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Johns Hopkins Medicine Strategic Plan

Johns Hopkins Medicine Strategic Plan

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Johns Hopkins Medicine Strategic Plan

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  1. 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

  2. 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  

  3. Education Research Patient Care

  4. 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.

  5. 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

  6. JHM Core Values Core value definition – Fundamental beliefs or guiding principles of an organization. Excellence & Discovery Leadership & Integrity Diversity & Inclusion Respect & Collegiality

  7. 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

  8. 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  Education Lead the World in the Education and Training of Physicians and Biomedical Scientists Integration Become the Model for an Academically Based, Integrated Health Care Delivery and Financing System  Performance 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

  9. 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

  10. 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

  11. 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)

  12. Making the Plan Real me & my department

  13. Resources

  14. Resources Strategic Plan Website Videos, articles, presentations Email to share your thoughts