JOHNS HOPKINS MEDICINE INTERNATIONAL ADMINISTRATIVE RESIDENCY Program Overview

Transcription

1 JOHNS HOPKINS MEDICINE INTERNATIONAL ADMINISTRATIVE RESIDENCY Program Overview APPLICATION DEADLINE: September 23, 2016 To apply, please click here and upload the following documents as one pdf: Cover letter Résumé List of two references Obtain Lean Sigma Green Belt training and work with data to develop models that provide solutions or support decision-making Conduct organizationwide projects across multiple functions and departments to enhance international patient services Enhance skills in international consulting with an opportunity to conduct projects at overseas affiliate hospitals Work closely with JHI Executive Leadership and enhance managerial, communication and corporate strategy skillsets in a global environment Manage and support high-impact projects under the guidance of the Business and Project Management Office July Start Date 12-month Duration

2 JHI ADMINISTRATIVE RESIDENT The Johns Hopkins Medicine International (JHI) Administrative Residency is a 12-month paid training program that fosters the development of outstanding individuals committed to careers in healthcare with a strong interest in project management and finance. Under the mentorship and guidance of the program director and executive leaders, the Administrative Resident will have the opportunity to explore project management and finance through project-oriented work within JHI and in collaboration with Johns Hopkins Medicine affiliates. Organizational leaders will serve as preceptors for resident projects, administering the development of project management, financial, and analytical skills. Additionally, due to JHI s strong international presence, the Resident will have the opportunity to travel as projects require and/or conduct a rotation overseas at one of JHI s affiliates. Sponsored by the President of JHI, the Resident reports to the Business and Project Management Office. Each Resident will serve as a project manager or provide project support on approximately 3-5 projects at any given time. At the end of the Residency, the Resident will have completed roughly 15 projects across the organization and established a performance record and portfolio. Administrative Residents are encouraged to apply for available positions at JHI and throughout Johns Hopkins Medicine following completion of the program. ROLES & RESPONSIBILITIES ROLE Lead/Co-Lead Internal Consultant Support RESPONSIBILITY Develop the project charters, project plans, and coordinate/manage all activities and resources necessary to meet objectives and agreed upon deliverables Serve in an advisory capacity to internal stakeholders, facilitate resolution of organizational challenges, analyze the environment, and coordinate the collaboration of subject matter experts Provide any and all services required for successful completion of project deliverables, including facilitation of meetings toward fulfillment of project objectives and goals RANGE OF PROJECTS Two Business Lines PATIENT SERVICES Coordination of international patient intake and care management. The Resident may work on projects relating to: Quality Assurance & Performance improvement Care management & Clinical Projects Billing & Collections Johns Hopkins Health System integration GLOBAL SERVICES Collaboration with private and public global partners to facilitate health care advances. The Resident may work on projects relating to: Corporate Finance Contract development and maintenance Due diligence (e.g., market analysis, business evaluation) International rotation opportunity with JHI-affiliated institutions (e.g., Singapore, Turkey, U.A.E.) OPPORTUNITIES & BENEFITS Conduct high-level, high-impact projects Develop relationships with JHI Leadership, overseas affiliates and Johns Hopkins Medicine Leadership Establish a performance record and marketable projects portfolio Acquire and enhance analytical, financial, project management, and negotiation skills Utilize opportunities for Lean Sigma Green Belt certification and PMI certification Take advantage of educational and leadership development classes as offered by Johns Hopkins Medicine Attend one conference of your choosing And many more

3 FREQUENTLY ASKED QUESTIONS JHI ADMINISTRATIVE RESIDENCY To help clarify the roles, responsibilities, opportunities, and logistics of the JHI Administrative Residency, please review the following questions most frequently asked. What kind of projects will the Resident be assigned? Projects are assigned according to the strategic priorities of the organization with strong consideration to the interests of the resident. The Resident will focus on finance projects, while gaining project management skills. All projects have a tangible and significant impact on the organization. Will there be a preceptor? Yes. The Resident will have an organizational leader as a preceptor for each project he/she conducts. Additionally, while the Resident is sponsored by the President of JHI, he/she will report to the Assistant Director of the Business and Project Management Office for guidance and mentorship. How is the Johns Hopkins Medicine International Residency different from the Johns Hopkins Health System Fellowship? The JHI Residency is an 12-month training program that concentrates on business, finance, strategy, and project management primarily within the domain of JHI, the international affiliate of the Johns Hopkins Health System. The program is performance and project-oriented and focuses on hard skills and leadership skills development. The JHHS Fellowship is a rotation-based program that allows the Fellow to experience, conduct projects and shadow leadership throughout multiple departments and affiliates in the health system. Will the Resident get a chance to shadow executive leadership? Yes. The Resident will have an opportunity to conduct projects directly assigned by the executive team, shadow leadership to high-level meetings, and enhance managerial skillsets. Is the Resident guaranteed to secure a job at JHI post-residency? It is within the organization s best interest to retain talent and provide opportunities for career growth. Administrative Residents are encouraged to apply for available positions at JHI and throughout Johns Hopkins Medicine following completion of the program. It is dependent on opportunities within the institution that are available at the time of the resident's program completion, the resident's skills and experience during the program's duration. Does the program sponsor visas? No. JHI will not be sponsoring visas for the Administrative Residency at this time. How would you describe the work environment in Hopkins? JHI? Johns Hopkins Medicine (JHM) is an academic medical institution, that encompasses the tripartite mission of research, education, and patient care. JHM is an academic, medically innovative, and research-driven enterprise. JHI operates as an LLC under the notfor-profit parent, JHM. JHI is an entrepreneurial and fast-paced organization, incorporating more of a business environment than an academic one. Will the Resident be provided an opportunity to meet other Residents and Fellows within the hospital/health system? Yes, system-wide activities are provided for professional development where Residents and Fellows will interact and have an opportunity to network peer to peer, as well as peer to JHM senior leaders. What makes a successful Resident? Proactive, flexible, organized, energetic, focused, problem-solver, adaptable, and open-minded.

