42478 Federal Register / Vol. 87, No. 135 / Friday, July 15, 2022 / Notices 

III. Delegations of Authority: All 

delegations and redelegations of 

authority made to officials and 

employees of affected organizational 

components will continue pending 

further redelegation, provided they are 

consistent with this reorganization. 

(Authority: 44 U.S.C. 3101) 

Robin D. Bailey Jr., 

Chief Operating Officer, Centers for Disease 

Control and Prevention. 

[FR Doc. 2022–15153 Filed 7–14–22; 8:45 am] 

BILLING CODE 4163–18–P 

DEPARTMENT OF HEALTH AND 

HUMAN SERVICES 

Centers for Disease Control and 

Prevention 

Statement of Organization, Functions, 

and Delegations of Authority 

Part C (Centers for Disease Control 

and Prevention) of the Statement of 

Organization, Functions, and 

Delegations of Authority of the 

Department of Health and Human 

Services (45 FR 67772–76, dated 

October 14, 1980, and corrected at 45 FR 

69296, October 20, 1980, as amended 

most recently at 87 FR 36133, dated 

June 15, 2022) is amended to reflect the 

reorganization of the staff offices within 

the Office of the Director, Centers for 

Disease Control and Prevention (CDC). 

This reorganization approved by the 

Director, CDC, on July 5, 2022, will 

streamline the current organizational 

structure, improve the overall 

employee/supervisor ratio, eliminate 

workflow inefficiencies, and improve 

customer service. 

I. Under Part C, Section C–B, 

Organization and Functions, the 

following organizational units are 

deleted in its entirety: 

• Population Health and Healthcare 

Office (CAQE) 

• Public Private Partnerships Activity 

(CAT14) 

• Office of Communication Science 

(CAU13) 

• Division of Public Affairs (CAUB) 

• Office of the Director (CAUB1) 

• Digital Media Branch (CAUBB) 

• News Media Branch (CAUBC) 

• External and Employee Relations 

Branch (CAUBD) 

• Division of Communication Services 

(CAUD) 

• Office of the Director (CAUD1) 

• Broadcast Services Branch (CAUDB) 

• Graphics Services Branch (CAUDC) 

• CDC–INFO and Print Services Branch 

(CAUDD) 

• Minority Health and Health Equity 

(CBE12) 

• Diversity and Inclusion Management 

Program (CBEC) 

II. Under Part C, Section C–B, 

Organization and Functions, make the 

following change: 

• Update the functional statement for 

the CDC Washington Office (CAB) 

• Establish the Office of the Associate 

Director for Global Health Diplomacy 

and Strategy (CAE) 

• Establish the Office of the Director 

(CAE1) 

• Establish the Division of Diplomacy, 

Policy, and External Partner 

Engagement (CAEB) 

• Establish the Division of Global 

Health Strategic Planning and 

Coordination (CAEC) 

• Establish the Division of Regional 

Engagement and Coordination (CAED) 

• Update the functional statement for 

the Strategic Business Initiatives Unit 

(CAJ13) 

• Retitle the Policy, Research, Analysis, 

and Development Office to the Office 

of Policy Analytics and Population 

Health (CAQB) 

• Update the functional statement for 

the Office of the Chief of Staff (CAT) 

• Update the functional statement for 

the Office of the Director (CAT1) 

• Retitle the Meeting and Advance 

Team Management Activity to the 

Advance Team Activity (CAT12) 

• Update the functional statement for 

the Budget and Operations 

Management Activity (CAT13) 

• Establish the Policy, Performance, and 

Communications Activity (CAT16) 

• Retitle the Division of Issues 

Management, Analysis and 

Coordination (CATC) to the Office of 

the Executive Secretariat (CATC) 

• Update the functional statements for 

the Office of the Associate Director for 

Communication (CAU) 

• Update the functional statement for 

the Office of the Director (CAU1) 

• Establish the Office of Internal 

Communication and Engagement 

(CAU14) 

• Establish the Office of External 

Engagement (CAU15) 

• Establish the Office of Management 

and Operations (CAU16) 

• Establish the Division of 

Communication Science and Services 

(CAUE) 

• Establish the Office of the Director 

(CAUE1) 

• Establish the Communication Science 

Branch (CAUEB) 

• Establish the Communication Support 

and Services Branch (CAUEC) 

• Establish the Division of Digital 

Media (CAUG) 

• Establish the Office of the Director 

(CAUG1) 

• Establish the Enterprise Technology 

Branch (CAUGB) 

• Establish the Visual Design Branch 

(CAUGC) 

• Establish the Content and Engagement 

Branch (CAUGD) 

• Establish the Division of Media 

Relations (CAUH) 

• Establish the Office of the Director 

(CAUH1) 

• Establish the Media Support Branch 

(CAUHB) 

• Establish the Broadcast and 

Multimedia Branch (CAUHC) 

• Retitle the Office of Equal 

Employment Opportunity to the 

Office of Equal Employment 

Opportunity and Workplace Equity 

(CAV) 

• Establish the Minority Health and 

Health Equity Program (CBED) 

II. Under Part C, Section C–B, 

Organization and Functions, insert the 

following: 

• CDC Washington Office (CAB). 

