[Federal Register Volume 75, Number 57 (Thursday, March 25, 2010)]
[Notices]
[Pages 14449-14454]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2010-6372]
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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 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 75 FR 10296, dated March 5, 2010) is amended
to reflect the reorganization of the Office of Public Health
Preparedness and Response,
[[Page 14450]]
Office of the Director, Centers for Disease Control and Prevention.
Section C-B, Organization and Functions, is hereby amended as
follows: Delete in its entirety the title and functional statements for
the Office of Public Health Preparedness and Response (CG) and insert
the following:
Office of Public Health Preparedness and Response (CG). The mission
of the Office of Public Health Preparedness and Response (OPHPR) is to
safeguard health and save lives by providing a platform for public
health preparedness and emergency response. To carry out its mission,
OPHPR: (1) Fosters collaborations, partnerships, integration, and
resource leveraging to increase the Centers for Disease Control and
Prevention's (CDC) health impact and achieve population health goals;
(2) provides strategic direction to support CDC's public health
preparedness and response efforts; (3) manages CDC-wide preparedness
and emergency response programs; (4) maintains CDC's platforms for
emergency response operations--including the Emergency Operations
Center (EOC), the Strategic National Stockpile (SNS), the Public Health
Emergency Preparedness Cooperative Agreement Program and the Select
Agent and Toxins regulatory program; (5) communicates the mission,
functions and activities of public health preparedness and emergency
response to internal and external stakeholders; (6) delivers critical
medical assets to the site of a national emergency; (7) provides
program support, technical assistance, guidance and fiscal oversight to
State, local, Tribal and territorial public health department grantees;
(8) provides CDC's core incident management structure to coordinate and
execute preparedness and response activities; (9) regulates the
possession, use and transfer of select agents and toxins and the
importation of etiological agents, hosts, and vectors of human disease
to protect public health in the United States; and (10) provides the
centralized management and coordination of national scenario
capabilities planning and exercising of these plans for CDC.
Office of the Director (CGA). (1) Manages, directs, and coordinates
the activities of the office; (2) coordinates the development and
implementation of OPHPR strategy in support of CDC's preparedness and
response goals and priorities; (3) develops CDC policy and legislative
strategy, as related to public health preparedness and emergency
response; (4) serves as spokesperson for CDC policies and strategies
regarding public health preparedness and response; (5) establishes,
implements and communicates a comprehensive and integrated framework of
preparedness and response performance goals and associated outcome,
output, and process measures; (6) identifies needs and resources for
new initiatives and assigns responsibilities for their development; (7)
assures CDC preparedness and response plans align with National and
Federal preparedness and response policy, doctrine, and plans; (8)
develops performance profiles to monitor, report, and improve public
health preparedness and response; (9) coordinates and implements CDC's
preparedness and response learning strategy in support of OPHPR goals
and priorities; (10) develops, implements, and evaluates workforce
development programs for internal CDC responders and external audiences
with public health preparedness and response responsibilities; (11)
establishes and implements a communications strategy in support of
OPHPR overarching goals and priorities; (12) develops budget
formulation documents for OPHPR to support CDC's Public Health
Preparedness and Response (PHPR) budget; (13) evaluates programmatic
performance of all funded PHPR activities; (14) provides the OPHPR OD
and Divisions with centralized business and program services; (15)
plans, coordinates, and manages all aspects of program business
services including human and fiscal resources, procurement, cooperative
agreements, space and all administrative services; (16) devises
information technology practices and procedures, and provides
direction, planning and evaluation for information technology systems
and services, information security, and information resources for
OPHPR; (17) provides scientific oversight, advice, guidance and
leadership for the development of OPHPR science and public health; (18)
coordinates the development of a research agenda for emergency
preparedness and response priorities; (19) coordinates and manages the
activities of the Board of Scientific Counselors for OPHPR; (20)
provides consultation, support and service to OPHPR divisions for
planning, evaluation, policy, education and training, business and
fiscal management, information resource, and workforce planning
services; and (21) oversees quality assurance and quality control of
stockpile assets.
Division of State and Local Readiness (CGC). The Division of State
and Local Readiness provides program support, technical assistance,
guidance and fiscal oversight to State, local, Tribal and territorial
public health department grantees for the development, monitoring and
evaluation of public health capabilities, plans, infrastructure and
systems to prepare for and respond to terrorism, outbreaks of disease,
natural disasters and other public health emergencies.