4 How would you describe the culture in JHI? Multicultural, energetic, and patient-centered. We are an organization consisting of people from over 40 countries. Does the Resident have the option to go overseas? Which countries? Yes. You are given the opportunity to do a rotation overseas at one of our affiliates/partners (provided high-levels of safety and security and project availability) during the Global Services rotation. What are the requirements for completing the Residency? 1) Successful completion of the training and testing of the Lean Sigma Green Belt course provided by the Armstrong Institute for Quality and Safety in Johns Hopkins University 2) Successful completion of project deliverables agreed upon between the preceptors and the Resident 3) Successful completion and presentation of capstone project Will there be a project capstone? Yes, the Resident will need to identify a high-impact project that they will present to JHI executive leadership at the completion of the program. Where can I access more information about the organization? If you would like to learn more about Patient Services and Global Services at JHI, please visit our website at At this time, no webpage is available for the residency. If you would like to learn more, the current and previous residents are keen to share their experiences. What activities are there to do in Baltimore? Located between New York City and Washington, D.C., Baltimore is known for its delicious seafood, maritime heritage, and thriving ethnic neighborhoods, including Greek, Eastern European, Korean, and Hispanic communities. The highlight of downtown Baltimore is the Inner Harbor waterfront. A walkway bordering the Inner Harbor is a pleasant stroll to restaurants, shopping, and entertainment. In addition, Baltimore boasts multiple markets, museums, and shopping centers around the city. Transportation options include the Charm City Circulator (bus), subway, the Light Rail, and Amtrak.

5 ADMINISTRATIVE RESIDENCY PORTFOLIOS Johns Hopkins Medicine International Business & Project Management Office Baltimore, Maryland USA

6 ADMINISTRATIVE RESIDENCY PORTFOLIO Kathryn A. Waldeisen July 2013 to December 2014 Johns Hopkins Medicine International Business & Project Management Office Baltimore, Maryland USA Johns Hopkins Singapore Singapore

7 Johns Hopkins Medicine International Business and Project Management Office ADMINISTRATIVE RESIDENCY PORTFOLIO July 2013 to December 2014 Overview The JHI Administrative Residency consists of a 12-month rotation throughout JHI divisions while reporting to the Project Management Office (PMO) and a 6-month rotation with JHI Executive Leadership, providing a unique postgraduate training in international health services management. Throughout the first year, the resident acquires and applies skills and knowledge in anticipation of the leadership rotation. All projects tasked coordinate with the FY14-FY16 Strategic Priorities: People Attract, engage, develop and retain the world s best people Education Lead the world in education and training of physicians and biomedical scientists Biomedical Discovery Become the exemplary model for biomedical research by advancing and integrating discovery, innovation, translation and dissemination Integration Become the model for an academically based, integrated health care delivery model and financing system Patientand Family- Centered Care Be the national leader in the safety, science, teaching and provision of patient and family centered care Performance Create sustainable financial success and implement continuous performance improvement Rotations & Respective JHI Teams The resident rotates through multiple divisions and teams collaborating on several projects. Patient Experience Patient Services International Medical Concierge Services Patient Services MENA Team Global Services Latin America & Caribbean Team Global Services Asia Team Global Services Marketing & Communications JHI JHSIMC Global Services Executive Leadership Rotation JHI July 13 Aug Sept Oct Nov Dec Jan 14 Feb March April May June July Aug Sept Oct Nov Dec Jan International Program Duration Travel Opportunity Business & Project Management Office July 13 Jan 15 1

8 Johns Hopkins Medicine International Business and Project Management Office OVERVIEW OF PROJECTS By Rotation Patient Services Quality Assurance IMCS 2.0 Cardiology Patient Report Global Services Women s Health Service Line Assessment Global Services Exit Strategy JCI KPI Education Johns Hopkins Singapore Executive JHS Affiliation Agreement NDA & MOU Marketing & Communications Management Client Patient Case Analysis & Service Recovery Report FY13 Earnings Variance Discounted Cash Flow Valuation Operational Performance Dashboard PSA Operational Readiness GS Project Reviews Exit Strategy (Implementation) Client Success Story (Case Study) Working Capital Loan Request Proposal 2

9 Johns Hopkins Medicine International Business and Project Management Office OVERVIEW OF PROJECTS Patient Services QUALITY ASSURANCE Due to increasing patient volumes and an organizational need to transform into a service-oriented enterprise, the resident was tasked by the Patient Experience team to research and develop a Quality Assurance (QA) program for Patient Services based on cross-industry best practices. QA will meet strategic priorities by orienting and training employees toward premium customer service; ensuring high performance through monitoring and coaching; and engaging employees through recognition programs, education, and daily dashboards. The result allows JHI to hold itself and its employees accountable for performance and enables the identification of improvement opportunities. The proposal was developed through interviewing organizations with renown QA, conducting literature research, and integrating current JHI operations with best practices. SKILLS ACQUIRED & PRACTICED Building system-level structures Persuasion and negotiation for program buy-in Initiative and group motivation to continue project progress Conduct a detailed needs assessment to determine root causes and system-level gaps Constructing process maps and work flows INTERNATIONAL MEDICAL CONCIERGE SERVICES 2.0 To ensure continuous performance improvement and accurately anticipate the needs of our growing patient population and affiliates for Patient Services, the resident was tasked to initiate and support the International Medical Concierge Services 2.0 (IMCS 2.0) project, a performance improvement enterprise. Through a gap analysis, needs assessment, and focus group overlaid with literature research on best practices, areas of improvement were identified for technology, operations, quality assurance, and employee engagement. The result was a report on the current state and recommendations for a future business model. SKILLS ACQUIRED & PRACTICED Developing and implementing project plans and charters Project management of small teams Organizational skills Change management knowledge and implementation Communication, specifically focused on successful implementation and buy-in Focus group and survey skills Managing departmental history and bureaucracy Incorporating employee engagement opportunities IT systems and integration with department infrastructure Data analysis infrastructure needs CARDIOLOGY PATIENT REPORT FY05-FY13 JHI and All Children s Hospital identified one country s cardiology patients as one of the primary target markets for FY14 through a SWOT analysis and market research. To understand the current status and where market efforts need to be focused, the resident organized and analyzed data to identify the trends for the country patient population for all services versus cardiology services from FY05-FY13. Through this exercise opportunities to explore were identified that would allow JHI to obtain greater market share of the country scardiology patients. SKILLS ACQUIRED & PRACTICED Microsoft Office Access Database structure Data mining Data reporting 3

