Healthcare Organization at the Johns Hopkins Hospital

Healthcare Organization at the Johns Hopkins Hospital






Healthcare Organization at the Johns Hopkins Hospital

The Johns Hopkins Hospital is a teaching hospital that is accredited by the CARF-The Commission on Accreditation of Rehabilitation Facilities. It is located in Baltimore with a bed capacity of approximately nine hundred and ninety eight for the general medical and surgical units. It has a yearly admission of about forty six thousand six hundred and seventy three patients according to the most recent reports. It is estimated to perform a total of twenty three thousand six hundred and forty seven in patient surgeries every year and thirty seven thousand six hundred and fifteen outpatient surgeries yearly as well. The emergency room is estimated to have a total of ninety three thousand, one hundred and ninety four visits. Regionally the hospital is ranked as the best in the region of Baltimore, Maryland (Lewis & Miller, 2013).

In around March 2010, the hospital conducted a study in its environs to determine the healthcare needs of the citizens that inhabit the surrounding areas of the hospital. The study was composed of contributions of approximately three hundred and fifty individuals who included the residents of the community, faith based organizations and their members, health professionals working in other nearby facilities, leaders and the employees of the hospital that frequented the hospital on several occasions to seek medical attention. The study was based on epidemiological, comparative and qualitative methods to assess the health issues in the community as well as the hospital. From this study, the leaders at Johns Hopkins were able to obtain a report containing the health care needs of those citizens, their longstanding complaints, their dissatisfaction and above all the most important diseases that commonly occurred in the hospital’s environs. Following this, they adopted an implementation strategy whose aim was to address all the needs that had been identified by the study (Lewis & Miller, 2013).

From the study, the health needs identified that were of great concern to the citizens include the following: Cancer, Asthma, Diabetes, Cardiovascular and lifestyle diseases, Health care availability, Infectious diseases such as HIV and AIDS and STI’s, Maternal and pediatric health, Obesity, Mental health and Substance and drug abuse. For the next decade, they came with a conclusion that these needs would be required at an alarmingly increased rate especially the lifestyle diseases such as diabetes and the cancers. Therefore an implementation plan was formed to address these issues among several others. For every need, they formed a plan to address it. For asthma, they initiated the supply of free spacers for metered dose asthma inhalers to all children diagnosed with asthma. They also provided filters to families containing members who smoke that had children with asthma. Finally, plans to educate the community to keep their asthma clinic follow-up appointments until stable lung function were made. These take place after every three to six months. (Maryland Health Services Cost Review Commission, 2015)

Cancers were addressed by a plan to increase computed tomographic (CT) scans for smokers and increase the percentage of females receiving mammograms annually. For the cardiovascular and lifestyle diseases, a plan was made to increase the number of family members who know how to perform an effective cardio pulmonary resuscitation. This will be achieved through vigorous training of such skills in conjunction with the faith based organizations. They also planned to increase the residents’ education and screening for cardiovascular problems and increase access to diabetes management through outreach programs at schools, churches and community meetings. For the infectious diseases, they plan to increase knowledge of and access to screening for HIV in residents at risk through community outreach and primary care intervention (Lewis and Miller, 2013).

At risk patients include the elderly, uninsured individuals, abandoned children and adolescents, and underinsured and low-income individuals. Maternal and child health issues were addressed through education to teach the importance of breast feeding children for the first six months and the use of the Long Acting Reversible Contraception (LARC) among teenage new mothers. Mental health issues are addressed by improving access to community mental health services by providing early detection and intervention and treating early onset psychoses, offering walk-in clinic hours and mental health educational events and substance abuse through targeted case management services provided through a specific program (Maryland Health Services Cost Review Commission, 2015).

The strategic plan of the hospital has six main priorities. These incorporate the people, biomedical discoveries, patient and family centered care, education, integration and performance. It was officially launched in July 2015.In terms of patient satisfaction, they sought to ensure the patients and their families are provided with all the comfort they need. They facilitated several translations to different languages since it is a world-class hospital. This allows the patients from different parts of the world to understand their treatment plans and all the other written documents written to them. Also, they provide a comprehensive menu of all the services they offer. This can be accessed readily by the patient before or during the visit or even after the visit. Since all this is located in an updated website, the patients can also be able to access their doctor online and select their preferred physician (Lewis and Miller, 2013).

They also have a group of concierges and human relation personnel whose function is mainly to deal with patients that are out of the state and their families as well. This team of people facilitates appointment schedules, planning of trips and the associated vaccination, any inquiries prior to the visit among several other functions. They are also in charge of facilitating remote second opinion from different doctors in different hospitals depending on the needs and requirements of the patient as well as his preference. This is the group primarily concerned with effective network growth and acquisition of several other clients and patients from different parts of the world. The existence of a functioning official hospital website also enables this to thrive. In the current digital world, the internet and the website allows unlimited access to the hospitals resources and facilities without any difficulty. This allows for further network expansion and in the near future, with further development in the internet, this will be a major factor contributing to rapid network growth (Johns Hopkins Hospital, 2008).

In the next decade, the hospital has a plan to transform their financial sector, management and human resource and the health care delivery both within their community and in the U.S at large. It plans to achieve this through the employment of several other healthcare personnel including skilled nurses both trained from within the hospitals nursing school and from different areas. Also this is to be achieved by further vocational training of the existing nurses so as to improve their skills in different areas and also enable them to acquire new skills thus increasing their level of patient care. This will then improve on the service provision and thus the resources of the hospital will have been improved in the process (Maryland Health Services Cost Review Commission, 2015).

They also plan to improve their financial acquisition by following up all the patients’ insurance companies and ensure all backdated payments are cleared so that their financial resources are not drained in their effort to assist patents. They also plan to improve on their information technology to enable activities such as teleconferencing with patients and doctors located in remote areas (Lewis and Miller, 2013).


Johns Hopkins Hospital, 2008, Bulletin of the Johns Hopkins Hospital, Volume 62, the Hospital.

Lewis T., Miller R., (2013), The Johns Hopkins Hospital Implementation Strategy In response to

the JHH Community Health Needs Assessment,The Hospital.

Maryland Health Services Cost Review Commission, (2015), The Johns Hopkins Strategic

Hospital Transformation Plan cy16-18, Volume 12.The Hospital