Notice2023-14698
Reorganization of the Office of Public Health Data, Surveillance, and Technology
Primary source
Metadata and text below are from the Federal Register, a public-domain U.S. government work. Always verify the official published version before relying on it for any legal matter.
Published
July 12, 2023
Issuing agencies
Health and Human Services DepartmentCenters for Disease Control and Prevention
Abstract
CDC has modified its structure. This notice announces the reorganization of the Office of Public Health Data, Surveillance, and Technology (OPHDST).
Full Text
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<title>Federal Register, Volume 88 Issue 132 (Wednesday, July 12, 2023)</title>
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[Federal Register Volume 88, Number 132 (Wednesday, July 12, 2023)]
[Notices]
[Pages 44333-44338]
From the Federal Register Online via the Government Publishing Office [<a href="http://www.gpo.gov">www.gpo.gov</a>]
[FR Doc No: 2023-14698]
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DEPARTMENT OF HEALTH AND HUMAN SERVICES
Centers for Disease Control and Prevention
Reorganization of the Office of Public Health Data, Surveillance,
and Technology
AGENCY: Centers for Disease Control and Prevention (CDC), the
Department of Health and Human Services (HHS).
ACTION: Notice.
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SUMMARY: CDC has modified its structure. This notice announces the
reorganization of the Office of Public Health Data, Surveillance, and
Technology (OPHDST).
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: <a href="/cdn-cgi/l/email-protection#d5a7b0baa7b2a695b6b1b6fbb2baa3"><span class="__cf_email__" data-cfemail="3240575d405541725156511c555d44">[email protected]</span></a>.
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
Office of Public Health Data, Surveillance, and Technology, 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:
<bullet> Office of Public Health Data, Surveillance, and Technology
(CAK)
<bullet> Office of the Director (CAK1)
<bullet> Office of the Deputy Director for Technology and Products
(CAK12)
<bullet> Technology Strategy Office (CAK122)
<bullet> Technology Implementation Office (CAK123)
<bullet> Office of the Deputy Director of Management and Operations
(CAK13)
<bullet> Office of Communications (CAK132)
<bullet> Management and Operations Office (CAK133)
<bullet> Customer Success and Engagement Unit (CAK14)
<bullet> Policy, Legislative Affairs, and Partnerships Unit (CAK15)
<bullet> Detect and Monitor Division (CAKB)
<bullet> Office of the Director (CAKB1)
<bullet> Public Health Data Transmission Branch (CAKBB)
<bullet> Integrated Monitoring Branch (CAKBC)
<bullet> Investigate and Respond Division (CAKC)
<bullet> Office of the Director (CAKC1)
<bullet> Public Health Investigation Tools Branch (CAKCB)
<bullet> Analytics and Operations Tools Branch (CAKCC)
<bullet> Inform and Disseminate Division (CAKD)
<bullet> Office of the Director (CAKD1)
<bullet> Actionable Data Branch (CAKDB)
<bullet> Dissemination Technology and Services Branch (CAKDC)
<bullet> Data Policy and Standards Division (CAKE)
<bullet> Office of the Director (CAKE1)
<bullet> Data Standards Branch (CAKEB)
<bullet> Data Policy Branch (CAKEC)
<bullet> Platforms Division (CAKG)
<bullet> Office of the Director (CAKG1)
<bullet> Shared Technology Platform Branch (CAKGB)
<bullet> Shared Data Platform Branch (CAKGC)
II. Under Part C, Section C-B, Organization and Functions, add the
following functional statements:
Office of Public Health Data, Surveillance, and Technology (CAK).