Office of the Director (CGC1). (1) Provides national leadership and
guidance that supports and advances the work of State, local, Tribal
and territorial public health emergency preparedness programs; (2)
coordinates the development of scientific guidelines and standards for
programmatic materials within the division to provide technical
assistance and program planning at the State, local, Tribal, and
territorial level; (3) represents the interests and needs of the State,
local, Tribal, and territorial interests on State and local
preparedness; (4) develops and ensures effective partnerships with
national stakeholders and preparedness partners; and (5) provides
oversight and management of division contracts, technical assistance
plan development, training needs, response activities, grantee awards
and fiscal accountability, and research agenda development and
compliance.
Program Services Branch (CGCB). (1) Provides consultation to State,
territorial, Tribal and local health departments in the management and
operation of activities to support public health preparedness, response
and recovery; (2) facilitates partnerships between public health
preparedness programs at Federal, State, and local levels to ensure
their consistency, sharing promising practices, and integration; (3)
engages and supports other National Centers across CDC to ensure high
quality technical assistance is available to the grantees on
preparedness capabilities; (4) supervises Federal field staff providing
technical assistance to State and local public health preparedness
programs; (5) provides oversight to partnership organization
cooperative agreements; and (6) monitors activities of cooperative
agreements and grants of partners and State, local, Tribal and
territorial organizations to assure program objectives and key
performance indicators are achieved.
Outcome Monitoring and Evaluation Branch (CGCC). (1) Collaborates
and consults with CDC staff, other Public Health Service agencies,
State and local health departments, and other groups and organizations
involved in preparedness activities to develop performance measures;
(2) summarizes and synthesizes the preparedness research literature;
identifies promising program practices and translates
[[Page 14451]]
findings into public health preparedness program guidance, technical
assistance, and evaluation practices to be shared and implemented at
the State and local level; (3) conducts evaluation research activities
to evaluate the effectiveness and impact of preparedness programs; (4)
provides guidance, training and technical assistance to grantees on the
collection and use of program evaluation data; (5) serves as a resource
for building evaluation capability with CDC staff, partners and
stakeholders; (6) collects, analyzes, interprets and applies
information to identify gaps in State and local public health
preparedness; (7) monitors State and local achievement of public health
preparedness performance measures; and (8) develops and maintains a
real-time management information system to monitor projects funded by
the State and Local Preparedness Cooperative Agreement requirements.
Division of Strategic National Stockpile (CGE). The Division of
Strategic National Stockpile (DSNS) delivers critical medical assets to
the site of a national emergency. The SNS is a national repository of
antibiotics, chemical antidotes, vaccines, antitoxins, life-support
medications, intravenous administration and airway maintenance
supplies, and medical/surgical items. It is designed to re-supply State
and local public health agencies in the event of a catastrophic health
event anywhere, at anytime within the U.S. The DSNS ensures the
availability and rapid deployment of the SNS and supports, guides, and
advises on efforts by State and local governments to effectively manage
and use SNS assets that may be deployed. The DSNS stands ready for
immediate deployment to any U.S. location in the event of a
catastrophic health event.
Office of the Director (CGE1). (1) Conducts the executive planning
and management of the division; (2) plans strategies and methods for
educating the public health and emergency response communities about
the SNS and its effective use; (3) represents the SNS in State, local,
and Federally sponsored exercises to test community response to a
catastrophic health event; (4) directs and monitors a comprehensive
strategy for managing and executing the critical systems in operating a
successful commercial good manufacturing practice compliance program;
(5) provides medical, pharmaceutical, and scientific oversight of the
SNS formulary; (6) partners with other governmental agencies, public
health organizations, and commercial entities with interest and
involvement in SNS activities and information; and (7) coordinates the
Stockpile Configuration Management Board that is responsible for
reviewing, reconciling, and adjusting SNS package and kit design and
contents to maintain consistency with medical, scientific, resource,
and end user requirements.
