Strategic Plan

Strategic Plan 2014-2016

The Health Policy Institute finalized its latest three-year strategic plan in April 2014.

Logic model (click to enlarge)

HPIO_LogicModel_BoardApproved_April2014_Large

Vision and impact

HPIO’s vision is “advancing the health of all Ohioans through informed policy decisions.”

HPIO believes that improved health value, defined by improved population health (including health behaviors, health equity, health status and mortality) and sustainable health costs, will lead to optimal health for all Ohioans. The long-term outcome of HPIO’s work is that state policymakers make informed health policy decisions that lead to improved health value.

Mission

To provide the independent, unbiased, nonpartisan information needed to create sound health policy.

Core organizational values

Collaboration & diversity:
HPIO fosters collaboration among diverse stakeholders with different perspectives about possible solutions so that all can find common ground. HPIO encourages thoughtful and stimulating dialogue focused on potential solutions rather than debate.

Objectivity:
HPIO provides information that is non-partisan, data-driven, and evidence-based.

Integrity:
HPIO serves as an honest, independent, and knowledgeable voice in a health system represented by diverse and competing interests.

Relevance:
HPIO focuses on the most pressing health policy issues facing Ohio. HPIO is nimble in its work in order to evolve with changing needs and opportunities.

Innovation:
HPIO explores possibilities that can lead to improved health, focusing on policy change necessary to encourage the spread of promising practices.

Stakeholders

While the primary audience for HPIO’s work is state public policymakers, including employees of the executive branch of state government and state legislators, HPIO also engages a wide array of stakeholders in order to be successful in achieving the mission of the organization.  These stakeholders include:

  • Assistants and aides to state policymakers
  • Health care providers (hospitals, primary care, behavioral health, dental health, etc.)
  • Local government
  • Health plans/private insurers
  • Public health organizations
  • Consumer advocates
  • Researchers and academic institutions
  • Health foundations and other philanthropic interests
  • Self-insured employers
  • Other business leaders

A look back:  2011-2013 Strategic Plan

During 2011 through 2013, HPIO focused on these strategic objectives:

  • Achieving and Maintaining Health and Wellness for all Ohioans
  • Ensuring Access to Care for all Ohioans
  • Developing Tools for Improved Ohio Health System Data Transparency
  • Aligning Public and Private Payments with Better Health Quality Outcomes for all Ohioans

HPIO informed policy development focused on these four strategic objectives through three strategic tactics:

  • Analyzing and Educating
  • Convening
  • Fostering

Organizational effectiveness was achieved through:

  • Data-driven accountability:  HPIO created an organizational evaluation plan in 2011, focusing on specific, measurable indicators of success.  A logic model to illustrate outputs and outcomes was finalized in January 2012.  Other internal evaluation strategies included the formation of an Evaluation Committee, quarterly reporting to the Evaluation Committee and the Board of Directors through dashboards and creation of a staff Continuous Quality Improvement (CQI) process.  Stakeholder surveys were conducted in 2012 and 2013, augmented by more detailed information gathered through key informant interviews in 2012.
  • Effective administration and management:  HPIO contracted with an accounting firm to conduct an independent financial audit every year.  HPIO hired an accountant and contracted with a CFO in order to create and maintain sound fiscal policies and procedures.  Management created performance objectives for all staff to emphasize individual accountability.
  • Strong resource development and communication: 
    • HPIO built upon relationships with existing core funders and added several new core funders during the 2011-2013 timeframe.
    • The organization also established sponsorship opportunities for forums and events and began to generate fee revenue.
    • The Resource Development Committee explored new funding possibilities and resource development consultants were engaged to assist with organizational infrastructure, proposal writing and reporting.
    • HPIO communicated to the public on this work through quarterly HPIO Notes and an impact report focused on 2012-2013 that was released in November 2013.
  • Programmatic excellence:  In addition to the specific tactics and activities described in the 2011-2013 strategic plan, HPIO continued to explore, pursue, and respond to market trends and opportunities important to HPIO’s vision, mission, and purpose such as:
    • Delivering high quality work products for mission-relevant sponsored projects such as Public Health Futures, the Ohio Medicaid Expansion Study, and the Montgomery County Access Project
    • Creating and deepening partnerships with a diverse range of stakeholders
    • Participating in policy workgroups hosted by other organizations
    • Serving as the non-partisan, independent expert on health policy for media and others
    • Monitoring and understanding Ohio and federal legislative and administrative (i.e. laws, rules and regulations) activity related to health policy, as well as relevant activity in other states