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Div. of Media Relations
1600 Clifton Road
MS D-14
Atlanta, GA 30333
(404) 639-3286
Fax (404) 639-7394 |
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Fact Sheets
CDC at Work Today! Best Business Practices
Quick Highlights:
CDC reallocated more than 600 positions from administrative functions to
direct research and program activity positions – such as epidemiologists,
medical officers, and laboratorians.
CDC reduced administrative costs by more than $83 million and made these
resources available for frontline projects that directly benefit health.
CDC will save $35 million over 7 years and improve its customer service
by consolidating 40 separate information hotlines into a single contact
center.
The Centers for Disease Control and Prevention has taken a landmark step
in its public health readiness to confront the challenges of 21st-century
health threats such as terrorism, Avian influenza, and the unrelenting
stresses of modern life. This change also includes modernizing its
management and accountability to realize tangible savings that can go
directly to science and programs that affect people's health. The changes
add greater agility and accountability. CDC has transformed into a learning
organization. We learn as we go and what we learn we apply quickly. What CDC
has learned is paying dividends today and will continue to as we confront
the health threats of the future.
For Example:
- Reduced hiring time by 47% by restructuring its human resources while
eliminating 76 human resources full-time positions.
- Consolidated all 13 information technology infrastructure services,
with reduced operating costs of 21% ($23 million).
- Completed the delayering of the agency to no more than four management
levels, which more than doubled CDC’s supervisory ratio from 1:5.5 in 2002
to 1:12. This agency-wide approach reduced the layers in CDC, resulting in
compressing the distance between citizens and decision-makers.
- Established CDC-wide Business Services Improvement intranet web site,
which provides up-to-date information, including key performance
indicators, video’s, spotlights, etc., to CDC staff regarding the progress
and achievements in the wide range of business services improvements.
- Over the last two years, CDC has conducted public-private sector
competitions for various functions covering nearly 1,000 CDC staff
positions. As a result, CDC saved over $40 million through the development
of most efficient organizational proposals to carry out the functions.
- CDC worked with the National Academy of Public Administration to
evaluate and recommend strategies to enhance its diversity, leadership
development and succession planning in four areas: effectiveness,
efficiency, economy and equity. CDC’s new Office of Workforce and Career
Development will continue to work with NAPA and others throughout the
agency to develop a Diversity Action Plan. Our plan is to ensure CDC's
workforce has the diversity and skills needed to achieve its goals.
CDC at Work Today! CDC Successes During the
Transforming Process
Comprehensive Research Agenda Development
- For the first time in CDC's history, a comprehensive research agenda is
being created that focuses on important health goals. CDC's two overarching
goals are to prepare for terrorist health threats and, at the same time,
protect the health and quality of life across the entire lifespan of all
Americans.
- During the past two years, CDC’s new public health research initiative
awarded more than $50 million for investigator-initiated extramural
research, research training, and Centers of Excellence in Public Health
Economics; Public Health Marketing and Communications; and Public Health
Informatics. The investigator-initiated extramural research is devoted to
business and academia working to improve employee wellness.
- CDC's new Coordinating Center for Health Promotion is also creating the
first comprehensive obesity research agenda.
Innovative Communications
The new Centers for Health Marketing gives CDC the research and science
base to develop and market the information people want and need to choose
health.
- Highly targeted messaging during public safety emergencies was not
possible for CDC in the past. With the creation of new Center for Health
Marketing, CDC put it to the test during the 2004 hurricanes. Carbon
monoxide poisoning from indoor generators was a serious threat during and
following the hurricanes. CDC's communication teams worked with the
scientists to rapidly package information about carbon monoxide safety. Two
retail chains used our public service announcements to inform their
customers about carbon monoxide and West Nile, reaching the targeted
audience at a time they could not necessarily be reached through
traditional communication channels because of power outages.
- Science-based advice regarding effective interventions and policies is
not accessible to many decision makers. Decision makers need access to
independent and objective information about what works and at what cost
when they choose programs and policies. Collaborating agency-wide, the new
Centers for Health Marketing has launched CDC's Community Guide information
to ensure that information quickly reaches a broad range of public and
private sector audiences and encourages sound health action.
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