This section contains input, activity, and output PMs aligned to the requirements of the 2019 FOA and the preparedness and response capabilities. For a crosswalk of PMs to the 2017-2022 Health Care Preparedness and Response Capabilities, see
Appendix 3: Crosswalk of Performance Measures to 2017-2022 Health Care Preparedness and Response Capabilities.
The following table lists the data entity—the organizational level at which the data are captured (recipient or HCC)—and PM type for each PM:
Performance
Measure (PM) |
Performance Measure
(PM) Definition |
Data Entity |
PM Type |
|---|
|
1 | Percent of funding each HCC receives from the recipient, other federal resources and non-federal sources | Recipient & HCC | Input |
|---|
|
2 | Number of calendar days from the start of the fiscal year (July 1) for recipients to execute subawards with each HCC | Recipient | Activity |
|---|
|
3 | Number of calendar days from start of the fiscal year (July 1) for recipients to provide detailed spend plan, including all budget line items, to all HCCs within their jurisdiction and any interested health care entity. | Recipient | Activity |
|---|
|
4 | Membership representation rate of HCC core (acute care hospitals, EMS, emergency management agencies, and public health agencies) and additional member organizations by member type. | Recipient & HCC | Input |
|---|
|
5 | Percent of HCCs that have complete and approved response plan. | HCC | Output |
|---|
|
6 | Percent of HCCs that have a complete and approved response plan annex addressing the required annual specialty surge requirement. | HCC | Output |
|---|
|
7 | Part A: Percent of recipients that access the de-identified emPOWER data map at least once every six months to identify the number of individuals with electricity-dependent medical and assistive equipment for planning purposes Part B: Percent of HCCs that access the de-identified emPOWER data map at least once every six months to identify the number of individuals with electricity-dependent medical and assistive equipment for planning purposes | Recipient & HCC | Activity |
|---|
|
8 | Percent of recipients that have provided an opportunity for each HCC to review and provide input to the recipient’s ESF-8 response plan | Recipient | Activity |
|---|
|
9 | Percent of HCCs engaged in their recipient’s jurisdictional risk assessment | HCC | Activity |
|---|
|
10 | Percent of HCCs where areas for improvement have been identified from HCC and member organizations’ own exercises or real-world events, and the HCCs’ response plans have been revised to reflect improvements | HCC | Activity |
|---|
|
11 | Percent of recipients with a complete, jurisdiction-wide CONOPs that delineates: a) the roles and responsibilities of state agencies during a crisis care situation, b) potential indicators and triggers for state actions, c) actions the state will take to support prolonged crisis care conditions that cannot be rapidly addressed through standard mutual aid or other mechanisms, d) operational framework for state-level information management and policy development, and e) legal and regulatory state actions that may be taken | Recipient & HCC | Output |
|---|
The definitions for the PM types are:
-
Input: Resources that are required to support HPP, including staff and volunteers, funding, facilities, and equipment;
-
Activity: Actions that use or involve HPP inputs; and,
-
Output: Products and services produced by HPP activities.
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