Directs and manages CDC interactions 

with Congress; (2) develops and 

executes legislative strategies; (3) 

collaborates with the Office of the Chief 

Operating Officer to develop and 

execute strategies in Congress that 

advance CDC appropriations priorities; 

(4) builds congressional relationships; 

(5) tracks and analyzes legislation; (6) 

develops strategy and leads response to 

congressional, Government 

Accountability Office (GAO), and Office 

of Inspector General (OIG) oversight; (7) 

builds relationships with government 

agencies and other organizations to 

advance agency priorities, with an 

emphasis on federal agencies; (8) 

protects and advances the agency’s 

reputation, scientific credibility, and 

interests; (9) informs CDC leadership of 

current developments and provides 

insight into the Washington policy 

environment; (10) coordinates DC-area 

assignees and helps maximize their 

impact in supporting the agency’s 

strategies and priorities; and (11) 

coordinates CDC’s partnership activities 

as they relate to Washington-based, or 

Washington-focused organizations, and 

works across the agency to advance 

those relationships. 

• Office of the Associate Director for 

Global Health Diplomacy and Strategy 

(CAE). The mission of the Office of the 

Associate Director for Global Health 

Diplomacy and Strategy is to advise and 

represent the CDC Director on agencywide global health strategies and 

coordinate agency-wide policies and 

priorities focused on achieving 

maximum public health impact in 

support of the agency mission. CDC’s 

mission is to protect Americans from 


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health, safety, and security threats, 

whether originating domestically or 

abroad, and the global health mission to 

improve and protect the health, safety, 

and security of Americans while 

reducing morbidity and mortality 

worldwide. This office: (1) advises CDC 

leadership in developing agency-wide 

global health and health security 

policies, programs, and strategies; (2) 

provides health diplomacy leadership to 

foster critical global relationships for 

CDC within and outside of the U.S. 

government (USG); (3) serves as the 

agency’s global health representative 

throughout the USG and globally; (4) 

coordinates and supports diplomatic 

and strategic partner engagements 

across CDC, ensuring input and 

representation across relevant Centers, 

Institute, and Offices (CIOs) and 

programs; and (5) leads cross-CIO 

coordination to monitor and evaluate 

programs to measure progress toward 

USG global health and national security 

objectives. 

• Office of the Director (CAE1). (1) 

Manages, directs, and evaluates Office 

of the Associate Director for Global 

Health Diplomacy and Strategy 

(OADGHDS) activities; (2) provides 

strategic advice to CDC leadership on 

agency direction and drives CDC to 

increase global health impact and health 

security; (3) leads the development of 

agency-wide global health strategies and 

coordinates policies and priorities; (4) 

leads the overall coordination of CDC 

global health security resources and 

ensures evaluation of their impact; (5) 

determines CDC’s strategic regional 

engagement priorities for global health 

and health security; (6) supports 

communication needs of OADGHDS 

and the regional platforms; (7) 

coordinates CDC’s global health 

communication strategy and public 

affairs media response across global 

health programs; (8) communicates with 

CDC budget and operations personnel 

on cross-cutting functions; (9) 

coordinates office budget development, 

implementation, tracking, and reporting; 

(10) oversees administrative functions 

such as strategic recruitment, personnel 

actions, training and employee 

development, space requests and 

allocation, procurement, and 

distribution of equipment and supplies; 

and (11) manages temporary staff in the 

office, including those on details or 

Intergovernmental Personnel Actions. 

• Division of Diplomacy, Policy and 

External Partner Engagement (CAEB). 

(1) Manages global health and health 

security policy across CDC’s global 

health programs by providing 

leadership, coordination, and awareness 

of CDC’s global health and health 

security partnership and policymaker 

engagement strategy; (2) supports the 

Associate Director to lead agency-wide 

global health strategic and policy 

engagement; (3) coordinates diplomatic, 

partner, and policy engagements; (4) 

builds capacity throughout CDC for 

global engagement and health 

diplomacy to support the global health 

strategy; (5) establishes and maintains 

strategic partnerships at the leadership 

level with key organizations, 

government agencies, and individuals 

working on global health and health 

security; (6) develops and prepares 

congressional testimony, bill reports, 

and responses to requests for 

information; (7) coordinates crossagency global health issues 

management; (8) supports engagement 

with regional platforms for policy, 

strategy and partnership; (9) coordinates 

cross-agency, high-profile visits and 

visits to field offices; (10) manages and 

tracks memorandums of understanding; 

(11) provides strategic leadership, 

direction, management, and policy 

guidance representing CDC’s global 

interests with the United Nations/World 

Health Organization, HHS, the 

Department of Defense, the United 

States Agency for International 

Development, the Department of State, 

and other international or USG 

organizations; (12) advises CDC 

leadership on the status and impact of 

policies, potential policies (such as 

legislation or administration directives), 

or other highly visible actions likely to 

influence key strategic partner 

organizations; (13) ensures strategic 

representation of CDC and USG global 

health and health security interests in 

various required venues and in strategy 

and collaborations with CIOs; and (14) 

supports the Associate Director or other 

senior leaders when representing CDC 

or the CDC Director in high-level 

diplomatic and strategic policy 

engagements (including with regional 

and country directors). 

