Statement of Organization, Functions, and Delegations of Authority, 50374-50377 [2018-21670]
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any way the order’s terms.
By direction of the Commission.
Donald S. Clark,
Secretary.
[FR Doc. 2018–21749 Filed 10–4–18; 8:45 am]
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DEPARTMENT OF HEALTH AND
HUMAN SERVICES
Centers for Disease Control and
Prevention
Board of Scientific Counselors, Office
of Public Health Preparedness and
Response, (BSC, OPHPR)
Centers for Disease Control and
Prevention (CDC), Department of Health
and Human Services (HHS).
ACTION: Notice of meeting.
AGENCY:
In accordance with the
Federal Advisory Committee Act, the
CDC announces the following meeting
for the Board of Scientific Counselors,
Office of Public Health Preparedness
and Response, (BSC, OPHPR). This
meeting is open to the public, limited
only by the space available. The meeting
room accommodates up to 80 people.
Public participants should pre-register
for the meeting as described below.
Members of the public that wish to
attend this meeting in person should
pre-register by submitting the following
information by email, facsimile, or
phone (see contact person for more
information) no later than 12:00 noon
(EDT) on Wednesday, October 22, 2018:
• Full Name
• Organizational Affiliation
• Complete Mailing Address
• Citizenship
• Phone Number or Email Address
The public is also welcome to listen
to the meeting via Adobe Connect. Preregistration is required by clicking the
links below.
WEB ID: October 29, 2018 (1500
Seats) https://adobeconnect.cdc.gov/
e7gc21b4wp1/event/registration.html.
WEB ID: October 30, 2018 (1500
Seats) https://adobeconnect.cdc.gov/
e5j7o9ulmi8/event/registration.html.
Dial in number: 888–603–9747;
Participant code: 3564724 (100 Seats).
DATES: The meeting will be held on
October 29, 2018, 10:00 a.m.–to 5:00
p.m., EDT and October 30, 2018, 8:30
a.m.–3:30 p.m., EDT.
ADDRESSES: Centers for Disease Control
and Prevention (CDC), Global
Communications Center, Building 19,
Auditorium B3, 1600 Clifton Road NE,
Atlanta, Georgia 30329–4027.
FOR FURTHER INFORMATION CONTACT:
Dometa Ouisley, Office of Science and
Public Health Practice, Centers for
Disease Control and Prevention, 1600
Clifton Road NE, Mailstop D–44,
Atlanta, Georgia 30329–4027,
Telephone: (404) 639–7450; Fax: (404)
471–8772; Email:
OPHPR.BSC.Questions@cdc.gov.
SUMMARY:
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SUPPLEMENTARY INFORMATION:
Purpose: This Board is charged with
providing advice and guidance to the
Secretary, Department of Health and
Human Services (HHS), the Assistant
Secretary for Health (ASH), the Director,
Centers for Disease Control and
Prevention (CDC), and the Director,
Office of Public Health Preparedness
and Response (OPHPR), concerning
strategies and goals for the programs
and research within OPHPR, monitoring
the overall strategic direction and focus
of the OPHPR Divisions and Offices,
and administration and oversight of
peer review for OPHPR scientific
programs. For additional information
about the Board, please visit: https://
www.cdc.gov/phpr/science/
counselors.htm.
Matters to be Considered: The agenda
for day one of the meeting will include
discussions that will cover briefings and
BSC deliberation on the following
topics: Interval updates from the OPHPR
Director and OPHPR Divisions and
Offices; Presentation on Private Sector
and PH Emergency Preparedness &
Response Collaboration; and updates
from the Biological Agent Containment
working group.
Day two of the meeting will cover
briefings and BSC deliberation on the
following topics: Preparedness updates
from Liaison representatives; CDC’s
Public Health Data Strategy and Data
Preparedness initiatives; and updates on
Pandemic Flu Activities and Planning
Updates. Agenda items are subject to
change as priorities dictate.
The Chief Operating Officer, Centers
for Disease Control and Prevention, has
been delegated the authority to sign
Federal Register notices pertaining to
announcements of meetings and other
committee management activities, for
both the Centers for Disease Control and
Prevention and the Agency for Toxic
Substances and Disease Registry.
Sherri Berger,
Chief Operating Officer, Centers for Disease
Control and Prevention.
[FR Doc. 2018–21702 Filed 10–4–18; 8:45 am]
BILLING CODE 4163–19–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
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Federal Register / Vol. 83, No. 194 / Friday, October 5, 2018 / Notices
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 83 FR 6179–6185, dated
March 14, 2018) is amended to reflect
the details of the reorganization of the
Centers for Disease Control and
Prevention. This reorganization is being
undertaken to enhance CDC’s role in
leading business strategies, strategic and
risk management, and fiscal integrity
activities, as well as increase the
visibility of agency wide management
and customer services.
