58418 Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 

ESTIMATE OF ANNUALIZED BURDEN TABLE

Respondents Number of 

respondents 

Number of 

responses per 

respondent 

Average 

burden per 

response 

Total burden 

(in hours) 

Surveys ............................................................................................................ 85 1 10/60 14.0 

Total .......................................................................................................... ........................ ........................ ........................ 14.0 

Dated: September 30, 2005. 

Betsey Dunaway, 

Acting Reports Clearance Officer, Centers for 

Disease Control and Prevention. 

[FR Doc. 05–20062 Filed 10–5–05; 8:45 am] 

BILLING CODE 4163–18–P 

DEPARTMENT OF HEALTH AND 

HUMAN SERVICES 

Centers for Disease Control and 

Prevention 

Statement of Organization, Functions, 

and Delegations of Authority 

Part C (Centers for Disease Control 

and Prevention) of the Statement of 

Organization, Functions, and 

Delegations of Authority of the 

Department of Health and Human 

Service (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 

the Chief of Staff, 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 the Chief of Staff (CAT), The 

Office of the Chief of Staff (OCS) 

provides leadership, coordination and 

management of agency-wide policies 

and issues, directs operations for the 

Office of the Director, coordinates senior 

leadership and provides direct to the 

director to serve CDC and its people and 

ensure decisions are made in the 

agency’s best interest. In carrying out its 

mission, OCS: (1) Coordinated policy 

and program issues across the Office of 

the Director (OD), coordinating centers 

and coordinating offices, centers, and 

staff offices in collaborating with the 

Office of Enterprise Communication 

(OEC); (2) provides integrated policy 

analysis and strategic consultation to 

the Director and senior leadership on 

major issues affecting CDC; (3) 

identifies, triages, supervises and tracks 

OD action items from start to finish in 

conjunction with senior leadership 

across CDC, specifically OEC; (4) serves 

as one of the Director’s primary strategic 

liaisons with staff partners and the 

community at large; (5) manages budget 

and resources and provides operations 

oversight for selected staff offices within 

the OD; (6) directs Office of the Director 

operations and administration; (7) 

serves as a primary point of contact to 

select OD-level partners in conjunction 

with other pre-established points of 

contact across CDC; (8) serves as a 

primary point of contact with the CDC 

Foundation, specifically for 

coordination and decision support with 

other pre-established points of contact 

across CDC; (9) oversees all activities 

related to the Advisory Committee to 

the Director and its subcommittees and 

workgroups; (10)coordinates and 

manages select activities between CDC 

and the Department of Health and 

Human Services; (11) manages senior 

staff with the OD such as staff on longterm training, details, intergovernmental 

personnel actions, etc.; (12) manages the 

Executive Leadership Board (ELB) and 

CIO Leadership Council (CLC), 

inclusive of preparing for and 

conducting ELB and CLC meetings and 

identifying, triaging, supervising and 

tracking action items stemming from 

ELB and CLC meetings; (13) provides 

senior management information, as 

necessary, to make timely strategic and 

operational decisions; (14) manages ODlevel special events and VIP visits; (15) 

coordinates and manages 

implementation of the Freedom of 

Information Act for CDC, including 

receiving and tracking requests and 

composing responses. 

Dated: September 29, 2005. 

William H. Gimson, 

Chief Operating Officer, Centers for Disease 

Control and Prevention (CDC). 

[FR Doc. 05–20056 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 Enterprise Communication, within 

the Office of the Director, 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 Office of 

the Executive Secretariat (CAH) and the 

Office of Program Planning and 

Evaluation (CA4). 

Revise the functional statement for 

the Management Analysis and Policy 

Branch (CAJ64), Management Analysis 

and Services Officer (CAJ6), Office of 

the Chief Operating Officer (CAJ), be 

deleting item (3) of the functional 

statement and renumber the remaining 

items accordingly. 

