Statement of Organization, Functions, and Delegations of Authority, 46527-46530 [05-15798]

Agencies

• Centers for Disease Control and Prevention
• DEPARTMENT OF HEALTH AND HUMAN SERVICES

[Federal Register Volume 70, Number 153 (Wednesday, August 10, 2005)]
[Notices]
[Pages 46527-46530]
From the Federal Register Online via the Government Printing Office [www.gpo.gov]
[FR Doc No: 05-15798]


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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 34772-34774, dated June 15, 2005) is 
amended to reflect the establishment of the Coordinating Officer for 
Terrorism Preparedness and Emergency Response.
    After the mission statement for the Centers for Disease Control and 
Prevention (C), insert the following:
    Coordinating Office for Terrorism Preparedness and Emergency 
Response (CG), The mission of the Coordinating Office for Terrorism and 
Preparedness and Emergency Response (COTPER) is to protect health and 
enhance the potential for full, satisfying and productive living across 
the lifespan of all people in all communities related to community 
preparedness and response. To carry out its mission COTPER (1) fosters 
collaborations, partnerships, integration, and resource leveraging to 
increase the Centers for Disease Control and Prevention's (CDC) health 
impact and achieve population health goals; (2) provides strategic 
direction to support CDC's terrorism preparedness and emergency 
response efforts; (3) manage CDC-wide preparedness and emergency 
response programs; (4) maintains concerted emergency response 
operations--including the Strategic National Stockpile and the 
Director's Emergency Operations Center; (5) communicates terrorism 
preparedness and emergency response activities to internal and external 
stakeholders.
    Office of the Director (CGA). (1) Manages, directs, and coordinates 
the activities of the office; (2) coordinates CDC legislative agenda 
and activities related to public health preparedness and emergency 
response; (3) provides leadership in policy formation, program 
operations, strategic direction, and fiscal

[[Page 46528]]

