Exhibit 300 (BY2009) for Federal Health Architecture, Expanding E-Gov Managing Partners

1. Date of Submission:

2008-02-04

2. Agency:

009

3. Bureau:

00

4. Name of this Capital Asset:

Federal Health Architecture

5. Unique Project Identifier:

009-00-03-00-01-1400-24

6. What kind of investment will this be in FY2009?

Multi-Agency Collaboration

7. What was the first budget year this investment was submitted to OMB?

FY2003

8. Provide a brief summary and justification for this investment, including a brief description of how this closes in part or in whole an identified agency performance gap.

Federal Health Architecture (FHA) supports federal health information technology (IT) needs by creating a coordinated federal framework for health IT that promotes interoperability within and between the federal government and public and private sector organizations. The federal health IT plan is derived from the President's agenda, and is coordinated by the Office of the National Coordinator for Health Information Technology (ONC), the Health IT Policy Council (HITPC), and the American Health Information Community (AHIC or The Community). The FHA Program itself does not set the health IT plan, but contributes to and helps advance the President's health IT agenda. Key to the FHA Program's success is ensuring that input from all relevant federal health IT stakeholders is synchronized and rationalized into a coordinated federal position that all stakeholders can adopt. In FY07, FHA developed its strategy and goals to include development of four main initiatives: 1) Federal Adoption of Standards for Health IT (FAST) to provide support and guidance for implementation of the Health IT Standards, 2) Federal Health IT Planning and Reporting (FHIPR) to provide health IT specific guidance to agency health IT investments, 3) Federal Health Interoperability Architecture (FHIA) to provide support and guide program managers and enterprise architects in implementing products created by the national health IT agenda and 4) NHIN Connect (NHIN-C) to enhance federal sector participation on the nationwide health information exchange initiative run through ONC. While the first three initiatives provide for information dissemination and guidance across federal agencies, the NHIN-C will facilitate the standardization of federal nationwide health information connection solution architecture design and identified services with the help of other federal partners, which agencies can exploit to ultimately connect and exchange health information between federal agencies and with private organizations. In FY07, FHA submitted 21 recommendations to improve food safety import processes for our nation. This significant accomplishment is currently being incorporated in the framework created by the import safety panel that was set up as part of the 2007 Executive Order on Import Safety.

9. Did the Agency's Executive/Investment Committee approve this request?

yes

9.a. If "yes," what was the date of this approval?

2007-06-26

10. Did the Project Manager review this Exhibit?

yes

11.a. What is the current FAC-P/PM certification level of the project/program manager?

DAWIA-Level-3

12. Has the agency developed and/or promoted cost effective, energy-efficient and environmentally sustainable techniques or practices for this project.

no

12.a. Will this investment include electronic assets (including computers)?

no

12.b. Is this investment for new construction or major retrofit of a Federal building or facility? (answer applicable to non-IT assets only)

no

13. Does this investment directly support one of the PMA initiatives?

yes

If yes, select the initiatives that apply:

Initiative Name
Expanded E-Government

13.a. Briefly and specifically describe for each selected how this asset directly supports the identified initiative(s)? (e.g. If E-Gov is selected, is it an approved shared service provider or the managing partner?)

HHS is the managing partner of the Federal Health Architecture Line of Business presidential initiative. The program is designed to facilitate an interoperable Federal health IT environment that supports the President's Health IT Plan enabling better care, increased efficiency, and improved population health.

14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?

yes

14.a. If yes, does this investment address a weakness found during the PART review?

no

14.b. If yes, what is the name of the PARTed program?

2006: OS - Office of the National Coordinator

14.c. If yes, what rating did the PART receive?

Results Not Demostrated

15. Is this investment for information technology?

yes

16. What is the level of the IT Project (per CIO Council's PM Guidance)?

Level 3

17. What project management qualifications does the Project Manager have? (per CIO Council's PM Guidance)

(1) Project manager has been validated as qualified for this investment

18. Is this investment identified as high risk on the Q4 - FY 2007 agency high risk report (per OMB memorandum M-05-23)?

yes

19. Is this a financial management system?

no

20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)

Area	Percentage
Hardware	1
Software	2
Services	97
Other	0

21. If this project produces information dissemination products for the public, are these products published to the Internet in conformance with OMB Memorandum 05-04 and included in your agency inventory, schedules and priorities?

