D. The following are new goals for FY 2003 and FY 2004 1.1. Provide management reports that provide relevant and accurate cost, revenue, and Net Operating Result (NOR) information to managers by organization, service, customer, and time period 1.2. Implement Change Management techniques across PSC to align behaviors with strategy 1.3. Develop a Customer Relations Management Program -- Implement one stop shop approach, centralize agreements, sponsor focus groups and customer visits 1.15. Refer eligible Health Professions debt to the Office of the Inspector General for exclusion from participation in Medicare 1.16. Continue centralization of hardware, software and support resources to realize greater gains in managing support activities and taking advantage of economies of scale 2.2. Customer Service Training --Train employees to level of performance that customer satisfaction is achieved the first time 2.3. Provide customers with on-line invoicing and on-line viewing of bills that provide 3.3. Implement automated costing model to allow proper alignment of fully burdened 4.5. Implement Human Resources automation tools 5.1. Implement workforce strategies and systems to recruit and retain 5.3. Cross-train/re-train PSC staff to accommodate those impacted by outsourcing, consolidation or restructuring The PSC's success as an organization depends upon its innovative public-private sector partnerships. The PSC adheres to a policy of partnership with both its customers and vendors. Employees work cooperatively to find solutions to problems should they occur and to lay the proper groundwork to prevent disputes and disagreements among the contract parties. The PSC's market for its support services include all agencies and Departments of the Federal Government and the District of Columbia. The range of services and products that the PSC has developed and cultivated in concert with its customers has enabled management to begin to expand its core customer network. This strategy has enabled PSC to optimize the opportunities that management believes exist within Government agencies while investing in its own workforce and infrastructure. Currently, the PSC provides services and products to the following representative sample of Executive Branch agencies: · Department of Agriculture Department of Commerce · Department of Defense Department of Education Department of Energy Department of Health and Human Services Department of Housing and Urban Development Department of the Interior Department of Justice Department of Labor Department of State Department of Transportation Department of Veterans Affairs Representative independent establishments and Government corporations currently receiving products and services include the following: The expanding list of customers reflects the commitments that the PSC has made to its customers and the capabilities of its workforce to address the needs of diverse customers. Whether responding to embassies world-wide, ships-at-sea, national emergencies or processing payroll and grants and contracts payments, the PSC maintains high standards for performance. PSC staff meet with customers on a routine basis to determine concerns, additional services needed, enhancements needed to current systems or processes, and reporting needs. Employees participate in Government-wide forums to keep abreast of new policies and procedures, new concepts and technologies, and take advantage of training opportunities offered to keep current in their areas of responsibility. We communicate on an ongoing basis with members of the SSF Board of Directors to discuss current and future administrative service needs and options within HHS. Current operating reports such as budget reports, personnel action status reports, and the personnel/payroll data file, are utilized to develop baseline and actual operating data and are augmented with customer/user groups and employee and customer satisfaction surveys. Repeat surveys are used to gauge the effect of any corrective actions and to identify further improvement targets. Formal reports, audits and other data sources are used to periodically verify and validate the actual performance data. A.5 Performance Measurement Linkages to Cost Accounting, Information Technology Cost Accounting The account structure for the PSC is established in sufficient detail to enable the CORE accounting system to accumulate cost and revenue data at the cost center/product line level. Availability of this data allows for the preparation of monthly or quarterly financial statements for management review. Summary data that is directly tied to the budgets is prepared for presentation to the Board of Directors. Information Technology (IT) Planning Information Technology oversight is provided by the PSC Chief Information Officer (CIO). Our portfolio of IT investments is monitored by the PSC Information Technology Investment Review Board (ITIRB), which includes the CIO and senior PSC management. The PSC ITIRB was chartered to ensure that our funds are expended only for information systems investments that take into consideration risk adjusted returns and emphasizes interoperability, improved delivery of services, and reduced costs where possible. Whenever a new investment is proposed to the PSC ITIRB, its sponsoring business area must gain the approval of the ITIRB using a business case that follows the OMB and HHS guidance. The functions described in the business case must be mission critical; there must be assurance that no other government or private entity can do the function more cost effectively; business processes must have been simplified or otherwise redesigned to reduce cost and improve effectiveness. Additionally, PSC's IT decision-making process is structured to comply with the requirements of the HHS ITIRB as well as the SSF Board of Directors. During FY 2001 the PSC began to reorganize its IT resources into a new Service, the Information Resources Management Service (IRMS). The purpose of the new Service is to leverage PSC IT resources, effect cost savings and efficiencies, minimize