10 Johns Hopkins Medicine International Business and Project Management Office OVERVIEW OF PROJECTS Global Services WOMEN S HEALTH SERVICE LINE ASSESSMENT The Global Services MENA team and the Johns Hopkins Department of Gynecology and Obstetrics collaborated with a client to assess opportunities to strengthen and expand the Women s Health Service Line in the client s region. The resident provided support by attending the assessment, collating notes from the clinical and administrative team members, developing the findings presentation given to the client s leadership in Abu Dhabi, and co-writing the proposal. SKILLS ACQUIRED & PRACTICED Information gathering Project management Business proposal writing Contract budget development Due diligence (partial) Team communication GLOBAL SERVICES EXIT STRATEGY As JHI has yet to incorporate exit strategies into Global Services operations and may experience volatile markets and governments, the resident initiated the development of contract-end strategies to mitigate financial distress and reputational risk. Case studies were developed on two previous contracts, identifying best practices and areas for improvement. From this insight, multiple stakeholder interviews and external literature research, a foundational structure for an exit strategy was created and proposed. SKILLS ACQUIRED & PRACTICED International business and contract life cycle knowledge Risk mitigation Engaging and integrating stakeholders voice and perspective Case study development Management of confidential and sensitive information Synthesizing an organizational strategic workflow tool from large scale qualitative information JOINT COMMISSION INTERNATIONAL (JCI) KPI EDUCATION One of JHI s clients is a consortium of hospitals, laboratories, and outpatient centers, who seeked Joint Commission International (JCI) accreditation and had yet to develop hospital-wide Key Performance Indicators (KPI s), a new standard in the 5th edition of JCI. The resident developed educational tools to enable PS s understanding of the required KPI s and subsequently train staff. This included updating JCI KPI descriptions and tools provided to the JHI affiliate. SKILLS ACQUIRED & PRACTICED Knowledge of JCI accreditation processes and requirements Development of training materials Training implementation Knowledge transfer and communication to a bilingual client 4

11 Johns Hopkins Medicine International Business and Project Management Office OVERVIEW OF PROJECTS Johns Hopkins Singapore PRIVATE MEDICAL PROVIDER COLLABORATION NDA & MOU Johns Hopkins Singapore and a private medical provider engaged in discourse to identify potential opportunities for collaboration. The result was an agreement to continue to pursue research, educational and clinical opportunities in select specialty areas. The resident was charged with development of a Non-Disclosure Agreement and a Memorandum of Understanding that sets forth the general terms and understanding between JHS and the company, as well as outlining general principles of operations and governance of the partnership. SKILLS ACQUIRED & PRACTICED NDA development MOU development Legal language Negotiation Business development/proposal JHS MARKETING & COMMUNICATIONS MANAGEMENT The Singapore healthcare system is undergoing dramatic transformation and recent changes in the political, regulatory and competitive landscapes have been particularly rapid, complex and unpredictable. In order to remain relevant and competitive, JHS desires to position itself as a leading provider of high quality care and customer service and innovative clinical research in the region. The resident managed marketing and communication efforts during the two-month JHS rotation, including the development of patient testimonials, media interviews for faculty visits, CEO profile and strategic planning video. SKILLS ACQUIRED & PRACTICED Collaboration and communication between internal and third party members Public relations and media management Development of effective and engaging patient testimonials Market research and targeting audiences Aligning marketing efforts with Strategic Plan priorities and initiatives CLIENT PATIENT CASE ANALYSIS & SERVICE RECOVERY REPORT* A JHI affiliate, whose relationship is overseen by JHS, had a patient express concerns about his treatment at the centre. The resident was charged with analysing the resulting reports, communications, and documented events to synthesize a report to identify the proper service recovery solution and next steps. SKILLS ACQUIRED & PRACTICED Root cause analysis Consolidation of large amounts of information into key points Analysis of qualitative information Development of a patient case sequence of events 5

12 Johns Hopkins Medicine International Business and Project Management Office OVERVIEW OF PROJECTS Johns Hopkins Singapore CLIENT EARNINGS VARIANCE ANALYSIS Every quarter JHS receives the earnings report from one of many clients. This client provides International and Executive, Health Screening, Advanced Aesthetics and Ambulatory Care services. The resident was charged with analyzing these four services over the length of FY13 to identify the variance for each quarter and overall for the year. SKILLS ACQUIRED & PRACTICED Earnings variance calculation Identification of business trends and opportunities for growth and/or improvement Monitoring and measuring performance JHS DISCOUNTED CASH FLOW VALUATION To maintain a pulse on the enterprise value and equity ownership of the International Medical Center, JHS initiated a valuation. The resident was provided with the FY2014 financial statements and was directed to analyze the organization s total equity value through identification of the appropriate rates and values for a discounted cash flow analysis based on Singapore s market. SKILLS ACQUIRED & PRACTICED Discounted Cash Flow Valuation Financial statements analysis Singapore Exchange marketplace knowledge JHS OPERATIONAL PERFORMANCE DASHBOARD As directives from the Singapore s Ministry of Health are implemented to improve the health care environment and the population s access to health services, JHS must adapt and modify the organization s operations to maintain performance levels. To aid this process, the resident developed a monthly operational dashboard to track and trend JHS s performance. This included inpatient, outpatient, private and subsidized data. SKILLS ACQUIRED & PRACTICED Dashboard synthesis Dashboard presentation Organization of data and subsets of data Understanding of the relationship between clinical operations and performance 6

13 Johns Hopkins Medicine International Business and Project Management Office OVERVIEW OF PROJECTS Executive PSA SOFTWARE IMPLEMENTATION BUSINESS REQUIREMENTS The Business & Project Management Office and JHI Information Technology Core Team is working hand-in-hand with a management and IT consulting firm to configure a Professional Services Automation (PSA) software and translate business operations to system requirements. The resident supported the project management lead in this endeavor to ensure business requirements were identified and fulfilled through collaboration with GS SMEs. SKILLS ACQUIRED & PRACTICED IT system development, configuration and implementation IT terminology and project management (Agile vs. Waterfall) GS operational and business knowledge Change management GS AGREEMENT REVIEWS The JHI executive leadership dedicated time with each regional team to conduct reviews of all active GS agreements. The resident was charged with reviewing the contracts and any other related documents prior to each review session and recording the information collected during the sessions. Summary reports were then generated per agreement by the resident. SKILLS ACQUIRED & PRACTICED Contracts; identifying deal-specific elements or comparative gaps Standard and negotiated terms Contractual financial analysis EXIT STRATEGY (IMPLEMENTATION) As a second phase of Exit Strategy, the resident supported the Chief Compliance Officer and the exit strategy team to further enhance the Exit Strategy tool and prepare the GS operational teams for process development and implementation. This enabled the organization to be prepared for contracts currently ending or contracts with end dates in the coming 24 months. SKILLS ACQUIRED & PRACTICED Stakeholder analysis and facilitation Management of confidential and sensitive information CLIENT SUCCESS STORY (CASE STUDY) The resident was charged by the Executive Director of Clinical Quality & Nursing to develop a case study on the championship of a specific client s successful change from a clinical and project management perspective. Additionally, this project examined best practices and methodology in client management and in improving patient safety and quality in a healthcare institution with a vastly different scope and culture than JHM. SKILLS ACQUIRED & PRACTICED Project management effectiveness Client management best practices Political savviness Synthesizing multiple viewpoints 7