After the mission statement for the 

Office of Chief of Public Health Practice 

(CAR), insert the following: 

Office of Enterprise Communication 

(CAU). The mission of the Office of 

Enterprise Communication (OEC) is to 

assure the Centers for Disease Control 

and Prevention’s (CDC) leadership role 

in promoting public health and 

preventing disease by fostering an 

enterprise-wide culture that ensures 

coordination and prompt response to 

urgent issues and concerns; anticipating 

and elevating issues that shape the 

agency’s position; upholding and 

safeguarding our credibility and the 

confidence of employees, partners and 

public; and promoting effective and 

efficient communication networks. To 

carry out its mission, OEC: (1) Plans, 

Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 58419 

directs, coordinates, and facilitates 

communication activities related to 

policy issues and situations with serious 

and cross-cutting potential 

organizational impact; (2) provides 

leadership, technical assistance, and 

consultation to the agency’s 

coordinating centers/coordinating 

offices (CC/CO), national centers (NC), 

and offices in reputational risk 

communication and reputational 

management; (3) provides leadership, 

technical assistance, and consultation to 

the agency’s CC/COs, NCs, and offices 

in establishing best business 

communication practices and strategic 

principles to maximize effectiveness; (4) 

conducts environmental scanning to 

determine emerging threats to the 

agency’s reputation; (5) implements 

external communication strategies to 

promote and protect the agency’s brand; 

(6) provides guidance on best practices 

in internal and external communication; 

(7) assists the CC/COs, their NCs, and 

partners in identifying and building 

needed expertise and state-of-the-art 

technology, logistical support, and other 

capacities required for effective external 

and internal policy/public affairs 

communication, and media relations; (8) 

positions the agency to respond quickly, 

fairly, openly, and honestly to 

challenges and potential problems; (9) 

maintains liaison with officials from the 

Department of Health and Human 

Services (DHHS), other federal and state 

public health agencies, and private 

sector organizations to coordinate 

communication programs and strategies 

of mutual concern; and (10) identifies 

and promotes the use of the latest 

information technologies to support and 

coordinate CDC’s enterprise-wide 

communication efforts throughout the 

CC/COs. 

Office of the Director (CAU1). (1) 

Ensures CDC communication activities 

follow policy directions established by 

DHHS; (2) establishes and interprets 

policies and determines priorities for 

communicating the value and benefits 

of CDC programs; (3) establishes, 

administers, and coordinates CDC’s 

media relations policies in a manner to 

ensure that 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; (4) provides leadership 

and guidance on developing and 

implementing external public relations 

strategies to communicate upward and 

outward to customers, partners, and 

other stakeholders; (5) provides 

leadership and guidance on developing 

and implementing internal public 

relations strategies to communicate to 

the agency’s workforce; (6) facilitates 

coordination throughout the agency to 

ensure the use of consistent and 

repetitive messages that achieve 

awareness and understanding; (7) 

facilitates coordination throughout the 

agency to ensure the distribution of 

messages through the right channels and 

to the appropriate audience; (8) 

provides guidance on leadership 

communication effectiveness; (9) 

provides leadership in the development 

and implementation of proactive 

strategies and practices for effective 

issue management and public affairs 

activities; (10) provides leadership and 

guidance in using efficient and 

transparent processes to communicate 

the decision-making activities of CDC’s 

leadership; (11) facilitates the activation 

of situation-specific teams of experts 

and specialists to develop and 

implement communication strategies to 

respond to, and resolve, controversial 

public issues, influence public attitude 

and perception, and support and 

promote the business of the agency in a 

scientific and positive manner; and (12) 

creates and maintains liaisons with the 

Coordinating Centers’ Enterprise 

Communication Officers and Strategy 

and Innovation Officers, Executive 

Leadership Board, CDC Foundation, and 

Emergency Communications System to 

monitor and respond to issues that are 

a threat to the business of the agency. 

CDC Connects (CAU12). (1) Designs, 

plans, organizes, develops, and 

implements employee communications 

activities; (2) plans, develops, writes, 

and edits articles about employees and 

their work; (3) provides channel for 

publicizing employee achievements and 

awards, program accomplishments, and 

introducing management; (4) provides 

centralized access to all tools and 

information held on the Intranet; (5) 

provides the central point of contact to 

CDC for the CDC Intranet; (6) provides 

the central point of reference for CDC 

announcements; (7) provides the policy 

review and clearance of materials to be 

posted on CDC Connects; (8) provides 

leadership in the development and 

branding of CDC’s Intranet sites/pages; 

(9) creates and maintains liaison with 

the CC/COs and NCs to share 

information about employee 

communication; (10) develops strategies 

for CDC’s leaders in developing and 

disseminating information through CDC 

Connects; (11) coordinates with the 

DHHS on CDC Intranet and CDC 

Connects activities; (12) assists the CC/ 

COs and NCs in meeting their employee 

communication needs and priorities; 

(13) provides training and technical 

assistance to CDC staff about employee 

communication via CDC Connects, and 

provides timely and appropriate 

responses to inquiries and feedback 

from CDC employees; (14) conducts 

special programs as appropriate to 

develop feature stories; (15) conducts 

employee research to enhance and 

improve CDC Connects and other 

channels of employee communication; 

and (16) provides employees access to 

information systems, services, and 

materials that support or promote their 

health, morale, and work efficiency. 