• Division of Global Health Strategic 

Planning and Coordination (CAEC). (1) 

Advises the Associate Director and 

senior leadership on programmatic 

strategy; (2) develops and monitors a 

CDC global health strategy and regional 

strategies; (3) provides direction, 

standards, and technical assistance for 

resource planning, performance, and 

accountability; (4) responsible for 

coordination and accountability for 

CDC’s global health resource portfolio 

(including high-level financial tracking, 

spend plan development and oversight, 

monitoring, staffing, and reporting); (5) 

provides leadership and facilitation 

across CIOs, country offices and 

regional offices for agency-level global 

health, monitoring and evaluation 

activities and reporting, including 

health security; (6) facilitates and 

coordinates across CIOs, programs, 

country and regional offices, ensuring 

that agency global health projects are 

complementary and effective; (7) 

organizes short- and long-term strategic 

planning activities for regions; (8) 

facilitates information sharing between 

programs and CDC leadership, regional 

offices, and country offices; (9) supports 

tracking of impact, deliverables and 

analyses of overarching global health 

work (including supplemental 

activities) at agency level; and (10) 

coordinates special initiative funding, 

activities, and reporting within the 

office. 

• Division of Regional Engagement 

and Coordination (CAED). (1) 

Represents the CDC Director’s priorities 

for global health strategy at a regional 

level; (2) works closely with CIOs to 

ensure strategic alignment of regional 

programs and activities; (3) collaborates 

with staff in U.S. missions and other 

partners to establish regional offices; (4) 

supports management and operations of 

the regional offices, including budget 

and staffing resource planning; (5) 

develops short- and long-term strategies 

based on regional health threats, in 

accordance with CDC global and 

regional priorities, strategies, and 

resources; (6) builds and strengthens 

relationships with key partners 

throughout the region and at CDC 

headquarters; and (7) at a regional level, 

serves as liaison between CDC 

leadership in the Unites States and 

overseas and international partners, 

including other USG agencies, highranking officials of foreign governments, 

public health agencies, multilateral 

organizations, and non-governmental 

organizations. 

• Strategic Business Initiatives Unit 

(CAJ13). (1) Evaluates and conducts 

agency-wide enterprise risk monitoring 

and management; (2) develops and 

executes the annual Federal Managers’ 

Financial Integrity Act program review; 

(3) conducts special reviews and 

appraises the adequacy and 

effectiveness of agency-wide practices 

and operations; (4) coordinates 

responses to the OIG hotline and other 

agency special reviews; (5) administers 

the Federal Advisory Committee Act 

program; (6) develops, coordinates, and 

formalizes CDC operational policies; (7) 

oversees the agency’s records 

management program; (8) manages 

CDC’s delegations of authority and 

organizational structures and functions; 

and (9) serves as the representative for 

the CDC Gift Review Panel. 


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• Office of Policy Analytics and 

Population Health (CAQB). (1) Serves 

CDC by amplifying the work of, with, 

and on behalf of the CDC Director, the 

Office of the Associate Director for 

Policy and Strategy Director (OADPS), 

and CIOs to accelerate improved 

population health, healthcare, and 

evidence-based policy analytics to 

inform decision-making; (2) focuses on 

building, scanning, assessing, 

leveraging, and translating evidence for 

the integration of policy, population 

health and health equity, and healthcare 

interventions; (3) strategically engages 

and collaborates with CDC CIOs and 

divisions, federal agencies, and other 

partner organizations to accelerate the 

uptake of evidence-based policy 

interventions across community settings 

and health systems (payers, providers, 

and purchasers); (4) supports CDC CIOs 

and divisions in analyzing policy 

strategies by considering broad 

implications, interactions, and 

unintended consequences while 

integrating policy and legal scans, 

health outcomes data, systems thinking, 

and economic analyses to determine 

what works for improving public health; 

(5) builds capacity agency-wide and 

externally for working in population 

health, healthcare, and evidence-based 

public health policy while ensuring that 

CDC staff have the skills needed to both 

analyze health and economic impacts of 

policy interventions and use those 

findings to inform programs’ public 

health goals; (6) translates knowledge 

for policy, population health, and 

healthcare evidence by synthesizing, 

adapting, and distilling findings into 

actionable, practical, and 

understandable tools, resources, and 

messages for the intended audiences 

and decision-makers; (7) leads and 

supports the policy clearance process to 

increase awareness among CDC staff 

about what comprises evidence-based 

policy content and how to communicate 

effectively about policy and regulations 

related to health and healthcare; (8) 

supports priority topics, activities, and 

initiatives of the CDC Director, OADPS, 

and cross-CIO efforts with key internal 

and external entities (both federal and 

non-federal); and (9) applies innovative 

techniques to gain insights while 

identifying new population health and 

healthcare leadership strategies and 

elevating new policy approaches by 

considering equitable approaches, 

engaging untapped sectors, skills/ 

capacities, analytic approaches, data, 

and methods. 

