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Conferences & Events

Outbreak: Plagues that changed History
September 27 – January 30, 2009
Organized by the Global Health Odyssey Museum; come see Byrn Barnard’s images of the symptoms and paths of the world’s deadliest diseases – and how the epidemics they spawned have changed history forever.

Business Improvements

Consolidating Operations for Greater Health Impact

CDC’s increased focus on customer service improvements continued to drive changes in the way we did business in FY 2005. The following are key areas where improvements were realized in FY 2005.

Competition between the public and private sectors drives improved performance and efficiency of federal programs. As part of the President’s Management Agenda, each federal agency must meet goals for this initiative, commonly referred to as competitive sourcing. CDC has met the competitive sourcing goals established by the Office of Management and Budget every year since they were established in 2001. Competitive sourcing has yielded an annual cost savings of $8.4 million.

In 2005, CDC’s bids to retain services in all three areas reviewed for competitive sourcing were successful. This means that the agency will continue to use federal employees to provide the services that were studied in the following job series:

  • Computer Clerks and Support
  • Statistical Support
  • Writing and Editorial Services

CDC’s Information Technology Services Office completed its restructuring in FY 2005. The restructuring has saved the agency over $34 million. Measurements of success include cost efficiency, staffing efficiency, service availability, and service quality.

New Tools Make Fiscal Management More Effective

To help make better, more objective funding decisions, in FY 2005 CDC introduced a Web-enabled knowledge tool called that pulls together agency-wide budget, strategy, and extramural information. provides CDC leaders with the information they need to manage complex portfolios of public health activities to achieve CDC’s health protection goals. For the first time, every manager within CDC will be able to see narrative descriptions and budget information on all projects across the agency. This knowledge will help eliminate redundancy and waste, as well as encourage broader collaboration.

On another front, CDC became the first operating division in HHS to implement the Unified Financial Management System (UFMS). Since switching to UFMS in April 2005, CDC continues to upgrade fiscal management activities that bridge UFMS to the analytic and reporting tools necessary to respond to complex financial management requirements. From April through September 2005, CDC has processed 176,833 payments to date and is seeing the benefits of automated funds control in stronger financial management practices and internal controls.

In 2006 and beyond, we expect the integration of UFMS and the strengthen our ability to objectively measure and demonstrate the health impact of our programs and grants as well as improve the ability to target investments in areas yielding the greatest health impact.

Building On Past Performance, Planning for Future Vaccine Needs

On any given day, CDC staff are working to create a better way to deliver vaccines, provide life-saving information for victims of natural disasters, or prepare for the next infectious disease outbreak or terrorist attack. CDC operations must be flexible enough to meet these diverse challenges while seeking continuous and measurable improvement in our business processes.

In 2005, CDC began new methods to improve efficiency in our vaccine distribution system. The new just-in-time distribution model will allow CDC to reduce warehouse space and vaccine inventory for an estimated one-time savings of $150 million.

CDC also realized cost savings annually by reducing the handling required for each shipment and by reducing vaccine waste and spoilage.

CDC Governance Gets Networked

As part of CDC’s restructuring, a system of networked governance has been established. The top-level leadership groups govern the agency’s overall direction. A larger array of specific topic, functional, and project groups work together to network, coordinate, and move the agency’s agenda forward.

The Executive Leadership Board (ELB) makes strategic decisions about the key aspects of CDC’s direction, policy, investments covering science, programs, and operations. These top-level managers make decisions from an agencywide perspective. The ELB is comprised of the CDC Director, Directors of the Coordinating Centers and Offices, and other key senior agency leaders.

The Management Council (MC) governs CDC’s management practices in support of the strategic direction established by the ELB. The MC makes recommendations to the ELB about fiscal management and agency operations. Members are CDC’s Chief Operating Officer, Deputy Chief Operating Officer, Chief Financial Officer, Chief Information Officer, Business Service Office Directors, and Chief Management Officials for the Coordinating Centers and Offices.

The Center Leadership Council (CLC) oversees the quality, impact, and integrity of CDC’s scientific and public health programs. The CLC informs the ELB of important and impending scientific, program, or policy issues. The CLC also solicits input from the Division Directors’ Council, Advisory Committees, extramural experts, and other stakeholders when needed. Members are the Directors of CDC’s 12 National Centers, Institute, and Offices (CIOs).

The Division Director’s Council and Steering Committee (DDC and DDSC) provide guidance and recommendations to CDC leadership and management officials to enhance the efficiency and effectiveness of divisions. All CDC Division Directors are members of the Council. Membership on the Steering Committee includes representatives of each CIO, selected by the Division Directors of each CIO. This group advises both the CLC and the ELB.


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Page last reviewed: April 18, 2008
Page last updated: June 2, 2007
Content source: Office of Enterprise Communication
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