Reorganization of the National Center for State, Tribal, Local, and Territorial Public Health Infrastructure and Workforce, 44338-44343 [2023-14705]
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Federal Register / Vol. 88, No. 132 / Wednesday, July 12, 2023 / Notices
division’s work; (2) adds new
capabilities to products and services
that the OPHDST divisions deliver; (3)
in coordination with the OD, develops
a cross-division technical strategy as
required by the Public Health Data
Strategy and in anticipation future
public health needs; (4) builds tools and
services to ensure data quality and
integrity across the division; and (5)
leads, promotes, and supports the Data
Engineering and Data Science
community of practices within the
division.
Office of Director (CAKG1). (1)
provides consultation, strategic
guidance, and subject matter expertise
to the OPHDST director and deputy
directors to execute on OPHDST
priorities; (2) represents CDC and
OPHDST with external partners,
including STLT partners; (3) provides
leadership to and supervision of the
division’s branches; (4) works with
OPHDST/OD to ensure hiring, spending
plans, and budgets are in line with
overall division strategies and priorities;
(5) ensures the OPHDST strategy is
executed in the Platforms Division and
aligned with overall CDC and Public
Health Data Strategy goals; (6) proposes
resource priorities throughout the
budget cycle; (7) ensures data quality
and integrity across the division; (8)
identifies dependencies and coordinates
synergies between Platforms and
OPHDST offices and divisions; (9)
ensures communications are aligned
OPHDST/OD and shared across the
Platforms Division; and (10) leads,
promotes, and supports the Data
Engineering and Data Science
community of practices within the
division.
Shared Technology Platform Branch
(CAKGB). (1) builds and procures tools,
services, and infrastructure that are used
across divisions and that support the
Public Health Data Strategy; (2) in
coordination with the OPHDST/OD, add
new capabilities to products and
services that the divisions deliver; (3)
take a human-centered design approach,
engaging with customers and end users;
(4) in coordination with the OD and
other OPHDST divisions, works on core
technology that promotes and assists
interoperability between healthcare and
public health as well as between public
health agencies; and (5) develops tools
to observe data quality and integrity
across OPHDST.
Shared Data Platform Branch
(CAKGC). (1) builds and procures data
terminology and models that are used
across divisions and to support the
Public Health Data Strategy; (2)
innovates the use of statistical and
machine learning techniques for public
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health purposes; (3) in coordination
with the OD, add new capabilities to
products and services that the OPHDST
divisions deliver; (4) develops
approaches to measure data quality and
integrity across OPHDST; and (5) leads,
promotes, and supports the Data
Engineering and Data Science
community of practices within the
division.
V. Under Part C, Section C–B,
Organization and Functions, the
following organizational units are
deleted in their entirety:
• Enterprise Data Office (CAJR17)
within the Office of the Director, Office
of the Chief Operating Officer.
• Division of Health Informatics and
Surveillance Systems (CPNE) within the
Center for Surveillance, Epidemiology
and Laboratory Services (CPN), Deputy
Director for Public Health Science and
Surveillance.
• Information Systems Branch
(CPNEB) within the Center for
Surveillance, Epidemiology and
Laboratory Services (CPN), Deputy
Director for Public Health Science and
Surveillance.
• Surveillance and Data Branch
(CPNEC) within the Center for
Surveillance, Epidemiology and
Laboratory Services (CPN), Deputy
Director for Public Health Science and
Surveillance.
• Partnerships and Evaluation Branch
(CPNED) within the Center for
Surveillance, Epidemiology and
Laboratory Services (CPN), Deputy
Director for Public Health Science and
Surveillance.
Delegations of Authority
All delegations and redelegations of
authority made to officials and
employees of affected organizational
components will continue in them or
their successors pending further
redelegation, provided they are
consistent with this reorganization.
(Authority: 44 U.S.C. 3101)
Robin D. Bailey, Jr.,
Chief Operating Officer, Centers for Disease
Control and Prevention.
[FR Doc. 2023–14698 Filed 7–11–23; 8:45 am]
BILLING CODE 4163–18–P
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DEPARTMENT OF HEALTH AND
HUMAN SERVICES
Centers for Disease Control and
Prevention
Reorganization of the National Center
for State, Tribal, Local, and Territorial
Public Health Infrastructure and
Workforce
Centers for Disease Control and
Prevention (CDC), the Department of
Health and Human Services (HHS).
ACTION: Notice.
AGENCY:
CDC has modified its
structure. This notice announces the
reorganization of the State, Tribal,
Local, and Territorial Public Health
Infrastructure and Workforce,
henceforth referred to as the Public
Health Infrastructure Center (PHIC).
PHIC reorganized to enhance and enable
coordination for partners collectively
working to bolster the Nation’s public
health infrastructure.
DATES: This reorganization was
approved by the Director of CDC on
June 28, 2023.
FOR FURTHER INFORMATION CONTACT:
D’Artonya Graham, Office of the Chief
Operating Officer, Office of the Director,
Centers for Disease Control and
Prevention, 1600 Clifton Road NE, MS
TW–2, Atlanta, GA 30329. Telephone
770–488–4401; Email: reorgs@cdc.gov.
SUPPLEMENTARY INFORMATION: 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 88 FR 9290–9291, dated
February 13, 2023) is amended to reflect
the reorganization of the National
Center for State, Tribal, Local, and
Territorial Public Health Infrastructure
and Workforce, Centers for Disease
Control and Prevention. Specifically,
the changes are as follows:
I. Under Part C, Section C–B,
Organization and Functions, insert the
following:
• National Center for State, Tribal,
Local, and Territorial Public Health
Infrastructure and Workforce (CH)
• Office of the Director (CH1)
• Office of Tribal Affairs and Strategic
Alliances (CH12)
• Office of Rural Health (CH13)
• Division of Jurisdictional Support
(CHB)
• Office of the Director (CHB1)
• Capacity Building and Strategic
Resource Management Branch (CHBB)
SUMMARY:
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• Public Health Infrastructure Capacity
Building and Implementation Branch
(CHBC)
• Program Services and Innovation
Branch (CHBD)
• Division of Partnership Support
(CHC)
• Office of the Director (CHC1)
• Partnership Resources Management
Branch (CHCB)
• Partnerships and Performance
Improvement Branch (CHCC)
• Division of Workforce Development
(CHD)
• Office of the Director (CHD1)
• Education and Training Services
Branch (CHDB)
• Epidemiology and Laboratory
Workforce Branch (CHDC)
• Field Services Workforce Branch
(CHDD)
• Public Health Workforce Branch
(CHDE
II. Under Part C, Section C–B,
Organization and Functions, add the
following functional statements:
National Center for State, Tribal,
Local, and Territorial Public Health
Infrastructure and Workforce (CH). The
National Center for State, Tribal, Local,
and Territorial Public Health
Infrastructure and Workforce,
henceforth referred to as the Public
Health Infrastructure Center (PHIC),
strengthens the Nation’s public health
infrastructure by providing underlying
systems, processes, and expertise across
critical cross-cutting functional areas
and bolstering the agency’s core
capabilities. In carrying out its mission,
PHIC: (1) engages and coordinates
relationships with jurisdictions and
CDC’s public health partners to provide
enterprise management of programs that
build and maintain the Nation’s public
health infrastructure (PHI); (2) enhances
experiences for funded partners and
state, tribal, local, and territorial (STLT)
jurisdictions; (3) develops strategic goals
and objectives, provides leadership,
scientific oversight, and guidance for
PHI; (4) proactively engages and
collaborates with Centers, Institute, and
Offices (CIOs) across the agency to
support jurisdictions, external
partnerships, and CDC’s internal
workforce; (5) streamlines and
coordinates cross-cutting funding
mechanisms in support of PHI; (6)
provides support through specific
workforce development programming,
guidance, technical assistance (TA), and
funding for jurisdictions; (7) invests in
internal workforce development
programs that directly reinforce CDC’s
capacity to support jurisdictions; (8)
identifies and supports implementation
of cross-cutting evidence-based
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approaches to improve public health
agency and system performance; (9)
establishes and maintains effective
strategic relationships, partnerships,
and alliances with organizational
elements of the public health system;
and (10) leads evaluation and reporting
activities on the effectiveness of
partnership engagement and
performance of funding mechanisms.
