HHS Home > OCIO Home > Capital Planning & Budget > Exhibit 300

Exhibit 300 (BY2010) for CMS Integrated Data Repository (IDR)

PART ONE

OVERVIEW

1. Date of Submission:: 2008-09-08

2. Agency:: 009

3. Bureau:: 38

4. Name of this Capital Asset:: CMS Integrated Data Repository (IDR)

5. Unique Project Identifier:: 009-38-01-06-01-1120-00

6. What kind of investment will this be in FY2010?: Operations and Maintenance

7. What was the first budget year this investment was submitted to OMB?: FY2005

8. Provide a brief summary and justification for this investment, including a brief description of how this closes in part or in whole an identified agency performance gap.: The Integrated Data Repository (IDR) is an enterprise data warehouse that integrates Medicare and Medicaid data. The primary goal of the IDR is to be the single repository that will serve as the centerpiece of CMS' data needs. The IDR enables CMS and its partners to access the data from a single source. The IDR provides an organized structure for reaching the data through a consistent application of access policies, processes and procedures, common services, governance, and framework. The IDR will integrate and load data from various CMS systems consisting of Medicare Parts A, B, C, and D entitlement, enrollment and utilization data. The value of the IDR will come from the integration of this data with other data (e.g., historic data, Part A and Part B data) for quality improvement, research on outcomes and effectiveness of drugs, post-market surveillance, and other analytic efforts. Better access to data from all CMS healthcare programs will provide opportunities for other government and research organizations to use this same source data in their efforts to improve healthcare for the public. The IDR implementation strategy is phased, incrementally incorporating CMS data to provide better data to a broader user community. During FY 2008, the IDR reached a significant milestone by successfully completing data loads of historical Part A, Part B, and Durable Medical Equipment (DME) claims dating back to January 1, 2006. The IDR now has a full complement of Part A, B, and DME claims data that correspond to the beginning of the Part D program launched January 1, 2006. The IDR will continue to grow as it loads new data. Though much work remains to meet the full vision of the IDR, reaching this milestone will allow the agency to begin to see the benefits of integrated claims data. The IDR directly supports PMA Initiative "Eliminating Improper Payments" by using COTS technologies to support fraud & abuse detection. In support of the E-Gov Act of 2002, it will reduce redundancy and facilitate horizontal (cross-federal) & vertical (federal, state & local) information sharing. This aligns directly with the Federal Enterprise Architecture (FEA), enabling expanded E-Gov. The IDR also supports the HHS Strategic Goals of Effective Management of Human Capital, Information Technology and Resources.

9. Did the Agency's Executive/Investment Committee approve this request?: yes

9.a. If "yes," what was the date of this approval?: 2008-04-10

10. Did the Project Manager review this Exhibit?: yes

11.a. What is the current FAC-P/PM certification level of the project/program manager?: Waiver Issued

11.b. When was the Program/Project Manager Assigned?: 2008-06-30

11.c. What date did the Program/Project Manager receive the FACP/PM certification? If the certification has not been issued, what is the anticipated date for certification?: 2009-07-31

12. Has the agency developed and/or promoted cost effective, energy-efficient and environmentally sustainable techniques or practices for this project.: no

12.a. Will this investment include electronic assets (including computers)?: yes

12.b. Is this investment for new construction or major retrofit of a Federal building or facility? (answer applicable to non-IT assets only): no

13. Does this investment directly support one of the PMA initiatives?: yes

If yes, select the initiatives that apply:

Initiative Name
Eliminating Improper Payments
Expanded E-Government

13.a. Briefly and specifically describe for each selected how this asset directly supports the identified initiative(s)? (e.g. If E-Gov is selected, is it an approved shared service provider or the managing partner?): IDR will support Fraud & Abuse detection via the use of enabling COTS technologies. In support of the E-Gov Act of 2002, IDR will reduce redundancy and facilitate horizontal (cross-federal) & vertical (federal, state & local) information sharing. This aligns directly with the FEA and to that end; enabling expanded e-Gov. IDR is also aware of OMB M-062-02 and is leveraging meta data management & modeling capabilities to improve access to, & dissemination of Medicare/Medicaid data.

