The GIC’s mission, as stated throughout this document, is to provide high-quality, affordable health insurance and other benefits to eligible state employees, retirees and other entities that participate with the Group Insurance Commission. In order to attract and keep high quality public employees, government must provide for their health insurance needs, sharing a reasonable portion of the costs with those employees. To have a healthy workforce, government must provide health benefits that work, and must encourage its employees to actively engage in choosing health services wisely, and to be mindful of their own roles in keeping healthy. In order to be a prudent purchaser of health care goods and services, government must use its knowledge leverage to push the health care market to provide better care at lower costs.
Fulfilling the GIC’s mission has become more and more challenging, as the health care market struggles with a fundamental shift in its basic structure – moving from a small 19th century supply-driven cottage industry to a 21st century model, demand driven, where both practitioners and purchasers are increasingly dependent on technology and data. The role of the GIC is necessarily a part of the changing role of the demand side of that fundamental shift – demanding the products and services it believes to offer the best value to its enrollees, and using data and technology to drive its decisions. At the same time, it must maintain good communications with the Commonwealth’s employees and retirees (who are its customers), and with the providers and health plans who provide and manage those benefits. The old adage that you can’t serve two masters simply does not apply in this situation.
Our strategic goals in this context must serve not two, but three masters: 1) the administration, who must balance a host of state programs within the confines of limited revenues; 2) the consumers, our enrollees whose healthcare needs have been entrusted to a significant degree to us; and 3) the taxpayers, who pay for most of what we provide. In the pages to follow, you will read what goals we have set for ourselves to fulfill those responsibilities, what actions we plan to take to achieve our goals, and how we plan to measure our success.
Dolores L. Mitchell
This document was developed pursuant to Executive Order 540 which calls on state government to develop and publish strategic plans and institute performance management. As an agency within the Executive Office for Administration and Finance (A&F), the Group Insurance Commission’s 2013-2015 Strategic Plan aligns and supports the overarching goals set forth in the A&F Strategic Plan.
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