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FY 2020 Annual Performance Plan and Report - Major Management Priorities








  
  
    

  
      



Fiscal Year 2020

Released March, 2019



**Topics on this page:** Major Management Priorities

Major Management Priorities

The Department has identified 4 Major Management Priorities:

Moving to a 21st Century Workforce
	Restoring Market Forces
	Making HHS More Innovative and Responsive
	Generating Efficiencies through Streamlined ServicesBelow HHS has provided detailed information on its progress with each initiative, including performance goals, performance indicators, and milestones.

Moving to a 21st Century Workforce

*Supporting Initiative: Maximize Talent*

The Maximize Talent Initiative aims to transform our business processes and practices to meet modern-day human capital management and human resources operational challenges now and in the future. Through the Maximize Talent efforts, the Initiative will enhance the Department’s most important resource – its people. We will achieve this transformation by focusing on three primary goals:

Optimizing HR Service Delivery by exploring ways to standardize core HR processes and implementing more efficient, effective, customer-focused, and cost-effective service delivery models.
	Transforming the Employee Performance and Engagement Culture by taking steps to institutionalize an environment that empowers and engages employees to maximize their talents to their full potential and enhance our performance management program to motivate, reward, and recognize high performance.
	Modernizing Human Resources Information Technology Infrastructure by upgrading and integrating enterprise IT systems that support the workforce and increase the data available to inform management decision-making.**Designated Official:** Bahar Niakan, Initiative Lead

**Performance Goal:** Increase overall HHS employee participation in the FEVS survey, as well as the overall Employee Engagement Index Score by August 2019.

**Data Source & Validation:** Employee Engagement Score and Participation Rate from FEVS Survey. Validated by OPM.

**Performance Indicator:** FEVS Employee Engagement Index

Measure
			FY 2013
			FY 2014
			FY 2015
			FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020**Target**
			N/A
			N/A
			N/A
			N/A
			70%
			72.5%
			73%
			75%**Result**
			N/A
			N/A
			N/A
			N/A
			72.2%
			72.8%
			9/31/19
			9/31/20**Status**
			N/A
			N/A
			N/A
			N/A
			Target Exceeded
			Target Exceeded
			Pending
			Pending**Performance Indicator:** FEVS Employee Participation

Measure
			FY 2013
			FY 2014
			FY 2015
			FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020**Target**
			N/A
			N/A
			N/A
			N/A
			54%
			56%
			58%
			60%**Result**
			N/A
			N/A
			N/A
			N/A
			58.5%
			57.2%
			9/31/19
			9/31/20**Status**
			N/A
			N/A
			N/A
			N/A
			Target Exceeded
			Target Exceeded
			Pending
			Pending#
			Milestones
			Planned Completion Date
			Status1.
			2019 FEVS guidance from the ASA to OPDIV and STAFFDIV Heads and Executive Officers
			10/31/2018
			Completed2.
			Held Employee Engagement Forum Kickoff
			10/17/2018
			Completed3.
			Held FEVS Program Managers Best Practice Exchange
			11/1/2018
			Completed4.
			Provided pre-populated OPM reporting template to FEVS Program Managers
			11/6/2018
			Completed5.
			Compiled initial report of HHS 20 by 20 by 2020 data for submission to OPM
			11/15/2018
			Completed6.
			Submit HHS Report to OPM
			11/23/2018
			Completed7.
			ASA/CHCO Endorsement of "Sprint to 2019" and "Marathon to 2020"
			11/23/2018
			Completed8.
			Set Up EVS ART Training for OpDiv/ StaffDiv
			1/19/2018
			Pending9.
			Leaders at all levels present FEVS data to work units and commit to action.
			3/31/2019
			Pending10.
			Collect insight on employee engagement from the employee perspective.
			2/28/2019
			In Progress11.
			Release a call for Organization Development services/providers to support SPRINT 2019
			2/28/2018
			In Progress12.
			Managers and supervisors lead work units in action planning for quick sprint improvement.
			3/29/2019
			Pending13.
			Active, visible, and meaningful action to improve employee engagement.
			4/30/2019
			Pending14.
			Encourage participation in the FEVS.
			6/21/2019
			Pending15.
			Employ long term strategies for success including FEVS Program Manager offsite, lessons learned from SPRINT to 2019, assessment of FEVS program metrics (leading and lag indicators), continued engagement of Employee Engagement Community of Practice, and other
			6/21/2019 – 8/30/2020
			PendingRestoring Market Forces

