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NEHI

 1 Broadway, 15th Floor
 Cambridge, MA 02142
[P] (617) 2250857
[F] (617) 2259025
www.nehi.net
[email protected]
Rebecca Paradis
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INCORPORATED: 2003
 Printable Profile (Summary / Full)
EIN 01-0624865

LAST UPDATED: 07/07/2015
Organization DBA NEHI, Inc.
Former Names New England Healthcare Institute (2009)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

NEHI is an independent nonprofit organization dedicated to transforming health care for the benefit of patients and their families. Through collaboration with members from all across the health care system, NEHI conducts evidence-based research and simulates policy change to improve the quality, safety and affordability of health care. Together with this unparalleled network of committed health care leaders, NEHI brings an objective, collaborative and fresh voice to health policy.

Mission Statement

NEHI is an independent nonprofit organization dedicated to transforming health care for the benefit of patients and their families. Through collaboration with members from all across the health care system, NEHI conducts evidence-based research and simulates policy change to improve the quality, safety and affordability of health care. Together with this unparalleled network of committed health care leaders, NEHI brings an objective, collaborative and fresh voice to health policy.

FinancialsMORE »

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $2,420,000.00
Projected Expense $2,444,000.00

ProgramsMORE »

  • Healthy People/Healthy Economy

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

NEHI is an independent nonprofit organization dedicated to transforming health care for the benefit of patients and their families. Through collaboration with members from all across the health care system, NEHI conducts evidence-based research and simulates policy change to improve the quality, safety and affordability of health care. Together with this unparalleled network of committed health care leaders, NEHI brings an objective, collaborative and fresh voice to health policy.

Background Statement

History

Founders’ Vision: The institute would be focused on conducting research that was independent and evidence-based, ultimately using facts to drive positive change in health reform.

Pioneers of Yesterday
 
NEHI was founded in 2002 by a group of influential health care leaders concerned that the diverse and often competing sectors of health care were not talking to one another about how to fix the broken health care system. The galvanizing idea was to provide a forum where all health care interests could identify, debate and seek solutions to pressing health care issues.

The catalysts for this enterprise were Henri Termeer (CEO of Genzyme), Joseph B. Martin, MD, PhD, (then Dean of Harvard Medical School), Sam Thier, MD, (then CEO, Partners Health Care), Fred Telling, PhD (then VP of Corporate Policy and Strategic Management, Pfizer) and Charlie Baker (CEO, Harvard Pilgrim Health Care).

The goal was to use the unparalleled resources and spirit of New England’s health care industry as a test bed for innovation in health care. Reach could then be extended nationally.

Leaders of Today
 
In five years, NEHI has become a credible and visible force in promoting change in health care.

We have published more than 20 reports on cutting-edge issues including:

  • Removing waste and inefficiency from health care
  • Fostering the adoption of proven medical technologies
  • Promoting prevention and wellness in primary care
  • Identifying opportunities for strengthening the relationship between our physical health and our economic health

NEHI counts among its members leading organizations from all sectors of health care. The diverse roster includes the American Cancer Society, the National Family Caregivers Association, the American Diabetes Association, Tufts Medical School, Harvard Pilgrim Health Care, the Massachusetts Medical Society, Genzyme, Blue Cross Blue Shield of Massachusetts, the University of Massachusetts Medical School, CVS Caremark, Tufts Health Plan, Harvard Medical School, and Fallon Health Plan. ]  

Today, NEHI is proud to count itself as a trusted source and thought leader on solutions to tough issues that cut across health care sectors. In the end, providing mutual solutions to mutual problems will accrue to the benefit of the true constituents of health care — patients and their families.


Impact Statement

Through its unique multi-sector perspective and ability to collaborate with diverse health care stakeholders, NEHI’s work is making an impact in the following ways: improving the health of Massachusetts residents in partnership with TBF, containing escalating health care costs, improving patient medication adherence throughout the US health care system, and identifying game-changing technologies that will empower patient with chronic disease to better manage their conditions.

Over the next year, NEHI will continue to work in these issue areas, focusing its efforts on identifying innovative means to improve patient outcomes and health care value. NEHI’s goal is to conduct evidence-based research and hold timely forums with the aim of educating private and public policymakers on innovations that have the potential to transform health care.


Needs Statement

NEHI’s work is supported through its relationships with foundations and its member organizations. To continue to strengthen its programs and multi-sector perspective, NEHI is always seeking new organizations to join its community of innovators. We hold forums  about our research in areas where we have offices: Boston, Washington, DC and San Francisco. To enhance our impact, however, NEHI would like to extend its reach by developing programs and research that tap into innovation that is occurring in different parts of the country.

