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Strategies and Priorities at Emory University

Jonathan F. Saxton, JD; David A. Blake, PhD; John T. Fox, MBA; Michael M. E. Johns, MD

JAMA. 2000;283:2434-2436.

	Since this article does not have an abstract, we have provided the first 150 words of the full text and any section headings.

Shortly after being appointed Executive Vice President for Health Affairs and Director of the Woodruff Health Sciences Center (WHSC) of Emory University, Atlanta, Ga, in July 1996, Michael M. E. Johns, MD, initiated a comprehensive, center-wide strategic assessment and planning process, building on a previous round of high-level planning by the preceding administration. Special attention was given to identifying the potential impact of the recently enacted congressional Balanced Budget Act. Each core mission was considered separately and then consolidated into the overall plan. The process enlisted hundreds of faculty and staff at all levels over 18 months. Results were further evaluated by experts specializing in organizational planning. Intensive implementation planning was conducted. Once completed and approved by the appropriate leadership and boards, the plans were communicated broadly to all staff.

The WHSC strategic . . . [Full Text of this Article]

Clinical Mission

Author Affiliations: Robert W. Woodruff Health Sciences Center (Mr Saxton and Drs Blake and Johns) and Emory Healthcare (Mr Fox), Emory University, Atlanta, Ga.

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