) and ELC	+60 days

SUGGESTED SOURCES AND EXAMPLES FROM OTHER ORGANIZATIONS

 

Strategic Recommendation 1:  Diversity Policy and Training

 

POLICY STATEMENTS

 

• The Department of Energy (30 December 1996). Memorandum on Equal Employment Opportunity and Diversity Program.

Ø      http://www.directives.doe.gov/pdfs/doe/doetext/neword/311/o3111a.html

• The Department of Energy (25 June 2002). Policy Statement on Implementation of the President’s Strategic Human Capital Management Program with Respect to Hispanics.

Ø      http://civilrights.doe.gov/Policy_Statements/HumanCapital.pdf

• The Department of Energy (10 August 2005). Equal Employment Opportunity and Diversity Policy Statement.

Ø       http://civilrights.doe.gov/Policy_Statements/DiversityPolicy.pdf

• The Department of the Interior, Office of Policy Management and Budget (PMB) (26 September 2003). Strategic Plan for Improving Diversity in the Office of the Secretary.

Ø      http://www.doi.gov/hrm/diversty/divpln12.htm

• The Federal Deposit Insurance Corporation (FDIC) (16 December 2003). Statement by Chairman Donald E. Powell: Powell on Diversity.

Ø      http://www.fdic.gov/about/diversity/ChmnMsg.html

• The National Institutes of Health (NIH) (26 January 2005). Policy on Equal Opportunity and Diversity Management.

Ø      http://oeo.od.nih.gov/policiesresources/policy_eeodm.html

 

 

DIVERSITY TRAINING

 

Government-wide Resources

 

• USDA Graduate School. http://www.grad.usda.gov/.

Ø      Visit this website for information regarding course offerings throughout the country related to workforce diversity, such as:

§         EEO, Affirmative Action and Diversity (Course ID: PERS2225E)

§         Managing Workforce Diversity (Course ID: EEOP7001D)

 

• U.S. Equal Employment Opportunity Commission (EEOC). http://www.eeoc.gov/.

Ø      Visit www.eeoc.gov/outreach/index.html for information regarding both no-cost and fee-based diversity and discrimination prevention training programs.

• U.S. Office of Personnel Management. http://www.opm.gov/.

Ø      Visit www.opm.gov/hrd/lead/policy/divers97.asp for a guide to implementing diversity training.

 

Agency-Specific Diversity Training Programs

 

• The Department of Health and Human Services (HHS) University. Workplace Diversity.

Ø      http://lms.learning.hhs.gov/CourseCatalog/index.cfm?fuseaction=oltoverview&intCourseID=4505&AddPopularity=1

Ø      This course is offered through OPM’s E-Learning program. They also design e-learning courses.

Ø      Also visit http://learning.hhs.gov/elearning/moreinfo.html for more information.

 

• The National Institutes of Health (NIH). NIH EEO Interactive Training.

Ø      http://eeotraining.nih.gov/

Ø      NIH requires its employees to complete this online training course.

 

• The National Institutes of Health (NIH). Intercultural Communications for NIH Administrators.

Ø      http://learningsource.od.nih.gov/_show_details.asp?cd_crs=4001

Ø      This is a half-day course offered by the NIH Training Center.

 

ACTION PLAN TO ACHIEVE A DIVERSE WORKFORCE

 

 

Strategic Recommendation 2—Recruitment, Placement and Retention Data Activity Plan

 

Strategic Recommendation 2: Develop an agency-wide system to collect and analyze data related to recruitment, placement and retention and create a system for communicating the data to varying audiences and stakeholders.

 

A robust system for collecting, analyzing and using data related to the strategic recommendations and future diversity initiatives is essential.  Such a system must ensure accountability by determining if the needs, issues and objectives in the business case are being effectively addressed.  It must also ensure that the diversity program is visible and transparent to the entire workforce. In other words, to demonstrate progress and establish credibility in achieving its diversity vision, goals and objectives, CDC must systematically collect, analyze, apply and communicate relevant data.

 

Key to implementation of this strategic recommendation is the development of a management information process/system.  In its systems development, CDC should make maximum use of existing resources and applications such as the Workforce Information Zone (WIZ), QuickHire, Enterprise Human Resources and Payroll (EHRP) and Agency and Equal Employment Opportunity Commission (EEOC) reports. The agency must also reach out to the parent Health and Human Services (HHS) to secure access to data about its Public Health Service Commissioned Corps officers.  They are an essential part of the CDC workforce and CDC must monitor their employment patterns as well as those of the General Schedule, Senior Executive Service, federal wage system and others.

 

Current (baseline) and historical workforce profile data and workforce planning estimates (numbers and kinds of employees that CDC will need within the next five to ten years) are essential contextual information.  For example, agency needs regarding expertise in a particular occupational area, substantial fluctuations in full-time equivalent employees or budget, and gains and losses in functional areas all need to be factored into staffing and training plans.  Data collected will provide the basis for developing performance measures/metrics. The system should provide for:

 

• Data collection, manipulation and standardized report production relating to critical areas such as:

 

o       Recruitment activity (“pipe-line”) indicators (e.g., job fair involvement, website links, electronic distribution of agency announcements, quality and currency of printed recruitment literature, hires by type of appointment)

 

o       Placement data (e.g., yield rates, time to fill a position, quality of hires as measured by removals during probation, performance evaluations, awards); this data must also include detail assignments for periods greater than 30 days

 

o       Retention data (e.g., attrition data by occupational category, sub-organization, race/ethnicity/gender and by reason for departure such as involuntary separation, resignation, transfer to another government agency, retirement, death) and exit interview data

 

o       Advancement data (e.g., promotions, within grade increases, selection for competitive programs, long-term training or opportunities including highly visible assignments, details, sabbaticals or Intergovernmental Personnel Act (IPA) assignments

 

o       Employee perceptions (through agency and external survey instruments) as well as data on complaints, grievances and litigation

 

·        A multi-pathway system for communicating the data collected to a variety of audiences including:

 

o       Pre-decisional information and analysis for use by management

 

o       Data populated on the CDC diversity intranet website for staff review (see strategic recommendation 1)

 

o       Reports by organizational unit, including division level, for use within the accountability framework  (see strategic recommendation 3)