*Supporting Initiative: Bring Common Sense to Food Regulation; Enhance state produce safety infrastructure to improve farm compliance with Produce Safety Rule.*

**Designated Official:** Erik P. Mettler, Initiative Lead

**Performance Goal:** Create a more effective and efficient food safety system by increasing the role of the states in improving produce safety as measured by 85% of states and territories (out of 55 total, 50 states and 5 territories) participating in the Produce Safety Implementation Cooperative Agreement Program (State CAP) by September 30, 2019.

**Data Source & Validation:** FDA Produce Safety Implementation Cooperative Agreement Program (State CAP)

**Performance Indicator:******Number of States and Territories (Grantees) Participating in Produce Safety Implementation Cooperative Agreement Program (State CAP)*

Measure
			FY 2013
			FY 2014
			FY 2015
			FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020**Target**
			N/A
			N/A
			N/A
			Baseline
			Baseline
			47
			47
			47**Result**
			N/A
			N/A
			N/A
			42
			43
			47
			7/31/19
			7/31/20**Status**
			N/A
			N/A
			N/A
			Historic Actual
			Historic Actual
			Target Met
			Pending
			Pending**State CAP year runs from July 1 – June 30. Data reported are from that timeframe.*

**Performance Goal:** Create a more effective and efficient food safety system by increasing the role of the states in improving produce safety as measured by an increase in inspections being conducted by state partners participating in the State Cooperative Agreement Program (State CAP) by December 31, 2021.

**Data Source & Validation:** State inspection reporting.

**Performance Indicator:** Number of Inspections being conducted by State Partners participating in the State Cooperative Agreement Program (State CAP)*

Measure
			FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020
			FY 2021**Target**
			N/A
			N/A
			N/A
			Baseline
			Result +10%
			Result +10%**Result**
			N/A
			N/A
			N/A
			6/30/19
			6/30/20
			6/30/21**Status**
			N/A
			N/A
			N/A
			Pending
			Pending
			Pending**State CAP year runs from July 1 – June 30. Data reported are from that timeframe.*

#
			Milestones
			Planned Completion Date
			Status1.
			Complete detailed assessment of state produce regulatory programs, to include projected availability of resources and jurisdictional assessment.
			6/2019
			On-Track2.
			Develop detailed Implementation Plan which may include: potential funding sources; partners for leveraging; outreach opportunities; measures of success; for increasing the role of states in produce safety inspection.
			12/2019
			On-Track3.
			Execution of Implementation plan
			6/2021
			On-TrackMaking HHS More Innovative and Responsive

*Supporting Initiative: Optimize NIH*

**Designated Official:** Janet Shorback, Initiative Lead

**Performance Goal:** Increase the efficiency and effectiveness of NIH administrative functions to better support the agency’s mission while maintaining support of the workforce, increasing employee engagement, and overseeing the use of taxpayer dollars. HHS will pursue the following performance goal by 2020: Make management of Freedom of Information Act (FOIA) requests more efficient by reducing the number of systems used to track and submit FOIA requests by December 17, 2018.

**Data Source & Validation:** Tracking system – systems to track and submit FOIA reports. The new, unified system permits data review and validation at the individual FOIA request level to monitor and improve quality of data and process management.