The mission of the Office of Public Health Data, Surveillance, and
Technology (OPHDST) is to optimize timely access, exchange, and
integration of public health data while driving efficiency and
consolidation of data and technology systems supported by CDC across
all levels of public health and advancing open data and dissemination
to inform decision making and action. In summary, the Office ensures
the right data, at the right time, is in the right hands so people can
make informed decisions. To carry out this mission, OPHDST: (1) serves
as the principal advisor to the CDC Director and Immediate Office of
the Director (IOD) on public health data, surveillance, and technology;
(2) advises the CDC Director and IOD in formulating and communicating
data, surveillance, and technology strategic initiatives and policies,
including the formulation of the Agency's Public Health Data Strategy;
(3) informs and represents the CDC Director and IOD on key public
health data, surveillance, and technology issues; (4) provides overall
strategic leadership and direction for the Public Health Data Strategy,
public health data assets, products, platforms, governance, and policy,
as well as statistics, surveillance, advanced analytics, informatics
and epidemiology; (5) identifies, facilitates, promotes, leads, and
drives cross-center and interagency collaboration, innovation, and new
initiatives related to public health data assets, products, platforms,
governance, statistics, advanced analytics, surveillance, informatics
and epidemiology; (6) coordinates with CDC leaders and public health
partners to develop and implement public health data, surveillance, and
technology goals and objectives to meet public health core mission
needs; (7) identifies public health data, surveillance, advanced
analytics, and technology issues of importance and executes strategic
initiatives to address them, including developing shared goals and
monitoring progress and accomplishments; (8) leads policy,
communications, partner engagement, management, and operations for the
office; (9) leads the establishment, evaluation, monitoring, and
reporting of accountability and measurable outcomes for the Office,
including implementation of the Public Health Data Strategy; (10)
provides leadership and support to OPHDST components on information
resources policy, information security, and shared, collaborative
services; (11) integrates security, local governance, and project
management across each of OPHDST's investment's life cycle; (12)
coordinates technical assistance, support, communication, guidance, and
engagement for public health data, surveillance, and technology to
ensure alignment with the Public Health Data Strategy with CDC
programs; state, tribal, local, and territorial (STLT) agencies, and
other external partners or organizations; (13) leads Information
Technology and Data Governance coordination to ensure data assets and
investments are aligned with the Public Health Data Strategy and
priorities, the Data Modernization Initiative (DMI) and Federal
requirements; and (14) provides supervision and oversight to the
National Center for Health Statistics.
[[Page 44334]]
Office of the Director (CAK1). (1) provides strategic direction
regarding the Public Health Data Strategy and priorities for public
health data, surveillance, analytics, and technology, with the goal to
support core public health missions equitably; (2) oversees execution
and coordination of priority and strategic activities in areas of
public health data, surveillance, advanced analytics, and technology
across OPHDST; (3) guides coordination and engagement across Federal
and STLT agencies, public health partners, and healthcare entities for
public health data, surveillance, and technology; (4) manages, directs,
coordinates, and evaluates the activities of the Office; (5) defines
goals and objectives for policy formation, scientific oversight, and
guidance in program planning and development; (6) provides oversight
for the evaluation of the programmatic performance of all OPHDST
activities, including DMI; (7) manages intergovernmental and external
affairs and cultivates strategic partnerships; (8) ensures scientific
quality, integrity, and clearance across the Office; (9) collaborates
and consults with other Centers, Institute and Offices (CIOs); STLT
health agencies, other Federal agencies, international partners, and
other private and public sector partners; (10) represents OPHDST and
CDC at professional and scientific meetings, and with private and
public partners; (11) administratively hosts and supports CDC's Chief
Data Officer and provides leadership, coordination, and consultative
services in enterprise analytics, data discovery, data science, data
management, and data governance; and (12) engages in HHS data strategy
and governance, the Evidence Act and Federal Data Strategy
Implementation through agency-wide initiatives including DMI.
Office of the Deputy Director for Technology and Products (CAK12).
(1) oversees the execution of the Public Health Data Strategy
activities, including the data, technology, platforms, and product
strategy for OPHDST and the activities of OPHDST's divisions; (2)
provides strategic input and direction, and coordinates the services,
tools and products that OPHDST offers to STLT agencies, CDC programs,
partners, and the public; (3) leads the establishment, evaluation,
monitoring, and reporting of accountability and measurable outcomes for
the Office, including implementation of the Public Health Data
Strategy; (4) identifies public health data, surveillance, advanced
analytics, and technology issues of importance and executes strategic
initiatives to address them, including developing shared goals and
monitoring progress and accomplishments; (5) provides strategic
direction regarding the Public Health Data Strategy; (6) coordinates
and oversees product design for OPHDST; (7) provides direct supervision
to technology leads and division leads as specified by the CDC
Director; (8) provides technical and leadership consultation to
technical and product leads to support efforts to meet priority goals
and activities; (9) provides technical and subject matter knowledge to
inform resource and budget prioritization and decisions; (10)
represents Agency and OPHDST with external partners, particularly
private industry, and at relevant meetings and conferences; (11)
contributes to the hiring of technical leadership for OPHDST; and (12)
leads strategic design initiatives that span the OPHDST portfolio.
