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Dome - Leading the Change: Five-Year Strategic Plan

Dome June/July 2013
Issue No. 646

Leading the Change: Five-Year Strategic Plan

Date: July 5, 2013

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The ambitious blueprint for the future of Johns Hopkins Medicine begins with a commitment to invest in the talents of 41,000 people who serve the institution through its medical school, six hospitals, managed care and home care organizations, community physician groups and its international organization.

“The strategic plan recognizes that people are really what make Johns Hopkins an outstanding institution,” says Jonathan Lewin, director of the Department of Radiology at the Johns Hopkins University School of Medicine. “And the plan ends with performance, with the fact that we need to perform both financially and operationally to really be able take our missions to our public and our constituencies.” Lewin co-chairs the planning process with John Colmers, vice president for health care transformation and strategic planning at Johns Hopkins Medicine. 

Designed to guide decisions and business strategies for the entire enterprise through FY 2018, the plan comprises six critical areas of focus: people, biomedical discovery, patient- and family-centered care, education, integration and performance. 

According to Paul Rothman, dean of the medical faculty and CEO of Johns Hopkins Medicine, the plan was created to ensure that the institution remains an international model of excellence in research, education and patient care while confronting the challenges of health care reform and reductions in research funding. 

“It is a historic moment in the history of Johns Hopkins Medicine,” the dean told a standing room-only audience in a town hall meeting on June 14. “In the past few years, Johns Hopkins Medicine has had exponential growth. Our budget this coming year is $6.7 billion, and we have 41,000 employees...For the first time, this plan brings all our leaders together with a single plan that supports our vision, mission and core values.”

More than 150 faculty, staff and administrators throughout the enterprise participated in the 18-month effort to build common goals and a unified vision of the future. The resulting plan is divided into the following priority areas:

  • People: Attract, engage, develop and retain 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.

Each priority has specific goals, measurements to gauge both long-term and annual performance, and strategies and tactics for achieving success.

“We fully understand and appreciate that this plan is going to be a living document,” says planning co-chair John Colmers. “What we are doing today, particularly in an environment where the world is changing so rapidly, will require us to take a look back on a periodic basis.”

Goals include ensuring that employee compensation reflects the scope of work, quality and leadership responsibilities; establishing the “Advancing the Frontiers of Discovery Fund” for research; engaging patients and families in shared organizational and clinical decision-making; facilitating interprofessional educational programs, and developing and implementing the performance improvement initiative that will identify $150 million to 200 million in annual net operating income for Johns Hopkins Medicine.

—Linell Smith 


On the Web


Learn about the new strategic plan online at

Share your thoughts on the new plan with senior leadership.

Check back for frequent updates on how we are meeting our goals.