Exhibit 300 (BY2010) for IHS - National Patient Information Reporting System (NPIRS) - - Maintenance and Enhancements

PART ONE

OVERVIEW

1. Date of Submission:: 2009-04-10

2. Agency:: 009

3. Bureau:: 17

4. Name of this Capital Asset:: IHS - National Patient Information Reporting System (NPIRS) - - Maintenance and Enhancements

5. Unique Project Identifier:: 009-17-01-02-01-1020-00

6. What kind of investment will this be in FY2010?: Operations and Maintenance

7. What was the first budget year this investment was submitted to OMB?: FY2001 or earlier

8. Provide a brief summary and justification for this investment, including a brief description of how this closes in part or in whole an identified agency performance gap.: NPIRS is the IHS's national data repository. The purpose of NPIRS is to provide a broad range of clinical and administrative information to managers at all levels of the Indian health system to allow them to better manage individual patients, local facilities, regional and national programs and to produce various reports that are required by statute and regulation. In FY2007, NPIRS completed the National Data Warehouse (NDW) project to improve the accuracy and timeliness of that information and to give IHS managers the additional, more comprehensive information they were lacking and required to make better health management decisions. The NDW replaced a legacy system that could not provide the increasingly detailed reports required to manage patient encounters and registration. There were duplicate records, flaws in the logic that invalidated data review by submitting sites, problems with data integrity and tracing data back to the source, and problems in the timely processing of data. NPIRS data is derived from various government and commercial healthcare information systems that are largely transaction-based systems used to support providing patient care. The data comprises patient registration and clinical encounter records. The NDW provides reports and ad hoc searches of the databases. Internal users and selected authorized external users have secure access to more structured and specific subsets of this information (data marts). NPIRS supports the PMA initiative to integrate performance with budget and the HHS Strategic Objective (S.O. 1.3) to improve health care quality, safety, cost and value by enabling 42 IHS and tribal facilities nationwide to comply with the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) requirements for accreditation necessary for Medicare and Medicaid and other types of billing. It provides composite information needed to measure IHS performance and the allocation of funds to tribal facilities and provides management with the information necessary to cost-beneficially allocate scarce medical resources. NPIRS supports the PMA initiative to expand e-government and the HHS S.O. 1.3 by collecting and integrating information from Tribal, Urban, State, private sector, and other Federal sources (e.g. IHS Fiscal Intermediary, CMS) to facilitate effective collaboration and sharing of this information on-line through more accurate and timely reports through the data marts.

9. Did the Agency's Executive/Investment Committee approve this request?: yes

9.a. If "yes," what was the date of this approval?: 2009-03-24

10. Did the Project Manager review this Exhibit?: yes

11.a. What is the current FAC-P/PM certification level of the project/program manager?: Waiver Issued

11.b. When was the Program/Project Manager Assigned?: 2004-01-01

11.c. What date did the Program/Project Manager receive the FACP/PM certification? If the certification has not been issued, what is the anticipated date for certification?: 2009-07-31

12. Has the agency developed and/or promoted cost effective, energy-efficient and environmentally sustainable techniques or practices for this project.: no

12.a. Will this investment include electronic assets (including computers)?: yes

12.b. Is this investment for new construction or major retrofit of a Federal building or facility? (answer applicable to non-IT assets only): no

13. Does this investment directly support one of the PMA initiatives?: yes

If yes, select the initiatives that apply:

Initiative Name
Budget Performance Integration
Expanded E-Government

13.a. Briefly and specifically describe for each selected how this asset directly supports the identified initiative(s)? (e.g. If E-Gov is selected, is it an approved shared service provider or the managing partner?): BPI: Provides composite information needed to measure IHS performance and the allocation of funds to tribal facilities and information necessary to cost-beneficially allocate scarce medical resources EEG: Collects and integrates information from Tribal, Urban, State, private sector, and other Federal sources (e.g. IHS Fiscal Intermediary, CMS) to facilitate effective collaboration and sharing of this information on-line through more accurate and timely reports through the data marts.

