Federal Response to Changing P rogram P erformance M easurement N eeds

1. August 20, 2014 National Association for Program Information and Performance Management Annual Conference Robert Garcia Regional Administration, Region IX Office Administration for Children and Families (ACF) Federal Response to Changing Program Performance Measurement Needs

2. What is the Administration for Children & Families? • The Administration for Children & Families (ACF) is the primary human services division within the U.S. Department of Health & Human Services (HHS). • www.acf.hhs.gov • Annual budget of over $51B, 2nd largest agency after CMS. • We promote the economic and social well-being of families, children, individuals and communities. • Major programs: Head Start, Child Care, Temporary Assistance for Needy Families (TANF), Child Support Enforcement, Low Income Home Energy Assistance Program (LIHEAP), Refugee programs (UAC) and Child Welfare programs (Foster Care etc). • Provide grants to states, local governments, non-profit groups, faith and community-based organizations, Tribes, and Native American Communities.

4. What is GPRMA? • Update to the Government Performance and Results Act (GPRA) – GPRA Modernization Act of 2010 • Requires the following: • Requires OMB to develop federal government Priority Goals • Requires Agencies (e.g. HHS) to support federal priorities and report progress quarterly • Put cross-cutting results online (see performance.gov) • Hold senior leaders accountable for results, including creation of Agency Performance Improvement Officer role • Reduce unused or outdated reporting by 10% the first year

5. HHS Priority Goals (FY 2014-2015 cycle) • Improve health care through meaningful use of health information technology. • Improve patient safety. • Improve the quality of early childhood education. (ACF is lead) • Reduce combustible tobacco use. • Reduce foodborne illness in the population.

6. Basic Priority Goal Process “Improve the quality of early childhood education.” • Collaboration spearheaded by new leadership position – Deputy Assistant Secretary and Inter-Departmental Liaison for Early Childhood Development (currently Linda Smith) • Quarterlypublic reporting on key measures and milestones (see www.performance.gov) • Bi-annual face-to-face meetings with HHS senior leadership and program leadership • Ongoing and regular collaboration (Child Care, Head Start, Dept. of ED) to move forward to goal achievement • Opportunity to educate top leaders about specific programs/activities and work across Departments

7. ACF Strategic Initiatives Plan • Updated annually (“living plan”) • Cascades from the HHS Strategic Plan to create a full continuumof accountability mechanisms • Articulates ACF priorities, strategies, and program-specific objectives • www.acf.hhs.gov/about/strategic-plan

8. ACF Program Performance Data • Funding opportunity announcements more detailed in terms of reporting requirements: • Outcomes expected • Program performance evaluation plan • Performance Progress Reports (PPRs) • Ensures all grantees meet a certain minimum standard of performance with standardized set of data to monitor and manage programs • Internal management measures vs. external GPRA measures for Congress (included in budget request)

9. Ongoing Challenges • Large variationacross states in terms of resources, capacity, data quality, etc. • Large variationacross states in terms of program administration (e.g. Block Grants) making it difficult to aggregate outcome data • Program silos • Federal priorities are not necessarily the same as state priorities • Turnoverin key positions • Maintaining the momentum

10. Lessons Learned Creating a shared short-term ‘measurable’ set of goals can: • Improve communication and collaboration • Increase innovation • Enhance existing relationships/collaborations • Better/creative use of resources • Improve value to American Public

11. Questions? Robert Garcia, Regional Administrator ACF Region IX 90 7th Street, 9th Floor San Francisco, CA 94103 Robert. Garcia@acf.hhs.gov (415) 437-8439