FOOD & DRUG 

ADMINISTRATION 

CENTER FOR VETERINARY MEDICINE 

DIVERSITY AND 

INCLUSION 

STRATEGIC PLAN 

FY 2020 – 2024 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Message from the Center Director and Executive Officer 

The Center for Veterinary Medicine (CVM) takes great pride in celebrating diversity and is committed to 

maintaining an inclusive workplace for ALL employees – regardless of race, religion, national origin, 

sexual orientation, gender identity, age, physical ability, or any other personal characteristics. We are 

honored to lead a Center so strongly dedicated to diversity and inclusion. 

Since CVM launched its first Diversity and Inclusion Strategic Plan in 2015, we have made great progress 

in not only implementing the plan but going above and beyond the plan’s stated goals to reinforce the 

importance of fostering a diverse workforce and inclusive workplace. We use several tools to measure 

employee perceptions of diversity and inclusion, including the Inclusion Quotient (IQ) index within the 

Federal Employee Viewpoint Survey (FEVS) and the CVM Diversity and Inclusion survey. The IQ consists 

of 20 items correlated with inclusive environments and thereby seeks to measure how fair, open, 

cooperative, supportive, and empowering one’s organization is perceived to be. Analysis of the IQ since 

2015 has shown CVM to score at least 10-20% higher than the Department and Government-wide on 

each of these subscales with our overall IQ score steadily rising from 75 in 2015 to 84 in 2018. 

Additionally, our own set of diversity and inclusion metrics, assessed through our annual Diversity and 

Inclusion survey, have been extremely positive. The results of the Center’s latest survey revealed that 

81% of respondents believe CVM demonstrates its commitment to workplace diversity and inclusion 

well/very well. 

With this progress, we can now set our sights on new ways to demonstrate our strong and continual 

commitment to diversity and inclusivity – sustaining those efforts which have brought us initial success 

and incorporating new strategies to address areas needing attention. As such, we are pleased to present 

the Center’s second Diversity and Inclusion Strategic Plan FY 2020 – 2024. 

Our organization has long-operated with the philosophy that leveraging diversity – in its many forms – is 

vital to the health of our Center. Therefore, fostering a diverse and inclusive workforce is not only integral 

to the success of CVM’s mission but is simply the right thing to do. Accordingly, we strive to maintain an 

organizational culture and work environment that nourishes the individual differences and varying 

perspectives of all employees across the workplace. We are hopeful that this plan will help strengthen our 

workforce’s collective accountability to further develop CVM’s inclusive workplace and culture. 

Successful implementation of the goals and strategies articulated in this plan requires coordination and 

continued commitment from all employees across the Center. As we all know, the journey toward 

becoming a higher performing organization is supported by a positive, safe, and caring work environment 

where members all share a set of core values and behaviors. Therefore, on behalf of CVM’s leadership, 

we encourage each employee to take an active role in making the Center a place where every individual 

is appreciated. We are confident that executing the objectives of this plan will enable us to maximize 

CVM’s collective potential as “One CVM” and our ability to successfully and creatively serve our 

stakeholders. 

Sincerely, Steven M. Solomon, D.V.M., M.P.H. Roxanne K. Schweitzer 

Director, Center for Veterinary Medicine Executive Officer, Center for Veterinary Medicine 

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Table of Contents 

Introduction.................................................................................................................................1 

Diversity and Inclusion Defined ...................................................................................................1 

CVM’s Commitment to Diversity and Inclusion ...........................................................................1 

Sample of Previous Years’ Accomplishments .............................................................................2 

CVM’s FY 2020 – 2024 Diversity and Inclusion Goals.................................................................4 

Implementation Strategy ...........................................................................................................11 

Conclusion ................................................................................................................................11 

Appendix...................................................................................................................................12 

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Introduction 

The Center for Veterinary Medicine (CVM or the Center) is pleased to share the CVM Diversity and 

Inclusion Strategic Plan for Fiscal Years (FY) 2020 – 2024. This plan establishes updated diversity and 

inclusion goals, strategies, and outcomes. Specifically, the plan sets forth three goals related to: (1) 

leadership commitment; (2) continuing to build an inclusive, equal opportunity work environment; and (3) 

recruiting and developing a diverse and highly capable workforce. 

