Presentation on theme: "1 NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE DATA WAREHOUSE PROJECT Phase I Presented to the Project Certification Committee (PCC)"— Presentation transcript:
1 NEW MEXICO INTERAGENCY BEHAVIORAL HEALTH PURCHASING COLLABORATIVE DATA WAREHOUSE PROJECT Phase I Presented to the Project Certification Committee (PCC) on January 28, 2009 Presenters: Executive Sponsors: Terri Gomez, HSD CIO and Bill Belzner, BHC Deputy CEO and Debra Saiz, BH DW Project Manager and Carol “Cat” Thomas-Gravel, HSD/ITD ASB Bureau Chief
2 Data Warehouse Vision The Data Warehouse will move the Collaborative towards data informed decision-making. The Collaborative Data Warehouse Project fits within the mission and strategic plan of the Collaborative. The business objectives are specific, measurable, attainable, realistic and achievable. The project Steering Committee has considered possible impacts to the organization, including risks, and has begun to address issues that will arise in the transition to operations.
3 What is the Behavioral Health Collaborative? The Interagency Behavioral Health Purchasing Collaborative (Collaborative) was created during the 2004 Legislature to allow most state agencies and entities involved in behavioral health treatment and recovery to work as one in an effort to improve mental health and substance abuse services in New Mexico. This cabinet-level group represents 15 agencies and the New Mexico State Governor’s Office. The Collaborative is responsible for contracting with the Single Statewide Entity (SE).
4 The Statewide Entity (SE) The BH Collaborative entered into a contract with ValueOptions New Mexico (VONM) on July 1, 2005. The key stakeholders contracting with the SE include: HSD (BHSD & MAD), DOH, CYFD, NMCD, and ALTSD The Statewide Entity (SE) is responsible for: Contracting with behavioral health providers; Establishing local systems of care; Client outcomes; Determining client eligibility; Enrollment of recipients; etc. SE deliverables and outcomes are monitored by the Collaborative. The Collaborative works with the SE regarding data requirements, oversees the SE’s performance, and provides consistent leadership and technical assistance, etc.
5 Behavioral Health Data Warehouse Long-term Business Objectives Develop a centralized system of data storage that is within the control of the state. Increase the ability for Collaborative stakeholders to access behavioral health data and generate reports that are relevant and useful. Provide the Collaborative with the data necessary to comply with State and Federal reporting requirements, including the Governor’s BH Performance Measures. Develop the ability to perform data quality and integrity checks. Improve ability to inform behavioral health policy and services through the creation of a data informed decision making process. Statewide Entity oversight – reduced dependence on SE self reported data and the ability to validate SE data. Cross Agency data sharing
6 Long-term Strategy Phased approach Phase I – Receipt of four years of behavioral health data (July 1, 2005 – June 30, 2009) from ValueOptions New Mexico (VONM) Requesting certification for Phase I only at this time!!! Phase II – Work with the new SE to implement regular data feeds and create standard reports for Collaborative stakeholders Phase III – Implement a Business Intelligence tool for Collaborative stakeholders to create their own reports and queries
7 Phase I Project Deliverables Initiation and Planning Activities Establish a BH DW Steering Committee. Establish data modeling and technical workgroups. Initiate discussions with VONM to determine what data to supply and to establish data files and record layouts. Plan for and begin Designing & Testing the Data Warehouse: Design the Extract, Transform & Load (ETL) process; Design Preliminary Logical and Physical Data Warehouse; Test designed ETL process; Test Data Warehouse for performance and quality, etc. Leverage the newly designed HSD IT infrastructure (Development and Test) and HIPAA/TIE infrastructure (Production) at NMDoIT.
11 IV&V Contract Plans Contacted four vendors Waiting on proposals from each Review proposals and select vendor Draft IV&V contract Negotiate and Finalize IV&V Contract (by 03/15/2009)
12 Budget Funding Source Fiscal Year AmountFunding source 2009$21,500DASIS (Drug & Alcohol Services Information System) Federal Contract. Business Unit: 63000, Department: 7904000000/P767 Reporting Category: DASIS 2008$97,000 (previously spent on hardware/ software) Health Resources Services Administration (HRSA) Federal Grant FY ’08 Grant number HRSA 05-146; CFDA number 93-888 Total$118,500
13 Risks and Mitigation Strategies RISK 1: Security of Data and Database Mitigation: A Secure Transport Server will be used for the secure transfer of data, as well as the newly developed HSD Secure Environment (NIST Standards will be followed.) RISK 2: VONM has begun a reduction in workforce. Mitigation: Already started working with VONM staff.
14 Risk and Mitigation Strategies (Continued) Risk 3: Availability of Systems Administration support with Test, Development & Production infrastructure activities. Mitigation: Work with other Collaborative Agencies to seek out systems administration personnel, hire contracted help if funds are available, look within HSD/ITD for other resources in non-system administration positions. Risk 4: Funding Mitigation: Federal Grant Funds for the project have been applied for and funding is anticipated.