Section C–B, Organization and
Functions, is hereby amended as
follows:
Delete in its entirety the functional
statement for the Office of the Director
(CAJ1), Office of the Chief Operating
Officer (CAJ), and insert the following:
Office of the Director (CAJ1). (1)
Manages and directs the activities and
functions of the Office of the Chief
Operating Officer; (2) provides guidance
and support in the conduct of agencywide business services and management
activities performed for or by CIOs; (3)
participates in the development of
CDC’s priority areas, goals, and
objectives; (4) advises and assists the
CDC Director and other key officials on
all aspects of business services activities
and functions; (5) oversees operation of
the Working Capital Fund; and (6)
oversees governance of the Agency’s
labor management activities.
After the functional statement for the
Freedom of Information Act Office
(CAJ12), insert the following:
Strategic Business Initiatives Unit
(CAJ13). (1) Evaluates and conducts
agency-wide enterprise risk monitoring
and management; (2) develops and
executes the annual Federal Managers’
Financial Integrity Act program review;
(3) conducts special reviews and
appraises the adequacy and
effectiveness of agency-wide practices
and operations; (4) coordinates
responses to Office of the Inspector
General hotline and other agency
special reviews; (5) administers the
Federal Advisory Committee Act
program; (6) develops, coordinates, and
formalizes CDC operational policies; (7)
oversees the agency’s records
management program; and (8) manages
CDC’s delegations of authority and
organizational structure and functions.
Delete in their entirety the title and
functional statement for the Budget
Operations Services Branch (CAJEVJ),
Office of Financial Resources (CAJE),
and insert the following:
Budget Control and Compliance
Services Branch (CAJEVJ). (1) Conducts
agency-level budget functions, financial
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data analysis, and reporting; (2) assists
the Office of Budget Services in
providing budgetary information for
business decision-making support
surrounding public health; (3) conducts
ongoing reviews of budget systems used
to support the agency’s financial
management activities; (4) provides
ongoing budget control support for all
CDC/ATSDR funds; (5) reports
compliance of laws, regulations, and
decisions to the Director, Office of
Budget Services; (6) provides
information to the Director, Office of
Budget Services related to funds control
management for the agency’s budget; (7)
assists in the review of Congressional
bill language to identify and properly
account for earmarks and other directed
programs; (8) assists in fulfilling HHS
and OMB reporting requirements; (9)
calculates agency-level funding
authority during continuing resolution
periods, as required; and (10) provides
guidance and advice to the CDC CFO
and the Director, Office of Budget
Services, on issues related to use of CDC
appropriations and other matters
concerning budgetary policy, law and
regulations.
Delete in their entirety the title and
functional statement for the Infectious
Disease Budget Execution Services
Branch (CAJEVK), and insert the
following:
Budget Planning and Analytics
Services Branch (CAJEVK). (1) Assists in
developing plans to execute agencylevel budget; (2) ensures changes and
plans are in compliance with decisions
and agency direction; (3) assists CIOs in
establishing an agency-level planning
budget to forecast annual funding and
prepare spend plans for the upcoming
fiscal year; (4) conducts ongoing reviews
of budget systems used to support the
agency’s financial planning activities;
(5) provides budgetary support for
salary related costs including labor
distribution system; (6) coordinates
cross-cutting and ad hoc analysis of
agency resources and funds; (7)
provides support for international
budget execution and analysis; (8)
manages standard reoccurring reporting
on special initiatives HHS; and (9)
provides surge support for emergencies,
outbreaks, and special initiatives.
Delete in their entirety the title and
functional statement for the Public
Health Scientific Services Budget
Execution Services Branch (CAJEVL),
and insert the following:
Training, Development, and
Specialized Funding Budget Execution
Services Branch (CAJEVL). (1) Develops,
coordinates, and tracks budget
execution related training for CDC
personnel including the development of
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various budget certification programs;
(2) develops and maintains agency
budget execution standard operating
procedures, guidance, and job-aids; (3)
provides guidance and training support
for special funding types such as
Interagency Agreements (IAAs), gifts,
CRADAs, user fees, etc.; (4) establishes
and maintains systems to facilitate the
processing of special funding types; (5)
assists in developing reports for various
funding types and coordinates with
Program Resource Management and
Budget Execution Support teams; and
(6) supports process improvement and
workforce development initiatives
including performance management
designed to support optimal budget
execution.
Delete in their entirety the title and
functional statement for the Office of the
Director, OSTLTS, and Occupational
Safety and Health Budget Execution
Services Branch (CAJEVM), and insert
the following:
Budget Execution Services Branch 1
(CAJEVM). (1) Provides the legal and
regulatory expertise and support to
execute CDC’s budget within the
framework of HHS, OMB, and
Congressional regulations, and policies
of CDC OD; (2) manages the
expectations agreed upon in the Budget
Execution Services Service Level
Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4)
supports programs with funds
management including funds
certification; (5) provides the leadership
and guidance for spend plan creation
and administration, in compliance with
all federal guidelines and policies, such
as the Anti-Deficiency Act; (6) provides
the overall analysis of spend plans to
advise programs on future spending
decisions; (7) assists program officials in
developing sub-allocation of CIO, and/
or Division ceilings; (8) communicates
and shares knowledge with programs
and CDC’s budget analyst community;
and (9) performs cost-benefit analysis to
review financial requests and makes
recommendations for future-year
budget.