This plan is based on guidance provided by the U.S. Office of Personnel Management (OPM) and is 

aligned with the Food and Drug Administration’s (FDA) Diversity and Inclusion Strategic Plan 2018 – 

2021. CVM’s Diversity and Inclusion Strategic Plan also serves as a companion document to the Center’s 

Strategic Human Capital Plan FY 2017 – 2021. 

The plan is meant to be fluid document whereby it is revisited annually to assess the effectiveness of the 

direction it is providing as well as to monitor our achievement of the goals and strategies embodied within. 

Diversity and Inclusion Defined 

Diversity is defined as “a collection of individual attributes that together help agencies pursue 

organizational objectives efficiently and effectively.” 

Inclusion is defined as “a set of behaviors (culture) that encourages employees to feel valued for their 

unique qualities and experience a sense of belonging.” 

These definitions have been adopted from OPM’s definitions of “diversity” and “inclusion.” 

CVM’s Commitment to Diversity and Inclusion 

Setting the Stage as a High Performance Organization 

For over 20 years, the Center has aligned itself with the principles and concepts of the High Performance 

Organization (HPO) operating model. HPO is a transformative process – not a one-time event – involving 

continual visioning to determine what optimal performance looks like both now and in the future. HPO 

involves four key elements: 1) an ongoing scan of the Center’s internal and external environment, 2) 

assessing our organizational resources, 3) tracking our progress towards goals, and 4) adjusting as 

needed. 

At CVM, each employee is viewed as an active and responsible member of the decision-making process. 

CVM only achieves high performance when we work together to share responsibility for the entire 

organization. This concept of “stewardship” is what sustains our positive, supportive, and caring work 

environment and ultimately promotes the consideration of diverse perspectives, opinions, and vantage 

points. 

Embedded in the CVM Core Values 

In 2019, CVM finalized a year-long process of updating the Center’s core values. Core values are 

fundamental, ingrained principles that guide our behavior and decisions. They lie at the heart of an 

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organization and serve to clarify the organization’s identity. They reflect an organization’s distinctiveness 

and prioritize what it says “yes” to and what it says “no” to1. They are: 

• We Serve: We are a mission-driven, public health, regulatory Center. Safeguarding human and 

animal health is what we do. We serve our stakeholders and hold their trust in the highest regard. 

Collaboration and communication, across all disciplines, are the tools we use to provide the 

greatest level of service. 

• We Lead: Everyone makes a difference. Each of us contributes our ideas and skills to influence 

CVM’s direction regardless of their title or position. New leaders emerge every day. 

• We Learn: We continuously learn, stretch, and grow. We provide opportunities for people to 

develop their skills and cultivate diverse talents. Our individual expertise is the expertise of the 

organization. 

• We Honor: CVM appreciates the exceptional people who work here. We encourage and support 

everyone to dream, inspire each other, and live our best lives, personally and professionally. We 

celebrate all life experiences, cultures, and backgrounds for the wealth of perspectives they bring 

to CVM. 

Diversity and inclusion run through all four values and are incorporated into everything that CVM is and 

does. To effectively serve others, we need to consider the working and communication styles of our 

diverse stakeholders and adapt our strategies to best fit their needs. With regards to leading, we firmly 

believe that all CVM employees are valuable contributors to the CVM mission. The unique skills and 

talents that each person brings to the table enable the Center to succeed. CVM employees take pride in 

learning from each other. Recognizing that people learn in different ways, we offer a variety of methods 

for CVM employees to grow their skills and knowledge. Likewise, we offer many ways for employees to 

learn about the importance, benefits, and application of diversity and inclusion. We honor the broad 

array of characteristics that makes each employee unique. We work hard to ensure that everyone is 

included and knows the value they bring to CVM. 

Sample of Previous Years’ Accomplishments 

CVM continues to make large advancements in support of diversity and inclusion. Since the first plan 

was issued in 2015, CVM carried out numerous diversity and inclusion activities contributing to a robust 

Center-wide diversity and inclusion program. The following list provides a small but significant sample of 

the Center’s accomplishments organized by the major goals of our original plan: 

Sustain CVM’s Commitment to Diversity and Inclusion 

• Created a new Center-level Diversity and Inclusion honor award to expressly recognize 

employees who have woven respect, fairness, and appreciation of individual differences into the 

Center in order to make CVM a richer, more accepting organization. 