 

 

 

 

Recruitment, Placement and Retention Data
ACTIVITY	RESPONSIBLE PARTY	COMPLETION DATE
1.      Identify staff with workforce analytical capabilities, establish specific projects to implement this strategic recommendation and arrange project teams and assignments.  Broadly coordinate agreement on data elements and collection.   Duration: 30 days	Office of Equal Employment Opportunity (OEEO) Director in collaboration with the Office of Workforce and Career Development (OWCD), Office of the Chief Operating Officer (OCOO),  Atlanta Human Resources Center (AHRC), Executive Leadership Board (ELB), Executive Leadership Team (ELT) and Management Council	+30 Days
2.      Determine the data elements needed for GS, SES, Commissioned Corps, federal wage system and others to include elements specifically related to: CDC’s workforce diversity profile, current, historical and desired Workforce planning estimates especially related to underrepresented workforce groups Race, ethnic and gender information throughout the workforce life cycle to include pipeline metrics Current year recruitment activity and results data broken out by organizational units and specific occupations, type of appointment, grade level and, as appropriate, comparable data from previous years Current year placement activity (to include data regarding movement within CDC such as details) and results broken out by Centers, Institutes and Offices (CIOs), specific occupations, grade levels and type of placement actions, and, as appropriate, comparable data from previous years Current year retention results including attrition analysis (e.g., reason for departure, length of service, occupation, previous promotions, performance evaluations) and exit interview data Current year or most recent employee survey data relevant to recruitment, placement and retention Current year complaint, grievance and litigation activity related to employment and comparable data from previous years Data breakouts by demographic categories for all of the above Identified data elements for use in activity 2 of strategic recommendation 3, Accountability Framework   Duration: 30 days	OEEO Director in collaboration with OWCD, Management Information Systems Office (MISO), Excellence in Learning Council (ELC), Management Council and AHRC	+90 Days
3.      Determine the extent to which needed data are available in existing data systems, determine location, format and accessibility.  Areas of note: ·        WIZ reports such as “The Demographic Comparison of Job Series Report” and the Diversity Score Card Report ·        Published “CDC Under-Representation Data” ·        Various existing workforce analysis capabilities within OWCD, OEEO and AHRC ·        Relevant findings and data from various evaluations and inspections such as by CDC (self-evaluation), HHS and Office of Personnel Management (OPM) ·        Results of CDC’s self-assessment and barrier analysis of its EEO Program in accordance with EEO Management Directive 715 ·        QuickHire ·        HREPS (AHRC tool) ·        CAPS ·        EHRP ·        Individual Learning Accounts (ILA) ·        Pulse Check Survey ·        HHS data on the Commissioned Corps ·        Other   Duration: 45 days	OEEO Director in collaboration with  OWCD, MISO, AHRC, HHS Commissioned Corps Coordinator and other CIOs	+135 Days
4.      Develop the requirements for a process/system to collect, manipulate and systematically report and distribute data and metrics.   Duration: 45 days	OEEO Director in collaboration with OWCD, CIOs, MISO and AHRC	+180 Days
5.      Develop means of acquiring needed data that is not available in existing systems.  For example: ·        Augment Pulse Check survey to include capturing demographic information regarding respondents and review the need for revised and additional survey questions per new OPM regulations. ·        Develop interim manual processes that leverage existing systems capabilities to extrapolate the most useful data; these processes may be automated should the benefit outweigh the costs (see Activities 7 & 8).   Duration: 60 days	OEEO Director in collaboration with OWCD, CIOs, MISO and AHRC	+240 Days
6.      Develop methods for utilizing data elements within the applications of the accountability framework utilizing standardized formats for reporting data to: ·        Help develop performance measures/metrics for recruitment, placement and retention objectives. ·        Incorporate into performance plans for supervisors, managers and executives. ·        Use for management reviews of diversity efforts in various formats such as a diversity scorecard.   Duration:  60 days (concurrent with activity 5)	OEEO Director in collaboration with OWCD, CIOs, MISO and AHRC	+240 Days
7.      Review proposed process/system requirements (activity 4), methods (activity 6) and cost/benefit analyses with the ESC and CIO directors.   Duration: 45 days	OEEO Director, OWCD, MISO and AHRC in collaboration with ESC and CIO directors	+285 days
8.      Conduct detailed system design, development and integration.  If benefit of the new automated process/system does not justify the estimated costs, consider formalizing the interim manual processes that leverage existing systems’ capabilities.   Duration: TBD	OEEO Director, OWCD, MISO and AHRC	TBD

SUGGESTED SOURCES AND EXAMPLES FROM OTHER ORGANIZATIONS

 

 

Strategic Recommendation 2:  Data Collection and Analysis Models

 

There are many useful models on the collection, analysis and dissemination of workforce data including:

 

• U.S. Office of Personnel Management (OPM) (16 October 2000). Diversity Profiles.

Ø      http://www.opm.gov/employ/diversity/stats/profiles.htm

 

• Global Diversity @ Work (Fall 2001). Healing a Diversity Disconnect.

Ø      http://www.diversityatwork.com/articles/scotia.pdf

 

Articles

 

·        Ball, Calvin B., III (1998). Diversity Metrics: A Guide to Constructing an Inclusiveness Audit.

Ø      http://www.diversitydtg.com/articles/diversity_metrics.htm

 

·        Digh, Patricia (November 2001). Creating a New Balance Sheet: The Need for Better Diversity Metrics.

Ø      http://www.centeronline.org/knowledge/whitepaper.cfm?ID=813&ContentProfileID=122197&Action=searching

 

·        Handler, Charles (7 July 2002). When Perception Doesn’t Equal Reality: Legal Defensibility and Online Screening.

Ø      http://www.erexchange.com/articles/db/6E07E65A2F194F67A1406CCD57F9B4B6.asp

 

·        Hubbard, Edward E. (2003). How to Calculate Diversity Return on Investment (DROI): “An Overview”.

Ø      http://www.hubbardnhubbardinc.com/article.htm

 

·        Sullivan, John (24 March 2003). Diversity Recruiting Metrics.

