[Federal Register Volume 70, Number 193 (Thursday, October 6, 2005)]
[Notices]
[Pages 58425-58431]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 05-20061]


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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 70 FR 55859-55860, dated September 23, 2005) 
is amended to reflect the establishment of the National Center for 
Health Marketing within the Coordinating Center for Health Information 
and Service, Centers for Disease Control and Prevention.
    Section C-B, Organization and Functions, is hereby amended as 
follows:
    Delete in its entirety the titles and functional statements for the 
Epidemiology Program Office (CB), the Office of Communication (CAA), 
and the Public Health Program Office (CH).
    After the mission statement for the Office of the Director (CPA), 
Coordinating Center for Health Information and Service (CP), insert the 
following:
    National Center for Health Marketing (CPB). The National Center for 
Health Marketing (NCHM) ensures that health information, interventions, 
and programs are based on sound science, objectivity, and continuous 
customer input; are designed to be accessible, appropriately packaged, 
released in a timely manner, and delivered to customers, organizations, 
and target populations through the most appropriate and effective 
channels and partners; and, are rigorously evaluated to measure impact 
on individual and organizational perceptions and decisions about 
health, as well as health outcomes across all life stages. In carrying 
out this mission, the NCHM: (1) Ensures that the Centers for Disease 
Control and Prevention (CDC) has the necessary data about its customers 
to develop information, interventions, and programs that respond to 
customers' needs, values, and uses; (2) ensures that CDC employs 
innovative and rigorous strategies for reaching its customers based on 
audience and communication research; (3) provides value-added, cross-
cutting scientific support that ensures that the best available public 
health science is rapidly and reliably translated into effective 
practice and policy; (4) ensures efficient, focused use of CDC's 
expertise and mechanisms for delivering health information and 
services; (5) ensures that customers will have effective, real-time 
access to needed health and safety information, interventions, and 
programs through communication channels they prefer; (6) ensures 
effective strategic partnerships and alliances to extend CDC's reach; 
(7) increases public awareness and partner actions to enhance the 
public health infrastructure; (8) helps people understand what public 
health is as well as its relevance and value to people across all life 
stages; (9) promotes and facilitates efforts to measure progress toward 
agency goals and evaluates the impact of agency program; (10) accesses, 
promotes, and conducts marketing and prevention research; (11) develops 
and evaluates strategies for providing information, programs, and 
services; (12) develops and tests communication messages and programs 
for public and professional audiences; (13) develops and coordinates 
high-priority partnerships; (14) delivers CDC information and services 
to the public; (15) manages marketing-related shared services (e.g., 
channels, graphics) and in carrying out the above functions, 
collaborates, as appropriate, with other national centers (NC) of CDC; 
(16) fosters the development and/or improvement of methods by which the 
partnership of federal, state, and local public health agencies can 
assure the coordinated and effective establishment of priorities and 
responses to public health problems; (17) maintains a forum for 
communication, coordination, collaboration, and consensus among the NCs 
of CDC, public agencies, and private organizations concerned with 
ensuring the quality of public health practice; (18) works 
collaboratively with academic institutions, especially schools of 
public health and departments of preventive medicine, to develop and 
evaluate prevention practices; (19) provides a central service for 
consultation and the design, production, and evaluation of media and 
instructional services to support CDC's delivery of public health 
messages; and (20) provides consultation, technical assistance on 
health information systems, scientific communications, and development 
of community health practice guidelines to CDC and the Agency for Toxic 
Substances and Disease Registry (ATSDR), states, other agencies, and 
domestic and international organizations.
    Office of the Director (CPB1). (1) Manages, directs, coordinates, 
and

[[Page 58426]]

evaluates the activities of the NCHM; (2) develops goals and 
objectives, and provides leadership, policy formation, scientific 
oversight, and guidance in program planning and development; (3) 
coordinates assistance provided by NCHM to other CDC components, other 
federal, state, and local government agencies, and the private sector; 
and (4) chairs the NCHM Marketing Council.
