STRATEGIC PLAN - ASPE - U.S. Department of Health and Human ...

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CHAPTER 1: INTRODUCTION AND OVERVIEWOrganizationEleven operating divisions, including eight agenciesin the United States Public Health Service (USPHS)and three human service agencies, administer HHS’sprograms. Eighteen staff divisions provide leadership,direction, and policy and management guidance to theDepartment. (A complete list of HHS’s operating andstaff divisions and a brief description of their activitiesappear in Appendix F.) HHS works closely with State,local, and tribal governments, and many HHS-fundedservices are provided at the local level by State, county,local, or tribal agencies, or through grantees in theprivate sector, including faith-based and communitybasedorganizations.HHS accomplishes its mission through more than 300programs and initiatives that cover a wide spectrum ofactivities, including the following:• Providing Medicare (health insurance forAmericans who are 65 or older, who are disabled,or who suffer from end stage renal disease) andMedicaid (health insurance for low-incomepeople);• Assuring the safety of food and medical products;• Delivering comprehensive health care for NativeAmericans;• Promoting access to insurance for the uninsuredand necessary health services for medicallyunderserved individuals;• Creating an environment that supports the use ofhealth information technologies;• Preventing disease through immunization;• Promoting healthy lifestyles;• Promoting healthy dietary practices, goodnutrition, and regular physical activity;• Improving the oversight of imported food andmedical products;• Supporting the prevention and treatment ofsubstance abuse;• Improving maternal and infant health;• Planning and preparing for public health emergencies,including those that result from terrorism;• Providing Head Start (preschool education andservices);• Preventing child abuse and domestic violence;• Supporting faith-based and community initiatives;• Improving systems of services in communitiesto enhance the health and well-being of childrenand youth with special health care needs and theirfamilies;• Providing financial assistance and services forlow-income families;• Offering services for older Americans, includinghome-delivered meals;• Furthering access to health and human servicesby protecting health information privacy andpreventing discrimination in the delivery of theseservices; and• Conducting, supporting, and overseeing scientificand biomedical research and development relatedto health and human services.With an FY 2007 budget of $698 billion, HHS representsalmost a quarter of all Federal expenditures andadministers more grant dollars than all other Federalagencies combined. More than 67,000 people work forHHS. ii Every 3 years, HHS updates its strategic plan,which describes its operating and staff divisions thatwork individually and collectively to address complex,multifaceted, and ever-evolving health and humanservice issues.Developing and Updating the Strategic PlanAn agency strategic plan is one of three main elementsrequired by the Government Performance and ResultsAct (GPRA) of 1993 (Public Law 103-62). The basicrequirements for strategic plans appear in the Officeof Management and Budget (OMB) Circular No. A-11,Part 6, Section 210. According to OMB, “an agency’sstrategic plan keys on those programs and activitiesthat carry out the agency’s mission. Strategic planswill provide the overarching framework for an agency’sperformance budget. iiiIn constructing the Strategic Plan, HHS sought torespond to the requirements of both GPRA andOMB. At the same time, HHS incorporated prioritiesand concepts from the Secretary’s 500-Day Plan, theSecretary’s Ten Health Care Priority Activities, the14 HHS Strategic Plan FY 2007-2012
CHAPTER 1: INTRODUCTION AND OVERVIEWDepartmental Objectives, and the Healthy People 2010Objectives. Although some of these plans and prioritiesmay change from year to year, the most recent versionsappear later in this chapter, in a special section calledIn the Spotlight: HHS Plans and Priorities.Each of the Department’s operating and staff divisionscontributed to the development of this Strategic Plan,from the goals and the broad strategic objectives tothe baselines and targets for performance indicators.Representatives from HHS operating and staff divisionsprovided expert knowledge of HHS’s programs,initiatives, priorities, and performance indicators. Thisprocess emphasized creating alignment between thelong-range Strategic Plan and annual GPRA reporting inthe HHS Annual Performance Plan, Annual PerformanceBudgets, and Performance and Accountability Report.More information about this alignment appears inAppendix C, Performance Plan Linkage.In developing and selecting performance indicators,HHS sought to include broad health and humanservice impact measures as well as more intermediateprocesses and outcomes that have contributed todistal impacts. In several cases, numerous operatingand staff divisions play a role in achieving theseimpacts. Operational and staff division personnelregularly monitor thousands of additional performanceindicators to improve program processes and examineeffectiveness. However, in this Strategic Plan, HHSfocused on a limited set of broad outcomes andimpacts to demonstrate Departmental progress.ConsultationHHS regularly consults with external stakeholders,as noted in Chapters 2 through 5. In complying withOMB guidance and GPRA, HHS consulted widely withstakeholders to garner input on the Strategic Plan. HHSposted a draft on its Web site (http://www.hhs.gov),invited public comment through a notice in the FederalRegister, and briefed a number of State, local, and tribalorganizations. HHS also sought input from the U.S.Congress and OMB.HHS Strategic Plan FY 2007-201215
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Appendix h: endnotesXXX.CDC. (2005)
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