14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?: no

15. Is this investment for information technology?: yes

16. What is the level of the IT Project (per CIO Council's PM Guidance)?: Level 2

17. What project management qualifications does the Project Manager have? (per CIO Council's PM Guidance): (1) Project manager has been validated as qualified for this investment

18. Is this investment identified as high risk on the Q4 - FY 2007 agency high risk report (per OMB memorandum M-05-23)?: no

19. Is this a financial management system?: no

20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)

Area	Percentage
Hardware	10
Software	7
Services	73
Other	10

21. If this project produces information dissemination products for the public, are these products published to the Internet in conformance with OMB Memorandum 05-04 and included in your agency inventory, schedules and priorities?: n/a

22. Contact information of individual responsible for privacy related questions.

Name	Tibbitts, William D.
Phone Number	301-443-1116
Title	IHS Privacy Act Officer
Email	william.tibbits@ihs.gov

23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?: yes

24. Does this investment directly support one of the GAO High Risk Areas?: no

SUMMARY OF SPEND

1. Provide the total estimated life-cycle cost for this investment by completing the following table. All amounts represent budget authority in millions, and are rounded to three decimal places. Federal personnel costs should be included only in the row designated Government FTE Cost, and should be excluded from the amounts shown for Planning, Full Acquisition, and Operation/Maintenance. The total estimated annual cost of the investment is the sum of costs for Planning, Full Acquisition, and Operation/Maintenance. For Federal buildings and facilities, life-cycle costs should include long term energy, environmental, decommissioning, and/or restoration costs. The costs associated with the entire life-cycle of the investment should be included in this report. All amounts represent Budget Authority Note: For the cross-agency investments, this table should include all funding (both managing partner and partner agencies). Government FTE Costs should not be included as part of the TOTAL represented.

Cost Type	Py-1 & Earlier -2007	PY 2008	CY 2009	BY 2010
Planning Budgetary Resources	0.280	0.000	0.000	0.000
Acquisition Budgetary Resources	6.856	0.000	0.000	0.000
Maintenance Budgetary Resources	22.680	7.380	7.433	8.185
Government FTE Cost	1.830	0.490	0.507	0.524
# of FTEs	18	4	4	4

2. Will this project require the agency to hire additional FTE's?: no

3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.: Changed to increase the life of the project through FY2014 expenses and to adequately allocate costs for FTEs in the field.

PERFORMANCE

In order to successfully address this area of the exhibit 300, performance goals must be provided for the agency and be linked to the annual performance plan. The investment must discuss the agency's mission and strategic goals, and performance measures (indicators) must be provided. These goals need to map to the gap in the agency's strategic goals and objectives this investment is designed to fill. They are the internal and external performance benefits this investment is expected to deliver to the agency (e.g., improve efficiency by 60 percent, increase citizen participation by 300 percent a year to achieve an overall citizen participation rate of 75 percent by FY 2xxx, etc.). The goals must be clearly measurable investment outcomes, and if applicable, investment outputs. They do not include the completion date of the module, milestones, or investment, or general goals, such as, significant, better, improved that do not have a quantitative measure.

Agencies must use the following table to report performance goals and measures for the major investment and use the Federal Enterprise Architecture (FEA) Performance Reference Model (PRM). Map all Measurement Indicators to the corresponding Measurement Area and Measurement Grouping identified in the PRM. There should be at least one Measurement Indicator for each of the four different Measurement Areas (for each fiscal year). The PRM is available at www.egov.gov. The table can be extended to include performance measures for years beyond FY 2009.

