John Hopkins School of Medicine - Essay Example

The John Hopkins School of Medicine, or simply the John Hopkins Hospital, is one of America’s most distinguished healthcare organizations. Located in Baltimore, John Hopkins is both a teaching hospital and a research facility dedicated to biomedical research. The hospital was constructed as part of the will of a philanthropist known as John Hopkins. He was a merchant and a banker, and he left his estate for the development of both a hospital and a university bearing his name (Newman, 2007). This bequest, left in 1873, was the largest philanthropic gift of its time. The hospital has revolutionized how medicine is practiced in the United States as is often regarded as the founding institution of modern medicine in the country. Other than that, the institution is the birthplace of several medical terms and traditions such as residency, rounds and house staff (Newman, 2007). The institution has been in the forefront of setting up departments in the fields of pediatrics, neurosurgery, cardiac surgery and other departments. These departments are nowadays found in all healthcare institutions throughout the country. According to the U.S News & World Report, that ranks hospitals, John Hopkins Hospitals is one of the world best hospitals. The hospital has been ranked as America’s best hospital for 21 consecutive years. This ranking, however, has changed in the last few years after being supplanted by hospitals such as Massachusetts General Hospital (Ashar et. al., 2012). To date, the hospital is now regarded as an integrated global health enterprise that is at the forefront of modern healthcare innovation. The institution’s vision is “Together, we will deliver the promise of medicine” (Newhouse, 2007) while its vision revolves around improving healthcare in the community. In addition to these guiding objectives, the institution has other mission statements that highlight its ambition in maintaining its standards in the healthcare industry. This essay will analyze the various projects and initiatives that the institution has undertaken in achieving its setting its objectives. These initiatives are also the reason behind John Hopkins being a global healthcare leader. Enhancement of Performance Transparency and Safety Measures As a hospital, it is mandatory for the hospital to ensure that safety measures are followed by it staff. The healthcare industry is mandated in sustaining the lives of the people and for this reason safety, measures are important. John Hopkins utilizes internal reporting as a way of improving patient safety during their stay at the hospital (Newhouse & Poe, 2005). The Centre of Innovation in Quality Patient Care, a department within the hospital, is tasked with the publication of the Weekly Report of Harm. This report quantifies the effectiveness of different units within the hospital in preventing the prevalence of hospital-acquired infections. In addition to the prevention of these infections, the report also publishes data on the hand-hygiene programs of these departments. The other information in this report includes policy changes within departments and which corrective actions the departments undertake in case of hospital-related infections (Newhouse & Poe, 2005). All caregivers within the institution have access to the report that analyzes their management of the most important aspect of the healthcare industry; hygiene. Individuals within the organization are able to comment, and further inquire, on the results of the report. By quantifying the initiatives of the hospital’s departments, in maintaining hygienic conditions, caregivers in the institution are able to improve their practices (Newhouse, 2007). The report is important in emphasizing on the hospitals need to improve its practices rather than discuss the methodology used in quantifying the results. Furthermore, departments are encouraged to outperform other departments within the organization. The different ICU departments within the hospital are able to report the last occurrence of a CLABSI infection. Newhouse and Poe state that this awareness is to the advantage of the institution as it tries to reclaim its title as a leader in healthcare (2005). In addition to reporting safety standards, the report also documented cases of misdiagnoses and other patient-safety related issues. Other safety measures that the hospital implements include departmental patient-safety scorecards and self-assessment measures for the hospital’s workforce. Engagement of Caregivers in the Safety of Patients against Hazards To prevent patients’ exposure to hazards within the hospital, the hospital initiated a Comprehensive Unit-Based Program (Newhouse & Poe, 2005). This program is tasked with the identification and mitigation of patient-related hazards within the organization. The program was deemed successful, after being implemented in John Hopkins, and is being used as a framework for patient safety initiatives in other hospitals. The benefits of the program include hand washing, the staff’s perception and emphasis of safety within the organization (Newhouse & Poe, 