the number of FTEs required, and address dynamic regulatory and administrative environments. During FY 2002, the PSC IRMS reorganization completion is being revisited in order to ensure compliance with "One Department” initiatives such as the small OPDIV consolidation. The PSC has played an active role within the small OPDIV consolidation consortium by participating in group meetings establishing mission and goals, participating in development of a Statement of Work (SOW) for contractor support for the consortium, meeting with the contractor during the initial data gathering phase after contract award, and hosting meetings for the consortium. In this manner, PSC is fostering the tenants of the "One Department” methodology. PSC has also participated in Departmental workgroups aimed at consolidating individual OPDIV Web Portal, Public Key Infrastructure (PKI), Section 508 Compliance, UFMS, and Security Groups. Capital Planning PSC takes capital planning seriously as an internal initiative as well as supplying input to Departmental objectives. The PSC has provided significant input to the HHS IT Strategic Plain, authoring the sections of the Plan regarding the Enterprise Human Resources and Payroll Plan (EHRP) and E-Payroll. Additionally, as part of Departmental program team efforts, PSC has provided input in the following areas: Departmental Enterprise Architecture, Enterprise Directory, Network Modernization, HHS Web Portal, PKI, Section 508 Compliance, UFMS, HHS IT Consolidation, and Security. This participation contributed to a more complete Plan. This information is in addition to specific documentation on the PSC internal capital planning projects. PSC capital planning projects include: (1) EHRP - an approach to defining the future direction of the human resources and payroll systems support for HHS. To ensure successful implementation of the EHRP, the PSC has involved HHS agencies in identifying requirements and evaluating alternatives that best meet the Department's needs. PSC continued to involve the OPDIVs in assisting them through the implementation process through training and on-site expertise where needed; (2) the Commissioned Officer Payroll and Personnel System (COPPS) replaces the Commissioned Corps Personnel and Payroll System and completed an ITIRB during FY 2002. Discussions are ongoing for this to be a possible outsource initiative to the Coast Guard; and, (3) the Telecommunications Improvement Project (TIP) - a contract which provides mission critical telephone services to HHS customers. Program Evaluation The PSC's evaluation priorities are to evaluate the effectiveness of PSC activities and identify weaknesses in services provided with a view towards improving those services. Our financial performance is formally reviewed annually. Throughout the PSC, financial performance data in terms of costs versus revenues are reviewed to ensure efficient and effective performance in the service-for-fee arena. In the Spring of each year, a formal mid-year review is conducted and presented to the Board of Directors. This process evaluates the performance of each activity in terms of costs versus revenues for the year to determine the need for any mid-year rate adjustments, identify potential rebates or other issues needing further discussion. Customer feedback is analyzed to foster a service-oriented environment that delivers time sensitive, qualitative goods and services. Management evaluates all this information in the context of improving business practices and organizational effectiveness within the realm of decreased costs, increased efficiencies or increased productivity. Management also uses this information to shift resources where appropriate to develop or improve overall business while maintaining an organizational competitive edge. WEDNESDAY, APRIL 9, 2003. BIOTERRORISM AND OTHER PUBLIC HEALTH EMERGENCIES WITNESSES JERRY HAUER, ACTING ASSISTANT SECRETARY FOR PUBLIC HEALTH EMERGENCY PREPAREDNESS, DEPARTMENT OF HEALTH AND HUMAN SERVICES JULIE GERBERDING, DIRECTOR, CENTERS FOR DISEASE CONTROL AND PREVENTION BETTY DUKE, ADMINISTRATOR, HEALTH RESOURCES AND SERVICES ADMINISTRATION ELIAS ZERHOUNI, DIRECTOR, NATIONAL INSTITUTES OF HEALTH ANTHONY FAUCI, DIRECTOR, NATIONAL INSTITUTE OF ALLERGY AND INFECTIOUS DISEASES Mr. REGULA. We will get the hearing started. We have a very important topic this morning on homeland security. I think this is something that 280,000,000 Americans are concerned, and they think about it, and they are actually relying on our government agencies to be alert to the concerns that they have and they give them a sense of security. So I guess like in your own hometown, you are glad the fire department is there and the police department, it gives you a sense of security. And our goal is through our agencies to do the same thing for all of America. So we are happy to welcome all of you here this morning. And as I understand it, Mr. Hauer, you will speak for the group. Mr. HAUER. That is correct. Mr. REGULA. Would you introduce your panel? Maybe you would like to wait until Dr. Gerberding gets here. Mr. HAUER. She is in the building. She will be up in a moment or two. Mr. REGULA. Let's get started. Members get busy. They have other commitments. Your full statement will be made a part of the record. You can summarize as you choose. Then we will have questions. Mr. HAUER. Thank you, Mr. Chairman. It is a pleasure to be with you here today. I am Jerry Hauer, the Acting Assistant Secretary for Public Health Emergency Preparedness. I appreciate this opportunity to provide an overview of the Department of Health and Human Services fiscal year 2004 request for bioterrorism and public health emergency preparedness funding and to apprise you of our efforts over the past year in working with State and local governments to address bioterrorism and other public health emergencies. Accompanying me today are Dr. Julie Gerberding, who should be here momentarily, the Director of the Centers for Disease Control; Dr. Betty Duke, the Administrator of the Health Resources and (531) |