HHS Enterprise Information Technology Tactical Plan (Draft)

FY 2006 – FY 2009

Table of Contents

Table of Exhibits

Exhibit 1. HHS Internal and External Forces................................................................................. 5

Exhibit 2. Strategic Planning and Performance Management Process Flow View......................... 8

Exhibit 3. IT Strategic Planning and Performance Management Implementation View.............. 10

Exhibit 4. Strategic Planning and Performance Management End Result View.......................... 12

Exhibit 5. HHS Enterprise Architecture Segments and Critical Partners..................................... 16

Exhibit 6. HHS EA Segments – Aligned to HHS EA BRM........................................................ 18

Exhibit 7. HHS Enterprise Infrastructure Framework.................................................................. 20

Exhibit 8. Strategic and Tactical Alignment Hierarchy................................................................. 26

Exhibit 9. Organizational Roles and Activities............................................................................. 32

Exhibit 10. The HHS IT Initiative Portfolios................................................................................ 34

Exhibit 11. Portfolio: HHS Part 1 - IT Systems by HHS Mission Area and Its Yr 2007 Budget35

Exhibit 12. Established CPIC Investment Prioritization Criteria.................................................. 36

Exhibit 13. Distribution of Major IT Initiatives across HHS........................................................ 37

Exhibit 14. Major IT Initiatives: Categories and Their Associated Budget.................................. 39

Exhibit 15. Major IT Initiatives: Alignment.................................................................................. 43

Exhibit 16. Major IT Initiatives: Alignment Summary.................................................................. 44

Exhibit 17. Major IT Initiatives: Planned Completion Timeline................................................... 45

Exhibit 18. Major IT Initiatives: Total Budget by OPDIV........................................................... 48

Exhibit 19. Major IT Initiatives: Scored Priorities with the Associated Budgets......................... 50

Exhibit 20. Major IT Initiatives: Mapping against IT Priority Areas............................................ 50

Executive Summary

The Information Technology (IT) Tactical Plan is the second volume of the Department of Health and Human Services’ (HHS) IT Strategic Planning family of documents. This document builds on the high level HHS IT Strategic Plan (Volume 1) and provides additional details on key processes, plans, strategies, and approaches to meet IT Goals and Objectives. In addition, this Tactical Plan bridges the HHS IT Strategic Plan and specific Project Management Plans or Plans of Action and Milestones (POA&M) at the individual project or investment level. This document is envisioned as an iterative planning document that will be updated quarterly (as opposed to annual updates for Volume 1).

The HHS IT Tactical Plan is accompanied by Volume 3 of the HHS IT Strategic Planning family, which focuses on Performance Measurement and Evaluation processes and methods that will be used to measure progress in attaining defined IT goals and objectives.

The increased level of detail incorporated in this Tactical Plan necessitates a smaller planning window of three years. This volume is intended to provide greater insights into key IT strategies and initiatives over this three-year period for HHS Enterprise IT Initiatives managed by the Office of the Chief Information Officer (OCIO) as well as priority IT investments across the Department. Selection of priority investments for inclusion in this plan is based on defined value and priority-based criteria including lifecycle cost, importance to key HHS business objectives, and priority identification by HHS Chief Information Officers (CIOs).

To emphasize the importance of IT Investment Management and Oversight processes, IT Infrastructure Consolidation and Reuse, and Specific IT investments to support the specialized missions of the Department, this Tactical Plan will also categorize and discuss key investments in terms of these three IT investment categories.

In comparison to past Strategic Planning documents, this IT Strategic Planning family of documents also explores key IT strategies and technologies which are viewed as essential to success in achieving HHS IT Goals and Objectives. Summary sections regarding these key strategies and technologies are briefly introduced in the Strategic Plan (Volume 1), and are expanded upon in this Tactical Plan (Volume 2). Some of these key initiatives and strategies include:

Fostering IT Infrastructure consolidation and reuse strategies
Adoption and implementation of a Federated Enterprise Architecture strategy
Development, adoption, and implementation of an architectural segment model within the HHS Enterprise Architecture (EA)
Adoption of the principles, concepts and technologies of a Service Oriented Architecture (SOA)
Transition to Internet Protocol version 6 (IPv6) by June 2008
Integration of SOA into an Enterprise Service Oriented Architecture (ESOA)
Providing key IT Support to the Office of the National Coordinator
Achieving Information Technology Investment Management (ITIM) Level 3 Maturity and continuing to mature Department CPIC processes
Continuing to address enterprise initiatives to deliver common services such as enterprise email, and expanding HHS common service offerings
Continuing to manage critical IT human capital resources and skills to address future technology skill requirements

The Tactical Plan is the first step in laying the groundwork for accomplishing HHS’ complex and forward-looking IT goals and objectives. As information technology needs evolve, additional initiatives and strategies will be developed to address those needs and will be incorporated into the Tactical Plan to ensure its relevance and usefulness. Through the Tactical Plan, HHS leadership will have another tool to assist in implementing the vision, and meeting the goals outlined in the Strategic Plan. As such, this Tactical Plan provides the critical link between the vision articulated in the Strategic Plan and feasible implementation of the goals and objectives outlined therein.

1. INTRODUCTION

Purpose

The HHS Enterprise IT Tactical Plan (Volume 2) is the implementation plan for the HHS Enterprise IT Strategic Plan (Volume 1). As such, it is closely aligned with the IT strategic direction and key initiatives documented in the Strategic Plan. The Tactical Plan focuses on how to manage the IT Strategic Plan in an effective and efficient manner. It achieves this by providing greater insight into key IT strategies and initiatives as well as priority IT investments across the department. The Tactical Plan documents and describes the current and planned departmental and Operating Division (OPDIV) IT initiatives and investments at a detailed level. It serves as an implementation blueprint for departmental IT strategies, directions, priorities, and approaches for the next three years.

Since the Tactical Plan provides a greater level of detail and specificity for key IT strategies and initiatives, it is expected that the Tactical Plan will change more frequently than will the Strategic Plan. Because of the more immediate nature of the Tactical Plan, a planning horizon of three years has been chosen. The Tactical Plan is a living document to be updated more frequently and more significantly than the Strategic Plan. It will evolve and improve over time with additional OPDIV input and collaboration.

Scope

Using a three-year planning horizon, the Tactical Plan categorizes and discusses the Strategic Plan’s IT goals and corresponding key initiatives within three primary IT investment categories.

IT Management and Oversight. This includes all categories of IT investment that are employed in the process of IT management and oversight, including: Enterprise Architecture, IT Human Capital Planning, Capital Planning and Investment Control, Information Technology Investment Management Maturity, Training, Policy Development and Monitoring, and Performance Measurement.
IT Infrastructure and Enterprise Initiatives. This category includes IT infrastructure investment from the perspective of common, shared IT services including the traditional view of infrastructure such as networks and shared services. However, this category applies a broader definition to infrastructure to include shared infrastructure such as help desks and support processes, shared (or common) services (operating system, security, infrastructure, information, application), and the infrastructure needed to deliver shared, federated services to consumers. This category also includes planning for Departmental enterprise initiatives which are intended to provide core or essential IT services in support of all HHS STAFFDIVs and OPDIVs (e.g. Enterprise eMail).
Mission Specific Initiatives. This section of the Tactical Plan will provide coverage of IT investment specific to HHS mission areas. This will generally include planning for key IT initiatives including acquisition of systems/applications that support the OPDIV mission areas, and will focus on key IT priorities that align with HHS goals as identified by the Secretary as well as priority investments as identified by HHS CIOs.

The Tactical Plan includes projected completion timelines for the investments in these categories, as well as budgetary data on an OPDIV basis. In addition, the initiatives are prioritized for the Department.

This Tactical Plan will be updated on a quarterly basis throughout its useful life in an iterative fashion. As this 2006-2009 Tactical Plan is the initial version in the cycle, a great deal of data on IT investments is provided in summary format (see Appendices A, B, and C ) for the three categories listed above. In addition, Section 5 focuses on identified Major IT investments (as classified in the Department’s CPIC database—ProSight), organized by a number of classifications (e.g. by OPDIV).

It is envisioned that significant additional analyses and information will be added in the first quarterly update to this document after input from Department stakeholders has been garnered. The envisioned updates include:

Application and review of the CPIC Criteria to identify priority Department IT investments by category (Management and Oversight, Infrastructure or Mission-Specific).
Identification of priority IT investments (based on the above criteria application).
Analysis of these key/priority investments and their alignment with key HHS Department initiatives such as IT consolidation, sharing and reuse, and identification of opportunities for use of common services and potential application of Service Oriented Architecture transformation (based on business case analysis).

Future updates may further expand the coverage of the IT Tactical Plan (based on a refinement of the Tactical Planning criteria presented in Section 5.3), and incorporate recommendations from stakeholders for iterative improvements in this plan.

2. BACKGROUND

Strategic Planning and Performance Management are fundamental elements supporting the Secretary’s goal of managing HHS on an enterprise basis. The ability to produce and analyze performance data on a timely basis underpins all management activity. As a result, fully implementing the system and business process outlined here is in itself an important objective for the current IT Strategic Plan. Success with this objective will also be a key enabler for another management initiative outlined in this plan – the goal to move the Department up the ITIM capability-maturity index, achieving Stages 2 and 3. The ability to establish effective goal and objective alignment and to get timely performance feedback is integral to the portfolio management approach that higher maturity stages require.

2.1 HHS Business Driving Forces

There are several internal and external forces that impact the HHS Enterprise IT Strategic and Tactical Planning processes. Internal forces are those factors within HHS, and external forces are those beyond the Department. A listing of internal and external forces is provided in Exhibit 1.

Internal Forces		External Forces
Secretary’s Priorities HHS Strategic Plan OPDIV Business Needs Inspector General (IG) Audits Customers/Stakeholders Key Themes		Presidential Initiatives and Directives Legislation Office of Management and Budget (OMB) Directives and Guidance Government Accounting Office (GAO) Reports Customers/Stakeholders

Exhibit 1. HHS Internal and External Forces

2.2 FY 2006 Department-Wide Objectives (refer to complete document in Appendix F)

The Department recently published an annual listing of 2006 business objectives. These objectives included a variety of objectives which will drive Tactical Plan IT investments over the course of 2006. This listing focuses on the specific business objectives for the Department and provides clear business guidance for the Department over thefirst year of this Tactical Plan. The Tactical Plan will be updated as these annual business objectives are updated each year, or when the need arises.

Transform the Healthcare System
Strategically Manage Human Capital
Modernize Medicare and Medicaid
Complete the FY 2006 Competitive Sourcing Program
Advance Medical Research
Improve Financial Performance
Secure the Homeland
Expand Electronic Government
Protect Life, Family and Human Dignity
Improve Budget and Performance Integration
Improve the Human Condition Around the World
Implement the Real Property Asset Management Program
Broaden Health Insurance and Long-term Care Coverage
Achieve Performance Accountability
Promote Quality, Relevance and Performance of Research and Development Activities
Improve Grants Management Operation and Oversight
Emphasize Faith Based and Community Solutions
Consolidate Management Functions and Streamline Administrative Operations
Emphasize Healthy Living and Prevention of Disease, Illness, and Disability
Eliminate Improper Payments

2.3 Purpose of the IT Strategic Plan

This section summarizes, for the purposes of the Tactical Plan, the methodology used in the entire Strategic Planning process. The purpose of the HHS IT Strategic Planning and Performance Management Methodology is to manage a large, diverse IT organization using an effective alignment to common goals, a traceable goal accountability, a common currency of performance data, and a business system that reports actionable data on a timely basis to the right level of management. The strategic planning process provides a strong foundation for effective information resource management for current and future years. The HHS CIO and OCIO are dedicated to continuing a structured and collaborativestrategic planning process,keeping the focus on integrating IT capabilities to ensure an enterprise-wide approach to IT planning and investment.

2.4 IT Strategic Planning Methodology

Strategic Planning Methodology encompasses a three volume structure comprised of Enterprise IT Strategic Planning, Enterprise IT Tactical Planning, and Enterprise IT Performance Management. The first two volumes encompass the IT Strategic and Tactical Plans and the third volume describes the methodology for the performance measurement system and identifies performance measures. In this overview, the methodology for the integrated process is presented in three “views”: Process Flow, Implementation, and End Result, to give a summary understanding of how the methodology achieves its goals. The methodology is described more fully in Volume 3, Performance Management. This document is Volume 2 of the family of documents, the HHS Enterprise IT Tactical Plan.

