[Federal Register Volume 88, Number 132 (Wednesday, July 12, 2023)]
[Notices]
[Pages 44333-44338]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2023-14698]


-----------------------------------------------------------------------

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.

-----------------------------------------------------------------------

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: [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 
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:

 Office of Public Health Data, Surveillance, and Technology 
(CAK)
 Office of the Director (CAK1)
 Office of the Deputy Director for Technology and Products 
(CAK12)
 Technology Strategy Office (CAK122)
 Technology Implementation Office (CAK123)
 Office of the Deputy Director of Management and Operations 
(CAK13)
 Office of Communications (CAK132)
 Management and Operations Office (CAK133)
 Customer Success and Engagement Unit (CAK14)
 Policy, Legislative Affairs, and Partnerships Unit (CAK15)
 Detect and Monitor Division (CAKB)
 Office of the Director (CAKB1)
 Public Health Data Transmission Branch (CAKBB)
 Integrated Monitoring Branch (CAKBC)
 Investigate and Respond Division (CAKC)
 Office of the Director (CAKC1)
 Public Health Investigation Tools Branch (CAKCB)
 Analytics and Operations Tools Branch (CAKCC)
 Inform and Disseminate Division (CAKD)
 Office of the Director (CAKD1)
 Actionable Data Branch (CAKDB)
 Dissemination Technology and Services Branch (CAKDC)
 Data Policy and Standards Division (CAKE)
 Office of the Director (CAKE1)
 Data Standards Branch (CAKEB)
 Data Policy Branch (CAKEC)
 Platforms Division (CAKG)
 Office of the Director (CAKG1)
 Shared Technology Platform Branch (CAKGB)
 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

[[Page 44335]]

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

[[Page 44336]]

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-

[[Page 44337]]

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:
     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