14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?: yes

14.a. If yes, does this investment address a weakness found during the PART review?: yes

14.b. If yes, what is the name of the PARTed program?: 10001060 - Medicare

14.c. If yes, what rating did the PART receive?: Moderately Effective

15. Is this investment for information technology?: yes

16. What is the level of the IT Project (per CIO Council's PM Guidance)?: Level 3

17. What project management qualifications does the Project Manager have? (per CIO Council's PM Guidance): (1) Project manager has been validated as qualified for this investment

18. Is this investment identified as high risk on the Q4 - FY 2007 agency high risk report (per OMB memorandum M-05-23)?: yes

19. Is this a financial management system?: no

20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)

Area	Percentage
Hardware	50
Software	34
Services	16
Other	0

21. If this project produces information dissemination products for the public, are these products published to the Internet in conformance with OMB Memorandum 05-04 and included in your agency inventory, schedules and priorities?: no

22. Contact information of individual responsible for privacy related questions.

Name	Maribel Franey
Phone Number	410-786-0757
Title	Director, Privacy Compliance
Email	Maribel.Franey@cms.hhs.gov

23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?: yes

24. Does this investment directly support one of the GAO High Risk Areas?: yes

SUMMARY OF SPEND

1. Provide the total estimated life-cycle cost for this investment by completing the following table. All amounts represent budget authority in millions, and are rounded to three decimal places. Federal personnel costs should be included only in the row designated Government FTE Cost, and should be excluded from the amounts shown for Planning, Full Acquisition, and Operation/Maintenance. The total estimated annual cost of the investment is the sum of costs for Planning, Full Acquisition, and Operation/Maintenance. For Federal buildings and facilities, life-cycle costs should include long term energy, environmental, decommissioning, and/or restoration costs. The costs associated with the entire life-cycle of the investment should be included in this report. All amounts represent Budget Authority Note: For the cross-agency investments, this table should include all funding (both managing partner and partner agencies). Government FTE Costs should not be included as part of the TOTAL represented.

Cost Type	Py-1 & Earlier -2007	PY 2008	CY 2009	BY 2010
Planning Budgetary Resources	0.000	0.000	0.000	0.000
Acquisition Budgetary Resources	6.618	0.000	0.000	0.000
Maintenance Budgetary Resources	3.547	11.723	8.100	7.700
Government FTE Cost	0.679	0.900	1.170	1.122
# of FTEs	7	9	11	11

2. Will this project require the agency to hire additional FTE's?: yes

2.a. If "yes," how many and in what year?: 4 FTE's for 2007, 6 FTE's for 2008, and 8 FTE's for 2009

3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.: There were no changes to the President's budget.

PERFORMANCE

In order to successfully address this area of the exhibit 300, performance goals must be provided for the agency and be linked to the annual performance plan. The investment must discuss the agency's mission and strategic goals, and performance measures (indicators) must be provided. These goals need to map to the gap in the agency's strategic goals and objectives this investment is designed to fill. They are the internal and external performance benefits this investment is expected to deliver to the agency (e.g., improve efficiency by 60 percent, increase citizen participation by 300 percent a year to achieve an overall citizen participation rate of 75 percent by FY 2xxx, etc.). The goals must be clearly measurable investment outcomes, and if applicable, investment outputs. They do not include the completion date of the module, milestones, or investment, or general goals, such as, significant, better, improved that do not have a quantitative measure.

Agencies must use the following table to report performance goals and measures for the major investment and use the Federal Enterprise Architecture (FEA) Performance Reference Model (PRM). Map all Measurement Indicators to the corresponding Measurement Area and Measurement Grouping identified in the PRM. There should be at least one Measurement Indicator for each of the four different Measurement Areas (for each fiscal year). The PRM is available at www.egov.gov. The table can be extended to include performance measures for years beyond FY 2009.