• Sponsored diversity events and commemorative programs such as CVM Diversity Day and the 

FDA Pride event to raise diversity awareness. 

• Established and revised the CVM Diversity and Inclusion Working Group to include greater 

accountability from each Office. 

• Actively participated in Agency diversity and inclusion discussions, trainings, and events to share 

best practices to help evolve and enhance diversity and inclusion activities FDA-wide. 

1 CVM Core Values: Revised to Reflect a Growing Center 

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• Conducted annual CVM Diversity and Inclusion surveys since 2016 to gather employee 

perceptions surrounding diversity and inclusion at the Center; thoroughly evaluated the results of 

the surveys; and used the feedback to inform future action planning. 

Improve Workplace Inclusion by Cultivating a Collaborative, Fair, and Flexible 

Culture 

• Created a Phonetic Directory to help guide proper pronunciation of employee names. 

• Established a CVM lunch and learn series with Employee Resource Groups (ERGs) to raise 

awareness and increase Center participation in ERGs. 

• Launched the CVM Fireside Chat series to bring outside speakers to CVM for a less formal 

diversity and inclusion discussion setting. 

• Hosted a wide variety of diversity discussions where employees share information about their 

cultures and backgrounds. 

• Provided all supervisors with training on Reasonable Accommodations and Preventing Sexual 

Harassment. 

• Established and maintained five (5) core CVM Diversity and Inclusion classes: New IQ, AntiBullying, The Loudest Duck, Championing Diversity, and Unconscious Bias. 

• Developed and implemented a CVM Mentor Program which significantly enhances mentoring 

relationships and experiences at the Center. Instituted an Experiential Learning Program (ELP) to 

provide staff with the opportunity to observe and experience the tasks performed in other 

positions within the Center, diversify skillsets, and learn new and different ways of completing 

work. 

Maintain a Diverse Workforce Through Recruitment, Development, and 

Retention Efforts 

• Revised the content on the Center's Working at CVM internet page to more effectively 

communicate the Center’s inclusive work environment and to attract diverse talent. 

• Leveraged the CVM Applicant and Student Career Profile Systems to collect profiles of 

candidates eligible for non-competitive appointments to include Peace Corps Volunteers, 

veterans, and people with disabilities. 

• Participated in the Girls, Inc. STEM Girls for Social Good summer program by hosting 50+ girls 

for a day of learning about CVM programs and veterinary medicine. 

• Annually attended various networking and recruitment events at colleges and universities, 

including Historically Black Colleges and Universities, Hispanic Serving Institutions, Tribal 

Colleges and Universities, Predominately Black Institutions, American Indian Alaska Native 

Serving Institutions and Asian American Native American Pacific Islander Serving Institutions. 

• Capitalized on social media platforms such as Twitter, LinkedIn, and Web/Online social 

communities to promote Center employment opportunities as well as market CVM as an 

employer of choice. 

• Used the Center's representative employment hashtag - #CVMCareers - as well as the Spanish 

translation of the phrase (#CVMCarreras) with all job-related Twitter communications. 

• Created a CVM diversity profile to facilitate dialogue with senior leadership to include a review 

and analysis of current workforce demographics, including race, ethnicity, gender, disability 

status, and veteran status. 

• Evaluated CVM diversity data to determine gaps in representation and developed strategies to 

increase representation. 

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CVM’s FY 2020 – 2024 Diversity and Inclusion Goals 

As evidenced, we’ve made great strides in accomplishing the goals of our previous plan. However, there 

is still more work to be done. For the current plan, we have slightly refined our diversity and inclusion 

goals to be more succinct as well as to align with the FDA Diversity and Inclusion Strategic Plan. Our 

updated diversity and inclusion goals are: 

Goal 1: Ensure leadership commitment. 

Ensure leadership demonstrates its commitment and accountability for modeling behavior that advances 

diversity and inclusion. 

Goal 2: Cultivate and support an inclusive culture. 

Cultivate and promote an inclusive culture that maximizes the talent, skills, and diversity within the FDA 

community. 