To maximize the usefulness and facility of the three volume Strategic Planning family, the Tactical Plan describes in greater detail the initiative- and operational-level information that serves as a roadmap to implement the Strategic Plan. Previously, this information was summarized in the Enterprise IT Strategic Plan. While some initiative- and operational-level information has thus been removed from the Strategic Plan, additional implementation-oriented strategies are available overall.

The Strategic Plan has been enhanced by the inclusion of fuller descriptions of initiatives and investments and their alignment to OS and OPDIV goals and objectives.

Exhibit 2. Strategic Planning and Performance Management Process Flow View

2.4.1 Process Flow View

Exhibit 2 above is a process view diagram which shows the Strategic Planning and Performance Management processes in the context of general strategy and broader IT management in the Department and also includes a view of how OPDIV goals and objectives are integrated.

A key goal for successful implementation of Strategic Planning and Performance Management processes is integration with existing planning and IT management which will assist in effective institutionalization. To that end, the Strategic Planning and Performance Management processes are anchored to the Enterprise Architecture Framework through use of the Performance Reference Model (PRM) tailored to the HHS architecture, and to the CPIC framework through linkage with CPIC processes at the Pre-Select, Select, Control and Evaluate stages as shown by the rectangles immediately preceding and following the Strategic and Tactical IT Planning Volumes of the methodology.

HHS IT goals and OPDIV IT goals are shown aligning with the broader business goals in the preceding Strategic Planning box. OPDIVs retain their individual business roles that subsequently inform some OPDIV specific IT goals. Where IT goals touch on areas of common infrastructure, the goals and objectives are coordinated between the Department and OPDIV goals; this is intended to be a flexible arrangement. The strategic direction is toward centralizing common infrastructure, but this does not require that the centralization be undertaken by the Department. Where an OPDIV develops a best practice, this can be leveraged across the Enterprise.

The IT Tactical Plan, which takes the required outcomes from the IT Strategic Plan and develops an implementation and operational approach, subsequently provides goal and objective alignment that informs the screening process for initiatives at the CPIC Pre-Select and Select phases. The performance measures and milestones required in the OMB 300 as well as the alignment with Mission and Goals can all be derived from the goal and objective alignments and IT Tactical performance measures. The process thus enforces effective goal, objective, and measure alignment at the start of the CPIC process. Subsequently, the Performance Management system and processes measure and evaluate progress throughout the CPIC Control and Evaluate Phases.

Rather than having the development of performance measures and investment evaluation criteria as ad hoc and/or isolated activities, the framework provides both a rigorous goal and objective alignment combined with effective performance measures over the lifetime of an initiative. The use of the Performance Reference Model also means that as the HHS EA matures, the Performance Management process will also be able to provide an EA perspective to manage IT initiatives. In general, the process outlined here will be far more effective in managing investments on an aggregated basis and will thereby contribute significantly to the achievement of ITIM Stage 3 which will move the Enterprise towards true IT investment portfolio management capability.

2.4.2 Implementation View

The Implementation View diagram (Exhibit 3) focuses on the organizational units and methods by which the goals, objectives, and measures will be derived. Again, this emphasizes the importance of institutionalization in achieving successful implementation of the integrated system.

Exhibit 3. IT Strategic Planning and Performance Management Implementation View

In the IT Strategic Planning phase, IT Executives from the OPDIVs and OS will derive and update Mission, Vision, and Objectives in a workshop forum. Objectives are broad statements of intent that are then further decomposed into sub-objectives that focus the objective into a measurable activity. From this, Strategic Outcomes, which are fully measurable, combined with other Critical Success Factors can be developed which subsequently can be used to determine if the original goal and objective have been achieved. At the Executive level, the Performance Management system needs to determine in a binary fashion (i.e., yes or no) whether a goal has been achieved.

To make goal management and presentation more meaningful, the aggregated outcome measures and critical success factors can be organized by the categories of the Balanced Scorecard (as well as other categories). In the diagram, the Balanced Scorecard Perspective is represented by a dotted line box. Finally, progress towards goal achievement can also be supplied to the executive level by the dashboard as described in the End Results View below. This dashboard can provide executives with summary statistics or rollups of data provided at lower levels of management.

The concept of Strategic Outcome measures as described above is contained in the Performance Reference Model (PRM) of the Federal Enterprise Architecture (FEA). It is the PRM that links the Tactical Plan to the CPIC processes as shown in the IT Tactical Planning Volume. The PRM both establishes a link to the Enterprise Architecture and decomposes into discrete measurable steps how IT contributes to the strategic outcome. Establishing these measurable steps is known as establishing a “Line of Sight.” In the diagram the Line of Sight and the PRM categories are indicated by the arrow reaching to the strategic outcomes and the five boxes. Because the measures for the Line of Sight are required for the OMB 300, the link to the CPIC process can be established by requiring the PRM measures as part of the Pre-Select/Select phase. The CPIC investment selection process is also aided greatly by having a clear goal alignment hierarchy from the IT Strategic Plan to assess the relative importance of competing investments. The CPIC process is thus strengthened in its selection of initiatives and important material is provided for the creation of the OMB 300. Oftentimes the alignment between Goals and Objectives is imperfectly established and performance measures are usually developed in isolation with suboptimal results both in terms of the quality of the measures in themselves and in their link to the desired outcome.

Below the PRM measures are boxes representing “standard measures” and “other custom” measures. These boxes represent the final elements of the performance measures data model. To manage initiatives effectively, project managers will likely need more measures than the PRM measures provide. The concept here is that for many IT activities standardized measures can and should be used so as to permit benchmarking and to simplify IT management. For specific mission-related IT, custom measures will likely still be required, but the Performance Management process should ensure that these measures are of high quality and truly reflect unique requirements. One important standard category of measures already collected is Earned Value data. These measures can be rolled up at successive levels of management via the dashboard/reporting process to provide important progress indicators. Other standard data, for example, Help Desk Data, can be aggregated to form multi-dimensional quality indices that can indicate status without overwhelming executives with information. It is the job of the Performance Management Volume to determine effective sets of measures and indicators and to establish them at the appropriate reporting level.

2.4.3 End Result View

The End Result View shown in Exhibit 4 shows the core processes and products that make up the integrated Strategic Planning and Performance management process after full implementation. The diagram indicates how the methodology can be integrated to support more effective tactical and strategic management and how it can support multiple reporting and management processes.

At its most basic, the methodology produces and maintains the 5-year Strategic Plan, the 3-year Tactical Plan and performance measures that align with goals and objectives and measure performance and progress towards goal completion. This core is the framework from which the various process, activity, data, and reporting goals and requirements can be fulfilled. The concept of the flexible core framework is important as it means that the system can evolve to achieve more complexity and add more processes, goals, or reporting requirements over time.

Exhibit 4. Strategic Planning and Performance Management End Result View

In the preceding diagram the three volumes are represented by the dark blue rectangles. The HHS IT Strategic Plan, with a five year planning horizon, gives the strategic direction and establishes the outcomes and critical success factors that will determine success; the HHS IT Tactical Plan describes how the goals and objectives will be implemented over an approximate three year planning horizon to achieve the required outcomes; and the Performance Management volume provides the data collection, analysis, and reporting to support the Strategic and Tactical plans. This is the core planning and management framework that can be implemented independently of the tool development project.

In addition to the three volumes, the diagram also depicts a relational database which both produces reports and supports an Executive Dashboard. The concept is that performance data contains links to multiple reporting requirements that are currently handled individually, requiring considerable time, cost, and effort. The relational database provides the capability to repurpose performance data according to need. As additional requirements are added or ad hoc reports are requested, this arrangement would allow new data to be collected in the Performance Management database (if needed) which could then be organized into the appropriate report format. This capability can also be used to reduce operational risk by allowing for a phased implementation of the system so that the data management system and supporting business processes can evolve to manage increased complexity over time.

3. HHS INFORMATION TECHNOLOGY CHALLENGES

The Department of Health and Human Services (HHS) is the U.S. government’s principal agency for protecting the health of all Americans and providing essential human services, especially for those who are least able to help themselves. In providing its broad range of services and products, HHS has become one of the largest Federal organizations. The Department is comprised of 12 Operating Divisions (OPDIVs), and headquarters’ components called Staff Divisions (STAFFDIVs).

The IT community within HHS manages a complex IT environment where each OPDIV, as well as HHS headquarters, has its own CIO and IT organization. The HHS CIO maintains the enterprise-wide IT perspective, while many of the OPDIVs also have CIOs or IT leaders who are responsible for their OPDIV-specific IT missions. The CIO Council, which is comprised of the HHS CIO and the OPDIV CIOs, functions as the primary mechanism for coordination across the Department. Despite the Department’s ongoing commitment and dedication to improving IT management by encouraging increased collaboration and coordination among the Office of the Secretary (OS) and its OPDIVs to improve IT services to stakeholders, HHS as a Department is still facing many IT challenges from within and outside of the Department.

One of the foremost intrinsic challenges facing HHS is the multifaceted nature of IT requirements from the numerous and diverse OPDIVs, which each have their own individual, specific, and complex missions. These requirements cannot be fulfilled by a comprehensive single-solution approach, rather, OPDIV-specific and customization approaches are needed in order to meet the mission goals of each OPDIV. Making this issue even more complicated is the fact that the autonomy of deploying IT in each OPDIV creates incompatible IT platforms and unnecessary duplication of IT functions, services, and infrastructure. HHS recognizes that among this multifaceted nature of IT requirements, there are sets of IT requirements (e.g., IT infrastructure and services, IT administration, management, and oversight functions) common to all OPDIVs and can be fulfilled with a federated consolidation-and-sharing approach to increase Departmental effectiveness and efficiency. However, this consolidate-and-share approach requires a highly organized, coordinated, and disciplined effort cross all OPDIVs and the OS with the support of a clear charter, consensual policies, streamlined processes, and tool sets, as well as dedicated human resources. Such an effort should also include the full, iterative lifecycle of planning, implementation, maintenance, and evaluation.

To guide the HHS Enterprise IT Strategic and Tactical Planning, as well as to promote innovative IT investments, it is critical to create the HHS Enterprise Architecture (EA) that will be adopted Department-wide. The HHS EA should be compatible and compliant with the Federal Enterprise Architecture (FEA) and the Federal Health Architecture (FHA). In addition, some OPDIVs have created their own EAs to meet their business needs. It is essential that the HHS EA reconcile with the OPDIVs’ EAs so that the HHS EA can be accepted and adopted Department-wide. More discussions on the EA can be found in Section 4.1.

IT plays a significant role in making HHS more efficient and effective as it continues to face health- and human services-related challenges. The Clinger-Cohen Act requires each Executive Agency to establish a process to select, manage, and evaluate the results of their IT investments; report annually to Congress on progress made toward agency goals; and link IT performance measures to agency programs. HHS has implemented Capital Planning and Investment Control (CPIC) procedures and a tool called ProSight to determine prioritization of IT initiatives based on alignment with HHS, PMA, and other mandated goals and objectives. The CPIC process also involves: evaluation of progress toward specified numerical targets and milestones; identification of the need for corrective action based on performance; and determination of the effectiveness of the project once implemented based on the original justifying criteria. Such an IT investment performance management effort requires a comprehensive approach that combines processes and procedures, business rules, IT systems, and human resources. The following are some key elements needed to be included in IT performance management:

Ensuring investment alignment with goals and objectives should be done prospectively instead of retrospectively. In other words, in the proposal phase, an IT investment must explicitly support one or more defined IT goals and objectives, where these IT goals and objectives should be directly derived from Department goals and objectives.
Establishing an IT Performance Reference Model (PRM) with a core set of IT investment measurement indicators that can be used by IT investment owners and participants to quantify and evaluate IT investment objectively.
Developing an IT Performance measurement system to capture all investment-related data from investment planning to selecting, executing, managing, and evaluating. Such a system will provide enormous invaluable investment data that not only can facilitate data analyses and reporting, but also decision-making at all levels (i.e., executive, managerial, and operation).

The adoption of health IT (e.g., Electronic Health Records (EHR)) throughout the healthcare continuum in the private sector, especially among health care providers and organizations, is a priority of the President. Currently, the Office of the National Coordinator for Health Information Technology (ONCHIT) from the OS is responsible for the Health IT (HIT) initiative, including standards harmonization, vendor products certification, and national health information network (NHIN) initiatives, as well as a variety of other organizational and regional efforts. Many experts anticipate HIT will transform the healthcare industry in a very near future. It is fundamental to have a full understanding of how the widespread adoption of HIT in the healthcare industry relates to HHS’ own IT adoption in terms of technology, infrastructure, and services; systems interoperability (both semantic and syntactic); standards; data sharing, privacy, and security; and stakeholders’ roles and responsibilities. Equally important, HHS has to recognize how their business operations and processes with their business partners will be impacted by the HIT adoption and to prepare and respond accordingly.