    Office of Business Services (CPB13). The Office of Business 
Services (OBS) provides a centralized business hub where customer 
service and business administration is the focal point of all business 
support functions. The OBS: (1) Develops and implements supplemental, 
and/or unique to NCHM, administrative policies and procedures that 
govern business administration, procurement practices, facilities 
management, time and attendance reporting, travel, records management, 
personnel, and a wide scope of other business services; (2) plans, 
coordinates, tracks, and provides management advice and direction of 
fiscal management for the organization's annual budgets and spend 
plans; (3) provides consultation on human capital needs and facilitates 
hiring and training practices as described in the Office of Personnel 
Management and agency guidelines; (4) coordinates and manages all 
business services related to management, administration, and training 
for NCHM; (5) coordinates all issues related to physical security, 
telecommunications, office space and design, procurement of equipment, 
furniture, information technology (IT) services, and facilities 
management; (6) provides assistance in formulating, developing, 
negotiating, managing, and administering various NCHM contracts, 
grants, and cooperative agreements; and (7) maintains liaison with the 
other offices within NCHM, the Coordinating Center for Health 
Information and Services, and other business service divisions and 
offices within CDC/ATSDR.
    Division of Health Communication (CPBC). (1) Establishes, 
administers, and coordinates CDC's health communication policies in a 
manner to ensure that health communication efforts reflect the 
scientific integrity of all CDC research, programs, and activities, and 
that such information is factual, accurate, and targeted toward 
improving public health; (2) plans, organizes, administers, and, when 
appropriate, implements CDC's health communication programs consistent 
with policy direction established by the Department of Health and Human 
Services (DHHS); (3) provides leadership in the development of CDC's 
priorities, strategies, and practices for effective health 
communication; (4) provides a CDC-wide forum for the discussion, 
development, and adoption of health communication policies and 
procedures; (5) provides for the policy review and clearance of 
informational health communication materials, including talking points 
and fact sheets; (6) provides the public and targeted audiences, 
through communication channels, access to information systems, 
services, and materials that support or promote the health of 
individuals and communities; (7) plans, coordinates, and provides for 
appropriate CDC presence at national and major venues; (8) promotes, 
stimulates, conducts, and supports research on health communication 
topics of CDC-wide interest; (9) assists and supports the NCs of the 
agency in conducting formative processes, and outcome research and 
evaluation in specific applications of health communication to program 
areas; (10) assists the NCs and their constituents in identifying and 
building needed expertise and state-of-the-art technology, logistical 
support, and other capacities required for effective health 
communications; (12) promotes quality assurance in health communication 
programs, products, and initiatives; (13) systematically captures, 
assesses, and disseminates information on health communication research 
results and current or emerging trends and issues; (14) maintains 
liaison with officials from DHHS, other federal and state public health 
agencies, and nonprofit and voluntary health agencies to coordinate 
health communication programs of mutual interest and concern; (15) 
creates and maintains liaison with NCs to share information about 
health communication programs, identifying and ensuring opportunities 
for CDC-wide collaboration; (16) provides leadership for, and ensures 
coordination of, emergency and terrorism communication; (17) provides 
venues to educate the public, target audiences, and schoolchildren 
about public health and the advances contributed by CDC, other public 
health science programs; (18) operates the CDC Visitor and Education 
Center and touring/visiting the CDC exhibit program; and (19) develops, 
identifies, and implements strategies for translation and delivery of 
CDC health communication information to the public and key target 
audiences for maximum health impact.
    Office of the Director (CPBC1). (1) Advises the Director, NCHM, the 
CCHIS, and the NCs on all matters related to health communication; (2) 
ensures that CDC communication activities follow policy directions 
established by the Assistant Secretary for Public Affairs (DHHS); (3) 
develops and coordinates CDC-wide policies and plans for health 
communication; (4) provides leadership in the development of CDC's 
priorities, strategies, and practices for effective health 
communication activities; (6) assures that CDC is effectively using all 
communication channels available to promote health communication 
messages; (7) ensures appropriate CDC presence at national and major 
venues to provide education and communication to the public and target 
audiences; (8) establishes strategy and oversight for emergency 
communication efforts; (9) produces periodic reports and publications; 
(10) manages CDC's health communication services to the public; (11) 
maintains liaison with officials of other federal agencies, voluntary 
health agencies, and state agencies to coordinate communication 
programs of mutual concern; and (12) provides facilitation for the CDC 
Visitor and Education Center and touring/visiting the CDC exhibit 
program.
