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Office of Budget

Fiscal Year 2005 Performance and Accountability Report
Published November 15, 2005

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OMB PART Reviews - Summary Table 3

Starting in 2002, OMB began to evaluate all federal programs using a detailed questionnaire-driven methodology called the Program Assessment Rating Tool (PART). By year-end 2006, all federal government programs will have been reviewed. The PART is a diagnostic tool designed to analyze program operations and management and be a catalyst for improvement and change.

Once the review is completed, programs are given one of five ratings as follows: Effective, Moderately Effective, Adequate, Ineffective, or Results Not Demonstrated. To date, 9 of VA's 10 programs have been reviewed. Shown below (by strategic goal) for each reviewed program are the ratings, major findings and recommendations, and VA's actions and responses.

OMB PART Reviews
Major Findings & Recommendations Actions and Responses
Strategic Goal #1: Restoration and Improved Quality of Life for Disabled Veterans
Disability Compensation Program (CY 2002, Results Not Demonstrated)
  • Create outcome measures on how disability payments affect the quality of life of disabled veterans.
  • Five outcome measures were added to the 2005 budget submission (three for disability compensation and two for dependency and indemnity compensation).
  • Demonstrate outcome-oriented results.
  • The overall satisfaction rate, which is based on VBA's Annual Customer Satisfaction Survey, demonstrates outcome-oriented results. Customer satisfaction has improved from 52 percent in 2001 to 59 percent in 2004. The results from 2005 will not be available until 2006.
  • Data to demonstrate outcome-oriented results are not available for four of the five new outcome measures cited above (pending results of the Veterans' Disability Benefits Commission).
  • Create cost-efficiency measures.
  • Two National Accuracy Rate measures (core rating work and authorization) and Average Days to Process Rating-Related Actions are already in the budget.
  • A cost efficiency measure has been developed.
  • Conduct a study as to whether program purpose is being met.
  • The Veterans' Disability Benefits Commission was established and began meeting in May 2005. The Commission expects to complete its study in approximately 15 months.
Strategic Goal #2: Smooth Transition to Civilian Life
Education Program (CY 2003, Results Not Demonstrated)
  • Budget requests should be explicitly tied to performance.
  • Initiatives in the President's budget are now linked to specific improvements in performance.
  • Strong outcome goals and measures should be developed.
  • Two program outcome measures were developed and reported in the President's 2006 budget.
  • Cost effectiveness (i.e., efficiency measures) should be developed.
  • An internal cost-effectiveness measure is being developed and will be completed by September 2006.
Housing Program (CY 2004, Results Not Demonstrated)
  • Strong outcome goals and measures should be developed.
  • A new outcome measure is being developed for inclusion in the next strategic plan due to be published in February 2006.
  • Sound financial management practices need to be developed and applied.
  • Actions have been completed that dramatically reduced the Direct Loan Balance at maturity.
  • IT certification and accreditation is still unresolved for the "point of presence" site.
  • Improve collaboration with related public and private sector programs.
  • VA's Housing program effectively collaborates with other federal agencies and private sector programs.
Strategic Goal #3: Honoring, Serving, and Memorializing Veterans
Medical Care Program (CY 2003, Adequate)
  • Budget requests should be linked to performance.
  • VHA is improving its budget methodology to make better resource decisions based on program results.
  • Further and enhanced coordination with DoD is needed.
  • VA signed a formal agreement with the Indian Health Service resulting in more than 150 activities and programs undertaken.
  • VA/DoD Coordination
    • Made significant progress on the bidirectional sharing of electronic health information.
    • Initiated Joint Incentive Fund demonstration projects.
    • Established VA Office of Seamless Transition to improve VA/DoD collaboration and communication during a departing servicemember's transition to civilian life.
Insurance Program (CY 2005, rating has not yet been issued)
This PART review was completed in 2005, but recommendations have not yet been issued by OMB.
Pension Program (CY 2005, rating has not yet been issued)
This PART review was completed in 2005, but recommendations have not yet been issued by OMB.
Strategic Goal #4: Contributing to the Nation's Well-Being
Burial Program (CY 2002, Moderately Effective)
  • Measures are needed to address National Shrine Commitment needs and performance.
  • VA included three new measures in the President's budget, and baseline data are available. Two of the measures were added in 2005 and one was added in 2006.
  • NCA established the Organizational Assessment and Improvement Program for national cemeteries.
  • Measures are needed for state cemetery grants.
  • NCA established a process to conduct triennial reviews at state veterans cemeteries.
  • Develop measures for monetary benefits/efficiency.
  • VA included two new measures for the timeliness and accuracy of burial claims processing in the President's 2005 budget.
Medical Research and Development Program (CY 2005, rating has not yet been issued)
This PART review was completed in 2005, but recommendations have not yet been issued by the Administration.
Enabling Goal: Applying Sound Business Principles
General Administration Program (CY 2004, Moderately Effective)
  • Better cost effectiveness measures are needed.
  • VA adopted new asset management measures in accordance with Federal Real Property Council guidance.
  • VA's budget request should be linked to performance.
  • Monthly performance reviews are attended by agency leadership to assess performance and financial results and to take any necessary corrective action.
  • VA's most recent budget shows budget/performance linkage and better measures.
  • Develop a process to hold managers accountable for program cost, schedule, and performance results.
  • A five-tier performance appraisal system is in place for non-bargaining unit staff.