Delete in their entirety the title and
functional statement for the NonCommunicable Disease, Injury, and
Environmental Health Budget Execution
Services Branch (CAJEVN), and insert
the following:
Budget Execution Services Branch 2
(CAJEVN). (1) Provides the legal and
regulatory expertise and support to
execute CDC’s budget within the
framework of HHS, OMB, and
Congressional regulations, and policies
of CDC OD; (2) manages the
expectations agreed upon in the Budget
Execution Services Service Level
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Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4)
supports programs in with funds
management including funds
certification; (5) provides the leadership
and guidance for spend plan creation
and administration, in compliance with
all federal guidelines and policies, such
as the Anti-Deficiency Act; (6) provides
the overall analysis of spend plans to
advise programs on future spending
decisions; (7) assists program officials in
developing sub-allocation of CIO, and/
or Division ceilings; (8) communicates
and shares knowledge with programs
and CDC’s budget analyst community;
and (9) performs cost-benefit analysis to
review financial requests and makes
recommendations for future-year
budget.
Delete in their entirety the title and
functional statement for the Global
Health Budget Execution Services
Branch (CAJEVP), and insert the
following:
Budget Execution Services Branch 3
(CAJEVP). (1) Provides the legal and
regulatory expertise and support to
execute CDC’s budget within the
framework of HHS, OMB, and
Congressional regulations, and policies
of CDC OD; (2) manages the
expectations agreed upon in the Budget
Execution Services Service Level
Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4)
supports programs with funds
management including funds
certification; (5) provides the leadership
and guidance for spend plan creation
and administration, in compliance with
all federal guidelines and policies, such
as the Anti-Deficiency Act; (6) provides
the overall analysis of spend plans to
advise programs on future spending
decisions; (7) assists program officials in
developing sub-allocation of CIO, and/
or Division ceilings; (8) communicates
and shares knowledge with programs
and CDC’s budget analyst community;
and (9) performs cost-benefit analysis to
review financial requests and makes
recommendations for future-year
budget.
Delete in their entirety the title and
functional statement for the
Preparedness, Response, and Office of
the Chief Operating Officer Budget
Execution Services Branch (CAJEVQ),
and insert the following:
Budget Execution Services Branch 4
(CAJEVQ). (1) Provides the legal and
regulatory expertise and support to
execute CDC’s budget within the
framework of HHS, OMB, and
Congressional regulations, and policies
of CDC OD; (2) manages the
expectations agreed upon in the Budget
Execution Services Service Level
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Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4)
supports programs with funds
management including funds
certification; (5) provides the leadership
and guidance for spend plan creation
and administration, in compliance with
all federal guidelines and policies, such
as the Anti-Deficiency Act; (6) provides
the overall analysis of spend plans to
advise programs on future spending
decisions; (7) assists program officials in
developing sub-allocation of CIO, and/
or Division ceilings; (8) communicates
and shares knowledge with programs
and CDC’s budget analyst community;
and (9) performs cost-benefit analysis to
review financial requests and makes
recommendations for future-year
budget.
After the functional statement for the
Office of the Director (CAJ1), Office of
the Chief Information Officer (CAJR),
and insert the following:
Technology Modernization and
Solutions Office (CAJR15). The mission
of the Technology and Modernization
Office (TMSO) is to bring out
innovation, agility, and resilience of
OCIO’s information technology
throughout the portfolio lifecycle. To
carry out its mission, TMSO: (1) Leads,
plans, and manages CDC’s information
technology (IT) budget development and
review processes; (2) advances the field
of public health information technology
for the Agency through applied research
and innovation; (3) coordinates the
development and implementation of
OCIO enterprise portfolio and
investment strategy; (4) establishes,
implements and communicates a
comprehensive and integrated
framework for CDC enterprise
architecture; (5) identifies needs and
resources for new initiatives and assigns
responsibilities for their development;
(6) provides centralized information
technology portfolio services; and (7)
coordinates the development of a
research agenda for information
technology and public health
collaboration.
Enterprise Information Technology
Portfolio Office (CAJR152). (1) Plans and
directs the capital planning investment
Control processes including investment
selection, control and evaluation,
business case analyses, lifecycle
reviews, portfolio development,
performance measures, and investment
prioritization procedures; (2) develops
and monitors earned value management
analyses of project cost, schedule and
deliverable commitments; (3) provides
guidance to program and project
managers on the use of the tools for
preparing investment documentation
that meet CDC, HHS, and OMB
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requirements; (4) develops CDC IT
strategic and tactical plans; (5) provides
guidance to program and project
managers on technology business
management; (6) leads development of
the enterprise architecture and
transition strategies; (7) collaborates
with CDC staff to develop business
process models for CDC public health
functions; (8) develops and maintains a
shared services catalog to promote reuse
of existing resources; (9) supports CDC
information resource governance
structures including common processes,
tools, techniques; (10) identifies needs
and develops strategies and approaches
to acquire and manage enterprise
statistical software licenses; and (11)
develops internal cost allocation
methods and coordinates allocation of
costs for annual license renewal
payments.