    Communication Interventions and Consultation Branch (CPBCB). (1) 
Identifies and implements strategies for translation and delivery of 
CDC information to key targeted audiences for maximum health impact; 
(2) identifies and pursues opportunities for bundling, embedding, and 
joint dissemination of CDC information to more effectively reach 
audiences; (3) monitors and refines (strategies) messages based on 
feedback mechanisms; (4) establishes measures of success/effectiveness 
of CDC information efforts and provides guidance to CDC programs on 
applying these measures; (5) ensures that ``lessons learned'' from 
evaluation are fed back into strategies for subsequent communication 
campaigns, information releases, delivery, and other communication 
projects; (6) ensures analytic function for interpretation of data from 
centralized marketing databases, sources of environmental scanning, and 
communication literature for use in development and implementation of 
strategies for communication activities; (7) evaluates the reach and 
effectiveness of CDC communication activities and products; (8) pursues 
or consults on the development and design of CDC communications 
campaigns, media buys, public service announcements (PSA), and other 
CDC information; (9) ensures that the content of CDC scientific 
communications is accessible (available, understandable, actionable)

[[Page 58427]]

to the public and target audiences; (10) tailors science-based 
information for key sector audiences using knowledge of the interests 
and level of scientific sophistication of those audiences; (11) ensures 
that CDC's face to the outside world (through communication campaigns, 
information releases, and other communication projects) is consistent 
with overall CDC brand/identity strategies as set by marketing unit; 
(12) systemically integrates a broad spectrum of information on the 
policy environment, public attitudes, and related public and private 
initiatives that relate to CDC programs to improve health and safety, 
including information on health determinants; (13) brings an integrated 
marketing perspective to data collection and CDC data resources, 
bringing data from various sources to develop a more complete picture 
of the public and its health concerns/interests, and to address cross-
cutting issues; (14) provides for efficient, agency-wide access to 
consumer-oriented databases that can help support public health 
marketing; (15) provides for systematic mechanisms for gaining public 
input on health issues and priorities (e.g., advisory mechanisms, focus 
groups, polling, legislative and media tracking) and for the systematic 
application of knowledge gained from such input into agency decision-
making; (16) sponsors/initiates original research on: customer needs 
and interests; CDC's brands/reputation/image/ influence; needs and 
interests of key sectors and partners; audience segmentation; 
approaches to bundling and packaging of CDC offerings (information and 
products); methods for measuring effectiveness; communication to and 
about health systems/services research; and, effectiveness of messages 
and channels; (17) manages a repository of CDC and external research on 
the effectiveness of programs and interventions (both for public and 
sector audiences), and promotes the use of such evidence throughout 
CDC; and (18) provides consultation and/or access to functions 1-17 to 
ensure effective, consistent health communication programs at the NC 
level for specific NC health communication projects or issues.
    Emergency Communication Branch (CPBCC). (1) Identifies and 
implements strategies for translation and delivery of CDC information 
related to national emergencies or terrorism events to key targeted 
audiences for maximum health impact; (2) identifies and pursues 
opportunities for bundling, embedding, and joint dissemination of CDC 
information related to national emergencies or terrorism events to more 
effectively reach audiences; (3) monitors and refines (strategies) 
message and channel selections, content, and use to address national 
emergencies or terrorism concerns based on feedback mechanisms; (4) 
ensures that ``lessons learned'' from evaluation of national emergency 
or terrorism concern communication efforts are fed back into strategies 
for subsequent communication campaigns, information releases, delivery, 
and other communication projects; (5) evaluates the reach and 
effectiveness of CDC communication activities and products for national 
emergency and terrorism concern communication efforts; (6) pursues or 
consults on the development, design, and dissemination of CDC 
communications campaigns, media buys, PSAs, and other CDC information 
related to national emergencies or terrorism concerns; (7) ensures that 
the content of CDC scientific communications is accessible (available, 
understandable, actionable) and disseminated to the public and target 
audience related national emergencies and terrorism concerns; (8) 
tailors science-based information related to national emergencies and 
terrorism concerns for key sector audiences using knowledge of the 
interests and level of scientific sophistication of those audiences; 
(9) ensures that CDC's face to the outside world (through communication 
campaigns, information releases, and other communication projects) 
during national emergencies or terrorism concern communication efforts 
is consistent with overall CDC brand/identity strategies as set by 
marketing unit; (10) manages the content during national emergencies or 
terrorism events on selected/major channels CDC uses to push national 
emergency and terrorism concern messages outward (e.g., media, 
Emergency Communication System, Epi-x, distance learning, broadcast/
satellite capability, messaging through Health Alert Network) to 
include selection and promotion of content on selected channels, as 
well as evaluation of effectiveness in terms of customer use and 
comprehension of programs and information delivered via channel; (11) 
manages the content during national emergencies or terrorism events on 
selected/major channels the public uses to contact CDC (e.g., Internet, 
phone hotlines, museum) to include selection and promotion of content 
on selected channels, as well as evaluation of effectiveness in terms 
of customer use and comprehension of programs and information delivered 
via channel; (12) systematically integrates a broad spectrum of 
information on the policy environment, public attitudes, and related 
public and private initiatives that relate to CDC efforts to improve 
health and safety understanding and actions related to national 
emergencies and terrorism concerns; (13) brings an integrated marketing 
perspective to data collection and CDC data resources, bringing data 
from various sources to develop a more complete picture of the public 
and its health concerns/interests, and to address national emergencies 
and terrorism; (14) provides for systematic mechanisms for gaining 
public input during national emergencies and terrorism concerns (e.g., 
advisory mechanisms, focus groups, polling, legislative and media 
tracking), for getting customer feedback on CDC programs (Web site and 
800 number feedback, user surveys, feedback from partners, media 
tracking), and for the systematic application of knowledge gained from 
such input into agency decision making; (15) sponsors/initiates 
original research related to national emergencies and terrorism 
concerns on: Customer needs and interest; CDC's brands/reputation/
image/influence; needs and interests of key sectors and partners; 
audience segmentation; approaches to bundling and packaging of CDC 
offerings (information and products); methods for measuring 
effectiveness; health systems/services research; and, effectiveness of 
messages and channels; and (16) develops and manages content as well as 
facilitates use of a secure communication and data sharing network for 
federal, state and other selected public health officials.
