Fiscal Year 2005 Performance and Accountability Report Published November 15, 2005
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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.
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- Five outcome measures were added to the 2005 budget submission (three for disability compensation and two for dependency and indemnity compensation).
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- Demonstrate outcome-oriented results.
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- 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).
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- Create cost-efficiency measures.
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- 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.
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- Conduct a study as to whether program purpose is being met.
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- The Veterans' Disability Benefits Commission was established and began meeting in May 2005. The Commission expects to complete its study in approximately 15 months.
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Strategic Goal #2: Smooth Transition to Civilian Life |
Education Program (CY 2003, Results Not Demonstrated) |
- Budget requests should be explicitly tied to performance.
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- Initiatives in the President's budget are now linked to specific improvements in performance.
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- Strong outcome goals and measures should be developed.
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- Two program outcome measures were developed and reported in the President's 2006 budget.
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- Cost effectiveness (i.e., efficiency measures) should be developed.
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- An internal cost-effectiveness measure is being developed and will be completed by September 2006.
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Housing Program (CY 2004, Results Not Demonstrated) |
- Strong outcome goals and measures should be developed.
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- A new outcome measure is being developed for inclusion in the next strategic plan due to be published in February 2006.
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- Sound financial management practices need to be developed and applied.
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- 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.
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- Improve collaboration with related public and private sector programs.
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- VA's Housing program effectively collaborates with other federal agencies and private sector programs.
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Strategic Goal #3: Honoring, Serving, and Memorializing Veterans |
Medical Care Program (CY 2003, Adequate) |
- Budget requests should be linked to performance.
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- VHA is improving its budget methodology to make better resource decisions based on program results.
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- Further and enhanced coordination with DoD is needed.
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- VA signed a formal agreement with the Indian Health Service resulting in more than 150 activities and programs undertaken.
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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.
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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.
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- 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.
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- Measures are needed for state cemetery grants.
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- NCA established a process to conduct triennial reviews at state veterans cemeteries.
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- Develop measures for monetary benefits/efficiency.
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- VA included two new measures for the timeliness and accuracy of burial claims processing in the President's 2005 budget.
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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.
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- VA adopted new asset management measures in accordance with Federal Real Property Council guidance.
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- VA's budget request should be linked to performance.
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- 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.
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- Develop a process to hold managers accountable for program cost, schedule, and performance results.
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- A five-tier performance appraisal system is in place for non-bargaining unit staff.
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