Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 58425 

and maintains underlying components 

that enable the integration of solutions 

which address cross-cutting CDC or 

partner objectives; (3) identifies the 

need and opportunities for components 

(e.g. messaging specification, 

vocabulary, public health directory, 

secure data transfer) that could be 

utilized across multiple informatics 

solutions to ensure interoperability, 

integration, and consistency; (4) 

manages and allocates shared contractor 

resources (e.g. security, usability, 

quality assurance testing, developers, 

database administrators); (5) manages 

umbrella contracting and other common 

carrier mechanisms to achieve 

information solutions; (6) develops 

standards, quality assurance procedures, 

and guidelines for effective and efficient 

approaches to applications development 

and database management. 

Division of integrated Surveillance 

Systems and Services (CPEE). (1) 

Identifies and assesses informatics 

solutions for integrated surveillance 

nationally and internationally and 

pursues appropriate direction for the 

solution; (2) develops, implements and 

maintains common platforms, 

enterprise-wide systems and 

applications for integrated solutions that 

address cross-cutting CDC or partner 

objectives; (3) develops, manages and 

supports integrated health surveillance, 

information and operational solutions to 

facilitate activities such as surveillance, 

lab reporting, analysis and tracking, 

visualization, reporting and inventory 

management. 

Division of Emergency Preparedness 

and Response (CPEG). (1) Identifies and 

assesses informatics solutions for 

emergency preparedness and response 

and pursues appropriate direction for 

the solution; (2) ensures that capacity 

exists for responding to urgent and 

emergent needs; (3) develops, manages, 

and supports emergency preparedness 

and response solutions to facilitate 

activities such as outbreak investigation, 

event detection and monitoring, and 

response (e.g. flu vaccine finder) and 

ensures capacity for responding to 

urgent and emergent needs; (4) develops 

and manages early disease detection and 

characterization systems, situational 

awareness systems and related analytic 

activities (e.g the biointelligence center, 

aberration detection algorithms). 

Dated: September 27, 2005. 

William H. Gimson, 

Chief Operating Officer, Centers for Disease 

Control and Prevention (CDC). 

[FR Doc. 05–20060 Filed 10–5–05; 8:45 am] 

BILLING CODE 4160–18–M 

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 

58426 Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 

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) 

Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 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 communicationbundled 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 

58428 Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 

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 agencylevel 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 highpriority 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, sciencebased 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 

Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 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 crosscutting 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 

58430 Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 

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 sciencebased 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 peerreview 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 

Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 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 audioonly 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 

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 Office 

of Strategy and Innovation within the 

Office of the Director, Centers for 

Disease Control and Prevention. 

After the mission statement for the 

Office of Chief of Public Health Practice 

(CAR), insert the following: 

Office of Strategy and Innovation 

(CAM). The Office of Strategy and 

Innovation (OSI) serves as the focal 

point for accelerating the health impact 

of CDC’s work and advancing health 

equity within and beyond CDC’s 

programs. In carrying out its mission, 

OSI: (1) Leads CDC’s efforts to develop, 

measure and advance agency-wide 

health impact goals: (2) incorporates 

efforts to improve health equity in all 

CDC activities; (3) fosters strategic 

excellence and innovation across the 

agency; (4) provides superior decision 

support to CDC’s executive leadership; 

and (5) leads organizational 

development and the transition process. 

Office of the Director (CAM1). (1) 

Develops, monitors and advances 

agency-wide goals; (2) improves health 

equity; (3) assesses and leverages health 

needs, science, and available resources 

to accomplish agency-wide goals; (4) 

provides guidance, tools, and assistance 

to CDC programs in developing and 

refining strategies and indicators to 

measure program effectiveness and 

impact; (5) applies knowledge 

management tools and decision support 

systems in allocation of resources and 

improves agency decisionmaking; (6) 

communicates key messages to CDC 

employees and partners about CDC’s 

direction, goals and priorities; (7) 

develops, monitors and advances 

agency-wide goals for improving health 

equity, fostering strategic excellence and 

innovation across CDC, and 

organizational development and the 

transition process; (8) works directly 

with the strategy and innovation officers 

within the coordinating centers to 

accomplish its activities and 

institutionalize organizational change, 

improvement and accountability; and 

(9) maintains ongoing communication 

with the strategy and innovation officers 

to actively participate in discussions of 

overall goals and strategies at the 

coordinating center level, and involves 

the strategy and innovation officers in 

the refinement of goals, measures, and 

identification and creation of new or 

enhanced high priority programmatic 

areas. 

Office of Minority Health and Health 

Disparities (CAMB). The Office of 

Minority Health and Health Disparities 

(OMHD) aims to accelerate CDC’s health 

impact in the U.S. population and to 

eliminate health disparities for 

vulnerable populations as defined by 

race/ethnicity, socio-economic status, 

geography, gender, age, disability status, 

risk status related to sex and gender, 

and among other populations identified 

to be at-risk for health disparities. To 

carry out its mission, OMHD: (1) 

Promotes minority health and 

eliminates racial and ethnic health 

disparities; (2) promotes health and the 

prevention of disease in Indian Country 

(i.e., American Indian and Alaska 

Native communities, their sovereign 

governments and other institutions in 

the U.S.); (3) develops CDC-wide health 

disparities elimination strategies, 

policies, goals, and programs; (4) 

defines disparities and eliminates subgoals for each health impact goal; (5) 

monitors and reports progress toward 

health disparities elimination goals; (6) 

evaluates the impact of policies and 

programs to achieve health disparities 

elimination; (7) manages health 

disparities elimination goals through 

scanning, analysis, knowledge 

management, decision-support systems, 

and reporting (Key Performance 

Indicators, Government Performance 

and Results Act, Program Assessment 

Rating Tool); (8) mobilizes resources 

and advocates for health disparities 

elimination programs; (9) aligns use of 

resources with accomplishment of 

health disparities elimination goals; (10) 

supports internal and external 

partnerships to advance the science, 

practice, and workforce for eliminating 

health disparities inside and outside 

CDC; (11) maintains critical linkages 

with federal partners including the 

Office of the Secretary, Department of