    Consumer Services Branch (CPBCD). (1) Identifies and implements 
strategies for delivery of CDC information to key communication 
channels to the public, and targeted audiences for maximum health 
impact; (2) identifies and pursues opportunities for communication-
bundled CDC communication messages through appropriate, available 
channels; (3) monitors and refines channel selection, content, and use 
based on feedback mechanisms; (4) identifies ways to leverage existing 
dissemination channels for CDC information for use by other CDC units 
and projects; (5) implements and/or oversees the dissemination of 
communications campaigns, media buys, PSAs, and other CDC information 
through appropriate, available channels; (6) ensures that the content 
of CDC scientific communications is accessible (available, 
understandable, actionable) to the public and target audiences through 
appropriate, available channels; (7) ensures that dissemination of 
CDC's face

[[Page 58428]]

to the outside world (through communication campaigns, information 
releases, and other communication projects) is consistent with overall 
CDC brand/identity strategies as set by marketing unit in all 
appropriate, available channels; (8) manages selected/major channels 
CDC uses to push messages outward (e.g., media, distance learning and 
broadcast/satellite capability) to include selection and promotion of 
content on selected channels as well as, evaluation of effectiveness in 
terms of customer use and comprehension of programs and information 
delivered via channel; (9) manages, oversees, and evaluates the content 
on selected/major channels the public uses to contact CDC (e.g., 
Internet, phone hotlines, museum) to include selection and promotion of 
content as well as, evaluation of effectiveness in terms of customer 
use and comprehension of programs and information delivered via 
channel; (10) provides for systematic mechanisms for getting customer 
feedback on CDC programs (Web site and 800 number feedback, user 
surveys, and feedback from partners) and for the systematic application 
of knowledge gained from such input into agency decision-making; and 
(11) provides oversight for, and operation of, the CDC Visitor and 
Education Center and touring/visiting the CDC exhibit program.
    Division of Public and Private Partnerships (CPBD). (1) Provides 
leadership in the development and coordination of high-priority 
partnerships, and sets strategies and goals for working with five 
sectors and partners (business and workers, health care, education, 
federal agencies, foundations, faith, and community organizations); (2) 
identifies critical cross-CDC relationships and devotes concerted, 
consistent, and high-level attention to these relationships in order to 
maximize CDC's success in achieving priority health goals; (3) develops 
protocols for partnership ``triage'' to ensure timely and effective 
coordination; (4) serves as the agency-level contact on major issues 
for major partners or priority target partners; (5) provides leadership 
in building strategic relationships with new partners and extending the 
range of existing partnerships; (6) develops and maintains a database 
for high-priority, cross-cutting relationships; (7) provides leadership 
in developing systematic mechanisms for gaining public and private 
sector input on health issues and priorities, and identifies and 
pursues opportunities for broadening the range of approaches used by 
programs (e.g., using multiple communications channels; pursuing policy 
or engineering approaches in addition to direct-to-customer 
strategies); (8) oversees and manages a repository of CDC and external 
health policy research on the effectiveness of programs and 
interventions for public and private sector audiences; (9) identifies 
critical cross-CDC relationships, and devotes concerted, consistent and 
high-level attention to them (through partner coordinators and 
portfolio managers) in order to maximize CDC's success in achieving 
goals; (10) provides leadership in identifying and implementing 
strategies for effective delivery of CDC information to key sector 
audiences; (11) provides tailored, science-based information for key 
sector audiences; (12) provides leadership in the development of new 
mechanisms for agency-level communications with specific sectors; and 
(13) provides leadership by sponsoring/initiating original research on 
health policy, health promotion, and disease prevention.
