[Federal Register Volume 88, Number 132 (Wednesday, July 12, 2023)]
[Notices]
[Pages 44338-44343]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2023-14705]


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DEPARTMENT OF HEALTH AND HUMAN SERVICES

Centers for Disease Control and Prevention


Reorganization of the National Center for State, Tribal, Local, 
and Territorial Public Health Infrastructure and Workforce

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 State, Tribal, Local, and Territorial Public 
Health Infrastructure and Workforce, henceforth referred to as the 
Public Health Infrastructure Center (PHIC). PHIC reorganized to enhance 
and enable coordination for partners collectively working to bolster 
the Nation's public health infrastructure.

DATES: This reorganization was approved by the Director of CDC on June 
28, 2023.

FOR FURTHER INFORMATION CONTACT: D'Artonya Graham, Office of the Chief 
Operating Officer, Office of the Director, Centers for Disease Control 
and Prevention, 1600 Clifton Road NE, MS TW-2, Atlanta, GA 30329. 
Telephone 770-488-4401; Email: [email protected].

SUPPLEMENTARY INFORMATION: Part C (Centers for Disease Control and 
Prevention) of the Statement of Organization, Functions, and 
Delegations of Authority of the Department of Health and Human Services 
(45 FR 67772-76, dated October 14, 1980, and corrected at 45 FR 69296, 
October 20, 1980, as amended most recently at 88 FR 9290-9291, dated 
February 13, 2023) is amended to reflect the reorganization of the 
National Center for State, Tribal, Local, and Territorial Public Health 
Infrastructure and Workforce, Centers for Disease Control and 
Prevention. Specifically, the changes are as follows:
    I. Under Part C, Section C-B, Organization and Functions, insert 
the following:

 National Center for State, Tribal, Local, and Territorial 
Public Health Infrastructure and Workforce (CH)
 Office of the Director (CH1)
 Office of Tribal Affairs and Strategic Alliances (CH12)
 Office of Rural Health (CH13)
 Division of Jurisdictional Support (CHB)
 Office of the Director (CHB1)
 Capacity Building and Strategic Resource Management Branch 
(CHBB)

[[Page 44339]]

 Public Health Infrastructure Capacity Building and 
Implementation Branch (CHBC)
 Program Services and Innovation Branch (CHBD)
 Division of Partnership Support (CHC)
 Office of the Director (CHC1)
 Partnership Resources Management Branch (CHCB)
 Partnerships and Performance Improvement Branch (CHCC)
 Division of Workforce Development (CHD)
 Office of the Director (CHD1)
 Education and Training Services Branch (CHDB)
 Epidemiology and Laboratory Workforce Branch (CHDC)
 Field Services Workforce Branch (CHDD)
 Public Health Workforce Branch (CHDE