14 Johns Hopkins Medicine International Business and Project Management Office OVERVIEW OF PROJECTS Executive WORKING CAPITAL LOAN REQUEST As IPS continues to increase revenue generated for JHM, JHI needs to incentivize providers to continue to provide access to international patients and meet their financial needs. The resident was charged by the JHI CFO to support the working capital loan financial model and collaborate with JHI Corporate Finance and JHHS Financial Audit Unit (FAU) to develop a proposal based on the model developed. SKILLS ACQUIRED & PRACTICED Financial modeling Understanding JHI business (multiple charges and financial interactions with JHM entities) Business case development Understanding client s environment and strategy 8

15 Johns Hopkins Medicine International Business and Project Management Office Kathryn A. Waldeisen Johns Hopkins Medicine International 1300 Thames Street, Suite 200 Baltimore, MD USA 9

16 Administrative Residency Portfolio Bradley Hoath December 2015 Johns Hopkins Medicine International Business and Project Management Office

17 2 Administrative Residency Portfolio July 2014 December 2015 Overview The Johns Hopkins Medicine International (JHI) Administrative Residency is an 18-month training program that fosters the development of individuals committed to careers in healthcare with a strong interest in international business. Under the mentorship and guidance of the program director and executive leaders, the Administrative Resident conducts project-oriented work within JHI and in collaboration with Johns Hopkins Medicine affiliates. The program consists of 3 rotations: International Patient Services, Global Services and Executive Leadership. The Resident reports to the Business and Project Management Office and serves as a project manager or project support on approximately 3-5 projects at any given time. This portfolio is a collection of the resident s project work since the beginning of the program in July Johns Hopkins Medicine Strategic Priorities The Johns Hopkins Medicine Strategic Plan comprises six priorities critical areas of focus for the success and sustainability of the institution. With the full commitment to these priorities, all of the resident s projects within Johns Hopkins Medicine International are coordinated to fulfill the strategic priorities.

18 3 Overview of Projects The resident has completed a total of 15 projects over three rotations: the Patient Services rotation (July- December 2014), the Global Services rotation (January-June 2015), and the Executive Rotation (July- December 2015). Below is a list of completed projects: Patient Services 1. Analytics Requests Prioritization 2. CRM Implementation 3. Gift Policy: Intake and Distribution 4. Patient Services Scheduling Dashboard Global Services 5. Partners Forum Global Services Partner A Phase I: Hospital Assessment 7. Global Services Partner B Annual Review Professional Services Automation Design Executive 9. Medical Director Review FY Global Services Partner A Phase II: Due Diligence 11. Pediatric Referral Proposal 12. IBS 1.1: Interim Modifications to JHI Revenue Cycle 13. School of Medicine Online Course Development 14. New Revenue Cycle Model Operationalization

19 4 Project Timelines Aug. Sept. Oct. Nov. Dec. Feb. Mar. Apr. May June Aug. Sept. Oct. Nov. Dec. July 14 Jan. 15 July 15 Jan. 15 Analytics Requests Prioritization Patient Services Rotation CRM Implementation Patient Services Rotation Patient Services Scheduling Dashboard Patient Services Rotation Gift Policy: Intake and Distribution Patient Services Rotation Partners Forum 2014 Global Services Rotation GS Partner A Phase I: DTH Assessment Global Services Rotation Professional Services Automation Design Global Services Rotation GS Partner B Annual Review 2014 Global Services Rotation Medical Directors Review FY15 Executive Rotation Pediatric Referral Proposal Executive Rotation IBS 1.1: Interim Modifications to JHI Revenue Cycle Executive Rotation SOM Online Module Development Executive Rotation GS Partner A Phase II: Due Diligence Executive Rotation New Revenue Cycle Model Operationalization Executive Rotation

20 5 Patient Services Projects 1. Analytics Requests Prioritization 2. CRM Implementation 3. Gift Policy: Intake and Distribution 4. Patient Services Scheduling Dashboard Aug. Sept. Oct. Nov. Dec. Feb. Mar. Apr. May June Aug. Sept. Oct. Nov. Dec. July 14 Jan. 15 July 15 Jan. 15 Analytics Requests Prioritization Patient Services Rotation CRM Implementation Patient Services Rotation Patient Services Scheduling Dashboard Patient Services Rotation Gift Policy: Intake and Distribution Patient Services Rotation

21 Analytics Requests Prioritization 6 Problem Statement: JHI does not have a standardized structure to prioritize requests to Business and Clinical Data Analytics and align with requests with organizational strategic objectives. Project Description: As new IT systems are implemented across the organization, prioritizing Analytics increased workload is essential to achieving JHI s strategic objectives. The resident was tasked with understanding, documenting, and categorizing types of requests currently received by Analytics. The result was a structured criteria for report requests to the Analytics staff to better prioritize incoming requests. The resident also developed a future-state intake process for requests and how the status of the request is communicated back to the stakeholder. The resident also created a future-state weekly staffing model to equitably distribute workload to Analytics staff based on priority and staff capacity. Role: Co-lead Data Analyses: Gap analysis Data collection and coding Load leveling analysis for future staff workload Deliverables: Analytics Project Inventory Prioritization criteria and matrix on requests for Business and Clinical Analytics Staff scheduling algorithm to align Analytics workload with priorities Future-state requests workflow Analytics request form Skills Gained: Documenting and analyzing current state Project management Information gathering Developing process flows Assessing organizational strategic priorities Workforce planning