Office of the Director (CH1). (1)
provides the overarching vision and
strategic direction for PHIC; (2)
collaborates and consults with other
Centers, working groups, state and local
health departments, other Federal
agencies, and other partners, to
accomplish the mission of the center; (3)
manages, directs, and coordinates the
policy, strategy, operations, and fiscal
activities of PHIC; (4) works with CDC
leadership to ensure spend plans,
budget planning, and budget execution
are in line with the overall public health
infrastructure strategies and priorities;
(5) provides and coordinates Centerwide administrative, management, and
support services in the areas of fiscal
management, personnel, travel,
procurement, facility management, and
other administrative services; (6)
manages the coordination of workforce
development and succession planning
activities, and provides human capital
management, planning, and training
consultation services; (7) co-develops
execution strategies for PHIC with the
division directors; (8) ensures that the
PHIC strategy is executed by the
divisions and aligned with overall CDC
goals; (9) evaluates the strategies, focus,
and prioritization of the division
research, program, and corresponding
budget activities; (10) defines goals and
objectives for policy formation,
scientific oversight, and guidance in
program planning and development,
ensuring that policy development is
consistent and appropriate; (11)
reviews, prepares, coordinates, and
develops congressional testimony and
briefing materials; (12) establishes and
implements a communications strategy
in support of PHIC overarching goals
and priorities, ensuring that
communication distributed by the
Center is timely, accurate, clear and
relevant to intended audiences; (13)
leads infusion of health equity
principles into the planning,
implementation, and evaluation of
activities and engagement in all parts of
PHIC; (14) provides oversight on
scientific clearance and ensures quality
of scientific work through setting a
scientific agenda; (15) represents PHIC
and at times CDC at professional and
scientific meetings, within and outside
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CDC; (16) sets the strategy for funding
through grants and cooperative
agreements (CoAgs) and track
accountability measures across PHIC
and CDC while reducing administrative
burden to recipients; (17) promotes and
advances Diversity, Equity, Inclusion,
Accessibility, and Belonging; and (18)
establishes a menu of common measures
and indicators for evaluation of PHIrelated programs to measure success
and gaps for building foundational
capabilities.
Office of Tribal Affairs and Strategic
Alliances (CH12). (1) serves as CDC’s
principal point of contact for tribes and
tribal serving organizations; (2) provides
CDC-wide leadership for CDCs tribal
related partnerships and activities; (3)
affirms the government-to-government
relationship between CDC and
American Indian/Alaska Native (AI/AN)
tribes; (4) connects tribal nations and
tribal-serving organizations to CDC
programs by advancing connections,
providing expertise, and increasing
resources to improve cross-cutting tribal
public health infrastructure helping to
ensure AI/AN communities receive
public health services that keep them
safe and healthy; (5) serves as CDC’s
lead office and liaison on tribal public
health issues and policies; (6)
collaborates and coordinates with Office
of Science/HHS and other agency tribal
liaisons on HHS-wide tribal activities;
(7) develops and disseminates tribal
public health strategies, policies,
programs, and systems improvements;
(8) establishes partnerships and
provides subject matter expertise and
technical assistance to CDC programs
and external partners; (9) enhances
government-to-government
relationships through policy and
consultation with tribal nations; and
(10) supports implementation of
culturally responsive and traditional
practices through evidence- and
practice-based models.
Office of Rural Health (CH13). (1)
provides rural public health strategic
direction for CDC; (2) coordinates ruralfocused public health activities across
CDC with a special emphasis on
identifying and addressing rural health
disparities; (3) builds CDC capacity to
address rurality in scientific,
programmatic, policy, and
communications activities; (4) identifies
rural public health best practices,
lessons learned, innovative, and
successful programs for dissemination;
(5) engages with governmental and nongovernmental partners and rural-serving
organizations to improve rural public
health services and infrastructure; (6)
provides technical assistance to CDC
programs to ensure integration of rural
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considerations into CDC grants, CoAgs,
and contracts; and (7) works with CDC
workforce development initiatives to
expand the pool of practitioners with
rural public health training and
expertise.
Division of Jurisdictional Support
(CHB). The Division of Jurisdictional
Support (DJS) ensures coordinated
support so public health agencies at all
levels across the United States have the
necessary infrastructure to deliver
timely public health services. The
Division will support STLT and freely
associated state health department
jurisdictions to build and maintain their
public health infrastructure by
managing and providing large noncategorial grants and CoAgs, TA, and
excellent customer service. The division
will: (1) improve interagency
coordination of non-categorial funding
mechanisms focused on the
Foundational Public Health Services; (2)
reduce administrative barriers and
improve customer service; and (3)
streamline and enhance programmatic
reporting.
Office of the Director (CHB1). (1)
develops an efficient process for
initiating, awarding, and managing noncategorial public health infrastructure
funding to STLT jurisdictional health
departments; (2) manages and
implements grants management
functions (monitoring, compliance, and
administration) for CDC’s cross-cutting/
non-categorial grants and CoAgs; (3)
coordinates with relevant cross-agency
and public health infrastructure subject
matter experts to inform notice of
funding opportunity development and
award processing; (4) provides TA
specific to the congressional intent of
the division grants and CoAgs assigned
to DJS; (5) oversees and manages DJS
clearance process for scientific,
technical, and programmatic
documents; (6) manages DJS
communication activities, including
communication product development,
promotion and dissemination strategies,
media relations coordination, and DJS
websites; (7) reviews, prepares,
coordinates, and develops congressional
testimony and briefing materials; (8)
coordinates DJS budget formulation/
negotiation related to program
initiatives and goals management; (9)
plans, coordinates, and provides
administrative management support,
advice, and guidance to DJS in the areas
of fiscal management, procurement,
property management, personnel, travel,
and other administrative services; and
(10) provides fiscal management and
stewardship of grants, contracts, and
CoAgs; and materiel management, and
interagency agreements.
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Capacity Building & Strategic
Resource Management Branch (CHBB).
(1) complies with congressional
requirements for reporting and
performance measures; (2) interacts
with grantees and recipients to support
basic functions of the grants or CoAgs
managed and overseen by the Branch;
(3) provides data analytics for
jurisdictional trends and conducts
evaluation activities for branch grants
and CoAgs; and (4) provides
performance management, evaluation,
and review of the grantee performance
and capacity to enhance the utilization
of resources.
Public Health Infrastructure Capacity
Building and Implementation Branch
(CHBC). (1) complies with congressional
requirements for reporting and
performance measures; (2) interacts
with grantees and recipients to support
basic functions of the grants or CoAgs
managed and overseen by the Branch;
and (3) provides data analytics for
jurisdictional trends and conducts
evaluation activities to improve program
operations and implementation.
Program Services and Innovation
Branch (CHBD). (1) complies with
congressional requirements for reporting
and performance measures; (2) interacts
with grantees and recipients to support
basic functions of the grants or CoAgs
managed and overseen by the Branch;
(3) provides data analytics for
jurisdictional trends and conducts
evaluation activities for branch grants
and CoAgs; and (4) promotes
continuous improvement of program
services by serving as an incubator for
new tools and solutions.