    Office of the Director (CPBD1). (1) Assures sector management 
support in the selection, prioritization, and implementation of CDC 
goals; (2) manages, directs, and coordinates the research agenda and 
activities of the division; (3) maintains partnership coordination 
database; (4) develops strategy and planning, and provides leadership 
and guidance on strategic planning, policy, program, project priority 
planning and setting, program management, and operations; (5) 
identifies and prioritizes sectors; (6) establishes division goals, 
objectives, and priorities; (7) monitors progress in implementation of 
projects and achievement of objectives; (8) plans, allocates, and 
monitors resources; (9) provides management, administrative, and 
support services, and coordinates with the NCHM Office of the Director 
on program and administrative matters; (10) establishes and supports a 
subcommittee of the Center's Marketing Council which represents the 
various NCs and regularly reviews the activities of the division; (11) 
provides liaison with other CDC organizations, other governmental 
agencies, private organizations, and other outside groups; and (12) 
provides scientific leadership and guidance to the division to assure 
highest scientific quality and professional standards.
    Division of Public Health Partnerships (CPBE). (1) Provides 
leadership in the development and coordination of high-priority 
partnerships and sets strategy and goals for working with the public 
health community, especially state and local health organizations, 
their regional and national affiliate organizations, and public health 
and clinical laboratories and their affiliate organizations; (2) 
identifies critical cross-CDC relationships and devotes concerted, 
consistent, and high-level attention to these relationships in order to 
maximize CDC's success in achieving priority health goals; (3) develops 
protocols for partnership ``triage'' to ensure timely and effective 
coordination; (4) serves as the agency-level contact on major issues 
for major partners or priority target partners; (5) provides leadership 
in building strategic relationships with new partners and extending the 
range of existing partnerships; (6) supports a database for high-
priority, cross-cutting relationships; (7) provides leadership in 
developing systematic mechanisms for gaining public health sector input 
on health issues and priorities to identify and implement strategies 
for broadening the range of approaches used by CDC programs (e.g., 
using multiple communications channels; pursuing policy or engineering 
approaches in addition to direct-to-customer strategies; and working in 
collaboration with other CDC offices to provide tailored, science-based 
information for effective delivery of CDC's information to key sector 
audiences) and new mechanisms for agency level communications with 
specific sectors; (8) develops knowledge base and understanding 
relative to the workings of important sectors, agencies, or groups in 
order to understand how CDC can more effectively achieve health and 
safety impact through partners; (9) identifies critical cross-CDC 
relationships and devotes concerted, consistent and high-level 
attention to them (through partner coordinators and portfolio managers) 
in order to maximize CDC's success in achieving goals; (10) provides 
leadership by collaborating on original research on public health 
sector services and interventions; and (11) provides leadership in 
collaboration with other CDC offices in addressing gaps in the public 
health system through field services and technical assistance.
    Office of the Director (CPBE1). (1) Assures sector management 
support in the selection, prioritization, and implementation of CDC 
goals; (2) identifies and prioritizes partnerships; (3) establishes and 
supports partnership coordination database; (4) monitors progress in 
implementation of projects and achievement of objectives; (5) provides 
liaison with other CDC organizations, other governmental agencies, 
private organizations, and other outside groups; (6) coordinates

[[Page 58429]]

with the NCHM Office of the Director on program, administrative, and 
informational matters; (7) develops strategy and planning, and provides 
leadership and guidance on strategic planning, policy, program 
management and operations, information technology, and project priority 
planning and setting; (8) establishes division goals, objective, and 
priorities and coordinates division activities with other components of 
CDC and partners external to CDC; (9) plans, allocates, and monitors 
resources; (10) manages, directs, and coordinates the research agenda 
and activities of the division; (11) provides scientific leadership and 
guidance to the division to assure highest scientific quality and 
professional standards; and (12) establishes and supports a governing 
council that represents the various NCs and regularly reviews the 
activities of the division.
