Johns Hopkins Medicine Strategic Plan. TOOL KIT FOR MANAGERS. H elping staff, faculty, physicians and trainees identify with the aims of the plan and how they contribute to its success Health Care Transformation & Strategic Planning. Who is JHM?. 41,000 employees $6.7 billion enterprise
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TOOL KIT FOR MANAGERS
Helping staff, faculty, physicians and trainees identify with the aims of the plan and how they contribute to its success
Health Care Transformation & Strategic Planning
Definition – an enduring statement of core purpose; “who we are and what we do;” broadly describes an organization’s “reason for being;” core purpose should last at least 100 years.
The mission of Johns Hopkins Medicine is to improve the health of the community and the world by setting the standard of excellence in medical education, research and clinical care.
Diverse and inclusive, Johns Hopkins Medicine educates medical students, scientists, health care professionals and the public; conducts biomedical research; and provides patient-centered medicine to prevent, diagnose and treat human illness.
Johns Hopkins Medicine pushes the boundaries of discovery, transforms health care, advances medical education and creates hope for humanity. Together, we will deliver the promise of medicine
Vision Definition –a long-term position or place to be achieved; serve as a focal point of effort and act as a catalyst for team spirit
Core value definition – Fundamental beliefs or guiding principles of an organization.
Excellence & Discovery
Leadership & Integrity
Diversity & Inclusion
Respect & Collegiality
Strategic Plan Definition – The “roadmap”leading an organization into the future . . .
JHM Strategic Plan what is in it
PeopleAttract, Engage, Retain and Develop the World’s Best People
Become the Exemplary Model for Biomedical Research by Advancing and Integrating Discovery, Innovation, Translation and Dissemination
Patient- and Family- Centered Care
Be the National Leader in the Safety, Science, Teaching and Provision of Patient and Family Centered Care
Lead the World in the Education and Training of Physicians and Biomedical Scientists
Become the Model for an Academically Based, Integrated Health Care Delivery and Financing System
Create Sustainable Financial Success and Implement Continuous Performance Improvement
Comprised of six strategic priorities or areas of focus for the success and sustainability of JHM
INCREASEfaculty and staff diversity, engagement and community involvement
RECOGNIZEleadership in patient/family satisfaction, quality care and utilization efficiency
STRENGTHENplan’s value and reach as an integrated finance and delivery system with accountability
EXPANDglobal research infrastructure, impact and funding sources
ACCELERATEJohns Hopkins’ reputation for advancing medical science and knowledge
OPTIMIZEperformance stemming from heightened rigor on cost controls, technology adoption and strategic expansion
Priority Teams Accountable Leaders
People Janice Clements, Ph.D., and Pamela Paulk
Biomedical Dan Ford, M.D. , Landon King, M.D. , and DiscoveryAntony Rosen, M.D.
Patient-&Family- William Baumgartner, M.D,. Gene Green, M.D., Centered Care Peter Pronovost, M.D., and Judy Reitz, Sc.D.
Education David Hellman, M.D., and Roy Ziegelstein
Integration Patty Brown, Brian Gragnolati, Steven Kravet, M.D., and Jonathan Lewin, M.D.
Performance Rich Grossi and Ron Werthman