22 CRM Design and Implementation 7 Problem Statement: Processes for managing interactions with Patient Services stakeholders were unstandardized, inefficient, and often times performed incorrectly Project Description: As patient volume continues to grow, it has been essential to implement tools in Patient Services that allow employees to do their jobs better. Implementation of the CRM tool requires input and collaboration from all internal stakeholders within Patient Services. The resident held support and facilitation roles since the start of implementation helping to define and clarify stakeholders business requirements. As a result, the resident analyzed current-state processes and develop futurestate processes. The resident also participated in user acceptance testing validating CRM workflows were aligned with the requirements. Role: Support; Facilitator Data Analyses: Gap analyses of current state PS operations Deliverables: Future-state system process flows Future-state operational process flows Business requirements documentation Skills Gained: Agile methodology Project planning Collaboration in cross-functional teams Continuous process development and process mapping Business requirement documentation and reconciliation Facilitation of meetings User acceptance testing Clinical and operational integration development Vendor collaboration

23 Gift Policy: Intake and Distribution 8 Problem Statement: A new process was needed to replace the previous practice for internally distributing received gifts back to staff Project Description: Organizational leadership identified the need to reevaluate the process for which the organization relinquished gifts that were received on behalf of patients. The decision was made to eliminate the politically-sensitive silent auction as a means, and alternatively to convert tangible gifts into monetary value via another method. The resident proposed clearly defined procedures for collecting gifts received by JHI staff and streamlined operations. Role: Co-Lead Deliverables: New operational process distributing JHI gifts Intake and Distribution Proposal Vendor Contract Skills Gained: Organizational policies and procedures Contract review Vendor management Policy writing Navigation of organizational politics Due diligence

24 Patient Services Scheduling Dashboard 9 Problem Statement: Patient Services regularly encountered peak hours in which the number of patient appointments scheduled exceeds JHI s internal capacity to provide corresponding ICC/MIs, resulting in uncovered appointments and gaps in patient care coordination. Project Description: Upon the resident assessing Analytics inventory of project and report requests, it was determined that appointment management and scheduling is a consistent opportunity for improvement within Patient Services operations. The scheduling dashboard, developed by the resident and the Director of Analytics, is a decision-making tool that informs schedulers of the future appointments that JHI has already scheduled and advises times specific days and hours, based on ICC/MI capacity, that should be avoided or pursued when scheduling new appointments. The dashboard was developed based on quantitative analysis of historical patient appointment volumes, in addition to qualitative interviews and testing with PS schedulers. Role: Lead Data Sources: FY14 inpatient and outpatient volume data FY14 ICC/MI case assignment data Data Analyses: Workload Forecasting Data Visualization Deliverables: Patient Services Scheduling Dashboard Skills Gained: Predictive analytics Business intelligence decision support Tableau visualization software Communication of meaningful data patterns

25 10 Global Services Projects 5. Partners Forum GS Partner A Phase I: Hospital Assessment 7. GS Partner B Annual Review Professional Services Automation Design Aug. Sept. Oct. Nov. Dec. Feb. Mar. Apr. May June Aug. Sept. Oct. Nov. Dec. July 14 Jan. 15 July 15 Jan. 15 Partners Forum 2014 Global Services Rotation GS Partner A Phase I: Hospital Assessment Global Services Rotation Professional Services Automation Design Global Services Rotation GS Partner B Annual Review 2014 Global Services Rotation

26 Partners Forum Problem Statement: The annual event, Partners Forum, needed to be planned to bring Johns Hopkins partners and affiliates to Baltimore to share best practices for patient-centered care Project Description: The resident co-lead the planning of Partners Forum 2014, an annual event bringing together over 150 attendees from JHI international affiliates and experts from Johns Hopkins. The resident planned and facilitated all planning meetings, and was responsible for developing the project timeline and seeing that all deliverables were completed at the proper time. As a result, Partners Forum was executed with no major setbacks and received excellent participant feedback. Role: Lead, Facilitator, Support Deliverables: Fully executed 2-day event Project plan Agenda setting and meeting minutes Skills Gained: Program and priority setting Leadership Task delegation Program development Contract negotiation Vendor management Risk monitoring and control Collaboration in cross-functional teams

27 12 GS Partner A Phase I: Hospital Assessment Problem Statement: GS Partner A requested a 6-month assessment of clinical operations and training at Hospital A, a tertiary hospital in Nanjing, China. Project Description: A clinical operations and training assessment was performed on a client hospital in eastern China over the course of 6-months. The resident was responsible for the initial project plan, managing project logistics and providing structure and milestones of to the project. The resident also conducted market intelligence on Chinese medical education and academic medical centers and developed monthly presentations and status reports for the client. An FTE analysis was conducted by the resident to inform management of resource commitment during Phase II negotiations. Lastly, working alongside senior faculty, the resident lead efforts to produce the final project deliverable, a 96-page client-facing report representing one of the most comprehensive and detailed internal analyses on any major Chinese teaching hospital. Role: Lead, Support Deliverables: Collaboration Summary Two-pager Hospital Assessment Summary Report Market Intelligence Brief Resource Utilization Analysis of 6-month resource commitment Hospital Assessment Project Introduction Presentation, Feb Ensuring Mutual Alignment Presentation Feb, 2015 Update to JHI Business Development Committee Presentation, May, 2015 Phase II Model Proposal Presentation, June 2015 Hospital Assessment Project Final Summary Presentation, July 2015 Data Analyses: Resource Utilization Analysis Skills Gained: Project planning Contract review Market research and policy analysis Executive-level presentation development Collaboration with faculty Client engagement Technical writing for executive audience Workforce planning

28 13 GS Partner B Annual Review 2014 Problem Statement: JHI needed to conduct an annual review of the GS Partner B Complex Case Management Program and communicate progress to client GS Partner B s executive leadership of the accomplishments for the first contract year of a population health program collaboration. Project Description: As a member of the Americas project management team, the resident participated in project planning meetings between JHI, Johns Hopkins HealthCare, and GS Partner B discussing milestones and related activities for contract year one (Feb 2014-Feb 2015). Nearing the end of the contract year, the resident quantified, from the project plan, progress accomplishing major milestones throughout the year and remaining project activities for years two and three of the of the Phase II collaboration. The client-facing annual report was reviewed by senior leadership from JHI and Johns Hopkins HealthCare before being presented to executive leaders of GS Partner B. The resident s work structuring the report contributed to setting a standard for Americas team s templates to be used for future collaboration and affiliate annual reports. Role: Support Deliverables: GS Partner B Annual Review of Complex Case Management Program Report 2014 Skills Gained: Program review Project planning Technical writing for executive audience