    Extramural Services Activity (CPBE12). (1) Performs administrative 
management, monitoring, and oversight functions for extramural programs 
and research activities of the division, and for the NCs who utilize 
the division's extramural mechanisms, which include cooperative 
agreements with national level public health organizations; (2) 
provides extramural expertise in the development, funding, and 
administration of grants, cooperative agreements, and contracts; (3) 
manages the peer review and other objective review panel processes as 
well as applications submitted under cross-cutting CDC umbrella 
cooperative agreements with Association of Schools of Public Health, 
Association of Teachers of Preventive Medicine, Association of American 
Medical Colleges, conference support grants; and all other division 
extramural mechanisms; (4) manages Oak Ridge Institute for Science and 
Education and other task order contracts, and all other procurements; 
and (5) conducts annual program planning activities and plans the award 
process cycle with the division, NCHM, and PGO staff.
    Laboratory Practice Evaluation and Genomics Branch (CPBED). (1) 
Encourages the establishment and adoption of performance standards for 
laboratory practice; (2) develops, evaluates, and implements systems 
for measurement and assessment of laboratory quality; (3) facilitates 
and conducts research and demonstration to support the scientific 
development of performance standards, evaluation systems, and 
regulatory standards, and to assess the efficacy of established 
standards; (4) develops, promotes, implements, and evaluates 
intervention strategies to correct general performance deficiencies in 
health laboratory systems and workers; (5) provides a forum for 
exchange of general information about laboratory practice, research, 
and development activities to promote the coordination of federal, 
state, and clinical laboratory improvement efforts; (6) coordinates and 
conducts activities that provide technical and scientific support to 
the Centers for Medicare and Medicaid Services (CMS) in its evaluation, 
development, and revision of standards and guidelines; (7) monitors and 
evaluates current and emerging practices in genomics to improve quality 
and promote access to genetics testing; and (8) collaborates with other 
components of the division, NCHM, and other NCs of CDC in carrying out 
the above functions.
    Laboratory Practice Standards Branch (CPBEE). (1) Encourages the 
establishment and adoption of mandatory and voluntary standards for 
laboratory practice; (2) assists the CMS in the implementation of the 
Clinical Laboratory Improvement Amendments (CLIA) of 1988; (3) 
coordinates and conducts standards development, validation, and review 
activities that provide support to CMS in its development and revision 
of the CLIA standards and guidelines; (4) provides technical assistance 
to CMS in its review of accreditation programs (deemed status) and 
proficiency testing provider programs; (5) provides technical 
assistance to CMS in responding to inquiries, review of guidelines for 
implementation, and general oversight, especially issues relating to 
testing complexity, personnel, quality control/quality assessment, and 
proficiency testing; (6) provides scientific support for issues 
relative to the development and implementation of cytology standards; 
(7) coordinates CDC efforts in dissemination of information about 
laboratory standards by providing materials, forums, briefings, and 
assistance to CDC and external organizations in the interpretation, 
understanding, and implementation of regulations; and (8) collaborates 
with other components of the division and with other NCs and offices of 
CDC in carrying out the above functions.
    Laboratory Systems Development Branch (CPBEB). (1) Promotes the 
development of public health laboratory infrastructure and high level 
functionality, both nationally and internationally. Domestic efforts 
include: (2) improving access by state laboratories to information on 
their clinical laboratories (National Laboratory Database); (3) 
defining and promoting best practices (performance standards and 
Healthy People 2010 measures); (4) promoting the development of 
management and leadership skills among present and developing public 
health laboratory leaders (National Center for Public Health Laboratory 
Leadership); (5) improving the communication and collaboration between 
state public health and clinical laboratories; (6) researching the 
causes for failures to adopt voluntary laboratory practice guidelines, 
such as MMWR Recommendations and Reports; (7) providing consultation to 
state and larger local public health laboratories, which request advice 
concerning issues ranging from management to physical surroundings; (8) 
promoting, developing, and implementing training needs assessment 
methodology to establish priorities for training interventions; (9) 
developing and conducting training to facilitate the timely transfer of 
newly emerging laboratory technology and standards for laboratory 
practice; and, (10) providing technical assistance, consultation, and 
training for trainers to improve the capacity and capability of 
regional organizations and state health agencies to develop and 
maintain decentralized training networks for laboratory professionals. 
National efforts focus upon improving the performances of state and 
local public health laboratories and their integrated public health 
laboratory systems, which include clinical laboratories and other 
stakeholders such as epidemiologists. Similarly, international efforts 
strive to: (11) improve systems functions, with a particular focus on 
the development of quality assessment systems and the use of external 
quality assessment; (12) provide training and consultations concerning 
which laboratory equipment and reagents are most suited to 
infrastructure deprived settings; and (13) collaborate with other 
components of the division and with other NCs of CDC in carrying out 
the above functions.