Division of Policy Analysis and 

Coordination (CAUB). (1) Identifies 

emerging or cross-cutting policy issues 

and serves as a catalyst in advancing 

action; (2) analyzes and contributes to 

the development of key policy issues; 

(3) consults with the CDC Director, OEC 

Director, CDC Leadership Team, CC/ 

COs, and NCs on policy-related issues; 

(4) serves as the focal point for the 

policy analysis, technical review, and 

final clearance of correspondence and 

policy documents that require approval 

from the CDC Director and the CDC 

Leadership Team, and for a wide variety 

of documents that require the approval 

of various officials within DHHS; (5) 

acts as a primary liaison between CDC 

and the DHHS Office of the Secretary; 

(6) provides a forum for discussion and 

decision-making on policy-related 

issues; (7) manages the flow of decision 

documents and correspondence for 

action by the CDC Director; (8) 

coordinates Inspector General and 

General Accounting Office audit 

activities; (9) maintains all official 

records relating to the decisions and 

official actions of the CDC Director; and 

(10) ensures consistent application of 

CDC correspondence standards and 

styles. 

Division of Media Relations (CAUC). 

(1) Plans, organizes, administers, and, 

when appropriate, implements CDC’s 

media activities consistent with policy 

direction established by the Assistant 

Secretary for Public Affairs, DHHS; (2) 

provides leadership in the development 

of CDC’s priorities, strategies, and 

practices for effective media relations; 

(3) provides for the content, policy 

review, and clearance of media 

materials including press releases, press 

kits, talking points, letters to editors, 

and fact sheets; (4) provides the public, 

through media channels, access to 

information systems, services, and 

materials that support or promote the 

health of individuals and communities; 

(5) manages and responds to media 

requests for access to subject matter 

experts, reports, and publications; (6) 

assists the CC/COs, NCs, offices, and 

their constituents in identifying and 

58420 Federal Register / Vol. 70, No. 193 / Thursday, October 6, 2005 / Notices 

building needed expertise, technology, 

logistical support, and other capacities 

required for effective media relations; 

(7) creates and maintains liaison with 

the CC/COs, NCs, and offices to share 

information about media relations, 

encouraging and providing 

opportunities for CDC-wide 

collaboration; (8) develops media plans 

and strategies for the CDC Director and 

other CDC leaders in developing and 

disseminating information through the 

media; (9) coordinates the development, 

review, clearance, and dissemination of 

media information among CC/COs and 

NCs, and between CDC and DHHS; (10) 

assists CC/COs and NCs in meeting their 

press-related needs and priorities; (11) 

provides media training and technical 

assistance to CDC staff; (12) provides the 

central point of contact to CDC for 

media representatives; (13) provides 

timely, thorough, and appropriate 

responses to inquiries by media 

representatives; (14) conducts special 

activities as appropriate to develop 

relationships with media 

representatives; and (15) periodically 

evaluates CDC’s media relations 

operations, activities, and services, 

including feedback from internal users, 

journalists, and consumers. 

Dated: September 23, 2005. 

William H. Gimson, 

Chief Operating Officer, Centers for Disease 

Control and Prevention (CDC). 

[FR Doc. 05–20055 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 reorganization of the 

Financial Management Office, within 

the Office of the Chief Operating Officer 

Centers for Disease Control and 

Prevention. 

Section C–B, Organization and 

Functions, is hereby amended as 

follows: 

Revise the functional statement for 

the Financial Management Office 

(CAJ2), Office of the Chief Operating 

Officer (CAJ), as follows: 

Delete in their entirety the titles and 

functional statements for the Cincinnati 

Accounting Section (CAJ222), the Debt 

and Property Management Section 

(CAJ223), and the General Ledger 

Section (CAJ224). 