oversight; (4) identifies needs and resources for new initiatives and 
assigns responsibilities for their development; (5) serves as the 
principal CDC liaison to the Department of Health and Human Services as 
well as other federal agencies, international organizations, foreign 
governments and other organization concerned with terrorism 
preparedness and response; (6) directs and coordinates CDC and national 
activities to better prepare the public health workforce through 
training and education; (7) serves as the liaison from the Office of 
the Director, CDC, to the emergency operations of CDC; (8) coordinates 
CDC emergency operations; (9) serves as spokesperson for CDC policies 
and strategies regarding terrorism; (10) develops and maintains the 
CDC-wide Terrorism Preparedness and Response Strategic Plan; (11) 
coordinates CDC-wide terrorism budget formulation with the Financial 
Management Office, coordinating centers and coordinating offices, 
centers and staff offices; (12) develops and analyzes legislation and 
potential legislation for their impact on CDC and the nation's safety; 
(13) coordinates and provides on training and education programs, 
international activities, partnership and special projects related to 
terrorism.
    Division of Business Services (CGB). The Division of Business 
Services (DBS) provides the coordinating office with a centralized 
business hub where customer service and business administration is the 
focal point of all business support functions. To carry out its 
mission, the division: (1) Develops and implements supplemental and/or 
unique to COPTER 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 
COPTER; (5) coordinates all issues related to physical security, 
telecommunications, office space and design, procurement of equipment, 
furniture, IT services, and facilities management; (6) provides 
assistance in formulating, developing, negotiating, managing, and 
administering various COPTER contracts; (7) coordinates and manages all 
controlled correspondence and Freedom of Information Act requests; (8) 
maintains liaison with the other offices within COPTER and other 
business services divisions within CDC and the Agency for Toxic 
Substances and Disease Registry.
    Division of State and Local Readiness (CGC). The Division of State 
and Local Readiness provides support, technical guidance and fiscal 
oversight to State, local, and territorial public health department 
grantees for the development and enhancement of public health plans, 
infrastructure and systems to prepare for and respond to terrorism, 
outbreaks of disease, and other public health emergencies.
    Office of the Director (CGC1). (1) Plans, directs, and evaluates 
the activities of the division; (2) develops goals and objectives and 
provides national leadership and guidance in public health preparedness 
policy formulation and program planning and development; (3) ensures 
multidisciplinary collaboration in State and local public health 
preparedness activities; (4) provides leadership and guidance in the 
development of training and educational programs; (5) coordinates the 
development of guidelines and standards to ensure ongoing, effective 
public health preparedness programs and their evaluations; (6) oversees 
the creation of programmatic materials, and ensures appropriate 
clearance of these materials; (7) assists in the preparation of 
speeches and Congressional testimony on State and local cooperative 
agreements and State and local preparedness for the division director, 
the center director, and other public health officials; (8) monitors 
divisional resource allocation and utilization in relation to State and 
local preparedness projects; (9) provides technical consultation and 
assistance to State and local health departments, community planning 
groups, and non-governmental and other prevention partners in 
operational aspects of public health preparedness.
    Program Services Branch (CGCB). (1) Provides technical consultation 
and assistance to State and local health departments in operational 
aspects of public health preparedness, through coordination with 
multiple agency components; (2) facilitates linkages with public health 
preparedness programs at Federal, State, and local levels to ensure 
their readiness to respond to a terrorist event or other public health 
threats or emergencies; (3) monitors activities of cooperative 
agreement projects to assure program objectives and key performance 
indicators are achieved; (4) identifies and resolves problems in 
project areas through on-site program reviews; (5) identifies and 
promotes CDC recommendations, promising practices, and lessons learned; 
(6) conducts and coordinates technical reviews and provides funding 
recommendations related to cooperative agreement activities; (7) 
provides supervision for State and local public health preparedness 
field staff; (8) facilitates coordination within State/local project 
areas regarding preparedness activities with other program partners.
    Outcome Monitoring and Evaluation Branch (CGCC). (1) Collaborates 
and consults with CDC staff, other Public Health Service agencies, 
State and local health departments, and other groups and organizations 
involved in preparedness activities to develop performance goals and 
indicators for readiness; (2) summarizes and synthesizes the 
preparedness research literature to derive research priorities and 
specify the characteristics of effective preparedness interventions; 
(3) conducts evaluation research activities to evaluate the 
effectiveness and impact of preparedness strategies and programs and 
development of both process and outcome measures that preparedness 
programs can use to assess their ongoing performance; (4) collects, 
analyzes, interprets and applies information to identify gaps in State 
and local public health preparedness; (5) disseminates guidance and 
recommendations in coordination with other OTPER/CDC coordinating 
centers and coordinating offices, centers and staff offices, partners 
and stakeholders to improve State and local preparedness; (6) monitors 
State and local achievement of public health preparedness performance 
measures; (7) develops and maintains a real-time management information 
system to monitor projects funded by the State and Local Preparedness 
Cooperative Agreement requirements.
    Division of Strategic National Stockpile (CGE). The Division of 
Strategic National Stockpile (DSNS) delivers critical medical assets to 
the site of a national emergency. The Strategic National Stockpile 
(SNS) is a national repository of antibiotics, chemical antidotes, 
vaccines, antitoxins, life-support medications, intravenous 
administration and airway maintenance supplies, and medical/surgical 
items. It is designed to re-supply State and local public health 
agencies in the event of a biological and/or chemical terrorism 
incident anywhere, at anytime within the U.S. The DSNS ensures the 
availability and rapid deployment of the SNS and supports, guides, and 
advises

[[Page 46529]]