**Performance Indicator:** Number of Systems Used to Track and Submit FOIA Reports52

Measure
			FY 2013
			FY 2014
			FY 2015
			FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020**Target**
			N/A
			N/A
			N/A
			N/A
			N/A
			Baseline
			1
			Discontinued**Result**
			N/A
			N/A
			N/A
			N/A
			N/A
			8
			1
			N/A**Status**
			N/A
			N/A
			N/A
			N/A
			N/A
			Historic Actual
			Target Met
			N/A#
			Milestones
			Planned Completion Date
			Status1.
			Due diligence to identify suitable FOIA platform
			7/2018
			Completed2.
			Finalize FOIA implementation plan
			8/2018 -9/2018
			Completed: Refine on ongoing basis3.
			Begin implementing FOIA plan
			9/2018
			On schedule4.
			Selected platform for FOIA effort and began portal customization
			10/2018
			Completed5.
			Customize selected FOIA platform and perform user-acceptance testing
			11/2018
			Completed6.
			Train all NIH FOIA staff on selected FOIA platform
			12/2018
			Completed7.
			Launch selected FOIA platform across NIH
			12/2018
			Completed8.
			Customize portal and launch customized portal to public
			3/2019
			Completion: End of MarchGenerating Efficiencies through Streamlined Services

*Supporting Initiative: Buy Smarter*

**Designated Official:** Lori Ruderman, Initiative Lead

**Performance Goal:** Achieve $720 million in cost savings53 once fully implemented by September 30, 2025 by utilizing new and emerging technologies to leverage the enormous purchasing power of HHS ($24 billion per year) and enhance and streamline the end-to-end procurement process.

**Data Source & Validation:** Five HHS contract writing systems. Data from all five contract writing systems will be consolidated in HHS’s Accelerate model, which leverages Blockchain Technology and Artificial Intelligence for advanced data analytics.

**Performance Indicator:** Overall HHS Spend Under Management. Spend Under Management is the percentage of an organization’s spend that is actively managed according to category management principles.54, 55, 56

Measure
			FY 2013
			FY 2014
			FY 2015
			FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020**Target**
			N/A
			N/A
			N/A
			N/A
			N/A
			NA
			$8 million
			$22 million**Result**
			N/A
			N/A
			N/A
			N/A
			N/A
			NA
			9/30/20
			9/30/21**Status**
			N/A
			N/A
			N/A
			N/A
			N/A
			N/A
			Pending
			Pending#
			Milestones
			Planned Completion Date
			Status1.
			Analyzed 18 months of HHS-wide spend data through an A.I. tool to give never-before visibility into HHS-wide goods and services spending.
			3/2018
			Completed2.
			Determined initial savings hypotheses based on category benchmarks.
			3/2018
			Completed3.
			Establish BUYSMARTER Operating Model framework for all GSA Categories, which will cover all HHS spending.
			7/2018
			Completed4.
			Developed an overview of current spending, including top categories and vendor fragmentation.
			12/2018
			Completed5.
			Establish Category Collaborative Model to focus on GSA Categories of Spend
			1/2019
			Completed6.
			Leverage Accelerate block chain data layer for initial BUYSMARTER Operating Model.
			3/2019
			Ongoing7.
			Conducted initial business-case analysis to focus on understanding current purchasing fragmentation and potential inefficiencies of the current acquisition function (e.g., initial spend analysis, initial acquisition function review).
			7/2019
			Completed8.
			Conducted additional validation and implementation (e.g., detailed spend analysis, detailed acquisition function review).
			10/2019
			Completed9.
			Implement A.I. microservices for initial BUYSMARTER Operating Model.
			1/2020
			Ongoing10.
			Implement e-commerce platform.
			12/2020
			Pending11.
			Share contracts in place for 80 percent of A.I. identified common spend categories. The 80 percent metric covers the majority of HHS’s spend while recognizing that there are unique requirements that may not fall under common spend categories.
			10/2022
			Pending52 The HHS target for FY 2019 was to reduce the number of systems from eight to one. HHS has achieved this target.

53 Percent of savings is in some part a cost avoidance and some savings will be reallocated back to primary missions.

54 Government-Wide Category Management: Best-in-Class & Spend Under Management, 05 Feb 2018, https://www.gsa.gov/cdnstatic/BIC_%26_SUM_One-pager_252018.pdf

55 The FY 2019 target of $8 million equals .03 percent and the FY 2020 target of $22 million equals .09 percent.

56 HHS’s spend is $24 billion per year. Over the next six years, HHS projects that it will be able actively manage a total of $720 ;million according to category management principles by September 30, 2025.

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Content created by Office of Budget (OB) Content last reviewed March 29, 2019 Back to top
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