[Federal Register Volume 83, Number 194 (Friday, October 5, 2018)]
[Notices]
[Pages 50374-50377]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2018-21670]
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DEPARTMENT OF HEALTH AND HUMAN SERVICES
Centers for Disease Control and Prevention
Statement of Organization, Functions, and Delegations of
Authority
Part C (Centers for Disease Control and Prevention) of the
Statement of Organization, Functions, and Delegations of Authority of
the
[[Page 50375]]
Department of Health and Human Services (45 FR 67772-76, dated October
14, 1980, and corrected at 45 FR 69296, October 20, 1980, as amended
most recently at 83 FR 6179-6185, dated March 14, 2018) is amended to
reflect the details of the reorganization of the Centers for Disease
Control and Prevention. This reorganization is being undertaken to
enhance CDC's role in leading business strategies, strategic and risk
management, and fiscal integrity activities, as well as increase the
visibility of agency wide management and customer services.
Section C-B, Organization and Functions, is hereby amended as
follows:
Delete in its entirety the functional statement for the Office of
the Director (CAJ1), Office of the Chief Operating Officer (CAJ), and
insert the following:
Office of the Director (CAJ1). (1) Manages and directs the
activities and functions of the Office of the Chief Operating Officer;
(2) provides guidance and support in the conduct of agency-wide
business services and management activities performed for or by CIOs;
(3) participates in the development of CDC's priority areas, goals, and
objectives; (4) advises and assists the CDC Director and other key
officials on all aspects of business services activities and functions;
(5) oversees operation of the Working Capital Fund; and (6) oversees
governance of the Agency's labor management activities.
After the functional statement for the Freedom of Information Act
Office (CAJ12), insert the following:
Strategic Business Initiatives Unit (CAJ13). (1) Evaluates and
conducts agency-wide enterprise risk monitoring and management; (2)
develops and executes the annual Federal Managers' Financial Integrity
Act program review; (3) conducts special reviews and appraises the
adequacy and effectiveness of agency-wide practices and operations; (4)
coordinates responses to Office of the Inspector General hotline and
other agency special reviews; (5) administers the Federal Advisory
Committee Act program; (6) develops, coordinates, and formalizes CDC
operational policies; (7) oversees the agency's records management
program; and (8) manages CDC's delegations of authority and
organizational structure and functions.
Delete in their entirety the title and functional statement for the
Budget Operations Services Branch (CAJEVJ), Office of Financial
Resources (CAJE), and insert the following:
Budget Control and Compliance Services Branch (CAJEVJ). (1)
Conducts agency-level budget functions, financial data analysis, and
reporting; (2) assists the Office of Budget Services in providing
budgetary information for business decision-making support surrounding
public health; (3) conducts ongoing reviews of budget systems used to
support the agency's financial management activities; (4) provides
ongoing budget control support for all CDC/ATSDR funds; (5) reports
compliance of laws, regulations, and decisions to the Director, Office
of Budget Services; (6) provides information to the Director, Office of
Budget Services related to funds control management for the agency's
budget; (7) assists in the review of Congressional bill language to
identify and properly account for earmarks and other directed programs;
(8) assists in fulfilling HHS and OMB reporting requirements; (9)
calculates agency-level funding authority during continuing resolution
periods, as required; and (10) provides guidance and advice to the CDC
CFO and the Director, Office of Budget Services, on issues related to
use of CDC appropriations and other matters concerning budgetary
policy, law and regulations.
Delete in their entirety the title and functional statement for the
Infectious Disease Budget Execution Services Branch (CAJEVK), and
insert the following:
Budget Planning and Analytics Services Branch (CAJEVK). (1) Assists
in developing plans to execute agency-level budget; (2) ensures changes
and plans are in compliance with decisions and agency direction; (3)
assists CIOs in establishing an agency-level planning budget to
forecast annual funding and prepare spend plans for the upcoming fiscal
year; (4) conducts ongoing reviews of budget systems used to support
the agency's financial planning activities; (5) provides budgetary
support for salary related costs including labor distribution system;
(6) coordinates cross-cutting and ad hoc analysis of agency resources
and funds; (7) provides support for international budget execution and
analysis; (8) manages standard reoccurring reporting on special
initiatives HHS; and (9) provides surge support for emergencies,
outbreaks, and special initiatives.