Informatics Innovation Unit
(CAJR153). (1) Collaborates with CDC
programs and the broader public health
community to develop innovative
technologies and techniques to
positively impact public health practice;
(2) transitions new technology-based
solutions, standards, and techniques to
programs for deployment and
implementation; (3) provides
consultation, evaluation, guidance, and
support in the use of new informatics
solutions; (4) rapidly define problems,
create prototypes, conduct pilot
projects, and examine and test
hypotheses to support information
technology solutions; (5) participates
and represents the agency on technology
innovation committees, workgroups,
organizations, and councils, within CDC
and with other federal agencies; (6)
provides education to fellows,
colleagues, and partners on emerging
information technology tools,
techniques, and methodologies; and (7)
provides regular updates to leadership
as to the status of all projects in the
technology innovation laboratory.
Office of Business Operations
(CAJR16). (1) Manages OCIO centralized
internal accounting services, and budget
services; (2) provides guidance,
oversight, and coordination in the
internal areas of organizational and
human capital management, continual
process improvement, policy,
performance, communication, budget
formulation, enterprise risk
management, administrative
management and internal acquisition
services; (3) provides expertise in
interpreting applicable laws,
regulations, policies, and offers
guidance, direction, and coordination in
resolving issues; (4) advises and assists
the CDC Chief Information Officer,
OCIO office directors, and senior staff
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on all matters regarding internal
business service operations; (5)
maintains internal controls; (6)
coordinates and manages operationally
focused project teams; (7) provides
leadership and strategic support in the
determination of long-term operational
needs; (8) provides collaboration and
centralized consolidation of Office
reporting requirements; (9) provides
strategic planning and coordination of
OCIO transformation projects and
initiatives; and (10) manages and
implements special projects sponsored
by OCIO leadership.
Policy, Performance and
Communications Activity (CAJR162). (1)
Provides leadership, oversight, and
guidance for OCIO Enterprise Risk
Management; (2) identifies systemic
operational risks and issues and
communicates them to OCIO leadership
for consideration, mitigation and issue
resolution; (3) provides leadership,
coordination, and collaboration on
OCIO issues management and triaging,
and ensures the process of ongoing
issues identification, management and
resolution; (4) establishes OCIO
business performance metrics and
coordinates reviews to ascertain status
on meeting the metrics; (5) conducts
business analytics and reporting on
performance data collected from other
OCIO offices and sections; (6) provides
reporting for annual planning meetings,
annual reports, data calls, end-of-year
coordination, and ad-hoc requests; (7)
leads OCIO performance management,
including the development of strategic
plans, performance metrics, dashboards,
and Quarterly Program Review
materials; (8) manages and coordinates
the development of organizational and
CDC-wide information technology
policies to support CDC’s public health
science and programs; (9) manages and
responds to Congressional inquiries and
media requests as it relates to support of
CDC’s information technology policies;
(10) serves as the point of contact for the
policy analysis, technical review and
final clearance of executive
correspondence and policy documents
that require approval from the Chief
Information Officer, OCIO Leadership
Team, or officials; (11) provides
coordination and oversight for internal
and external OCIO communications;
(12) provides communications support
for executive presentations, messages,
and meetings; (13) ensures accurate and
consistent information dissemination,
including Freedom Of Information Act
requests and Executive Secretariat
controlled correspondence; (14) ensures
consistent application of CDC
correspondence standards and styles;
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and (15) provides leadership, technical
assistance, and consultation in
establishing best practices in internal
and external business communication
and implements external
communication strategies to promote
and protect OCIO and the agency’s
brand (e.g. employee communications,
intranet, internet and other
communication platforms).
Management Services Activity
(CAJR163). (1) Provides budgetary
information for business decisionmaking support surrounding
information technology investments in
support of the agency’s mission and
goals; (2) provides OCIO spend plan
validation, remediation, and analysis;
(3) prepares annual OCIO budget
formulation and budget justifications;
(4) ensures budget plans and changes
are in compliance with decisions and
agency direction; (5) plans, develops,
manages, and conducts oversight of
CDC’s information services contracts; (6)
coordinates and facilitates OCIO
contracts use including requirements
development, specifications,
performance needs, quality assurance
and service delivery, and contract
administration; (7) provides guidance
and assistance to programs on the
various aspects of the contracts to meet
their requirements; (8) coordinates and
manages annual contract forecasting
activities; (9) participates with senior
management in program planning,
policy determinations, evaluations, and
decisions concerning escalation points
for acquisitions and financial
management; (10) conducts policy
analysis, tracking, review and clearance
as it relates to acquisitions and financial
management to support CDC’s public
health science and programs; (11)
provides workforce and human capital
management oversight and direction for
all OCIO components including
employee relations; (12) gathers and
analyzes information concerning OCIO
workforce challenges and/or
opportunities for leadership awareness,
strategic planning, and operational
improvement; (13) collects and analyzes
data from employee viewpoint surveys
and other sources to inform OCIO
leadership and future initiatives; and
(14) provides and oversees the delivery
of OCIO-wide administrative
management and support services in the
areas of fiscal management, personnel,
travel, records management, internal
controls, and other administrative
services.