Finally, there are emergent situations (e.g., recent hurricane disasters, potential Avian flu pandemic) that require IT to support effective health services solutions. Under these circumstances, IT plays a critical role in connecting, coordinating, and managing knowledge and assets; hence, it is mission-critical to integrate such urgent needs in both the HHS Enterprise IT Strategic Plan and HHS Enterprise IT Tactical Plan.

4. TACTICAL PLANNING FRAMEWORK (2006 – 2009)

In support of OneHHS goals and objectives, Department cost avoidance strategies, and the HHS commitment to mature IT Capital Planning and Investment Control (CPIC) processes, this Tactical Plan is based on the management and technology framework presented in this section. This framework provides technology and IT management guidance as well as a foundation for key HHS IT strategies including IT consolidation and infrastructure sharing and reuse guided by the HHS federated Enterprise Architecture (EA). This tactical planning framework focuses on EA, the migration toward a Federated Enterprise Service Oriented Architecture (ESOA), effective IT management, and HHS transformation toward use of shared communications and computing infrastructure and common services. This includes a phased adoption, or transformation, toward a federated Service Oriented Architecture (SOA) as a component of the overall HHS EA.

This tactical planning framework focuses on infrastructure sharing and reuse, and includes adoption of policies, principles, tools, and technologies essential to implementing reusable, common services. This framework will facilitate the use of open, standards-based services and processes to support IT initiatives across the Department (e.g. Enterprise IT initiatives), across Operating Divisions (OPDIVs), as well as across multiple IT initiatives within an organizational element or OPDIV.

These processes, policies, and technologies will also be adopted in a Federated manner, in recognition of the diverse structure of the Department and the need to tailor and adapt these standards-based common services to meet the specialized needs of the OPDIVs.

This Tactical Plan also continues to employ Enterprise IT initiatives to fulfill common needs across the department for IT infrastructure and services including:

Standards-based communications networks and infrastructure
Enterprise Email
Security Services
eAuthentication and Person Identification Services
Other common services that may be identified as part of our EA or SOA initiatives described below

This section of the Tactical Plan discusses a number of key tactical initiatives that establish a technology framework for Architecture, Infrastructure, and Common Services. Section 4.1 provides discussion on the HHS Enterprise Architecture initiative and the migration toward a Federated, Enterprise Service Oriented Enterprise Architecture (ESOA). Section 4.2 provides a framework for Infrastructure Sharing and lays the foundation for the HHS 3-Year Infrastructure Tactical Plan. Section 4.3 provides an overview of an HHS SOA strategy, which is a subset of the EA, and also provides the infrastructure and framework for sharing common services through use of SOA technologies and architecture.

The balance of Section 4 focuses on HHS IT Investment Management processes and provides an overview of IT Performance Measurement and Evaluation which is discussed more thoroughly in Volume 3 of the HHS Strategic and Tactical Planning family of documents.

4.1 HHS Enterprise Architecture

The EA Program ensures that the current and future business and technical architectures for the Department support the HHS mission, strategic plans, and performance and outcome objectives. The HHS EA Program will enable the Department and its Operating Divisions and components to understand the relationships between and among its business operations and the information systems and resources that enable those operations. This architectural information enables the Department to achieve more effective strategic planning, capital planning, and control over investments for information technology and related services. The HHS EA Program supports the Operating and Staff Divisions of HHS in meeting Department objectives by enhancing flexibility and interoperability across information systems, reducing redundancies thereby reducing inefficiencies, and improving access to accurate, timely, and consistent information.

The Department’s EA Program will continue to comply with Federal Enterprise Architecture standards, and collaborate with other pertinent government-wide initiatives. HHS’ EA Program is a Department-wide initiative that involves the active participation of all Operating and Staff Divisions. The HHS EA Program takes a “federated approach” to development and implementation of EA throughout the Department, engaging all OPDIVs and Departmental organizations in fulfillment of the Departmental objectives, while enabling the Operating and Staff Divisions of HHS to meet their mission and objectives. A copy of the HHS Enterprise Architecture Policy is provided as Appendix D of this plan.

4.2 HHS Enterprise Architecture Segments

Currently the Chief Enterprise Architect of the Office of the HHS Chief Information Officer is developing an Architectural Segment Model as part of the HHS Enterprise Architecture (EA). Exhibit 5 is a pictorial description of the architectural segments and critical partners of such a model.

Exhibit 5. HHS Enterprise Architecture Segments and Critical Partners

The EA Segment consists of five mission segments:

Access to Care –Focuses on the access to appropriate care
Population Health and Consumer Safety –Assesses health indicators and consumer products as a means to protect and promote the health of the general population
Health Care Administration –Assures that federal health care resources are expended effectively to ensure quality, safety, and efficiency
Health Care Delivery Services –Provides and supports the delivery of health care to its beneficiaries
Health Care Research and Practitioner Education – Fosters advancements in health discovery and knowledge

In addition, there are four management segments: Human Services Segment, Management of Government Resources Segment, Planning and Oversight Segment, and Information and Technology Management Segment.

The segmented architectural (SA) approach shifts the focus from the organization to the functional view that supports the efficiencies in data collection and the sharing of data across corporate or division boundaries. OCIO foresees SA providing new viewpoints and approaches on how HHS will support each business segment and eliminate costly redundancies. The OCIO feels selected programs, grants and information technology investments as well as other capital investments can be view and prioritized and that it provides a framework for measuring and evaluating performance. It will also provide an opportunity for ONC/FHA to collect HHS opinions from subject matter experts. A segmented approach will help HHS move toward a more pragmatic response to GAO’s recommendation for increased business involvement in the CPIC and it will also satisfy the OMB requirement for a segmented architecture.

The implementation of a SA within the HHS Enterprise Architecture will align information technology investments with segments under CPIC; and utilizing a collegial approach for developing a functioning management forum. Each segment will be composed of subject matter experts and critical partner groups that will define the roles of the ITIRB, Enterprise Architecture and CPIC.

An effective EA requires that HHS management fully understands the use and purpose of the architecture they are managing. Furthermore, HHS agencies can only manage the quality of their architectures in they can validate its content and structures are accurate. Exhibit 6 illustrates the alignment of the HHS EA Segments to the HHS EA Business Reference Models (BRM) and Appendix I provides the Business Segments OPDIV and Investment Alignment.

Exhibit 6. HHS EA Segments – Aligned to HHS EA BRM

4.3 Enterprise Infrastructure Conceptual Framework

For the purpose of this Tactical Plan, the Enterprise Infrastructure Conceptual Framework is defined as IT resources or assets that are sharable or reusable across the Department or in support of multiple IT initiatives. Classic IT infrastructure definitions and concepts are applied, most commonly, to IT components and services such as:

Local Area Networks (LANs) and WAN connectivity
Computing infrastructure (e.g. common or shared servers and desktops/seats)
The operating system or software tools and services that support this communications and computing infrastructure

This plan adopts a broader definition of IT Infrastructure that includes the above classic, communications and computing infrastructure (C&CI), but also includes additional ‘layers’ of common services, components, tools, and processes that may be shared or reused across the Department, across OPDIVs, and within an OPDIV or STAFFDIV to meet common needs. This view of infrastructure is central to cost avoidance goals, and is also useful as an element of an approach to achieve Department integration and interoperability goals and objectives.

Exhibit 7 below illustrates, in an Open Systems Interconnect (OSI) type of construct, the concept of infrastructure “layers” that can build upon the physical infrastructure components most commonly adopted and shared in an organization. This graphic illustrates the relationships between IT Infrastructure Services and IT System/Application investments, and is a framework for sharing common IT Infrastructure Services and for IT consolidation, sharing, and reuse.

Based on Exhibit 7, the classic definition of IT Infrastructure is expanded above the physical layer to include:

Operating System Services
Infrastructure Services (Help desks, support centers, software frameworks, security services, directory services, identity services, etc.)
Application Services (Messaging, Data Transformation, Workflow, Subject Indices, Semantic Services, etc.)
Data and Database Services (Information models, schema, database connectivity, etc.)

Each of these infrastructure, or “common-service” layers are capable of supporting Enterprise as well as Mission-Specific systems/applications, offering a core of standards-based common services. Use or reuse of these services represents a more cost effective and standards-based methodology for building new applications as well as integrating existing applications within a common, standards-based framework.

Exhibit 7. HHS Enterprise Infrastructure Framework

This definitional infrastructure framework forms the basis for IT management and planning to facilitate meeting HHS goals and objectives for:

IT sharing and consolidation
Implementing and using Common Services across multiple systems and applications
Improving information interoperability and enterprise application integration
Cost avoidance through sharing common infrastructure and reuse
Improving performance, reliability, and maintainability through use of standard infrastructure components, products and services

This infrastructure framework is the basis for the Tactical Plan addressed in Section 5.3 – HHS IT Priority Areas. The Tactical Plan provides a three-year view of the transformation of HHS infrastructure management and how common infrastructure services will be applied to meet HHS goals and objectives listed above, including establishing an Infrastructure Coordinator function (or office) within the Department that will:

Inventory HHS Sharable Infrastructure
Identify opportunities for brokering infrastructure services
Work with the OPDIVs to ensure they are aware of Infrastructure reuse opportunities
Conduct Infrastructure Planning
Prepare Infrastructure Return on Investment analyses to compare alternative infrastructure approaches

The role of the Infrastructure Coordinator is to promulgate and encourage the identification, sharing and reuse of common infrastructure investment, identify infrastructure requirements and service level agreements, and to facilitate and propose shared infrastructure solutions. This coordinator will also play a role in EA development, and in particular, the implementation and transformation toward a Service Oriented Architecture (SOA) infrastructure, as a set of core, reusable services, supporting both internal and external information sharing, reuse, and interoperability.

This overall strategy will focus on proactive, infrastructure oversight, management, and coordination across the Department, leveraging the concept of federated infrastructure management—consistent with the Federated EA strategy.

Appendix B of this plan includes a listing (from the ProSight CPIC Database) of IT Infrastructure Investments as classified within ProSight.

4.4 Service Oriented Architecture (SOA)-Oriented Architecture (SOA)

4.4.1 Concepts for an HHS SOA Transformation

In order to achieve key HHS Information Technology goals and objectives for 2006-2009, the Department must define and follow an Enterprise Architecture (EA) strategy and principles that address key challenges including:

Adopting solutions that can be federated to more cost effectively meet the needs of a large, complex, and diverse organization
Legacy integration and interoperability
Leveraging enterprise solutions to meet common needs across the Department
IT consolidation, including sharing and reuse of common infrastructure and common services to achieve cost effectiveness, standardization, and interoperability objectives

The Department has for some time been investing in enterprise initiatives to deliver common operational capabilities such as Enterprise eMail or standard common information assurance processes via the Secure OneHHS initiative. In addition, HHS has successfully shared common communications infrastructure such as standards-based Local Area and Wide Area network infrastructure (e.g. HHSnet).

This concept of sharing common services or capabilities must be more broadly extended to sharing common infrastructure services and capabilities beyond the physical layer, and begin to leverage investments in common infrastructure and application services. This includes sharing of common infrastructure services such as help desks, operating system services (e.g. security services, file services), and sharing of common application services such as Workflow services, Master Subject Index Services, Directory Services, Lexical Services, etc. This approach is a key element of our IT Strategic and Tactical Plans, and an important component of the strategy for IT consolidation and sharing common Services.

Within the IT industry, a recent trend that will facilitate the above IT strategy is the use of a Service Oriented Architecture (SOA). A Service Oriented Architecture is software architecture, and a subset of the EA, that employs the concept of loosely coupled, independent, shareable services that can meet the needs of multiple applications. It enables legacy and new application integration, and can be implemented in a federated design to align with HHS needs. An SOA approach is a logical fit for both HHS enterprise IT investments (e.g. eMail and HHSIdentity) as well as for delivering governed, federated services across the Department.

