Johns Hopkins Medicine Strategic Plan
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
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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
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Education
Research
Patient Care
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JHM Mission
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.
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JHM Vision
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
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
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JHM Core Values
Core value
definition –
Fundamental
beliefs or
guiding
principles
of an
organization.
• Excellence & Discovery
• Leadership & Integrity
• Diversity & Inclusion
• Respect & Collegiality
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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 longterm growth, build or obtain core capabilities, and
address structural and cultural challenges;
• establishes investment and resource allocation
priorities
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JHM Strategic Plan what is in it
Comprised of six strategic priorities or areas of focus for the
success and sustainability of JHM
People
Attract, 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
FamilyCentered
Care
Be the National
Leader in the
Safety, Science,
Teaching and
Provision of
Patient and
Family Centered
Care
Education
Integration
Performance
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
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JHM Strategic Plan what’s its aim
INCREASE
faculty and staff
diversity, engagement
and community
involvement
EXPAND
global research
infrastructure, impact
and funding sources
RECOGNIZE
leadership in
patient/family
satisfaction, quality
care and utilization
efficiency
STRENGTHEN
plan’s value and
reach as an
integrated finance
and delivery system
with accountability
ACCELERATE
Johns Hopkins’
reputation for
advancing medical
science and
knowledge
OPTIMIZE
performance
stemming from
heightened rigor on
cost controls,
technology adoption
and strategic
expansion
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Making the Plan Real priority teams
Priority Teams
Accountable Leaders
People
Janice Clements, Ph.D., and Pamela Paulk
Biomedical
Discovery
Dan Ford, M.D. , Landon King, M.D. , and
Antony Rosen, M.D.
Patient-&FamilyCentered Care
William Baumgartner, M.D,. Gene Green, M.D.,
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
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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)
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Making the Plan Real me & my department
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Resources
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Resources
Strategic Plan Website
HopkinsMedicine.org/strategic_plan
Videos, articles, presentations
Email to share your thoughts
strategicplan@jhmi.edu
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