John Hopkins Hospital Case Study

In U.S. news best hospitals 2014-15, John Hopkins Hospital is regionally ranked number 1 in Maryland and also the Baltimore Metro areas, in addition to being ranked nationally in 15 adult and 10 children specialties. (US News & World Report LP, n.d.). The hospital opened its doors in 1889, and has been ranked number 1, 22 of the 25-year history of the U.S. News and World Report (most recently in 2013) (John Hopkins Medicine, n.d., para 3). It’s mission is to “is to improve the health of our community and the world by setting the standard of excellence in patient care” and identifying 6 aims specifically to accomplish this (John Hopkins Medicine, n.d.b, para. 1). One glimpse of the strategic plan illustrates the comprehensive framework, by which

In addition, Kovner and Knickman (2011) highlighted principles according to Bowen, which would apply to the Board of Trustees contribution to John Hopkins Hospital. Monitoring performance, ensuring the organization operates effectively and responsibly and ensuring the crucial resources are available to carry out the strategic plan are key contributions of the governing board (Kovner & Knickman, 2011). For instance, in order to achieve the strategy to “proactively engage global, national, regional and local audiences through an innovative, cohesive, and satisfactory online visitor experience,” the governing board must approve a budget inclusive of interactive technology systems to develop this (John Hopkins Medicine, 2013, p. 12). All performance measures (financial, clinical, and administrative), and financial indicators must be reviewed and discussed amongst the governing board (and key staff), to be cognizant of the organization’s progress or challenges, and provide input for improving measures. The governing board must also ensure that the most appropriate management is hired to lead the operations of the

The portions best parallel to the objectives of the Triple Aim are Education and Integration. Along with strategies to increase translational and transformative medical/biomedical education, the hospital also plans to advance interdisciplinary teams of physicians, nursing, pharmacy, public health; advancing staff and faculty development, and increasing space for training, are key aspects of creating a workforce more versatile and apt to enhancing health care services (John Hopkins Medicine, 2013, p.9). Objectives also include funding an assessment and evaluation office to maintain and track student performance and create electronic portfolios for all students and graduates to monitor the progress and performance of enrollees. With an impressive culture that encompasses advancing the expertise and knowledge of the health care workforce, provides support to the health care worker shortages that are seen and improves access to services and also the quality of care provided for