Technology Strategy Office (CAK122). (1) coordinates and oversees
office-wide software architecture and data governance for OPHDST; (2)
provides strategic direction for data management for public health
data; (3) provides strategic input and technical expertise into the
development and execution of the Public Health Data Strategy; (4) leads
efforts to strategically improve technology and systems, including
health information technology strategy, in coordination with other
Federal agencies; (5) coordinates information security policies and
procedures with the Office of Chief Information Security Officer; (6)
provides information security consultation and guidance to support
OPHDST offices and divisions; (7) leads information security
certification and accreditation of OPHDST systems and technology; and
(8) provides review and approval for third party website and Level III
software requests for OPHDST offices and divisions.
Technology Implementation Office (CAK123). (1) ensures operations
are in accordance with CDC Capital Planning and Investment Control
guidelines; (2) maintains and provides visibility on the integrated
technology roadmap across OPHDST products, technology, and tools, and
ensures alignment with overall CDC and OPHDST priorities; (3)
coordinates technology releases across divisions when necessary; (4)
tracks progress against the Public Health Data Strategy or other
milestones and goals across OPHDST technology and products; (5) tracks
and evaluates progress towards achieving overall strategic vision and
metrics to ensure meaningful and timely implementation; (6) coordinates
Agency information technology governance strategy via the Information
Technology and Data Governance Committee; (7) develops and implement
governance frameworks, aligned with the CDC's goals, policies,
standards and with clear structure, roles and responsibilities,
policies, and procedures, and performance metrics; (8) provides
guidance and training to employees and partners on governance policies,
procedures, and best practices and facilitate communication and
collaboration across the agency; (9) facilitates decision-making by
providing partners with relevant information and analysis, and helping
to align decisions with the organization's goals and priorities; and
(10) ensures that governance processes are transparent and accountable
by developing and implementing performance metrics and reporting
mechanisms, as well as fostering a culture of integrity and ethical
behavior.
Office of the Deputy Director of Management and Operations (CAK13).
(1) provides leadership and guidance in the development and
implementation of goals, objectives, priorities, policies, program
planning, management, and operations of all general activities within
the Office; (2) oversees, manages, directs, coordinates, and evaluates
all Office management and operations activities; (3) coordinates with
all Office units and divisions in determining and interpreting
operating policy and in ensuring their respective management input for
specific program activity plans are included; (4) provides leadership
for implementing statutory and compliance responsibilities across the
Office; (5) oversees STLT funding, monitoring, and management and
operations units; (6) provides and directs overall internal and
external communication strategies for the Office; (7) provides
leadership for and assessment of all administrative management
activities to assure coordination for all management and program
matters, such as coordinating risk management and emergency response
activities; (8) provides overall programmatic direction for planning
and management oversight of allocated resources, human resource
management and general administrative support; (9) directs and
coordinates activities in support of the Department's Equal Employment
Opportunity program, diversity, equity, inclusion and belonging
enhancement and employee professional development opportunities; (10)
reviews the effectiveness and efficiency of all administration and
operations of OPHDST programs; (11) develops and directs employee
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engagement programs for the Office, such as employee recognition
programs; (12) analyzes OPHDST workforce, succession, strategic
planning systems, and resources on an ongoing basis; (13) provides
scientific leadership for the Office, and informs and guides staff on
scientific matters; (14) ensures OPHDST produces the highest quality,
most useful, and most relevant science possible; (15) manages
scientific clearance for OPHDST and assures scientists follow CDC's
policies on data release and sharing; (16) oversees and directs
Institutional Review Board, Office of Management Budget (OMB) Paperwork
Reduction Act, and Confidentiality activities for the Office; and (17)
conducts peer review of scientific programs.