on efforts by State and local governments to effectively manage and use 
SNS assets that may be deployed. The DSNS stands ready for immediate 
deployment to any U.S. location in the event of a terrorist attack 
using a biological or chemical agent, or in response to any natural or 
technological disaster as National Command Authority may direct.
    Office of the Director (CGEI). (1) Conducts the executive planning 
and management of the division; (2) plans strategies and methods for 
educating the public health and emergency response communities about 
the SNS and its effective use; (3) represents the SNS in State, local, 
and federally sponsored exercises to test community response to 
chemical/nerve agent or bioterrorism event; (4) provides technical 
assistance to leaders in State and local governments in their planning 
and preparations to effectively manage and use SNS assets; (5) directs 
and monitors a comprehensive strategy for managing and executing the 
critical systems in operating a successful commercial good 
manufacturing practice compliance program; (6) supports and maintains 
an intragovernmental committee to advise CDC Director on SNS formulary; 
(7) provides medical, pharmaceutical, and scientific oversight of the 
SNS formulary.
    Logistics Branch (CGEB). (1) Operationally defines requirements 
once they are established by the Office of the Director and the intra-
governmental committee on the SNS formulary and ratified by CDC; (2) 
manages the procurement of medical materiel to meet requirements 
through the CDC Federal procurement partner for the DSNS; (3) manages 
and tracks the expenditure of DSNS funds for the procurement, storage, 
and transport of medical materiel assets; (4) supervises the storage of 
the SNS 12-hour Push Packages; (5) manages the development and 
oversight of contracts for Stockpile Managed Inventory (SMI) and Vendor 
Managed Inventory (VMI) with commercial manufacturers and distributors 
of medical materiel; (6) manages the rotation of freshness-dated 
products in the 12-hour Push Packages, in SMI, and in VMI; (7) 
coordinates the physical security and safety of SNS assets with all 
storage sites; (8) provides logistics expertise for the Technical 
Advisory Response Unit (TARU), in full exercises or upon a Federal 
deployment of the SNS that will accompany the SNS to the scene of the 
chemical/nerve agent or bioterrorism event as well as for the team 
staffing the DSNS Operations Center; (9) coordinates the recovery of 
unused SNS assets deployed in an actual chemical/nerve agent or 
bioterrorism event, including the recovery of SNS air cargo containers; 
(10) maintains the capacity to transport any and all SNS assets by 
overseeing contractual arrangements with commercial cargo carrier 
partners; (11) stores and maintains vaccines, therapeutic blood 
products, and antitoxins in selected repositories designated for 
managing and shipping these and other special medical countermeasures.
    Program Preparedness Branch (CGEC). (1) Supervises the development, 
refinement, and dissemination of guidance for CDC project areas to plan 
for the management and use of deployed SNS assets and for building 
necessary infrastructure; (1) analyzes overall development needs of 
personnel in State/local SNS Preparedness Programs and creates, 
implements, directs, reviews, and manages training and other 
developmental activities designed to meet those needs; (3) manages 
coordination with project area officials on the planning and execution 
of both tabletop and full exercises to test the function teams and the 
entire contingent organization created for SNS preparedness; (4) 
collaborates with the Division of State and Local Readiness in COTPER 
by providing support for their responsibilities as project officers 
relative to the SNS Preparedness component of the CDC Bioterrorism 
Preparedness cooperative agreement; (5) evaluates readiness of each of 
the 62 CDC Bioterrorism Preparedness project areas to effectively 
manage and use deployed SNS assets; (6) plans, designs and prepares 
SNS-related communications and educational materials in support of 
State/local SNS Preparedness Programs; (7) provides health 
communication products before, during, and after an event to assist 
State/local SNS Preparedness Program personnel and other public health 
officials deal with the public; (8) serves as the DSNS point of contact 
for collaboration with various Federal agencies and nongovernmental 
organizations (e.g., Association of State and Territorial Health 
Organizations, National Association of City and County Health 
Officials) on programmatic initiatives and issues affecting State/local 
SNS preparedness; (9) reviews and comments on SNS-specific components 
of applications submitted for CDC Bioterrorism Preparedness cooperative 
agreements; (10) collaborates with the DSNS Response Branch on the 
CHEMPACK project, and other special projects, to ensure smooth 
implementation and successful ongoing performance; (11) develops, in 
collaboration with various contractors, the Department of Defense, and 
universities, models for use by Project Areas in implementing elements 
of the SNS Program.
    Program Coordination Branch (CGED). (1) Interfaces with external 
agencies and organizations with interest and involvement in SNS 
activities and information; (2) manages the development of program 
policies and procedures and performance of periodic analysis of 
existing policies to assess compliance and requirements; (3) supervises 
the SNS Training Steering Committee that identifies, prioritizes, 
coordinates, and recommends internal and external training needs and 
events; (4) supervises the Stockpile Configuration Management Board 
that reviews, reconciles, and adjusts SNS package and kit design and 
contents to maintain consistency with medical, scientific, resource, 
and end user requirements; (5) manages day-to-day execution of a 
commercial good manufacturing practice compliance program in support of 
the Director; (6) supervises all aspects of asset (material and 
personnel) safeguarding and protection; (7) manages development, 
testing, implementation, training, and operation of the DSNS unique 
information management systems and technology; (8) manages the DSNS 
internal review program; (9) provides project management for new 
missions and initiatives within the DSNS.
    Response Branch (CGEE). (1) Plans and manages response operations 
during both day-to-day operations and activation in response to 
emergencies; (2) manages continuity of operations of operations centers 
to ensure effective response operations should any adversity affect the 
capability of the DSNS primary operations center; (3) supervises the 
development, coordination, maintenance, and exercise of DSNS response 
and deployment plans; (4) manages the planning, coordination, and 
conduct of the SNS Technical Advisory Response Unit (TARU) Academy to 
train staff for duties on this immediate response team that deploys 
with SNS assets; (5) manages the planning, coordination, and conduct of 
the SNS Mobile Training Teams to train State and local SNS Preparedness 
Program personnel, in collaboration with other DSNS branches and teams; 
(6) manages the coordination, planning, and conduct of DSNS 
participation and support for Federal, State, and local exercises; (7) 
supervises the preparation and readiness of the Technical Advisory 
Response Unit (TARU) to respond to emergencies; (8) provides operations