Enterprise Data Office (CARG). (1)
Develops, promotes, implements, and
evaluates data science approaches for
improved research of large and complex
data sets; (2) maintains and leverages
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50377
data acquired from multiple sources; (3)
develops and implements solutions,
often with partners and collaborators, to
strengthen information systems and
reporting; (4) develops and implements
computer-based decision support tools
and mobile applications that help to
inform better decision-making; and (5)
collaborates with other CDC programs to
develop and promote informatics
solutions for improving data
management, practice, and
preparedness; and (6) promotes a
multidisciplinary approach (which
includes statistics, analytics, data
management, informatics, and
evaluation sciences) to assure that the
CDC programs, information systems,
and data serve public health program
objectives.
Delete in their entirety the titles and
functional statements for the Enterprise
Information Technology Portfolio Office
(CAJR12), Acquisition Program
Management Office (CAJR14), and the
Management Analysis and Services
Office (CAJRC).
Delete in its entirety the title and
functional statement for Informatics
Innovation Unit (CPNC12), Office of the
Director (CPN1), Center for Surveillance,
Epidemiology, and Laboratory Services
(CPN).
This reorganization was approved by the
Director, CDC.
Robert Redfield,
Director, Centers for Disease Control and
Prevention.
[FR Doc. 2018–21670 Filed 10–4–18; 8:45 am]
BILLING CODE 4160–18–P
DEPARTMENT OF HEALTH AND
HUMAN SERVICES
Centers for Disease Control and
Prevention
Notice of Closed Meeting
Pursuant to section 10(d) of the
Federal Advisory Committee Act, as
amended, notice is hereby given of the
following meeting.
The meeting will be closed to the
public in accordance with the
provisions set forth in sections
552b(c)(4) and 552b(c)(6), Title 5 U.S.C.,
as amended, and the Determination of
the Chief Operating Officer, CDC,
pursuant to Public Law 92–463. The
grant applications and the discussions
could disclose confidential trade secrets
or commercial property such as
patentable material, and personal
information concerning individuals
associated with the grant applications,
the disclosure of which would
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]]>Agencies
[Federal Register Volume 83, Number 194 (Friday, October 5, 2018)]
[Notices]
[Pages 50374-50377]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2018-21670]
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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
[[Page 50375]]
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 83 FR 6179-6185, dated March 14, 2018) is amended to
reflect the details of the reorganization of the Centers for Disease
Control and Prevention. This reorganization is being undertaken to
enhance CDC's role in leading business strategies, strategic and risk
management, and fiscal integrity activities, as well as increase the
visibility of agency wide management and customer services.
Section C-B, Organization and Functions, is hereby amended as
follows:
Delete in its entirety the functional statement for the Office of
the Director (CAJ1), Office of the Chief Operating Officer (CAJ), and
insert the following:
Office of the Director (CAJ1). (1) Manages and directs the
activities and functions of the Office of the Chief Operating Officer;
(2) provides guidance and support in the conduct of agency-wide
business services and management activities performed for or by CIOs;
(3) participates in the development of CDC's priority areas, goals, and
objectives; (4) advises and assists the CDC Director and other key
officials on all aspects of business services activities and functions;
(5) oversees operation of the Working Capital Fund; and (6) oversees
governance of the Agency's labor management activities.
After the functional statement for the Freedom of Information Act
Office (CAJ12), insert the following:
Strategic Business Initiatives Unit (CAJ13). (1) Evaluates and
conducts agency-wide enterprise risk monitoring and management; (2)
develops and executes the annual Federal Managers' Financial Integrity
Act program review; (3) conducts special reviews and appraises the
adequacy and effectiveness of agency-wide practices and operations; (4)
coordinates responses to Office of the Inspector General hotline and
other agency special reviews; (5) administers the Federal Advisory
Committee Act program; (6) develops, coordinates, and formalizes CDC
operational policies; (7) oversees the agency's records management
program; and (8) manages CDC's delegations of authority and
organizational structure and functions.