n/a

22. Contact information of individual responsible for privacy related questions.

Name	Jodi Daniel
Phone Number	202-401-5191
Title	Director, Office of Policy and Research
Email	Jodi.Daniel@hhs.gov

23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?

no

24. Does this investment directly support one of the GAO High Risk Areas?

no

1. Provide the total estimated life-cycle cost for this investment by completing the following table. All amounts represent budget authority in millions, and are rounded to three decimal places. Federal personnel costs should be included only in the row designated Government FTE Cost, and should be excluded from the amounts shown for Planning, Full Acquisition, and Operation/Maintenance. The total estimated annual cost of the investment is the sum of costs for Planning, Full Acquisition, and Operation/Maintenance. For Federal buildings and facilities, life-cycle costs should include long term energy, environmental, decommissioning, and/or restoration costs. The costs associated with the entire life-cycle of the investment should be included in this report.

All amounts represent Budget Authority

Note: For the cross-agency investments, this table should include all funding (both managing partner and partner agencies).

Government FTE Costs should not be included as part of the TOTAL represented.

Cost Type	Py-1 & Earlier -2006	PY 2007	CY 2008	BY 2009
Planning Budgetary Resources	1.610	1.000	1.230	1.280
Acquisition Budgetary Resources	7.100	4.420	5.430	5.650
Maintenance Budgetary Resources	0.760	0.470	0.580	0.600
Government FTE Cost	0.540	0.180	0.190	0.200
# of FTEs	3	1	1	1

2. Will this project require the agency to hire additional FTE's?

no

3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.

The FHA program began re-alignment to synchronize its efforts more closely with those of the Office of the National Coordinator and the President's health IT agenda. As a result, funding levels have increased slightly as FHA anticipates greater scope as the program transitions from the Input phase to the Implementation and Accountability phases.

Agencies must use the following table to report performance goals and measures for the major investment and use the Federal Enterprise Architecture (FEA) Performance Reference Model (PRM). Map all Measurement Indicators to the corresponding Measurement Area and Measurement Grouping identified in the PRM. There should be at least one Measurement Indicator for each of the four different Measurement Areas (for each fiscal year). The PRM is available at www.egov.gov. The table can be extended to include performance measures for years beyond FY 2009.

Row	Fiscal Year	Strategic Goal Supported	Measurement Area	Measurement Grouping	Measurement Indicator	Baseline	Planned Improvement to the Baseline	Actual Results
1	2006	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies with health data that are currently involved with FHA	12	15	15
2	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies with health data that are currently involved with FHA	15	20	20 (As of August 15, 2007)
3	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies with health data that are currently involved with FHA	20	23
4	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies with health data that are currently involved with FHA	23	28
5	2006	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	3	6	8
6	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	8	10	10 (As of August 15, 2007)
7	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	10	12
8	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	12	14
9	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	14	15
10	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	0	7
11	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	7	10
12	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	10	13
13	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	0	3
14	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	3	6
15	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	6	9
16	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	9	12
17	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	12	15
18	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	15	18
19	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	0	2	2 (As of August 15, 2007)
20	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	2	5
21	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	5	8
22	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	8	11
23	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	11	14
24	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	14	17
25	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	17	20

1. Is this investment included in your agency's target enterprise architecture?

yes

2. Is this investment included in the agency's EA Transition Strategy?

yes

2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.

Federal Health Architecture -- Managing Partner

3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?

no

4. Identify the service components funded by this major IT investment (e.g., knowledge management, content management, customer relationship management, etc.). Provide this information in the format of the following table. For detailed guidance regarding components, please refer to http://www.whitehouse.gov/omb/egov/.

Component: Use existing SRM Components or identify as NEW. A NEW component is one not already identified as a service component in the FEA SRM.

Reused Name and UPI: A reused component is one being funded by another investment, but being used by this investment. Rather than answer yes or no, identify the reused service component funded by the other investment and identify the other investment using the Unique Project Identifier (UPI) code from the OMB Ex 300 or Ex 53 submission.

Internal or External Reuse?: Internal reuse is within an agency. For example, one agency within a department is reusing a service component provided by another agency within the same department. External reuse is one agency within a department reusing a service component provided by another agency in another department. A good example of this is an E-Gov initiative service being reused by multiple organizations across the federal government.

Funding Percentage: Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the funding level transferred to another agency to pay for the service.