Row	Fiscal Year	Strategic Goal Supported	Measurement Area	Measurement Grouping	Measurement Indicator	Baseline	Planned Improvement to the Baseline	Actual Results
1	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Report Timeliness. Percentage of the time agency-critical reports delivered within 2 work days of their scheduled dates. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established in 2008 by performance-based contract	95% target established by performance-based contract	99.7%
2	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Program/Project Management (PPM). Percentage of OMB/HHS/IHS required PPM information and documents satisfactorily delivered within 5 work days of scheduled date. Good PPM will help to improve the value of IHS health care services.	95% baseline established in 2008 by performance-based contract	95% target established by performance-based contract	100%
3	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Contract Deliverables. Percentage of contract deliverables (documents, training, etc.) satisfactorily delivered within 5 work days of scheduled date. Timely contract deliverables and timely information will help improve the value of IHS health care	95% baseline established in 2008 by performance-based contract	95% target established by performance-based contract	98%
4	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Accuracy of Service or Product Delivered	Reports Accuracy. Percentage of specified report counts that are accurate within a 1% margin of error. Accurate patient encounter reports will help improve the quality and safety of IHS health care services.	99% baseline established in 2008 by performance-based contract	99% target established by performance-based contract	99.8%
5	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Customer satisfaction. Percentage of Help Desk tickets closed with the customer satisfied. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	80% baseline established in 2008 by performance-based contract	80% target established by performance-based contract	97.7%
6	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Response Time	Customer contact management. Percentage of Help Desk contacts that receive an acknowledgement response within 1 work day. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	95% baseline established in 2008 by performance-based contract	95% target established by performance-based contract	99.2%
7	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Security	Security Certification & Accreditation. Percentage of security requirements that are met within 5 work days of scheduled date. A secure system will help to improve the safety of patient encounter information.	95% baseline established in 2008 by performance-based contract	95% target established by performance-based contract	100%
8	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Availability	Service availability. Percentage of the time data marts are available to customers as agreed-to in service level agreements. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established in 2008 by performance-based contract	95% target established by performance-based contract	99.6%
9	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Report Timeliness. Percentage of the time agency-critical reports delivered within 2 work days of their scheduled dates. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established by performance-based contract	95% target established by performance-based contract	99.8% year to date
10	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Program/Project Management (PPM). Percentage of OMB/HHS/IHS required PPM information and documents satisfactorily delivered within 5 work days of scheduled date. Good PPM will help to improve the value of IHS health care services.	95% baseline established by performance-based contract	95% target established by performance-based contract	100% year to date
11	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Contract Deliverables. Percentage of contract deliverables (documents, training, etc.) satisfactorily delivered within 5 work days of scheduled date. Timely contract deliverables and timely information will help improve the value of IHS health care	95% baseline established by performance-based contract	95% target established by performance-based contract	98.6% year to date
12	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Accuracy of Service or Product Delivered	Reports Accuracy. Percentage of specified report counts that are accurate within a 1% margin of error. Accurate patient encounter reports will help improve the quality and safety of IHS health care services.	99% baseline established by performance-based contract	99% target established by performance-based contract	99.9% year to date
13	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Customer satisfaction. Percentage of Help Desk tickets closed with the customer satisfied. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	80% baseline established by contract	80% target established by performance-based contract	95.8% year to date
14	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Response Time	Customer contact management. Percentage of Help Desk contacts that receive an acknowledgement response within 1 work day. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	95% baseline established by performance-based contract	95% target established by performance-based contract	99.5% year to date
15	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Security	Security Certification & Accreditation. Percentage of security requirements that are met within 5 work days of scheduled date. A secure system will help to improve the safety of patient encounter information.	95% baseline established by performance-based contract	95% target established by performance-based contract	100% year to date
16	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Availability	Service availability. Percentage of the time data marts are available to customers as agreed-to in service level agreements. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established by performance-based contract	95% target established by performance-based contract	99.9% year to date
17	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Report Timeliness. Percentage of the time agency-critical reports delivered within 2 work days of their scheduled dates. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and contracting considerations	TBD
18	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Program/Project Management (PPM). Percentage of OMB/HHS/IHS required PPM information and documents satisfactorily delivered within 5 work days of scheduled date. Good PPM will help to improve the value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
19	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Contract Deliverables. Percentage of contract deliverables (documents, training, etc.) satisfactorily delivered within 5 work days of scheduled date. Timely contract deliverables and timely information will help improve the value of IHS health care	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
20	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Accuracy of Service or Product Delivered	Reports Accuracy. Percentage of specified report counts that are accurate within a 1% margin of error. Accurate patient encounter reports will help improve the quality and safety of IHS health care services.	99% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
21	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Customer satisfaction. Percentage of Help Desk tickets closed with the customer satisfied. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	80% baseline established by contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
22	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Response Time	Customer contact management. Percentage of Help Desk contacts that receive an acknowledgement response within 1 work day. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
23	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Security	Security Certification & Accreditation. Percentage of security requirements that are met within 5 work days of scheduled date. A secure system will help to improve the safety of patient encounter information.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
24	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Availability	Service availability. Percentage of the time data marts are available to customers as agreed-to in service level agreements. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
25	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Report Timeliness. Percentage of the time agency-critical reports delivered within 2 work days of their scheduled dates. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
26	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Program/Project Management (PPM). Percentage of OMB/HHS/IHS required PPM information and documents satisfactorily delivered within 5 work days of scheduled date. Good PPM will help to improve the value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