Logistics Branch (CGEB). (1) Defines operational requirements once
the SNS formulary is established by the Office of the Director and HHS
Public Health Emergency Countermeasures Enterprise (PHEMCE); (2)
manages the procurement of medical materiel to meet those requirements
through the CDC Federal procurement system; (3) manages and tracks the
expenditure of DSNS funds for the procurement, storage, and transport
of medical materiel assets; (4) supervises the storage of the SNS 12-
hour Push Packages; (5) manages the development and oversight of
contracts for Stockpile Managed Inventory (SMI) and Vendor Managed
Inventory (VMI) with commercial manufacturers and distributors of
medical materiel; (6) acquires facilities and provides the
infrastructure for storage of SNS assets; (7) manages the rotation of
dated products in the 12-hour Push Packages, in SMI, and in VMI; (8)
coordinates the physical security and safety of SNS assets with all
storage sites through the Office of Security and Emergency
Preparedness; (9) in full exercises or upon a Federal deployment of the
SNS, provides logistics expertise for the Technical Advisory Response
Unit (TARU) or other deployable/deployed teams that will accompany the
SNS to the scene of the chemical/nerve agent or bio-terrorism event as
well as for the team staffing the DSNS Team Room in the CDC Emergency
Operations Center; (10) coordinates the recovery of unused SNS assets
that will be returned to the SNS inventory which were deployed in an
actual chemical/nerve agent or bio-terrorism event, including the
recovery of SNS air cargo containers; (11) maintains the capacity to
transport any and all SNS assets by overseeing contractual arrangements
with commercial cargo carrier partners; (12) stores and maintains
vaccines, therapeutic blood products, and antitoxins in selected
repositories designated for managing and shipping these and other
special medical countermeasures; (13) manages the forward deployment
and sustainment of CHEMPACK chemical countermeasures in State-
determined locations throughout the U.S. in conjunction with the other
functional areas of DSNS; (14) manages the routine maintenance of SNS
equipment; (15) manages the Shelf Life Extension Program in
coordination with the Food and Drug Administration and the Department
of Defense; (16) serves as a storage and distribution source to the
Department of Defense for biologic products; (17) provides continuing
development of the Federal Medical Stations (FMS) program to deploy a
surge capability throughout the Nation; and (18) coordinates quality
assurance and quality control visits of stockpile assets.
Program Preparedness Branch (CGEC). (1) Coordinates the
development, refinement, and dissemination of guidance for CDC-funded
public health project areas to plan for and build the infrastructure
and systems necessary to manage and use deployed SNS assets; (2)
analyzes the overall developmental needs of personnel in State/local
Public Health Preparedness Programs and creates, implements, and
manages technical assistance and other developmental activities
designed to meet those needs; (3) coordinates DSNS supported exercises
with the Response Branch and project area Preparedness Plans; (4)
collaborates with the Division of State and Local Readiness (DSLR) by
providing support for their responsibilities as project officers
relative to the SNS components of the CDC Public Health and Emergency
Preparedness cooperative agreement and supplemental awards; (5) reviews
response plans of each of the CDC funded project areas and all Cities
Readiness Initiative (CRI) participants to effectively manage and use
deployed SNS assets; (6) functions as the primary agent for the CR1,
providing assistance to State and local governments and public health
agencies in engaging communities of major metropolitan areas to prepare
for effective responses to large scale bioterrorist events by
dispensing antibiotics and other medical supplies to their entire
populations, if necessary, within 48 hours of the decision to do so;
(7) plans, designs and prepares SNS related communications and select
educational materials support of State/local SNS Preparedness Programs;
(8) provides health communications guidance and products before,
during, and after an event to assist State/local SNS Preparedness
Program personnel and other public health officials in dealing with the
public; (9) serves as the DSNS point of contact for collaboration with
various Federal agencies and nongovernmental organizations (e.g.,
ASTHO, NACCHO) on programmatic initiatives and issues affecting State/
local SNS preparedness; (10)
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collaborates with the DSNS Response and Logistics Branches on special
projects to ensure smooth implementation and successful ongoing
performance; and (11) during exercises or upon a Federal deployment of
the SNS assets, provides Project Area liaison expertise for the TARU
and for the DSNS Team Room of the CDC EOC.
Planning and Analysis Branch (CGED). (1) Supervises the design,
implementation, and day-to-day execution of processes and systems to
improve cost analysis, cost evaluation, planning and financial
management for DSNS; (2) manages the development of program policies
and procedures as well as performing periodic analysis of existing
policies to assess compliance and requirements; (3) coordinates in
collaboration with the other branches the development, testing,
implementation, training, and selected operations of DSNS's unique
information management systems and technology; (4) monitors and manages
reporting of DSNS performance measures; (5) provides project management
for new missions and initiatives within the division; (6) provides
leadership in issue and risk management, business transformation, and
change management; (7) provides support to the Veterans Administration
(VA) contracting office by acting as a primary liaison between DSNS and
the VA National Acquisition Center; (8) maintains contract management
responsibility within DSNS; and (9) develops, in collaboration with
various contractors and universities, models for use by Project Areas
in implementing SNS elements of their Public Health Preparedness
Programs.