    State and Local Public Health Systems Branch (CPBEC). (1) Provides 
leadership within CDC, with national public health organizations, and 
with governmental public health agencies to promote and support 
effective national partnerships for health promotion and disease 
prevention; (2) advises CDC NCs on program activities that strengthen 
the nation's public health system through effective linkages with 
governmental public health agencies and national public health 
organizations; (3) manages cooperative agreements between CDC

[[Page 58430]]

and national public health organizations aimed at strengthening the 
nation's public health system; (4) promotes, develops, conducts, and 
evaluates public health systems research aimed at strengthening the 
public health system with particular emphasis on optimizing performance 
of governmental public health agencies; (5) monitors (e.g., supports 
the collection and management of governmental public health system 
information for use in program and research activities) and evaluates 
the nation's public health system with regard to emerging issues (e.g., 
through environmental scanning), system effectiveness, and progress on 
achieving CDC's and the nation's public health goals; (6) provides 
knowledge and science-based information critical to the effectiveness 
of the governmental public health systems to public health agencies 
(e.g., public health practice consultation and information for critical 
system components such as epidemiology, public health nursing, etc.); 
(7) conducts recruitment, selection, placement, and administrative 
oversight/supervision of CDC field staff in governmental public health 
agencies (e.g., the Career Epidemiology Field Officer Program, and the 
provision of support to the Senior Management Officials Project, a.k.a. 
the Portfolio Manager Project) for selected parts of the public health 
system (e.g., critical gaps); (8) provides strategic leadership across 
CDC NCs for alignment of a field services mission to CDC goals 
pertaining to public health promotion, as well as public health system 
preparedness to support a strong national public health system, while 
operations and administrative oversight will be done by categorical 
programs in a NC for most field staff details; (9) provides leadership 
in defining CDC field staff goals for intramural capacity building, as 
well as goals for CDC extramural support to agencies at the state and 
local level for the purpose of assuring an effective public health 
system; (10) provides discipline specific and/or public health systems 
science-based information to CDC field staff to enhance effectiveness; 
(11) maintains methods of information-sharing among CDC field staff for 
the purpose of promoting effectiveness and monitoring overall public 
health system capacity; (12) conducts needs assessments at state and 
local public health agencies to adequately define host public health 
system needs and establish evaluation criteria to measure effectiveness 
of field staff placements; and (13) establishes and maintains strong 
program linkages with the Office of Workforce and Career Development 
and the Office of the Chief of Public Health Practice to facilitate 
systems development.
    Division of Scientific Communications (CPBG). (1) Develops, 
implements, and evaluates innovative methods for the communication of 
scientific information by NCHM and its domestic and international 
constituents; (2) develops and executes a collaborative scientific 
communications action plan to achieve CDC's health protection goals; 
(3) provides expert consultation to NCHM on development of effective 
scientific messages, materials, and methods to clearly an effectively 
communicate risks and prevention recommendations, including written, 
oral, and visual communication; (4) ensures effective external 
oversight, input, and peer-review of CDC's scientific communications 
products; (5) develops new publications, broadcasts, and other 
communication products and services to meet the needs of CDC and 
targeted scientific audiences; (6) conducts systematic reviews and 
establishes mechanisms for achieving consensus on the effectiveness of 
heath interventions; (7) develops evidence-based recommendations for 
the use of population-based health interventions; (8) conducts audience 
surveys and other evaluations; (9) serves as the NCHM liaison to the 
National Center for Public Health Informatics regarding the 
development, implementation, and evaluation of communication 
technologies intended for scientific audiences; (1) serves as the NCHM 
liaison to other scientific publications and networks; and (11) 
conducts training in scientific communications.
    Office of the Director (CPBG1). (1) Manages, directs, and 
coordinates the research agenda and activities of the Division of 
Scientific Communications; (2) establishes division goals, objectives, 
and priorities; and (3) co-chairs Communications Subcommittee of 
National Center for Health Marketing Council.
    Scientific Publications Branch (CPBGB). (1) Develops, plans, 
coordinates, edits, and produces the MMWR series, including the MMWR 
Recommendations and Reports, CDC Surveillance Summaries, and Annual 
Summary of Notifiable Diseases; (2) develops new publications, 
broadcasts and other communication products and services to meet the 
needs of CDC and target scientific audiences; and (3) produces and 
manages publications to advance the understanding and use of health 
marketing.