One of the key elements of the Infrastructure Tactical Plan (further discussed in Section 5.3) is the adoption of a Federated, Service Oriented Architecture approach to:

Legacy system/information integration
Delivery and exposure of common web-based services for internal HHS applications
Adoption and exposure of SOA web-services for exposure to consumers and external business partners and other Government agencies (Federal and State)
Providing a framework for adopting and using shared, common services (infrastructure)
Achieving IT goals and objectives related to sharing common services for new systems/applications as well as for legacy integration

4.4.2 An HHS Approach to SOA Transformation

Some of the key elements of an HHS SOA transformation will include:

Incorporation of SOA modeling into EA development, and application of federated service planning across the agency.
Obtaining executive commitment to an overall SOA strategy, and encouragement of stakeholder participation in order to leverage management support for SOA objectives.
Leveraging best practices, experiences, tools, etc. across the agency.
Use of experienced practitioners to define a first set of infrastructure and business services that translate business requirements into service descriptions.
Addressing SOA as part of the EA Policy Guidance, and engagement of OPDIV SOA stakeholders early on in the process to establish Department-wide consensus as part of the overall EA collaboration process.

It is envisioned that each OPDIV will, independent of any central SOA oversight or adoption, invest in SOA technologies and implement SOA at some level within the Department. As a result, a key aspect of the HHS SOA transformation strategy is to provide OCIO oversight, guidance, and SOA governance as part of the EA Governance and EA Policy process. In addition, another critical success factor will be establishment of a group of EA stakeholders across the Department to work with the OCIO and Chief Enterprise Architect in the development and implementation of the overall SOA transformation plan. In addition to the above, it is important to:

Adopt a Federated approach to SOA transformation across the Department, which includes distributed responsibility for key services.
Develop Service Provider and Service Subscriber models to define who will provide these standards-based, loosely-coupled services, and to define who the subscribers are within the Department and external to the Department.
Establish a business-case driven approach to SOA service introduction and transformation based on return on investment (ROI).
Consider external service delivery (e.g. exposing standard, SOA-based, Web Services to external business partners, other Federal Agencies, and States for information interchange and interoperability) as a first step toward SOA transformation.
Adopt SOA as an integral component of the HHS EA, and recognize the Federated implementation of SOA in a Federated, Enterprise Service Oriented Architecture (ESOA).

Based on HHS SOA requirements (e.g. service/subscriber models), develop an SOA Plan of Action and Milestones (POA&M) to guide the transformation effort and ensure that defined SOA requirements are met in support of HHS IT investments (subscribers).

4.5 Department Enterprise Initiatives and Infrastructure Planning

A number of key Departmental Enterprise initiatives will continue during the Tactical Planning timeframe, with key emphasis on Department-wide implementation of enterprise electronic mail (eMail), standard security services under the Secure OneHHS program, the transition from Internet Protocol (IP) version 4 (IPv4) to IP version 6 (IPv6), and the relatively new HHS Identity initiative which embraces person identification and e-Authentication, integrates key technologies including Public Key Infrastructure (PKI), enterprise directory services, authentication services, and potentially various biometric technologies and smart cards.

Each of these enterprise initiatives, as such, may also be viewed as infrastructure in nature, each delivering a common, reusable service or operational functionality that has the potential to be broadly (or exclusively) used across the Department.

These enterprise initiatives will, along with other new infrastructure related initiatives (e.g. SOA transformation) provide a foundation of federated common services that will, in some cases, deliver functionality to HHS users (e.g. enterprise email), and in other cases deliver a reusable service that can be integrated and leveraged by multiple applications across the Department.

This concept—that is, building, delivering, sharing, and reusing common services is a key element of the Tactical Infrastructure plan called for in this document; each of the HHS enterprise initiatives provide key components of this overall infrastructure strategy.

4.5.1 IPv6 Transition

Based on the mandate to migrate to Internet Protocol (IP) Version 6 (IPv6) by June 2008, the HHS Chief Technology Officer (CTO) will develop and implement an enterprise IPv6 transition plan. When complete, this plan will be integrated into this Tactical Plan at Appendix H.

This IPv6 transition will be integrated into the overall HHS Enterprise Architecture (EA) process, and the EA will be updated, in the appropriate views, to employ IPv6 on the HHS network backbone as required by OMB. HHS will also follow the proposed IPv6 governance and transition processes recommended by OMB and the CIO council, and these processes will be integrated into the overall HHS IPv6 transition plan.

In general, the migration to IPv6 will include:

An assessment and update of communications components (e.g. routers, VPNs, switches, etc.) to enable IPv6 compatibility. Any components that currently do not support IPv6 will require an upgrade or replacement to support this protocol.
Upgrade of appropriate operating systems and TCP/IP software products providing network services to support the migration from IPv4 to IPv6
Transition of WAN/Internet service providers/connections to IPv6 enabled and addressed WAN connections.
Re-IP addressing appropriate servers, clients, and telecommunications components to employ IPv6 addresses.

Clearly, this transition will be managed throughout the implementation to minimize downtime to operational systems and to minimize impact on HHS users across the Department.

4.5.2 Federated Service Oriented Architecture and Sharing Common Services

The common, reusable infrastructure services associated with enterprise email and HHSIdentity (e.g. enterprise directory services, PKI, etc.) will be implemented in a federated model, using standards-based services with exposed application programming interfaces (API) to facilitate the adoption and reuse of these services in a Service-Subscriber model.

Once these services are delivered (implemented, tested, and available), appropriate HHS IT policies will be issued to ensure their optimum use across the Department.

In addition to common services that are delivered for use across the Department as a ‘by-product’ of enterprise initiatives, additional initiatives will be explored as discussed above in the Enterprise Architecture (e.g. the transformation toward a Federated, Service Oriented Enterprise Architecture), and to implement the elements of a Service Oriented Architecture (SOA) Enterprise Service Bus infrastructure. This will further lay the foundation of tools, processes, and infrastructure to leverage SOA technologies to enable common service integration, implementation and delivery. This strategy of transforming the enterprise toward an SOA will be a key element of the Tactical Plan over the next three years—and will apply SOA infrastructure and SOA-based services where practical, feasible, and cost effective.

To this end, significant effort will be undertaken to integrate SOA into the Department’s EA, explore and investigate investment in SOA technologies and infrastructure (e.g. a federated Enterprise Service Bus), and to select and integrate the best products for this implementation.

In addition, SOA will also be explored as an HHS legacy integration/information integration strategy—that is, to facilitate the integration of legacy applications and data with new, SOA-based Web Services.

Lastly, SOA will also be explored to facilitate integration and interoperability with external partners (consumers, business partners, and other federal agencies) by exposing SOA-based common services for secure access to information sharing via standards-based, SOA-based Web Services.

As a result, HHS enterprise initiatives should be considered and treated as providing both standard functional capabilities to HHS users (e.g. eMail), but also as laying the foundation of common, sharable services. This foundation will be expanded through the appropriate exploration and adoption of a Federated SOA for HHS, including investment and implementation of required SOA service infrastructure to further facilitate the delivery of subscribed services across the Department. This entire strategy will be managed and governed as a key element of the HHS EA Governance process.

4.6 HHS IT Investment Alignment Model

At the core of a performance management system is the ability to set targets and then measure to determine whether they have been achieved. In a complex organization such as HHS, achievement of goals is measured over many initiatives and at multiple levels of management in different business units. To ensure that this process is “manageable” in all senses of the word requires a logical framework that establishes a hierarchy between different levels and activities of the business and that also aligns measures and indicators with the business drivers, mission, vision, goals and objectives.

Exhibit 8 below shows a framework achieving a hierarchical alignment of OCIO and OPDIV business and IT goals and objectives. (It is important to note that the framework focuses on IT goals and objectives although these are properly seen as deriving from business goals and objectives – moreover, there is no reason why business goals and objectives could not be included in a process or tool).

From the organizational perspective, the model recognizes the dual roles of the Department and the OPDIVs: OPDIVs have mission specific business roles that impact their respective IT organizations; conversely, the OCIO is acting to increase shared infrastructure and services and to apply standardized rules, procedures and best practices where feasible. This bifurcation is shown in the diagram by the HHS hierarchy on the left and OPDIV hierarchy on the right. Both hierarchies are subject to internal and external business driving forces, but the OPDIVs are also subject to business goals, objectives and IT objectives and mediated through the Department as shown by the three links from the HHS hierarchy to the OPDIV hierarchy. One rule of the model is thus that any given initiative can be traced back directly to a fundamental business rationale whether tied directly to an OPDIV mission-specific origin or to the broader strategic thrust of the Department.

Exhibit 8. Strategic and Tactical Alignment Hierarchy

From the planning perspective, the model is divided between the strategic level and the tactical level. Broadly speaking, the strategic level determines what should be done over a five-year period and the tactical level translates the objective into an initiative planned over a period of up to three years. The strategic level is thus relatively static, setting the direction of the Department and OPDIVs, while the tactical level is deliberately flexible, adapting to changing priorities, resources, lifecycle stage and performance. In the future, the model can be also extended to an operational or project level. This would show another level of measures and indicators that are used to manage projects day-to-day. The goal will be to classify standard measures here to cover different aspects of IT service delivery.

From the measures and indicators perspective, the model also expresses a hierarchy of descriptive alignment with high-level goals broken down successively into quantifiable objectives which are then translated into measures and indicators. The model also shows where performance measurements can be taken and reported. These are represented by circles with “PM” inside. These are the points at which measures are taken and can be rolled up to the next measurement point to determine if that objective or goal has been achieved. In this way, both the end point (goal achieved) and progress towards the endpoint can be tracked logically and consistently within the hierarchy. The model thus allows goals to be expressed in simple terms that are easy to communicate both internally and externally and which remain relatively constant, but also establishes and links complex numerical indicator criteria to determine progress and the point at which the goal (for that period at least) has been achieved.

A major benefit of this approach is that it becomes possible to view all alignments and to manage initiatives and investments prospectively and in to rather than retrospectively and individually. Having such a framework also greatly simplifies the addition of new goals and objectives at the top of the hierarchy. How such goals and objectives can merge with the existing framework can be far more easily determined via the traceability from business driving forces to the individual investment level measures and vice versa.

4.7 HHS Performance Reference Model

To ensure that Performance Management Processes and measures support and align with the HHS EA, an HHS specific Performance Reference Model (PRM) will be created. The “HHS PRM” will act as an integral part of the HHS EA in the same way that the PRM is part of the Federal Enterprise Architecture.

The PRM is a reference model or standardized framework to measure the performance of major IT investments and their contribution to program performance. As described in the Federal Enterprise Architecture Program Management Office (FEAPMO) document, “How to Use the Performance Reference Model,” the PRM has three main purposes:

Help produce enhanced performance information to improve strategic and daily decision-making.
Improve the alignment — and better articulate the contribution of — inputs to outputs and outcomes, thereby creating a clear “line of sight” to desired results.
Identify performance improvement opportunities that span traditional organizational structures and boundaries.

Point 1 reflects the fact that the PRM is an integrated methodology for deriving, collecting, reporting, and evaluating performance measures over the lifecycle of a given project. Point 2 describes how the IT contribution and supporting processes can be broken down to give a full description of how IT contributes to a required business outcome. Point 3 refers to the framework’s ability to identify Lines of Business (LOBs) with common needs and how common service, technical and performance criteria can be applied.

The PRM framework is designed to be flexible. As the guide states: “Agencies are encouraged to use the PRM and the information it produces in a way that makes sense for their specific environment.”[1]

In keeping with this flexibility, the HHS specific PRM will make the following adaptations while retaining the main features of the PRM described above:

Define PRM “Measurement Areas” and “Measurement Categories” appropriate to the HHS mission.
Define Standard Measures to use for IT planning and operations to the broadest extent possible. Ensure an effective methodology and process and organizational support structure to derive customized measures as necessary to measure particular business outcomes and requirements.
Define a performance measure lifecycle management framework that fulfills the roles of the “suggested PRM process phases”:[2] 1. Alignment with the PRM; 2. Explore and Define Improvements; 3. Use Performance Information; 4. Measure Progress.

The HHS PRM is at the core of the Performance Management methodology as it captures the way that assets are used to achieve a desired result using a “Line of Sight” concept. The Line of Sight is an alignment of project inputs to outputs to outcomes organized by the PRM categories: human capital, technology, processes and activities, customer results, mission and business results. The Line of Sight describes using performance measures to facilitate how a target outcome can be achieved. This approach is useful in defining how IT can contribute to business goal success as IT often acts as a facilitator. In such a case, the Line of Sight for IT will stop short of the target outcome, but nevertheless show the success conditions for IT.