Response Branch (CGEE). (1) Plans and manages response operations
of the DSNS during day-to-day operations and activation in response to
emergencies and exercises; (2) supervises the preparation and readiness
of all on site and off site response coordination facilities to
maintain each in a ready state, including oversight of all related
equipment, plans, and procedures; (3) manages the development,
coordination, and maintenance of DSNS response and deployment plans;
(4) supervises the staffing, preparation, and readiness of TARU and
Team Room staff to respond to emergencies (5) manages the planning,
coordination, and conduct of internal and partner training; (6) manages
the planning, coordination, and conduct of internal DSNS exercises and
participation in Federal, State, and local exercises; (7) manages the
DSNS Corrective Action Program for exercises and responses to actual
emergencies; (8) manages personnel transport capability through
overseeing and exercising contractual arrangements with the contract
air service partner; (9) manages DSNS personal and program response
communications devices and systems; (10) in full exercises or upon a
Federal deployment of the SNS, provides staff for the SNS Team Room in
the CDC EOC as well as for the TARU that will accompany the SNS assets;
(11) participates in periodic Quality Assurance/Quality Control visits
to SNS storage sites coordinated by the Logistics Branch; and (12)
oversees the day-to-day operation and administration of DSNS' Stockpile
Resource Planning (SRP) solution to ensure real time access to mission
critical data and provide 24/7/365 redundant network infrastructure in
coordination with ITSO.
Division of Select Agents and Toxins (CGF). The Division of Select
Agents and Toxins (DSAT): (1) Conducts registration of entities with
the United States (academic, military, commercial, private, Federal and
non-Federal government) that use, possess and transfer select agents
and toxins; (2) establishes and maintains a national database of all
entities that possess select agents; (3) inspects entities to ensure
that bio-safety and biosecurity regulations and national standards are
met; (4) approves all select agent or toxin transfers; (5) receives and
investigates reports of theft, loss, or release of a select agent or
toxin; (6) partners with other government agencies, public health
organizations, and registered entities to ensure compliance with the
Select Agent Regulations; (7) issues permits for the importation of
etiologic agents and hosts or vectors of human disease; and (8)
provides guidelines and training to regulated community on
requirements.
Office of the Director (CGF1). (1) Manages operations; (2) provides
scientific leadership and consultation; (3) coordinates and supports
the CDC Intra-governmental Select Agent and Toxin Technical Advisory
Committee and the development and implementation of training programs
for select agent inspectors; (4) provides oversight over the execution
of regulatory rulemaking activities associated with the DSAT Select
Agent and Import Permit Programs; (5) provides leadership and guidance
in the area of biosafety; (6) manages and responds to reports of
potential theft, loss, or release of select agents; (7) coordinates
special inspections and other oversight or incidence response
activities involving highly complex entities, including facilities that
house BSL-4 laboratories; and (8) provides input to divisional training
programs and outreach activities for the regulated community.
Operations Branch (CGFB). (1) Conducts on-site inspections of
entities that use, possess and transfer select agents and toxins; (2)
schedules and coordinates on-site inspections; (3) reviews entity
applications, amendments and other entity documentation; (4) prepares
reports of on-site inspections and conducts follow-up on noted
deficiencies; (5) maintains entity files to ensure that the Program has
the most current and accurate information; (6) communicates with
entities Responsible Officials on any issues related to applications,
amendments, inspections, and other entity documentation; (7)
coordinates all activities related to operations with the records
management group; and (8) serves as a liaison for the USDA, APHIS
Select Agent Program.
Program Management and Operations Branch (CGFC). (1) Provides
oversight and leadership over all business activities for the Division;
(2) manages all space and facilities issues for DSAT; (3) develops DSAT
budget planning and formulation; (4) provides leadership for DSAT
management team and oversight on budget execution activities; (5)
coordinates strategic planning/operations; (6) provides oversight on
all contract and grant formulation, award, and administration; (7)
manages division IT development, operations, and compliance; (8)
manages all negotiation and/or oversight of Inter- and Intra-Agency
Agreements, Memorandums of Agreements, and Service Level Agreement
between the division and various entities/organizations; (9) provides
property management oversight, assignment, administration, and
accountability; and (10) interacts with the appropriate CDC and OPHPR
business and operations offices.