Row	Fiscal Year	Strategic Goal Supported	Measurement Area	Measurement Grouping	Measurement Indicator	Baseline	Planned Improvement to the Baseline	Actual Results
1	2006	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	System Development	Number of systems to support drug data program in the IDR	0	1	1
2	2006	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Impact or Burden	Percentage of Part D drug data available for payment reconciliation	0%	100%	100%
3	2006	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Productivity	Percentage of Part D drug data available for Part D management	0%	100%	100%
4	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	45%	50%	50%
5	2007	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of Part D data available for analysis.	0	50	20
6	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Health Care Administration	Percent of available Part A, Part B, & Part D data loaded into the IDR.	100%	100%	100%
7	2007	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Reduce the percent of data that's moved off-site thus reducing the number of data stores that CMS must support	0%	20%	5%
8	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	50%	75%	50%
9	2008	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of Part A, B, D data available for analysis.	50	150	150
10	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Health Care Administration	Percent of available Part A, Part B, & Part D data loaded into the IDR.	100%	100%	100%
11	2008	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Reduce the percent of data that's moved off-site thus reducing the number of data stores that CMS must support	20%	40%	30%
12	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	60%	80%	100%
13	2009	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of Part A, B, D and Medicaid (5 states) data available for analysis.	50	250	TBD
14	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Health Care Administration	Percent of available Part A, Part B, & Part D data loaded into the IDR.	100%	100%	TBD
15	2009	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Reduce the percent of data that's moved off-site thus reducing the number of data stores that CMS must support	40%	60%	TBD
16	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	70%	90%	TBD
17	2010	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of Part A, B, D and Medicaid (20 states) data available for analysis.	50	300	TBD
18	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Health Care Administration	Percent of available Part A, Part B, & Part D data loaded into the IDR.	100%	100%	TBD
19	2010	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Reduce the percent of data that's moved off-site thus reducing the number of data stores that CMS must support	60%	80%	TBD
20	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	80%	100%	TBD
21	2011	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of Part A, B, D and Medicaid (35 states) data available for analysis.	50	400	TBD
22	2011	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Health Care Administration	Percent of available Part A, Part B, & Part D data loaded into the IDR.	100%	100%	TBD
23	2011	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Reduce the percent of data that's moved off-site thus reducing the number of data stores that CMS must support	80%	90%	TBD
24	2011	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	90%	100%	TBD
25	2012	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of Part A, B, D and Medicaid (all states) data available for analysis.	50	500	TBD
26	2012	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Health Care Administration	Percent of available Part A, Part B, & Part D data loaded into the IDR.	100%	100%	TBD
27	2012	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Reduce the percent of data that's moved off-site thus reducing the number of data stores that CMS must support	90%	100%	TBD
28	2012	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	100%	100%	TBD
29	2013	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of Part A, B, D and Medicaid (all states) data available for analysis.	TBD	TBD	TBD
30	2013	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Health Care Administration	Percent of available Part A, Part B, & Part D data loaded into the IDR.	100%	100	TBD
31	2013	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Reduce the percent of data that's moved off-site thus reducing the number of data stores that CMS must support	100%	100%	TBD
32	2013	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	100%	100%	TBD
33	2014	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of Part A, B, D and Medicaid (all states) data available for analysis.	TBD	TBD	TBD
34	2014	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Health Care Administration	Percent of available Part A, Part B, & Part D data loaded into the IDR.	100%	100%	TBD
35	2014	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Reduce the percent of data that's moved off-site thus reducing the number of data stores that CMS must support	100%	100%	TBD
36	2014	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time warehouse is up and operational for users between 6:00am-6:00pm (user high priority time) while providing for timely loading of data between 6:00pm-6:00am (user low priority time)..	100%	100%	TBD

Enterprise Architecture

In order to successfully address this area of the business case and capital asset plan you must ensure the investment is included in the agency's EA and Capital Planning and Investment Control (CPIC) process, and is mapped to and supports the FEA. You must also ensure the business case demonstrates the relationship between the investment and the business, performance, data, services, application, and technology layers of the agency's EA.

1. Is this investment included in your agency's target enterprise architecture?: yes

2. Is this investment included in the agency's EA Transition Strategy?: yes

2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.: CMS Integrated Data Repository (IDR)

3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?: no

4. Identify the service components funded by this major IT investment (e.g., knowledge management, content management, customer relationship management, etc.). Provide this information in the format of the following table. For detailed guidance regarding components, please refer to http://www.whitehouse.gov/omb/egov/. Component: Use existing SRM Components or identify as NEW. A NEW component is one not already identified as a service component in the FEA SRM. Reused Name and UPI: A reused component is one being funded by another investment, but being used by this investment. Rather than answer yes or no, identify the reused service component funded by the other investment and identify the other investment using the Unique Project Identifier (UPI) code from the OMB Ex 300 or Ex 53 submission. Internal or External Reuse?: Internal reuse is within an agency. For example, one agency within a department is reusing a service component provided by another agency within the same department. External reuse is one agency within a department reusing a service component provided by another agency in another department. A good example of this is an E-Gov initiative service being reused by multiple organizations across the federal government. Funding Percentage: Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the funding level transferred to another agency to pay for the service.

