Page 4 - A Strategic Plan - Johns Hopkins School of Nursing

S ince the doors of Johns Hopkins Hospital and
School of Nursing opened in 1889, Hopkins nurses
have been bold leaders enacting the vision of our
founder, Mr. Johns Hopkins. That vision included the
fundamental tenants of excellence, diversity, equity and
inclusion long before these concepts were widely embraced
in modern day lexicon. When the doors of the school
opened, Isabel Hampton Robb insisted on a program that
not only educated excellent caregivers but also demanded
that they be leaders and innovators.
Our founder’s vision, fueled by the passion and commitment
of our graduates, has promoted excellence in the care of
individuals, patients and communities across the globe over
many decades. But never before has the world needed
competent, confident, credentialed and courageous nurses
to ensure that health care is equitable and accessible. As we
look to health care of the future, there is a clear signal that
our profession should be both representative and inclusive
of the communities we serve. To that end, this strategic
plan reflects our commitment to our great city of Baltimore
to improve health disparities, quality and access for all.
As we enter 2020 the year of the nurse and midwife,
leading institutions such as Johns Hopkins School of
Nursing need to be bold and courageous as we look
to reshape nursing and influence health care for the next
century. An aging population living with multiple chronic
conditions, increasing focus on genetics and genomics,
cumulative fiscal constraints, intensifying digitalization of
healthcare, burgeoning populations, evolving social norms,
increasing privacy issues, climate change, geopolitical
instability and a snowballing demand for accountability are
just some of the factors that we need to consider in
preparing nurses for the future.
Introduction
With this 2020-2025 Johns Hopkins School of Nursing
Strategic Plan we launch a new era in the School of Nursing
in digitalization and scientific innovation to advance quality
grounded in our core values and propelled by our leadership
and access to health care and higher education locally and
globally. The plan, which is aligned with the university’s
strategic plan, includes five goals to guide our decisions
about the investment of our resources in academic
programs, infrastructure, people, and initiatives in research,
practice and service.
Ours is a futuristic and bold vision that will require strong
collaboration and partnerships within the school, the Johns
Hopkins ecosystem and with our partners in Baltimore and
beyond.
We seek to create and foster a community leveraging our
talented faculty, sta and students to create an ambitious
and courageous vision to lead the nursing profession into
the future. There is no stronger place to be to ensure that
the critical needs of humanity are being addressed.
Partnering with JHU leading schools of business,
engineering, medicine and public health will be essential to
drive an ambitious agenda in challenging times requiring
collaborative and interprofessional networks. In addition,
our strategic collaborations with external partners in the
non-profit, corporate, bilateral, multilateral space will
enhance our ability and capacity to address these needs.
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