Besides providing a framework and methodology for managing and reporting performance, the HHS PRM will provide a hook to integrate Performance Management with EA Management as the HHS EA matures. Thus, the methodology described will permit a full EA planning and management perspective alongside the Balanced Scorecard perspective planned for the executive reporting dashboard.

The details of the HHS PRM will be developed in the third strategic planning volume on performance measures. The HHS PRM will be developed in two phases:

Establishing an HHS specific mapping of Measurement Areas and Categories, and a performance measures lifecycle management methodology that embodies the suggested process. The process of establishing and ratifying these elements is targeted to be completed for the next quarterly update of the Tactical Plan.
Establish common metrics for standard IT operations review and recommend improvements to existing PRM measures, and introduce and institutionalize the lifecycle management methodology. This phase will be ongoing, requiring development, consensus, implementation and institutionalization. The most efficient method will be to identify IT operations areas such as Network Operations, Desktop Management and IT Customer Satisfaction and identify industry standards for measurement which will then be implemented for the entire Department. The methodology is sufficiently flexible for these domains to be rolled out incrementally.

4.8 IT Performance Management and an IT Performance Management System Prototype

The following describes the principal activities of Performance Management:

Alignment of goals, objectives and measures
Derivation of measures that reflect the reality of progress towards business target outcomes
Management of the collection of data and the changes in measures over the lifecycle of a given project
Production of well-presented, comprehensive, and meaningful summary data at the appropriate management level
Institutionalization of data-driven performance procedures for controlling, correcting, and canceling projects as necessary
Increased efficiency of Performance Management achieved through automation

In the Federal Government, the demand for lifecycle Performance Management in the IT domain has been introduced to a large extent via the Capital Planning and Investment Control (CPIC) procedures driven by the Clinger-Cohen Act of 1996. By dividing activities connected with the acquisition, implementation, operation and upgrade of IT resources into the categories of Select, Control, and Evaluate , the act provides a ready-made framework upon which to base a full lifecycle Performance Management Model. CPIC determines prioritization of initiatives based on alignment with goals and objectives, evaluates progress towards specified numerical targets and milestones, identifies the need for corrective action based on performance, and finally determines the effectiveness of the project once implemented based on the original justifying criteria. There is thus a major overlap between Strategic Planning, Capital Planning, and Performance Management.

The major thrust of the OCIO in the IT management area is thus to implement an integrated strategic, capital and performance management process which can both leverage recent updates in CPIC policy and procedures and support and enable planned future enhancements. The vision is for strategic planning and performance management to enhance and share CPIC business processes rather than create new requirements. The integrated and combined processes are also targeted at reducing the burden that numerous performance and accountability reporting places on the resources of the OCIO and OPDIVs.

The integration and implementation can be described as follows:

Production and validation of HHS IT goals, objectives and strategies in a 5-year IT Strategic Plan due to OMB March 2006. Subsequently, this plan will be updated annually as necessary. (Volume 1)
Production and validation of IT tactical implementation of the strategic goals with a 3-year time frame in an IT Tactical Plan to be updated quarterly or as necessary. (Volume 2)
Production and validation of a Performance Management system to include the Performance Management process including plans for an automated system and executive dashboard, the HHS PRM, standard measures by IT category, and customized performance measures. This will be updated quarterly as necessary. (Volume 3)
Strategic and Tactical Plans will inform the Select Phase of CPIC by providing goal and objective alignments, business priorities and required outcomes.
The Tactical Plan and Performance Management Plan will inform the Select, Control, and Evaluate Phases by providing the milestones and measures needed for each stage of the project lifecycle and by providing a management reporting tool to strengthen communication and control capabilities.

The initial release of the Strategic and Tactical Plans represent the first results of this integrated management initiative. The Performance Management Methodology has been developed and in Q2 2006 will seek ratification and publication in the first release of the Performance Management Volume. The volume will also contain a preliminary release of performance measures focused on OCIO priority projects. The full release of performance measures is envisaged to be incremental and updated quarterly as measures for Standard IT operations are identified and ratified and as custom measures are reviewed or developed. Plans for a performance management tool and executive dashboard will also be completed in Q2 2006 with the option for a tool prototype and subsequent tool and dashboard development and implementation in Qs 3-4. The implementation of the Performance Management System is timed to assist with the ongoing CPIC enhancement initiative and the new initiative to increase capabilities according to the GAO Information Technology Investment Management (ITIM) framework.

The ITIM framework is a 5-stage capability-maturity model that evaluates the capability of an organization to manage IT investments effectively. The HHS OCIO is aiming to achieve Stages 2 and 3 of the GAO Information Technology Investment Management (ITIM) framework by mid-2007 for the OCIO and all OPDIVs. Stage 2 institutes effective controls for managing investments on an individual basis. Stages 3 to 5 introduce increasing sophistication to the ability to manage the totality of investments on a portfolio basis. In keeping with the Department’s commitment to excellence in IT management the HHS CPIC policy and procedures were updated in December 2005 and will be implemented in 2006. The ITIM initiative also seeks to institutionalize and validate the planned CPIC improvements in response to a GAO report [3] identifying opportunities for improvement.

Strategic Planning and Performance Management improvements are targeted as a priority as they directly impact the goal to improve CPIC and advance ITIM maturity. Performance Management improvements will be used as follows to improve IT Management Capabilities:

Improve understanding and insight into goal, objective, and measure alignment to assist in initiative prioritization in the CPIC Select Phase and the ability to manage investments as a portfolio.
Improved coordination of measures between projects, emphasis on the quality of measures and the rigorous classification of measures between success, progress, and analysis will improve CPIC Control capabilities. The ability for executives to track measures from a dashboard will also improve the ability to control projects on a timely basis.
The lifecycle management of measures enabled by the process and tool will greatly facilitate the process of post-implementation reviews in the CPIC Evaluate Phase.

The proposed PMS prototype is a proof-of-concept that includes implementation of the following:

Strategic Planning Alignment Model – a top-down approach to directly link the HHS business driving forces (both internal and external), HHS Strategic Goals and Objectives, HHS IT Strategic Goals and Objectives, and IT initiatives.
IT PRM – a model that describes how to determine IT performance at all levels (i.e., strategic, tactical, and initiative) with standardized IT measurement indicators.
Decision-Making and Reporting Support Capability – facilitating the transformation of IT investment data into information and knowledge, and report generation (e.g., OMB 300, PART) to fulfill HHS decision makers’ information needs at all levels (i.e., executive, managerial, and operation).

The following is a list of key functional components of the PMS prototype:

Goals and Objectives Editor – a template-like tool that allows users to capture business driving forces (e.g., PMA, legislation, HHS Goals and Objective, HHS IT Goals and Objectives, etc.).
Initiative Editor – a template-like tool that allows users to capture required initiative data and align initiatives with the appropriate business driving forces.
Performance Measurement Data Input Tool – enable initiative owners and participants to capture initiative performance data.
Relational Database Management System (RDMS) – facilitate data storage and analyses.
Dashboard and Reporting Tools – provides real-time information on initiatives and meets reporting requirements.

It is anticipated that both commercial-off-the-shelf (COTS) products (e.g., RDMS, dashboard) and custom-developed products (e.g., templates and editors) will be employed to develop the PMS prototype.

4.9 Supporting Organizational Structure

To institutionalize the Strategic Planning and Performance Management processes a number of organizational roles and activities are proposed and illustrated in Exhibit 9.

In order to be effectively institutionalized, the integrated Strategic and Tactical Planning and Performance Management System require supporting organizational elements and processes. The process leverages existing activities and groups to the extent possible to ensure that planning and performance are integrated at the operational level. This plan also proposes new activities.

The Strategic Plan is viewed as being relatively static over its 5-year lifecycle. The Mission, Vision, Goals, and Objectives should be decided by consensus via CIO Council workshop. The Plan should be updated as necessary and ratified by the CIO Council on an annual basis.

The Tactical Plan is a 3-year view of how objectives from the Strategic Plan are to be implemented. As such, there are likely to be changes occurring on a regular basis. This may be due to refocus in operational activities or due to changing priorities. The process would also handle new initiatives as they are identified and planned. The Tactical Plan should be updated quarterly and ratified by the CIO Council as necessary.

Exhibit 9. Organizational Roles and Activities

Ratification of plans should be by senior management consensus, with the CIO Council serving as an effective forum due to its regular meetings. The Information Technology Investment Review Board (ITIRB) should also be a customer for outputs from Strategic Planning, with the Strategic and Tactical Plans and their supporting processes supplying the goal and objective alignment and prioritization that should inform CPIC investment decisions. The implementation of the integrated strategic planning and performance management process will also impact and support the initiative to raise HHS to higher ITIM maturity stages. The ITIM initiative will benefit from a rationalized performance management process providing timely data. Key to success will be the cultural shift from an investment “control” mindset whereby individual investments are aligned bottom-up with goals and objectives, to a “portfolio” approach where investments are managed “top-down” and in the aggregate to achieve strategic outcomes by priority. The performance management process will enable this change by establishing a clear alignment to HHS business and IT goals and by providing a rigorous methodology and system to produce and manage performance measures.

While it is possible to leverage the CIO Council and CPIC process as existing entities, the process will also generate new requirements for support that can best be achieved by new institutional representatives. While the CIO Council is an effective forum for ratification through its regular meetings or through workshops designed specifically for Strategic and Tactical Planning, there is a need for a supporting working group. The Performance Measures Working Group (PMWG) would carry out tasks such as preparation and facilitation of Strategic Planning workshops, performance measurement support for IT and Business Managers in developing Tactical Plans, oversight of the implementation, working and further development of the strategic planning and performance management process and system, dissemination of training and best practices, and oversight of production, publication and update of Strategic and Tactical Plans. The PMWG would consist of manager-level representatives from the HHS OCIO and the OPDIVs with requisite IT and management expertise. Without the regular meeting of a permanent, chartered group, it is difficult to see how the many requirements for institutionalizing a strategic planning and performance management process could be successfully achieved.

In addition, while a Working Group would take responsibility for performance and planning related issues, it would be sensible practice to appoint a Federal executive to take responsibility for the overall process and to appoint a system administrator for the tool once it becomes operational. Overall, these recommendations seek to balance the desire not to create extra layers of activity while ensuring that the right level of expertise and seniority are brought to bear and that adequate accountability and work time are dedicated to the task.

5. HIGH PRIORITY IT INITIATIVES (2006 – 2009)

5.1 HHS IT Initiative Portfolio Overview

Based on the ProSight System, HHS IT investments can be categorized into one or more of five Portfolios:

HHS Part 1 - IT Systems by HHS Mission Area,
HHS Part 2 - Office Automation and Infrastructure,
HHS Part 3 - IT Architecture and Planning,
HHS Part 4 - Grants Management, and
HHS Part 5 - Extramural/Grants to States.

Exhibit 10 shows the five IT initiative portfolios and their corresponding budgets for 2007.

HHS IT Initiative Portfolios	FY 2007 DME ($mil) Value	FY 2007 SS ($mil) Value	FY 2007 Total ($mil) Value
HHS Part 1 - IT Systems by HHS Mission Area	$507.539	$943.913	$1,451.575
HHS Part 2 - Office Automation and Infrastructure	$45.435	$668.125	$713.560
HHS Part 3 - IT Architecture and Planning	$118.226	$26.974	$145.200
HHS Part 4 - Grants Management	$24.339	$36.575	$60.914
HHS Part 5 - Extramural/Grants to States	$393.112	$2,345.830	$2,738.942
Total	$1,088.651	$4,021.417	$5,110.191

Exhibit 10. The HHS IT Initiative Portfolios

Exhibit 11 below shows the breakdown of the portfolio HHS Part 1 - IT Systems by HHS Mission Area and its Year 2007 budget.