• Office of the Chief of Staff (CAT). 

The Office of the Chief of Staff (OCoS) 

is accountable for providing strategic 

advice to the CDC Director and ensures 

proactive coordination of agency-wide 

priorities and policies in direct support 

of CDC’s mission. The OCoS: (1) serves 

as the principal advisor to the CDC 

Director on internal and external affairs; 

(2) convenes key leadership for 

assessment, management, mitigation 

options, and resolution of issues and 

initiatives affecting CDC’s priorities and 

goals; (3) provides information to senior 

management, as necessary, to make 

timely strategic and operational 

decisions; (4) assists in assuring that 

CDC viewpoints are appropriately 

represented in decision making 

processes; (5) supports leadership in the 

resolution of issues; (6) assists in 

determining CDC objectives and 

priorities; (7) provides a conduit for 

background information and updates on 

controversial or sensitive issues; (8) 

serves as one of the CDC Director’s 

primary strategic liaisons with staff, 

partners, and the community at large; 

and (9) represents the Office of the 

Director on councils or CDC peer 

organizations, as well as with high 

ranking officials outside CDC, HHS, the 

Office of Management and Budget, and 

the White House. 

• Office of the Director (CAT1). (1) 

Directs, manages, and coordinates the 

activities of the Office of the Chief of 

Staff; (2) provides leadership and 

direction to the Immediate Office of the 

Director; (3) oversees functions of the 

office; (4) develops goals and objectives, 

provides leadership, policy formation, 

oversight, communication support, and 

guidance in planning and 

implementation; (5) manages, prepares 

for, and conducts executive and senior 

level meetings, while identifying, 

triaging, supervising, and tracking 

subsequent action items; (6) serves as 

primary point of contact for the CDC 

Foundation including engagement of 

CDC leadership and coordination of key 

priorities; (7) oversees operational 

activities related to the Advisory 

Committee to the Director and its 

subcommittees and workgroups; (8) 

serves as the OD liaison during a CDC 

Emergency Operations Center (EOC) 

activation; (9) establishes and maintains 

visible and accessible communication 

opportunities across CDC and with the 

private sector; and (10) leads special 

projects for the CDC leadership team. 

• Advance Team Activity (CAT12). 

(1) Coordinates and manages the CDC 

Director’s schedule and travel and 

manages briefing materials; (2) 

participates in the development of 

CDC’s strategies, priority areas, goals 

and objectives; (3) coordinates key 

partner requests for the CDC Director 

and senior leadership appearances at 

board meetings, special events, speaking 

engagements, and other external events; 

(4) maintains relationships with HHS 

and White House officials; and (5) 

manages special events and high-level 

visits. 

• Budget and Operations 

Management Activity (CAT13). (1) 

Meets with CDC budget and operations 

personnel on cross-cutting functions on 

behalf of the OCoS; (2) coordinates the 

development, implementation 

(including spending plan) tracking, and 

reporting of the OCoS budget; and (3) 

executes administrative functions for 

the Immediate Office of the Director and 

Office of the Chief of Staff, including 

strategic recruitment, personnel and 

performance actions, training and 

employee development, travel, space 

requests and allocation, and 

procurement and distribution of 

equipment and supplies. 

• Policy, Performance and 

Communication Activity (CAT16). (1) 

Coordinates, develops, recommends, 

and implements strategic planning and 

tracking for the Office of the Chief of 

Staff; (2) develops and coordinates 

performance management to ensure 

achievement of goals within the OCoS 

and the immediate Office of the 

Director; (3) participates in reviewing, 

coordinating, and preparing legislation, 

briefing documents, congressional 

testimony, and other legislative matters; 

(4) serves as primary contact for policy 

offices and officials across CDC; (5) 

coordinates the review and approval of 

Freedom of Information Act (FOIA) 

requests, GAO, and OIG reports, and 

related activities; (6) develops and 

strengthens strategic partnerships with 

key constituent groups; (7) facilitates 

communication between CDC and key 

partners; (8) collaborates with the CDC 

Office of the Associate Director for 

Communication on media relations, 

electronic communication, health media 

production, and brand management 

activities; (9) develops communication 

materials, including speeches, talking 

points, and presentations, for key 

officials in the OCoS and the immediate 

Office of the Director staff and 

audiences; (10) facilitates internal 

communication to the OCoS; and (11) 

executes special projects. 