Ø      http://www.erexchange.com/articles/db/8AB932775AD04B9490AC405C1A0F5DB2.asp

 

Books

 

·        Hubbard, Edward E. How to Calculate Diversity Return on Investment (Global Insights, 1999).

Ø      ISBN: 1883733219

Ø      http://www.amazon.com/exec/obidos/tg/detail/-/1883733219/qid=1127321349/sr=8-1/ref=sr_8_xs_ap_i1_xgl14/002-5997492-9572022?v=glance&s=books&n=507846

 

·        Hubbard, Edward E. Measuring Diversity Results (Global Insights, 1997).

Ø      ISBN: 1883733170

Ø      http://www.amazon.com/exec/obidos/tg/detail/-/1883733170/qid=1127321411/sr=1-3/ref=sr_1_3/002-5997492-9572022?v=glance&s=books

 

·        Additional resources available include staffing metrics mini-toolkit (Staffing.org) (2002).

Ø      http://www.staffing.org/ToolkitFreeVersion.pdf

 

ACTION PLAN TO ACHIEVE A DIVERSE WORKFORCE

 

 

Strategic Recommendation 3: Accountability Framework Activity Plan

 

Strategic Recommendation 3: Create a framework that sets expectations and provides motivation for (a) CDC leaders and managers to manage diversity effectively and achieve diversity goals and objectives, and (b) all CDC employees to demonstrate behaviors which support CDC’s diversity values, objectives and activities.  The framework will include performance measures related to developing and maintaining a diverse and culturally competent workforce and the means by which leaders and managers will be held accountable for implementing the strategic recommendations for diversity as well as continuing to revise and augment diversity goals and initiatives to meet the needs of the agency.

 

This framework will focus on:

 

• CDC’s diversity efforts and program components for its workforce and workplace

 

• Its objectives for achieving a:

 

o       Fair and equitable workplace environment for all employees

 

o       Diverse, representative and highly qualified workforce including the development of existing CDC staff

 

o       Workforce with appropriate cultural competencies and skill-sets, such as the ability to manage and resolve conflicts

 

o       Management and supervisory workforce with competencies in human resources management

 

The framework will include:

 

• The Office of Equal Employment Opportunity (OEEO) Director with responsibility to oversee and coordinate the implementation of the four strategic recommendations and the CDC action plan in collaboration with the Office of Workforce and Career Development (OWCD), Office of Strategy and Innovation (OSI), Office of Enterprise Communications (OEC) and Atlanta Human Resources Center (AHRC)

 

·        Personal involvement of senior CDC leadership and management on a continuing basis

 

·        Strong frontline support

 

·        Performance measures related to developing and maintaining a diverse and culturally competent workforce (as supported by data collection and analysis—see strategic recommendation 2)

 

·        A multi-dimensional accountability loop that ensures implementation of the strategic recommendations of this diversity action plan on a continuing basis

 

·        Program and project management sponsors

 

Specifically, activities related to this strategic recommendation include:

 

1. Designating the specific responsibilities of various organizations and offices already engaged, as discussed in Chapter 5 of the action plan, including but not limited to:

 

• Office of the Director (OD)

 

• Office of the Chief Operating Officer (OCOO)

 

• Office of Workforce and Career Development (OWCD)

 

• Office of Equal Employment Opportunity (OEEO)

 

• Office of Minority Health (OMH)

 

• Atlanta Human Resources Center (AHRC)

 

• Centers, Institutes and Offices (CIOs)

 

• Office of Enterprise Communications (OEC)

 

• Office of Strategy and Innovation (OSI)

 

2. Designating, by name where appropriate, the specific responsibilities of:

 

·        Executives (Executive Steering Committee (ESC), Executive Leadership Board (ELB), Executive Leadership Team (ELT), Excellence in Learning Council (ELC), OEEO Director, diversity champions, etc.)

 

·        Managers

 

·        First-line supervisors

 

·        Chief Management Officials (CMOs)

 

·        Goal Team leaders—to be determined

 

·        Staff in offices with specific diversity responsibilities such as: the workforce analysts in OWCD, OEEO and AHRC; coordinating center collateral-duty Special Emphasis Program Managers (SEPMs); Workforce and Career Development Officers (WCDOs) and diversity coordinators

 

·        All employees

 

3. Goals, objectives and performance measures/metrics such as:

 

1. Recruitment activity indicators (e.g., diversity representation in recruitment feeder groups, job fair involvement, website links, electronic distribution of agency announcements, quality and currency of printed recruitment literature; placement data such as yield rates, time to fill a position, quality of hires as measured by removals during probation, performance evaluations, awards; and retention data such as attrition rates by occupational category as well as race/ethnicity/gender)

 

2. Training and career development activities and outcomes (e.g., promotion, increased competency, increased understanding of broader CDC mission)

 

3. Employee perceptions as reflected in surveys, focus groups, management brown bags, all-hands, etc.

 

4. Complaints, grievances and litigation related to diversity/discrimination or equity

 

5. Employee involvement and buy-in as indicated in participation rates and changes in CDC and broader survey instruments such as Best Places to Work in Government

 

[Note: This is an illustrative list—specific metrics related to the goals and objectives of the strategic recommendations and ongoing efforts will need to be developed by CDC management as specific agency goals are set and tasks are planned in detail to achieve desired outcomes.]

 

4. Integration of diversity activities and results into the performance management system especially for executives, managers, first line supervisors and staff with specific diversity responsibilities, e.g., WCDOs, diversity champions and diversity coordinators within the coordinating centers. Diversity related performance standards should cascade through the organization to ensure full integration and implementation.

 

5. System and procedures for:

 

(a) Collecting data regarding goals and objectives

 

(b) Monitoring, reporting and following-up on actual activities and achievements versus expected, e.g., diversity scorecard

 

(c) Integrating diversity program results with the performance management system including performance appraisal, rewards and recognition

 

(d) Corrective action for organizations out of “sync” with agency commitments or not meaningfully contributing to workplace diversity

 

(e) Training and development including systems for equitable opportunity for visible assignments and details and CDC and office sponsorship of activities reflective of CDC commitment

 

Activity 2 is the critical element for this strategic recommendation in that it develops the framework’s substance, i.e., goals, objectives and metrics/performance measures.  This activity will consist of the “Owners,” i.e., responsible parties—both offices and individuals—for the strategic recommendations and other diversity initiatives and establishing appropriate goals, objectives and metrics.  CDC should consider using the ESC or other advisory body to guide this process and to ensure it gets buy-in at the director level.  Also, the agency should provide the CIOs with the opportunity to develop “customized” objectives and metrics based on the business case.

