• Achieve 17 percent participation in construction contracts by minority, women and disadvantaged business enterprises (MBE) that have been certified by the state or city. The goal is based on the addressable spend of the construction project portfolio across Johns Hopkins entities in Baltimore City.

Year One Progress: Committed 17.3 percent, or $55.5 million, of addressable spend for the portfolio of design and construction projects with M/W/DBEs

  • Begin tracking participation by local business enterprises (LBE) in order to set requirements in future years.

Year One Progress: Tracked LBE participation and set an 8 percent participation goal for the construction project portfolio in FY17.

  • Foster the capabilities and capacities of MBE and LBE firms.

Year One Progress: Participated in the BLocal BUILD College.

  • Institute monitoring of MBE participation for all construction projects and hold companies accountable for achieving inclusion goals stated in contracts.

Year One Progress: Planning to hire a third-party monitor that will track data related to M/W/DBE participation in major capital projects and verify the portfolio spend in FY17.

  • Institute a joint prequalification and vendor review process to develop an access portal to the university’s and health system’s Design & Construction departments.

Year One Progress: Instituted a new joint vendor review process in October 2016. This committee is responsible for reviewing vendor pre-qualification statements, interviewing potential vendors, and making recommendations. The committee is also responsible for building a master vendor list and monitoring the capabilities and performance of all vendors as they begin to work on projects.

  • Include a local hiring policy for all design and construction projects.

Year One Progress: Instituted the local hiring policy for all capital projects at JHHS, and JHU plans to adopt this policy for all new capital projects in FY17.


  • Aim to have 40 percent of new hires for targeted positions come from Baltimore neighborhoods in selected ZIP codes by 2018.

Year One Progress: Hired 43 percent of new hires for targeted positions from the focus areas, a total of 304 local residents.

  • Strengthen the recruitment of qualified and competitive local candidates at all levels.

Year One Progress: Hired a program coordinator for HopkinsLocal hiring across both institutions in May 2016. This new position adds capacity to support the review and placement of qualified and competitive local candidates across the enterprise, especially those referred by community partners for targeted positions.

  • Support the growth and retention of local and underrepresented employees.

Year One Progress: Invested in an additional career coach as part of a team that provides support for new hires in targeted positions and their managers across JHU and JHHS.

  • Expand partnerships with organizations that help identify and prepare individuals for careers at Johns Hopkins.

Year One Progress: Contracted with Humanim to identify candidates for employment through partnerships with and referrals from community-based, faith-based, and workforce development organizations.

Continued partnership with Turnaround Tuesday, a program developed by Baltimoreans United in Leadership Development, or BUILD, to help returning and unemployed citizens find jobs.


  • Increase spending with businesses, especially minority- and women-owned businesses, in Baltimore City by $6 million over the next three years by focusing on specific purchasing categories.

Year One Progress: Increased spend by $4.9 million, or 5 percent, with local businesses.

  • Work with 24 nonlocal suppliers over the next three years to create development plans that outline how they will hire, procure, or invest in Baltimore.

Year One Progress: Executed two new contracts with nonlocal suppliers committed to investing in the city.

  • Increase outreach to local and minorityand women-owned businesses and engage them in the competitive bidding process.

Year One Progress: Hired a small business and supplier diversity lead at JHU and a manager for supplier diversity and inclusion at JHHS to focus on engaging local and minority- and women-owned businesses in the competitive bidding process. This new staff capacity will strengthen the pipeline of local vendors that supply goods and services to Johns Hopkins, and will provide resources, such as a new online vendor guide, to support Hopkins employees when buying local. These new staff members serve as external representatives of Johns Hopkins, meet with local vendors, and attend vendor fairs.

  • Support the efforts of Johns Hopkins employees to buy local by providing a directory of pre-screened vendors.

Year One Progress: Updated the vendor guide in fall 2016. This online resource helps employees who are making purchases identify local and minority- and women-owned vendors, including those that have been rated and reviewed by their colleagues.

About Johns Hopkins University & Health System

Johns Hopkins University, located in Baltimore, Maryland, was founded in 1876 as America’s first research university, with a mission both to teach and to advance human knowledge through discovery. It has campuses in Maryland, Washington, D.C., Europe, and Asia, and conducts research on six continents. The university comprises nine academic divisions, plus the Applied Physics Laboratory, and has been ranked and the No. 1 U.S. academic institution in total research and development spending for 36 years in a row.

The Johns Hopkins Health System includes six hospitals, outpatient clinics, primary and specialty care centers, managed care and home care services, and partnerships with health care institutions around the world. The Johns Hopkins Hospital, located in Baltimore, is a 1,192-bed acute care facility that serves as the principal teaching hospital for the Johns Hopkins University School of Medicine and as a major center for medical research. It has long been recognized as one of the world’s leading health care institutions, and as a key contributor to the vitality of Baltimore’s and Maryland’s economy. Both the Johns Hopkins Hospital and Health System are part of Johns Hopkins Medicine, a $7.7 billion integrated global health enterprise.


Johns Hopkins University & Health System


Affan A. Sheikh
Associate for Strategic Initiatives