Exhibit 300 (BY2010) for Federal Health Architecture

1. Date of Submission:

2008-09-08

2. Agency:

009

3. Bureau:

00

4. Name of this Capital Asset:

Federal Health Architecture

5. Unique Project Identifier:

009-00-03-00-01-1400-24

6. What kind of investment will this be in FY2010?

Multi-Agency Collaboration

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

FY2003

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.

Health care costs were 16% of GDP in 2007 (CBO). Inefficiencies, medical errors, and incomplete information abound, resulting in costly mistakes and lack of coordination in care and information among hospitals, labs, and physician offices. The Federal Government is both user and supplier of healthcare, spending $847-B annually (CBO/ Dec. 2007 report). In 2003 HHS was asked to develop a program to ensure that health care programs administered or sponsored by the Federal Government promote quality and efficient delivery through the use of health information technology (HIT). The Federal Health Architecture (FHA) program addresses these issues and gaps, through advancement of collaboration between federal agencies to achieve the secure exchange of interoperable health information within the federal government, and by working collaboratively with other federal agencies and consortia. FHA has, through its initiatives, instituted a 5-step process to provide "products" that advance federal agency adoption of interoperable health data for transmission across health stakeholders. The 5 steps, aligned with existing agency processes, are Identify needs, Architect solutions, Plan investments, Implement solutions, and Report Progress. FHA "products" available through this 5-step process include the Federal Health IT SDO Participation Plan, The Federal Health Information Sharing Environment (FHISE) Framework, the Federal Health Investment Planning & Reporting Guide, 4 interim releases of the CONNECT Gateway, and the continuous presentation of 6 education courses regarding standards, architectures, interoperability specifications and investment planning. Additional planning for delivery of "products" in 2010 will continue throughout the 2009/2010. In FY08, FHA submitted proof of completion for the following e-Gov milestones to OMB: standards implementation charter; business case for benefits eligibility determination; educational forums held each quarter; FTF reflecting national HIT products; federal participation in NHIN connectivity trial implementation participation report; and federal investment planning and information reporting guide for health IT.

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

yes

9.a. If "yes," what was the date of this approval?

2008-09-11

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?

2007-06-01

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)?

no

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
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?)

FHA is both an e-Gov and LoB initiative. Health care programs administered or sponsored by the Federal Government should promote quality and efficient delivery of health care through the use of health IT. HHS is the managing partner of an effort designed to supported federal health IT needs by creating a coordinated federal framework for health IT that promotes interoperability within and between the federal government and public/ private sector organizations.

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?

no

14.b. If yes, what is the name of the PARTed program?

10003553 - Office of the National Coordinator for Health Information Technology

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

Results Not Demostrated

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	1
Software	2
Services	97
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?

n/a

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

Name	Jodi Daniel
Phone Number	202-401-5191
Title	Director, Office of Policy and Research
Email	Jodi.Daniel@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?

no

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	2.010	1.230	1.280	1.330
Acquisition Budgetary Resources	10.598	6.014	6.250	6.510
Maintenance Budgetary Resources	0.000	0.000	0.000	0.000
Government FTE Cost	0.720	0.200	0.200	0.200
# of FTEs	1	1	1	1

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

no

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	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies with health data that are currently involved with FHA	15	20	20
2	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies with health data that are currently involved with FHA	20	23	23
3	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies with health data that are currently involved with FHA	23	28
4	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	8	10	10
5	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	10	12	12
6	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	12	14
7	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	14	15
8	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	0	7	5
9	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	7	10
10	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	10	13
11	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	0	3	3
12	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	3	6
13	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	6	9
14	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	9	12
15	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	12	15
16	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	15	18
17	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	0	2	2
18	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	2	5	5
19	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	5	8
20	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	8	11
21	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	11	14
22	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	14	17
23	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	17	20
24	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Data Standardization or Tagging	# of analytical reports on national HIT agenda data	20 (maintain number of reports)	20
25	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Knowledge Management	# of Acceleration Centers created to facilitate Federal innovation and collaboration for health information domains	20	21
26	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	14	16
27	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	16	18
28	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	18 (maintain participation)	18
29	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	New Customers and Market Penetration	# of federal agencies participating in standards adoption activities	18	18
30	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	13	16
31	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	16	19
32	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	19	21
33	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Enterprise Architecture	# of ONC use cases fully modelled and approved by the Federal Partners.	21	24
34	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Strategic Planning	Develop annual performance plan	Plan Started	establish plan and baseline by Oct 31st, 2006	Plan Completed
35	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Enterprise Architecture	Develop Way-Forward Plan for FHA aligned with the President's health IT plan	Plan Started	complete by October 31st, 2006	Plan Completed
36	2007	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	Develop Knowledge Repository	Repository not developed	Developed Repository	Complete - FHA will use the OMB FTF for its repository

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.

Federal Health Architecture -- Managing Partner

3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?

yes

3.a. If yes, provide the name of the segment architecture as provided in the agency’s most recent annual EA Assessment.

