The state has improved outcomes through technology infrastructure that allows it to efficiently collect, inventory, and share data.
7. Data Infrastructure
In April 2019, Ohio’s Governor signed an executive order consolidating state data systems into the InnovateOhio Platform, which uses data as “a shared strategic asset” whose “value is multiplied when data sets are linked across programs and organizations” through data integration and management tools. The executive order created a presumption of data sharing between state agencies, except where a specific legal prohibition is identified in writing. Since its launch, InnovateOhio and the Ohio Department of Administrative Services have collaborated with state agencies to incorporate 1,600 information systems into the state’s cloud environment. As of November 2021, the InnovateOhio Platform recovered nearly $2 million in duplicate payments by applying a data analytics tool to state agency spending ledgers.
The DataOhio Portal (DOP), created by a 2019 executive order, displays the state platform’s public datasets and facilitates the request, approval, and delivery of secured datasets. DOP offers data management, data integration, and applied analytics, providing partners with flexible self-service capabilities to support innovative solutions to the complex problems that residents face. Additionally, DOP includes data stories, brief case studies about the impact of IOP, and open data in decision-making and policymaking across the state.
The state has achieved better outcomes through an enterprise performance management system that engages state leaders in using performance data to continuously improve results.
2. Performance Management
LeanOhio, an initiative of the Ohio Department of Administrative Services, uses the Lean process improvement methodology to assist state agencies in streamlining their service delivery through consultations and training. Between 2011 and 2021, LeanOhio ran more than 400 projects in 45 agencies, boards, and commissions.
The state has a culture that supports the sustainable use of data and evidence to deliver results in a transparent, equitable, and ethical manner.
In April 2019, Ohio’s Governor signed an executive order consolidating state data systems into the InnovateOhio Platform, which uses data as “a shared strategic asset” whose “value is multiplied when data sets are linked across programs and organizations” through data integration and management tools. The executive order created a presumption of data sharing between state agencies, except where a specific legal prohibition is identified in writing. In December 2020, the Lieutenant Governor announced the launch of the DataOhio Portal, which acts as an interactive window into Ohio’s secured data-sharing platform. The DataOhio Portal displays the platform’s public datasets and facilitates the request, approval, and delivery of secured datasets.The DataOhio Portal has DataOhio Project findings and insights available as case studies and a data catalog designed to improve transparency and use of state data by policymakers, researchers, and the public.
Issue Areas: Criminal Justice, Economic Mobility, Education, Health
The state uses innovation to achieve its priority goals and improve results for residents.
In 2019, the Governor signed an executive order creating the InnovateOhio Advisory Board, whose mission is to make the state the most innovative, creative, and entrepreneurial state in the region. This office advises the Office of InnovateOhio on new technologies and innovations to improve customer service across state agencies, departments, boards, and commissions. The InnovateOhio Advisory Board’s key focus areas include: reduce costs, improve services, and spur a culture of innovation through public, private, and academic partnerships.
Issue Areas: Education, Health
5. Data Leadership & Governance
The state has senior leadership and governance structures with the mandate to equitably use data to improve results.
5. Data Leadership & Governance
In 2019, the Ohio Governor’s Office established the Chief Data Advocate role as a senior staff member with the authority to collect, analyze, share, and use data to improve state government programs. The Chief Data Advocate works under InnovateOhio, which was created in 2019 and is led by the Lieutenant Governor. The executive order that created InnovateOhio states a presumption of data sharing between state agencies, except where a specific legal prohibition is identified in writing.
The state has data policies that outline the principles, people, and activities that govern its data collection and use.
6. Data Policies
In April 2019, Ohio’s Governor signed an executive order consolidating state data systems into the InnovateOhio Platform, which uses data as “a shared strategic asset” whose “value is multiplied when data sets are linked across programs and organizations” through data integration and management tools. The executive order created a presumption of data sharing between state agencies, except where a specific legal prohibition is identified in writing.
The state has improved outcomes by combining and analyzing cross-agency data to inform policy, budget, or management decisions.
8. Data Use
The Ohio Department of Health (ODH) saw a need to reduce infant mortality rates across the state. ODH partnered with the InnovateOhio Platform (IOP) to expand and enhance predictive profiling models that leveraged cross-agency data to determine those most at risk for infant mortality and design targeted interventions based on the data. The project involved the Department of Health (ODH), Department of Medicaid, Department of Job and Family Services, Department of Mental Health and Addiction Services.
The Infant Mortality Phase 1 study identified that more than 22,000 low-income mothers enrolled in Medicaid were not cross-enrolled in WIC or SNAP benefits, which are proven to reduce the risk of infant mortality for enrollees. This study provided new insights about some of the most vulnerable residents (at-risk mothers and children) in Ohio. By leveraging the InnovateOhio Platform, ODH, in partnership with departments of job and family services, mental health and addiction services, and Medicaid, the platform securely links more than 30 data sets to form a 360-view of the clients that allowed the state to (1) determine indicators that are significantly tied to infant mortality – leading indicators of positive and negative outcomes; (2) create models to predict characteristics of mothers most likely to benefit from interventions; and (3) explore which state programs for mothers are most effective.
Ohio continues to help mothers and children, as well as continue to engage communities through the WIC, TANF, and SNAP programs. A study using data from the IOP found 280,000 Ohioans currently enrolled in Medicaid and SNAP/TANF who may also be eligible to receive WIC benefits. This insight is supporting the state’s efforts to boost cross-enrollment processes across agencies. Through the analysis, visualization, and capabilities of the IOP, the state is able to understand the current challenges and inform evidence-based and data-driven decisions.
Issue Areas: Child Welfare, Economic Mobility, Health
9. Evaluation Leadership & Governance
The state has a leadership and governance structure with the authority to use evaluations to improve results.
The state has improved results by using evaluation, program inventories, and cost-benefit analysis.
12. Evaluation Use
The Ohio Department of Education’s evidence-based clearinghouse provides a common evidence framework by aligning evidence standards from various clearinghouses. The framework assists educators in identifying evidence-based interventions according to content focus area, subject, grade bands, urban/rural settings, student demographics, and the four levels of evidence in the federal Every Student Succeeds Act.
Issue Areas: Education
15. Evidence-Based Grantmaking
The state has improved outcomes by allocating grant funding based on evidence of effectiveness.
15. Evidence-Based Grantmaking
The Ohio Department of Higher Education’s Aspire program uses a performance-based funding contract for workforce readiness education providers. Grants, awarded in a three-year cycle (FY18-21), require applicants to describe how the program uses rigorous research and evidence-based instruction (p. 24) and to demonstrate effectiveness through performance data (p. 8). Performance is measured annually and funding is adjusted based on performance against established benchmarks.