‘What I’ve Heard’ and the Living Strategies of IHPME

Steering Committee Report on the Deliberations of the Dalla Lana School of Public Health and IHPME – [PDF]

Strategic Evolution

The Institute of Health Policy, Management and Evaluation is a strong, productive and vibrant organization where clinical, tenured, and adjunct faculty members are regarded as leaders at an international level. Professional and research students describe the Institute as the leading unit of its kind in Canada and point to its high standards.

Together the IHPME community has worked for years to identify opportunities for improvement and to cement a leadership position.

The 2009-2012 Strategy was successfully completed under the leadership of Louise Lemieux-Charles, and IHPME continues to benefit from partnerships across the University of Toronto that were set into motion during that period. 

The year 2013 became a milestone in timing to set a new strategy. For many months, faculty, students, staff, and alumni of the Institute of Health Policy, Management and Evaluation contributed to the development of a strategy for the Institute from 2013-2018.

This process began with a consultation involving more than 150 members of the Institute and that led to a first paper titled “What I have heard… Reflections on Conversations with Faculty, Students, Staff, and Alumni at the Institute of Health Policy, Management and Evaluation,” a second paper on strategic options for the Institute, and a retreat that involved nearly 100 faculty and students. The retreat confirmed support for some of the opportunities in the first two papers, but it also identified new themes and opportunities that will be critical to the future success of the Institute and the impact of its work on health systems.

2013 – 2018 Strategic Plan

The most important changes raised through the strategic development process were fundamental to how we frame our mission and vision: the importance of working to create both ideas and evidence and the importance of improving both healthcare and health. These changes lead to a mission, vision and set of values for the Institute where:

We will create ideas and evidence that drive better healthcare and better health. We will educate leaders to work with these ideas and evidence to create high performing health systems. We will do this through excellent, inter-disciplinary scholarship, in genuine partnership with decision makers and other scholars across our health system, and with integrity. Over the next five years we will be able to show that our Institute is a world leader for excellent scholarship and impact.

The strategy for IHPME is to pursue three key areas to help us realize this mission and vision. They are:

Develop a platform for ideas and evidence to improve healthcare and health

  • Ensure strong relationships with decision-makers across the continuum of care in Ontario through early engagement and frequent knowledge transfer activities
  • Work with health system partners to create jointly supported faculty positions that have both scholarly and knowledge mobilization roles
  • Develop a cadre of senior health system leaders who participate in teaching, mentorship, and thought leadership activities at the Institute
  • Build and fund inter-disciplinary centres of excellence that support scholarship in effective health and social policy, health economics, advanced clinical epidemiology methods, and health systems performance improvement.

Build Partnerships that increase the opportunities for Institute members to achieve the Institute mission

  • Forge a stronger partnership with the Dalla Lana School of Public Health and other academic units to increase our ability to impact health and health systems
  • Develop educational and research programming with clinical departments
  • Develop strong links with like-minded global academic units for faculty and student exchange.

Strengthen the brand, educational offerings, and support within the Institute

  • Develop options for a program of leadership training attached to health system problems to engage large groups across Ontario
  • Enhance leadership training across all of our professional programs (MHSc, MHI, and MD)
  • Develop and implement a communications, information management, and space strategy (including a common room) for the Institute that supports scholarship, a positive student experience, and advancement
  • Define excellence in health systems research and establish aspirational goals for IHPME

A Few Caveats

As with any strategy, the individual elements will change over time. New and unforeseen challenges and opportunities will require us to change tactics without losing focus on our mission and vision. To cope with these challenges we will need to come together as an institute on a regular basis, including an annual retreat.

Strategic Plan 2009 to 2012