29 Professional Services Automation Design 14 Problem Statement: Business activities within Global Services are often unstandardized and undocumented. Standard business practices were needed to organize project-related activities and track internal costs. Project Description: JHI lacks many processes for managing, quantifying and qualifying basic business processes. A professional services automation software is being implemented to track project management and documentation, time recording, billing, and reporting. The resident provided project support for implementation of the PSA system through business requirements gathering with key stakeholders to design preliminary future state workflow designs and develop a project hierarchy within Global Services. The resident interviewed Global Services project owners and analyzed current contracts in order to organize current client relationships into a standardized inventory. This contract inventory led to the resident playing a vital role in developing a project hierarchy with the PSA project managers identifying all of the unique projects that JHI executes and creating 24 unique work breakdown structure templates to be used for all future Global Services projects. Role: Facilitator, Support Deliverables: PSA business requirements Work breakdown structure project templates Future state workflow designs Data Sources: FY15 Global Services Contracts Data Analyses: Data collection and coding Skills Gained: Future state system design Business requirements gathering Project hierarchy and work breakdown structure design Work breakdown structures best practices Meeting facilitation Contract review Qualitative data analysis

30 15 Executive Rotation Projects 9. Medical Directors Review FY GS Partner A Phase II: Due Diligence 11. Pediatric Referral Proposal 12. IBS 1.1: Interim Modifications to JHI Revenue Cycle 13. School of Medicine Online Course Development 14. New Revenue Cycle Model Operationalization Aug. Sept. Oct. Nov. Dec. Feb. Mar. Apr. May June Aug. Sept. Oct. Nov. Dec. July 14 Jan. 15 July 15 Jan. 15 Medical Directors Review FY15 Executive Rotation Pediatric Referral Proposal Executive Rotation IBS 1.1: Interim Modifications to JHI Revenue Cycle Executive Rotation SOM Online Module Development Executive Rotation Taikang Phase II: Due Diligence Executive Rotation New Revenue Cycle Model Operationalization Executive Rotation

31 Medical Director Review FY15 16 Problem Statement: JHI medical directors have wide ranging responsibilities across work orders and there are limited mechanisms to measure medical directors contribution to clients. Project Description: JHI contracts with Johns Hopkins University faculty for clinical leadership to various JHI Global Services affiliates and special programs throughout the fiscal year. The resident inventoried current responsibilities of medical directors by analyzing all existing FY2015 work orders. The resident then defined medical directors by role type, and presented recommendations to CFO to improve the clarity and measurability of medical director responsibilities. Role: Lead Deliverables: Inventory of FY15 medical director work orders Review and recommendations for standardization Data Sources: FY15 medical director work orders Data Analyses: Gap analysis Data collection and coding Skills Gained: Contract review Performance measurement Qualitative data analysis Technical writing for executive audience

32 GS Partner A Phase II: Due Diligence 17 Problem Statement: After successful completion of Phase I collaboration with GS Partner A, further internal communication, collaboration and due diligence needed to be conducted to inform terms for a future MOU between JHI and Taikang. Project Description: JHI initiated a Phase II consulting engagement building off an initial 6-month assessment, the consulting engagement between GS Partner A and JHI was extended to lay the procedural framework for deeper evaluation and review of a potential three-way collaboration and affiliation relationship between GS Partner A, Hopkins and Hospital A. The resident co-lead efforts on internal communication of the future prospects of a longterm contract with GS Partner A, drafting documents for internal discussion for both the core project team and for JHM executive leadership. The resident continued supporting the Hospital A assessment project facilitating increasingly strategic discussions on the structure of the first 3 years of the DTH program. Lastly, the resident led a corporate due diligence project to obtain intelligence and insight on GS Partner A as part of preparation for term sheet negotiations. Working closely with Legal team, the resident drafted the project s scope of services, facilitated the RFP process to bidding firms, developed an evaluation process, and facilitated the selection of a firm. The resident then managed contract execution, project timeline and deliverables and organized a final presentation from the firm to board members and executive leadership of JHI. Role: Lead, Support Deliverables: Opportunity Analysis and Deal Tracking Summary Due Diligence RFP, evaluation and selected firm Roles & Responsibilities Structure for Hospital A Educational Administration Scope and Deal Structure Presentation, Oct Update to JHI Business Development Committee Presentation, Sept Collaboration Summary Two-pager Skills Gained: Technical writing for executive audience Contract review Program and priority setting Facilitation of meetings Scope management Client engagement Collaboration with faculty Clinical and operational integration development

33 Pediatric Referral Proposal 18 Problem Statement: The Payor is seeking to contract with a world-class academic medical center to treat all of their referred pediatric patients. Project Description: The Payor is consolidating their partners and pursuing a single a healthcare provider to treat all pediatric patients referred by the Payor. Requests for proposals were sent out to a small handful leading US academics medical centers, such as the Mayo Clinic and the Cleveland Clinic. The resident was tasked with creating a client-facing business proposal to attract the Payor into referring all pediatric patients to Johns Hopkins Medicine. The resident researched and highlighted the strengths of both Johns Hopkins Children s Center and All Children s Hospital in St. Petersburg, Florida. The resident also obtained data to analyze and present Johns Hopkins pediatric patient outcomes compared to the peer group. The proposal was reviewed and accepted by senior leadership at JHI, Johns Hopkins Children s Center, and All Children s Hospital before being submitted to the Payor. Role: Lead Deliverables: Patient Referral Business Proposal Skills Gained: Technical writing for executive audience Communication of meaningful data patterns Sales and marketing

34 19 IBS 1.1: Interim Modifications to JHI Revenue Cycle Problem Statement: JHI needed to implement changes to the international billing system (IBS) in order to gain more control of over monies handled throughout the revenue cycle process. Project Description: Greater control is needed in order for JHI to implement a new revenue cycle model, including modified payment terms and guaranteed payment to providers, for which the current system could not support. The resident was the lead operational project manager, working alongside the IT project manager, to facilitate the operational and technical changes to IBS. The resident led coordination activities to go-live with a JHI new bank account, communicated technical and operational changes to Billing and Collections staff including training, and managed risks resulting from changes to IBS. Status of the project was reported by the resident to executive leadership and key project stakeholders on a weekly basis. The resident also analyzed gaps and potential failure modes in the current revenue cycle, participated in solutions development, and was integral part of the testing teams. As a facilitator, the resident coordinated efforts across IT, Patient Financial Services, and Corporate Finance in working towards solutions to improve control over JHI s revenue cycle. Role: Lead Data Analysis: Root cause analysis Deliverables: Modifications to IBS (Premium calculation for IDX charges and IBS posting report) Future-state Process maps of JHI revenue cycle B&C training sessions on CRM payment gateway, and payment gateway console usage IDX funds transfer root cause analysis Operational change vs. no change document Skills Gained: Leadership Communication of meaningful data patterns Clinical and operational integration development Meeting facilitation Staff training Risk monitoring and control Future state system design Business requirements gathering and User acceptance training Revenue cycle management Collaboration in cross-functional teams