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and communications expertise for the TARU, in full exercises or upon a 
Federal deployment of the SNS, that accompanies the SNS to the scene of 
the chemical/nerve agent or bioterrorism events.
    Division of Select Agents and Toxins (CGF). The Division of Select 
Agents and Toxins ensures the safe and secure possession, use, 
transfer, and storage of select agents and toxins in the United States 
of America. This mission is achieved by establishing, monitoring and 
enforcing regulations, and by collaborating with partners from other 
agencies and professional associations. To carry out its mission, the 
division: (1) Registers all laboratories, institutes and other 
facilities that possess select agents or toxins; (2) establish and 
maintains a national database of all entities that possess select 
agents; (3) receives and review entity applications; (4) inspects 
laboratory facilities (entities) to ensure that required bio-safety and 
bio-security requirements are met; (5) approves all select agents or 
toxin transfers; (6) receives and monitorings all reports on theft, 
loss, or release of a select agent or toxin; (7) partners with other 
government agencies, public health organizations, and registered 
entities to ensure compliance with the Select Agent Regulations; (8) 
develops and implements appropriate policies or regulations to ensure 
the safety and security of select agents and toxins; (9) issues permits 
for the importation of etiologic agents and hosts of vectors of human 
diseases.
    Division of Emergency Operations (OGG). The Division of Emergency 
Operations (DEO) provides operational, administrative and logistical 
support to all coordinating centers and coordination offices, centers 
and staff officers in respondent to public health events and is CDC's 
focal point for the consideration of plans, training (emergency 
response) and exercises that are conducted at the national, Federal and 
collective CDC level. To carry out it mission, the division: (1) 
Oversees the operational, administrative and communications functions 
of a state of the art emergency operations center on a 24 hours, 7 days 
a week basis; (2) collaborates with lead coordinating centers and 
coordination offices, centers and staff offices to deploy personnel, 
gathers and prepared situations reports, analyses, and disseminates 
information; (3) coordinates the use of resources from the coordination 
centers and coordinating offices, centers and staff offices to oversee 
the delivery of initial and prolonged emergency management consultative 
services to States and localities experiencing public health 
emergencies or other Federal and international agencies supporting 
them; (4) establishes and monitoring external coordination and 
communications with other CDC organization components, including the 
Department of Health and Human Services Secretary's Operations Center, 
and other Federal agencies operations centers including the Homeland 
Security Operations Center of the Department of Homeland Security, and 
other Federal agencies; as appropriate; (5) coordinates the training of 
deploying CDC staff and tracks their locations and mission activities 
during a deployment; (6) procures and maintains supplies, services and 
equipment in response to emergency deployment operations and 
coordinates equipment and personnel movement; (7) coordinates and 
tracks specimen and other hazardous cargo shipments including all CDC 
medical evacuation mission involving the movement of suspected 
infectious and contagious patients; (8) provides deployment support of 
24 hours a days, 7 ways a week (travel orders, equipment, etc.) and 
tracks the expenditure of funds for CDC personnel responding to 
emergency deployments; (9) manages the operations and use of the CDC 
aircraft; (10) provides a public health logistics capability to respond 
to natural and man-made disasters in foreign countries/U.S. 
territories.

    Dated: July 28, 2005.
William H. Gimson,
Chief Operating Officer, Centers for Disease Control and Prevention 
(CDC).
[FR Doc. 05-15798 Filed 8-9-05; 8:45 am]
BILLING CODE 4160-18-M