Delete in their entirety the title and functional statement for the
Budget Operations Services Branch (CAJEVJ), Office of Financial
Resources (CAJE), and insert the following:
Budget Control and Compliance Services Branch (CAJEVJ). (1)
Conducts agency-level budget functions, financial data analysis, and
reporting; (2) assists the Office of Budget Services in providing
budgetary information for business decision-making support surrounding
public health; (3) conducts ongoing reviews of budget systems used to
support the agency's financial management activities; (4) provides
ongoing budget control support for all CDC/ATSDR funds; (5) reports
compliance of laws, regulations, and decisions to the Director, Office
of Budget Services; (6) provides information to the Director, Office of
Budget Services related to funds control management for the agency's
budget; (7) assists in the review of Congressional bill language to
identify and properly account for earmarks and other directed programs;
(8) assists in fulfilling HHS and OMB reporting requirements; (9)
calculates agency-level funding authority during continuing resolution
periods, as required; and (10) provides guidance and advice to the CDC
CFO and the Director, Office of Budget Services, on issues related to
use of CDC appropriations and other matters concerning budgetary
policy, law and regulations.
Delete in their entirety the title and functional statement for the
Infectious Disease Budget Execution Services Branch (CAJEVK), and
insert the following:
Budget Planning and Analytics Services Branch (CAJEVK). (1) Assists
in developing plans to execute agency-level budget; (2) ensures changes
and plans are in compliance with decisions and agency direction; (3)
assists CIOs in establishing an agency-level planning budget to
forecast annual funding and prepare spend plans for the upcoming fiscal
year; (4) conducts ongoing reviews of budget systems used to support
the agency's financial planning activities; (5) provides budgetary
support for salary related costs including labor distribution system;
(6) coordinates cross-cutting and ad hoc analysis of agency resources
and funds; (7) provides support for international budget execution and
analysis; (8) manages standard reoccurring reporting on special
initiatives HHS; and (9) provides surge support for emergencies,
outbreaks, and special initiatives.
Delete in their entirety the title and functional statement for the
Public Health Scientific Services Budget Execution Services Branch
(CAJEVL), and insert the following:
Training, Development, and Specialized Funding Budget Execution
Services Branch (CAJEVL). (1) Develops, coordinates, and tracks budget
execution related training for CDC personnel including the development
of various budget certification programs; (2) develops and maintains
agency budget execution standard operating procedures, guidance, and
job-aids; (3) provides guidance and training support for special
funding types such as Interagency Agreements (IAAs), gifts, CRADAs,
user fees, etc.; (4) establishes and maintains systems to facilitate
the processing of special funding types; (5) assists in developing
reports for various funding types and coordinates with Program Resource
Management and Budget Execution Support teams; and (6) supports process
improvement and workforce development initiatives including performance
management designed to support optimal budget execution.
Delete in their entirety the title and functional statement for the
Office of the Director, OSTLTS, and Occupational Safety and Health
Budget Execution Services Branch (CAJEVM), and insert the following:
Budget Execution Services Branch 1 (CAJEVM). (1) Provides the legal
and regulatory expertise and support to execute CDC's budget within the
framework of HHS, OMB, and Congressional regulations, and policies of
CDC OD; (2) manages the expectations agreed upon in the Budget
Execution Services Service Level Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4) supports programs with funds
management including funds certification; (5) provides the leadership
and guidance for spend plan creation and administration, in compliance
with all federal guidelines and policies, such as the Anti-Deficiency
Act; (6) provides the overall analysis of spend plans to advise
programs on future spending decisions; (7) assists program officials in
developing sub-allocation of CIO, and/or Division ceilings; (8)
communicates and shares knowledge with programs and CDC's budget
analyst community; and (9) performs cost-benefit analysis to review
financial requests and makes recommendations for future-year budget.
Delete in their entirety the title and functional statement for the
Non-Communicable Disease, Injury, and Environmental Health Budget
Execution Services Branch (CAJEVN), and insert the following:
Budget Execution Services Branch 2 (CAJEVN). (1) Provides the legal
and regulatory expertise and support to execute CDC's budget within the
framework of HHS, OMB, and Congressional regulations, and policies of
CDC OD; (2) manages the expectations agreed upon in the Budget
Execution Services Service Level
[[Page 50376]]
Agreement; (3) promotes structured, ongoing partnerships with CIOs; (4)
supports programs in with funds management including funds
certification; (5) provides the leadership and guidance for spend plan
creation and administration, in compliance with all federal guidelines
and policies, such as the Anti-Deficiency Act; (6) provides the overall
analysis of spend plans to advise programs on future spending
decisions; (7) assists program officials in developing sub-allocation
of CIO, and/or Division ceilings; (8) communicates and shares knowledge
with programs and CDC's budget analyst community; and (9) performs
cost-benefit analysis to review financial requests and makes
recommendations for future-year budget.