27	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Contract Deliverables. Percentage of contract deliverables (documents, training, etc.) satisfactorily delivered within 5 work days of scheduled date. Timely contract deliverables and timely information will help improve the value of IHS health care	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
28	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Accuracy of Service or Product Delivered	Reports Accuracy. Percentage of specified report counts that are accurate within a 1% margin of error. Accurate patient encounter reports will help improve the quality and safety of IHS health care services.	99% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
29	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Customer satisfaction. Percentage of Help Desk tickets closed with the customer satisfied. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	80% baseline established by contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
30	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Response Time	Customer contact management. Percentage of Help Desk contacts that receive an acknowledgement response within 1 work day. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
31	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Security	Security Certification & Accreditation. Percentage of security requirements that are met within 5 work days of scheduled date. A secure system will help to improve the safety of patient encounter information.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
32	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Availability	Service availability. Percentage of the time data marts are available to customers as agreed-to in service level agreements. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
33	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Report Timeliness. Percentage of the time agency-critical reports delivered within 2 work days of their scheduled dates. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
34	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Program/Project Management (PPM). Percentage of OMB/HHS/IHS required PPM information and documents satisfactorily delivered within 5 work days of scheduled date. Good PPM will help to improve the value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
35	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Contract Deliverables. Percentage of contract deliverables (documents, training, etc.) satisfactorily delivered within 5 work days of scheduled date. Timely contract deliverables and timely information will help improve the value of IHS health care	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
36	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Accuracy of Service or Product Delivered	Reports Accuracy. Percentage of specified report counts that are accurate within a 1% margin of error. Accurate patient encounter reports will help improve the quality and safety of IHS health care services.	99% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
37	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Customer satisfaction. Percentage of Help Desk tickets closed with the customer satisfied. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	80% baseline established by contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
38	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Response Time	Customer contact management. Percentage of Help Desk contacts that receive an acknowledgement response within 1 work day. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
39	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Security	Security Certification & Accreditation. Percentage of security requirements that are met within 5 work days of scheduled date. A secure system will help to improve the safety of patient encounter information.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
40	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Availability	Service availability. Percentage of the time data marts are available to customers as agreed-to in service level agreements. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	95% baseline established by performance-based contract	TBD based upon prior year actual results and 'best value' contracting considerations	TBD
41	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Report Timeliness. Percentage of the time agency-critical reports delivered within 2 work days of their scheduled dates. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
42	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Program/Project Management (PPM). Percentage of OMB/HHS/IHS required PPM information and documents satisfactorily delivered within 5 work days of scheduled date. Good PPM will help to improve the value of IHS health care services.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
43	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Contract Deliverables. Percentage of contract deliverables (documents, training, etc.) satisfactorily delivered within 5 work days of scheduled date. Timely contract deliverables and timely information will help improve the value of IHS health care	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
44	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Accuracy of Service or Product Delivered	Reports Accuracy. Percentage of specified report counts that are accurate within a 1% margin of error. Accurate patient encounter reports will help improve the quality and safety of IHS health care services.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
45	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Customer satisfaction. Percentage of Help Desk tickets closed with the customer satisfied. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
46	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Response Time	Customer contact management. Percentage of Help Desk contacts that receive an acknowledgement response within 1 work day. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
47	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Security	Security Certification & Accreditation. Percentage of security requirements that are met within 5 work days of scheduled date. A secure system will help to improve the safety of patient encounter information.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
48	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Availability	Service availability. Percentage of the time data marts are available to customers as agreed-to in service level agreements. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
49	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Report Timeliness. Percentage of the time agency-critical reports delivered within 2 work days of their scheduled dates. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
50	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Program/Project Management (PPM). Percentage of OMB/HHS/IHS required PPM information and documents satisfactorily delivered within 5 work days of scheduled date. Good PPM will help to improve the value of IHS health care services.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
51	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Administration	Contract Deliverables. Percentage of contract deliverables (documents, training, etc.) satisfactorily delivered within 5 work days of scheduled date. Timely contract deliverables and timely information will help improve the value of IHS health care	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
52	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Accuracy of Service or Product Delivered	Reports Accuracy. Percentage of specified report counts that are accurate within a 1% margin of error. Accurate patient encounter reports will help improve the quality and safety of IHS health care services.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
53	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Contract Deliverables. Percentage of contract deliverables (documents, training, etc.) satisfactorily delivered within 5 work days of scheduled date.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
54	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Response Time	Customer contact management. Percentage of Help Desk contacts that receive an acknowledgement response within 1 work day. A responsive help desk will help improve the quality and value of IHS health care services and patient encounter information.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
55	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Security	Security Certification & Accreditation. Percentage of security requirements that are met within 5 work days of scheduled date. A secure system will help to improve the safety of patient encounter information.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD
56	2014	S.O. 1.3 - Improve health care quality, safety, cost and value	Technology	Availability	Service availability. Percentage of the time data marts are available to customers as agreed-to in service level agreements. Timely patient encounter information will help to improve the quality, safety and value of IHS health care services.	TBD This will have to be established in the new performance-based contract	TBD This will have to be established in the new performance-based contract	TBD