Row	Agency Component Name	Agency Component Description	Service Type	Component	Internal or External Reuse?	Funding %
1	IDR Data Mart Services	Defines the set of capabilities that support a subset of a data warehouse for a single department or function within an organization.	Data Management	Data Mart	No Reuse	20
2	IDR OLAP Services	Defines the set of capabilities that support the analysis of information that has been summarized into multidimensional views and hierarchies.	Reporting	OLAP	No Reuse	4
3	IDR Balanced Scorecard Services	Defines the set of capabilities that support the listing and analyzing of both positive and negative impacts associated with a decision.	Business Intelligence	Balanced Scorecard	No Reuse	4
4	IDR Ad Hoc Reporting Services	Defines the set of capabilities that support the use of dynamic reports on an as needed basis.	Reporting	Ad Hoc	No Reuse	4
5	IDR Demand Forecasting Services	Defines the set of capabilities that facilitate the prediction of sufficient production to meet an organization's sales of a product or service.	Business Intelligence	Demand Forecasting / Mgmt	No Reuse	4
6	IDR Program / Project Management Services	Defines the set of capabilities that manage and control a particular effort of an organization.	Management of Processes	Program / Project Management	No Reuse	8
7	IDR Extraction and Transformation Services	Defines the set of capabilities that support the manipulation and change of data.	Data Management	Extraction and Transformation	No Reuse	3
8	IDR Loading and Archiving Services	Defines the set of capabilities that support the population of a data source with external data.	Data Management	Loading and Archiving	No Reuse	3
9	IDR Tagging and Aggregation Services	Defines the set of capabilities that support the identification of specific content within a larger set of content for collection and summarization.	Content Management	Tagging and Aggregation	No Reuse	4
10	IDR Data Warehouse Services	Defines the set of capabilities that support the archiving and storage of large volumes of data.	Data Management	Data Warehouse	No Reuse	20
11	IDR Data Recovery Services	Defines the set of capabilities that support the restoration and stabilization of data sets to a consistent, desired state.	Data Management	Data Recovery	No Reuse	3
12	IDR Decision Support and Planning Services	Defines the set of capabilities that support the analyze information and predict the impact of decisions before they are made.	Business Intelligence	Decision Support and Planning	No Reuse	4
13	IDR Data Classification Services	Defines the set of capabilities that allow the classification of data.	Data Management	Data Classification	No Reuse	2
14	IDR Content Publishing and Delivery Services	Defines the set of capabilities that allow for the propagation of interactive programs.	Content Management	Content Publishing and Delivery	No Reuse	4
15	IDR Data Cleansing Services	Defines the set of capabilities that support the removal of incorrect or unnecessary characters and data from a data source.	Data Management	Data Cleansing	No Reuse	3
16	IDR Data Exchange Services	Defines the set of capabilities that support the interchange of information between multiple systems or applications; includes verification that transmitted data was received unaltered.	Data Management	Data Exchange	No Reuse	3
17	IDR Query Services	Defines the set of capabilities that support retrieval of records that satisfy specific query selection criteria.	Search	Query	No Reuse	3
18	IDR Meta Data Management Services	Defines the set of capabilities that support the maintenance and administration of data that describes data.	Data Management	Meta Data Management	No Reuse	4

5. To demonstrate how this major IT investment aligns with the FEA Technical Reference Model (TRM), please list the Service Areas, Categories, Standards, and Service Specifications supporting this IT investment. FEA SRM Component: Service Components identified in the previous question should be entered in this column. Please enter multiple rows for FEA SRM Components supported by multiple TRM Service Specifications. Service Specification: In the Service Specification field, Agencies should provide information on the specified technical standard or vendor product mapped to the FEA TRM Service Standard, including model or version numbers, as appropriate.