 

The implementation of strategic recommendation 2, data related to recruitment, placement and retention, will initially provide a substantial portion of the objectives and metrics required for activity 2 of this framework. These measures will guide the actions of the responsible managers and their staffs and provide a basis for monitoring the implementation of the strategic recommendations, assessing progress in reaching objectives and making needed adjustments in project/initiative plans and activities. 

 

[Note re: Completion Dates (Timeline):  The completion dates and duration for developing this framework assume that work on most of the activities will take place concurrently and that the OEEO Director, as diversity coordinator under the umbrella of the OD, will be responsible for ensuring the coordination of needed activities.]

 

 

 

Accountability Framework
ACTIVITY	RESPONSIBLE PARTY	COMPLETION DATE
CDC Director charges OEEO Director with diversity coordination duties to include: ·        Overall program and project management of the implementation of the diversity action plan’s strategic recommendations ·        Coordination of requisite CDC leadership, management and staff to capture, analyze and report recruitment, placement and retention data to facilitate the management of achieving and sustaining a diverse workforce (see strategic recommendation 2)	ESC in collaboration with the OD, OCOO, OEEO, AHRC, ELB, ELT and Management Council	+30 days
Prepare a plan and timetable for developing the management accountability framework such as: ·        Identify and interview appropriate staff of OEEO, OWCD, AHRC, HHS Commissioned Corps Coordinator and CIOs to obtain their needs and ideas regarding the framework relative to the current accountability system and specific factors that will affect the framework, e.g., information technology, resources and likelihood for acceptance. Send a draft plan and timetable to stakeholders, including CIO Directors, for review and comment on its impact on resources, people, processes and technology.   Duration: 30 days	OEEO Director in collaboration with the ESC, AHRC, CIO Directors, Management Council and the ESC	+60 days
Develop goals, objectives and metrics for the strategic recommendations and ongoing diversity efforts/program components such as: Implementing diversity program improvement initiatives Achieving recruitment, placement and retention targets, e.g., process targets and parity targets for women, minorities and disabled; see “CDC Under-Representation Data”; see also strategic recommendation  2 Acquiring cultural competencies and related skill-sets Achieving training and career development activities and results Improving employee perceptions of CDC’s workforce policies and practices Resolving and reducing complaints and grievances related to diversity and non-discrimination objectives Results of CDC’s self-assessment and barrier analysis of its Equal Employment Opportunity (EEO) Program in accordance with EEO Management Directive 715   Duration: 90 days (initial staff work can begin concurrent with activity 2)   [Note:  Goals, objectives and metrics will be reflected eventually in the activity plan for each strategic recommendation activity; before then they will be developed on an ad hoc basis.  For certain metrics, such as workforce representation and complaint and grievance activities, CDC should use historical trend data.]	OEEO Director  in collaboration with OWCD and AHRC with review by ELB and the Management Council	+120 days (for providing guidance and obtaining first set of objectives and metrics)
Develop a system for monitoring and reporting activities and results related to goals, objectives and metrics including collecting, analyzing, reporting and following through on reported data. Examples of procedures and activities in a system include: ·        Periodic management reviews focused on diversity result metrics at various levels. For example, a “best practice” at the Social Security Administration was the Administrator’s monthly meeting with his direct reports to discuss their progress in meeting diversity objectives. ·        Periodic status reports, e.g., “scorecards” organized according to objectives, metrics and organizational responsibility.  Reports describe activities and results, assess progress and prescribe actions to address problems and barriers. ·        Procedures for “owners,” i.e., responsible parties, of diversity activities to use in collecting and reporting data related to objectives and metrics and for use in management reviews and periodic status reports ·        Utilization of CDC Employee Pulse Check survey data, e.g., analyzing survey results, reporting survey results and analysis and identifying and taking action to address problem areas (see activity 5 of strategic recommendation 2 regarding the need to review the Pulse Check survey data) ·        Collection, analysis and reporting of exit interview data pertaining to diversity objectives ·        Collection, analysis and reporting of complaint and grievance activity and dispositions including the use of alternative dispute resolution ·        Follow-up actions related to complaint and grievance dispositions including policy and procedural changes, remedies and personal corrective actions   [Note: This activity includes vetting the system with the ESC and CDC leadership.]   Duration: 90 days (begins concurrent with activity 2)	OEEO Director in collaboration with OWCD, AHRC, HHS Commissioned Corps Coordinator, ELB and Management Council	+120 days, with specific components developed within 90 days
Develop a system for integrating activity and results data into the performance management system: ·        For Senior Executive Service (SES) performance appraisals, perhaps including annual written and oral feedback from managers to staff about personal contributions ·        For non-SES and Commissioned Officer performance appraisals, perhaps including annual discussion of noted diversity-related activity ·        For all employees with, for example, performance elements related to workplace behaviors that support diversity and job-related cultural competencies such as teamwork, communications and interpersonal skills ·        Awards and recognition such as summary organizational reports on distribution of Quality Step Increases, promotions, monetary and honor awards ·        Training and career development needs determination as reflected in Individual Development Plans (IDPs) and involvement in mentoring   The above need to be integrated and consistent with: “One HHS” Management Objectives 1, 2, and 7 relating to eliminating racial and ethnic disparities in healthcare, HHS human capital initiatives and strengthening and diversifying the pool of qualified healthcare researchers.  For examples of performance plan elements related to diversity, see the attachment to this strategic recommendation and particularly for management standards used by NIH.    [Note: This activity includes vetting the system with CDC leadership.]   Duration: 90 days (begins concurrent with activity 2)	OEEO Director in collaboration with OWCD, AHRC, HHS Commissioned Corps Coordinator and Management Council	+ 120 days (This work is done concurrently with other activities)
Review, revise as needed, or develop: ·        A generic statement of diversity responsibilities applicable to all division directors, managers and staff ·        Statements of the diversity responsibilities for division directors, managers, staff and organizational components with specific diversity program functions such as OWCD, OEEO, OMH, WCDOs and diversity coordinators ·         Consider revising position descriptions of WCDOs and diversity coordinators to reflect diversity responsibilities.       [Note: This activity includes vetting the statements with CDC leadership.]   Duration: 90 days (begins concurrent with activity 2)	OEEO Director in collaboration with OWCD, OCOO and AHRC, with review by requisite leadership and management	+120 days
Communicate progress in developing the accountability framework as various components of it are implemented, such as performance plan standards related to diversity.  For example: ·        Release materials and instructions related to application and use of the framework. ·        Provide briefings and training to staff responsible for administering the framework’s procedures, providers of data for the framework and users of its reports.	OEC, OWCD, OEEO and AHRC	On a continuing basis
Develop a program evaluation capacity and strategy for validating the Action Plan to Achieve a Diverse Workforce by determining desired outcomes for various intervals.  Define performance measures/metrics for each outcome and monitor results. Such a program evaluation capacity would constitute the next level of the accountability framework and be results-oriented, consistent with the President’s Management Agenda.   Duration: TBD	OEEO Director in collaboration with OSI	TBD