• Office of the Executive Secretariat 

(CATC). (1) Identifies and triages issues 

across OD in collaboration with agency 

leadership to ensure efficient responses 

to the Director’s priority issues, and 

helps position CDC to take advantage of 

emerging opportunities; (2) supports key 

leadership in assessment, management, 

mitigation options, and resolution of 

issues and initiatives affecting CDC’s 

priorities and goals, and ensures 


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controlled correspondence responses 

and reports reflect CDC/Agency for 

Toxic Substances and Disease Registry’s 

(ATSDR)’s priorities and positions on 

critical public health issues; (3) 

establishes an environmental scanning 

system and network throughout CDC to 

identify urgent and high risk issues and 

opportunities related to the Director’s 

priorities and coordinates the use of the 

official CDC/ATSDR-controlled 

correspondence tracking system 

throughout CDC; (4) cultivates strong 

relationships to facilitate effective 

coordination across CDC and with HHS; 

(5) communicates findings and status of 

current and ongoing issues, trends, and 

opportunities to senior leadership, CIOs, 

and HHS through formal advisories, 

alerts, and briefings; (6) conducts final 

clearance and quality assurance/control 

of controlled correspondence, select 

non-scientific policy documents, and a 

wide variety of documents that require 

the approval of various officials within 

HHS; (7) communicates with HHS 

Office of the Secretary on critical issues 

on behalf of the OCoS and serves as the 

point of contact with the HHS 

Immediate Office of the Secretary, 

Executive Secretariat for status of 

Secretary’s controlled correspondence 

and review/clear of non-scientific 

documents; (8) assists leadership in 

identifying regulatory priorities and 

supports development of regulations; (9) 

serves as Chief Regulatory Officer and 

tracks and coordinates review/clearance 

of regulations under development; (10) 

serves as CDC’s point of contact for the 

Office of the Federal Register and the 

Federal Document Management System 

and maintains all official records 

relating to the decisions and official 

actions of the Director; (11) serves as 

official record keeper for the Director’s 

correspondence and non-scientific 

policy documents and ensures 

documents are maintained according to 

CDC’s records retention policies and 

transferred to the National Archives and 

Records Administration, according to 

their statutes and guidelines; (12) 

manages the collection of the CDC 

Director’s correspondence and 

documents in response to FOIA 

requests; (13) develops and distributes 

leadership reports, including the White 

House/HHS Weekly Cabinet Report and 

weekly situation reports on emerging 

issues impacting HHS and the White 

House; and (14) manages the electronic 

signature of the CDC Director and other 

OD executives, ensures consistent 

application of CDC correspondence 

standards and styles and ensures agency 

training and communication updates on 

official correspondence for and on 

behalf of the CDC Director. 

• Office of the Associate Director for 

Communication (CAU). The mission of 

the Office of the Associate Director for 

Communication (OADC) is to enhance 

CDC’s communication impact, manage 

the high visibility of the agency and its 

senior leaders, and guide public health 

messaging through support to programs. 

The office: (1) provides leadership, 

direction, support, and assistance to 

CDC’s CIOs to implement 

communication strategies; (2) promotes 

clear, accessible, and inclusive 

communication; (3) conducts and 

promotes health communication science 

practices to address agency priorities; 

(4) oversees and manages CDC 

interactions with news media; (5) 

develops strategy and oversees 

communication response for crisis and 

agency priorities; (6) strategically 

protects and advances CDC’s reputation, 

credibility and interests; (7) coordinates 

CDC partnerships to advance 

communication-related relationships; 

(8) develops, guides, and implements 

internal and external public affairs 

strategies and activities; (9) provides 

leadership on all aspects of digital 

communications; and (10) supports or 

provides communication services, 

including but not limited to broadcast, 

multimedia, public information, 

graphics and design elements, 

translation, and photography. 

• Office of the Director (CAU1). (1) 

Manages, directs, and evaluates 

activities of the OADC; (2) makes sure 

CDC communication activities comply 

with HHS established policies; (3) 

communicates the value and benefits of 

CDC programs; (4) leads strategic 

communication activities addressing 

agency-wide priorities; (5) provides 

strategic communication support for 

CDC’s emergency responses and the 

Joint Information Center (JIC); (6) 

provides reputation-management 

expertise and counsel; (7) provides 

leadership and guidance to 

communicate decisions made by CDC’s 

leadership in an efficient and clear 

manner; (8) coordinates with CIOs on 

communication activities; (9) serves as 

the central point of contact for Office of 

the Director executive communication, 

including enterprise communication, 

speaking engagements, announcements, 

and speeches; (10) provides 

communication leadership on equity, 

healthy equity, diversity, inclusion, and 

accessibility initiatives; (11) provides 

leadership and guidance to manage and 

operate OADC’s programs, including the 

areas of fiscal management, human 

capital, travel, and other administrative 

services; (12) develops and tracks 

annual budget and spend plan to fulfill 

CDC’s communication priorities; (13) 

serves as OADC’s primary point of 

contact with CDC’s Office of Financial 

Resources on contracts and budget 

matters; and (14) ensures 

communication products authored by 

CDC staff members or published by CDC 

are released for public-use in a timely 

manner, are of the highest quality, and 

are scientifically sound, inclusive, and 

understandable. 

