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U.S. Department of Health and Human Services

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FDA IM Strategic Plan - Goal #4

 

GOAL #4


Develop a leadership pipeline of highly engaged, qualified and customer-centric employees that are experts in technologies and in the business and scientific domains which they serve

 

DESCRIPTION


While the FDA information technology budget represents approximately 12% of the total FDA budget, the federal OIM staff accounts for less than 4% of the FDA workforce.  Even when the average amount of supplemental contractors is added, the total OIM workforce is less than 7%.  As these resources are precious and can be rate-limiting, it is essential that FDA OIM staff be intentionally developed, carefully enhanced when growth is possible, and managed diligently.  This is especially true given the rapid rate of change of technology, analytics and IT service models.  The staff must be engaged, lean, active learners, agile and efficient if FDA is to meet its essential mission.

 

OBJECTIVES


4.1   OIM staff must be transformed into a proactive transformational entity that enhances relationship-building among its stakeholders while improving the integration of business, strategy, performance, and technology by 2014.

Information Management is an essential driving and operational force for the mission of the agency and as that mission evolves technologically, scientifically and legislatively, so must the OIM staff.  The FDA and OIM leadership are committed to an intensive approach to modernizing the OIM workforce

4.2   OIM is results-driven, providing value to its stakeholders through proactive, innovative, and strategic thinking, customer service, performance management, and governance of IM business solutions by 2013

As important as Information Management is to the FDA mission, the OIM staff does not generally, participate directly in the regulatory work of the Agency, e.g., pre and post market evaluation of drugs and devices, inspections, etc.  OIM exists to serve the FDA employees that do perform the core mission functions at FDA and it is this service that is the sole basis of OIM progress.

4.3   The FDA and OIM information management team must have strong visionary leadership that sustains the training and resources needed to support the Agency Mission, and that establishes a culture of learning, excellence, transparency, and accountability by 2012

OIM leadership must be strong, collaborative, rigorous, engaged and transparent in the performance of their duties and in the management of all OIM staff.

 

MAJOR ACTIVITIES and TIMING


Activities

FY 2012

FY 2013

FY 2014

FY 2015

FY 2016

4.A    Implement strategic workforce planning and an IM human capital management plan, with tactical plans for managing the IM workload

 

 

X

 

X

 

X

 

X

4.B    Implement individual training, skill development, and professional development and career management programs for IM staff

 

X

 

X

 

X

 

X

 

X

4.C    Implement active recruitment, hiring, and retention processes that are built upon a skills inventory, needs assessment, and gap analysis

 

 

X

 

X

 

X

 

X

4.D   Provide continuous interactive support and communication for FDA information systems users and stakeholders

 

 

X

 

X

 

X

 

X

4.E    Provide efficient Helpdesk, technical support, and other customer support & training services

 

X

 

X

 

X

 

X

 

X

4.F    Maintain a culture of excellence, learning, and continual business process improvement, including strategic planning, continuous program evaluation, and quality management systems

 

 

 

X

 

X

 

X

 

KEY PERFORMANCE INDICATORS


  • 80% of all VIP and senior support staff are Microsoft Certified
  • 75% of all Oracle Database Administrators (DBAs) are Certified
  • OIM technology staff skillset distribution meets or exceeds proportions recommended by external benchmarks
  • All OIM employees have at least one significant technology or customer service domain goal in their Performance Management  Appraisal Program (PMAP) critical elements
  • All OIM people managers have one significant PMAP goal on staff development
  • OIM self-funds an annual staff training plan that ensures at least one-half of staff are upgrading at least one critical skill or capability
  • Perform an annual skills assessment across OIM with input from across FDA

 

PROGRESS TO DATE and SUCCESS STORIES


CIO Role Expansion and Recruitment

In late 2011, the FDA leadership developed an expanded role definition that added to the Chief Information Officer a second title of Chief Scientist Informatics.  This expansion allowed the recruitment of a senior IT and scientific leader that would not only focus on technology but that also had the medical, scientific and analytic knowledge to truly drive the FDA mission forward.

OIM Organizational Stabilization

As of September 2011, four out of seven OIM senior leadership roles were occupied by employees with ‘acting’ status.  Several of the roles had gone without permanent leaders for more than 3 years.  As of June 2012, three of the four roles have been filled with permanent leaders, including the CIO and Deputy CIO, and there is an offer extended on the fourth.

OIM Staff Training Funded and Ongoing via Reduction of Consulting Fees

During the fiscal years 2010-2011, the OIM training budget had been eliminated as cost savings.  In early FY 2012, this budget was re-established via the elimination of consulting fees.  The result is that active training programs are ongoing in all FDA OIM divisions.

Project Management Training

The FDA Project Management (PM) Certification Program over the past five years has clearly demonstrated that “leadership is action, not position.”  The goal of the PM Certification Program is to educate project managers in the discipline of good project management as defined by the Project Management Institute and Project Management Body of Knowledge. During these past five years there have been approximately 238 government and Commissioned Corps FDA (OIM and non-OIM) employees who have graduated from the program achieving a Masters Certificate in Project Management.  An additional 42 staff graduated this past July.


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