Program Support

#	Key Outputs	FY 2004 Actual	FY 2005 Actual	FY 2006		FY 2007		FY 2008 Target/Est.	FY 2009 Target/Est.	Out-Year Target/Est.
				Target/Est.	Actual	Target/Est.	Actual
5.1.1	Get to Green on Strategic Management of Human Capital Initiative	Developed plan to recruit new or train existing staff	Cascade performance management system Reduced mission support positions by 11 Full Time Equivalent (FTE)	Assess core competency and leadership models Identify strategies to infuse new talent into Agency programs	Completed assessment of core competency and leadership models Identified strategies to infuse new talent into AHRQ	Implement HHS Performance Improvement Initiative	Completed implementation of HHS Performance Improvement Initiative	Develop core competencies for selected Agency staff and develop strategies for implementation	Fully implement Departmental Learning Management System (LMS) for training and development needs	Ongoing: Maintain status for Strategic Management of Human Capital Initiative
5.1.2	Maintain a low risk improper payment risk status	Com-pleted initial AHRQ Improper Payment Risk Assessment	Updated AHRQ Improper Payment Risk Assessment Increased awareness of risk management within AHRQ	Participate in Department A-123 Internal Control efforts	Participated in Department A-123 Internal Control efforts related to improper payments	Continue to participate in Department A-123 Internal Control efforts	Continued to participate in Department A-123 Internal Control efforts	Complete all requirements related to OMB revised Circular A-123 Begin to update internal controls following AHRQ's conversion to Unified Financial Management System (UFMS)	Complete updating of all internal controls following AHRQ's conversion to UFMS	Ongoing: Maintain status for low risk improper payment risk status
5.1.3	Expand E-government by increasing Information Technology (IT) Organizational Capability	Implemented the control review cycle and the evaluation cycle Integrated capital planning processes with Enterprise Architecture processes (EA)	Fully Implemented integrated EA, Capital Planning and investment review processes	Work towards level 3 maturity in EA	Completed level 3 maturity in EA as directed by HHS	Develop fully integrated Project Management Office with standardized processes and artifact	Ongoing	Extend PMO operations and concepts to AHRQ IT investments	Fully meet milestones established for E-government green status for FY 09	Ongoing: Maintain status for Expanding E-government
5.1.4	Improve IT Security/Privacy Output	Refined risk assessments Implemented business continuity and contingency program plans Developed authentication program plan	Fully integrated security approach EA and capital planning process	Test and insure maintenance of security level	Performed required testing to insure maintenance of security level	Certify and accredit all Level 2 Information systems Begin implementation of Public Key Infrastructure with applications	Certified and accredited all Level 2 Information systems Began implementation of Public Key Infrastructure with application	Certify and accredit all Level 3 information systems Review and update security program to reflect current guidance and mandates	Integrate and align AHRQ's security program with HHS's Secure One security program	Ongoing: Maintain status for Improved IT Security/Privacy Output
5.1.5	Establish IT Enterprise Architecture	Target architecture developed Migration plan created Integrated EA processes with capital planning processes	Used EA to derive gains in business value and improve performance related to AHRQ mission	Level 3 maturity in EA	Began work towards Level 3 maturity in EA as defined by HHS	Continue Level 3 EA plan	Completed Level 3 EA plan	Implement Level 3 EA plan Comply with EA activity as defined by HHS	Comply with HHS EA requirements	Ongoing: Maintain status for HHS EA requirements
5.1.6	Get to Green and maintain status for Performance Improvement initiative	Planning System Implemented phase for tracking budget and performance	Implemented additional phases of Planning System	Design and pilot software for facilitating budget and performance integration	Visual Performance Suite software designed and piloted	Begin implementation of software within the portfolios of work to help facilitate budget and performance integration Conduct internal alignment of measures by strategic goal areas	Began to implement software with the portfolios Completed internal alignment of measures	Continue implementation of software within the portfolios	Maintain "Green" status on Program Improvement initiative	Ongoing: Maintain status for Program Improvement initiative
	Appropriated Amount ($ Million)	$2.7 M	$2.7 M	$2.7 M	$2.7 M	$2.7 M	$2.7 M	$2.7 M	$2.7 M

This budget activity supports the overall direction and management of the AHRQ. Five major government-wide initiatives comprise the President's Management Agenda (PMA): Strategic Management of Human Capital; Competitive Sourcing; Improved Financial Performance; Expanded E-Government; and Performance Improvement Initiative.

For each of these initiatives, the Office of Management and Budget (OMB) prepares a scorecard consisting of "green, yellow, and red lights" reflecting Departmental status and progress in meeting the standards for success for an individual initiative. In shorthand terms, the standards for success are collectively known as "Getting to Green". AHRQ has instituted a systematic approach to addressing and implementing the President's Management Agenda by working to achieve the goals set forth by HHS as part of its internal Scorecard process.