• Office of Internal Communication 

and Engagement (CAU14). (1) 

Establishes and implements a strategy to 

increase clear communication between 

CDC leadership and employees; (2) 

ensures agency initiatives are effectively 

communicated across employee groups; 

(3) provides advice on internal 

communication strategy to other senior 

leaders across the agency; (4) leads 

development of internal content and 

strategies for all employee 

communication channels; (5) provides 

communication coordination and 

guidance related to equity, healthy 

equity, diversity, inclusion, and 

accessibility; (6) creates and implements 

employee special engagement activities 

and events; and (7) provides agency 

communication to former employees 

and retirees. 

• Office of External Engagement 

(CAU15). (1) Manages CDC’s scientific 

museum and learning center, the David 

J. Sencer CDC Museum; (2) implements 

strategies to educate visitors about the 

value of public health through museum 

exhibitions, CDC’s historical collection, 

student programs, tours, and other 

engagement strategies; and (3) 

coordinates the use of the CDC exhibit 

for public health conferences. 

• Office of Management and 

Operations (CAU16). (1) Provides 

leadership and guidance to manage and 

operate OADC’s programs, including the 

areas of fiscal management, human 

capital, travel, and other administrative 

services; (2) develops and tracks 

OADC’s annual budget and spend plan 

to fulfill CDC’s communication 

priorities; (3) serves as OADC’s primary 

point of contact with CDC’s Office of 

Financial Resources on contracts and 

budget matters; and (4) coordinates 

efforts for strategic workforce 

development, talent management, and 

succession planning. 

• Division of Communication 

Sciences and Services (CAUE). (1) 

Promotes the scientific practice of 

health communication and disseminates 

evidence-based knowledge to 

practitioners of health communication, 

marketing, and media; (2) provides 

agency-wide support for communication 

services including photography, 


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translation, and communication 

consultation/analysis leadership and 

support; (3) guides CIOs on applying 

measures of effectiveness for public 

health communication efforts; and (4) 

leads CDC’s health literacy 

improvement work and Plain Writing 

Act implementation. 

• Office of the Director (CAUE1). (1) 

Supports OADC’s mission through the 

planning, development, implementation 

and evaluation of science-based health 

communication activities and programs; 

(2) serves as the principal advisor on the 

scientific basis for communication and 

marketing practice; and (3) provides 

leadership for ensuring communication 

service activities and products are of the 

highest quality. 

• Communication Science Branch 

(CAUEB). (1) Promotes evidence-based 

health communication knowledge to 

practitioners of health communication, 

marketing, and media; (2) provides 

technical assistance on large or 

multidisciplinary projects to provide a 

consistent approach; (3) provides 

implementation for the Plain Writing 

Act; (4) guides, advises, and trains on 

plain language to make CDC health 

information inclusive, accessible, and 

understandable to audiences that may 

have specific health literacy and health 

equity needs; (5) advises on methods for 

gaining public input on health issues 

and priorities (e.g., advisory 

mechanisms, focus groups, polling, 

legislative, and media tracking); (6) 

manages contract resources and 

provides analysis relative to audience 

segmentation and behavior; (7) 

distributes health communication 

research to interested professionals at 

CDC, its partners, and other 

stakeholders; (8) provides consultation 

and analysis of consumer research data 

to CIOs used for developing and 

evaluating health communication and 

marketing to specific audiences; and (9) 

manages clearances of CDC’s publicfacing communication materials with 

HHS and other relevant government 

entities as necessary. 

• Communication Support and 

Services Branch (CAUEC). (1) Provides 

communication consultation and 

support services (e.g., photography; 

multi-lingual translation; writing and 

editing); and (2) manages multi-year, 

multi-vendor CDC-wide communication 

contracts for CIOs. 

• Division of Digital Media (CAUG). 

(1) Serves as the agency-wide lead for 

digital media technologies; (2) manages 

CDC digital media communication 

activities; (3) develops standards and 

policies for digital media including web, 

social media, hotlines, mobile 

applications, and visual design; (4) 

manages CDC’s digital communications 

systems and architectures for Web, 

CDC–INFO, intranet, mobile sites and 

applications, and social media (i.e., Web 

Content Management System, mobile 

services, CDC.gov servers, search 

engine, content syndication); and (5) 

provides operations support and 

management for CDC’s external website, 

intranet, CDC–INFO, and CDC’s main 

social media channels, including 

CDC.gov, CDC en Espan ̃ ol, mobile apps, 

CDC Connects, and emerging 

technologies; and (6) manages CDC 

visual design services products. 

• Office of the Director (CAUG1). (1) 

Serves as the agency-wide principal 

advisor for digital media 

communication technologies through 

planning, development, 

implementation, and evaluation 

strategies; (2) represents CDC on HHS 

and other government digital councils; 

(3) coordinates digital activities with 

HHS and operating divisions digital 

communication staff; and (4) provides 

leadership and guidance on digital 

communication strategies to CDC 

leadership and the OADC Director. 