Delete in their entirety the title and functional statement for the
Global Health Budget Execution Services Branch (CAJEVP), and insert the
following:
Budget Execution Services Branch 3 (CAJEVP). (1) Provides the legal
and regulatory expertise and support to execute CDC's budget within the
framework of HHS, OMB, and Congressional regulations, and policies of
CDC OD; (2) manages the expectations agreed upon in the Budget
Execution Services Service Level Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4) supports programs with funds
management including funds certification; (5) provides the leadership
and guidance for spend plan creation and administration, in compliance
with all federal guidelines and policies, such as the Anti-Deficiency
Act; (6) provides the overall analysis of spend plans to advise
programs on future spending decisions; (7) assists program officials in
developing sub-allocation of CIO, and/or Division ceilings; (8)
communicates and shares knowledge with programs and CDC's budget
analyst community; and (9) performs cost-benefit analysis to review
financial requests and makes recommendations for future-year budget.
Delete in their entirety the title and functional statement for the
Preparedness, Response, and Office of the Chief Operating Officer
Budget Execution Services Branch (CAJEVQ), and insert the following:
Budget Execution Services Branch 4 (CAJEVQ). (1) Provides the legal
and regulatory expertise and support to execute CDC's budget within the
framework of HHS, OMB, and Congressional regulations, and policies of
CDC OD; (2) manages the expectations agreed upon in the Budget
Execution Services Service Level Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4) supports programs with funds
management including funds certification; (5) provides the leadership
and guidance for spend plan creation and administration, in compliance
with all federal guidelines and policies, such as the Anti-Deficiency
Act; (6) provides the overall analysis of spend plans to advise
programs on future spending decisions; (7) assists program officials in
developing sub-allocation of CIO, and/or Division ceilings; (8)
communicates and shares knowledge with programs and CDC's budget
analyst community; and (9) performs cost-benefit analysis to review
financial requests and makes recommendations for future-year budget.
After the functional statement for the Office of the Director
(CAJ1), Office of the Chief Information Officer (CAJR), and insert the
following:
Technology Modernization and Solutions Office (CAJR15). The mission
of the Technology and Modernization Office (TMSO) is to bring out
innovation, agility, and resilience of OCIO's information technology
throughout the portfolio lifecycle. To carry out its mission, TMSO: (1)
Leads, plans, and manages CDC's information technology (IT) budget
development and review processes; (2) advances the field of public
health information technology for the Agency through applied research
and innovation; (3) coordinates the development and implementation of
OCIO enterprise portfolio and investment strategy; (4) establishes,
implements and communicates a comprehensive and integrated framework
for CDC enterprise architecture; (5) identifies needs and resources for
new initiatives and assigns responsibilities for their development; (6)
provides centralized information technology portfolio services; and (7)
coordinates the development of a research agenda for information
technology and public health collaboration.
Enterprise Information Technology Portfolio Office (CAJR152). (1)
Plans and directs the capital planning investment Control processes
including investment selection, control and evaluation, business case
analyses, lifecycle reviews, portfolio development, performance
measures, and investment prioritization procedures; (2) develops and
monitors earned value management analyses of project cost, schedule and
deliverable commitments; (3) provides guidance to program and project
managers on the use of the tools for preparing investment documentation
that meet CDC, HHS, and OMB requirements; (4) develops CDC IT strategic
and tactical plans; (5) provides guidance to program and project
managers on technology business management; (6) leads development of
the enterprise architecture and transition strategies; (7) collaborates
with CDC staff to develop business process models for CDC public health
functions; (8) develops and maintains a shared services catalog to
promote reuse of existing resources; (9) supports CDC information
resource governance structures including common processes, tools,
techniques; (10) identifies needs and develops strategies and
approaches to acquire and manage enterprise statistical software
licenses; and (11) develops internal cost allocation methods and
coordinates allocation of costs for annual license renewal payments.
Informatics Innovation Unit (CAJR153). (1) Collaborates with CDC
programs and the broader public health community to develop innovative
technologies and techniques to positively impact public health
practice; (2) transitions new technology-based solutions, standards,
and techniques to programs for deployment and implementation; (3)
provides consultation, evaluation, guidance, and support in the use of
new informatics solutions; (4) rapidly define problems, create
prototypes, conduct pilot projects, and examine and test hypotheses to
support information technology solutions; (5) participates and
represents the agency on technology innovation committees, workgroups,
organizations, and councils, within CDC and with other federal
agencies; (6) provides education to fellows, colleagues, and partners
on emerging information technology tools, techniques, and
methodologies; and (7) provides regular updates to leadership as to the
status of all projects in the technology innovation laboratory.
Office of Business Operations (CAJR16). (1) Manages OCIO
centralized internal accounting services, and budget services; (2)
provides guidance, oversight, and coordination in the internal areas of
organizational and human capital management, continual process
improvement, policy, performance, communication, budget formulation,
enterprise risk management, administrative management and internal
acquisition services; (3) provides expertise in interpreting applicable
laws, regulations, policies, and offers guidance, direction, and
coordination in resolving issues; (4) advises and assists the CDC Chief
Information Officer, OCIO office directors, and senior staff
[[Page 50377]]
on all matters regarding internal business service operations; (5)
maintains internal controls; (6) coordinates and manages operationally
focused project teams; (7) provides leadership and strategic support in
the determination of long-term operational needs; (8) provides
collaboration and centralized consolidation of Office reporting
requirements; (9) provides strategic planning and coordination of OCIO
transformation projects and initiatives; and (10) manages and
implements special projects sponsored by OCIO leadership.