CEO Statement

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Board Chair Statement

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Geographic Area Served

City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- Harbor Islands
City of Boston- West Roxbury
BERKSHIRE REGION, MA
CAPE &ISLANDS REGION, MA
CENTRAL REGION, MA
METROWEST REGION, MA
NORTHEAST REGION, MA
PIONEER VALLEY REGION, MA
SOUTHEAST REGION, MA
STATEWIDE
GREATER BOSTON REGION, MA

NEHI is a national health policy institute.

Organization Categories

  1. Health Care - Research Institutes & Public Policy Analysis
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Healthy People/Healthy Economy

The Healthy People/Healthy Economy (HP/HE) Initiative was launched and underwritten by the Boston Foundation (TBF) in 2010. The initiative is led by TBF in concert with NEHI and represents the continued successful partnership between both organizations.

The goal of the initiative is to improve health-related behaviors among citizens statewide, thus reducing rising levels of preventable chronic disease that threaten public health, increase health care spending and erode economic competitiveness to make Massachusetts a national leader in health promotion and wellness.

The initiative brings together like-minded community groups and innovative leaders in a working coalition for health promotion and wellness, to promote action on critical policy issues, raise public awareness of healthy behaviors through evidence-based public health campaigns and coordinates and promotes new support for programs in the community to improve health-related behaviors.

Budget  125,000
Category  Health Care, General/Other Health Care, General/Other
Population Served General/Unspecified General/Unspecified General/Unspecified
Program Short-Term Success 

In the 2013 grant year we expect that the third annual HP/HEReport Card will once again become a well-respected and highly visible source of information on and advocacy for the adoption of effective, evidence-based prevention and wellness policies and practices by both the public and private sectors in Massachusetts. The recent passage of the state’s new Prevention and Wellness Trust Will give added impetus to this effort and we expect to include information in the Report Card that will track progress made through the new Trust.   

Utilize the Leadership Group and other key advisers to advance the HP/HE policy platform.

Work with legislative staff to once again file legislation supported by the HP/HE Coalition, specifically on sugar-sweetened beverages and physical activity.

Enactment of policies identified and supported by the HP/HE Coalition and ongoing consideration of HP/HE policies by policymakers (the legislature, the governor, the mayor of Boston and other local officials).

Program Long-Term Success 

The ultimate goal of the HP/HE Initiative is to improve the health of citizens in the Commonwealth by strengthening healthy behaviors in the population to makeMassachusettsa national leader in health promotion and wellness. By reducing health care spending associated with preventable disease, the initiative will enhance the state's economic competitiveness and fiscal well-being.

Since health behaviors and health status take time to evolve, realistic measures of success for this initiative are, necessarily, process-oriented. The initiative seeks to change public attitudes towards healthy behaviors, and to identify, promote and secure adoption of key policies (public and private sector policy) that support healthy behaviors.

Program Success Monitored By 

Since health behaviors and health status take time to evolve, realistic measures of success for this initiative are, necessarily, process-oriented. The initiative seeks to change public attitudes towards healthy behaviors, and to identify, promote and secure adoption of key policies (public and private sector policy) that support healthy behaviors.

To this end, NEHI proposes to continue to update the annual HP/HE Report Card, which evaluates progress towards a more supportive environment for healthy behaviors inMassachusetts. The precise metrics for the "Report Card" have been identified through a previous coalition-building process, and metrics include: (1) changes in health status and health risk behaviors; (2) measurable changes in public opinion on key health behavior issues; and (3) progress made in adoption of health promotion and prevention policies in the public and private sectors vis a vis other states in the nation.

Examples of Program Success 

NEHI conducted research in Q1-Q2 and the 2ndAnnual Report Card was released in June 2012 in conjunction with a TBF forum. The Report Card is the only current report assessing progress on a comprehensive, multi-factor set of health and wellness policies in the state. Its release was covered by State House News, the Boston Globe, WBUR and other outlets. Grades of “F” for lagging public health investments and failure to eliminate the state sales tax exemption of soft drinks drew the most attention, as did a “downgrade” of Massachusetts’ transportation system grade (from C to B), due to continuing uncertainty over public transit funding and the imposition of  higher fares and service cuts. The Report Card is now the standard advocacy tool for the HP/HE Coalition.