Program Services Branch (CGFD). (1) Processes requests for transfer
of select agents and toxins; (2) processes permit applications to
import etiological agents, hosts, and vectors of human disease (not
limited to select agents) into the United States; (3) evaluates
entities' security plans and practices and submits reports to entities'
file managers; (4) manages the security risk assessment (SRA) process
to ensure that no restricted persons have access to select agents and
toxins; (5) provides consultation on DSAT security policies and
practices; (6) processes reports of select agents or toxins identified
through diagnosis, verification, or proficiency testing; (7) reviews
non-compliance issues, assists with evidence gathering, makes
recommendations
[[Page 14453]]
concerning non-compliance issues, drafts compliance letters and tracks
non-compliance issues; (8) assists in the writing and tracking of
Federal Register notices and other legal documents for the Division;
(9) serves as liaison for DSAT for the HHS Office of Inspector General
and Federal Bureau of Investigation (FBI); (10) processes requests for
exemptions for investigational products that are, bear, or contain
select agents or toxins, or to provide a response to a public health
emergency; (11) works with the FBI and the DSAT ADB on criminal
investigations of the theft or loss of select agents or toxins; (12)
coordinates all emergency notification functions; and (13) manages the
Program's sharing of select agent information with the States.
Division of Emergency Operations (CGG). The Division of Emergency
Operations (DEO) utilizing the Incident Command System (ICS) structure:
(1) Staffs and utilizes the EOC to assist Centers and Offices to manage
the utilization of resources to support public health routine and
emergency situations, domestically and internationally; (2) serves as
the primary point of contact under the Homeland Security Presidential
Directive (HSPD-5) Emergency Support Function 8 (Public Health
and Medical Services); (3) maintains and operates the CDC National-
level EOC which serves as the focal point for collaboration and
information sharing throughout CDC, 24/7/365; (4) coordinates with all
CDC's Centers/Institute/Offices with planning, training, exercising,
reporting and coordinating logistical support during pre-response
activities and during responses; and (5) apprises CDC leadership and
outside agencies of CDC response activities and subject-matter expert
situational reports.
Office of the Director (CGG1). (1) Manages the day-to-day
operations of the division and provides leadership, resource
prioritization, and guidance during public health responses; (2)
coordinates the daily management of resources for the division
including budget, personnel, and acquisitions in coordination with
OPHPR Office of Management Services; (3) coordinates technology
improvements and information support requirements for the division and
EOC; (4) provides strategic planning to develop performance management
goals, objectives, and measurements for the division; (5) manages DEO's
scientific activities within the division and across CDC; (6) improves
the timeliness and accuracy of public health information gathering,
analysis, and sharing through knowledge management and situational
awareness in an effort to maximize the speed and accuracy of decision
making; and (7) provides a 24/7/365 situational awareness capability to
maximize accurate information flow.
Emergency and Risk Communications Branch (CGGB). (1) Identifies and
implements strategies for translation and delivery of CDC's emergency
risk communication messages and information to key targeted audiences
for maximum health impact; (2) coordinates and integrates cross-agency
communication activities to fulfill emergency risk communication
strategies to respond to public health emergencies; (3) provides
leadership and core staffing for the Joint Information Center in CDC's
EOC during public health emergencies; (4) serves as CDC's primary
communication liaison during public health emergencies to other
responding agencies to ensure communication coordination with local,
State, Federal, and international partners; (5) monitors, evaluates,
and refines risk and emergency communication messages and channels
messages based on feedback, communication research, and best practices;
(6) evaluates the reach and effectiveness of CDC's risk and emergency
communication messages and products; (7) ensures that the content of
CDC's emergency risk communication messages are accessible (available,
understandable, actionable) and disseminated to the public and target
audiences; (8) develops and manages selected channels to deliver
national emergency and terrorism-related messages; (9) coordinates the
distribution of emergency risk communication messages and information
through additional non-CDC channels and engagement mechanisms including
news media, social media networks, and partner outreach; (10) provides
an integrated marketing perspective to risk emergency communication;
(11) employs a systematic process for assessing public awareness,
knowledge, attitudes, reactions, and behaviors related to urgent health
threats, CDC's emergency risk communication messages, and CDC programs;
(12) uses the results of assessment process as input into agency
decision making and communication planning; (13) provides technical
assistance in emergency risk communication and operations to internal
and external partners and supports emergency risk communication
capacity building; and (14) sponsors/initiates original research
related to emergency risk communication messages on customer,
stakeholder, and partner needs, interests, and reactions.