    II. Under Part C, Section C-B, Organization and Functions, add the 
following functional statements:
    National Center for State, Tribal, Local, and Territorial Public 
Health Infrastructure and Workforce (CH). The National Center for 
State, Tribal, Local, and Territorial Public Health Infrastructure and 
Workforce, henceforth referred to as the Public Health Infrastructure 
Center (PHIC), strengthens the Nation's public health infrastructure by 
providing underlying systems, processes, and expertise across critical 
cross-cutting functional areas and bolstering the agency's core 
capabilities. In carrying out its mission, PHIC: (1) engages and 
coordinates relationships with jurisdictions and CDC's public health 
partners to provide enterprise management of programs that build and 
maintain the Nation's public health infrastructure (PHI); (2) enhances 
experiences for funded partners and state, tribal, local, and 
territorial (STLT) jurisdictions; (3) develops strategic goals and 
objectives, provides leadership, scientific oversight, and guidance for 
PHI; (4) proactively engages and collaborates with Centers, Institute, 
and Offices (CIOs) across the agency to support jurisdictions, external 
partnerships, and CDC's internal workforce; (5) streamlines and 
coordinates cross-cutting funding mechanisms in support of PHI; (6) 
provides support through specific workforce development programming, 
guidance, technical assistance (TA), and funding for jurisdictions; (7) 
invests in internal workforce development programs that directly 
reinforce CDC's capacity to support jurisdictions; (8) identifies and 
supports implementation of cross-cutting evidence-based approaches to 
improve public health agency and system performance; (9) establishes 
and maintains effective strategic relationships, partnerships, and 
alliances with organizational elements of the public health system; and 
(10) leads evaluation and reporting activities on the effectiveness of 
partnership engagement and performance of funding mechanisms.
    Office of the Director (CH1). (1) provides the overarching vision 
and strategic direction for PHIC; (2) collaborates and consults with 
other Centers, working groups, state and local health departments, 
other Federal agencies, and other partners, to accomplish the mission 
of the center; (3) manages, directs, and coordinates the policy, 
strategy, operations, and fiscal activities of PHIC; (4) works with CDC 
leadership to ensure spend plans, budget planning, and budget execution 
are in line with the overall public health infrastructure strategies 
and priorities; (5) provides and coordinates Center-wide 
administrative, management, and support services in the areas of fiscal 
management, personnel, travel, procurement, facility management, and 
other administrative services; (6) manages the coordination of 
workforce development and succession planning activities, and provides 
human capital management, planning, and training consultation services; 
(7) co-develops execution strategies for PHIC with the division 
directors; (8) ensures that the PHIC strategy is executed by the 
divisions and aligned with overall CDC goals; (9) evaluates the 
strategies, focus, and prioritization of the division research, 
program, and corresponding budget activities; (10) defines goals and 
objectives for policy formation, scientific oversight, and guidance in 
program planning and development, ensuring that policy development is 
consistent and appropriate; (11) reviews, prepares, coordinates, and 
develops congressional testimony and briefing materials; (12) 
establishes and implements a communications strategy in support of PHIC 
overarching goals and priorities, ensuring that communication 
distributed by the Center is timely, accurate, clear and relevant to 
intended audiences; (13) leads infusion of health equity principles 
into the planning, implementation, and evaluation of activities and 
engagement in all parts of PHIC; (14) provides oversight on scientific 
clearance and ensures quality of scientific work through setting a 
scientific agenda; (15) represents PHIC and at times CDC at 
professional and scientific meetings, within and outside CDC; (16) sets 
the strategy for funding through grants and cooperative agreements 
(CoAgs) and track accountability measures across PHIC and CDC while 
reducing administrative burden to recipients; (17) promotes and 
advances Diversity, Equity, Inclusion, Accessibility, and Belonging; 
and (18) establishes a menu of common measures and indicators for 
evaluation of PHI-related programs to measure success and gaps for 
building foundational capabilities.
    Office of Tribal Affairs and Strategic Alliances (CH12). (1) serves 
as CDC's principal point of contact for tribes and tribal serving 
organizations; (2) provides CDC-wide leadership for CDCs tribal related 
partnerships and activities; (3) affirms the government-to-government 
relationship between CDC and American Indian/Alaska Native (AI/AN) 
tribes; (4) connects tribal nations and tribal-serving organizations to 
CDC programs by advancing connections, providing expertise, and 
increasing resources to improve cross-cutting tribal public health 
infrastructure helping to ensure AI/AN communities receive public 
health services that keep them safe and healthy; (5) serves as CDC's 
lead office and liaison on tribal public health issues and policies; 
(6) collaborates and coordinates with Office of Science/HHS and other 
agency tribal liaisons on HHS-wide tribal activities; (7) develops and 
disseminates tribal public health strategies, policies, programs, and 
systems improvements; (8) establishes partnerships and provides subject 
matter expertise and technical assistance to CDC programs and external 
partners; (9) enhances government-to-government relationships through 
policy and consultation with tribal nations; and (10) supports 
implementation of culturally responsive and traditional practices 
through evidence- and practice-based models.
    Office of Rural Health (CH13). (1) provides rural public health 
strategic direction for CDC; (2) coordinates rural-focused public 
health activities across CDC with a special emphasis on identifying and 
addressing rural health disparities; (3) builds CDC capacity to address 
rurality in scientific, programmatic, policy, and communications 
activities; (4) identifies rural public health best practices, lessons 
learned, innovative, and successful programs for dissemination; (5) 
engages with governmental and non-governmental partners and rural-
serving organizations to improve rural public health services and 
infrastructure; (6) provides technical assistance to CDC programs to 
ensure integration of rural