SUGGESTED SOURCES AND EXAMPLES FROM OTHER ORGANIZATIONS

 

 

Strategic Recommendation 3:  Accountability Framework

 

• The National Institutes of Health (NIH) (2004). Annual EEO Program Status Report—October 1, 2004 to September 30, 2005.

Ø      http://oeo.od.nih.gov/policiesresources/sitesresources/NIH%20Annual%20EEO%20Program%20Status%20Report%20MD%207-15.pdf

Ø      See also: http://oeo.od.nih.gov/policiesresources/sitesresources/md715.html and http://oeo.od.nih.gov/policiesresources/cpememo.html

 

• The Government Accountability Office (GAO) (September 2005). Managing for Results - Enhancing Agency Use of Performance Information for Management Decision Making (GAO-05-927).

Ø      http://www.gao.gov/new.items/d05927.pdf

 

• The U.S. Department of Energy (6 March 2000). Diversity Tracking in the Department of Energy.

Ø      [Available as hard copy only.]

 

• The National Institutes of Health (NIH). General Guidance for Accomplishing the SES, SBRS and Title 42 Critical Performance Element and the Code 2 Managers and Supervisors EEO Critical Performance Element.

Ø      http://oeo.od.nih.gov/policiesresources/cpememo.html

Ø      See also:

http://oeo.od.nih.gov/policiesresources/cpe.html and

http://oeo.od.nih.gov/policiesresources/cpecode2.html

 

• The Department of Energy (30 December 1996). Memorandum on Equal Employment Opportunity and Diversity Program.

Ø      http://www.directives.doe.gov/pdfs/doe/doetext/neword/311/o3111a.html

 

• The U.S. Environmental Protection Agency (EPA) (2005). EPA Careers: Diversity.

Ø      http://www.epa.gov/ohr/careers/diversity.html

 

• The Office of Personnel Management (OPM) (2005). Human Capital Assessment and Accountability Framework (HCAAF) – A Practitioner’s Guide.

Ø      http://www.opm.gov/hcaaf_resource_center/7-1.asp

 

• National Institutes of Health (NIH). EEO Critical Element for Supervisors and Managers Appointed under SES, SBRS or Title 42 Promotes EEO and Work Force Diversity Programs.

Ø      http://oeo.od.nih.gov/policiesresources/cpe.html

 

• National Institutes of Health (NIH). EEO Critical Element GM/GS Code 2 – Managers and Supervisors Promoting Equal Employment Opportunity (EEO) and Work Force Diversity Programs.

Ø      http://oeo.od.nih.gov/policiesresources/cpecode2.html

 

 

ACTION PLAN TO ACHIEVE A DIVERSE WORKFORCE

 

 

Strategic Recommendation 4—Targeted Recruitment Activity Plan

 

Strategic Recommendation 4:  Starting with an initial focus on one aspect of diversity, develop a replicable program to facilitate the recruitment and employment of a diverse and high quality staff to fill mission-critical positions at all levels.  This will include the development and implementation of short-term recruitment, placement and retention strategies to increase the representation of underrepresented groups.  The initial focus of attention will be on Hispanics in support of the Department’s new National Hispanic Employment Initiative (HEI) and will transfer lessons learned to strategies addressing other groups that may be underrepresented—tailored to the group’s history and concerns.  These groups may include (but not be limited to) American Indians, African Americans, Asian-Pacific Islanders, women and persons with disabilities.

 

The basic objective of this strategic recommendation is to optimize readily available tools and resources.  It involves the following four major elements:

 

1.      As described in strategic recommendation 1, develop and promulgate a policy statement from the Director—clearly establishing the importance of managing diversity in general and Hispanic employment in particular, as an immediate priority based on legally-defined underrepresentation.  The policy statement should express CDC’s support of the Department’s HEI and outline the role played by CDC managers and supervisors related to this initiative.

 

2.      Identify existing CDC resources which are complementary to the new initiatives in this strategic recommendation.  Include replicable strategies implemented by individual CIOs, existing support and funding for student employment programs and partnerships with Hispanic employee affinity groups.

 

3.      Build on current efforts to identify sources of Hispanic recruitment including pipelines for student employment, entry-level and mid-level employment as well as enrollment in the Commissioned Corps.  As the program is replicated to address the underrepresentation of other groups, the strategy should be adapted to the group’s history, needs and concerns.

 

4.      Establish or strengthen partnerships with the pipeline organizations, assign executive responsibility, dedicate resources and measure results (see Appendix K, CDC’s Long-Term Partnerships with Academic Institutions).       

 

Many of the strategies recommended are already part of the HEI; others were recommended in the CDC/ATSDR Recruitment and Retention Plan of 2000 and some are best practices other federal agencies are using effectively.  While some strategies are more short-term than others, all are feasible within the government fiscal year 2006 if there is sufficient leadership commitment, effective coalitions with managers and employees and creativity in leveraging needed resources.  One such strategy is the use of student employment programs. Although several CDC Centers, Institutes and Offices (CIOs) utilize student employment programs, there is no available evidence that CDC components universally use them to improve the diversity of their organizations; some organizations may not use them at all.  To encourage greater use of student employment programs, CDC could centrally fund activities such as the Hispanic Association of Colleges and Universities (HACU) National Internship Program.