Enterprise Architecture

In order to successfully address this area of the business case and capital asset plan you must ensure the investment is included in the agency's EA and Capital Planning and Investment Control (CPIC) process, and is mapped to and supports the FEA. You must also ensure the business case demonstrates the relationship between the investment and the business, performance, data, services, application, and technology layers of the agency's EA.

1. Is this investment included in your agency's target enterprise architecture?: yes

2. Is this investment included in the agency's EA Transition Strategy?: yes

2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.: IHS - National Patient Information Reporting Systems (NPIRS) -- Maintenance and Enhancements

3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?: no

4. Identify the service components funded by this major IT investment (e.g., knowledge management, content management, customer relationship management, etc.). Provide this information in the format of the following table. For detailed guidance regarding components, please refer to http://www.whitehouse.gov/omb/egov/. Component: Use existing SRM Components or identify as NEW. A NEW component is one not already identified as a service component in the FEA SRM. Reused Name and UPI: A reused component is one being funded by another investment, but being used by this investment. Rather than answer yes or no, identify the reused service component funded by the other investment and identify the other investment using the Unique Project Identifier (UPI) code from the OMB Ex 300 or Ex 53 submission. Internal or External Reuse?: Internal reuse is within an agency. For example, one agency within a department is reusing a service component provided by another agency within the same department. External reuse is one agency within a department reusing a service component provided by another agency in another department. A good example of this is an E-Gov initiative service being reused by multiple organizations across the federal government. Funding Percentage: Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the funding level transferred to another agency to pay for the service.