Delete in their entirety the title and functional statement for the
Public Health Scientific Services Budget Execution Services Branch
(CAJEVL), and insert the following:
Training, Development, and Specialized Funding Budget Execution
Services Branch (CAJEVL). (1) Develops, coordinates, and tracks budget
execution related training for CDC personnel including the development
of various budget certification programs; (2) develops and maintains
agency budget execution standard operating procedures, guidance, and
job-aids; (3) provides guidance and training support for special
funding types such as Interagency Agreements (IAAs), gifts, CRADAs,
user fees, etc.; (4) establishes and maintains systems to facilitate
the processing of special funding types; (5) assists in developing
reports for various funding types and coordinates with Program Resource
Management and Budget Execution Support teams; and (6) supports process
improvement and workforce development initiatives including performance
management designed to support optimal budget execution.
Delete in their entirety the title and functional statement for the
Office of the Director, OSTLTS, and Occupational Safety and Health
Budget Execution Services Branch (CAJEVM), and insert the following:
Budget Execution Services Branch 1 (CAJEVM). (1) Provides the legal
and regulatory expertise and support to execute CDC's budget within the
framework of HHS, OMB, and Congressional regulations, and policies of
CDC OD; (2) manages the expectations agreed upon in the Budget
Execution Services Service Level Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4) supports programs with funds
management including funds certification; (5) provides the leadership
and guidance for spend plan creation and administration, in compliance
with all federal guidelines and policies, such as the Anti-Deficiency
Act; (6) provides the overall analysis of spend plans to advise
programs on future spending decisions; (7) assists program officials in
developing sub-allocation of CIO, and/or Division ceilings; (8)
communicates and shares knowledge with programs and CDC's budget
analyst community; and (9) performs cost-benefit analysis to review
financial requests and makes recommendations for future-year budget.
Delete in their entirety the title and functional statement for the
Non-Communicable Disease, Injury, and Environmental Health Budget
Execution Services Branch (CAJEVN), and insert the following:
Budget Execution Services Branch 2 (CAJEVN). (1) Provides the legal
and regulatory expertise and support to execute CDC's budget within the
framework of HHS, OMB, and Congressional regulations, and policies of
CDC OD; (2) manages the expectations agreed upon in the Budget
Execution Services Service Level
[[Page 50376]]
Agreement; (3) promotes structured, ongoing partnerships with CIOs; (4)
supports programs in with funds management including funds
certification; (5) provides the leadership and guidance for spend plan
creation and administration, in compliance with all federal guidelines
and policies, such as the Anti-Deficiency Act; (6) provides the overall
analysis of spend plans to advise programs on future spending
decisions; (7) assists program officials in developing sub-allocation
of CIO, and/or Division ceilings; (8) communicates and shares knowledge
with programs and CDC's budget analyst community; and (9) performs
cost-benefit analysis to review financial requests and makes
recommendations for future-year budget.
Delete in their entirety the title and functional statement for the
Global Health Budget Execution Services Branch (CAJEVP), and insert the
following:
Budget Execution Services Branch 3 (CAJEVP). (1) Provides the legal
and regulatory expertise and support to execute CDC's budget within the
framework of HHS, OMB, and Congressional regulations, and policies of
CDC OD; (2) manages the expectations agreed upon in the Budget
Execution Services Service Level Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4) supports programs with funds
management including funds certification; (5) provides the leadership
and guidance for spend plan creation and administration, in compliance
with all federal guidelines and policies, such as the Anti-Deficiency
Act; (6) provides the overall analysis of spend plans to advise
programs on future spending decisions; (7) assists program officials in
developing sub-allocation of CIO, and/or Division ceilings; (8)
communicates and shares knowledge with programs and CDC's budget
analyst community; and (9) performs cost-benefit analysis to review
financial requests and makes recommendations for future-year budget.
Delete in their entirety the title and functional statement for the
Preparedness, Response, and Office of the Chief Operating Officer
Budget Execution Services Branch (CAJEVQ), and insert the following:
Budget Execution Services Branch 4 (CAJEVQ). (1) Provides the legal
and regulatory expertise and support to execute CDC's budget within the
framework of HHS, OMB, and Congressional regulations, and policies of
CDC OD; (2) manages the expectations agreed upon in the Budget
Execution Services Service Level Agreement; (3) promotes structured,
ongoing partnerships with CIOs; (4) supports programs with funds
management including funds certification; (5) provides the leadership
and guidance for spend plan creation and administration, in compliance
with all federal guidelines and policies, such as the Anti-Deficiency
Act; (6) provides the overall analysis of spend plans to advise
programs on future spending decisions; (7) assists program officials in
developing sub-allocation of CIO, and/or Division ceilings; (8)
communicates and shares knowledge with programs and CDC's budget
analyst community; and (9) performs cost-benefit analysis to review
financial requests and makes recommendations for future-year budget.