Logistics Support Branch (CGGC). (1) Ensures policies, plans and
procedures are in place to provide logistical, administrative, and
crisis movement support to CDC deployed personnel and response assets,
including communications; (2) provides deployment support for CDC
personnel to provide on-site logistical and administrative support to
CDC response assets, including communications; (3) coordinates with
external logistical and transportation offices during emergencies; (4)
advises the DEO Director regarding logistics and transportation
activities and provides logistics and transportation planning support
for operations plan development and during emergency responses; (5)
manages property accountability; procures, maintains, manages, tracks,
and coordinates movement of supplies, services, and equipment for CDC
including specimens and hazardous cargo shipments in response to
emergency deployment operations; (6) coordinates with the CDC Office of
Health and Safety (OHS) and other CDC entities for all CDC medical
evacuation missions involving the movement of suspected infectious and
contagious patients; (7) coordinates off-site communications and reach-
back capabilities, to include real time exchange of information for
deployed personnel and teams; and (8) manages the operation and
employment of the CDC aircraft.
Operations Branch (CGGD). (1) Maintains a 24/7/365 capability to
respond to emergencies and coordinate emergency management processes
and protocols across CDC; (2) monitors national and international
public health emergencies and maintains a common operating picture for
CDC leadership and HHS/ASPR; (3) serves as the central point of contact
between CDC and public health agencies nationally and internationally
for emergency management and response; (4) supports the myriad of
sophisticated audiovisual, administrative, and communication functions,
including equipment, necessary to maintain a state-of-the-art national
emergency operations center; (5) identifies the requirements to fully
staff all of the functional roles of the IMS to meet a 24/7/365, all
hazard, public health emergency, including identifying personnel across
CDC to staff operations functional roles; (6) conducts coordination,
planning, and training necessary to implement Continuity of Operations
(COOP); (7) coordinates movement/deployment of
[[Page 14454]]
resourced requirements with logistics; (8) ensures the agency
deployment coordination plan represents a comprehensive strategy to
identify, recruit, prepare, and maintain a workforce capable of
responding rapidly and efficiently to all events requiring CDC public
health response leadership, guidance, or support; (9) maintains and
coordinates deployment activities supporting deployer health and safety
requirements; and (10) monitors, tracks, and assists HHS/Office of
Force Readiness and Deployment (OFRD) deployments which utilize
Commissioned Corps officers stationed at CDC.
Plans, Training, Exercise and Evaluation Branch (CGGE). (1)
Develops CDC emergency operations plans, event-specific incident
annexes, and national special security event plans, and collaborates
across CDC to facilitate development of internal standard operating
procedures to support these plans; (2) acts as planning liaison to
other organizations and reviews, analyzes and provides comments on
Federal and national plans or inquires; (3) provides policy oversight
and coordinates the incorporation of national policy into CDC
operations plans; (4) represents the agency regarding operational
planning and facilitates or participates in planning-focused work
groups; (5) manages the CDC exercise and incident response evaluation
program; (6) coordinates training and exercise programs and provides
feedback and recommendations for After Action Reports for activities
conducted at the CDC level; (7) collaborates with SMEs across CDC and
external partners to facilitate evaluation of training, planning, and
exercises to improve public health preparedness; (8) develops and
coordinates Corrective Action Plans and tracks Improvement Plans; (9)
coordinates Improvement Plans with CDC SMEs; (10) designs and delivers
up-to-date CDC and preparation for exercises in emergency response
training to prepare staff for emergency situations; (11) tracks CDC
responder and staff certifications; (12) ensures that Division training
programs support Agency goals; (13) manages exercises to test the
readiness of the CDC IMS and ensures it supports the National Planning
Scenarios; (14) coordinates and manages CDC's participation in
pertinent external all-hazards exercises; (15) serves as the
Chairperson of the CDCs Exercise Steering Committee and manages the
CDC's internal exercise program in collaboration with subject matter
experts across CDC; and (16) facilitates the involvement of States and
other response partners in CDC exercises.
Dated: March 11, 2010.
William P. Nichols,
Chief Operating Officer, Centers for Disease Control and Prevention.
[FR Doc. 2010-6372 Filed 3-24-10; 8:45 am]
BILLING CODE 4160-18-M