35 20 School of Medicine Online Course Development Problem Statement: In collaboration with JHI, the School of Medicine needed project management for the development of a series of online courses. Project Description: Faculty from the School of Medicine sought to convert their current medical teaching content into an online educational experience. JHI offered to partially fund the development of four online courses, with the objective of distributing the courses as the preliminary audience. The resident was tasked to manage all operational (non-course content related) activities in developing the courses, including managing the budget and timeline, monitoring and escalating project risks, and being the primary interface with the 3 rd party vendor contracted to build the course. The resident also was the lead on developing business requirements for three of the four courses, facilitating meetings between faculty and the 3 rd party vendor leading to course budget and timeline. [This project is ongoing] Role: Co-lead Deliverables: Successful video shoot at Bayview Business requirements for online courses Skills Gained: Contract review Vendor management Scope management Collaboration with faculty Budget management Meeting facilitation Business requirements gathering Collaboration in cross-functional teams Project planning Program and priority setting

36 21 New Revenue Cycle Model Operationalization Problem Statement: Following agreement to new financial terms of JHI s revenue model, operational changes needed to be carried out for the business to implement the new revenue model. Project Description: Due primarily to long collection periods on JHI s accounts receivables, a new revenue model for ongoing cash management was approved to guarantee payment under distinct financial terms. The resident participated on the JHI project team supporting the operationalization of the new model. The resident contributed to internal meetings developing operational process flows aligning with the terms of the new revenue model. Stemming from the new processes, the resident led cross-functional meetings developing modified roles and responsibilities for Patient Financial Services staff that would align the Director of Patient Financial Services future organizational structure and support the new model. Additionally, the resident conducted a comprehensive FTE analysis to inform changes needed in the billing staffing in order to handle any new workload in the revenue cycle. The resident also facilitated requirements gathering sessions and user acceptance testing for changes to IBS and put into production to support the new revenue model. Role: Facilitator, Support Data Analyses: FTE Analysis on month billing and unbilled accounts Billing Life Cycle Analysis FY14-FY16 Deliverables: New PFS organizational structure roles and responsibilities FTE and Billing Life Cycle Analysis IBS Posting Sheet Changes Business requirements and UAT completion Skills Gained: Resource planning Meeting facilitation FTE analysis Revenue cycle operations and management Change management Communication of meaningful data patterns Collaboration in cross-functional teams Business requirements gathering and user acceptance training Future state system design

37 Bradley Hoath Johns Hopkins Medicine International 1300 Thames Street, Suite 200 Baltimore, MD USA

38 ADMINISTRATIVE RESIDENCY PORTFOLIO James (Jinshuai) Guo July 2015 to July 2016 Johns Hopkins Medicine International Business and Project Management Office 1

39 ADMINISTRATIVE RESIDENCY PORTFOLIO James Guo July 2015 to July 2016 The Johns Hopkins Medicine International (JHI) Administrative Residency is a 12-month training program that fosters the development of future leaders with a strong interest in international healthcare. Under the mentorship and guidance of Business and Project Management Office and executive leaders, the Administrative Resident has the opportunity to explore project management, finance, analytics and business development through different teams within JHI and in collaboration with Johns Hopkins Medicine affiliates. The program consists of rotations through Patient Services, Finance and Business Intelligence and Global Services. Patient Services Finance and Business Intelligence Global Services All projects assigned to the administrative resident are aligned with JHM s Strategic Priorities: Executive and Capstone People Attract, engage, develop and retain the world s best people Education Lead the world in education and training of physicians and biomedi- Biomedical Discovery Become the exemplary model for biomedical research by advancing and integrating discovery, innovation, translation and dissemination Integration Become the model for an academically based, integrated health care delivery model and financing system Patient and Family- Centered Be the national leader in the safety, science, teaching and provision of patient and family centered care Performance Create sustainable financial success and implement continuous performance improvement At the end of the Administrative Residency, the resident develops skills and experience in a variety of area including: Business Planning Project Management Business Analytics Financial Analysis Business Development Operations Lean and Six Sigma Performance Improvement Capacity Planning Process Mapping 2

40 Rotations Timeline The resident rotates throughout JHI including Patient Services, Finance and Global Services, collaborating with multiple departments and teams PS Workload/Cost and Business Driver PS External Market Analysis JHAH Services Office Planning Lean Improvement Initiatives PS Cost Automation GS Nursing Product Development MENA Market Intelligence PS Business Trend Analysis PS China Entry Strategy Budget Support Patient Services: Understanding the Business Structure and Driver Patient Services Cost and Business Driver Analysis Patient Services LAC/MENA/China Market Analysis JHI & JHHCG Lean Improvement Initiatives Finance and Business Intelligence: Building Analytical Skills for Complex Financial Analysis Patient Services Workload and Scenario Analysis Patient Services Cost Analysis Automation JHI FY17 Budget Planning Global Services: Developing Knowledge in Product Development for Global Expansion Nursing Education Product Planning JHAH Services Office Planning MENA Market Intelligence Development 3

41 Patient Services Projects: Performance Improvement Patient Services Cost and Business Driver Analysis Understanding the business structure and driver of JHI s International Patient Services Objective: In order to improve patient services financial performance and diversify JHI s patient population, the resident was tasked to analyze the cost structure and margin of JHI s International Patient Services to set the foundation for resource optimization and performance improvement. Approach: During the course of the project, the resident conducted 50+ interviews with different teams at Patient Services to understand patient care delivery model and resources required for care delivery. Through time studies and collaborations with Finance and Business Intelligence, the resident developed data structure for cost analysis and provided business insights to the senior leadership. The cost and business driver analysis allows JHI to optimize its resource allocation and identify key business drivers for revenue growth. Skills Gained: Business intelligence Financial analysis Operations analysis Process mapping Exposure: JHI Patient Services Operations 4