Division of Partnership Support
(CHC). The Division of Partnership
Support (DPS) leverages partnerships to
support CDC in developing the capacity
of the public health system and STLT
territorial departments of health (and
ministries) to sustain and strengthen
public health foundational,
infrastructure, and workforce
capabilities. In addition, DPS: (1)
provides capacity-building assistance to
the field to improve public health
performance; and (2) develops capacity
through delivery mechanisms that
include TA (consultation and services),
training (skills building), technology
and information transfer, and funding.
Office of the Director (CHC1). (1)
provides oversight and guidance of its
branches, offices, and units; (2) works
closely with divisions and other CIOs to
offer support, guidance, collaboration,
and expertise on partnership
development and improvement; (3)
facilitates TA, training, information,
funding, and technology transfer for
U.S. territories and freely associated
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states; (4) provides legal TA in STLT
jurisdictions; (5) oversees and manages
DPS clearance process for scientific,
technical, and programmatic
documents; (6) manages DPS
communication activities, including
communication product development,
promotion and dissemination strategies,
media relations coordination, and DPS
websites; (7) reviews, prepares,
coordinates, and develops congressional
testimony and briefing materials; (8)
coordinates DPS budget formulation/
negotiation related to program
initiatives and goals management; (9)
plans, coordinates, and provides
administrative management support,
advice, and guidance to DPS in the areas
of fiscal management, procurement,
property management, personnel, travel,
and other administrative services; and
(10) provides fiscal management and
stewardship of grants, contracts, and
CoAgs; and materiel management, and
interagency agreements.
Partnership Resources Management
Branch (CHCB). (1) coordinates CDCwide funding for regional and national
non-governmental public health partner
organizations; (2) monitors
programmatic activities of funded
partner organizations to assure program
objectives and key performance
indicators are achieved; (3) develops,
designs, and deploys TA related to
compliance and monitoring for
programs and funding mechanisms with
STLTs; (4) implements process
improvements and lessons learned for
partner programs, mechanisms, and
relationships; (5) supports and manages
partner CoAgs and other mechanisms
for fiscal support and monitoring of
expenditures; (6) provides leadership in
evaluating and improving the
performance of funded partnerships; (7)
supports and provides oversight for
funding mechanisms with academic
partner organizations to enhance
development of public health and
health professionals skilled in
improving the health of populations; (8)
coordinates the development of Notices
of Funding Opportunity, Interim
Progress Report Guidance, and
Continuation Applications for partner
organizations; (9) develops materials to
support partners and collaborates in
documenting partnership tools and
resources; (10) assesses TA needs of
recipients and develops strategies to
address those needs; (11) complies with
Federal requirements for awarding,
monitoring, and reporting activities
under Federal funding mechanisms; and
(12) interacts with grantees, recipients,
and Federal staff to provide guidance
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and support of the grants and CoAgs
managed and overseen by the Branch.
Partnerships and Performance
Improvement Branch (CHCC). (1)
proactively explores, engages, and
leverages partnerships with external
agencies and organizations to support
current and emerging priorities,
including emergency response
activations, health equity, social
determinants of health, and other public
health priorities; (2) provides leadership
and subject matter expertise on public
health practice and performance for
CDC, external agencies and
organizations, and the field to explore
innovations and advance efficiencies
and effectiveness of public health
programs, services, and business
processes; (3) advances the professional
development and capabilities of the
public health workforce through
training and the support of frameworks
and tools that are used by STLT public
health agencies; (4) promotes practices
and foster cross-sector relationships
(e.g., healthcare, social services,
transportation, housing, behavioral
health) to better address equity, the
social and structural determinants of
health, and population health outcomes;
(5) provides support, guidance, and
tools within CDC and for use in STLT
jurisdictions that strengthen
collaborations and leverage partnerships
that will improve the public health
system; (6) serves as a lead and subject
matter expert for CDC support of the
national accreditation program for
health departments and advance STLT
agency readiness to meet national
standards and achieve and sustain
accreditation; (7) conducts or leverages
assessments and uses data to identify
opportunities to improve public health
systems and public health agency
structure, operations, and performance;
and (8) develops and disseminates
evidence of successful public health
agency and system improvement
strategies and partnership and
collaboration practices
Division of Workforce Development
(CHD). The Division of Workforce
Development (DWD) aims to improve
health outcomes through a diverse,
flexible, and highly trained public
health workforce. In carrying out its
mission, DWD: (1) plans, directs, and
manages programs that develop the
current and future public health
workforce; (2) provides leadership in
scientific workforce education and
development, including quality
assurance, technical consultation, and
evaluation; and (3) provides leadership
to facilitate or coordinate CDC and
partner strategic workforce initiatives to
increase the capability of the current
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workforce, expand pipeline programs to
recruit new talent, strengthen systems to
support the workforce, and leverage
partnerships to maximally achieve
goals.
Office of the Director (CHD1). (1)
provides executive-level scientific
leadership, managerial oversight, and
strategic direction for DWD; (2)
develops goals and objectives that
promote principles of diversity and
health equity, and provides leadership,
policy formation, scientific oversight,
and guidance in scientific education
and professional development program
planning and development; (3) plans,
coordinates, and develops workforcerelated research for DWD; (4) ensures
adherence and provides training to
DWD on CDC and HHS science-related
policies; (5) oversees and manages DWD
clearance process for scientific,
technical, and programmatic
documents; (6) manages DWD
communication activities, including
communication product development,
promotion and dissemination strategies,
media relations coordination, and DWD
websites; (7) responds to Freedom of
Information Act requests and controlled
correspondence; (8) coordinates all
DWD program reviews; (9) reviews,
prepares, coordinates, and develops
congressional testimony and briefing
materials; (10) leads division
programmatic evaluation activities,
assists DWD programs in establishing
performance metrics, and coordinates
regular reviews with programs to
ascertain status on meeting of the
metrics; (11) coordinates DWD budget
formulation/negotiation related to
program initiatives and goals
management; (12) ensures/promotes the
use of best practices in scientific
education and professional
development processes, services, and
products; (13) provides leadership and
guidance on new developments and
national trends for public health
workforce education and training; (14)
establishes policies and standards for
public health education and training
activities/initiatives, including but not
limited to, competency development,
quality assurance, and evaluation, and
works collaboratively within DWD and
other components of CDC to ensure
their implementation and adoption; (15)
develops and implements a crosscutting
framework for planning, implementing,
and evaluating fellowship training
programs that provide service to the
organizations where fellows are
assigned and the communities they
serve, and are responsive to the needs
of CDC’s internal workforce and to the
needs of DWD’s external partners; (16)
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manages pilot fellowship programs in
early stages of development, as needed;
(17) develops and manages unified
DWD-wide administrative systems and
supports the commitment of resources
for application development; (18) plans,
coordinates, and provides
administrative management support,
advice, and guidance to DWD in the
areas of fiscal management,
procurement, property management,
personnel, travel, and other
administrative services; (19) provides
fiscal management and stewardship of
grants, contracts, and CoAgs; and
materiel management, and interagency
agreements; (20) coordinates
management information systems and
analyses of data for improved utilization
of DWD resources; (21) directs systems
analysis and design, programming, and
systems training as it relates to
implementation of new and existing
administrative, management, and
executive information systems; (22)
provides leadership to coordinate CDC
and partner strategic workforce
initiatives to increase capability of
existing workforce, expand pipeline
programs to recruit new talent, and
strengthen systems to support the
workforce; (23) provides strategic
coordination of fellowship recruitment
activities, marketing and materials
development, and engagement with
potential fellowship applicants; and (24)
provides equitable opportunities for
staff professional development (e.g.,
training, coaching, and mentoring).
