 |
 |
|
 |
||
Print 
Download Reader 
|
|
|
|
||
Print Download Reader
|
FY 2007 HHS Annual PlanOverviewOn this page: The U.S. Department of Health and Human Services' (HHS) FY 2007 Annual Plan highlights 20 HHS programs with 24 corresponding performance goals that reflect some of the work HHS is achieving in support of the HHS Strategic Plan. The Government Performance and Results Act (GPRA) provides the statutory framework for performance planning and requires the development of a five-year Strategic Plan, Annual Plan, Annual Performance Report, and program performance goals. The HHS Strategic Plan, most recently updated in FY 2004, includes eight strategic goals that link to the accomplishment of the Department's mission in FY 2004 - FY 2009. This FY 2007 HHS Annual Plan provides readers with a sense of the far-reaching and positive effects of HHS programs. To gauge program effectiveness, HHS uses performance measures as a basis for comparing actual program results with established program performance goals. The HHS Operating Division's (OPDIV) FY 2007 Annual Plans contain over 700 hundred performance goals that HHS OPDIVs track and report annually in their Congressional Justifications. Given the large number and complexity of programs and measures, HHS highlights some key performance goals in this FY 2007 HHS Annual Plan to illustrate the Department's priorities and goals for FY 2007. The highlighted programs in this report were selected so that each OPDIV in the Department is represented and that there is at least one major program initiative that aligns with each strategic goal. For more detailed information on all of HHS programs and performance goals, please see http://www.hhs.gov/budget/. The overview section of the FY 2007 HHS Annual Plan includes Highlights of HHS Accomplishments, the Budget by Strategic Goal table, an analysis of Program Assessment Rating Tool (PART) reviews, and an overview of the President's Management Agenda (PMA). The narrative discussion for each highlighted program and corresponding measures in this report are presented based on the strategic goal each supports. Numerous HHS programs are implemented in coordination with State, local, Tribal, and non-governmental partners. Therefore, in many cases the strategic goals, performance goals, and program results reflect the combined commitment and effort of HHS and its partners.
Planning and Performance at HHS HHS manages hundreds of programs that aim to improve health status, increase access to health services, and create opportunities for disadvantaged individuals to work and lead productive lives. HHS programs reach all Americans by providing health and social services, protecting public health, and funding biomedical research. HHS is one of the largest Federal agencies, the Nation's largest health insurer, and the largest grant-making agency in the Federal government. HHS uses strategic planning, annual performance planning, and the annual budget process to identify policy and program priorities. The HHS Strategic Plan along with the Secretary's 500 Day Plan and the PMA provide the overarching long-term goals and framework for the Department's OPDIVs and Staff Divisions (STAFFDIVs) to use on an annual basis to create an annual performance plan. The HHS annual Performance Budgets present the resource needs of HHS programs and identify the results that Americans can expect from their investment in these programs. The Performance Budgets state planned goals and also report on past achievements of all HHS programs. Linkages between HHS Strategic Plan, HHS Annual Plan, and Performance Budgets are illustrated in a table that displays the HHS Budget by Strategic Goal on page four in the FY 2007 HHS Annual Plan. At the close of each fiscal year, HHS produces a Performance and Accountability Report (PAR), which incorporates performance results with audited financial statements for the year. The PAR highlights illustrative programs to report on HHS performance. Together the Annual Plan and the PAR constitute an annual planning and reporting process for HHS programs. In May 2005, HHS Secretary Michael O. Leavitt introduced his 500-Day Plan, which outlines his priorities for the Department. The 500-Day Plan supports the Strategic Plan in guiding the Department in achieving its broad policy and program objectives. The six initiative areas in the 500-Day Plan are:
Secretary Mike Leavitt uses the 500-Day Plan as a management tool guiding his and the Department's energies in fulfilling the President's vision of a healthier and more hopeful America. Secretary Leavitt stated, "I enjoy solving problems and am guided by selected long-term goals. I then rely on a 500-day plan to create a timetable of short-term actions that chart a course for future progress." The initiatives in the 500 Day Plan focus on actions during a 500-day period that will achieve significant progress and from which the American people will benefit over a 5,000-day horizon. For more information, visit www.hhs.gov/500DayPlan. Changes to the Performance Budgets The FY 2007 HHS Performance Budgets include several changes to improve the integration of budget and performance information. In the Performance Budget Overview, each OPDIV includes a table that links their OPDIV strategic goals to the HHS-Strategic Goals. The Performance Detail now directly follows the Narrative by Activity to better inform the budget justification. The Performance Detail also contains a reformatted performance measure table that shows both the long term and annual goal with targets and results. The new format also incorporates information on the data source and data validation directly into the table. Each of these improvements advances the objective of integrating performance and budget information in the HHS budget. HHS annually conducts evaluations to review program effectiveness, develop performance measures, assess environmental impacts on health and human services, and improve program management. HHS program managers use the results of these program evaluations in the annual planning and budget process. Annually, the Department also sends reports to Congress describing these evaluation activities: the Research, Demonstration, and Evaluation reports and the Public Health Service Evaluation Set-aside report. In addition, the Office of the Inspector General annually produces a Work Plan which identifies program evaluations that will be conducted by that organization. HHS' evaluation activities provide important information about HHS programs which supports and supplements the Department's ability to evaluate and assess program performance. Budget by Strategic GoalsThe work of each HHS OPDIV and STAFFDIV contributes to achieving the Department's eight strategic goals. The charts below show a breakdown of the total HHS budget and discretionary budget by HHS strategic goal. The total FY 2007 HHS budget is approximately $696 billion (in program level) of which approximately 90 percent is mandatory spending and 10 percent is discretionary. Medicare and Medicaid account for almost 94 percent of the total mandatory level and both programs support HHS Strategic Goal 3. As a result, the total budget by strategic goal table is heavily influenced by the size of the Medicare and Medicaid programs. This display should not be used to determine how much each program activity contributes to any one strategic goal since programs may in reality contribute to a number of strategic goals. HHS Strategic Goals
Program Assessment Rating Tool (PART)In 2002, OMB introduced the Program Assessment Rating Tool (PART) to examine the effectiveness of all Federal programs. Its overall purpose is to assess program performance and results. The PART contains four sections: program purpose and design, strategic planning, program management, and program results. Programs receive numerical scores for each section with the program results section accounting for 50 percent of the overall score. Programs also receive narrative ratings of Effective, Moderately Effective, Adequate, Ineffective, and Results Not Demonstrated. HHS uses PART to inform management and budget decisions throughout the year and to improve program performance and efficiency. PART results are included each year in the Department's summer budget process. Additionally, HHS implemented an internal process to ensure that programs use the PART information to improve program performance, specifically programs that received a Results Not Demonstrated (RND) rating. In 2005, OMB reviewed 31 HHS programs using PART. Since 2002, a total of nearly 100 programs have been assessed by PART. Seventy percent of HHS programs received a rating of Adequate or higher and on a program dollar weighted basis 98 percent of programs are rated Adequate or higher. This percentage includes mandatory programs, which account for 88 percent of the total PART program's budget. OPDIVs discuss actions they are taking in response to PART assessments in their Performance Budget. For more detailed information on PART results for HHS programs please see http://www.ExpectMore.gov. HHS PART Ratings
|
Last revised: February 20, 2006
 |
