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Fall 2013

Blueprint for the Next Five Years

Date: October 1, 2013

Blueprint for the Next Five Years

After 18 months of planning involving more than 150 faculty, staff, and administrators throughout the enterprise, Hopkins Medicine leaders have unveiled a strategic plan designed to guide decisions and business strategies through FY 2018.

“It is a historic moment in the history of Johns Hopkins Medicine,” Dean/CEO Paul B. Rothman 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.”

The plan was created, he added, 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.

The ambitious blueprint comprises six critical areas of focus: people, biomedical discovery, patient- and family-centered care, education, integration, and performance. Each priority has specific goals, measurements to gauge both long-term and annual performance, and strategies for achieving success.

The strategic plan 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. “And the plan ends with performance, with the fact that we need to perform both financially and operationally to really be able to 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. “We fully understand and appreciate that this plan is going to be a living document,” says 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