| Environmental Public Health Tracking's goal is to improve environmental health surveillance nationally and locally to better identify and mitigate health effects resulting from environmental exposures. |
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| A successful Tracking program will provide tools, informations, and strategies that may help to decrease the chronic disease burden resulting from environmental exposures |
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HHS: Provide work breakdown structure (WBS) tasks at a single WBS level in the “tasks” column that is appropriate to the size and complexity of the investment. The next page provides a simple example of WBS reporting level. The spreadsheet does not provide for reporting multiple levels within the WBS. There is currently room for 34 tasks. Provide the number of tasks that, once again, is appropriate to the size and complexity of the investment.
CDC: Use the WBS reported in the Exhibit 300. If one or more of the milestones/workpackages are comprised of very large dollar values (e.g. $1 million or more), consider de-composing that workpackage into separate tasks and reporting at that level.
DME vs. O&M – Definitions can be found in Exhibit 300 instructions on page 300-5. Do not report O&M workpackages, only DME workpackages.
TASK - Activities to be Implemented |
BAC: This is the total planned cost for that particular task or Budget At Completion (BAC).
BAC (planned) |
Planned Start date |
Planned End Date |
Total Months |
Provide the Budgeted Cost of Work Scheduled (BCWS) for each task as of the start of the budget period. This is the cumulative planned cost for that task.
BCWS |
Provide the Actual Cost of Work Performed (ACWP) for each task to-date, or as of
end of budget period.
ACWP |
Provide the percentage PLANNED completed for that task as of the REPORTING DATE.
% PL. COMP |
Provide the percentage ACTUALLY completed for that task as of the end of budget period.
% ACT COMP |
Budged Cost of Work Performed (BCWP).
This is the Earned Value
BCWP |
Program Name: |
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0 |
$0.000 |
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$- |
CDC NEPHT Program |
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0 |
$0.000 |
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$- |
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0 |
$0.000 |
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$- |
OPDIV: CDC/NCEH; EHHE |
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0 |
$0.000 |
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$- |
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0 |
$0.000 |
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$- |
Enter the "as of date" for this EVA to show date of latest update.
December 15, 2008 |
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0 |
$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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$0.000 |
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| Total |
poe0:
Must total your annual budget award
$0.000 |
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$0.000 |
$0.000 |
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BAC |
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BCWS |
ACWP |
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BCWP |
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Response |
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Criteria to meet this performance measure:
1. Infrastructure is in place to access data for core nationally consistent measures and data, and
2. Relationships/agreements with necessary data owners have been established and data necessary to calculate core measures have been received, and
3. Core nationally consistent measures and data are available through role-based access on the State Tracking Network
For example, state X has the infrastructure to support the exchange of EPHT environmental and health data for core measures between data partner X and state X. State X has access to the necessary data from the data owner and has processed the data to allow controlled access to EPHT environmental and health data for core measures.
Complete by: State, Local
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Clarification:
Any of the following are examples of components of a public health action: action to identify populations at risk, respond to outbreaks, clusters and emerging threats; establish the relationship between environmental hazards and disease; guide intervention and prevention strategies; identify, reduce and prevent harmful environmental risks; improve the public health basis for policymaking; enable the public’s right to know about health and the environment; inform legislators, policy makers, communities, and/or individuals regarding potential environmental health risks.
If you have previously reported this information in a past progress report or cooperative agreement template, please reference the name and date of the report.
Title: (Specific enough to allow reader to understand what the action was)
Please address each of the following by including your response under each question:
1) What was the problem/situation?
2) How was Tracking involved?
3) What action was taken to resolve the problem?
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| Legend: |
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| Budget At Completion (BAC) |
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| Budgeted Cost of Work Scheduled (BCWS) |
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| Budgeted Cost of Work Performed (BCWP) |
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| Actual Cost of Work Performed (ACWP) |
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| Cost Variation (CV) |
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| Schedule Variation (SV) |
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| Earned Value Analysis (EVA) |
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| Work Breakdown Structure (WBS) |
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| Program Management Tool (PMT) |
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The Following Cells Are Formula-Driven Based On Your Work Packages Entered Above |
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Budget At Completion (BAC) |
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0.00 |
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Budgeted Cost of Work Scheduled (BCWS) |
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0.00 |
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Budgeted Cost of Work Performed (BCWP) |
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0.00 |
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Actual Cost of Work Performed (ACWP) |
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0.00 |
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COST VARIANCE |
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Cost Variance in $ |
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0.00 |
Cost Variance = BCWP - ACWP (negative value = over budget) |
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Cost Variance % |
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#DIV/0! |
Cost Variance Percentage = (CV / BCWP) |
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CPI-Cost Performance Index (On 1-to-100 Scale) |
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#DIV/0! |
Cost Performance Index = BCWP / ACWP |
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SCHEDULE VARIANCE |
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Schedule Variance in $ |
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0.00 |
Schedule Variance=BCWP - BCWS (negative value = behind schedule) |
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Schedule Variance % |
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#DIV/0! |
Schedule Variance Percentage = (SV / BCWS) |
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SPI-Schedule Performance Index (On 1-to-100 Scale) |
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#DIV/0! |
Schedule Performance Index = BCWP / BCWS |
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FORECAST FOR FUTURE PERFORMANCE |
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Best Case Estimate (EAC1) |
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Estimate At Completion - Best Case (EAC1) |
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#DIV/0! |
EAC1 = ACWP + (BAC - BCWP) / CPI |
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Variance At Completion - Best Case (VAC1) |
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#DIV/0! |
VAC1 = BAC - EAC1 |
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Variance At Completion % - Best Case (VAC1%) |
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#DIV/0! |
VAC1 % = (VAC1/BAC) |
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Worst Case Estimate (EAC2) |
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Estimate At Completion - Worst Case (EAC2) |
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#DIV/0! |
EAC2 = ACWP + (BAC - BCWP) / (CPI * SPI) |
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Variance At Completion - Worst Case (VAC2) |
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#DIV/0! |
VAC2 = BAC - EAC2 |
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Variance At Completion % - Worst Case (VAC2%) |
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#DIV/0! |
VAC2 % = (VAC2/BAC) |
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End-of-Project Estimates |
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Expected Funds to Completion |
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#DIV/0! |
((EAC1+EAC2)/2)-ACWP (Avg of high & low EAC minus ACWP) |
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Expected Completion Month/Year |
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07/312009 |
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