Portfolio: HHS Part 1 - IT Systems by HHS Mission Area	FY 2007 DME ($mil) Value	FY 2007 SS ($mil) Value	FY 2007 Total ($mil) Value
Mission Area 01: Financial Management	$92.381	$157.259	$249.640
Mission Area 02: Reduce the major threats to the health and well-being of Americans	$72.795	$68.808	$141.603
Mission Area 03: Enhance the ability of the Nation's health care system to effectively respond to bioterrorism and other public health challenges	$77.394	$39.091	$116.485
Mission Area 04: Increase the percentage of the Nation's children and adults who have access to health care services, and expand consumer choices	$155.119	$204.296	$359.415
Mission Area 05: Enhance the capacity and productivity of the Nation's health science research enterprise	$34.656	$130.609	$165.265
Mission Area 06: Improve the quality of health care services	$20.929	$149.360	$170.289
Mission Area 07: Improve the economic and social well-being of individuals, families, and communities, especially those in need	$9.613	$26.151	$35.887
Mission Area 08: Improve the stability and healthy development of our Nation's children and youth	$0.000	$2.657	$2.657
Mission Area 09: Achieve excellence in management practices	$36.095	$163.750	$199.845
Mission Area 99: PMA E-Gov Initiatives	$8.557	$1.933	$10.490
Total	$507.539	$943.913	$1,451.575

Exhibit 11. Portfolio: HHS Part 1 - IT Systems by HHS Mission Area and Its Yr 2007 Budget

5.2 Key Investments by Criteria

In addition to providing a roadmap for implementing new strategic initiatives, the Tactical Plan also analyzes existing investments. The total IT portfolio for HHS includes well over 600 individual investments. These investments range from large mission critical investments representing major strategic thrusts of the enterprise down to investments of thousands of dollars for upgrades of standard computer equipment. It is not practical to include detailed information on all investments in the Tactical Plan, so a selection methodology is used to provide information and planning detail appropriate to the importance of the investment to the Department’s IT strategy and to dollars invested.

The tactical planning methodology mirrors, to a large extent, the CPIC criteria that can be found in the CPIC policies and procedures issued in December 2005 [4]. These criteria are listed in Exhibit 12.

Criteria	Threshold for Department-Level CPIC Review
Interoperability	IT investments that impact more than one HHS OPDIV through the sharing of data or facilities, or that impact other systems through outputs and inputs.
Cross-cutting	IT investments for which a single Department-wide solution may be possible, or for which a Department-wide team has been established or planned, or that impacts more than one HHS OPDIV.
New Technology	Technology that sets a new technological direction impacting the “to be” target enterprise architecture for one or more HHS OPDIVs or Department-wide.
HHS/OPDIV CIO Interest	Any IT investment or investment portfolio that the HHS or OPDIV CIO requests to have reviewed at the Department-level. Examples are highly visible or sensitive investments.
Annual costs	Annual costs, including development, implementation, operations and maintenance, independent verification & validation (IV&V), consulting services, etc. of $10 million or more.
Lifecycle costs	Full lifecycle costs, including development, implementation, operations and maintenance, independent, verification and validation (IV&V), consulting services, etc. of $50 million or more.
Corrective Action - 10% Cost, Schedule, or Performance Variance	Any IT investment that is on a CPIC risk list based on exceeding its approved cost, schedule or performance baselines by more than plus or minus 10% for two consecutive quarters or more may be included in a quarterly update.

Exhibit 12. Established CPIC Investment Prioritization Criteria

In order to focus Department Tactical Planning, this plan will employ the above criteria to select key, priority IT investments for more detailed coverage. While it is anticipated that HHS Enterprise investments will be included and covered in-depth in future iterations of this quarterly planning document, other strategic, key, or priority IT investments will also be included using the above criteria as a guide. In particular, it is envisioned that the Interoperability, Cross-cutting, New Technology, or HHS/OPDIV CIO Interest categories are aimed at identifying investments that are areas of interest and potentially best practice and may subsequently be adopted by the Department if the particular IT service is applicable to more than one OPDIV. As a result, careful attention will also be paid to these investment categories when selecting initiatives for more in-depth coverage within this plan. This aim is in keeping with the policy of the HHS OCIO to centralize IT services for the whole Department, but to leverage OPDIV best practice operations to do so.

Investments are analyzed and grouped by the categories: IT Infrastructure, IT Management and Oversight, and Mission-Specific Investments. Future updates of the Tactical Plan will include further input and material from the HHS OCIO and OPDIVs in identifying, prioritizing, describing, and planning key investments.

5.3 HHS IT Priority Areas

The following IT priority areas are identified based on the HHS Enterprise IT Strategic Plan (Volume 1) and the Tactical Planning Framework (Section 4 of this document) for the next three years. It is understood that these prioritized areas could change due to potential changes in HHS mission and vision, priorities, and/or emerging and emergent situations. More input from the OPDIVs on Operational/Mission-Specific IT Priorities, Initiatives, and Technologies are needed here. Based on stakeholder input, this list of IT priority will be validated and updated in the next quarterly iteration of the Tactical Plan.

HHS Enterprise Architecture (EA)
Federated Service Oriented Architecture (SOA)
IT consolidation and shared infrastructure
E-Government Initiatives
IT Security
IT investment performance management – IT Performance Reference Model (PRM) and Performance Measurement System
Technology strategies, and the adoption and insertion of key technologies and standards based on HHS IT priorities and direction
Health IT (HIT)
IT infrastructure and services to support public health emergencies (e.g., Avian Flu pandemic, natural and man-made disasters)

5.4 HHS Major IT Initiatives Overview

Based on reviews of the IT initiative portfolio in the ProSight System, a total of 59 HHS major IT initiatives are identified out of a total of 670 IT initiatives. These major IT initiatives consist of nine (9) HHS enterprise IT initiatives, three (3) OS IT initiatives, and 47 OPDIV IT initiatives from nine (9) different OPDIVs (as shown in Exhibit 13).

HHS OPDIV	Number of Major IT Initiatives
HHS Enterprise	9
HHS OS	3
OPDIVs: ACF AHRQ CDC CMS FDA HRSA IHS NIH PSC	47 2 1 8 18 3 1 2 6 5
Total	59

Exhibit 13. Distribution of Major IT Initiatives across HHS

This section provides an overall understanding of major HHS IT initiatives in terms of investment categories and their associated budgets, alignment by OPDIV, investment level by OPDIV, and timeline.

5.4.1 Major IT Initiatives: Categories and Their Associated Budget

The 59 major IT initiatives are grouped into three investment categories: IT Management and Oversight (one initiative), IT Infrastructure (12 initiatives), and Mission Specific (46 initiatives) as shown in Exhibit 14. A detailed summary of each of the initiatives is provided in Appendixes A, B, and C.

OPDIV	Initiative Categories and HHS Major IT Initiatives	FY 2007 DME ($mil) Value	FY 2007 SS ($mil) Value	FY 2007 Total ($mil) Value
	Category: IT Management & Oversight
HHS	Capital Planning and Investment Control	0	4.004	4.004
	Subtotal: IT Management & Oversight	0	4.004	4.004
	Category: IT Infrastructure
CDC	Information Technology Infrastructure	0	74.6	74.6
CMS	IT Infrastructure	0	95.424	95.424
CMS	MMA Title I and Title II Infrastructure	0	26.585	26.585
FDA	Consolidated Infrastructure (FY07)	1.604	94.156	95.76
HHS	Enterprise E-mail System (HHSMail)	3.413	0	3.413
HHS	Public Key Infrastructure (PKI) Project	0	10.068	10.068
HHS	Secure One HHS	16.361	0.148	16.509
IHS	Infrastructure, Office Automation & Telecommunications (IOAT)	2	11.35	13.35
NIH	IT Infrastructure	0	257.21	257.21
OS	IT Service Center (ITSC)	0	42.445	42.445
	Subtotal IT Infrastructure	23.378	611.986	635.364
	Category: Mission Specific
ACF	Expanded Federal Parent Locator Service (OCSE)	8.667	19.433	28.1
ACF	Grants Administration Tracking Evaluation System (GATES) - Grants Center for Excellence	1.287	3.553	4.84
AHRQ	Medical Expenditures Panel Survey (MEPS)	2.1	20.633	22.733
CDC	Integrated Contracts Expert (ICE)	0	1.302	1.302
CDC	PHIN: BioSense	41.84	5.45	47.29
CDC	PHIN: National Electronic Disease Surveillance System (NEDSS)	10.899	2	12.899
CDC	PHIN: National Environmental Public Health Tracking Network (NEPHTN)	3.454	0	3.454
CDC	Public Health Information Network (PHIN)	4.777	0	4.777
CDC	Select Agent Transfer and Entity Registration Information System (SATERIS)	3.576	2.844	6.42
CDC	Surveillance, Preparedness, Awareness and Response System for Vaccines (SPARx)	3.144	1.5	4.644
CMS	Application Modernization (Medicare FFS Modernization)	12.06	0	12.06
CMS	Data Management: Ongoing Operations	0	21.138	21.138
CMS	Data Modernization	15.439	0	15.439
CMS	Fee-For-Service Claims Processing - Infrastructure	0	47.167	47.167
CMS	Fee-for-Service Claims Processing - Operations	0	68.599	68.599
CMS	Health Insurance Portability and Accountability Act (HIPAA)	0	20.507	20.507
CMS	Healthcare Integrated General Ledger Accounting System (HIGLAS)	48.959	90.436	139.395
CMS	Medicare Advantage Payment Systems	0	9.28	9.28
CMS	Medicare Appeals System (MAS)	3.213	4.096	7.309
CMS	Medicare Integrity Program (MIP) Systems	0	28.712	28.712
CMS	MMA Contracting Reform	72.262	0	72.262
CMS	MMA Retiree Drug Subsidy	0	13.427	13.427
CMS	MMA Title I and Title II Applications	55.207	44.516	99.723
CMS	QIO Standard Data Processing System (SDPS)	0	60.648	60.648
CMS	Quality Improvement and Evaluation System (QIES)	0.826	6	6.826
CMS	Virtual Call Center Strategy (VCS)	2.672	25.597	28.269
FDA	Financial Enterprise Solutions (FY07)	1.148	9.519	10.667
FDA	Mission Accomplishments and Regulatory Compliance Services (MARCS) (FY07)	11.113	4.348	15.461
HHS	Acquisition (PRISM/I-Procurement)	11.574	2.582	14.156
HHS	Asset - Property Management Information System (Sunflower)	0	0.885	0.885
HHS	Unified Financial Management System	38.5	25.49	63.99
HHS	Web Management (formerly HHS Web Portal)	0	4.85	4.85
HRSA	The National Practitioner Data Bank (NPDB)/Healthcare Integrity and Protection Data Bank (HIPDB)	0	19.7	19.7
IHS	Resource and Patient Management System (RPMS) - Maintenance & Enhancements	16.571	37.997	54.568
NIH	Business Intelligence System (NBIS)	4	8.5	12.5
NIH	CC Clinical Research Information System (CRIS)	0	6.5	6.5
NIH	CIT Central Accounting System (CAS)	0	0.75	0.75
NIH	OD Electronic Research Administration (eRA)	19.972	23.379	43.351
NIH	OD NIH Business System (NBS)	19.748	4.062	23.81
OS	Nationwide Health Information Network (NHIN)	74.06	0	74.06
OS	Standards & Certification for Health IT	28.06	0	28.06
PMA	PSC e-Travel	1.061	0.033	1.094
PSC	Accounting for Pay System (AFPS)	0	1.935	1.935
PSC	Core Accounting System (CORE)	0	4.344	4.344
PSC	Debt Management and Collection System (DMCS)	0	5.296	5.296
PSC	Enterprise Human Resource System (EHRP)	2.029	4	6.029
PSC	Payment Management System (PMS)	0.924	5.502	6.426
	Subtotal Mission Specific	519.142	666.51	1185.652
	Total	542.52	1282.5	1825.02

Exhibit 14. Major IT Initiatives: Categories and Their Associated Budget

5.4.2 Major IT Initiatives: Alignment

Exhibit 15, on the next few pages provides the list of 59 major IT initiatives and their alignment with HHS Strategic Goals, HHS IT Strategic Goals, and PMA Goals (Government-wide Initiatives).

This information is useful in assessing and documenting mission alignment of the major IT investments across the Department.