Delete the functional statements for 

the Financial Management Office 

(CAJ2), the Office of the Director 

(CAJ21), the Accounting Branch 

(CAJ22), the Budget Execution Branch 

(CAJ23), the Budget Oversight and 

Analysis Activity (CAJ232), the Budget 

Execution Services Activity (CAJ233), 

and the Financial Services Branch 

(CAJ26), and insert the following: 

Financial Management Office (CAJE). 

(1) Provides leadership and 

coordination in the development and 

administration of the Centers for Disease 

Control and Prevention’s (CDC) 

financial management policies; (2) 

develops budget submissions for CDC; 

(3) collaborates with the CDC Office of 

the Director (OD) in the development 

and implementation of long-range 

program and financing plans; (4) 

participates in budget reviews and 

hearings; (5) manages CDC’s system of 

internal budgetary planning and control 

of funds; (6) develops and implements 

CDC-wide budgetary, accounting, and 

fiscal systems and procedures; (7) 

conducts CDC-wide manpower 

management (including productivity 

measurement) activities; and provides 

accounting services; (8) prepares 

financial reports; (9) serves as the focal 

point for domestic and international 

travel policy, procedures and 

interpretation; (10) provides legislation 

reference services; (11) plans, directs, 

and conducts internal quality assurance 

reviews; (12) analyzes data and makes 

recommendations to assure effective 

safeguards are in place to prevent fraud, 

waste and abuse; (13) assists in 

identifying or conducting special 

financial management training 

programs; and (14) maintains liaison 

with the Department of Health and 

Human Services (DHHS), Office of 

Management and Budget, Congress, and 

other government organizations on 

financial management matters. 

Office of the Director (CAJE1). (1) 

Provides leadership and guidance in all 

areas of financial management; (2) 

serves as a CDC witness in budget 

hearings before Committees of Congress, 

OMB, and DHHS; (3) participates with 

top management in program planning 

and policy determinations, evaluations, 

conferences, and decisions, concerning 

financial resources; (4) provides a 

centralized source for current 

information on financial management 

legal and regulatory requirements 

governing the prevention and control of 

diseases; (5) advises the CDC Chief 

Operating Officer (OCOO) concerning 

reprogramming of funds; and (6) 

provides consultation and assistance in 

financial management to State and local 

health departments when requested by 

CDC officials. 

Accounting Branch (CAJEB). (1) In 

conjunction with the Budget Execution 

Branch, develops accounting policies 

and procedures for CDC; (2) provides 

financial information for management 

purposes, effective control, and 

accountability of all funds, and suitable 

integration of CDC accounting with the 

accounting operations of the 

Department of the Treasury; (3) 

coordinates activities of the Accounting 

Branch with the Financial Management 

Office (FMO) Director, Budget 

Execution Branch, Budget Formulation 

and Public Health Policy Branch, 

Financial Services Branch, and 

Financial Systems Branch; (4) 

coordinates accounting policy issues 

with the DHHS Office of Financial 

Policy; (5) reviews and develops 

accounting systems to comply with 

requirements of DHHS and the General 

Accounting Office (GAO), and 

maintains an integrated system of 

accounts to meet the budgetary and 

accounting requirements of CDC; (6) 

reviews and implements the legal, 

accounting, and reporting requirements 

of the Chief Financial Officer’s Act, the 

Federal Managers’ Financial Integrity 

Act, the Principles of Federal 

Appropriation Law, and other 

regulatory requirements; (7) compiles all 

accounting information for the 5 Year 

Financial Management Plan, which 

provides CDC’s financial management 

vision and objectives for the ensuing 5 

year period; (8) develops strategies for 

employee training and professional 

development; and (9) compiles and 

submits the annual financial statements 

for inclusion in the DHHS Performance 

and Accountability Report. 

Budget Execution Branch (CAJEC). (1) 

Promotes structured, ongoing 

partnerships between the Coordinating 

Centers/Coordinating Offices (CC/CO), 

national centers (NC), and FMO 

leadership, lead budget analysts, and 

budget execution staff; (2) provides 

leadership, consultation, guidance, and 

advice on budgetary matters for CDC 

through senior advisory leadership roles 

in partnership with FMO and the 

Directors of CC/COs and NCs; (3) 

provides submission and execution of 

the CDC budget within the framework of 

DHHS, OMB, and Congressional 

regulations, and policies of the CDC OD; 

(4) supports the functions provided by