Row	SRM Component	>Service Area	Service Category	Service Standard	Service Specification (i.e., vendor and product name)
1	Data Mart	Service Interface and Integration	Integration	Enterprise Application Integration	Informatica by: Informatica Corporation
2	Data Mart	Service Platform and Infrastructure	Database / Storage	Database	Teradata Database Version 2 Release 6.1 by: Teradata Corporation
3	OLAP	Component Framework	Data Management	Reporting and Analysis	Cognos ReportNet by: Cognos Incorporated
4	Balanced Scorecard	Component Framework	Data Management	Reporting and Analysis	Cognos ReportNet by: Cognos Incorporated
5	Ad Hoc	Component Framework	Data Management	Reporting and Analysis	Cognos ReportNet by: Cognos Incorporated
6	Demand Forecasting / Mgmt	Component Framework	Data Management	Reporting and Analysis	Cognos ReportNet by: Cognos Incorporated
7	Program / Project Management	Service Access and Delivery	Service Requirements	Legislative / Compliance	Microsoft Project by: Microsoft Corporation
8	Extraction and Transformation	Component Framework	Data Management	Database Connectivity	Informatica by: Informatica Corporation
9	Loading and Archiving	Service Platform and Infrastructure	Database / Storage	Storage	Teradata Database Version 2 Release 6.1 by: Teradata Corporation
10	Tagging and Aggregation	Service Platform and Infrastructure	Database / Storage	Database	Teradata Database Version 2 Release 6.1 by: Teradata Corporation
11	Data Warehouse	Service Platform and Infrastructure	Database / Storage	Database	Teradata Database Version 2 Release 6.1 by: Teradata Corporation
12	Data Warehouse	Service Platform and Infrastructure	Database / Storage	Storage	Teradata Database Version 2 Release 6.1 by: Teradata Corporation
13	Data Recovery	Service Platform and Infrastructure	Database / Storage	Storage	Teradata Database Version 2 Release 6.1 by: Teradata Corporation
14	Decision Support and Planning	Component Framework	Data Management	Reporting and Analysis	Teradata Database Version 2 Release 6.1 by: Teradata Corporation
15	Data Classification	Service Platform and Infrastructure	Software Engineering	Modeling	ERwin Data Modeler by: TBD
16	Data Cleansing	Component Framework	Data Management	Database Connectivity	Teradata Database Version 2 Release 6.1 by: Teradata Corporation
17	Data Exchange	Component Framework	Data Interchange	Data Exchange	Connect:Direct by: TBD
18	Data Exchange	Component Framework	Business Logic	Platform Independent Technologies	Connect:Direct by: TBD
19	Query	Component Framework	Data Management	Reporting and Analysis	Cognos ReportNet by: Cognos Incorporated
20	Meta Data Management	Service Platform and Infrastructure	Software Engineering	Modeling	ERwin Data Modeler by: TBD
21	Content Publishing and Delivery	Component Framework	User Presentation / Interface	Content Rendering	TBD

6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?: no

PART THREE

RISK

You should perform a risk assessment during the early planning and initial concept phase of the investment's life-cycle, develop a risk-adjusted life-cycle cost estimate and a plan to eliminate, mitigate or manage risk, and be actively managing risk throughout the investment's life-cycle.

Answer the following questions to describe how you are managing investment risks.

1. Does the investment have a Risk Management Plan?: yes

1.a. If yes, what is the date of the plan?: 2008-06-01

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?: no

COST & SCHEDULE

1. Was operational analysis conducted?: yes

1.a. If yes, provide the date the analysis was completed.: 2008-05-31

What were the results of your operational analysis?: The operational analysis was complete to validate that the project's principal goals were done in a timely manner and within budget. The analysis involved reviewing all deliverables and stakeholder/customer surveys. This investment continues to perform within the cost and schedule thresholds established by HHS and CMS and is expected to meet projected milestones. Contract performance metrics ensure that investment continues to meet customer needs and that actual operations and maintenance costs were the ones planned. The project team regularly meets with customers and stakeholders on developing expectations and will continue to refine metrics parameters, future performance, and quality. This investment continues to provide planned benefits and remains a cost-effective solution.