Education and Training Services
Branch (CHDB). (1) plans, directs, and
manages training design, development,
consultation, and delivery, and
accredits educational activities for entry
level public health professionals and the
existing public health workforce; (2)
identifies and implements best practices
and methods for developing the public
health workforce; (3) develops evidencebased policies and standards for public
health education and training activities
and initiatives, including but not
limited to, competency development,
quality assurance, and evaluation, and
provides TA within DWD and other
components of CDC to ensure their
implementation and adoption; (4)
develops and maintains appropriate
liaisons with all fellowship programs in
DWD and provides TA to other
programs across the agency to ensure
the development of rigorous educational
programs based on the science of adult
learning and instructional technology;
(5) facilitates a cross-cutting approach
and sharing of educational/evaluation
lessons learned and tools across DWD
programs, as well as other programs
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across the agency; (6) provides guidance
in planning and implementation of the
educational components of complex
learning systems and processes to
support the public health workforce to
ensure data requirements are consistent
with the evaluation framework and
capture educational outcomes of
learners; (7) maintains knowledge of
continuing education standards and
applies quality assurance practices
required to uphold national
accreditations; (8) assesses need and
demand for additional accreditations to
support professional license and
certification needs of technical and
professional staff within the public
health workforce; (9) develops and
maintains internal and external
partnerships to foster best practices in
the design and delivery of educational
activities and training; (10) maintains
knowledge of information technology
and learning standards as they apply to
education and training to demonstrate
and promote compliance and best
practices by CDC programs; (11) applies
the principles of instructional systems
design and learning theory to design,
develop, deliver, and evaluate
informational and instructional
products; (12) implements and
maintains technology-based systems to
support learners; (13) curates and
promotes quality educational
opportunities and resources for learners
across public health and healthcare; (14)
adapts information systems and
processes to reflect current best
practices and adherence to accreditation
requirements; and (15) provides TA and
guidance to learners, course providers,
and learning group administrators for
DWD learning systems.
Epidemiology and Laboratory
Workforce Branch (CHC). (1) plans,
directs, and manages CDC-wide training
and service programs for teaching and
training future public health
professionals, and supports the existing
workforce; (2) plans, directs, and
evaluates middle school and high
school student program pipeline
activities intended to increase the
number of individuals aware of and
choosing a career in public health; (3)
sponsors complementary activities to
train teachers to develop lesson plans of
public health significance for middle
and high school students; (4) develops
and implements a formal plan to
evaluate the effectiveness of all
fellowship program activities; (5)
conducts site visits and maintains
liaison with supervisors of Epidemic
Intelligence Service Officer (EISOs) and
Laboratory Leadership Service (LLS)
fellows within CDC and in field
VerDate Sep<11>2014
17:29 Jul 11, 2023
Jkt 259001
assignments; (6) coordinates the
assignment and deployment of EISOs
and LLS fellows in response to natural
disasters, terrorist events, and other
large scale public health emergencies;
(7) provides TA, consultation, resources,
and training for DWD, other
components of CDC, and the broader
health workforce (e.g., state and local
workers), including, but not limited to
the development and dissemination of
standard curricula, training, and related
materials, in epidemiology; (8)
maintains liaison with alumni within
and outside CDC to assist with training,
recruitment, and promotional activities;
(9) responds to domestic and
international requests for assistance and
consultation (e.g., Epi-Aids, Lab-Aids);
(10) maintains liaison with other
governmental agencies, academic
institutions and organizations, state and
local health agencies, private health
organizations, professional
organizations, and other outside groups;
(11) assumes an active national and
international leadership role in applied
epidemiology training; and (12)
collaborates, as appropriate, with the
CDC Immediate Office of the Director
(CDC IOD), other CIOs, and domestic
and international agencies to carry out
the functions of the branch
Field Services Workforce Branch
(CHDD). (1) leads and manages the
Public Health Associate Program; (2)
coordinates across CDC, STLT health
agencies, and other non-governmental
public health entities to support the
temporary and ongoing placement of
CDC field staff within STLT and nongovernmental public health agencies; (3)
conducts site visits with CDC field staff
and maintains liaison with field site
placement reporting supervisors; (4)
tracks, assesses, and reports on the
demographics and needs of CDC field
staff; and (5) develops and disseminates
information and tools to support CDC
field staff.
Public Health Workforce Branch
(CHDE). (1) plans, directs, and manages
CDC-wide training and service programs
for teaching and training future public
health professionals, and supports the
existing workforce with a focus on data
science and leadership; (2) operates and
maintains an accredited preventive
medicine residency program for
physicians in CDC through the
Accreditation Council for Graduate
Medical Education and a
complementary fellowship program for
public health veterinarians; (3)
establishes and implements overall
branch policies, plans, and procedures;
(4) develops and implements a formal
plan to evaluate the effectiveness of all
fellowship program activities, including
PO 00000
Frm 00093
Fmt 4703
Sfmt 4703
the completion of program activities by
fellows and residents, the quality of
field and headquarters assignments,
performance of fellows/residents, and
effectiveness of educational activities;
(5) conducts site visits and maintains
liaison with supervisors of fellows/
residents within CDC and in field
assignments; (6) coordinates the
assignment and deployment of fellows/
residents in response to natural
disasters, terrorist events, and other
large scale public health emergencies;
(7) provides TA, consultation, resources,
and training for DWD, other
components of CDC, and the broader
health workforce (e.g., state and local
workers), including, but not limited to
the development and dissemination of
standard curricula, training, and related
materials, in preventive medicine,
informatics, prevention effectiveness
and leadership/management and policy;
(8) maintains liaison with alumni
within and outside CDC to assist with
training, recruitment, and promotional
activities; (9) responds to domestic and
international requests for assistance and
consultation (e.g., Info-Aids, EconAids); (10) maintains liaison with other
governmental agencies, academic
institutions and organizations, state and
local health agencies, private health
organizations, professional
organizations, and other outside groups;
(11) assumes an active national and
international leadership role in applied
public health sciences training in
preventive medicine, public health
informatics, prevention effectiveness,
and leadership and management, and
policy; (12) collaborates, as relevant,
with the CDC IOD, other CIOs, and
domestic and international agencies to
carry out the functions of the branch;
(13) fosters closer linkages between
academia and public health practice;
(14) supports and provides oversight for
CoAgs with academic partner
organizations to enhance development
of public health and health
professionals skilled in improving the
health of populations; (15) provides
technical consultation to academic
associations regarding improvements in
curriculum and experiential learning
opportunities; and (16) works with
partners in academia, state and local
health agencies, public health and
health professional organizations to
address public health educational
needs, including developing population
health competencies for academia to
improve health professional education
(e.g., schools of medicine, nursing, and
public health).
III. Under Part C, Section C–B,
Organization and Functions, the
E:\FR\FM\12JYN1.SGM
12JYN1
Federal Register / Vol. 88, No. 132 / Wednesday, July 12, 2023 / Notices
following organizational unit is deleted
in its entirety:
• Center for State, Tribal, Local, and
Territorial Support (CBD)
• Office of the Director (CBD1)
• Office of Public Health Law Services
(CBD12)
• Office of Tribal Affairs and Strategic
Alliances (CBD13)
• Office of Insular Affairs (CBD14)
• Division of Performance Improvement
and Field Services (CBDB)
• Office of the Director (CBDB1)
• Performance Development,
Evaluation and Training Branch
(CBDBB)
• Field Services Branch (CBDBC)
• Division of Program and Partnership
Services (CBDC)
• Office of the Director (CBDC1)
• Health Department Program Branch
(CBDCB)
• National Partnership Branch (CBDCC)
• Center for Surveillance,
Epidemiology, and Laboratory
Services (CPN)
• Office of the Director (CPN1)
• Division of Scientific Education and
Professional Development (CPND)
• Office of the Director (CPND1)
• Education and Training Services
Branch (CPNDB)
• Epidemiology Workforce Branch
(CPNDC)
• Population Health Workforce Branch
(CPNDD)
Delegations of Authority
All delegations and redelegations of
authority made to officials and
employees of affected organizational
components will continue in them or
their successors pending further
redelegation, provided they are
consistent with this reorganization.