Row	Agency Component Name	Agency Component Description	Service Type	Component	Reused Component Name	Reused UPI	Internal or External Reuse?	Funding %
1	Contact and Profile Management	Defines the set of capabilities that provide a comprehensive view of all customer interactions, including calls, email, correspondence and meetings; also provides for the maintenance of a customer's account, business and personal information.	Customer Relationship Management	Contact and Profile Management			No Reuse	9
2	Partner Relationship Management	Defines the set of capabilities that provide a framework to promote the effective collaboration between an organization and its business partners, particularly members of the distribution chain (e.g., channel and alliance partners, resellers, agents, brokers, and dealers) and other third parties that support operations and service delivery to an organization's customers; includes performance evaluation of partners, if necessary.	Customer Relationship Management	Partner Relationship Management			No Reuse	9
3	Assistance Request	Defines the set of capabilities that support the solicitation of support from a customer.	Customer Initiated Assistance	Assistance Request			No Reuse	9
4	Scheduling	Defines the set of capabilities that support the plan for performing work or services to meet the needs of an organization's customers.	Customer Initiated Assistance	Scheduling			No Reuse	9
5	Inbound Correspondence Management	Defines the set of capabilities that manage externally initiated communication between an organization and its stakeholders.	Routing and Scheduling	Inbound Correspondence Management			No Reuse	9
6	Outbound Correspondence Management	Defines the set of capabilities that manage internally initiated communication between an organization and its stakeholders.	Routing and Scheduling	Outbound Correspondence Management			No Reuse	9
7	Program / Project Management	Defines the set of capabilities that manage and control a particular effort of an organization.	Management of Processes	Program / Project Management			No Reuse	9
8	Resource Planning and Allocation	Defines the set or capabilities that support the determination of strategic direction, the identification and establishment of programs and processes, and the allocation of resources (capital and labor) among those programs and processes	Human Capital / Workforce Management	Resource Planning and Allocation			No Reuse	9
9	Team / Org Management	Defines the set of capabilities that support the hierarchy structure and identification of employees within the various sub-groups of an organization.	Human Capital / Workforce Management	Team / Org Management			No Reuse	9
10	Requirements Management	Defines the set of capabilities that gather, analyze and fulfill the needs and prerequisites of an organization's efforts.	Management of Processes	Requirements Management			No Reuse	9
11	Strategic Planning and Mgmt	Defines the set of capabilities that support the determination of long-term goals and the identification of the best approach for achieving those goals.	Investment Management	Strategic Planning and Mgmt			No Reuse	9
12	Library / Storage	Defines the set of capabilities that support document and data warehousing and archiving.	Document Management	Library / Storage			No Reuse	0
13	Information Sharing	Defines the set of capabilities that support the use of documents and data in a multi-user environment for use by an organization and its stakeholders.	Knowledge Management	Information Sharing			No Reuse	0
14	Information Mapping / Taxonomy	Defines the set of capabilities that support the creation and maintenance of relationships between data entities, naming standards and categorization.	Knowledge Management	Information Mapping / Taxonomy			No Reuse	0
15	Categorization	Defines the set of capabilities that allow classification of data and information into specific layers or types to support an organization.	Knowledge Management	Categorization			No Reuse	0
16	Information Retrieval	Defines the set of capabilities that allow access to data and information for use by an organization and its stakeholders.	Knowledge Management	Information Retrieval			No Reuse	0
17	Knowledge Distribution and Delivery	Defines the set of capabilities that support the transfer of knowledge to the end customer.	Knowledge Management	Knowledge Distribution and Delivery			No Reuse	0
18	Document Library	Defines the set of capabilities that support the grouping and archiving of files and records on a server.	Collaboration	Document Library			No Reuse	0
19	Shared Calendaring	Defines the set of capabilities that allow an entire team as well as individuals to view, add and modify each other's schedules, meetings and activities.	Collaboration	Shared Calendaring			No Reuse	0
20	Community Management	Defines the set of capabilities that support the administration of online groups that share common interests.	Communication	Community Management			No Reuse	0

5. To demonstrate how this major IT investment aligns with the FEA Technical Reference Model (TRM), please list the Service Areas, Categories, Standards, and Service Specifications supporting this IT investment.

FEA SRM Component: Service Components identified in the previous question should be entered in this column. Please enter multiple rows for FEA SRM Components supported by multiple TRM Service Specifications.