Office of Communications (CAK132). (1) coordinates and leads the
implementation of CDC-wide communication initiatives and policies,
including health literacy, plain language, and CDC branding; (2)
executes web development for the OPHDST intranet and SharePoint sites
and provides technical assistance and training in accessing and using
these resources for internal communication and information sharing; (3)
facilitates cross-division and cross-office coordination of health
communication activities, sharing of lessons learned, and development
of best practices; (4) develops and manages relationships with a wide
range of partners and customers, including other government agencies,
Federal and STLT departments and agencies, national partners, and
private organizations; (5) leads and oversees news media strategy and
evaluation, including news response, media monitoring, proactive media
engagement, media training, and long lead pitching; (6) leads digital
communication and marketing strategies and manages digital channels;
(7) leads strategic planning for communications and branding programs
and projects for OPHDST and data, surveillance, and technology issues;
(8) manages and coordinates clearance of OPHDST print and non-print
materials, ensuring adherence to and consistency with CDC and HHS
information and publication policies and guidelines; (9) oversees,
manages, and executes CDC web and digital governance through matrix
management and workgroup structures; (10) provides communication
support and technical assistance and training in accessing centralized
communication systems available through OPHDST, CDC's Office of
Communications (OC), and other offices; (11) provides ongoing
communication leadership and support to Office leadership in furthering
the Office's mission; (12) provides oversight and approval for CDC logo
licensing requests from external partner organizations and involving
OPHDST divisions and programs; (13) represents OPHDST on cross-CIOs and
external committees, workgroups, and at conferences relating to health
communication activities; (14) serves as primary liaison between OPHDST
and CDC's OC; and (15) provides strategic communication direction and
technical assistance across OPHDST to ensure all health communication
activities are evidence-based and demonstrate impact.
Office of Management and Operations (CAK133). (1) coordinates and
oversees OPHDST-wide program, administrative, and management support
services in the areas of fiscal management, budget planning and
execution, personnel, travel, performance, Freedom of Information Act
(FOIA), workforce planning, diversity, equity, inclusion,
accessibility, and belonging, space, and other administrative services;
(2) coordinates OPHDST requirements relating to contracts, grants,
cooperative agreements, Inter-Agency Agreements/Intra-Departmental
Delegation of Authorities, and reimbursable agreements; (3) manages
annual budget formulation, planning, and budget oversight; (4) develops
and implements financial, human capital, facility, and administrative
policies, procedures, and operations, as appropriate and prepares
special reports and studies, as required; (5) maintains liaison with
related Office and CIO staff and other officials of CDC, STLT, national
partners, and Federal agencies; (6) plans, coordinates, and provides
overall management, operations, and administrative support, advice, and
guidance to OPHDST; (7) employs effective evaluation techniques that
assess the progress, impact, and success of STLT modernization
activities; (8) provides fiscal stewardship to support STLT
modernization; (9) coordinates with Public Health Infrastructure
Center, Epidemiology and Laboratory Capacity, and other funding
mechanisms to ensure guidance, requirements, and metrics align with the
Public Health Data Strategy and DMI goals and priorities, as well as
other data related standards; and (10) provides learning and
development programs and opportunities to OPHDST staff.
Customer Success and Engagement Unit (CAK13). (1) leads engagement
and coordination for OPHDST focused on customer success management to
include CDC, Federal, STLT public health agencies, and private partners
with an emphasis on diversity, equity, inclusion and belonging; (2)
leads transformation and change management strategies to implement
Public Health Data Strategy Goals and DMI; (3) collects and synthesize
customer perspectives including needs, pain points, and goals for
decision-making processes including OPHDST strategic planning and
product development processes; (4) ensures customer needs are addressed
through established regular feedback processes to collect and analyze
satisfaction levels, identify areas for improvement, develop action
plans in collaboration with product teams; (5) manages customer
relationships and ensure that customers are successful in achieving
their desired outcomes through the use of products and services by
providing customer service, training, resources, and technical
assistance to support the journey from onboarding, ongoing support, and
retention; (6) builds and maintain strong customer relationships to
fully understand needs, goals, and challenges; (7) tracks and report on
key performance indicators or metrics related to customer success and
satisfaction; (8) facilitates and leverages insights from user panels
consisting of representative users to provide insights and feedback on
the usability, functionality, and overall user experience of products
to the OPHDST product teams; (9) collaborates across CDC and STLT
partners to facilitate a coordinated, streamlined approach to data
modernization activities aligned to the Public Health Data Strategy;
and (10) develops strategies that promote a health equity lens to
advance modernization efforts across all customers.