After the functional statement for the Office of the Director
(CAJ1), Office of the Chief Information Officer (CAJR), and insert the
following:
Technology Modernization and Solutions Office (CAJR15). The mission
of the Technology and Modernization Office (TMSO) is to bring out
innovation, agility, and resilience of OCIO's information technology
throughout the portfolio lifecycle. To carry out its mission, TMSO: (1)
Leads, plans, and manages CDC's information technology (IT) budget
development and review processes; (2) advances the field of public
health information technology for the Agency through applied research
and innovation; (3) coordinates the development and implementation of
OCIO enterprise portfolio and investment strategy; (4) establishes,
implements and communicates a comprehensive and integrated framework
for CDC enterprise architecture; (5) identifies needs and resources for
new initiatives and assigns responsibilities for their development; (6)
provides centralized information technology portfolio services; and (7)
coordinates the development of a research agenda for information
technology and public health collaboration.
Enterprise Information Technology Portfolio Office (CAJR152). (1)
Plans and directs the capital planning investment Control processes
including investment selection, control and evaluation, business case
analyses, lifecycle reviews, portfolio development, performance
measures, and investment prioritization procedures; (2) develops and
monitors earned value management analyses of project cost, schedule and
deliverable commitments; (3) provides guidance to program and project
managers on the use of the tools for preparing investment documentation
that meet CDC, HHS, and OMB requirements; (4) develops CDC IT strategic
and tactical plans; (5) provides guidance to program and project
managers on technology business management; (6) leads development of
the enterprise architecture and transition strategies; (7) collaborates
with CDC staff to develop business process models for CDC public health
functions; (8) develops and maintains a shared services catalog to
promote reuse of existing resources; (9) supports CDC information
resource governance structures including common processes, tools,
techniques; (10) identifies needs and develops strategies and
approaches to acquire and manage enterprise statistical software
licenses; and (11) develops internal cost allocation methods and
coordinates allocation of costs for annual license renewal payments.
Informatics Innovation Unit (CAJR153). (1) Collaborates with CDC
programs and the broader public health community to develop innovative
technologies and techniques to positively impact public health
practice; (2) transitions new technology-based solutions, standards,
and techniques to programs for deployment and implementation; (3)
provides consultation, evaluation, guidance, and support in the use of
new informatics solutions; (4) rapidly define problems, create
prototypes, conduct pilot projects, and examine and test hypotheses to
support information technology solutions; (5) participates and
represents the agency on technology innovation committees, workgroups,
organizations, and councils, within CDC and with other federal
agencies; (6) provides education to fellows, colleagues, and partners
on emerging information technology tools, techniques, and
methodologies; and (7) provides regular updates to leadership as to the
status of all projects in the technology innovation laboratory.
Office of Business Operations (CAJR16). (1) Manages OCIO
centralized internal accounting services, and budget services; (2)
provides guidance, oversight, and coordination in the internal areas of
organizational and human capital management, continual process
improvement, policy, performance, communication, budget formulation,
enterprise risk management, administrative management and internal
acquisition services; (3) provides expertise in interpreting applicable
laws, regulations, policies, and offers guidance, direction, and
coordination in resolving issues; (4) advises and assists the CDC Chief
Information Officer, OCIO office directors, and senior staff
[[Page 50377]]
on all matters regarding internal business service operations; (5)
maintains internal controls; (6) coordinates and manages operationally
focused project teams; (7) provides leadership and strategic support in
the determination of long-term operational needs; (8) provides
collaboration and centralized consolidation of Office reporting
requirements; (9) provides strategic planning and coordination of OCIO
transformation projects and initiatives; and (10) manages and
implements special projects sponsored by OCIO leadership.