Goal 3: Build and maintain a diverse workforce. 

Identify, attract, and retain a pipeline of diverse and qualified candidates through targeted outreach, 

recruitment, and selection. 

The next section outlines the priorities, strategies, and actions that accompany CVM’s three diversity and 

inclusion goals. 

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Goal 1: Ensure leadership commitment. 

Ensure leadership demonstrates its commitment and accountability for modeling behavior that advances 

diversity and inclusion. 

Priority Implementation 

Strategies Actions 

1.1: Demonstrate 

accountability, 

commitment, and 

involvement with 

regard to diversity 

and inclusion in 

the workplace. 

1. CVM senior leadership 

conveys the critical 

importance of diversity 

and inclusion in 

messaging and behaviors 

reflective of diversity and 

inclusion. 

• Track and monitor diversity and inclusion 

results and progress through an 

accompanying implementation and 

accountability plan. 

• Senior leadership will regularly discuss 

diversity and inclusion topics at CEB meetings. 

• Senior leadership will research relevant topics, 

activities, and discern growth opportunities for 

fostering diversity and inclusion across the 

Center and within their immediate Staffs / 

Teams / Divisions / Offices. 

2. Utilize employee • Identify employee perceptions of diversity and 

feedback, such as FEVS inclusion through annual surveys (CVM D&I 

data, to continuously survey, FEVS, and others as appropriate), and 

improve CVM’s culture. develop recommendations for future diversity 

and inclusion actions, which management can 

use to engage employees to expand diversity 

and inclusion efforts. 

• Support the CVM Diversity and Inclusion 

Working Group as members continue to 

develop and monitor progress on Officespecific action plans for diversity and inclusion 

initiatives. 

1.2: Increase 

supervisory 

accountability for 

promoting and 

supporting FDA 

diversity 

programs and 

1. Include commitments to 

CVM’s diversity and 

inclusion goals and 

objectives in CVM 

performance plans. 

• Cascade the Commissioner’s diversity goals to 

all Executive performance plans and if 

possible, to employee performance plans. 

• Encourage all SES/Equivalents to have a 

diversity/inclusion activity in their Executive 

Development Plans (EDP) to support their ongoing education in diversity and inclusion. 

2. Ensure new supervisors • Ensure new CVM supervisors have access to 

objectives. have timely access to 

diversity and inclusion 

diversity and inclusion training to bolster the 

Center’s commitment to a diverse and 

learning material. inclusive workplace. 

• Keep a pulse on best practices for developing 

new supervisory skills related to diversity and 

inclusion; research new trends and/or methods 

for cultivating related competencies. 

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Goal 2: Cultivate and support an inclusive culture. 

Cultivate and promote an inclusive culture that maximizes the talent, skills, and diversity within the FDA 

community. 

Priority Implementation 

Strategies Actions 

2.1: Cultivate a 

supportive, 

welcoming, 

inclusive and fair 

work environment 

that maximizes the 

talent, skills, and 

diversity within the 

FDA community. 

1. Support participation in 

employee affinity and 

resource groups. 

• Market affinity and employee resource groups 

(ERGs) in communications and newsletters. 

• Invite ERG representatives to participate in 

CVM events such as Diversity Day. 

• Continue to provide recordings of ERG lunch 

and learn sessions on the CVM Diversity and 

Inclusion SharePoint Site. 

2. Add a diversity and • Enhance the Center’s New Employee 

inclusion component to Onboarding Program to further incorporate 

onboarding and diversity and inclusion topics / materials / 

integration materials. resources. 

• Market the importance of the Phonetic 

Directory in CVM onboarding materials. 

Provide information on the Agency’s Employee 

Assistance Program (EAP) to new employees. 

2.2: Increase the 1. Provide training • Provide training sessions, seminars, and other 

awareness and opportunities on various 

aspects of diversity and 

events on various topics of diversity and 

inclusion. 

understanding of 

diversity and 

inclusion for supervisors 

and staff. • Conduct reoccurring training on reasonable 

accommodations. 

inclusion within • Encourage employees to take diversity and 

the workplace. inclusion training by enhancing the 

advertisement of courses and showcasing 

leadership commitment to diversity and 

inclusion education. 