Service Specification: In the Service Specification field, Agencies should provide information on the specified technical standard or vendor product mapped to the FEA TRM Service Standard, including model or version numbers, as appropriate.

Row	SRM Component	>Service Area	Service Category	Service Standard	Service Specification (i.e., vendor and product name)
1	Contact and Profile Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tools (Microsoft Office Suite)
2	Partner Relationship Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tools (Microsoft Office Suite)
3	Assistance Request	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tools (Microsoft Office Suite)
4	Scheduling	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tools (Microsoft Office Suite)
5	Inbound Correspondence Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Email (Microsoft Outlook)
6	Outbound Correspondence Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Email (Microsoft Outlook)
7	Program / Project Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tool (Microsoft Project)
8	Resource Planning and Allocation	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tool (Microsoft Project)
9	Team / Org Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tools (Microsoft Office Suite)
10	Requirements Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tool (Microsoft Excel)
11	Strategic Planning and Mgmt	Service Access and Delivery	Access Channels	Collaboration / Communications	Productivity Tools (Microsoft Office Suite)
12	Library / Storage	Service Access and Delivery	Access Channels	Collaboration / Communications	Portal (BEA / Plumtree)
13	Information Sharing	Service Access and Delivery	Access Channels	Collaboration / Communications	Portal (BEA / Plumtree)
14	Information Mapping / Taxonomy	Service Access and Delivery	Access Channels	Collaboration / Communications	Troux Metis
15	Categorization	Service Access and Delivery	Access Channels	Collaboration / Communications	Portal (BEA / Plumtree)
16	Information Retrieval	Service Access and Delivery	Access Channels	Collaboration / Communications	Portal (BEA / Plumtree)
17	Knowledge Distribution and Delivery	Service Access and Delivery	Access Channels	Collaboration / Communications	Portal (BEA / Plumtree)
18	Document Library	Service Access and Delivery	Access Channels	Collaboration / Communications	Portal (BEA / Plumtree)
19	Shared Calendaring	Service Access and Delivery	Access Channels	Collaboration / Communications	Portal (BEA / Plumtree)
20	Community Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Portal (BEA / Plumtree)

6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?

yes

6.a. If yes, please describe.

This investment leverages: Federal Health Architecture (FHA). Multi-Federal, state & local governments, and cross-OPDIVs

1. As a joint exhibit 300, please identify the agency stakeholders. Provide the partner agency and partner agency approval date for this joint exhibit 300.

Row	Partner Agency	Joint exhibit approval date
1	009
2	007
3	029

1. Does the investment have a Risk Management Plan?

yes

1.a. If yes, what is the date of the plan?

2007-08-03

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?

yes

1.c. If yes, describe any significant changes:

The FHA Risk Plan has been updated to reflect the nature of the work which is less about architectural products and more orchestrating cross-agency collaboration in support of the National Health IT Agenda which is directly supported by the Office of the National Coordinator (ONC) initiatives (AHIC, HITSP, CCHIT, and NHIN).

1. Are you using EVM to manage this investment?

no

1. Does the earned value management system meet the criteria in ANSI/EIA Standard 748?

no

1.b. If no, explain plans to implement EVM.

HHS has designated FHA as a Tier 8 investment. Although this means that the investment has FY07 DME expenditures, it is exempted from EVM reporting. In order to demonstrate ongoing performance of the program, FHA regularly reports milestones and progress against those milestones to OMB.

1.c. If N/A, please provide date operational analysis was conducted and a brief summary of the results?

2. Is the CV% or SV% greater than ± 10%?

yes

2.a. If yes, was it the?

CV

2.b. If yes, explain the variance.

Due to funding delays at the start of the FHA program, expenditure of funding was slowed. In FY07, actual funding received was less than expected thus contributing to our negative cost variance.

2.c. If yes, what corrective actions are being taken?

The primary corrective action is to work more closely with our partners to clarify funding resources and priorities. The formal establishment of the Leadership Council Charter (approved by FHA program on December 21, 2006 and by our partners on April 11, 2007 (VA) and April 13, 2007 (DOD)) provides an enhanced opportunity to prioritize, identify, review and oversee FHA tasks (and therefore funding) with full participation from our partners. With shared responsibility for determining priorities and tasks, the hope is to solidify funding expectations so that funding can be spent at budgeted levels.

3. Has the investment re-baselined during the past fiscal year?

no