FY 2020 Annual Performance Plan and Report - Major Management Priorities

Topics on this page: Major Management Priorities

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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 Services

Below 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:

1. 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.
2. 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.
3. 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	Status
1.	2019 FEVS guidance from the ASA to OPDIV and STAFFDIV Heads and Executive Officers	10/31/2018	Completed
2.	Held Employee Engagement Forum Kickoff	10/17/2018	Completed
3.	Held FEVS Program Managers Best Practice Exchange	11/1/2018	Completed
4.	Provided pre-populated OPM reporting template to FEVS Program Managers	11/6/2018	Completed
5.	Compiled initial report of HHS 20 by 20 by 2020 data for submission to OPM	11/15/2018	Completed
6.	Submit HHS Report to OPM	11/23/2018	Completed
7.	ASA/CHCO Endorsement of "Sprint to 2019" and "Marathon to 2020"	11/23/2018	Completed
8.	Set Up EVS ART Training for OpDiv/ StaffDiv	1/19/2018	Pending
9.	Leaders at all levels present FEVS data to work units and commit to action.	3/31/2019	Pending
10.	Collect insight on employee engagement from the employee perspective.	2/28/2019	In Progress
11.	Release a call for Organization Development services/providers to support SPRINT 2019	2/28/2018	In Progress
12.	Managers and supervisors lead work units in action planning for quick sprint improvement.	3/29/2019	Pending
13.	Active, visible, and meaningful action to improve employee engagement.	4/30/2019	Pending
14.	Encourage participation in the FEVS.	6/21/2019	Pending
15.	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	Pending

Restoring 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	Status
1.	Complete detailed assessment of state produce regulatory programs, to include projected availability of resources and jurisdictional assessment.	6/2019	On-Track
2.	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-Track
3.	Execution of Implementation plan	6/2021	On-Track

Making 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	Status
1.	Due diligence to identify suitable FOIA platform	7/2018	Completed
2.	Finalize FOIA implementation plan	8/2018 -9/2018	Completed: Refine on ongoing basis
3.	Begin implementing FOIA plan	9/2018	On schedule
4.	Selected platform for FOIA effort and began portal customization	10/2018	Completed
5.	Customize selected FOIA platform and perform user-acceptance testing	11/2018	Completed
6.	Train all NIH FOIA staff on selected FOIA platform	12/2018	Completed
7.	Launch selected FOIA platform across NIH	12/2018	Completed
8.	Customize portal and launch customized portal to public	3/2019	Completion: End of March

Generating 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	Status
1.	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	Completed
2.	Determined initial savings hypotheses based on category benchmarks.	3/2018	Completed
3.	Establish BUYSMARTER Operating Model framework for all GSA Categories, which will cover all HHS spending.	7/2018	Completed
4.	Developed an overview of current spending, including top categories and vendor fragmentation.	12/2018	Completed
5.	Establish Category Collaborative Model to focus on GSA Categories of Spend	1/2019	Completed
6.	Leverage Accelerate block chain data layer for initial BUYSMARTER Operating Model.	3/2019	Ongoing
7.	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	Completed
8.	Conducted additional validation and implementation (e.g., detailed spend analysis, detailed acquisition function review).	10/2019	Completed
9.	Implement A.I. microservices for initial BUYSMARTER Operating Model.	1/2020	Ongoing
10.	Implement e-commerce platform.	12/2020	Pending
11.	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	Pending

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