Policy, Legislative Affairs, and Partnerships Unit (CAK14). (1)
manages policy and legislative affairs for OPHDST; (2) leads Office-
wide partnership efforts, including maintaining current partnerships
and fostering new partnership opportunities, including private
partnerships; (3) provides technical assistance on legislation; (4)
leads and coordinates issues management for OPHDST across CIOs and with
the CDC IOD, including management of the special assistants for the
OPHDST director; (5) manages all oversight requests from Congress, the
Government Accountability Office and Office of Inspector General; (6)
leads Office-wide policy and legislative affairs efforts including
leading the budget justifications for HHS, OMB and Congress, all
Congressional briefings, requests, and correspondence, FOIA; (7) leads
strategic legislative affairs for the
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Office with a focus on securing long-term sustained funding and the
authorities necessary for CDC to achieve its mission; and (8) leads the
development of all policy materials and policy coordination across CDC,
including with the CDC IOD and other CIOs.
Detect and Monitor Division (CAKB). (1) enables transmission of
core data sources for monitoring and rapid detection of public health
events at the Federal, state, and local levels; (2) conducts integrated
surveillance to track diseases and conditions nationally; and (3)
improves surveillance capabilities of STLTs, Federal and global
partners, and internal CDC programs, innovating as needed.
Office of Director (CAKB1). (1) provides consultation, strategic
guidance, and subject matter expertise to the OPHDST director and
deputy directors to execute OPHDST priorities; (2) represents Agency
and OPHDST with external partners, including STLT partners; (3)
provides leadership to and supervision of the division's branches; (4)
works with OPHDST/Office of Director (OD) to ensure hiring, spending
plans and budgets are in line with OPHDST and division strategies and
priorities; (5) responsible for the execution of OPHDST strategy goals
and milestones that align with the Detect and Monitor Division and
supports priority goals of other divisions within OPHDST; (6) develops
and oversees execution strategy for meeting the Public Health Data
Strategy goals, and improving surveillance capabilities; (7) proposes
resource priorities throughout the budget cycle; (8) ensures scientific
quality, integrity, and clearance coordination across the division; (9)
identifies dependencies and coordinates synergies between Detect and
Monitor Division and OPHDST offices and divisions; (10) ensures close
collaboration and coordination of surveillance activities with other
partners, including STLTs, CDC programs, and others as indicated; and
(11) ensures communications are aligned with OPHDST/OD and shared
across the Detect and Monitor Division.
Public Health Data Transmission Branch (CAKBB). (1) supports the
onboarding and transmission of core data sources needed for
surveillance of public health events, including case and lab data from
STLTs to CDC; (2) supports development, onboarding and use of
electronic case reporting data; (3) develops robust data engineering
and mapping efforts to maximize use of public health data available
within jurisdictions by OPHDST and CDC programs, including for core and
program-specific case data; (4) modernizes approaches and tools for
public health core data ingestion and to improve data quality,
completeness, and timeliness; (5) provides notifiable case data to
partners within OPHDST, CDC programs, response, and STLT partners in
near real-time; (6) onboards and improves quality of lab data and other
data sources to support situational awareness in CDC and across STLTs;
(7) takes a human-centered design approach, engaging with customers and
end-users; (8) incorporates advanced analytics, machine learning and
other innovative approaches to enable automated and robust use of data;
(9) coordinates with divisions and OPHDST leadership to identify
priority needs and implement plans; and (10) identifies new and novel
data sources to promote the core public health missions to detect and
monitor public health missions to detect and monitor.
Integrated Monitoring Branch (CAKBC). (1) conducts and enables
integrated surveillance across data sources; (2) identifies and
experiments with new data sources for integrated surveillance; (3)
develops and refines tools and approaches used for national
surveillance; (4) engages with STLTs, CDC programs and global partners
to support integrated monitoring for routine and emergent public health
needs; (5) provides training in surveillance capabilities for STLTs,
Federal partners, and CDC programs and offices; (6) takes a human-
centered design approach to engage with customers and end-users; (7)
incorporates advanced analytics, machine learning and other innovative
approaches to enable automated and robust use of data; and (8)
coordinates with divisions and OPHDST leadership to identify priority
needs and implement plans.