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Valerie Fleishman
CEO Term Start Oct 2002
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 12
Number of Part Time Staff 2
Number of Volunteers 3
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 14
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 2
Other (if specified): 0
Gender Female: 13
Male: 3
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Yes
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy No
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr John Fallon MD
Board Chair Company Affiliation Blue Cross Blue Shield of Massachusetts
Board Chair Term May 2012 - May 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Harris Berman MD Dean, Tufts University School of Medicine --
Mr. Joshua Boger PhD Founder & Chief Executive Officer (retired), Vertex Pharmaceuticals, Inc. --
Ms. Peg Camp American Cancer Society --
Ms. Justine Carr MD CMO and Senior Vice President of Quality and Safety, Steward Health Care System, LLC --
Mr. Michael Collins MD Chancellor, University of Massachusetts Medical School --
Mr. Thomas Croswell Tufts Health Plan --
Mr. Michael Cuffe MD HCA Physician Services --
Ms. Karen Day Executive Director, US Policy, AstraZeneca Pharmaceuticals LP --
Mr. Thorsten Eickenhorst MD EMD Serono, Inc. --
Mr. Stephen Evangelista Chief Executive Officer, Arthritis Foundation New England Region --
Mr. Robert Filippone Merck & Co. --
Mr. Andy Hartsfield Sanofi --
Mr. Todd Hobbs MD Novo Nordisk Inc. --
Mr. Kenneth Kaitin PhD Director and Research Professor, Tufts Center for the Study of Drug Development, Tufts University --
Ms. Beverly Lorell MD Senior Medical and Policy Advisor, FDA/Healthcare Practice Group, King & Spalding, LLP --
Mr. Robert Mandel MD Health Dialog --
Mr. David Meeker MD Genzyme Corporation --
Mr. Ronald Miller Bristol-Myers Squibb, Company --
Mr. Vas Narasimhan MD, MPP Global Head, Vaccines Development Novartis Vaccines & Diagnostics --
Mr. Samuel Nussbaum MD Executive Vice President and Chief Medical Officer, Wellpoint, Inc. --
Mr. Brent Pawlecki MD Chief Health Officer, The Goodyear Tire & Rubber Comapny --
Mr. Brian Rosenfeld MD Executive Vice President and Chief Medical Officer, Philips-VISICU --
Mr. Murray Ross Kaiser Permanente --
Ms. Eve Slater MD, F.A.C.C. Associate Clinical Professor of Medicine, Columbia University College of Physicians & Surgeons --
Mr. Henri Termeer Former Chairman and CEO, Genzyme Corporation --
Mr. David Torchiana MD Chairman and Chief Executive Officer, Massachusetts General Physicians Organization, Partners HealthCare System --
Ms. Delia Vetter Senior Director of Benefits and Programs, EMC Corporation --
Mr. Josef von Rickenbach Chairman & Chief Executive Officer, PAREXEL International --
Mr. Rick Weisblatt PhD Harvard Pilgrim Health Care --

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 30
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): 0
Gender Female: 6
Male: 26
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

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CEO/Executive Director/Board Comments

RoT

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $2,501,710 $2,626,702 $2,753,715
Total Expenses $2,707,962 $2,659,991 $2,760,694

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $363,714 $782,417 $829,368
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $363,714 $782,417 $829,368
Individual Contributions $548,185 $355,883 $370,944
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $111 $3,652 $4,653
Membership Dues $1,318,200 $1,484,750 $1,451,750
Special Events $271,500 -- --
Revenue In-Kind -- -- --
Other -- -- $97,000

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $1,925,103 $2,059,349 $2,074,247
Administration Expense $466,555 $490,571 $508,195
Fundraising Expense $316,304 $110,071 $178,252
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.92 0.99 1.00
Program Expense/Total Expenses 71% 77% 75%
Fundraising Expense/Contributed Revenue 27% 10% 15%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $1,300,612 $1,646,559 $1,087,078
Current Assets $856,678 $1,153,098 $1,051,384
Long-Term Liabilities $573,052 $593,746 $0
Current Liabilities $470,834 $589,835 $590,811
Total Net Assets $256,726 $462,978 $496,267

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 1.82 1.95 1.78

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 44% 36% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in charts and graphs are per the organization's audited financials.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.
 
Please note: the Program expense totals in the charts and graphs above include "Policy, Education and Outreach" as indicated on the Audit documents.
 
Also, for FY 2011 the "other" revenue category includes an insurance claim for building damage totaling 97,000 dollars, as indicated in Note 2 of the Audit document. .

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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