• Develop materials to guide newly transitioned 

veterans and their supervisors. 

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Priority Implementation 

Strategies Actions 

2. Promote continuous 

learning and discussion 

on diversity and 

inclusion. 

• Hold regular Center-wide Diversity and 

Inclusion events geared toward diversity 

awareness, workforce education, and 

workplace inclusion. 

• Establish activities/resources that promote 

continuous learning, such as language clubs, a 

diversity/inclusion book club, meditation/prayer 

room, and/or an LGBT ally program. 

• Utilize Center All Hands meetings to facilitate 

discussions by focusing on diversity and 

inclusion topics. 

• Develop a diversity and inclusion toolkit and 

video/online learning catalog that supervisors 

and employees can use to supplement formal 

training and further their D&I knowledge. 

• Offer team-based diversity and inclusion 

workshops (e.g., Unconscious Bias, MBTI) to 

enhance CVM staff’s awareness of diversity 

and inclusion. 

• Create a WebEx captioning resource guide. 

• Explore opportunities to create new Section 

508 tools / resources as part of our ongoing 

508 training. 

• Continue to share best practices to help the 

Agency and other Centers evolve and 

enhance diversity and inclusion activities. 

3. Institutionalize diversity • Incorporate diversity and inclusion elements 

and inclusion training at into leadership and core curriculum courses 

the Center. wherever possible. 

• Establish a Diversity Champion Program 

whereby employees have opportunities to 

explore various aspects of diversity and/or 

inclusion through education. 

2.3: Ensure that all 1. Support participation in • Enhance CVM’s mentoring program by 

qualified internal developmental and 

mentoring opportunities. 

providing a holistic approach that incorporates 

traditional, one-on-one, and group mentoring. 

candidates have an 

opportunity to • Expand access to coaching at CVM through 

enhanced internal coaching capacity and peer 

compete for open coaching circles. 

positions and • Continue to enhance CVM’s Experiential 

apply for Learning Program to provide critical shadowing 

developmental and and rotation opportunities to the Center’s 

workforce. 

mentoring • Advertise leadership development 

opportunities. opportunities in CVM’s Diversity and Inclusion 

Newsletter - Insights. 

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Priority Implementation 

Strategies Actions 

2. Ensure diversity and 

inclusion is addressed 

during the hiring process. 

• Ensure selecting officials are present during 

mandatory pre-consult meetings with HCMS 

staff and utilize these meetings to remind 

hiring managers of the importance of diversity 

at CVM. 

• Work with managers to utilize programs to hire 

candidates eligible for non-competitive 

appointments, including Peace Corps 

volunteers, veterans, and people with 

disabilities, among others. 

• Conduct hiring manager training sessions to 

provide information on utilizing special hiring 

programs. 

• Partner with hiring managers to assemble a 

diverse selection panel during the hiring 

process. 

• Provide training and guidance to hiring 

managers to improve the interview process 

with respect to diversity and inclusion. 

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Goal 3: Build and maintain a diverse workforce. 

Identify, attract, and retain a pipeline of diverse and qualified candidates through targeted outreach, 

recruitment, and selection. 

Priority Implementation 

Strategies Actions 

3.1: Define 1. Coordinate outreach and • Review ways to improve current processes 

outreach and recruitment strategies to 

maximize the ability to 

involved with sharing vacancy announcements 

with: 

recruitment goals recruit for a diverse, o special interest, affinity, and employee 

and objectives with 

an increased focus 

broad spectrum of 

potential applicants 

including from a variety 

resource groups (ERGs). 

o colleges and universities with strong 

populations of under-represented groups. 

on diversity and of geographic regions, o Minority professional groups. 

inclusion. academic sources, and 

professional disciplines. • Continue attending career fairs, networking, 

and recruitment events at colleges, universities, 

and organizations that attract underrepresented groups. Particular focus will be on 

schools such as: 

o Historically Black Colleges and Universities 

(HBCU) 

o Hispanic Serving Institutions (HSI) 

o Tribal Colleges and Universities (TCU) 

o American Indian Alaska Native Serving 

Institutions (AIANSI) 

o Asian American and Native American 

Pacific Islanders Serving Institutions 

(AANAPISI) 

• Participate in new networking and recruitment 

events, such as the Veterans Virtual Hiring 

Network. 