Investigate and Respond Division (CAKC). (1) empowers STLTs and
other public health actors with the tools and insights to investigate,
prevent, and minimize public health risks; and (2) innovates to bolster
future responses and public health's ability to investigate cases,
outbreaks, and public health threats.
Office of Director (CAKC1). (1) provides consultation, strategic
guidance, and subject matter expertise to the OPHDST director and
deputy directors to execute on OPHDST priorities; (2) represents Agency
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 Investigation and Respond
Division and aligned with overall CDC and the Public Health Data
Strategy goals; (6) develops execution strategy for improving
surveillance capabilities; (7) proposes resource priorities throughout
the budget cycle; (8) ensures scientific quality, integrity, and
clearance across the division; (9) identifies dependencies and
coordinates synergies between Investigate and Respond and OPHDST
offices and divisions; and (10) ensures communications are aligned
OPHDST/OD and shared across the Investigate and Respond Division.
Public Health Investigation Tools Branch (CAKCB). (1) develops
technology that enables jurisdictions to ingest and harmonize data
across data sources; (2) develops technology and tools that enable and
make it easier for STLTs, CDC programs, and other partners to identify
and conduct case, disease, and public health surveillance as well as
conduct public health investigations; (3) takes a human-centered design
approach, engaging with end users to understand priority needs and
continually develop and test solutions; (4) facilitates evaluation of
solutions to assess impact of new or enhanced tools and solutions; (5)
works with private partners to identify and develop innovation and new
tools and solutions; (6) develops technology and tools to automate
processes to reduce the burden of day to day STLT functions to
investigate and respond to public health threats; (7) develops
technology and tools that promote and advance the ability to ensure
cases and public health threats can be reported, investigated and
responded to in vulnerable settings and populations; and (8) develops
and implement a strategy to prioritize, identify, test, and develop
innovative tools and solutions that support case and public health
threat investigations, particularly at the jurisdictional level and in
vulnerable and under-resourced areas and settings.
Analytics and Operations Tools Branch (CAKCC). (1) develops
technology and tools that enable jurisdictions to easily implement
countermeasures, track impact, and operationalize response activities
(e.g., planning of testing, vaccines, education initiatives) to promote
public health and advance health equity; (2) develops and implement a
strategy to prioritize, identify, test, and develop advanced analytic
and other automated solutions that empower and support jurisdictional
needs to access, use, analyze, link, and integrate data; (3) takes a
human-
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centered design approach, engaging with end users to understand needs
and continually test solutions; and (4) works with private partners to
identify and develop innovation and new tools and solutions.
Inform and Disseminate Division (CAKD). (1) provides the public and
public health decision makers timely and actionable data, analytics,
and insights to guide decisions; (2) engages with CDC programs and
other end users to ensure the agency maintains a relevant and
accessible data portfolio and analytic capabilities that can be
leveraged to address key public health questions; and (3) provides data
and data products in multiple ways to meet users' needs and align with
their data management and analytic capabilities, including providing
access to self-service data, derived analytic products and data
visualizations.
Office of Director (CAKD1). (1) provides consultation, strategic
guidance, and subject matter expertise to the OPHDST director and
deputy directors to execute on OPHDST priorities; (2) represents Agency
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 Inform and Disseminate Division
and aligned with overall CDC and Public Health Data Strategy goals; (6)
develops execution strategy for improving surveillance capabilities;
(7) proposes resource priorities throughout the budget cycle; (8)
ensures scientific quality, integrity, and clearance across the
division; (9) identifies dependencies and coordinates synergies between
Inform and Disseminate, OPHDST offices and divisions and other CDC
programs; and (10) ensures communications are aligned with OPHDST/OD
and shared across the Inform and Disseminate Division.
Actionable Data Branch (CAKDB). (1) acquires and manages high-value
data assets that have wide applicability for use by CDC programs and
other users; (2) works with Data Policy and Standards Division to use
best practices for data acquisition and governance that maximizes use
of the data by the agency and partners and ensures data security and
alignment with acquisition agreements; (3) continually evaluates
overall data portfolio to ensure data assets are of sufficient quality,
address key public health use cases and support health equity-related
analyses and aims; (4) works with OPHDST divisions, the CDC Office of
the Chief Information Officer and other partners to ensure access to
effective and state-of-the-art analytic tools and methods; (5)
maintains and leverages expertise in data science, data analytics, and
epidemiology to provide a continuum of analytic and scientific services
that address major public health surveillance and research questions;
(6) transforms data into useful data products and visualizations that
serve end-users; (7) provides training on using self-serve data for
customers; and (8) ensures customers' needs are timely and effectively
addressed through the use of standardized processes and customer
relationship management tools.