[[Page 44340]]

considerations into CDC grants, CoAgs, and contracts; and (7) works 
with CDC workforce development initiatives to expand the pool of 
practitioners with rural public health training and expertise.
    Division of Jurisdictional Support (CHB). The Division of 
Jurisdictional Support (DJS) ensures coordinated support so public 
health agencies at all levels across the United States have the 
necessary infrastructure to deliver timely public health services. The 
Division will support STLT and freely associated state health 
department jurisdictions to build and maintain their public health 
infrastructure by managing and providing large non-categorial grants 
and CoAgs, TA, and excellent customer service. The division will: (1) 
improve interagency coordination of non-categorial funding mechanisms 
focused on the Foundational Public Health Services; (2) reduce 
administrative barriers and improve customer service; and (3) 
streamline and enhance programmatic reporting.
    Office of the Director (CHB1). (1) develops an efficient process 
for initiating, awarding, and managing non-categorial public health 
infrastructure funding to STLT jurisdictional health departments; (2) 
manages and implements grants management functions (monitoring, 
compliance, and administration) for CDC's cross-cutting/non-categorial 
grants and CoAgs; (3) coordinates with relevant cross-agency and public 
health infrastructure subject matter experts to inform notice of 
funding opportunity development and award processing; (4) provides TA 
specific to the congressional intent of the division grants and CoAgs 
assigned to DJS; (5) oversees and manages DJS clearance process for 
scientific, technical, and programmatic documents; (6) manages DJS 
communication activities, including communication product development, 
promotion and dissemination strategies, media relations coordination, 
and DJS websites; (7) reviews, prepares, coordinates, and develops 
congressional testimony and briefing materials; (8) coordinates DJS 
budget formulation/negotiation related to program initiatives and goals 
management; (9) plans, coordinates, and provides administrative 
management support, advice, and guidance to DJS in the areas of fiscal 
management, procurement, property management, personnel, travel, and 
other administrative services; and (10) provides fiscal management and 
stewardship of grants, contracts, and CoAgs; and materiel management, 
and interagency agreements.
    Capacity Building & Strategic Resource Management Branch (CHBB). 
(1) complies with congressional requirements for reporting and 
performance measures; (2) interacts with grantees and recipients to 
support basic functions of the grants or CoAgs managed and overseen by 
the Branch; (3) provides data analytics for jurisdictional trends and 
conducts evaluation activities for branch grants and CoAgs; and (4) 
provides performance management, evaluation, and review of the grantee 
performance and capacity to enhance the utilization of resources.
    Public Health Infrastructure Capacity Building and Implementation 
Branch (CHBC). (1) complies with congressional requirements for 
reporting and performance measures; (2) interacts with grantees and 
recipients to support basic functions of the grants or CoAgs managed 
and overseen by the Branch; and (3) provides data analytics for 
jurisdictional trends and conducts evaluation activities to improve 
program operations and implementation.
    Program Services and Innovation Branch (CHBD). (1) complies with 
congressional requirements for reporting and performance measures; (2) 
interacts with grantees and recipients to support basic functions of 