• Involve hiring managers and supervisors in 

decisions regarding outreach and recruitment 

approaches to target a diverse candidate pool. 

• Host an event reaching under-represented 

groups to improve outreach and networking. 

• Develop a diversity and inclusion brochure to 

use at recruitment events. 

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Priority Implementation 

Strategies Actions 

2. Continue to establish 

relationships and partner 

with appropriate 

institutions, scientific 

groups, and professional 

organizations to target 

diverse populations. 

• Partner with the Agency / Scientific Staffing 

Team to attract and build a candidate pool of 

diverse talent by partnering with 

colleges/universities; minority-focused 

professional organizations; veteran 

organizations; science, technology, 

engineering, math, and medicine (STEMM) 

groups; and other organizations. 

• Work with FDA to understand current programs 

to support Schedule A employees and 

establish or expand resources. 

• Use OPM’s Shared Register of Candidates with 

Disabilities when seeking to fill vacant 

positions. 

• Partner with groups such the Hispanic 

Association of Colleges and Universities 

(HACU) to recruit CVM employees. 

3. Effectively utilize social • Continue to utilize social media (i.e., Twitter, 

media to promote LinkedIn) for recruitment/outreach with qualified 

internship and applicants. 

employment opportunities 

among diverse 

populations. 

• Continue using #CVMCarreras to tweet about 

CVM jobs to the Hispanic community. 

• Capture data for candidate sourcing through 

Twitter, LinkedIn, and Working at CVM web 

page visits. 

• Develop recruitment materials to communicate 

CVM’s inclusive work environment to attract 

diverse talent. 

• Promote employee testimonials via Twitter 

using applicable diversity and inclusion related 

hashtags such as #workplacediversity, 

#workplaceculture, #inclusivity, etc. 

3.2: Evaluate 1. Utilize the FDA and • Annually evaluate diversity profiles to ascertain 

diversity and Center Strategic 

Workforce Planning 

where there may be gaps in representation and 

create new strategies to increase 

inclusion data to Profiles to increase representation. 

ascertain where 

there may be gaps 

management awareness 

of the current workforce. • Conduct a thorough barrier analysis to 

understand why certain groups are 

in representation underrepresented, especially at higher grade 

levels. If available, evaluate recruitment, hiring, 

and create new and training data to best understand barriers. 

strategies to • Annually facilitate dialogue with senior 

increase leadership to include a review and analysis of 

representation current workforce demographics, including 

race, ethnicity, gender, disability status, and 

from those groups. veteran status. 

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Priority Implementation 

Strategies Actions 

2. Identify through data 

analysis sources 

opportunities to grow 

applicant pools of underrepresented populations. 

• Utilize annual diversity reports to inform 

recruitment strategies. 

• Continue to monitor the CVM Career and 

Student Profile System for non-competitive 

appointment eligibility. 

• To the extent possible, analyze applicant 

diversity data to ensure CVM reaches a diverse 

population. Implement mitigation strategies if 

deficiencies are found. 

• Continue to monitor exit interviews for diversity 

and inclusion related themes. Address any 

issues that may arise. 

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Implementation Strategy 

CVM’s Diversity and Inclusion Strategic Plan establishes a blueprint for action. Proposed actions are 

reflected in the Plan according to the overarching goal to which they correspond. The Center will develop 

an internal companion document (Implementation and Accountability Plan) that identifies the precise 

activities the organization will undertake to successfully implement this Plan. This implementation plan will 

specify timelines, responsible parties, and metrics so that momentum is not lost. As relayed earlier, the 

Plan is meant to be a living document and will be revisited yearly to ascertain whether the current goals 

and strategies remain applicable and continue to offer the greatest opportunity for CVM to positively 

impact the success of its workforce in the long-term. 

Conclusion 

CVM is excited to continue building on the progress made over the past five years and will proudly carryout this comprehensive and progressive strategic plan. Through the actions outlined in this plan, we are 

confident that we will continue to maintain and advance the engagement and satisfaction levels of our 

workforce. 