 

Another important strategy is establishing a point of contact for HEI to advise management on ways to improve Hispanic representation. HHS recommended that its sub-agency components appoint collateral-duty Hispanic Employment Program Managers (HEPMs).  NIH and most other HHS components have established such positions.  Equal Employment Opportunity (EEO) guidelines recommend the formal establishment of Special Emphasis Programs (SEPs), one of which is the Hispanic Employment Program (HEP).  CDC should use its existing Special Emphasis Program Manager (SEPM) within OEEO to focus on areas of underrepresentation throughout the agency and on building a network of collateral-duty SEPMs at the coordinating center level. 

 

Given that Hispanics are underrepresented at CDC, Hispanic representation is a logical initial focus for the SEPM and a model upon which the agency can build to address similar underrepresentation among other groups.  The CDC Director has an open email policy and should continue it.  The Agency should also continue to utilize the OEEO and Equal Employment Opportunity Advisory Committee (EEOAC) as venues to empower employee affinity groups, e.g., Association of Latino Employees at CDC and ATSDR (ALECA), and to advise the CDC Director in matters related to EEO/diversity.   After a period of one year, the agency should evaluate the effectiveness of the special emphasis initiatives and determine if a full or part-time HEPM within Office of Equal Employment Opportunity (OEEO) is warranted. 

 

The success of targeted recruitment hinges on several foundational elements delineated within the activity plan for strategic recommendation 3 which addresses the development of the diversity accountability framework.  For example, the agency must consider in its annual evaluation of managers their performance relative to various accountability elements, e.g., personal involvement and contribution to building relationships with community organizations, input from stakeholders, input from the OEEO and the regular monitoring of results of recruitment and retention activities, (e.g., monthly reports on hiring results, improved retention rates, reports on awards/recognition, career development and training opportunities) to institutionalize and sustain progress. 

 

[NOTE:  At the Working Group meeting on August 29, 2005, the work group for strategic recommendation 4 developed a proposal for a demonstration project to develop recruitment and hiring measures to achieve diversity among the 21 persons selected to be leaders of the Goals Team.  CDC may choose to pursue this suggestion in addition to the four strategic recommendations.]

 

Targeted Recruitment
ACTIVITY	RESPONSIBLE PARTY	TARGET DATE
Per strategic recommendation 1, issue and widely disseminate a CDC policy statement to: ·        Identify CDC’s workforce diversity and competency needs ·        Reference the HHS’ HEI ·        Implement HHS’ HEI with the OEEO SEPM as the lead for CDC ·        Establish HEI goals and objectives consistent with the HHS program ·        Outline the role of CDC leaders, managers and staff regarding HEI   Duration:  45 days	CDC Director and OEEO Director	+45 Days
Utilize SEP in accordance with appropriate EEO directives and headed by a full-time SEPM within the OEEO at CDC Headquarters.  The SEPM will work closely with and under the direction of the OEEO Director and will coordinate and guide the work of collateral-duty SEPMs in each coordinating center.  The SEPM: ·        Identifies concerns and issues impacting the employment of underrepresented groups, beginning with Hispanics ·        Provides advice and recommendations to senior management (through the OEEO Director) to address those issues ·        Develops plans and strategies ·        Conducts data analysis ·        Provides briefings to management on concerns and progress ·        Provides input to management annual performance ratings such as perceived degree of cooperation and participation in activities, e.g., recruitment, mentoring, awards and/or celebratory programs   Duration:  90 days for the establishment of coordinating center collateral-duty SEPMs;  these activities can start concurrently with activity 1.	OEEO Director, Office of Workforce and Career Development (OWCD), Office of Minority Health (OMH), Excellence on Learning Council (ELC), Atlanta Human Resources Center (AHRC), Workforce and Career Development Officers (WCDOs) and diversity coordinators in the CIOs	+150 Days
Provide training and education to the OEEO SEPM, the collateral-duty SEPMs within the coordinating centers, and to CDC managers and supervisors regarding their role in the successful implementation of the SEP.   Duration:  30 days to develop and deliver training (finishes concurrently with activity 2)	OEEO Director, OWCD, OMH, ELC, AHRC, WCDOs and diversity coordinators in the coordinating centers	+150 Days
Identify and evaluate existing partnerships (see Appendix K).  Establish new partnerships with up to five academic institutions with considerable representation of underrepresented groups such as Hispanic-Serving Institutions (HSIs) with degree programs in CDC’s mission-critical occupations including medicine, public health, business, and public policy, and members of the Hispanic-Serving Health Professions Schools and/or the Association of Schools of Public Health.  This could include activities such as:  Establish relationships with school officials such as career services staff, faculty of appropriate academic departments and leaders of student organizations. Model after Chronic’s use of the Student Career Experience Program (SCEP) with Columbia University. Consider geographic location to ensure better representation of schools nationwide. Elements to consider for inclusion in partnerships are: o       Mutually-beneficial grants and contracts o       Effective and culturally-appropriate communication strategies o       Joint research on public health issues o       Case studies for classroom use o       Staff/personnel exchanges, e.g., visiting faculty member and IPAs o       Active campus recruitment o       On-campus lectures by CDC staff o       Internships coordinated by partner institutions o       Shared library resources o       Input into curriculum development Appoint CDC senior executives as campus champions to selected schools.  Some of their roles may include: o       Establishing personal contact with senior academic officials o       Developing a mutually-beneficial partnership with the institution o       Speaking at school events and as visiting faculty o       Providing input to curricula, as appropriate   [Note: An example of an agency with a strong campus executive program is the Government Accountability Office (GAO); see http://www.ourpublicservice.org/solutions/solutions_show.htm?doc_id=197634 for more information.]   Duration: 90 days	OEEO Director, OEEO SEPM,  OMH, ELC, AHRC and Office of Extramural Programs	+240 Days
Actively and systematically conduct outreach and establish formal partnerships with Hispanic professional organizations whose membership ranges from experienced professionals to college students.  The partnerships could include activities such as: ·        Mutually-beneficial grants and contracts ·        Joint research on public health issues ·        Effective and culturally-appropriate communication strategies ·        Workshops, research papers and presentations at annual conferences and monthly meetings ·        Active participation as recruiters at annual conventions and conferences ·        Electronic transmission of CDC vacancies    [Note: While most federal agencies participate at annual events as recruiters, only a few, including the Department of Commerce, NASA, and the Department of Energy, have more defined, long-term partnerships with specific institutions.]   Duration: 90 days (concurrent with activity 4)	OEEO Director, OEEO SEPM, OMH, ELC and AHRC	+240 Days
Develop a pre-college pipeline among elementary, middle- and high-school students from underrepresented communities to encourage students to stay in school and promote interest in careers in science and public health.  Pipeline development could include such methods as: Identifying existing financial grants and assistance tools such as scholarships, fellowships and other forms of financial assistance Offering after-school employment under the Student Temporary  Employment Program (STEP) Providing mentoring and/or tutoring during the school year (similar to HHS Headquarters’ partnership with Eastern High School in Washington, DC) Partnering with a co-located college/university similar to NASA’s El Ingeniero program with the University of Maryland    Duration:  120 days (concurrent with activity 4)	OEEO Director, OEEO SEPM, OMH, ELC, AHRC and the Office of Science Education	+270 Days
Evaluate the development of a college-level pipeline for entry-level positions utilizing available internal and external tools and flexibilities and based on CDC’s succession planning efforts.  These tools and flexibilities include the Hispanic Association of Colleges and Universities (HACU) National Internship Program and other student internship programs that can be funded under grants and/or contracts as well as the Bilingual-Bicultural Hiring Authority, STEP and SCEP.  Implementation of a pipeline could include: Centrally funded coordinating center participation in non-FTE programs, e.g., HACU National Internship Program, to encourage higher levels of participation by managers and selecting officials Mentoring and tracking participants in the HACU program as well as in the STEP and SCEP programs to help them identify career goals, needs and effect of CDC experience  [Note: This is an element of the draft HHS-wide HEI.]   Duration:  120 days (concurrent with activity 4)	OEEO Director, OEEO SEPM, OMH, ELC and AHRC	+270 Days
Encourage use of the CDC Director’s open email policy.  Continue to utilize the OEEO and EEOAC as venues to empower employee affinity groups, e.g., ALECA, and to advise the CDC Director in matters related to EEO/diversity. Affinity groups would work closely with the appointed OEEO SEPM and with coordinating center SEPMs in the expanded network. ·        In consultation with affinity groups, e.g., ALECA, develop specific action agendas for collaborative first-year efforts. ·        Develop appropriate ways to communicate and recognize the responsibilities and contributions of affinity groups  members.   Duration:  60 days (can take place concurrently with activity 1)	OEEO Director, OEEO SEPM, OMH, ELC, AHRC and EEOAC	+60 days

