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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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Johns Hopkins Medicine Strategic Plan


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

who is jhm
Who is JHM?
  • 41,000 employees
  • $6.7 billion enterprise
  • Six hospitals
  • Medical school
  • Home-care group
  • Managed care organization
  • International arm
  • Health care surgery centers and community centers  


Patient Care

jhm mission
JHM Mission


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.

jhm vision
JHM Vision

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

jhm core values
JHM Core Values

Core value definition – Fundamental beliefs or guiding principles of an organization.

Excellence & Discovery

Leadership & Integrity

Diversity & Inclusion

Respect & Collegiality

jhm strategic plan what is it
JHM Strategic Plan what is it

Strategic Plan Definition – The “roadmap”leading an organization into the future . . .

  • defines what businesses to be in
  • focuses on the most critical competitive considerations
  • establishes “big picture” vision, strategic direction, goals and objectives
  • determines actions needed to accomplish long-term growth, build or obtain core capabilities, and address structural and cultural challenges;
  • establishes investment and resource allocation priorities
JHM Strategic Plan what is in it

PeopleAttract, Engage, Retain and Develop the World’s Best People

Biomedical Discovery

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

jhm strategic plan what s its aim
JHM Strategic Plan what’s its aim

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

making the plan real priority teams
Making the Plan Real priority teams

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

making the plan real me my department
Making the Plan Real me & my department
  • Understand the key components outlined in this summary
  • Read and discuss the strategic plan as a team
  • Read and discuss the strategic plan as a team (again)
  • Align goals to the strategic plan (individual and team)
  • Keep the strategic plan on your regularly scheduled meeting agendas
  • Provide input and ask questions (in person and via portal)
  • Make “best practice” suggestions representative of your area(s) of expertise and/or department
  • Become involved through implementation planning teams (work through your manager and Accountable Leaders)

Strategic Plan Website

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