(Authority: 44 U.S.C. 3101)
Robin D. Bailey, Jr.,
Chief Operating Officer, Centers for Disease
Control and Prevention.
[FR Doc. 2023–14705 Filed 7–11–23; 8:45 am]
BILLING CODE 4163–18–P
DEPARTMENT OF HEALTH AND
HUMAN SERVICES
Centers for Disease Control and
Prevention
lotter on DSK11XQN23PROD with NOTICES1
Reorganization of the National Center
on Birth Defects and Developmental
Disabilities
Centers for Disease Control and
Prevention (CDC), the Department of
Health and Human Services (HHS).
ACTION: Notice.
AGENCY:
CDC has modified its
structure. This notice announces the
SUMMARY:
VerDate Sep<11>2014
17:29 Jul 11, 2023
Jkt 259001
reorganization of the National Center on
Birth Defects and Developmental
Disabilities (NCBDDD). NCBDDD
realigned the Office of Genomics and
Precision Public Health from the Office
of Science to the NCBDDD, retitled and
made mission and functional statements
updates to some organizational entities.
DATES: This reorganization was
approved by the Director of CDC on
June 28, 2023.
FOR FURTHER INFORMATION CONTACT:
Kimberly Thurmond, Office of the Chief
Operating Officer, Office of the Director,
Centers for Disease Control and
Prevention, 1600 Clifton Road NE, MS
TW–2, Atlanta, GA 30329. Telephone
770–488–4401; Email: reorgs@cdc.gov.
SUPPLEMENTARY INFORMATION: 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 88 FR 9290–9291, dated
February 13, 2023) is amended to reflect
the reorganization of the National
Center on Birth Defects and
Developmental Disabilities, Centers for
Disease Control and Prevention.
Specifically, the changes are as follows:
I. Under Part C, Section C–B,
Organization and Functions, insert the
following:
• National Center on Birth Defects and
Developmental Disabilities (CF)
• Office of the Director (CF1)
• Resource Management Office (CF12)
• Division of Birth Defects and Infant
Disorders (CFB)
• Office of the Director (CFB1)
• Birth Defects Monitoring and
Research Branch (CFBB)
• Infant Outcomes Monitoring,
Research and Prevention Branch
(CFBC)
• Division of Human Development and
Disability (CFC)
• Office of the Director (CFC1)
• Child Development and Disability
Branch (CFCB)
• Disability and Health Promotion
Branch (CFCC)
• Division of Blood Disorders (CFD)
• Office of the Director (CFD1)
• Epidemiology and Surveillance
Branch (CFBD)
• Hemostasis Laboratory Branch (CFDC)
• Public Health Genomics Branch
(CFDD)
II. Under Part C, Section C–B,
Organization and Functions, retitle the
following organizational units:
• Division of Blood Disorders (CFD) to
the Division of Blood Disorders and
Public Health Genomics (CFD)
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Frm 00094
Fmt 4703
Sfmt 4703
44343
• Epidemiology and Surveillance
Branch (CFBD) to the Blood Disorders
Surveillance and Epidemiology
Branch (CFBD)
III. Under Part C, Section C–B,
Organization and Functions, delete the
mission or functional statements for and
replace with the following:
National Center on Birth Defects and
Developmental Disabilities (CF). The
mission of the National Center on Birth
Defects and Developmental Disabilities
(NCBDDD) is to improve the health of
children and adults by preventing birth
defects and developmental disabilities,
and complications of heredity blood
disorders; promoting optimal child
development, and the health and
wellness among children and adults
living with disabilities and those living
with or at risk of genetic disorder across
the lifespan. NCBDDD strives to prevent
disease save healthcare costs and reduce
health disparities in the United States.
In carrying out this mission, this
organization: (1) conducts public health
research, epidemiological
investigations, genomic research,
laboratory research, demonstration
projects and public health programs; (2)
plans, develops, establishes, and
maintains systems of surveillance and
monitoring the population for these
conditions; (3) operates regional centers
for the conduct of applied
epidemiological research on these
conditions; (4) provides information and
education to healthcare providers,
public health professionals, and the
public on these conditions; (5) provides
technical assistance, consultation,
capacity building through technology
transfer, grants, cooperative agreements,
contracts, and other means to state,
local, international, and nonprofit
organizations to prevent and control
these conditions; (6) provides training
in the epidemiology of these conditions
for healthcare professionals within and
outside the United States; (7) translates
scientific findings into intervention,
prevention, and health promotion
strategies; (8) conducts evaluations of
programs to determine effectiveness;
and (9) coordinates activities with other
CDC organizations and Federal and nonFederal health agencies, as appropriate.
After item 4 of the Office of the
Director (CF1) functional statement,
insert the following:
Office of the Director (CF1). (5)
coordinates with medical, scientific,
and other professional organizations
interested in birth defects prevention,
genetics, developmental disabilities
prevention, and disabilities and health,
and prevention of complications of
hereditary blood disorders.
E:\FR\FM\12JYN1.SGM
12JYN1
Agencies
[Federal Register Volume 88, Number 132 (Wednesday, July 12, 2023)]
[Notices]
[Pages 44338-44343]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2023-14705]
-----------------------------------------------------------------------
DEPARTMENT OF HEALTH AND HUMAN SERVICES
Centers for Disease Control and Prevention
Reorganization of the National Center for State, Tribal, Local,
and Territorial Public Health Infrastructure and Workforce
AGENCY: Centers for Disease Control and Prevention (CDC), the
Department of Health and Human Services (HHS).
ACTION: Notice.
-----------------------------------------------------------------------
SUMMARY: CDC has modified its structure. This notice announces the
reorganization of the State, Tribal, Local, and Territorial Public
Health Infrastructure and Workforce, henceforth referred to as the
Public Health Infrastructure Center (PHIC). PHIC reorganized to enhance
and enable coordination for partners collectively working to bolster
the Nation's public health infrastructure.
DATES: This reorganization was approved by the Director of CDC on June
28, 2023.
FOR FURTHER INFORMATION CONTACT: D'Artonya Graham, Office of the Chief
Operating Officer, Office of the Director, Centers for Disease Control
and Prevention, 1600 Clifton Road NE, MS TW-2, Atlanta, GA 30329.
Telephone 770-488-4401; Email: [email protected].
SUPPLEMENTARY INFORMATION: 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 88 FR 9290-9291, dated
February 13, 2023) is amended to reflect the reorganization of the
National Center for State, Tribal, Local, and Territorial Public Health
Infrastructure and Workforce, Centers for Disease Control and
Prevention. Specifically, the changes are as follows:
I. Under Part C, Section C-B, Organization and Functions, insert
the following:
National Center for State, Tribal, Local, and Territorial
Public Health Infrastructure and Workforce (CH)
Office of the Director (CH1)
Office of Tribal Affairs and Strategic Alliances (CH12)
Office of Rural Health (CH13)
Division of Jurisdictional Support (CHB)
Office of the Director (CHB1)
Capacity Building and Strategic Resource Management Branch
(CHBB)
[[Page 44339]]
Public Health Infrastructure Capacity Building and
Implementation Branch (CHBC)
Program Services and Innovation Branch (CHBD)
Division of Partnership Support (CHC)
Office of the Director (CHC1)
Partnership Resources Management Branch (CHCB)
Partnerships and Performance Improvement Branch (CHCC)
Division of Workforce Development (CHD)
Office of the Director (CHD1)
Education and Training Services Branch (CHDB)
Epidemiology and Laboratory Workforce Branch (CHDC)
Field Services Workforce Branch (CHDD)
Public Health Workforce Branch (CHDE
II. Under Part C, Section C-B, Organization and Functions, add the
following functional statements:
National Center for State, Tribal, Local, and Territorial Public
Health Infrastructure and Workforce (CH). The National Center for
State, Tribal, Local, and Territorial Public Health Infrastructure and
Workforce, henceforth referred to as the Public Health Infrastructure
Center (PHIC), strengthens the Nation's public health infrastructure by
providing underlying systems, processes, and expertise across critical
cross-cutting functional areas and bolstering the agency's core
capabilities. In carrying out its mission, PHIC: (1) engages and
coordinates relationships with jurisdictions and CDC's public health
partners to provide enterprise management of programs that build and
maintain the Nation's public health infrastructure (PHI); (2) enhances
experiences for funded partners and state, tribal, local, and
territorial (STLT) jurisdictions; (3) develops strategic goals and
objectives, provides leadership, scientific oversight, and guidance for
PHI; (4) proactively engages and collaborates with Centers, Institute,
and Offices (CIOs) across the agency to support jurisdictions, external
partnerships, and CDC's internal workforce; (5) streamlines and
coordinates cross-cutting funding mechanisms in support of PHI; (6)
provides support through specific workforce development programming,
guidance, technical assistance (TA), and funding for jurisdictions; (7)
invests in internal workforce development programs that directly
reinforce CDC's capacity to support jurisdictions; (8) identifies and
supports implementation of cross-cutting evidence-based approaches to
improve public health agency and system performance; (9) establishes
and maintains effective strategic relationships, partnerships, and
alliances with organizational elements of the public health system; and
(10) leads evaluation and reporting activities on the effectiveness of
partnership engagement and performance of funding mechanisms.