HHS Major IT Initiatives by OPDIV	Aligned Primary HHS Strategic Goal	Aligned Primary HHS IT Goal	Aligned Primary PMA Goal
ACF Expanded Federal Parent Locator Service (OCSE)	Goal 6: Improve the economic and social well-being of individuals, families, and communities, especially those in need.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 3: Improved Financial Performance.
ACF Grants Administration Tracking Evaluation System (GATES) - Grants Center for Excellence	Goal 6: Improve the economic and social well-being of individuals, families, and communities, especially those in need.	Goal 2: Enhance quality, availability, & delivery of information & service.	No Data
AHRQ Medical Expenditures Panel Survey (MEPS)	Goal 5: Improve the quality of health care services.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
CDC Information Technology Infrastructure	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
CDC Integrated Contracts Expert (ICE)	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 2: Competitive Sourcing.
CDC PHIN: BioSense	Goal 1: Reduce the major threats to the health and well-being of Americans.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
CDC PHIN: National Electronic Disease Surveillance System (NEDSS)	Goal 1: Reduce the major threats to the health and well-being of Americans.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
CDC PHIN: National Environmental Public Health Tracking Network (NEPHTN)	Goal 1: Reduce the major threats to the health and well-being of Americans.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government..
CDC Public Health Information Network (PHIN)	Goal 2: Enhance the ability of the Nation's health care system to effectively respond to bioterrorism and other public health challenges.	Goal 1: Provide a secure & trusted IT environment.	Goal 4: Expanded Electronic Government.
CDC Select Agent Transfer and Entity Registration Information System (SATERIS)	No Data	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
CDC Surveillance, Preparedness, Awareness and Response System for Vaccines (SPARx)	Goal 2: Enhance the ability of the Nation's health care system to effectively respond to bioterrorism and other public health challenges.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
CMS Application Modernization (Medicare FFS Modernization)	No Data	No Data	No Data
CMS Data Management: Ongoing Operations	Goal 4: Enhance the capacity and productivity of the Nation's health science research enterprise.	Goal 3: Implement an enterprise approach to IT infrastructure for innovation.	Goal 3: Improved Financial Performance.
CMS Data Modernization	Goal 5: Improve the quality of health care services.	Goal 2: Enhance quality, availability, & delivery of information & service.	No Data
CMS Fee-For-Service Claims Processing - Infrastructure	Increase the percentage of the Nation's children and adults who have access to health care services, and expand consumer choices.	Goal 2: Enhance quality, availability, & delivery of information & service.	No Data
CMS Fee-for-Service Claims Processing - Operations	Goal 5: Improve the quality of health care services.	No Data	Goal 3: Improved Financial Performance.
CMS Health Insurance Portability and Accountability Act	No Data	No Data	No Data
CMS Healthcare Integrated General Ledger Accounting System (HIGLAS)	Goal 8: Achieve excellence in management practices.	Goal 5: Achieve excellence in IT management practices.	Goal 3: Improved Financial Performance.
CMS IT Infrastructure	Goal 8: Achieve excellence in management practices.	Goal 1: Provide a secure & trusted IT environment.	Goal 4: Expanded Electronic Government.
CMS Medicare Advantage Payment Systems	No Data	No Data	No Data
CMS Medicare Appeals System (MAS)	Goal 6: Improve the economic and social well-being of individuals, families, and communities, especially those in need.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 1: Strategic Management of Human Capital.
CMS Medicare Integrity Program (MIP) Systems	No Data	No Data	No Data
CMS MMA Contracting Reform	No Data	No Data	No Data
CMS MMA Retiree Drug Subsidy	No Data	No Data	No Data
CMS MMA Title I and Title II Applications	Goal 3: Increase the percentage of the Nation's children and adults who have access to health care services, and expand consumer choices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
CMS MMA Title I and Title II Infrastructure	No Data	No Data	No Data
CMS QIO Standard Data Processing System (SDPS)	Goal 1: Reduce the major threats to the health and well-being of Americans.	Goal 1: Provide a secure & trusted IT environment.	Goal 4: Expanded Electronic Government.
CMS Quality Improvement and Evaluation System (QIES)	Goal 5: Improve the quality of health care services.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
CMS Virtual Call Center Strategy (VCS)	Goal 5: Improve the quality of health care services.	Goal 2: Enhance quality, availability, & delivery of information & service.	No Data
FDA Consolidated Infrastructure (FY07)	Goal 8: Achieve excellence in management practices.	Goal 3: Implement an enterprise approach to IT infrastructure for innovation.	Goal 5: Budget and Performance Integration.
FDA Financial Enterprise Solutions (FY07)	Goal 8: Achieve excellence in management practices.	Enable & improve the integration of HHS information.	Goal 3: Improved Financial Performance.
FDA Mission Accomplishments and Regulatory Compliance Services (MARCS) (FY07)	Goal 1: Reduce the major threats to the health and well-being of Americans.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
HHS Acquisition (PRISM/I-Procurement)	Goal 8: Achieve excellence in management practices.	Goal 3: Implement an enterprise approach to IT infrastructure for innovation.	Goal 4: Expanded Electronic Government.
HHS Asset - Property Management Information System (Sunflower)	Goal 8: Achieve excellence in management practices.	Goal 4: Enable & improve the integration of HHS information.	Goal 3: Improved Financial Performance.
HHS Capital Planning and Investment Control	Goal 8: Achieve excellence in management practices.	No Data	Goal 5: Budget and Performance Integration.
HHS Enterprise E-mail System (HHSMail)	Goal 8: Achieve excellence in management practices.	Goal 4: Enable & improve the integration of HHS information.	No Data
HHS- Net	Goal 8: Achieve excellence in management practices.	Goal 3: Implement an enterprise approach to IT infrastructure for innovation.	No Data
HHS Public Key Infrastructure (PKI) Project	Goal 8: Achieve excellence in management practices.	Goal 1: Provide a secure & trusted IT environment.	No Data
HHS Secure One HHS	Goal 2: Enhance the ability of the Nation's health care system to effectively respond to bioterrorism and other public health challenges.	Goal 1: Provide a secure & trusted IT environment.	No Data
HHS Unified Financial Management System	Goal 8: Achieve excellence in management practices.	Goal 1: Provide a secure & trusted IT environment.	Goal 3: Improved Financial Performance.
HHS Web Management (formerly HHS Web Portal)	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
HRSA The National Practitioner Data Bank (NPDB)/Healthcare Integrity and Protection Data Bank (HIPDB)	Goal 5: Improve the quality of health care services.	No Data	No Data
IHS Infrastructure, Office Automation & Telecommunications	Goal 5: Improve the quality of health care services.	Goal 2: Enhance quality, availability, & delivery of information & service.	No Data
IHS Resource and Patient Management System (RPMS) - Maintenance & Enhancements	Goal 5: Improve the quality of health care services.	Goal 2: Enhance quality, availability, & delivery of information & service.	No Data
NIH Business Intelligence System (NBIS)	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 5: Budget and Performance Integration.
NIH CC Clinical Research Information System (CRIS)	Goal 4: Enhance the capacity and productivity of the Nation's health science research enterprise.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.
NIH CIT Central Accounting System (CAS)	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 3: Improved Financial Performance.
NIH IT Infrastructure	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	No Data
NIH OD Electronic Research Administration (eRA)	Goal 4: Enhance the capacity and productivity of the Nation's health science research enterprise.	Goal 4: Enable & improve the integration of HHS information.	Goal 4: Expanded Electronic Government.
NIH OD NIH Business System (NBS)	Goal 8: Achieve excellence in management practices.	Goal 4: Enable & improve the integration of HHS information.	Goal 3: Improved Financial Performance.
OS IT Service Center (ITSC)	Goal 8: Achieve excellence in management practices.	Goal 5: Achieve excellence in IT management practices.	Goal 5: Budget and Performance Integration.
OS Nationwide Health Information Network (NHIN)	No Data	No Data	No Data
OS Standards & Certification for Health IT	No Data	No Data	No Data
PMA PSC e-Travel	Goal 8: Achieve excellence in management practices.	Goal 5: Achieve excellence in IT management practices.	Goal 4: Expanded Electronic Government.
PSC Accounting for Pay System (AFPS)	Goal 8: Achieve excellence in management practices.	Enable & improve the integration of HHS information.	Goal 3: Improved Financial Performance.
PSC Core Accounting System (CORE)	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 3: Improved Financial Performance.
PSC Debt Management and Collection System (DMCS)	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 3: Improved Financial Performance.
PSC Enterprise Human Resource System (EHRP)	Goal 8: Achieve excellence in management practices.	Goal 5: Achieve excellence in IT management practices.	Goal 1: Strategic Management of Human Capital.
PSC Payment Management System (PMS)	Goal 8: Achieve excellence in management practices.	Goal 2: Enhance quality, availability, & delivery of information & service.	Goal 4: Expanded Electronic Government.

Exhibit 15. Major IT Initiatives: Alignment

Exhibit 16, below, summarizes alignment of the major IT initiatives. It is important to point out that there are six (6) initiatives for which we have no alignment information and eleven (11) initiatives with only partial alignment information.

	HHS Strategic Goals									HHS Strategic IT Goals						PMA Goals
	Goal 1	Goal 2	Goal 3	Goal 4	Goal 5	Goal 6	Goal 7	Goal 8	No Data	Goal 1	Goal 2	Goal 3	Goal 4	Goal 5	No Data	Goal 1	Goal 2	Goal 3	Goal 4	Goal 5	No Data
No. of Initiative Aligned	5	3	1	4	8	3	0	25	10	6	27	4	6	4	12	2	1	12	19	4	21
Total					59								59						59

Exhibit 16. Major IT Initiatives: Alignment Summary

5.4.3 Major IT Initiatives: Planned Completion Timeline

Exhibit 17 below shows the different planned completion timelines of the initiatives. There are 35 initiatives that have a planned completion timeline beyond the Year of 2009.

HHS Major IT Investments	Planned Completion Timeline
HHS Major IT Investments	2006	2007	2008	2009	2010	2011	2012	2013	Beyond 2013
Category: IT Management and Oversight
HHS Capital Planning and Investment Control
Category: IT Infrastructure
CDC Information Technology Infrastructure
CMS IT Infrastructure
CMS MMA Title I and Title II Infrastructure
FDA Consolidated Infrastructure (FY07)
HHS Enterprise E-mail System (HHSMail)
HHS Public Key Infrastructure (PKI) Project
HHS Secure One HHS
HHS Web Management
IHS IOAT
NIH IT Infrastructure
OS IT Service Center (ITSC)
Category: Mission Specific
ACF Expanded Federal Parent Locator Service (OCSE)
ACF GATES - Grants Center for Excellence
AHRQ Medical Expenditures Panel Survey (MEPS)
CDC Integrated Contracts Expert (ICE)
CDC PHIN: BioSense
CDC PHIN: NEDSS
CDC PHIN: NEPHTN
CDC Public Health Information Network (PHIN)
CDC SATERIS
CDC SPARx
CMS Application Modernization
CMS Data Management: Ongoing Operations
CMS Data Modernization
CMS Fee-For-Service Claims Processing - Infrastructure
CMS Fee-for-Service Claims Processing - Operations
CMS HIPAA
CMS HIGLAS
CMS Medicare Advantage Payment Systems
CMS Medicare Appeals System (MAS)
CMS Medicare Integrity Program (MIP) Systems
CMS MMA Contracting Reform
CMS MMA Retiree Drug Subsidy
CMS MMA Title I and Title II Applications
CMS QIO Standard Data Processing System (SDPS)
CMS Quality Improvement and Evaluation System (QIES)
CMS Virtual Call Center Strategy (VCS)
FDA Financial Enterprise Solutions (FY07)									2020
FDA MARCS (FY07)
HHS Acquisition (PRISM/I-Procurement)
HHS Asset - Property Management Information System
HHS Unified Financial Management System									2017
HRSA NPDB/HIPDB	unknown
IHS RPMS - Maintenance & Enhancements
NIH Business Intelligence System (NBIS)
NIH CC Clinical Research Information System (CRIS)
NIH CIT Central Accounting System (CAS)
NIH OD Electronic Research Administration (eRA)
NIH OD NIH Business System (NBS)
OS Nationwide Health Information Network (NHIN)									2014
OS Standards & Certification for Health IT									2014
PMA PSC e-Travel
PSC Accounting for Pay System (AFPS)
PSC Core Accounting System (CORE)
PSC Debt Management and Collection System (DMCS)
PSC Enterprise Human Resource System (EHRP)
PSC Payment Management System (PMS)

Exhibit 17. Major IT Initiatives: Planned Completion Timeline

5.4.4 Major IT Initiatives: Total Budget by OPDIV

Exhibit 18 on the following pages illustrates the total budget of the 59 major IT initiatives and its breakdown by OPDIV.

