Alicia Schulhof, President, Johns Hopkins All Children’s Hospital

August 2026 —Invest: sat down with Alicia Schulhof, president of Johns Hopkins All Children’s Hospital, to discuss how the organization is expanding access to specialized pediatric care across Tampa Bay while investing in workforce development, research, and patient safety. “We think about healthcare being innately difficult to navigate, and our job is to say, how do we hit that easy button?” Schulhof said.

Over the past year, what key changes or developments have most impacted the hospital?

Families seek us out because our expertise is specialized and outcomes-driven. Looking at the past year, we’re proud to again be the No. 1 children’s hospital in Florida for the third consecutive year. We’re also the No. 4 children’s hospital in the Southeastern United States. We have eight nationally ranked specialties, and we’re the only children’s hospital in the Tampa Bay area with nationally ranked programs.

We continue to prioritize quality and safety. We were named one of the Top 15 children’s hospitals in the nation for patient safety and quality by The Leapfrog Group, and we’re the only hospital with that designation in Tampa Bay. Those validations matter because they reinforce what families experience every day.

Advocacy and state investment were also major developments this past year. Florida has only four licensed specialty children’s hospitals by statute, and the four of us work closely to advance priorities for children’s health. Together, we partnered with Gov. Ron DeSantis, the First Lady, and others to secure $30 million annually across the four hospitals for the next five years, with a strong focus on pediatric cancer research. Pediatric cancer funding can be overshadowed by adult oncology, so this investment is critical.

We also secured $1 million to relocate our blood bank and STAT lab. When blood is needed, it’s needed quickly, and relocating those services significantly improves preparedness and patient safety.

Delivering high-quality pediatric care depends heavily on people. How are you approaching physician recruitment, workforce development, and staff retention?

Everything starts with culture. Culture helps us retain the people who are already here and recruit the people we need next because healthcare is a small world and word travels quickly.

This past year, we recorded the highest employee satisfaction score in our history. That tells us we’re listening and responding to what our team members need. Retention requires intentional leadership, transparency, and a commitment to reducing burnout while keeping the work meaningful.

We also focus on career mobility. One program we launched is called Stepful, an upskilling program for existing employees, which creates growth pathways for patient care technicians, environmental services team members, and others who want to expand their skills or move into new roles. We want people to see long-term opportunities here.

For physicians and researchers, our academic identity is a differentiator. We are the only dedicated pediatric academic research hospital in the Tampa Bay area, and we actively recruit scientists and clinicians who can translate discoveries from the bench to the bedside.

Workforce development starts early. We participate in the Medical Explorers programs that bring students into the hospital for hands-on exposure, and we offer paid summer internships for high school and college students. These early experiences help young people envision a future in pediatric healthcare.

We also recognized that training pipelines were disrupted during and after COVID. To address that, we’ve expanded 1-2 new ACGME accredited fellowship programs each year, as well as nurse residency programs and other specialty training opportunities so new graduates can build pediatric expertise in a supportive environment. We also offer fellowship and residency programs across medicine, pharmacy, and other disciplines to help new team members integrate into our culture while developing advanced skills. 

What major trends are shaping children’s hospitals today, and how are you adapting to these developments?

Medicaid reimbursement is one of the most significant challenges facing children’s hospitals nationally. At Johns Hopkins All Children’s, we have among the highest Medicaid utilization rates in Florida and across the country. Medicaid typically reimburses about 70 cents on the dollar. When more than 60% of your patients rely on Medicaid, that gap becomes significant.

That reality makes supplemental government funding and philanthropy essential. Those resources allow children’s hospitals to continue delivering highly specialized care while serving vulnerable populations. Healthy kids lead to healthy communities, so sustaining pediatric care infrastructure benefits everyone.

Research is another defining trend. Children’s hospitals must continue advancing science, particularly in areas like cancer and rare diseases. Our teams are deeply committed to translating laboratory research into real-world treatments, and we’re focused on building the talent and infrastructure needed to stay at the forefront.

How are community partnerships helping improve health outcomes across Tampa Bay?

Partnerships are critical because pediatric health is influenced by education, access, housing, and workforce stability. We work closely with partners across the region to strengthen those systems.

One example is state-supported line funding, where we partner with the state and institutions like USF to support nursing education and reduce turnover through professional development.

We also collaborate with organizations such as the Tampa Bay Buccaneers to elevate awareness around child health issues and engage the community in meaningful ways. In addition, we work with partners on workforce housing and workforce development initiatives and actively participate in the region’s innovation district. As a non-profit hospital, philanthropy is essential to our services and growth. Our 7500-plus annual donors make our achievements possible and strengthen our ability to serve families holistically.

Looking ahead two to three years, what are your top priorities, and how do you see the hospital evolving?

A central priority is what we call “Make Johns Hopkins All Children’s Easy.” We think about healthcare being innately difficult to navigate, and our job is to say, how do we hit that easy button? For families, that means access, clarity, and coordinated care close to home.

Demand continues to grow. Our inpatient census has reached record levels, and we’re often near capacity. We’re focused on enhancing the patient experience while expanding outpatient services, since most pediatric care occurs outside the hospital setting.

That includes adding ambulatory locations closer to where families live and expanding services such as physical therapy, occupational therapy, physiatry, urgent care, and gastroenterology.

We’re also investing in major capital projects, including a new 56-bed hospital in Wesley Chapel near I-75. This facility will bring specialized pediatric care closer to fast-growing communities and relieve pressure on our main campus.

In addition, we’ve expanded our emergency department and operating room suite to meet rising demand. Across all of these initiatives, our goal is consistent: make it easier for families to access high-quality pediatric care when and where they need it.