Office of the Director (CH1). (1) provides the overarching vision
and strategic direction for PHIC; (2) collaborates and consults with
other Centers, working groups, state and local health departments,
other Federal agencies, and other partners, to accomplish the mission
of the center; (3) manages, directs, and coordinates the policy,
strategy, operations, and fiscal activities of PHIC; (4) works with CDC
leadership to ensure spend plans, budget planning, and budget execution
are in line with the overall public health infrastructure strategies
and priorities; (5) provides and coordinates Center-wide
administrative, management, and support services in the areas of fiscal
management, personnel, travel, procurement, facility management, and
other administrative services; (6) manages the coordination of
workforce development and succession planning activities, and provides
human capital management, planning, and training consultation services;
(7) co-develops execution strategies for PHIC with the division
directors; (8) ensures that the PHIC strategy is executed by the
divisions and aligned with overall CDC goals; (9) evaluates the
strategies, focus, and prioritization of the division research,
program, and corresponding budget activities; (10) defines goals and
objectives for policy formation, scientific oversight, and guidance in
program planning and development, ensuring that policy development is
consistent and appropriate; (11) reviews, prepares, coordinates, and
develops congressional testimony and briefing materials; (12)
establishes and implements a communications strategy in support of PHIC
overarching goals and priorities, ensuring that communication
distributed by the Center is timely, accurate, clear and relevant to
intended audiences; (13) leads infusion of health equity principles
into the planning, implementation, and evaluation of activities and
engagement in all parts of PHIC; (14) provides oversight on scientific
clearance and ensures quality of scientific work through setting a
scientific agenda; (15) represents PHIC and at times CDC at
professional and scientific meetings, within and outside CDC; (16) sets
the strategy for funding through grants and cooperative agreements
(CoAgs) and track accountability measures across PHIC and CDC while
reducing administrative burden to recipients; (17) promotes and
advances Diversity, Equity, Inclusion, Accessibility, and Belonging;
and (18) establishes a menu of common measures and indicators for
evaluation of PHI-related programs to measure success and gaps for
building foundational capabilities.
Office of Tribal Affairs and Strategic Alliances (CH12). (1) serves
as CDC's principal point of contact for tribes and tribal serving
organizations; (2) provides CDC-wide leadership for CDCs tribal related
partnerships and activities; (3) affirms the government-to-government
relationship between CDC and American Indian/Alaska Native (AI/AN)
tribes; (4) connects tribal nations and tribal-serving organizations to
CDC programs by advancing connections, providing expertise, and
increasing resources to improve cross-cutting tribal public health
infrastructure helping to ensure AI/AN communities receive public
health services that keep them safe and healthy; (5) serves as CDC's
lead office and liaison on tribal public health issues and policies;
(6) collaborates and coordinates with Office of Science/HHS and other
agency tribal liaisons on HHS-wide tribal activities; (7) develops and
disseminates tribal public health strategies, policies, programs, and
systems improvements; (8) establishes partnerships and provides subject
matter expertise and technical assistance to CDC programs and external
partners; (9) enhances government-to-government relationships through
policy and consultation with tribal nations; and (10) supports
implementation of culturally responsive and traditional practices
through evidence- and practice-based models.
Office of Rural Health (CH13). (1) provides rural public health
strategic direction for CDC; (2) coordinates rural-focused public
health activities across CDC with a special emphasis on identifying and
addressing rural health disparities; (3) builds CDC capacity to address
rurality in scientific, programmatic, policy, and communications
activities; (4) identifies rural public health best practices, lessons
learned, innovative, and successful programs for dissemination; (5)
engages with governmental and non-governmental partners and rural-
serving organizations to improve rural public health services and
infrastructure; (6) provides technical assistance to CDC programs to
ensure integration of rural
[[Page 44340]]
considerations into CDC grants, CoAgs, and contracts; and (7) works
with CDC workforce development initiatives to expand the pool of
practitioners with rural public health training and expertise.
Division of Jurisdictional Support (CHB). The Division of
Jurisdictional Support (DJS) ensures coordinated support so public
health agencies at all levels across the United States have the
necessary infrastructure to deliver timely public health services. The
Division will support STLT and freely associated state health
department jurisdictions to build and maintain their public health
infrastructure by managing and providing large non-categorial grants
and CoAgs, TA, and excellent customer service. The division will: (1)
improve interagency coordination of non-categorial funding mechanisms
focused on the Foundational Public Health Services; (2) reduce
administrative barriers and improve customer service; and (3)
streamline and enhance programmatic reporting.
Office of the Director (CHB1). (1) develops an efficient process
for initiating, awarding, and managing non-categorial public health
infrastructure funding to STLT jurisdictional health departments; (2)
manages and implements grants management functions (monitoring,
compliance, and administration) for CDC's cross-cutting/non-categorial
grants and CoAgs; (3) coordinates with relevant cross-agency and public
health infrastructure subject matter experts to inform notice of
funding opportunity development and award processing; (4) provides TA
specific to the congressional intent of the division grants and CoAgs
assigned to DJS; (5) oversees and manages DJS clearance process for
scientific, technical, and programmatic documents; (6) manages DJS
communication activities, including communication product development,
promotion and dissemination strategies, media relations coordination,
and DJS websites; (7) reviews, prepares, coordinates, and develops
congressional testimony and briefing materials; (8) coordinates DJS
budget formulation/negotiation related to program initiatives and goals
management; (9) plans, coordinates, and provides administrative
management support, advice, and guidance to DJS in the areas of fiscal
management, procurement, property management, personnel, travel, and
other administrative services; and (10) provides fiscal management and
stewardship of grants, contracts, and CoAgs; and materiel management,
and interagency agreements.
Capacity Building & Strategic Resource Management Branch (CHBB).
(1) complies with congressional requirements for reporting and
performance measures; (2) interacts with grantees and recipients to
support basic functions of the grants or CoAgs managed and overseen by
the Branch; (3) provides data analytics for jurisdictional trends and
conducts evaluation activities for branch grants and CoAgs; and (4)
provides performance management, evaluation, and review of the grantee
performance and capacity to enhance the utilization of resources.
Public Health Infrastructure Capacity Building and Implementation
Branch (CHBC). (1) complies with congressional requirements for
reporting and performance measures; (2) interacts with grantees and
recipients to support basic functions of the grants or CoAgs managed
and overseen by the Branch; and (3) provides data analytics for
jurisdictional trends and conducts evaluation activities to improve
program operations and implementation.