Row	Agency Component Name	Agency Component Description	Service Type	Component	Internal or External Reuse?	Funding %
1	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Knowledge Management	Information Sharing	No Reuse	1
2	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Reporting	OLAP	No Reuse	1
3	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Knowledge Management	Information Retrieval	No Reuse	5
4	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Document Management	Library / Storage	No Reuse	5
5	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Business Intelligence	Decision Support and Planning	No Reuse	5
6	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Data Management	Data Warehouse	No Reuse	25
7	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Development and Integration	Data Integration	No Reuse	1
8	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Data Management	Data Cleansing	No Reuse	1
9	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Visualization	Graphing / Charting	No Reuse	1
10	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Data Management	Data Mart	No Reuse	25
11	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Data Management	Extraction and Transformation	No Reuse	1
12	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Data Management	Data Classification	No Reuse	1
13	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Security Management	Access Control	No Reuse	1
14	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Reporting	Ad Hoc	No Reuse	1
15	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Knowledge Discovery	Modeling	No Reuse	1
16	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Knowledge Discovery	Data Mining	No Reuse	1
17	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Knowledge Management	Categorization	No Reuse	1
18	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Analysis and Statistics	Structural / Thermal	No Reuse	1
19	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Knowledge Management	Knowledge Capture	No Reuse	5
20	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Reporting	Standardized / Canned	No Reuse	5
21	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Data Management	Loading and Archiving	No Reuse	1
22	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Data Management	Data Exchange	No Reuse	5
23	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Knowledge Management	Knowledge Distribution and Delivery	No Reuse	5
24	NPIRS National Data Warehouse	A national-level data repository that provides information to managers at all levels of the Indian health system.	Data Management	Meta Data Management	No Reuse	1

5. To demonstrate how this major IT investment aligns with the FEA Technical Reference Model (TRM), please list the Service Areas, Categories, Standards, and Service Specifications supporting this IT investment. FEA SRM Component: Service Components identified in the previous question should be entered in this column. Please enter multiple rows for FEA SRM Components supported by multiple TRM Service Specifications. Service Specification: In the Service Specification field, Agencies should provide information on the specified technical standard or vendor product mapped to the FEA TRM Service Standard, including model or version numbers, as appropriate.