the grants or CoAgs managed and overseen by the Branch; (3) provides 
data analytics for jurisdictional trends and conducts evaluation 
activities for branch grants and CoAgs; and (4) promotes continuous 
improvement of program services by serving as an incubator for new 
tools and solutions.
    Division of Partnership Support (CHC). The Division of Partnership 
Support (DPS) leverages partnerships to support CDC in developing the 
capacity of the public health system and STLT territorial departments 
of health (and ministries) to sustain and strengthen public health 
foundational, infrastructure, and workforce capabilities. In addition, 
DPS: (1) provides capacity-building assistance to the field to improve 
public health performance; and (2) develops capacity through delivery 
mechanisms that include TA (consultation and services), training 
(skills building), technology and information transfer, and funding.
    Office of the Director (CHC1). (1) provides oversight and guidance 
of its branches, offices, and units; (2) works closely with divisions 
and other CIOs to offer support, guidance, collaboration, and expertise 
on partnership development and improvement; (3) facilitates TA, 
training, information, funding, and technology transfer for U.S. 
territories and freely associated states; (4) provides legal TA in STLT 
jurisdictions; (5) oversees and manages DPS clearance process for 
scientific, technical, and programmatic documents; (6) manages DPS 
communication activities, including communication product development, 
promotion and dissemination strategies, media relations coordination, 
and DPS websites; (7) reviews, prepares, coordinates, and develops 
congressional testimony and briefing materials; (8) coordinates DPS 
budget formulation/negotiation related to program initiatives and goals 
management; (9) plans, coordinates, and provides administrative 
management support, advice, and guidance to DPS in the areas of fiscal 
management, procurement, property management, personnel, travel, and 
other administrative services; and (10) provides fiscal management and 
stewardship of grants, contracts, and CoAgs; and materiel management, 
and interagency agreements.
    Partnership Resources Management Branch (CHCB). (1) coordinates 
CDC-wide funding for regional and national non-governmental public 
health partner organizations; (2) monitors programmatic activities of 
funded partner organizations to assure program objectives and key 
performance indicators are achieved; (3) develops, designs, and deploys 
TA related to compliance and monitoring for programs and funding 
mechanisms with STLTs; (4) implements process improvements and lessons 
learned for partner programs, mechanisms, and relationships; (5) 
supports and manages partner CoAgs and other mechanisms for fiscal 
support and monitoring of expenditures; (6) provides leadership in 
evaluating and improving the performance of funded partnerships; (7) 
supports and provides oversight for funding mechanisms with academic 
partner organizations to enhance development of public health and 
health professionals skilled in improving the health of populations; 
(8) coordinates the development of Notices of Funding Opportunity, 
Interim Progress Report Guidance, and Continuation Applications for 
partner organizations; (9) develops materials to support partners and 
collaborates in documenting partnership tools and resources; (10) 
assesses TA needs of recipients and develops strategies to address 
those needs; (11) complies with Federal requirements for awarding, 
monitoring, and reporting activities under Federal funding mechanisms; 
and (12) interacts with grantees, recipients, and Federal staff to 
provide guidance