Policy, Performance and Communications Activity (CAJR162). (1)
Provides leadership, oversight, and guidance for OCIO Enterprise Risk
Management; (2) identifies systemic operational risks and issues and
communicates them to OCIO leadership for consideration, mitigation and
issue resolution; (3) provides leadership, coordination, and
collaboration on OCIO issues management and triaging, and ensures the
process of ongoing issues identification, management and resolution;
(4) establishes OCIO business performance metrics and coordinates
reviews to ascertain status on meeting the metrics; (5) conducts
business analytics and reporting on performance data collected from
other OCIO offices and sections; (6) provides reporting for annual
planning meetings, annual reports, data calls, end-of-year
coordination, and ad-hoc requests; (7) leads OCIO performance
management, including the development of strategic plans, performance
metrics, dashboards, and Quarterly Program Review materials; (8)
manages and coordinates the development of organizational and CDC-wide
information technology policies to support CDC's public health science
and programs; (9) manages and responds to Congressional inquiries and
media requests as it relates to support of CDC's information technology
policies; (10) serves as the point of contact for the policy analysis,
technical review and final clearance of executive correspondence and
policy documents that require approval from the Chief Information
Officer, OCIO Leadership Team, or officials; (11) provides coordination
and oversight for internal and external OCIO communications; (12)
provides communications support for executive presentations, messages,
and meetings; (13) ensures accurate and consistent information
dissemination, including Freedom Of Information Act requests and
Executive Secretariat controlled correspondence; (14) ensures
consistent application of CDC correspondence standards and styles; and
(15) provides leadership, technical assistance, and consultation in
establishing best practices in internal and external business
communication and implements external communication strategies to
promote and protect OCIO and the agency's brand (e.g. employee
communications, intranet, internet and other communication platforms).
Management Services Activity (CAJR163). (1) Provides budgetary
information for business decision-making support surrounding
information technology investments in support of the agency's mission
and goals; (2) provides OCIO spend plan validation, remediation, and
analysis; (3) prepares annual OCIO budget formulation and budget
justifications; (4) ensures budget plans and changes are in compliance
with decisions and agency direction; (5) plans, develops, manages, and
conducts oversight of CDC's information services contracts; (6)
coordinates and facilitates OCIO contracts use including requirements
development, specifications, performance needs, quality assurance and
service delivery, and contract administration; (7) provides guidance
and assistance to programs on the various aspects of the contracts to
meet their requirements; (8) coordinates and manages annual contract
forecasting activities; (9) participates with senior management in
program planning, policy determinations, evaluations, and decisions
concerning escalation points for acquisitions and financial management;
(10) conducts policy analysis, tracking, review and clearance as it
relates to acquisitions and financial management to support CDC's
public health science and programs; (11) provides workforce and human
capital management oversight and direction for all OCIO components
including employee relations; (12) gathers and analyzes information
concerning OCIO workforce challenges and/or opportunities for
leadership awareness, strategic planning, and operational improvement;
(13) collects and analyzes data from employee viewpoint surveys and
other sources to inform OCIO leadership and future initiatives; and
(14) provides and oversees the delivery of OCIO-wide administrative
management and support services in the areas of fiscal management,
personnel, travel, records management, internal controls, and other
administrative services.
Enterprise Data Office (CARG). (1) Develops, promotes, implements,
and evaluates data science approaches for improved research of large
and complex data sets; (2) maintains and leverages data acquired from
multiple sources; (3) develops and implements solutions, often with
partners and collaborators, to strengthen information systems and
reporting; (4) develops and implements computer-based decision support
tools and mobile applications that help to inform better decision-
making; and (5) collaborates with other CDC programs to develop and
promote informatics solutions for improving data management, practice,
and preparedness; and (6) promotes a multidisciplinary approach (which
includes statistics, analytics, data management, informatics, and
evaluation sciences) to assure that the CDC programs, information
systems, and data serve public health program objectives.
Delete in their entirety the titles and functional statements for
the Enterprise Information Technology Portfolio Office (CAJR12),
Acquisition Program Management Office (CAJR14), and the Management
Analysis and Services Office (CAJRC).
Delete in its entirety the title and functional statement for
Informatics Innovation Unit (CPNC12), Office of the Director (CPN1),
Center for Surveillance, Epidemiology, and Laboratory Services (CPN).
This reorganization was approved by the Director, CDC.
Robert Redfield,
Director, Centers for Disease Control and Prevention.
[FR Doc. 2018-21670 Filed 10-4-18; 8:45 am]
BILLING CODE 4160-18-P