SUGGESTED SOURCES AND EXAMPLES FROM OTHER ORGANIZATIONS

 

 

Strategic Recommendation 4:  Targeted Recruitment

 

 

Background

• Herndon, Roy. U.S. Army War College (2001).  Managing Civil Service Workforce Diversity in the 21^st Century.

Ø      http://handle.dtic.mil/100.2/ADA390584

 

• Naff, Katherine C. and J. Edward Kellough (2001).  A Changing Workforce: Understanding Diversity Programs in the Federal Government.

Ø      http://www.businessofgovernment.com/pdfs/NaffReport.pdf

 

• Marsh, Jesse B.T. Atelier Studio Associato (c. 2001).  Cultural Diversity as Human Capital.

Ø      http://www.terra-2000.org/Documents/Prague/Papers/CUltural%20Diversity%20as%20Human%20Capital.pdf

 

• National Aeronautics and Space Administration (NASA)—Marshall Space Flight Center. Public and Employee Communications—Diversity News.

Ø      As part of its Public and Employee Communications program NASA’s Marshall Space Flight Center has an electronic web page on diversity that, among other information, profiles selected minority and disabled employees.

Ø      http://www.nasa.gov/centers/marshall/news/diversity/diversity_news_asian.html

 

• Salmon, Jacqueline. The Washington Post (5 December 2005).  Red Cross Bolstering Minority Outreach.

Ø      http://www.washingtonpost.com/wp-dyn/content/article/2005/12/04/AR2005120400886.html

 

Recruitment

 

• Korn/Ferry International (2000).  Diversity in the Executive Suite: Career Paths and Strategies.

Ø      http://www.kornferry.com/Library/Process.asp?P=Articles_Detail&CID=507&LID=1

 

• The National Academy of Public Administration (November 1999).  Entry-Level Hiring and Development for the 21^st Century: Professional and Administrative Positions.

Ø      http://www.napawash.org/pc_human_resources/publications/entryhiring.pdf

 

• U.S. Office of Personnel Management (May 2005).  Annual Report to the Congress—Federal Equal Opportunity Recruitment Program, FY 2004.

Ø      http://www.opm.gov/feorpreports/2004/feorp2004.pdf

 

• The Merit Systems Protection Board (MSPB) (28 March 2003).  Achieving a Representative Federal Workforce: Addressing the Barriers to Hispanic Participation.

Ø      http://www.mspb.gov/studies/hispanic.pdf

 

• The Government Accountability Office (GAO) (January 2005).  Diversity Management: Expert-Identified Leading Practices and Agency Examples (GAO-05-90).

Ø      http://www.gao.gov/new.items/d0590.pdf

 

• Naff, Katherine C. (Westview Press, 2000).  To Look Like America: Dismantling barriers for Women and Minorities in the Federal Civil Service.

Ø      ISBN: 0813367638

 

• The U.S. Environmental Protection Agency (EPA) (2005).  A Manager’s Toolkit for Hispanic Recruitment.

Ø      http://www.epa.gov/ohr/hispanicoutreach/projects/

 

• DisabilityInfo.gov (2005).  Employer Resources.

Ø      http://www.disabilityinfo.gov/digov-public/public/DisplayPage.do?parentFolderId=5126

 

• National Aeronautics and Space Administration (NASA) (13 April 2000).  Education and Training Performance Report FY 1998.