• Enterprise Technology Branch 

(CAUGB). (1) Leads the selection, 

design, development, and evaluation of 

digital media technologies; (2) manages 

CDC’s digital communications systems 

and architectures for web, intranet, 

CDC–INFO, mobile sites and 

applications, and social media (i.e., eb 

Content Management System, mobile 

services, CDC.gov servers, search 

engine, content syndication); (3) ensures 

metrics and user-centered design is part 

of all digital media efforts; (4) provides 

training and support to CIO staff using 

digital communication system; (5) 

supports use of technology to all OADC 

programs and offices; and (6) manages 

information technology governance for 

OADC systems and tools. 

• Visual Design Branch (CAUGC). (1) 

Leads and coordinates agency-wide 

visual design activities; (2) produces 

digital creative material to maintain, 

strengthen, and expand the CDC brand 

across all communication channels; (3) 

develops and produces graphic 

illustrations, including scientific 

posters, infographics, desktop published 

documents, visual presentations, 

conference materials, brochures, fact 

sheets, newsletters, web-ready graphics, 

and exhibits; (4) provides creative 

direction and brand management 

guidance for graphics products, 

manages guidelines and standards for 

quality and consistency across the 

agency; and (5) optimizes visual design 

for digital delivery. 

• Content and Engagement Branch 

(CAUGD). (1) Provides operations 

support and management for CDC’s 

website, intranet, CDC–INFO, and CDC’s 

main social media channels, including 

CDC.gov top tier, CDC en Espan ̃ol, 

mobile apps, and CDC Connects; (2) 

coordinates digital media governing 

bodies (Web Council, Social Media 

Council, and related Communities of 

Practice and workgroups); (3) provides 

the public with accessible, accurate, and 

credible health information through 

multiple channels; (4) ensures web, 

social media, and CDC–INFO call center 

activities adhere to best practices for 

quality assurance, customer satisfaction, 

performance, and health impact; (5) 

provides 24/7 surge support for web, 

social media and the 1–800 call center 

for public health emergencies and 

establishes policies and procedures with 

the EOC and JIC; and (6) analyzes digital 

platform data to inform communication 

planning and programs throughout the 

agency. 

• Division of Media Relations 

(CAUH). (1) Provides agency-wide 

strategy, implementation and evaluation 

of news media and broadcast services; 

(2) provides content, policy review, and 

clearance of news media materials with 

HHS including but not limited to press 

releases, statements, rollout plans, press 

kits, talking points, letters to editors, 

and fact sheets; (3) manages and 

responds to news media requests for 

access to CDC, its subject matter experts, 

reports, and publications; (4) provides 

leadership and guidance for external 

public relations strategies; (5) provides 

leadership, technical assistance, and 

consultation in risk communication and 

reputational management; (6) ensures 

broadcast functionality/broadcast 

engineering support for CDC initiatives 

and continuity of operations; (7) 

develops and disseminates video and 

audio production; (8) supports new 

multimedia communication channels 

(e.g. HHS TV, CDC TV, radio/TV 

broadcast, podcast, webcast, and videoson-demand) for CDC programs; and (9) 

provides support for broadcast delivery 

press conferences and media interviews. 

• Office of the Director (CAUH1). (1) 

Develops the strategic priorities and 

manages the program activities of the 

division; (2) leads the agency’s media 

relations and broadcast activities; (3) 

provides guidance and 

recommendations on effective use of 

news media to CDC’s director, 

leadership, and CIOs; (4) coordinates 

messaging and rollouts for major 

announcements; (5) collaborates and 

coordinates with other federal 

organizations and external stakeholders 

on media relations and broadcast 

services; (6) establishes and maintains 

strategic partnerships with key 


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Federal Register / Vol. 87, No. 135 / Friday, July 15, 2022 / Notices 42483 

organizations and individuals working 

on public health policies and programs; 

and (7) serves as liaison on news and 

digital media policies, procedures, and 

clearances to HHS’ Office of Assistant 

Secretary for Public Affairs. 

• Media Support Branch (CAUHB). 

(1) Provides leadership in the 

development and use of news media 

strategies and practices; (2) obtains HHS 

clearance of news media materials for 

media outlets and the public (including, 

but not limited to, press releases, 

statements, rollout plans, press kits, 

talking points, letters to editors, and fact 

sheets); (3) provides media relations 

strategy, monitoring, and support for 

CDC leadership; (4) promotes health 

information to the public through 

various channels, including digital 

channels to reach the news media; (5) 

manages and responds to news media 

requests for access to CDC subject 

matter experts, reports, and 

publications; (6) works with CIOs to 

identify news media opportunities and 

responds to issues that arise; (7) 

provides news media/spokesperson 

training and technical assistance to CDC 

staff; (8) supports messaging and 

rollouts for major announcements; and 

(9) develops and supports long lead 

media opportunities and responds to 

requests. 