[[Page 44341]]

and support of the grants and CoAgs managed and overseen by the Branch.
    Partnerships and Performance Improvement Branch (CHCC). (1) 
proactively explores, engages, and leverages partnerships with external 
agencies and organizations to support current and emerging priorities, 
including emergency response activations, health equity, social 
determinants of health, and other public health priorities; (2) 
provides leadership and subject matter expertise on public health 
practice and performance for CDC, external agencies and organizations, 
and the field to explore innovations and advance efficiencies and 
effectiveness of public health programs, services, and business 
processes; (3) advances the professional development and capabilities 
of the public health workforce through training and the support of 
frameworks and tools that are used by STLT public health agencies; (4) 
promotes practices and foster cross-sector relationships (e.g., 
healthcare, social services, transportation, housing, behavioral 
health) to better address equity, the social and structural 
determinants of health, and population health outcomes; (5) provides 
support, guidance, and tools within CDC and for use in STLT 
jurisdictions that strengthen collaborations and leverage partnerships 
that will improve the public health system; (6) serves as a lead and 
subject matter expert for CDC support of the national accreditation 
program for health departments and advance STLT agency readiness to 
meet national standards and achieve and sustain accreditation; (7) 
conducts or leverages assessments and uses data to identify 
opportunities to improve public health systems and public health agency 
structure, operations, and performance; and (8) develops and 
disseminates evidence of successful public health agency and system 
improvement strategies and partnership and collaboration practices
    Division of Workforce Development (CHD). The Division of Workforce 
Development (DWD) aims to improve health outcomes through a diverse, 
flexible, and highly trained public health workforce. In carrying out 
its mission, DWD: (1) plans, directs, and manages programs that develop 
the current and future public health workforce; (2) provides leadership 
in scientific workforce education and development, including quality 
assurance, technical consultation, and evaluation; and (3) provides 
leadership to facilitate or coordinate CDC and partner strategic 
workforce initiatives to increase the capability of the current 
workforce, expand pipeline programs to recruit new talent, strengthen 
systems to support the workforce, and leverage partnerships to 
maximally achieve goals.
    Office of the Director (CHD1). (1) provides executive-level 
scientific leadership, managerial oversight, and strategic direction 
for DWD; (2) develops goals and objectives that promote principles of 
diversity and health equity, and provides leadership, policy formation, 
scientific oversight, and guidance in scientific education and 
professional development program planning and development; (3) plans, 
coordinates, and develops workforce-related research for DWD; (4) 
ensures adherence and provides training to DWD on CDC and HHS science-
related policies; (5) oversees and manages DWD clearance process for 
scientific, technical, and programmatic documents; (6) manages DWD 
communication activities, including communication product development, 
promotion and dissemination strategies, media relations coordination, 
and DWD websites; (7) responds to Freedom of Information Act requests 
and controlled correspondence; (8) coordinates all DWD program reviews; 
(9) reviews, prepares, coordinates, and develops congressional 
testimony and briefing materials; (10) leads division programmatic 
evaluation activities, assists DWD programs in establishing performance 
metrics, and coordinates regular reviews with programs to ascertain 
status on meeting of the metrics; (11) coordinates DWD budget 
formulation/negotiation related to program initiatives and goals 
management; (12) ensures/promotes the use of best practices in 
scientific education and professional development processes, services, 
and products; (13) provides leadership and guidance on new developments 
and national trends for public health workforce education and training; 
(14) establishes policies and standards for public health education and 
training activities/initiatives, including but not limited to, 
competency development, quality assurance, and evaluation, and works 
collaboratively within DWD and other components of CDC to ensure their 
implementation and adoption; (15) develops and implements a 
crosscutting framework for planning, implementing, and evaluating 
fellowship training programs that provide service to the organizations 
where fellows are assigned and the communities they serve, and are 
responsive to the needs of CDC's internal workforce and to the needs of 
DWD's external partners; (16) manages pilot fellowship programs in 
early stages of development, as needed; (17) develops and manages 
unified DWD-wide administrative systems and supports the commitment of 
resources for application development; (18) plans, coordinates, and 
provides administrative management support, advice, and guidance to DWD 
in the areas of fiscal management, procurement, property management, 
personnel, travel, and other administrative services; (19) provides 
fiscal management and stewardship of grants, contracts, and CoAgs; and 
materiel management, and interagency agreements; (20) coordinates 
management information systems and analyses of data for improved 
utilization of DWD resources; (21) directs systems analysis and design, 
programming, and systems training as it relates to implementation of 
new and existing administrative, management, and executive information 
systems; (22) provides leadership to coordinate CDC and partner 
strategic workforce initiatives to increase capability of existing 
workforce, expand pipeline programs to recruit new talent, and 
strengthen systems to support the workforce; (23) provides strategic 
coordination of fellowship recruitment activities, marketing and 
materials development, and engagement with potential fellowship 
applicants; and (24) provides equitable opportunities for staff 
professional development (e.g., training, coaching, and mentoring).
    Education and Training Services Branch (CHDB). (1) plans, directs, 
and manages training design, development, consultation, and delivery, 
and accredits educational activities for entry level public health 
professionals and the existing public health workforce; (2) identifies 
and implements best practices and methods for developing the public 
health workforce; (3) develops evidence-based policies and standards 
for public health education and training activities and initiatives, 
including but not limited to, competency development, quality 
assurance, and evaluation, and provides TA within DWD and other 
components of CDC to ensure their implementation and adoption; (4) 
develops and maintains appropriate liaisons with all fellowship 
programs in DWD and provides TA to other programs across the agency to 
ensure the development of rigorous educational programs based on the 
science of adult learning and instructional technology; (5) facilitates 
a cross-cutting approach and sharing of educational/evaluation lessons 
learned and tools across DWD programs, as well as other programs