Ø      http://research.hq.nasa.gov/code_e/annualreports/1998E&Treport.pdf

 

• Department of Health and Human Services (HHS) (31 January 2003). Career Academies.

Ø      http://bhpr.hrsa.gov/kidscareers/career_academics.htm

COMPARATIVE CDC DIVERSITY DATA, 2005 vs. 1993

 

 

Non-White Employees (2005)	Number	Total	Percent	1993 Data
GS-1/12	1547	3369	46%	31%
Hispanic	106		3%
African American	1269		38%
Asian/PI	155		5%
American Indian	17		0.5%
GS-13/15	1000	3804	26%	12%
Hispanic	133		3%
African American	623		16%
Asian/PI	226		6%
American Indian	18		0.5%
Female	617		16%
GS-15	54	422	13%	0%
Commissioned Corps
≤ O-4	63	286	22%
≥ O-5	102	578	18%	All ranks total = 11%
SES	6	30	20%	0%
African American	6		20%	0%
Female	9		30%	0%
Both	2		7%	0%

 

 

Diversity Scorecard

 

 

The concept of “what gets measured gets done” can be used effectively to assess progress toward goals and objectives.  It can also be seen as simply counting data that do not relate to mission or goals, or as an added burden for managers.  This draft set of diversity scorecard indicators seeks to link the indicators to the strategic recommendations, the Action Plan to Achieve a Diverse Workforce and the Accountability Framework activity plan discussed in Appendix C.  These indicators are some that CDC could consider using as it discusses how to assess results, which is discussed in Chapter 6.

 

The goal is to develop a set of indicators appropriate to CDC’s stated goals and planned activities.  For example, activity 2 in Appendix C (which deals with recruitment, placement and retention data) notes that CDC needs to determine the data elements it needs to track related to, for example, the workforce’s diversity profile and attrition.  The data elements CDC decides to use would be part of the ultimate diversity scorecard indicators.

 

While it is tempting to gather data, management should be careful to devise only those measures that are essential to gauging goal achievement.  Data collection takes extensive time, not just for those who develop indicators and assess the data, but for managers who may have to gather the information. 

 

This draft set of diversity scorecard indicators suggests that the broad areas to measure are:

 

• Leadership commitment
• Issue assessment
• Communication
• Recruitment
• Employee selection
• Employee orientation and training
• Employee retention
• Performance measurement and awards

 

Within each category, the scorecard could include assessment factors such as:

 

• Clear statements of organizational policy exist
• Steps to achieve diversity are clearly delineated
• Adequate resources (funds and staff) are provided
• Actions underway and their status with respect to cost, quality and timeliness
• Quantifiable objectives, such as for staffing and training, are being met
• Goal is partially achieved
• Goal is fully achieved

 

This approach does not assign a value to each category.  The draft set of scorecard indicators included here would permit more than one checkmark per indicator.  The “actions underway” column is designed to permit brief reference to work undertaken and whether or not it is meeting cost and quality targets and is on schedule.

 

CDC will need to determine whether it wants a “scorecard” to assign numeric values to each indicator’s level of achievement.  This could be time-consuming and may or may not make the scorecard a better management tool.  It may be appropriate to simply count the number of indicators that have “adequate resources provided” or “goal is fully achieved.”  As now laid out, the scorecard indicators would be measured by checking whether the action has been taken and provides space to note some actions underway.  While not quantifiable (unless CDC wants to make a checkmark equivalent to a score of “one” and no checkmark equivalent to a score of “zero”), this kind of report can be a good management tool.

 

If CDC were to decide not to use a non-quantifiable tool such as this, results could be seen as less meaningful than if there were some way to quantify them.  To assign numeric measures, CDC would need to develop a scale and measure each indicator accordingly.  Two common ones are the Guttman Format and Likert Scale: 

 

·        With the Guttman Format, the alternatives increase in comprehensiveness.  For example, in measuring the extent to which a program to protect salmon in the Pacific Northwest has achieved its goals, the scale could range from no benefit to marginal improvement to substantial repopulation of the fish.  (The scale can have as many choices as needed.)

 

·        The five-choice Likert Scale measures intensity and is one most people are familiar with as they complete opinion surveys.  Choices would be “strongly agree,” “agree,” “undecided,” “disagree” and “strongly disagree.”  There is generally also an option to say a respondent has no basis to judge.  Such a scale can be worded to meet the needs of the survey.

 

Whatever scale used would assign a numerical value to each category.  For example, the Guttman Format could be adapted as:

 

• Goal achieved                                                   5
• Goal partially achieved                          4
• Planning to achieve goal is completed    3
• Planning to achieve goal has begun                    2
• Goal agreed upon but no action underway         1
• Disagreement about goal parameters                 0

           

Thus, if there were eight indicators under leadership, the highest score in this category could be 40.

 

It is also possible that CDC would need to use more than one scale of measurement.  For example, some indicators could require a “yes/no” statement to measure progress and some would be better served with a Guttman Format.  Still other goal achievement would be measured by individuals’ perceptions and a Likert Scale would be preferable.

 

	Clear Statement of Issue or Policy	Steps to Achieve Clearly Delineated	Adequate Resources (Funds and Staff) Provided	Actions Underway and Status	Goal Fully Achieved	Goal Partially Achieved
I.  Leadership
1) Director-issued statement defines CDC diversity values and assigns responsibility for initiatives.
2) Diversity is built into CDC strategic plans.
3) Diversity Action Plan developed.
4) CDC diversity program supports “One HHS” program objectives.
5) Diversity program and management champions appointed.
6) Top leaders meet (per an agreed-upon schedule) with employee groups that address diversity.
7) Top leaders involve CDC’s unions in developing diversity goals and action plans.
8) Top leaders meet with leaders in communities that have a large number of CDC workers to explain CDC diversity goals.
9) Top leaders integrate diversity into stakeholder meetings on broad topics.
II.  Issue Assessment
1) Strategy developed to assess CDC’s diversity efforts.
2) CDC assessment and barrier analysis is completed in accordance with EEO MD-715.
3) Employee data provide a clear picture of who works for CDC by organizational unit.