• Broadcast and Multimedia Branch 

(CAUHC). (1) Develops and produces 

audio, video, and multimedia health 

information products; (2) provides CDC 

with global communication capacity for 

high-definition broadcast, webcast, and 

emerging social and health media 

delivery channels; (3) supports the EOC 

to provide response capacity and 

capability for emergency broadcasts; (4) 

develops and delivers health 

information broadcast programs, 

including podcasts, CDC–TV and other 

channels for the public, in coordination 

with HHS; (5) creates and produces 

communication using new forms of 

social and electronic media; (6) 

collaborates with other areas of CDC to 

review and recommend potential audio 

and video technology; and (7) develops 

distance education, health 

communication, and training products 

to reach public health partners and 

professionals. 

• Office of Equal Employment 

Opportunity and Workplace Equity 

(CAV). The Office of Equal Employment 

Opportunity and Workplace Equity 

(OEEOWE) is located in the Office of the 

Director and serves as the principal 

advisor to the CDC Director on all equal 

employment opportunity matters. The 

mission is to ensure an environment 

that promotes equal employment 

opportunity for all individuals, 

eradicates discrimination and 

harassment in all forms, and promotes 

an inclusive environment that 

empowers employees to participate and 

support CDC’s global health mission. In 

carrying out its mission, OEEOWE: (1) 

develop and recommend CDC-wide 

equal employment opportunity policies, 

goals, and priorities to carry out the 

directives of the Office of Personnel 

Management, Equal Employment 

Opportunity Commission, and HHS 

equal employment opportunity policies 

and requirements, mandated by Title 

VII, Civil Rights Act of 1964; Age 

Discrimination in Employment Act; 

Rehabilitation Act of 1973; Civil Service 

Reform Act; 29 CFR 1614, Federal 

Sector Equal Employment Opportunity; 

Executive Order 11478, Equal 

Employment Opportunity in the Federal 

Government; (2) provides leadership, 

direction, and technical guidance to 

CDC managers and staff for the 

development of comprehensive 

programs and plans; (3) coordinates and 

evaluates equal employment 

opportunity operations and plans, 

including on affirmative action; (4) 

develops plans, programs, and 

procedures to assure the prompt receipt, 

investigation, and resolution of 

complaints of alleged discrimination by 

reason of race, sex, color, religion, 

disability, national origin, age, or by 

reason of reprisal or retaliation; (5) 

coordinates the development of 

comprehensive special emphasis 

programs to assure ensure equal 

opportunity for employment, 

promotion, and training for all segments 

of the workforce; (6) identifies needs for 

OEEOWE functions within CDC and 

assures the development of a training 

curriculum for CDC supervisory 

personnel; (7) prepares or coordinates 

the preparation of reports and analyses 

designed to reflect the status of 

employment of women and minorities 

at CDC and communicates with HHS 

and other organizations concerned with 

equal employment opportunity; (8) 

ensures effective coordination of 

activities with CDC personnel and 

training programs; (9) develops a system 

of structured reviews and evaluations of 

activities to assure effective operations 

and accountability; (10) assists in 

assuring the adequate allocation of 

resources including the establishment of 

guidelines for recruiting, selection, and 

training of agency personnel; (11) 

develops and directs research and 

evaluation studies to focus on and 

improve the effectiveness of program 

activities; (12) provides direction for the 

agency’s alternative dispute resolution 

activities; (13) provides direct support 

for program activities; (14) provides and 

coordinates leadership for diversity, 

equity, inclusion, and accessibility 

issues; and (15) ensures diversity, 

equity, inclusion, and accessibility 

policies, procedures and practices are in 

compliance with relevant laws, 

regulations, executive orders, etc., and 

supports employees in reaching their 

full potential so that they may better 

accomplish CDC’s mission and be 

effective guardians of public health. 

• Minority Health and Health Equity 

Program (CBED). Minority Health and 

Health Equity Program will: (1) provide 

scientific, programmatic, policy, 

partnership, and systems change 

leadership to reduce and eliminate 

health disparities among populations 

who are underserved; (2) enhance the 

overall health of the American public by 

reducing the burden of preventable 

disease, illness, and injury through 

initiatives geared toward people from 

racial and ethnic minority groups 

within and outside of the United States; 

(3) address interconnections among 

social categories such as race/ethnicity, 

gender, class, and national origin that 

create overlapping systems of advantage 

and disadvantage linked to health 

disparities; (4) facilitate the 

implementation of policies across CDC 

that promote the elimination of health 

disparities, expand access to vital 

conditions for health and well-being, 

and advance health equity; (5) assure 

implementation of proven strategies 

across CDC programs that reduce health 

disparities in communities of highest 

risk; (6) advance the science and 

practice of health equity; and (7) 

collaborate with state, tribal, local, 

territorial, national, and global partners 

to promote the reduction of health 

inequalities. 

III. Delegations of Authority: All 

delegations and redelegations of 

authority made to officials and 

employees of affected organizational 

components will continue pending 

further redelegation, provided they are 

consistent with this reorganization. 

(Authority: 44 U.S.C. 3101) 

Robin D. Bailey Jr., 

Chief Operating Officer, Centers for Disease 

Control and Prevention. 

[FR Doc. 2022–15156 Filed 7–14–22; 8:45 am] 

BILLING CODE 4163–18–P 


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