Program Services and Innovation Branch (CHBD). (1) complies with
congressional requirements for reporting and performance measures; (2)
interacts with grantees and recipients to support basic functions of
the grants or CoAgs managed and overseen by the Branch; (3) provides
data analytics for jurisdictional trends and conducts evaluation
activities for branch grants and CoAgs; and (4) promotes continuous
improvement of program services by serving as an incubator for new
tools and solutions.
Division of Partnership Support (CHC). The Division of Partnership
Support (DPS) leverages partnerships to support CDC in developing the
capacity of the public health system and STLT territorial departments
of health (and ministries) to sustain and strengthen public health
foundational, infrastructure, and workforce capabilities. In addition,
DPS: (1) provides capacity-building assistance to the field to improve
public health performance; and (2) develops capacity through delivery
mechanisms that include TA (consultation and services), training
(skills building), technology and information transfer, and funding.
Office of the Director (CHC1). (1) provides oversight and guidance
of its branches, offices, and units; (2) works closely with divisions
and other CIOs to offer support, guidance, collaboration, and expertise
on partnership development and improvement; (3) facilitates TA,
training, information, funding, and technology transfer for U.S.
territories and freely associated states; (4) provides legal TA in STLT
jurisdictions; (5) oversees and manages DPS clearance process for
scientific, technical, and programmatic documents; (6) manages DPS
communication activities, including communication product development,
promotion and dissemination strategies, media relations coordination,
and DPS websites; (7) reviews, prepares, coordinates, and develops
congressional testimony and briefing materials; (8) coordinates DPS
budget formulation/negotiation related to program initiatives and goals
management; (9) plans, coordinates, and provides administrative
management support, advice, and guidance to DPS in the areas of fiscal
management, procurement, property management, personnel, travel, and
other administrative services; and (10) provides fiscal management and
stewardship of grants, contracts, and CoAgs; and materiel management,
and interagency agreements.
Partnership Resources Management Branch (CHCB). (1) coordinates
CDC-wide funding for regional and national non-governmental public
health partner organizations; (2) monitors programmatic activities of
funded partner organizations to assure program objectives and key
performance indicators are achieved; (3) develops, designs, and deploys
TA related to compliance and monitoring for programs and funding
mechanisms with STLTs; (4) implements process improvements and lessons
learned for partner programs, mechanisms, and relationships; (5)
supports and manages partner CoAgs and other mechanisms for fiscal
support and monitoring of expenditures; (6) provides leadership in
evaluating and improving the performance of funded partnerships; (7)
supports and provides oversight for funding mechanisms with academic
partner organizations to enhance development of public health and
health professionals skilled in improving the health of populations;
(8) coordinates the development of Notices of Funding Opportunity,
Interim Progress Report Guidance, and Continuation Applications for
partner organizations; (9) develops materials to support partners and
collaborates in documenting partnership tools and resources; (10)
assesses TA needs of recipients and develops strategies to address
those needs; (11) complies with Federal requirements for awarding,
monitoring, and reporting activities under Federal funding mechanisms;
and (12) interacts with grantees, recipients, and Federal staff to
provide guidance
[[Page 44341]]
and support of the grants and CoAgs managed and overseen by the Branch.
Partnerships and Performance Improvement Branch (CHCC). (1)
proactively explores, engages, and leverages partnerships with external
agencies and organizations to support current and emerging priorities,
including emergency response activations, health equity, social
determinants of health, and other public health priorities; (2)
provides leadership and subject matter expertise on public health
practice and performance for CDC, external agencies and organizations,
and the field to explore innovations and advance efficiencies and
effectiveness of public health programs, services, and business
processes; (3) advances the professional development and capabilities
of the public health workforce through training and the support of
frameworks and tools that are used by STLT public health agencies; (4)
promotes practices and foster cross-sector relationships (e.g.,
healthcare, social services, transportation, housing, behavioral
health) to better address equity, the social and structural
determinants of health, and population health outcomes; (5) provides
support, guidance, and tools within CDC and for use in STLT
jurisdictions that strengthen collaborations and leverage partnerships
that will improve the public health system; (6) serves as a lead and
subject matter expert for CDC support of the national accreditation
program for health departments and advance STLT agency readiness to
meet national standards and achieve and sustain accreditation; (7)
conducts or leverages assessments and uses data to identify
opportunities to improve public health systems and public health agency
structure, operations, and performance; and (8) develops and
disseminates evidence of successful public health agency and system
improvement strategies and partnership and collaboration practices
Division of Workforce Development (CHD). The Division of Workforce
Development (DWD) aims to improve health outcomes through a diverse,
flexible, and highly trained public health workforce. In carrying out
its mission, DWD: (1) plans, directs, and manages programs that develop
the current and future public health workforce; (2) provides leadership
in scientific workforce education and development, including quality
assurance, technical consultation, and evaluation; and (3) provides
leadership to facilitate or coordinate CDC and partner strategic
workforce initiatives to increase the capability of the current
workforce, expand pipeline programs to recruit new talent, strengthen
systems to support the workforce, and leverage partnerships to
maximally achieve goals.
Office of the Director (CHD1). (1) provides executive-level
scientific leadership, managerial oversight, and strategic direction
for DWD; (2) develops goals and objectives that promote principles of
diversity and health equity, and provides leadership, policy formation,
scientific oversight, and guidance in scientific education and
professional development program planning and development; (3) plans,
coordinates, and develops workforce-related research for DWD; (4)
ensures adherence and provides training to DWD on CDC and HHS science-
related policies; (5) oversees and manages DWD clearance process for
scientific, technical, and programmatic documents; (6) manages DWD
communication activities, including communication product development,
promotion and dissemination strategies, media relations coordination,
and DWD websites; (7) responds to Freedom of Information Act requests
and controlled correspondence; (8) coordinates all DWD program reviews;
(9) reviews, prepares, coordinates, and develops congressional
testimony and briefing materials; (10) leads division programmatic
evaluation activities, assists DWD programs in establishing performance
metrics, and coordinates regular reviews with programs to ascertain
status on meeting of the metrics; (11) coordinates DWD budget
formulation/negotiation related to program initiatives and goals
management; (12) ensures/promotes the use of best practices in
scientific education and professional development processes, services,
and products; (13) provides leadership and guidance on new developments
and national trends for public health workforce education and training;
(14) establishes policies and standards for public health education and
training activities/initiatives, including but not limited to,
competency development, quality assurance, and evaluation, and works
collaboratively within DWD and other components of CDC to ensure their
implementation and adoption; (15) develops and implements a
crosscutting framework for planning, implementing, and evaluating
fellowship training programs that provide service to the organizations
where fellows are assigned and the communities they serve, and are
responsive to the needs of CDC's internal workforce and to the needs of
DWD's external partners; (16) manages pilot fellowship programs in
early stages of development, as needed; (17) develops and manages
unified DWD-wide administrative systems and supports the commitment of
resources for application development; (18) plans, coordinates, and
provides administrative management support, advice, and guidance to DWD
in the areas of fiscal management, procurement, property management,
personnel, travel, and other administrative services; (19) provides
fiscal management and stewardship of grants, contracts, and CoAgs; and
materiel management, and interagency agreements; (20) coordinates
management information systems and analyses of data for improved
utilization of DWD resources; (21) directs systems analysis and design,
programming, and systems training as it relates to implementation of
new and existing administrative, management, and executive information
systems; (22) provides leadership to coordinate CDC and partner
strategic workforce initiatives to increase capability of existing
workforce, expand pipeline programs to recruit new talent, and
strengthen systems to support the workforce; (23) provides strategic
coordination of fellowship recruitment activities, marketing and
materials development, and engagement with potential fellowship
applicants; and (24) provides equitable opportunities for staff
professional development (e.g., training, coaching, and mentoring).