42 Patient Services Projects: Business Growth Patient Services LAC/MENA/Asia Internal Performance and External Market Analysis Understanding external business environment of JHI s market Objective: To serve the purpose of achieving JHI s patient services strategic priority, the senior leadership requests a thorough study on the internal performance and external market trend on JHI s targeted regions / countries. In order to help the business identify market growth opportunities, the resident conducted in-depth analyses on outbound medical tourism trend in LAC, MENA and Asia- Pacific and set up the foundation for patient services business trend summary and action planning. Approach: During the course of the project, the resident collected information from multiple sources including the World Bank, World Health Organization, government entities such as Ministry of Health, research arms of large investment banks and consulting firms. The resident also conducted 30+ interviews to validate market opportunities in different region. The resident worked closely with Managing Directors and Associates at JHI s Global Services to synthesize business insights from each region/country and presented the key findings to senior leadership of Patient Services and Global Services. Skills Gained: Primary/secondary market research Predictive modeling Due diligence Synthesizing complex information Exposure: JHI Marketing JHI Central Finance JHI Business Intelligence 5

43 Patient Services Projects: Patient Experience JHI & JHHCG Lean Improvement Initiatives Improving patient experience through Lean Kaizen Objective: Services gaps such as inefficient care coordination between JHI and external stakeholders such as the Home Care Group (JHHCG) have led to critical patient safety concerns caused by frequent delivery delays and error. This has resulted in a risk of damaging relationship with client and financial losses. The Business and Project Management Office was tasked to identify key issues preventing JHI/JHHCG from providing on-time and accurate medication delivery and prioritize area for improvement. Approach: During the course of the project, the resident led the initial planning of Lean Kaizen events between JHI and JHHCG, coached 40+ participants on lean concepts and identified areas for improvement with multiple stakeholders from JHI and JHHCG. The resident then developed immediate action items to align the future state with objectives of the Lean Kaizen improvement project. Skills Gained: Kaizen event planning Value stream mapping Project management Stakeholder management Action planning Exposure: JHI Care Management JHI Embassy Relations JHHCG 6

44 Patient Services Projects: Collaboration Team-based Model Research Identifying key elements to build a successful team Objective: As JHI s Patient Services is transitioning into team-based model to foster collaboration and improve patient experience, the resident is tasked to lead the research on key organizational characteristics that lead to high-performing teams. Approach: The resident conducted extensive literature research on organizational behaviors that impact team performance and made recommendations to Patient Services leadership for transition planning. Skills Gained: Literature Research Organizational behaviors Change management Exposure: JHI Patient Services Operations 7

45 Global Services Projects: New Product Development Nursing Education Product Planning Planning new product development for global expansion Objective: As JHI is seeing increasing demand on education products from international client, the business decides to create a library of education products that can meet global and regional needs. Approach: The resident initiated the product planning process with JHI s nursing team, interviewed all regional teams at JHI to gather current product offerings, prioritized topics for future development, and developed business models for education product development. Skills Gained: Business planning Understanding the market demand of nursing education products Budgeting Exposure: JHI Nursing JHI Global Services 8

46 Global Services Projects: Development and Planning JHAH Services Office Planning Planning a new services office for JHAH s integration efforts Objective: Johns Hopkins Aramco Healthcare (JHAH) planned to open a services office in the US to coordinate international patient services, procurement and support services such as visa processing and medical license credentialing. Approach: The resident was tasked to co-develop a business proposal on the feasibility of JHAH s presence in the US. Skills Gained: Business proposal Feasibility assessment Business planning Exposure: JHI Global Services JHAH 9

47 Global Services Projects: Market Research MENA Market Intelligence Development Understanding the impact of declining oil price on the market potential of MENA Objective: In order to assess the impact of declining oil price on the market outlook of MENA region, the resident was tasked to lead the research on the overall market attractiveness of MENA s outbound medical tourism market and identify market growth opportunities for JHI to target. Approach: The resident analyzed the market trend of outbound medical tourism in the MENA region, particularly in the GCC countries. The resident then validated external market trend with JHI s internal performance. Skills Gained: External market research Financial analysis Business intelligence development Exposure MENA Team, JHI Global Services JHI Business Intelligence 10

48 Executive/Capstone Projects: Competitive Landscape USCIPP Annual Survey Benchmark: Understanding the competitive landscape of medical tourism from Johns Hopkins peer institutions in the US The US Cooperative for International Patient Program (USCIPP) is a membership program of the National Center for Healthcare Leadership, comprised of US academic medical centers, healthcare systems, and hospitals that operate in the international patient care market. Objective: The USCIPP annual survey report is to understand the competitive landscape of medical tourism in the US. Approach: The resident facilitates information gathering from a variety of departments and teams at JHI. Skills Gained: Information collection Comprehensive understanding of JHI s International Patient Services Exposure JHI Business Intelligence JHI Central Finance JHI Patient Services JHI Global Services JHI Marketing 11

49 Executive/Capstone Projects: Global Business Trend Patient Services Global Business Trend Summary Understanding the global business trend of medical tourism and identifying JHI s high-potential markets Objective: To continue with the in-depth research on external market trend, the executive leadership requests a business trend summary on global macroeconomics and outbound medical tourism market to identify high-potential markets. The business trend summary allows JHI to prioritize patient services business development efforts. Approach: During the course of the project, the resident was tasked to synthesize key findings from each region including market potential, competition and customer segment, and shortlist targeted countries for each region. The business trend summary sets up the foundation for action planning to align with JHI s strategic priorities and provides business insights for JHI to target its efforts. Skills Gained: Understanding of medical tourism market trend in each region In-depth market research Executive presentation skills Exposure: JHI Global Services JHI Patient Services JHI Marketing 12

50 Executive/Capstone Projects: Integration Patient Services China Entry Strategy Developing in-depth knowledge of China s market and planning entry strategy to increase JHI s presence in China Objective: In order to diversify JHI s patient population and increase patient services revenue from China, the resident was tasked to identify uncaptured market opportunities and develop China entry strategy for JHI s Patient Services. Approach; During the course of the project, the resident conducted in-depth research on the landscape of outbound medical tourism in China, prioritized market entry strategies and developed business proposal to increase JHI s market presence in China. Skills Gained: Project management Business strategy Channel strategy Budgeting Investment analysis Exposure: JHI Patient Services JHI Global Services JHI Marketing 13

51 James (Jinshuai) Guo Johns Hopkins Medicine International 1300 Thames Street, Suite 200 Baltimore, MD