Row	SRM Component	>Service Area	Service Category	Service Standard	Service Specification (i.e., vendor and product name)
1	Information Sharing	Service Access and Delivery	Access Channels	Collaboration / Communications	SAS 9.0 by: SAS Institute Inc.
2	Information Sharing	Service Access and Delivery	Access Channels	Collaboration / Communications	Business Objects by: SAP AG
3	OLAP	Component Framework	Data Management	Reporting and Analysis	SAS 9.0 by: SAS Institute Inc.
4	OLAP	Component Framework	Data Management	Reporting and Analysis	Business Objects by: SAP AG
5	Information Retrieval	Service Access and Delivery	Delivery Channels	Intranet	SAS 9.0 by: SAS Institute Inc.
6	Information Retrieval	Service Access and Delivery	Delivery Channels	Intranet	Business Objects by: SAP AG
7	Library / Storage	Service Platform and Infrastructure	Database / Storage	Storage	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
8	Decision Support and Planning	Component Framework	Data Management	Reporting and Analysis	SAS 9.0 by: SAS Institute Inc.
9	Decision Support and Planning	Component Framework	Data Management	Reporting and Analysis	Business Objects by: SAP AG
10	Data Warehouse	Service Platform and Infrastructure	Database / Storage	Database	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
11	Data Integration	Service Interface and Integration	Interoperability	Data Transformation	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
12	Data Integration	Service Interface and Integration	Interoperability	Data Transformation	IBM WebSphere QualityStage 7.5 by: International Business Machines Corp.
13	Data Cleansing	Service Interface and Integration	Interoperability	Data Transformation	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
14	Graphing / Charting	Component Framework	Data Management	Reporting and Analysis	SAS 9.0 by: SAS Institute Inc.
15	Graphing / Charting	Component Framework	Data Management	Reporting and Analysis	Business Objects by: SAP AG
16	Data Mart	Service Platform and Infrastructure	Database / Storage	Database	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
17	Extraction and Transformation	Service Interface and Integration	Interoperability	Data Transformation	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
18	Data Classification	Service Interface and Integration	Interoperability	Data Format / Classification	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
19	Data Classification	Service Interface and Integration	Interoperability	Data Format / Classification	IBM WebSphere QualityStage 7.5 by: International Business Machines Corp.
20	Access Control	Component Framework	Security	Supporting Security Services	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
21	Ad Hoc	Component Framework	Data Management	Reporting and Analysis	SAS 9.0 by: SAS Institute Inc.
22	Modeling	Component Framework	Data Management	Reporting and Analysis	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
23	Modeling	Component Framework	Data Management	Reporting and Analysis	IBM WebSphere QualityStage 7.5 by: International Business Machines Corp.
24	Data Mining	Service Platform and Infrastructure	Database / Storage	Database	SAS 9.0 by: SAS Institute Inc.
25	Data Mining	Service Platform and Infrastructure	Database / Storage	Database	Business Objects by: SAP AG
26	Categorization	Service Interface and Integration	Interoperability	Data Format / Classification	Health Level 7 (HL7) by: Health Level Seven, Inc.
27	Structural / Thermal	Service Platform and Infrastructure	Database / Storage	Database	SAS 9.0 by: SAS Institute Inc.
28	Knowledge Capture	Service Platform and Infrastructure	Database / Storage	Database	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
29	Standardized / Canned	Component Framework	Data Management	Reporting and Analysis	SAS 9.0 by: SAS Institute Inc.
30	Standardized / Canned	Component Framework	Data Management	Reporting and Analysis	Business Objects by: SAP AG
31	Loading and Archiving	Service Interface and Integration	Interoperability	Data Transformation	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
32	Data Exchange	Component Framework	Data Interchange	Data Exchange	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.
33	Knowledge Distribution and Delivery	Service Access and Delivery	Delivery Channels	Intranet	Business Objects by: SAP AG
34	Knowledge Distribution and Delivery	Service Access and Delivery	Delivery Channels	Intranet	SAS 9.0 by: SAS Institute Inc.
35	Meta Data Management	Service Platform and Infrastructure	Database / Storage	Database	IBM DB2 Enterprise Server Edition 8 by: International Business Machines Corp.

6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?: yes

6.a. If yes, please describe.: IHS leverages software, processes, information and resources from the Veterans Administration and the Veterans Health Administration. IHS also has a letter of collaboration with the DoD on quality measures and methodologies in support of the Executive Order on Health Care Quality and Efficiency (August 22, 2006). IHS is actively involved with the Federal Health Architecture working groups and the Nationwide Health Information Network.

PART THREE

RISK

You should perform a risk assessment during the early planning and initial concept phase of the investment's life-cycle, develop a risk-adjusted life-cycle cost estimate and a plan to eliminate, mitigate or manage risk, and be actively managing risk throughout the investment's life-cycle.

Answer the following questions to describe how you are managing investment risks.

1. Does the investment have a Risk Management Plan?: yes

1.a. If yes, what is the date of the plan?: 2008-03-18

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?: yes

1.c. If yes, describe any significant changes:: The NDW Project (the project to replace NPIRS' legacy system with its new NDW system) has been completed and NPIRS' NDW system is now operational. The risks for the NPIRS Program, previously identified in 2004, have therefore been updated to reflect its transition to a fully steady-state or operational program.

COST & SCHEDULE

1. Was operational analysis conducted?: yes

1.a. If yes, provide the date the analysis was completed.: 2009-06-30

What were the results of your operational analysis?: We completed the NDW project September 30, 2007 and the investment became steady-state as of FY 2008. We performed a Post Implementation Review in March 2008. We reported our results of this review in ProSight form 3.05. An Operational Analysis is currently underway.