Saturday, April 20, 2024
4/20/2024
PROJECT ABSTRACT SUMMARY Background Like many other states, COVID-19 severely stressed New Mexico's public health system and compromised the workforce. The boom and bust, disease-specific approach (H1N1, Ebola, Zika, and COVID19) at the federal level combined with insufficient state funding has left New Mexico vulnerable to emerging public health issues. While NM made efforts to strengthen public health infrastructure during the height of the COVID pandemic, the core elements of public health cannot surge overnight, and investments in rebuilding the public health infrastructure are critical for the future of New Mexico. As part of the post-pandemic work, the New Mexico Department of Health (NMDOH) has been using the foundational public health services (FPHS) as a map to rebuild the public health system. The leadership team has reviewed New Mexico's foundational capabilities and identified needs in each. However, given the limited funding, they prioritized the areas of equity, community partnership development, and organizational competencies. Purpose & Outcomes If awarded funding, the New Mexico Department of Health (NMDOH) will use the funds to help offset the historic disinvestment in public health to rebuild and modernize New Mexico's public health infrastructure and capacity. The funding will address the priorities identified in the recent assessment and allow NMDOH to do the following. A1. Workforce NMDOH will leverage other recently awarded grants from the CDC to retain the equity-focused workforce hired with other CDC grant funding, and strategically hire new staff to complement the existing workforce. These changes will increase public health resources in rural, tribal, and metro communities with high SVIs The influx of much-needed capital will expand New Mexico’s public health workforce while giving the legislature time to absorb the new positions into the state’s budget incrementally. A2. Foundational Capabilities NMDOH will leverage other recently awarded grants from the CDC to evaluate, select, and implement a contract management system. Although systems like this are critical to operations, with so many competing priorities, they often get passed over during the budgeting process. Along with Workforce changes (Strategy A1), the automated contracting system will help remove a critical bottleneck and smooth the contracting process. A3. Data Modernization NMDOH has already begun the process of long-range planning to meet the data demands of the 21st century. This funding will allow NMDOH to engage third-party expertise to help assess the strengths and gaps of its Information Technology and Systems Division and to develop a comprehensive long-range strategic Information Technology and Systems Plan. This Plan will ensure future workloads and multi-year budgets are oriented toward the most beneficial and innovative modernization improvements across NMDOH while still enabling the critical capabilities of the new Informatics program.
HHS’ Tracking Accountability in Government Grants System (TAGGS) website provides access to detailed descriptions of grants, loans, aggregated direct payments and other types of financial assistance awarded by the HHS Operating Divisions (OPDIVs) and the Office of the Secretary Staff Divisions (STAFFDIVs).
