Skip over global navigation links
U.S. Department of Health and Human Services

Goal 6: Improve management of the ASPR organization and investment in its people

ASPR relies on a world-class workforce made up of people deeply committed to preparing the nation to respond to and recover from public health and medical emergencies and disasters. All ASPR employees must develop together an organizational culture that invests in all staff members, attracts a talented and diverse workforce, and fosters high morale. In line with the national objective on ensuring that data-driven approaches and the best available science guide decisions and actions, policies and processes at ASPR will be guided by evaluation, performance measurement, and continuous quality improvement principles. An integrated strategic approach to how ASPR does business will allow priorities to drive resource planning and will help tell the preparedness story to partners and the public. Taken together, the strategies under this goal will foster an engaged workforce and effective operations that give the organization a flexible, proactive posture in meeting its mission to lead the nation in preparing, responding, and recovering.  


  • Become “one ASPR” by'
    • Enhancing communications and coordination among ASPR employees in all programs, offices, and geographic locations
    • Improving knowledge sharing and information sharing practices
  • Cultivate a leadership and mentoring culture to develop the next generation of ASPR leaders, attract and retain high quality staff, and foster high morale and engagement by:
    • Recruiting, educating, training, and retaining a creative workforce with a broad range of expertise to develop new concepts, approaches, and products
    • Encouraging innovation, cooperation, and sharing of ideas across ASPR and within the scientific, policy, programmatic, and operations communities
    • Providing consistent opportunities for staff education and career advancement
    • Promoting the ASPR values, including incorporating the values into all employee performance plans and evaluations
    • Regularly gauging staff morale and engagement, and committing to continuous improvement
      o Expanding and improving a reward and recognition program
      o Implementing a mentoring program for ASPR employees serving in the U.S. Public Health Service
  • Implement coordinated and systematic decision process and standard operating procedures for program, policy and procurement actions
  • Create a culture of quality improvement (QI) throughout ASPR, committing fully to a continuous process of evaluating, implementing, and realizing best practices by:
    • Implementing QI initiatives within each ASPR office 
    • Applying QI principles to ASPR’s administrative support and internal customer service functions to ensure these functions continuously improve in effectiveness and efficiency
    • Assessing high-priority programs and initiate strategies to mitigate risk and improve program quality
  • Conduct regular annual planning under a multiyear strategy to align resources to priorities, measuring performance and correcting course when necessary
  • Improve ASPR’s understanding of and engaging with key audiences through a strategic external engagement and communications capability
  • Conduct ASPR’s operations in ways that support the Department’s sustainability initiatives to protect human health, environmental health, and economic health

<<PreviousReturn to Top

  • This page last reviewed: February 14, 2012