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across the agency; (6) provides guidance in planning and implementation 
of the educational components of complex learning systems and processes 
to support the public health workforce to ensure data requirements are 
consistent with the evaluation framework and capture educational 
outcomes of learners; (7) maintains knowledge of continuing education 
standards and applies quality assurance practices required to uphold 
national accreditations; (8) assesses need and demand for additional 
accreditations to support professional license and certification needs 
of technical and professional staff within the public health workforce; 
(9) develops and maintains internal and external partnerships to foster 
best practices in the design and delivery of educational activities and 
training; (10) maintains knowledge of information technology and 
learning standards as they apply to education and training to 
demonstrate and promote compliance and best practices by CDC programs; 
(11) applies the principles of instructional systems design and 
learning theory to design, develop, deliver, and evaluate informational 
and instructional products; (12) implements and maintains technology-
based systems to support learners; (13) curates and promotes quality 
educational opportunities and resources for learners across public 
health and healthcare; (14) adapts information systems and processes to 
reflect current best practices and adherence to accreditation 
requirements; and (15) provides TA and guidance to learners, course 
providers, and learning group administrators for DWD learning systems.
    Epidemiology and Laboratory Workforce Branch (CHC). (1) plans, 
directs, and manages CDC-wide training and service programs for 
teaching and training future public health professionals, and supports 
the existing workforce; (2) plans, directs, and evaluates middle school 
and high school student program pipeline activities intended to 
increase the number of individuals aware of and choosing a career in 
public health; (3) sponsors complementary activities to train teachers 
to develop lesson plans of public health significance for middle and 
high school students; (4) develops and implements a formal plan to 
evaluate the effectiveness of all fellowship program activities; (5) 
conducts site visits and maintains liaison with supervisors of Epidemic 
Intelligence Service Officer (EISOs) and Laboratory Leadership Service 
(LLS) fellows within CDC and in field assignments; (6) coordinates the 
assignment and deployment of EISOs and LLS fellows in response to 
natural disasters, terrorist events, and other large scale public 
health emergencies; (7) provides TA, consultation, resources, and 
training for DWD, other components of CDC, and the broader health 
workforce (e.g., state and local workers), including, but not limited 
to the development and dissemination of standard curricula, training, 
and related materials, in epidemiology; (8) maintains liaison with 
alumni within and outside CDC to assist with training, recruitment, and 
promotional activities; (9) responds to domestic and international 
requests for assistance and consultation (e.g., Epi-Aids, Lab-Aids); 
(10) maintains liaison with other governmental agencies, academic 
institutions and organizations, state and local health agencies, 
private health organizations, professional organizations, and other 
outside groups; (11) assumes an active national and international 
leadership role in applied epidemiology training; and (12) 
collaborates, as appropriate, with the CDC Immediate Office of the 
Director (CDC IOD), other CIOs, and domestic and international agencies 
to carry out the functions of the branch
    Field Services Workforce Branch (CHDD). (1) leads and manages the 
Public Health Associate Program; (2) coordinates across CDC, STLT 
health agencies, and other non-governmental public health entities to 
support the temporary and ongoing placement of CDC field staff within 
STLT and non-governmental public health agencies; (3) conducts site 
visits with CDC field staff and maintains liaison with field site 
placement reporting supervisors; (4) tracks, assesses, and reports on 
the demographics and needs of CDC field staff; and (5) develops and 
disseminates information and tools to support CDC field staff.
    Public Health Workforce Branch (CHDE). (1) plans, directs, and 
manages CDC-wide training and service programs for teaching and 
training future public health professionals, and supports the existing 
workforce with a focus on data science and leadership; (2) operates and 
maintains an accredited preventive medicine residency program for 
physicians in CDC through the Accreditation Council for Graduate 
Medical Education and a complementary fellowship program for public 
health veterinarians; (3) establishes and implements overall branch 
policies, plans, and procedures; (4) develops and implements a formal 
plan to evaluate the effectiveness of all fellowship program 
activities, including the completion of program activities by fellows 
and residents, the quality of field and headquarters assignments, 
performance of fellows/residents, and effectiveness of educational 
activities; (5) conducts site visits and maintains liaison with 
supervisors of fellows/residents within CDC and in field assignments; 
(6) coordinates the assignment and deployment of fellows/residents in 
response to natural disasters, terrorist events, and other large scale 
public health emergencies; (7) provides TA, consultation, resources, 
and training for DWD, other components of CDC, and the broader health 
workforce (e.g., state and local workers), including, but not limited 
to the development and dissemination of standard curricula, training, 
and related materials, in preventive medicine, informatics, prevention 
effectiveness and leadership/management and policy; (8) maintains 
liaison with alumni within and outside CDC to assist with training, 
recruitment, and promotional activities; (9) responds to domestic and 
international requests for assistance and consultation (e.g., Info-
Aids, Econ-Aids); (10) maintains liaison with other governmental 
agencies, academic institutions and organizations, state and local 
health agencies, private health organizations, professional 
organizations, and other outside groups; (11) assumes an active 
national and international leadership role in applied public health 
sciences training in preventive medicine, public health informatics, 
prevention effectiveness, and leadership and management, and policy; 
(12) collaborates, as relevant, with the CDC IOD, other CIOs, and 
domestic and international agencies to carry out the functions of the 
branch; (13) fosters closer linkages between academia and public health 
practice; (14) supports and provides oversight for CoAgs with academic 
partner organizations to enhance development of public health and 
health professionals skilled in improving the health of populations; 
(15) provides technical consultation to academic associations regarding 
improvements in curriculum and experiential learning opportunities; and 
(16) works with partners in academia, state and local health agencies, 
public health and health professional organizations to address public 
health educational needs, including developing population health 
competencies for academia to improve health professional education 
(e.g., schools of medicine, nursing, and public health).
    III. Under Part C, Section C-B, Organization and Functions, the

