At the time Odell was hired to begin work on the Comprehensive Cancer Center at The Johns Hopkins Hospital, it was also at a time of great turmoil within the healthcare industry. So much so, that the Senior Administration of Johns Hopkins decided that prior to beginning a capital intensive redevelopment plan, it would be prudent to step back and redefine all the strategic elements of the mission, vision, and values of Hopkins medicine. The process began by organizing physician groups, administrative groups, user groups and leadership groups comprised of administration and board members to design a process that would be quick in timeframe to address the multiple needs of the System.
This Strategic Planning and Facility Planning effort was principally directed at the East Baltimore Campus, because at the time the full physician network and outlying "feeder" system had not been fully designed and in place in order to develop the fully integrated model. This very intensive planning study was conducted from start to finish in four months and included Strategic Planning, Facility Assessment, Needs Forecasting, Market Analysis, Programmatic Projections, On and Off Line Studies, as well as a full Financial Analysis of all alternatives which were developed by KPMG (the Hospital’s financial consultant), a consultant to the Odell Team. This effort resulted in the detailed strategic positioning statement of Hopkins medicine that is now being finalized and implemented into capital projects in a phased approach.
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