CVM leadership firmly believes that a diverse and inclusive workforce will best position us to carry out our 

mission of protecting human and animal health. The goals and priorities outlined in this plan will serve as 

a roadmap as the Center continues to foster a culture in which employees feel valued, have a sense of 

belonging, and are empowered to excel in their careers. We will review our plan annually to monitor 

progress, assess any gaps, and incorporate revisions as necessary. Through this process, CVM will 

continue to engage senior leaders, supervisors, and employees to ensure that diversity and inclusion 

continue to positively impact our high-performing culture and mission attainment. 

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Appendix 

Table 1. Alignment Chart for CVM’s Diversity and Inclusion Goals 

OPM Goals FDA Goals CVM Goals 

OPM Goal: Diversify the 

federal workforce through 

active engagement of

leadership. 

Goal 1: Ensure leadership 

commitment. 

Goal 1: Ensure leadership 

commitment. 

1.1: Emphasize the importance 1.1: Demonstrate 1.1: Demonstrate 

of their inclusive diversity accountability, commitment, accountability, commitment, 

efforts by utilizing a wide range and involvement with regard to and involvement with regard to 

of communication strategies diversity and inclusion in the diversity and inclusion in the 

and tools that demonstrate their workplace. workplace. 

support for these initiatives. 

1.2: Review the wide range of 

policies, programs, systems,

and techniques currently in use

and determine specific 

initiatives that should be 

enhanced and improved. 

1.2: Increase supervisory 

accountability for promoting 

and supporting FDA diversity 

programs and objectives. 

1.2: Increase supervisory 

accountability for promoting 

and supporting FDA diversity 

programs and objectives. 

1.3: Develop and implement 

broad outreach strategies to

attract leaders from diverse 

sources to the organization,

consistent with merit system

principles, through strategic

partnerships with affinity

organizations, diverse

postsecondary educational

institutions, professional

associations, and public,

private, and non-profit sectors. 

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OPM Goal: Include and 

engage everyone in the

workplace. 

Goal 2: Cultivate and 

support an inclusive 

culture. 

Goal 2: Cultivate and 

support an inclusive 

culture. 

2.1: Foster a culture of 2.1: Cultivate a supportive, 2.1: Cultivate a supportive, 

inclusion and engagement by welcoming, inclusive and fair welcoming, inclusive and fair 

employing culture change work environment that work environment that 

strategies such as the New maximizes the talent, skills, maximizes the talent, skills, 

Inclusion Quotient (New IQ) and diversity within the FDA and diversity within the FDA 

Initiative and Diversity and community. community. 

Inclusion Dialogues. 

2.2: Assess, redesign, and

reengineer organizational

structures and business 

processes to promote

teamwork, collaboration, crossfunctional operations, and 

transparency. 

2.2: Increase the awareness 

and understanding of diversity 

and inclusion within the 

workplace. 

2.2: Increase the awareness 

and understanding of diversity 

and inclusion within the 

workplace. 

2.3: Ensure that all qualified 

internal candidates have an 

opportunity to compete for 

open positions and apply for 

developmental and mentoring 

opportunities. 

2.3: Ensure that all qualified 

internal candidates have an 

opportunity to compete for 

open positions and apply for 

developmental and mentoring 

opportunities. 

OPM Goal: Optimize 

inclusive diversity efforts 

using data-driven 

approaches. 

Goal 3: Build and 

maintain a diverse 

workforce. 

Goal 3: Build and 

maintain a diverse 

workforce. 

3.1: Create a diverse, high- 3.1: Define outreach and 3.1: Define outreach and 

performing workforce, utilizing recruitment goals and recruitment goals and 

data-driven approaches to objectives with an increased objectives with an increased 

recruitment, including analyzing focus on diversity and focus on diversity and 

applicant flow data. inclusion. inclusion. 

3.2: Foster a diverse, high- 3.2: Evaluate diversity and 3.2: Evaluate diversity and 

performing workforce by inclusion data to ascertain inclusion data to ascertain 

utilizing data-driven approaches where there may be gaps in where there may be gaps in 

to promotion opportunities and representation and create new representation and create new 

career development. strategies to increase 

representation from those 

groups. 

strategies to increase 

representation from those 

groups. 

3.3: Collect relevant 

performance data to establish a

business case for diversity and

inclusion for the Agency. 

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