Strategic Management of Human Capital

AHRQ is currently green in this PMA activity—with a progress rating of green as well.  The FY 2007 target for this PMA activity was to implement the HHS Performance Management Program (PMAP). This target was successfully completed. The current rating period began in January 2007 and will end in December 2007. Utilizing an automated performance management system (GoalOwner), all non-SES employees have been placed on a plan with quantifiable measures, outcomes, and expected results. AHRQ staff is working closely with Departmental officials to select a vendor which will be used throughout HHS to automate the performance management process. Once that decision is made, AHRQ will begin to "sunset" the GoalOwner system and migrate towards the new automated performance management system.  In FY 2008, this PMA activity will: work toward core competency assessment, development and implementation for our mission critical activities; and assess the performance management system and propose modifications to improve the program and process based on comments and feedback from our Office of Personnel Management (OPM) Program Activity Assessment Tool (PAAT) assessment.

Improve Financial Performance

AHRQ is currently yellow in this PMA activity—with a progress rating of green.  AHRQ anticipates Green status upon demonstration to the Office of Finance at HHS effective use of financial information to drive results in key areas of operations and when AHRQ develops and implements a plan to continuously expand the scope to additional areas of operations. AHRQ has successfully completed the FY 2007 target of examining and refining internal controls to address improving improper payments, including assessing controls over financial reporting. In FY 2008 AHRQ will continue participation in the Department's A-123 internal control efforts and to implement all corrective actions for deficiencies reported as a result of the FMFIA/A-123 internal control processes identified in FY 2007.

Expanding Electronic Government

AHRQ is currently green in this PMA activity—with a progress rating of green as well. AHRQ's major activities for this PMA activity include: 1) Government Paperwork Elimination Act (GPEA), 2) Security, and 3) Full participation in HHS PMA activities that intersect with the mission of the Agency. These activities continue to result in efficiencies in time and improvement in quality. AHRQ's current activities include:

• Ongoing development of policies and procedures that link AHRQ's IT initiatives directly to the mission and performance goals of the Agency. Our governance structure ensures that all IT initiatives are not undertaken without the consent and approval of AHRQ Senior Management and prioritized based upon the strategic goals of the agency.
• Ensure AHRQ's IT initiatives are aligned with departmental and agency enterprise architectures. Utilizing HHS defined Federal Health Architecture (FHA) and HHS Enterprise Architectures, AHRQ ensures that all internal and contracted application initiatives are consistent with the technologies and standards adopted by HHS. This uniformity improves application integration (leveraging of existing systems) as well as reducing cost and development time.
• Provide quality customer service and operations support to AHRQ's centers, offices and outside stakeholders. This objective entails providing uniform tools, methods; processes and standards to ensure all projects and programs are effectively managed utilizing industry best practices. These practices include Presidential Management Intern (PMI) (Project Management Body of Knowledge [PMBOK], Earned Value Management [EVM]), Rational Unified Process (RUP) (Software Development Life Cycle [SDLC]), Capital Planning and Investment Control (CPIC), and Enterprise Architecture (EA). These practices have appreciably improved AHRQ's ability to satisfy project objectives to include cost and schedule.
• Ensure the protection of all AHRQ data, commiserate with legislation and OMB directives. AHRQ has modified the systems development life-cycle to ensure that security is addressed throughout each project phase. Additionally, AHRQ is in the process of Certifying and Accrediting all Tier 3 systems to ensure compliance with OMB and National Institute of Standards and Technology (NIST) directives and guidance. Last, AHRQ has implemented Department mandated full disk encryption utilizing Pointsec encryption tool for all mobile computers. In FY 2008, AHRQ performance goals will focus on reviewing and updating all security programs to ensure they comply with current guidance and mandates.

Performance Improvement Initiative

AHRQ is currently green in this PMA activity—with a progress rating of green as well. General program direction is accomplished through the collaboration of the Office of the Director and the offices and centers that have programmatic responsibility for portions of the Agency's research portfolio. AHRQ has begun to create a framework to provide a more thoughtful and strategic alignment of its activities. This framework represents the Agency's collaborative efforts on strategic opportunities for growth and synergy.  As the result of increased emphasis on strategic planning, the Agency continues the shift from a focus on output and process measurement to a focus on outcome measures. These outcome measures cascade down from our strategic goal areas of safety/quality, effectiveness, efficiency and organizational excellence. Portfolios of work (combinations of activities that make up the bulk of our investments) support the achievement of our highest-level outcomes.

The implementation of strong budget and performance integration practices will continue through the use of structured Project Management processes. AHRQ has begun a campaign to design and implement a quality improvement process for managing major programs that support the Agency's strategic goals and Departmental strategic goals and specific objectives.

AHRQ has successfully completed comprehensive program assessments on five key programs within the Agency: The Medical Expenditure Panel Survey (MEPS); the Healthcare Cost and Utilization Project (HCUP); the Consumer Assessment of Healthcare Plans Survey (CAHPS®); and the Patient Safety program. The Pharmaceutical Outcomes Portfolio was the latest program to undergo a PART review.  These reviews provide the basis for the Agency to move forward in more closely linking high quality outcomes with associated costs of programs. Over the next few years, the Agency will focus on fully integrating financial management of these programs with their performance.

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