2005). Moreover, there has been fewer occurrences of pressure ulcers of both in-patient and outpatient healthcare. These safety measures, geared towards protecting patients, have not gone unnoticed. The hospital has received several rewards appreciating their efforts in promoting a culture of safety. The American Hospital Association gave the organization the Quest for Quality prize acknowledging their efforts (Ashar et. al., 2012). This prize is awarded to institutions that create programs facilitating and improve patient safety programs. Fundraising Efforts In addition to patient safety initiatives and innovations, John Hopkins is also known for its fundraising efforts. Their fundraising efforts are aimed at solving global problems and improving student and faculty experience (Ashar et. al., 2012). Through the advancement of human knowledge, the hospital seeks to solve global problems. This fundraising initiative aptly named “Rising to Challenge: The Campaign for John Hopkins” seeks to create financial aid for individuals to pursue higher and specialized education. This campaign, the institution’s largest ever, seeks to raise $4 billion to achieve its goals of helping communities and the whole world. The campaign follows three principles: advancing discovery and creativity, enriching student’s experience and solving global problems. John Hopkins was the first hospital that had a research university in America and this unique quality is the reason for the institution being on the forefront of both research and healthcare practices (Ashar et. al., 2012). The funds from the aforementioned campaign will be utilized in improving the institution’s core academic mission. In matters regarding the enrichment of student experience, the campaign seeks to strengthen financial aids to students in the form of scholarships and stipends. Others include the enrichment of the student experience through diversity and strengthening the hospital’s connection with the surrounding communities. Lastly, the campaign aims at solving social, political and environmental issues that threaten the progress of countries. Being a global leader in coming up with cross-disciplinary solutions, the hospital could make a great contribution in solving global issues. John Hopkins Children’s Centre is a department dedicated to pediatrics and child care. This care facility has initiatives aims at integrating the families of patient during treatment. Ashar et. al. view this integration as a way to improve the outcomes of patients in the center (2012). The parents, who are vital in this process, are empowered in making the right decisions for their children. They also feel more comfortable in taking care of their children once they are discharged from the center. The center achieves this by creating an environment that is family friendly helping it achieve success in patient treatment. Over the years, John Hopkins has undertaken several advertising campaigns to create and enhance its brand name. The most notable one was its “Imagine” campaign done in 2004. This campaign, which lasted for six months, featured both advertising and PR strategies to improve the brand. It aimed at showcasing the history and heritage that defined the institution (Newman & Poe, 2005). In addition, the campaign featured the hospital’s great advances in medical sciences and practice and the efforts the hospital took to bring them to its patients. The Imagine campaign was televised and featured in magazines to reach a wider audience. According to Newman and Poe, the campaign urged individuals to imagine the possibilities, in terms of treatment, that John Hopkins had to offer (2005). By highlighting its research initiatives and development, the hospital showed the public its progress as a medical institution. The campaign also highlighted the institution’s superb clinic services, rebuilding plans and philanthropic opportunities. The TV ad used popular personalities such as Louis Armstrong, Winston Churchill and Lou Gehrig to highlight the benefits that medical innovation would have had on them. “What if Lou Gehrig had played just a few more seasons” and other related statements for all the other individuals (Newman & Poe, 2005). As an institution, John Hopkins sets very high standards for all its activities and programs. This has led to the institution having a high reputation in quality of service and a commitment to the delivery of convenient and timely service (Newman, 2007). In conclusion, the institution dedication to the delivery of quality of service and maintaining of patient safety has made it the best in the industry. With its current and future initiatives, the institution will continue being an industry leader for years to come. References Ashar, B., Miller, R., & Sisson, S. (2012). The Johns Hopkins Internal Medicine Board review. Philadelphia: Elsevier/Saunders. Newhouse, R. (2007). Johns Hopkins nursing evidence-based practice model and guidelines. Indianapolis: Sigma Theta Tau International Honor Society of Nursing. Newhouse, R., & Poe, S. (2005). Measuring patient safety. Sudbury, Mass.: Jones and Bartlett Publishers. Read More