Policy, Performance and Communications Activity (CAJR162). (1)
Provides leadership, oversight, and guidance for OCIO Enterprise Risk
Management; (2) identifies systemic operational risks and issues and
communicates them to OCIO leadership for consideration, mitigation and
issue resolution; (3) provides leadership, coordination, and
collaboration on OCIO issues management and triaging, and ensures the
process of ongoing issues identification, management and resolution;
(4) establishes OCIO business performance metrics and coordinates
reviews to ascertain status on meeting the metrics; (5) conducts
business analytics and reporting on performance data collected from
other OCIO offices and sections; (6) provides reporting for annual
planning meetings, annual reports, data calls, end-of-year
coordination, and ad-hoc requests; (7) leads OCIO performance
management, including the development of strategic plans, performance
metrics, dashboards, and Quarterly Program Review materials; (8)
manages and coordinates the development of organizational and CDC-wide
information technology policies to support CDC's public health science
and programs; (9) manages and responds to Congressional inquiries and
media requests as it relates to support of CDC's information technology
policies; (10) serves as the point of contact for the policy analysis,
technical review and final clearance of executive correspondence and
policy documents that require approval from the Chief Information
Officer, OCIO Leadership Team, or officials; (11) provides coordination
and oversight for internal and external OCIO communications; (12)
provides communications support for executive presentations, messages,
and meetings; (13) ensures accurate and consistent information
dissemination, including Freedom Of Information Act requests and
Executive Secretariat controlled correspondence; (14) ensures
consistent application of CDC correspondence standards and styles; and
(15) provides leadership, technical assistance, and consultation in
establishing best practices in internal and external business
communication and implements external communication strategies to
promote and protect OCIO and the agency's brand (e.g. employee
communications, intranet, internet and other communication platforms).
Management Services Activity (CAJR163). (1) Provides budgetary
information for business decision-making support surrounding
information technology investments in support of the agency's mission
and goals; (2) provides OCIO spend plan validation, remediation, and
analysis; (3) prepares annual OCIO budget formulation and budget
justifications; (4) ensures budget plans and changes are in compliance
with decisions and agency direction; (5) plans, develops, manages, and
conducts oversight of CDC's information services contracts; (6)
coordinates and facilitates OCIO contracts use including requirements
development, specifications, performance needs, quality assurance and
service delivery, and contract administration; (7) provides guidance
and assistance to programs on the various aspects of the contracts to
meet their requirements; (8) coordinates and manages annual contract
forecasting activities; (9) participates with senior management in
program planning, policy determinations, evaluations, and decisions
concerning escalation points for acquisitions and financial management;
(10) conducts policy analysis, tracking, review and clearance as it
relates to acquisitions and financial management to support CDC's
public health science and programs; (11) provides workforce and human
capital management oversight and direction for all OCIO components
including employee relations; (12) gathers and analyzes information
concerning OCIO workforce challenges and/or opportunities for
leadership awareness, strategic planning, and operational improvement;
(13) collects and analyzes data from employee viewpoint surveys and
other sources to inform OCIO leadership and future initiatives; and
(14) provides and oversees the delivery of OCIO-wide administrative
management and support services in the areas of fiscal management,
personnel, travel, records management, internal controls, and other
administrative services.
Enterprise Data Office (CARG). (1) Develops, promotes, implements,
and evaluates data science approaches for improved research of large
and complex data sets; (2) maintains and leverages data acquired from
multiple sources; (3) develops and implements solutions, often with
partners and collaborators, to strengthen information systems and
reporting; (4) develops and implements computer-based decision support
tools and mobile applications that help to inform better decision-
making; and (5) collaborates with other CDC programs to develop and
promote informatics solutions for improving data management, practice,
and preparedness; and (6) promotes a multidisciplinary approach (which
includes statistics, analytics, data management, informatics, and
evaluation sciences) to assure that the CDC programs, information
systems, and data serve public health program objectives.
Delete in their entirety the titles and functional statements for
the Enterprise Information Technology Portfolio Office (CAJR12),
Acquisition Program Management Office (CAJR14), and the Management
Analysis and Services Office (CAJRC).
Delete in its entirety the title and functional statement for
Informatics Innovation Unit (CPNC12), Office of the Director (CPN1),
Center for Surveillance, Epidemiology, and Laboratory Services (CPN).
This reorganization was approved by the Director, CDC.
Robert Redfield,
Director, Centers for Disease Control and Prevention.
[FR Doc. 2018-21670 Filed 10-4-18; 8:45 am]
BILLING CODE 4160-18-P
