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SAMHSA’s management strategy has two key elements:
• a data strategy, including partnership with States in developing and implementing performance measures for public substance abuse and mental health service programs administered by the States.
• a management priorities matrix, supported by a variety of evaluations and assessments. These assessments provide information to improve agency program and management efficiency and effectiveness.
Management performance supports Goal 8 of the HHS Strategic Plan, tracked through the Administrator’s Performance Contract and results of HHS and OMB management reviews.
Measuring Performance: the Data Strategy
Within available resources, SAMHSA collects incidence, prevalence, service system, and other critically important data at the national level, as well as program performance data.
The vision of SAMHSA’s data strategy is an integrated system that will eliminate unneeded or duplicative data elements and consolidate information technology platforms and software within SAMHSA. This system will better meet the analytical and data needs of SAMHSA and its grantees. The data strategy development process has included a thorough examination of SAMHSA’s data collection and analysis systems. The goal of the strategy is to ensure that decisions related to SAMHSA’s priorities are based on the most comprehensive and accurate information available.
The results of the data strategy will be used for GPRA reporting, consistent with OMB PART reviews of SAMHSA’s programs. Reporting results will become more streamlined and cost effective.
A central element to the data strategy is the collection of National Outcome Measures (NOMS) for substance abuse and mental health. Through collaboration with the States, SAMHSA has identified a set of key domains: increased abstinence from drug use and alcohol abuse or decreased symptoms from mental illness; increased or retained employment and/or school enrollment; decreased criminal justice involvement; increased stability in housing; increased access to services; increased retention in services for substance abuse treatment, or decreased utilization of psychiatric inpatient beds for treatment of mental illnesses; and increased social supports/social connectedness. The NOMS also include three domains added by the OMB PART review process: client perception of care; cost effectiveness; and use of evidence based practices.
These National Outcomes already are being implemented through the Access to Recovery program and the Strategic Prevention Framework State Incentive Grants. Ultimately, they will be aligned across all of SAMHSA’s services programs, and by FY 2007 they will be implemented within the Community Mental Health Services Block Grant and the Substance Abuse Prevention and Treatment Block Grant.
Program Accountability
Current SAMSHA efforts include ensuring that each major new program includes plans for adequate evaluation. See Appendix C for a current list of actual and planned evaluations.
Annual GPRA planning and reporting has been in place since 1997. Results are reported for major agency programs. The GPRA plan and report, which in previous years had been an appendix to the budget submission, was fully integrated into the FY 2006 Congressional Justification.
Processes conducted by entities outside SAMHSA (e.g., the OMB PART review and President’s Management Agenda assessments) reinforce SAMHSA’s efforts to develop common goals, a common understanding of desired results, and performance data.
PART reviews to date have covered the majority of SAMHSA’s program dollars. Assessments generally have been positive, with the exception of the SAPT Block Grant which, at the time of the review in 2003, could not report performance data that met the standards of the review.
Management Accountability
Several internal workgroups have assessed selected operational areas (e.g., competitive grants; publications clearance) to improve agency efficiency while maintaining quality.
The Administrator signs a performance contract with HHS that includes performance objectives with defined results. Responsibility for meeting the Administrator’s goals and objectives “cascades” to the performance plans of SAMHSA’s matrix leads (including Center Directors), Division Directors, Branch Chiefs, and staff. In addition, matrix leads have developed two year action plans (see Appendix B) for which they are accountable in their own performance plans. Staff performance plans include elements that track back to the Administrator’s performance contract.
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Substance Abuse & Mental Health Services Administration • 1 Choke Cherry Road • Rockville, MD 20857
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2005 Strategic Plan (Draft)