    Division of Creative Services (CPBH). (1) Implements strategies for 
effective delivery of CDC information to key target audiences; (2) 
implements communications delivery of CDC information to key target 
audiences; (2) implements communications campaigns, media buys, PSA's 
and other CDC information and services that are high priority and/or 
cross-cutting; (3) implements campaigns that cut across multiple 
programs and coordinating centers; (4) provides CDC-wide services 
including umbrella contracting and other ``common carrier'' mechanisms 
to reach primary channels (e.g. broadcast and video production, message 
design), resources for development of materials and products (e.g. 
graphic arts and related services outlined in business services 
consolidation), and collects and/or facilitates distribution of graphic 
resources (e.g. to engineering design and expertise to support 
broadcast production); (5) develops new mechanism for agency-level 
communications with the public (e.g. DHHS TV, CDC TV, Radio/TV 
broadcasting, electronic newsletter, customized Internet site, push e-
mail systems, etc.) to include selection and promote of content on 
selected channels, as well as evaluation of effectiveness in terms of 
customer use and comprehension of programs and information delivered 
via channel); (6) manages delivery mechanisms for outbound 
communications; and (7) develops new mechanisms to communicate with the 
public.
    Office of the Director (CPBH1). (1) Manages, directs, and 
coordinates the research agenda and activities of the Division of 
Creative Services; (2) establishes division goals, objectives, and 
priorities; (3) runs daily operations of division including personnel, 
pay, travel, IT services management, and routine procurement; (4) sets 
up and implements tracking and triage system for managing incoming 
requests for creative services as well as tracking progress in 
accomplishing task objectives and overall division performance 
measures; (5) develops and implements performance management measures 
for division to include metric definition, reporting, analysis, and 
customer governance activities; (6) establishes and maintains quality 
assurance editing to ensure that service and product quality are 
consistent with outside industry for the highest possible agency impact 
and perception; (7) provides customer account management by providing a 
means of coordination and communication with clients, and those 
fulfilling client requests, at the branch level; and (8) manages 
project and information archives to facilitate

[[Page 58431]]

knowledge management and organizational efficiency.
    Presentation Graphics and Multilingual Services Branch (CPBHC). (1) 
Supports agency-wide graphics, and language translation efforts through 
the use of state-of-the-art computer graphics and translation hardware 
and software; (2) develops and/or provides design and graphic elements 
for exhibits and presentations, desktop publishing, publications, 
editorial services, and multi-language translation services, and (3) 
processes DHHS clearances for all media and print-related products that 
are developed throughout the CDC which are to be distributed to 
audiences outside of CDC.
    Broadcast Production and Distribution Branch (CPBHD). (1) Develops 
and/or provides agency-wide communication efforts through state of the 
art broadcast, television graphics, and video production channels; (2) 
supports the communication needs of the CDC's Director's Emergency 
Operations Centers (DEOC) to assure response capacity and capability 
for emergency broadcasts; (3) responsible for all CDC broadcast-grade 
video production requirements; (4) manages and provides leadership for 
the Public Health Training Network, which is a global distance learning 
network of partners providing access to public health distance 
learning; (5) in coordination with DHHS, develops and delivers 
programming for DHHS TV and assists in the development of the CDC 
global health network (CDC TV) to deliver timely and accurate 
information to improve health and safety for the U.S. public and around 
the world; (6) responsible for audio/video engineering design, 
installation, setup, and maintenance for the division. CDC Director's 
press rooms, and DEOCs as required; (7) provides in-house creation, 
duplication, and conversion of most video delivery formats, including 
VHS, S-VHS, DV-Cam, Mini-DV, D-HD, Betacam-SP, Digital-Betacam, HD (all 
formats) and international formats such as PAL, SECAM, SECAM-II and all 
future video formats; (8) provides audio-only production services 
including broadcast-grade in-house audio recording, video-sweetening, 
editing, voice-over talent, format-conversion, and delivery; and (9) 
provides professional consultation, training, and setup of multiple 
telecommunication systems including audio conference, videoconference, 
PBX, POTS (plain old telephone service) hybrid-integration, menu 
creation, design and operation.

    Dated: September 23, 2005.
William H. Gimson,
Chief Operating Officer, Centers for Disease Control and Prevention 
(CDC).
[FR Doc. 05-20061 Filed 10-5-05; 8:45 am]
BILLING CODE 4160-18-M