Education and Training Services Branch (CHDB). (1) plans, directs,
and manages training design, development, consultation, and delivery,
and accredits educational activities for entry level public health
professionals and the existing public health workforce; (2) identifies
and implements best practices and methods for developing the public
health workforce; (3) develops evidence-based policies and standards
for public health education and training activities and initiatives,
including but not limited to, competency development, quality
assurance, and evaluation, and provides TA within DWD and other
components of CDC to ensure their implementation and adoption; (4)
develops and maintains appropriate liaisons with all fellowship
programs in DWD and provides TA to other programs across the agency to
ensure the development of rigorous educational programs based on the
science of adult learning and instructional technology; (5) facilitates
a cross-cutting approach and sharing of educational/evaluation lessons
learned and tools across DWD programs, as well as other programs
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across the agency; (6) provides guidance in planning and implementation
of the educational components of complex learning systems and processes
to support the public health workforce to ensure data requirements are
consistent with the evaluation framework and capture educational
outcomes of learners; (7) maintains knowledge of continuing education
standards and applies quality assurance practices required to uphold
national accreditations; (8) assesses need and demand for additional
accreditations to support professional license and certification needs
of technical and professional staff within the public health workforce;
(9) develops and maintains internal and external partnerships to foster
best practices in the design and delivery of educational activities and
training; (10) maintains knowledge of information technology and
learning standards as they apply to education and training to
demonstrate and promote compliance and best practices by CDC programs;
(11) applies the principles of instructional systems design and
learning theory to design, develop, deliver, and evaluate informational
and instructional products; (12) implements and maintains technology-
based systems to support learners; (13) curates and promotes quality
educational opportunities and resources for learners across public
health and healthcare; (14) adapts information systems and processes to
reflect current best practices and adherence to accreditation
requirements; and (15) provides TA and guidance to learners, course
providers, and learning group administrators for DWD learning systems.
Epidemiology and Laboratory Workforce Branch (CHC). (1) plans,
directs, and manages CDC-wide training and service programs for
teaching and training future public health professionals, and supports
the existing workforce; (2) plans, directs, and evaluates middle school
and high school student program pipeline activities intended to
increase the number of individuals aware of and choosing a career in
public health; (3) sponsors complementary activities to train teachers
to develop lesson plans of public health significance for middle and
high school students; (4) develops and implements a formal plan to
evaluate the effectiveness of all fellowship program activities; (5)
conducts site visits and maintains liaison with supervisors of Epidemic
Intelligence Service Officer (EISOs) and Laboratory Leadership Service
(LLS) fellows within CDC and in field assignments; (6) coordinates the
assignment and deployment of EISOs and LLS fellows in response to
natural disasters, terrorist events, and other large scale public
health emergencies; (7) provides TA, consultation, resources, and
training for DWD, other components of CDC, and the broader health
workforce (e.g., state and local workers), including, but not limited
to the development and dissemination of standard curricula, training,
and related materials, in epidemiology; (8) maintains liaison with
alumni within and outside CDC to assist with training, recruitment, and
promotional activities; (9) responds to domestic and international
requests for assistance and consultation (e.g., Epi-Aids, Lab-Aids);
(10) maintains liaison with other governmental agencies, academic
institutions and organizations, state and local health agencies,
private health organizations, professional organizations, and other
outside groups; (11) assumes an active national and international
leadership role in applied epidemiology training; and (12)
collaborates, as appropriate, with the CDC Immediate Office of the
Director (CDC IOD), other CIOs, and domestic and international agencies
to carry out the functions of the branch
Field Services Workforce Branch (CHDD). (1) leads and manages the
Public Health Associate Program; (2) coordinates across CDC, STLT
health agencies, and other non-governmental public health entities to
support the temporary and ongoing placement of CDC field staff within
STLT and non-governmental public health agencies; (3) conducts site
visits with CDC field staff and maintains liaison with field site
placement reporting supervisors; (4) tracks, assesses, and reports on
the demographics and needs of CDC field staff; and (5) develops and
disseminates information and tools to support CDC field staff.
Public Health Workforce Branch (CHDE). (1) plans, directs, and
manages CDC-wide training and service programs for teaching and
training future public health professionals, and supports the existing
workforce with a focus on data science and leadership; (2) operates and
maintains an accredited preventive medicine residency program for
physicians in CDC through the Accreditation Council for Graduate
Medical Education and a complementary fellowship program for public
health veterinarians; (3) establishes and implements overall branch
policies, plans, and procedures; (4) develops and implements a formal
plan to evaluate the effectiveness of all fellowship program
activities, including the completion of program activities by fellows
and residents, the quality of field and headquarters assignments,
performance of fellows/residents, and effectiveness of educational
activities; (5) conducts site visits and maintains liaison with
supervisors of fellows/residents within CDC and in field assignments;
(6) coordinates the assignment and deployment of fellows/residents in
response to natural disasters, terrorist events, and other large scale
public health emergencies; (7) provides TA, consultation, resources,
and training for DWD, other components of CDC, and the broader health
workforce (e.g., state and local workers), including, but not limited
to the development and dissemination of standard curricula, training,
and related materials, in preventive medicine, informatics, prevention
effectiveness and leadership/management and policy; (8) maintains
liaison with alumni within and outside CDC to assist with training,
recruitment, and promotional activities; (9) responds to domestic and
international requests for assistance and consultation (e.g., Info-
Aids, Econ-Aids); (10) maintains liaison with other governmental
agencies, academic institutions and organizations, state and local
health agencies, private health organizations, professional
organizations, and other outside groups; (11) assumes an active
national and international leadership role in applied public health
sciences training in preventive medicine, public health informatics,
prevention effectiveness, and leadership and management, and policy;
(12) collaborates, as relevant, with the CDC IOD, other CIOs, and
domestic and international agencies to carry out the functions of the
branch; (13) fosters closer linkages between academia and public health
practice; (14) supports and provides oversight for CoAgs with academic
partner organizations to enhance development of public health and
health professionals skilled in improving the health of populations;
(15) provides technical consultation to academic associations regarding
improvements in curriculum and experiential learning opportunities; and
(16) works with partners in academia, state and local health agencies,
public health and health professional organizations to address public
health educational needs, including developing population health
competencies for academia to improve health professional education
(e.g., schools of medicine, nursing, and public health).
III. Under Part C, Section C-B, Organization and Functions, the
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following organizational unit is deleted in its entirety:
Center for State, Tribal, Local, and Territorial Support (CBD)
Office of the Director (CBD1)
Office of Public Health Law Services (CBD12)
Office of Tribal Affairs and Strategic Alliances (CBD13)
Office of Insular Affairs (CBD14)
Division of Performance Improvement and Field Services (CBDB)
Office of the Director (CBDB1)
Performance Development, Evaluation and Training Branch
(CBDBB)
Field Services Branch (CBDBC)
Division of Program and Partnership Services (CBDC)
Office of the Director (CBDC1)
Health Department Program Branch (CBDCB)
National Partnership Branch (CBDCC)
Center for Surveillance, Epidemiology, and Laboratory Services
(CPN)
Office of the Director (CPN1)
Division of Scientific Education and Professional Development
(CPND)
Office of the Director (CPND1)
Education and Training Services Branch (CPNDB)
Epidemiology Workforce Branch (CPNDC)
Population Health Workforce Branch (CPNDD)
Delegations of Authority
All delegations and redelegations of authority made to officials
and employees of affected organizational components will continue in
them or their successors pending further redelegation, provided they
are consistent with this reorganization.
(Authority: 44 U.S.C. 3101)
Robin D. Bailey, Jr.,
Chief Operating Officer, Centers for Disease Control and Prevention.
[FR Doc. 2023-14705 Filed 7-11-23; 8:45 am]
BILLING CODE 4163-18-P