Agenda HRSA Overview Capital Planning at HRSA Challenges in Implementing Capital Planning at HRSA CPIC successes at HRSA Growing and Maturing the CPIC Process Review agenda. Why are we doing this? The service we really want to provide is more than just demonstrating how the tool works, its about maximizing its effectiveness to produce desired results – a sound business investment in IT projects. Blending of the technical support (provided by Ryan & the eCPIC team) with some of the implementation support and exposure to day-to-day CPIC activities that folks like myself have experienced by working hands-on with agencies on a day to day basis…

HRSA Overview HHS Op. Div. Budget Authority ($M) FY20081 IT Budget Centers for Medicare & Medicaid Services 615,535 934.600 Administration for Children & Families 47,345 42.785 National Institutes for Health 29,547 514.351 Health Resources & Services Administration 6,990 55.265 Centers for Disease Control & Prevention 6,197 514.815 Indian Health Services 3,497 95.679 Substance Abuse & Mental Health Services 3,234 66.602 Food and Drug Administration 2,270 247.165 Administration on Aging 1,413 1.463 Agency for Healthcare Research & Quality - 32.505 HRSA provides access to health care for underserved and disadvantaged populations Provides grants to states to treat at risk individuals Oversees the training and staffing of healthcare providers Provides oversight for tissue and organ donation and monitors malpractice suits nationwide Benefits of Capital Planning at HRSA IT is an enabler for programs to meet their business needs Capital Planning allows us to measure how well IT is being planned for, managed and achieving results The HRSA IT portfolio includes the following investments: 2 Majors (annual IT costs greater than $10M) 1 Tactical (annual IT costs greater than $3M, but less than $10M) 19 Supporting (annual IT costs greater than $100k, but less than $3M) (1) HHS Office of Budget FY2009 Budget In Brief (2) Office of Management and Budget Report on Information Technology (IT) Spending for the Federal Government for Fiscal Years 2007, 2008, and 2009 1

Select Cycle at HRSA 1 HRSA has been refining the Select Cycle for several years All investments greater than $100K go through an internal review cycle at HRSA HRSA tailors business case requirements for investments according to their IT Portfolio Classification (Major, Tactical or Supporting) Major/Tactical investments also participate in a Departmental review Training and individual assistance is available to all PMs that are interested in improving their business cases Select evaluation is conducted through a critical partner review approach Subject matter experts, including governance board reps, score business cases on their area of expertise The CPIC team consolidates scores, analyzes results, and presents the ranked IT portfolio Overall scores are reviewed and discussed by governance boards before being finalized Highest tier governance board recommends IT Portfolio to the HRSA Administrator, which feeds IT spending plan decision-making Develop Screening and Scoring Criteria 2 Create or Update Business Cases 3 Review and Score Business Cases 4 Analyze, Compare, and Rank Investments 5 Approval of IT Portfolio by Governance Boards and Administrator

Control Process at HRSA 1 HRSA has completed one full year of Periodic Reporting (Control Review) HRSA has received praise on our maturing Capital Planning procedures from the Department Criteria Maturity Originally PMs reported Cost and Schedule only on a quarterly basis Reporting criteria now includes Security and Performance Measure reporting on a quarterly basis Security criteria is aligned to the Security Team’s requirements for ease of reporting by PMs Increased reporting on Performance and Cost/Schedule milestones has improved Select scores in those areas Results Reporting The CPIC team provides Scorecards and Corrective Action Plans to create a feedback loop for PMs Governance boards utilize score trending and variance analysis to understand how individual investments and the overall IT portfolio are performing Investments that show a downward trend work with the CPIC team and governance boards to improve performance Project Managers (PMs) update data in portfolio management tool 2 CPIC analyzes data to identify gaps and assign an overall score 3 PMs create Corrective Action Plans (CAPs) 4 CPIC creates Scorecards with CAPs and results briefings 5 Results are presented to two tiers of Governance Bodies

HRSA’s IT Clearance Process 1 Information entered into requisition system Overview: HRSA has instituted an internal control process to monitor, review, and correct IT contracts before they are released to the public Ensures that necessary contract language is included to meet all Federal, HHS, and HRSA IT requirements Leverages the input of Subject Matter Experts (SMEs) on SOW areas Benefits Integrates CPIC into the procurement cycle Mechanism to ensure that IT procurements are mapped to an approved Business Case Provides an opportunity for PMs to begin planning for new IT investments outside of the scheduled CPIC cycle 2 OIT assigns/verifies IT investment number and determines reporting requirements 3 SOW entered into collaboration tool for review and comment by appropriate SMEs 4 PMs are contacted with required changes to SOWs 5 SOW is cleared and sent to Contracting for release

Challenges and Solutions of Capital Planning at HRSA Challenge Area Description Solution Governance Enterprise needs are often different from those of Programs, and it can be difficult to accommodate both HRSA OIT tailors the Select and Control processes to best meet the needs of PMs and Governance Bodies Compliance-driven Activities Some non-technical PMs do not understand the value of Capital Planning and see it as a compliance-based activity HRSA OIT is proactive in streamlining data collection and assisting PMs in meeting requirements to alleviate PM burden, wherever possible Limited Financial and Human Resources Finding a way to manage small- and medium-sized investments without over-burdening limited resources is an on-going challenge HRSA OIT encourages (and requires) PMs to investigate and leverage government-wide, Departmental, or enterprise-HRSA solutions to meet their business needs

Developed CPIC Process Earned Value Management CPIC Successes at HRSA What Has Been Done Impact Developed CPIC Process Initiated both Select and Control phases based on best practices Process tailored to HRSA’s unique needs HRSA now actively managing and monitoring the IT portfolio Insight into individual investments increased at all levels Organization has embraced process as meaningful 1 Investment data reviewed by agency executives on a regular basis Executives realize greater transparency from PMs Increased importance of CPIC in budgeting process IT Governance Established and chartered two separate IT Governance review boards Conduct regular meetings to review IT Capital Planning data 2 Earned Value Management Developed tailored EVM guidance and reporting process Institutionalized a Baseline Change Request process Forged routine communications with Contracting on EVM implementation and use Elevated understanding of EVM principles Improved control over investment baselines and IT Spending in HRSA contracts Incorporated EVM reporting into Quarterly Control process for all investments greater than $100K 3 6

Growing and Maturing the CPIC process at HRSA Next Steps Continue to improve the Periodic Reporting process. Find a way to collect better data for decision-making without increasing PM burden Increase coordination between Budgeting, Acquisition, and IT for better re-use of existing information Mature IT Project Management through use of a standardized management framework Leverage existing Governance structures for Capital Planning to support other IT functional areas, such as Enterprise Architecture, Security, and IT Project Management

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