046-000

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	Reused Component Name	Reused UPI	Internal or External Reuse?	Funding %
1	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Collaboration	Document Library	Library / Storage	009-90-01-06-02-5101-00	Internal	0
2	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Management of Processes	Program / Project Management			No Reuse	9
3	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Knowledge Management	Information Retrieval	Information Retrieval	009-90-01-06-02-5101-00	Internal	0
4	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Collaboration	Shared Calendaring	Shared Calendaring	009-90-01-06-02-5101-00	Internal	0
5	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Human Capital / Workforce Management	Team / Org Management			No Reuse	9
6	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Data Management	Data Exchange			No Reuse	0
7	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Routing and Scheduling	Outbound Correspondence Management			No Reuse	9
8	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Customer Initiated Assistance	Scheduling			No Reuse	9
9	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Management of Processes	Requirements Management			No Reuse	9
10	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Investment Management	Strategic Planning and Mgmt			No Reuse	10
11	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Knowledge Management	Knowledge Distribution and Delivery	Knowledge Distribution and Delivery	009-90-01-06-02-5101-00	Internal	0
12	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Knowledge Management	Categorization	Categorization	009-90-01-06-02-5101-00	Internal	0
13	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Knowledge Management	Information Mapping / Taxonomy	Information Mapping / Taxonomy	009-00-03-00-02-0001-00	Internal	0
14	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Customer Initiated Assistance	Assistance Request			No Reuse	9
15	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Customer Relationship Management	Partner Relationship Management			No Reuse	9
16	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Customer Relationship Management	Contact and Profile Management			No Reuse	9
17	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Human Capital / Workforce Management	Resource Planning and Allocation			No Reuse	9
18	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Document Management	Library / Storage	Library / Storage	009-90-01-06-02-5101-00	Internal	0
19	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Knowledge Management	Information Sharing	Information Sharing	009-90-01-06-02-5101-00	Internal	0
20	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Communication	Community Management	Community Management	009-90-01-06-02-5101-00	Internal	0
21	Federal Health Architecture	This is a PMA e-Gov Initiative, which HHS is the Lead Partner. No Federal Government Information System is expected to result from this Initiative.	Routing and Scheduling	Inbound Correspondence Management			No Reuse	9

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	Document Library	Service Access and Delivery	Access Channels	Collaboration / Communications	BEA WebLogic Platform by: BEA Systems, Inc.
2	Program / Project Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Project by: Microsoft Corporation
3	Information Retrieval	Service Access and Delivery	Access Channels	Collaboration / Communications	BEA WebLogic Platform by: BEA Systems, Inc.
4	Shared Calendaring	Service Access and Delivery	Access Channels	Collaboration / Communications	BEA WebLogic Platform by: BEA Systems, Inc.
5	Team / Org Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office by: Microsoft Corporation
6	Data Exchange	Component Framework	Data Interchange	Data Exchange	TBD (for N-Connect)
7	Outbound Correspondence Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office Outlook by: Microsoft Corporation
8	Scheduling	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office by: Microsoft Corporation
9	Requirements Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office Excel by: Microsoft Corporation
10	Strategic Planning and Mgmt	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office by: Microsoft Corporation
11	Knowledge Distribution and Delivery	Service Access and Delivery	Access Channels	Collaboration / Communications	BEA WebLogic Platform by: BEA Systems, Inc.
12	Categorization	Service Access and Delivery	Access Channels	Collaboration / Communications	BEA WebLogic Platform by: BEA Systems, Inc.
13	Information Mapping / Taxonomy	Service Access and Delivery	Access Channels	Collaboration / Communications	Troux eaGov by: Troux Technologies, Inc.
14	Assistance Request	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office by: Microsoft Corporation
15	Partner Relationship Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office by: Microsoft Corporation
16	Contact and Profile Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office by: Microsoft Corporation
17	Resource Planning and Allocation	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Project by: Microsoft Corporation
18	Library / Storage	Service Access and Delivery	Access Channels	Collaboration / Communications	BEA WebLogic Platform by: BEA Systems, Inc.
19	Information Sharing	Service Access and Delivery	Access Channels	Collaboration / Communications	BEA WebLogic Platform by: BEA Systems, Inc.
20	Community Management	Service Access and Delivery	Access Channels	Collaboration / Communications	BEA WebLogic Platform by: BEA Systems, Inc.
21	Inbound Correspondence Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Office Outlook by: Microsoft Corporation

6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?

yes

6.a. If yes, please describe.

Multi-Federal, state & local governments, and cross-OPDIVs

1. As a joint exhibit 300, please identify the agency stakeholders. Provide the partner agency and partner agency approval date for this joint exhibit 300.

Row	Partner Agency	Joint exhibit approval date
1	009	2008-09-17
2	007	2008-09-18
3	029	2008-09-18

2. Provide the partnering strategies you are implementing with the participating agencies and organizations. Identify all partner agency capital assets supporting the common solution; Managing Partner capital assets should also be included in this joint exhibit 300. These capital assets should be included in the Summary of Spending table of Part I, Section B.

Capital Assets within this Investment

Row	Partner Agency	Partner Agency Asset Title	Partner Agency Asset UPI
1	009	NA	009-00-03-00-01-1400-24
2	007	NA	021-12-01-11-01-1020-00
3	029	NA	029-00-01-01-01-1040-00

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?

2008-06-24

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?

no

You should also periodically be measuring the performance of operational assets against the baseline established during the planning or full acquisition phase (i.e., operational analysis), and be properly operating and maintaining the asset to maximize its useful life. Operational analysis may identify the need to redesign or modify an asset by identifying previously undetected faults in design, construction, or installation/integration, highlighting whether actual operation and maintenance costs vary significantly from budgeted costs, or documenting that the asset is failing to meet program requirements.

Answer the following questions about the status of this investment. Include information on all appropriate capital assets supporting this investment except for assets in which the performance information is reported in a separate exhibit 300.

1. Are you using EVM to manage this investment?

yes

1. Does the earned value management system meet the criteria in ANSI/EIA Standard 748?

yes

1.b. If no, explain plans to implement EVM.

In order to demonstrate ongoing performance of the program, FHA regularly reports milestones and progress against those milestones to OMB.

1.c. If N/A, please provide date operational analysis was conducted and a brief summary of the results?

Question #2 is NOT applicable for capital assets with ONLY O&M

2. Is the CV% or SV% greater than ± 10%?

no

3. Has the investment re-baselined during the past fiscal year?

yes