A new CDC office needed a story its staff and partners could follow

The situation. CDC created OPHDST to accelerate modernization of the nation's public health data systems. But creating a new office doesn't automatically give people a shared understanding of its purpose. Leadership needed to establish an identity, align teams around common priorities, and help staff and partners understand what was changing and why.

What I did. I advised OPHDST's senior leaders and directed a seven-person communications team responsible for planning, content, and stakeholder engagement. I worked across leadership, scientific, and technical teams to translate modernization priorities into a coordinated communications approach. I developed the office's first six-month change communications strategy using ADKAR, a framework for helping people understand and adopt change. The plan incorporated audience research, stakeholder segmentation, leadership messaging, and a phased approach to building awareness and support. I subsequently advised CDC's Office of the Chief Information Officer, developing a second ADKAR strategy focused on helping employees understand and adopt enterprise architecture standards.

Where it ended. Both strategies were completed and proposed to leadership before my engagement ended. The related brand work for CDC's Public Health Data Strategy was launched and is covered in the next case study.