[[Page 44343]]

following organizational unit is deleted in its entirety:

 Center for State, Tribal, Local, and Territorial Support (CBD)
 Office of the Director (CBD1)
 Office of Public Health Law Services (CBD12)
 Office of Tribal Affairs and Strategic Alliances (CBD13)
 Office of Insular Affairs (CBD14)
 Division of Performance Improvement and Field Services (CBDB)
 Office of the Director (CBDB1)
 Performance Development, Evaluation and Training Branch 
(CBDBB)
 Field Services Branch (CBDBC)
 Division of Program and Partnership Services (CBDC)
 Office of the Director (CBDC1)
 Health Department Program Branch (CBDCB)
 National Partnership Branch (CBDCC)
 Center for Surveillance, Epidemiology, and Laboratory Services 
(CPN)
 Office of the Director (CPN1)
 Division of Scientific Education and Professional Development 
(CPND)
 Office of the Director (CPND1)
 Education and Training Services Branch (CPNDB)
 Epidemiology Workforce Branch (CPNDC)
 Population Health Workforce Branch (CPNDD)

Delegations of Authority

    All delegations and redelegations of authority made to officials 
and employees of affected organizational components will continue in 
them or their successors pending further redelegation, provided they 
are consistent with this reorganization.

(Authority: 44 U.S.C. 3101)

Robin D. Bailey, Jr.,
Chief Operating Officer, Centers for Disease Control and Prevention.
[FR Doc. 2023-14705 Filed 7-11-23; 8:45 am]
BILLING CODE 4163-18-P