OPDIV	HHS Major IT Initiatives	FY 2007 DME ($mil) Value	FY 2007 SS ($mil) Value	FY 2007 Total ($mil) Value
ACF	Expanded Federal Parent Locator Service (OCSE)	$8.67	$19.43	$28.10
ACF	Grants Administration Tracking Evaluation System (GATES) - Grants Center for Excellence	$1.29	$3.55	$4.84
ACF Total		$9.95	$22.99	$32.94
AHRQ	Medical Expenditures Panel Survey (MEPS)	$2.10	$20.63	$22.73
AHRQ Total		$2.10	$20.63	$22.73
CDC	Information Technology Infrastructure	$0.00	$74.60	$74.60
CDC	Integrated Contracts Expert (ICE)	$0.00	$1.30	$1.30
CDC	PHIN: BioSense	$41.84	$5.45	$47.29
CDC	PHIN: National Electronic Disease Surveillance System (NEDSS)	$10.90	$2.00	$12.90
CDC	PHIN: National Environmental Public Health Tracking Network (NEPHTN)	$3.45	$0.00	$3.45
CDC	Public Health Information Network (PHIN)	$4.78	$0.00	$4.78
CDC	Select Agent Transfer and Entity Registration Information System (SATERIS)	$3.58	$2.84	$6.42
CDC	Surveillance, Preparedness, Awareness and Response System for Vaccines (SPARx)	$3.14	$1.50	$4.64
CDC Total		$67.69	$87.70	$155.39
CMS	Application Modernization (Medicare FFS Modernization)	$12.06	$0.00	$12.06
CMS	Data Management: Ongoing Operations	$0.00	$21.14	$21.14
CMS	Data Modernization	$15.44	$0.00	$15.44
CMS	Fee-For-Service Claims Processing - Infrastructure	$0.00	$47.17	$47.17
CMS	Fee-for-Service Claims Processing - Operations	$0.00	$68.60	$68.60
CMS	Health Insurance Portability and Accountability Act (HIPAA)	$0.00	$20.51	$20.51
CMS	Healthcare Integrated General Ledger Accounting System (HIGLAS)	$48.96	$90.44	$139.40
CMS	IT Infrastructure	$0.00	$95.42	$95.42
CMS	Medicare Advantage Payment Systems	$0.00	$9.28	$9.28
CMS	Medicare Appeals System (MAS)	$3.21	$4.10	$7.31
CMS	Medicare Integrity Program (MIP) Systems	$0.00	$28.71	$28.71
CMS	MMA Contracting Reform	$72.26	$0.00	$72.26
CMS	MMA Retiree Drug Subsidy	$0.00	$13.43	$13.43
CMS	MMA Title I and Title II Applications	$55.21	$44.52	$99.72
CMS	MMA Title I and Title II Infrastructure	$0.00	$26.59	$26.59
CMS	QIO Standard Data Processing System (SDPS)	$0.00	$60.65	$60.65
CMS	Quality Improvement and Evaluation System (QIES)	$0.83	$6.00	$6.83
CMS	Virtual Call Center Strategy (VCS)	$2.67	$25.60	$28.27
CMS Total		$210.64	$562.13	$772.77
FDA	Consolidated Infrastructure (FY07)	$1.60	$94.16	$95.76
FDA	Financial Enterprise Solutions (FY07)	$1.15	$9.52	$10.67
FDA	Mission Accomplishments and Regulatory Compliance Services (MARCS) (FY07)	$11.11	$4.35	$15.46
FDA Total		$13.87	$108.02	$121.89
HHS	Acquisition (PRISM/I-Procurement)	$11.57	$2.58	$14.16
HHS	Asset - Property Management Information System (Sunflower)	$0.00	$0.89	$0.89
HHS	Capital Planning and Investment Control	$0.00	$4.00	$4.00
HHS	Enterprise E-mail System (HHSMail)	$3.41	$0.00	$3.41
HHS	HHS-Net	$0.00	$0.00	-
HHS	Public Key Infrastructure (PKI) Project	$0.00	$10.07	$10.07
HHS	Secure One HHS	$16.36	$0.15	$16.51
HHS	Unified Financial Management System	$38.50	$25.49	$63.99
HHS	Web Management (formerly HHS Web Portal)	$0.00	$4.85	$4.85
HHS Total		$69.85	$48.03	$117.88
HRSA	The National Practitioner Data Bank (NPDB)/Healthcare Integrity and Protection Data Bank (HIPDB)	$0.00	$19.70	$19.70
HRSA Total		$0.00	$19.70	$19.70
IHS	Infrastructure, Office Automation & Telecommunications (IOAT)	$2.00	$11.35	$13.35
IHS	Resource and Patient Management System (RPMS) - Maintenance & Enhancements	$16.57	$38.00	$54.57
IHS Total		$18.57	$49.35	$67.92
NIH	Business Intelligence System (NBIS)	$4.00	$8.50	$12.50
NIH	CC Clinical Research Information System (CRIS)	$0.00	$6.50	$6.50
NIH	CIT Central Accounting System (CAS)	$0.00	$0.75	$0.75
NIH	IT Infrastructure	$0.00	$257.21	$257.21
NIH	OD Electronic Research Administration (eRA)	$19.97	$23.38	$43.35
NIH	OD NIH Business System (NBS)	$19.75	$4.06	$23.81
NIH Total		$43.72	$300.40	$344.12
OS	IT Service Center (ITSC)	$0.00	$42.45	$42.45
OS	Nationwide Health Information Network (NHIN)	$74.06	$0.00	$74.06
OS	Standards & Certification for Health IT	$28.06	$0.00	$28.06
OS Total		$102.12	$42.45	$144.57
PSC	PMA e-Travel	$1.06	$0.03	$1.09
PSC	Accounting for Pay System (AFPS)	$0.00	$1.94	$1.94
PSC	Core Accounting System (CORE)	$0.00	$4.34	$4.34
PSC	Debt Management and Collection System (DMCS)	$0.00	$5.30	$5.30
PSC	Enterprise Human Resource System (EHRP)	$2.03	$4.00	$6.03
PSC	Payment Management System (PMS)	$0.92	$5.50	$6.43
PSC Total		$4.01	$21.11	$25.12
	Total	$542.52	$1,282.50	$1,825.02

Exhibit 18. Major IT Initiatives: Total Budget by OPDIV

5.4.5 Major IT Initiatives: Scored Priority with the Associated Budgets

Exhibit 19 shows the ranking of each major IT initiative based on the HHS primary scoring algorithm.

HHS Major IT Initiatives	HHS Priority Rank	FY 2007 DME ($mil) Value	FY 2007 SS ($mil) Value	FY 2007 Total ($mil) Value
CDC Information Technology Infrastructure	1	$0.00	$74.60	$74.60
IHS Resource and Patient Management System (RPMS) - Maintenance & Enhancements	1	$16.57	$38.00	$54.57
CMS MMA Title I and Title II Applications	2	$55.21	$44.52	$99.72
HHS Acquisition (PRISM/I-Procurement)	2	$11.57	$2.58	$14.16
HHS Capital Planning and Investment Control	2	$0.00	$4.00	$4.00
CDC PHIN: National Electronic Disease Surveillance System (NEDSS)	3	$10.90	$2.00	$12.90
CDC PHIN: National Environmental Public Health Tracking Network (NEPHTN)	3	$3.45	$0.00	$3.45
CDC Public Health Information Network (PHIN)	3	$4.78	$0.00	$4.78
CDC Select Agent Transfer and Entity Registration Information System (SATERIS)	3	$3.58	$2.84	$6.42
FDA Mission Accomplishments and Regulatory Compliance Services (MARCS) (FY07)	3	$11.11	$4.35	$15.46
IHS Infrastructure, Office Automation & Telecommunications (IOAT)	3	$2.00	$11.35	$13.35
NIH IT Infrastructure	3	$0.00	$257.21	$257.21
ACF Grants Administration Tracking Evaluation System (GATES) - Grants Center for Excellence	4	$1.29	$3.55	$4.84
CMS IT Infrastructure	4	$0.00	$95.42	$95.42
CMS Medicare Integrity Program (MIP) Systems	4	$0.00	$28.71	$28.71
CMS MMA Contracting Reform	4	$72.26	$0.00	$72.26
CMS Quality Improvement and Evaluation System (QIES)	4	$0.83	$6.00	$6.83
HHS Asset - Property Management Information System (Sunflower)	4	$0.00	$0.89	$0.89
NIH CC Clinical Research Information System (CRIS)	4	$0.00	$6.50	$6.50
OS IT Service Center (ITSC)	4	$0.00	$42.45	$42.45
ACF Expanded Federal Parent Locator Service (OCSE)	5	$8.67	$19.43	$28.10
CDC PHIN: BioSense	5	$41.84	$5.45	$47.29
CMS Fee-For-Service Claims Processing - Infrastructure	5	$0.00	$47.17	$47.17
CMS QIO Standard Data Processing System (SDPS)	5	$0.00	$60.65	$60.65
NIH CIT Central Accounting System (CAS)	5	$0.00	$0.75	$0.75
NIH OD Electronic Research Administration (eRA)	5	$19.97	$23.38	$43.35
NIH OD NIH Business System (NBS)	5	$19.75	$4.06	$23.81
PSC Enterprise Human Resource System (EHRP)	5	$2.03	$4.00	$6.03
CMS Data Management: Ongoing Operations	6	$0.00	$21.14	$21.14
CMS Data Modernization	6	$15.44	$0.00	$15.44
CMS Health Insurance Portability and Accountability Act (HIPAA)	6	$0.00	$20.51	$20.51
CMS Healthcare Integrated General Ledger Accounting System (HIGLAS)	6	$48.96	$90.44	$139.40
CMS Medicare Advantage Payment Systems	6	$0.00	$9.28	$9.28
FDA Consolidated Infrastructure (FY07)	6	$1.60	$94.16	$95.76
FDA Financial Enterprise Solutions (FY07)	6	$1.15	$9.52	$10.67
HHS Unified Financial Management System	6	$38.50	$25.49	$63.99
CDC Integrated Contracts Expert (ICE)	7	$0.00	$1.30	$1.30
CMS Application Modernization (Medicare FFS Modernization)	7	$12.06	$0.00	$12.06
CMS Fee-for-Service Claims Processing - Operations	7	$0.00	$68.60	$68.60
CMS Medicare Appeals System (MAS)	7	$3.21	$4.10	$7.31
NIH Business Intelligence System (NBIS)	7	$4.00	$8.50	$12.50
PSC Payment Management System (PMS)	7	$0.92	$5.50	$6.43
CDC Surveillance, Preparedness, Awareness and Response System for Vaccines (SPARx)	8	$3.14	$1.50	$4.64
CMS Virtual Call Center Strategy (VCS)	8	$2.67	$25.60	$28.27
HHS Public Key Infrastructure (PKI) Project	8	$0.00	$10.07	$10.07
HHS Web Management (formerly HHS Web Portal)	8	$0.00	$4.85	$4.85
PMA PSC e-Travel	8	$1.06	$0.03	$1.09
PSC Accounting for Pay System (AFPS)	8	$0.00	$1.94	$1.94
PSC Debt Management and Collection System (DMCS)	8	$0.00	$5.30	$5.30
AHRQ Medical Expenditures Panel Survey (MEPS)	9	$2.10	$20.63	$22.73
HRSA The National Practitioner Data Bank (NPDB)/Healthcare Integrity and Protection Data Bank (HIPDB)	9	$0.00	$19.70	$19.70
PSC Core Accounting System (CORE)	9	$0.00	$4.34	$4.34
HHS Secure One HHS	10	$16.36	$0.15	$16.51
HHS Enterprise E-mail System (HHSMail)	11	$3.41	$0.00	$3.41
CMS MMA Retiree Drug Subsidy	12	$0.00	$13.43	$13.43
CMS MMA Title I and Title II Infrastructure	12	$0.00	$26.59	$26.59
OS Nationwide Health Information Network (NHIN)	13	$74.06	$0.00	$74.06
OS Standards & Certification for Health IT	13	$28.06	$0.00	$28.06

Exhibit 19. Major IT Initiatives: Scored Priorities with the Associated Budgets

5.4.6 Major IT Initiatives: Mapping with the IT Priority Areas

The following table shows the mapping of the current 59 HHS major IT initiatives with the high IT priority areas (Exhibit 20). This mapping needs to be validated and updated in the next quarterly revision of the plan.

High IT Priority Areas	Number of Current Major IT Initiatives Mapped
HHS Enterprise Architecture (EA)	0
Federated Service Oriented Architecture (SOA)	0
IT Consolidation and Shared Infrastructure	13
E-Government Initiatives	0
IT Security	1
IT Investment Performance Management	1
Technology Strategies – Key Technologies and Standards	0
Health IT (HIT)	2
IT Infrastructure and Services to Support Public Health Emergencies	6
Others (e.g., Mission-specific initiatives)	36