Dissemination Technology and Services Branch (CAKDC). (1)
identifies and implements best practices for sharing data, data
products, and resultant information with the public and other partners
to inform action; (2) takes a human-centered design approach to develop
and maintain technology and tools that make self-serve data easily
accessible to the public and other partners; (3) works with CDC
programs to develop integrated data products that leverage diverse data
sources to showcase findings across disease types and can be used to
support public health emergency response activities; and (4) develops,
implements, and evaluates comprehensive communication strategies to
enhance interpretation of data to inform action.
Data Policy and Standards Division (CAKE). (1) sets and interprets
data and technology policy and standards to ensure data transmitted
across the public health ecosystem is robust, interoperable, and
nimble; (2) enables agency-wide decision-making reflecting actionable
data governance; (3) engages external partners in developing and
updating data policy and standards to address evolving needs and
opportunities in public health; and (4) leads CDC's interoperability
and data policy strategies.
Office of Director (CAKE1). (1) provides consultation, strategic
guidance, and subject matter expertise to the OPHDST director and
deputy directors to execute on OPHDST priorities; (2) represents Agency
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 Data Policy and Standards
Division and aligned with overall CDC and Public Health Data Strategy
goals; (6) develops execution strategy for improving policy
capabilities in coordination with OPHDST Policy, Legislative Affairs,
and Partnerships unit; (7) proposes resource priorities throughout the
budget cycle; (8) ensures scientific quality, integrity, and clearance
across the division; (9) identifies dependencies and coordinates
synergies between the Data Policy and Standards Division and OPHDST
offices and divisions; and (10) ensures communications are aligned
OPHDST/OD and shared across the Data Policy and Standards Division.
Data Standards Branch (CAKEB). (1) works with internal and external
partners to define, improve, and update standards for the public health
community; (2) develops new vocabulary standards for public health
exchange and promotes the adoption of HL7 standards and best practices;
(3) defines minimum data elements for case and laboratory data
collection efforts within CDC; (4) promotes the adoption of and
compliance with internal agency policies for minimum data elements for
notifiable and non-notifiable disease collections; and (5) collaborates
with the Technology Strategy and Standards Office to develop and adopt
interoperability standards for systems and health information
technology functional services.
Data Policy Branch (CAKEC). (1) develops, implements, and monitors
CDC data sharing policies, including modular data use agreements, data
access agreements, funding requirements, and open data policies to
promote rapid data access and use; (2) directs the Office's data access
policy to ensure open data (3) engages with STLT lawyers to ensure
maximal data exchange between public health partners; (4) applies data
policies to the formal procurement of data on behalf of the agency and
to the acquisition of non-purchased data sets at CDC; (5) improves
interoperability between public health, healthcare, laboratories, and
other data exchange partners by developing and maintaining a CDC
interoperability strategy that leverages regulatory frameworks and
cross-agency program incentives; (6) ensures data is acquired, shared,
and used in an ethical manner that promotes health equity; and (7)
builds data policy into systems to make it easy to understand and
operationalize policy frameworks for technical and scientific
solutions.
Platforms Division (CAKG). (1) procures and develops tools,
services, machine learning models, and infrastructure that accelerates
the execution of the other OPHDST
[[Page 44338]]
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 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:
<bullet> Enterprise Data Office (CAJR17) within the Office of the
Director, Office of the Chief Operating Officer.
<bullet> 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.
<bullet> Information Systems Branch (CPNEB) within the Center for
Surveillance, Epidemiology and Laboratory Services (CPN), Deputy
Director for Public Health Science and Surveillance.
<bullet> Surveillance and Data Branch (CPNEC) within the Center for
Surveillance, Epidemiology and Laboratory Services (CPN), Deputy
Director for Public Health Science and Surveillance.
<bullet> 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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</html>Indexed from Federal Register on July 12, 2023.
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