- Employee & Student Courtesy Shuttles
- Garage & Satellite Parking Shuttles
- Affiliate/Satellite Campuses
- JHU Shuttles
- Charm City Circulator
- Public Health at Johns Hopkins – The Rockefeller Foundation: A Digital History
- Preparing for Success
- Choosing Johns Hopkins
- Care at Hopkins – Johns Hopkins Cystic Fibrosis Center
- Airway Clearance (Chest Physical Therapy)
- Blood Sugar Monitoring
- Pancreatic Enzymes
- CF Team
- Bedside Nurses
- Physical Therapist
- Social Worker
- IV Access
- When will You get to go home?
- Highmark Health, Allegheny Health Network and Johns Hopkins Medicine Expand Collaboration
- How I Got Accepted to the Johns Hopkins School of Medicine
- Why did you choose to apply to the Johns Hopkins University School of Medicine?
- What are three reasons why you think you were accepted?
- I definitely do not have all the answers, but during an interview it becomes very obvious whether or not one is simply intrigued by the idea of going into medicine or is committing to making medicine better
- “I was afraid to admit it to anyone, but I thought the faculty interviewer would try his best to get me in.”
- Take us through the moment you found out you got accepted.
- Choosing a Provider
- Evaluating the quality of a provider
- Questions to ask when choosing a provider
- Johns Hopkins CEO shares ideas on population health and preparing for health care reform
Employee & Student Courtesy Shuttles
- Shuttles are being disinfected daily (in some cases twice), and our drivers are cleaning touch points after each run.
- Choose the QUICK LINKS menu option “Special Notifications” for updates on changes to Parking & Transportation operations affecting staff/students at the East Baltimore Medical campus.
If the transportation options listed here do not meet your needs, JHMI Transportation offers contracted custom transportation services for special events. Please contact the JHMI Transportation office at 410-502-6880 for more information.
For real-time shuttle tracking visit http://jhmi.transloc.com/ to view JHMI East Baltimore shuttles or download the TransLoc app to get the latest information. For JHU Shuttles, visit http://jhu.transloc.com/
NOTE: Routes #14 and #6 are served by wheelchair accessible shuttles. To request a wheelchair accessible shuttle for any other route, please call the Transportation Department at 410-502-6880.
Have questions? Contact the Transportation Department at 410-502-6880.
Courtesy shuttles are provided free of charge for employees and students traveling around campus. You must display your ID badge to ride. Separate patient & visitor shuttles are also available.
NOTE: Routes 14 and 6 are served by wheelchair accessible sh0uttles. To request a wheelchair accessible shuttle for any other route, please call the Transportation Department at 410-502-6880.
Stops: McElderry & Wolfe, Wolfe & Lamley, Baltimore & Washington, Baltimore & Chester, Chester & Pratt (Temporary stop), Patterson Pk. & Baltimore, Patterson Pk. & Fayette, and McElderry & Madeira (city lot)
Stops: Rutland & Monument, SOPH (Monument), Patterson Park & Ashland (Henderson-Hopkins), Patterson Pk. & Chase, Chase & Washington, Broadway & Eager, Eager & Bond, Caroline & Ashland, Caroline Garage, Monument & Broadway
Stops: Picks up passengers in the Wolfe Street Circle and travels anywhere within the boundaries of Ellwood Ave. (east), Harford Rd. (west), Federal St. (north), Eastern Ave. (south) and the Monument and Fallsway Satellite Lots, as well as to the Mt. Vernon area.
|Hours: Monday – Friday 6:00 p.m. – 12:45 a.m.||View route map View schedule|
Stops: Picks up passengers in the Wolfe Street Circle and travels anywhere within the boundaries of Ellwood Ave. (east), Harford Rd. (west), Federal St. (north), Eastern Ave. (south) and the Monument and Fallsway Satellite Lots, as well as to the Mt. Vernon area.
Please Note: This shuttle route does not have a set schedule. You must call JHMI Transportation Dispatch to coordinate pickup: 410-502-6880
Rubenstein Bldg. Shuttle (Route #14)
Stops: Hackerman-Patz Pavilion (@ Orleans St. Canopy), Zayed Tower (1800 Orleans St.), Weinberg (N. Broadway @ Jefferson St.), Dome, EBMC, Wolfe Street Circle, 2213 McElderry St., 415 N. Washington St., JHSPH (615 N. Wolfe St.), David Rubenstein Child Health Bldg. (PMOB)
|Hours: Monday – Friday 7:00 a.m. – 5:50 p.m.View schedule|
Garage & Satellite Parking Shuttles
The following shuttles are provided free of charge for employees and students with parking permits assigned to these locations only. You must display your ID badge to ride.
- Church Home Bldg. (Broadway @ Fairmount)
- Church Garage
- *Viragh Bldg. (*between 6:10am-8:45am)
- Broadway @ Jefferson (Weinberg)
- Dome (601 N. Broadway)
- Ashland @ Broadway (Southeast corner across from 901 Bldg.)
- Ashland @ Wolfe (Southwest corner)
- Wolfe St. (Opposite SOPH)
- Early Bird Runs between Ashland Garage and Wolfe St. from 5 a.m.- 6 a.m. only
|Hours: Monday – Friday 5:00 a.m. – 9:56 p.m.||View route map View schedule|
Stops: Monument St. satellite lot, Rutland & Monument
Hours: Monday – Friday
5:00 a.m. – 9:50 p.m.
Stops: Fallsway Lot, Monument & Broadway, and Wolfe St.
|Hours: Monday – Friday 5:00 a.m. – 9:40 p.m.||View route map View schedule|
The following shuttles are provided free of charge for employees and students traveling between the East Baltimore medical campus and the satellite locations listed for meetings, rotations, seminars, etc. You must display your ID badge to ride. *Asterisked shuttles are also available to authorized patients displaying the correct documentation from their medical provider.
Stops: Wolfe St., Pavilion, Asthma & Allergy Center and the Mason Lord Bldg.
|Hours: Monday – Friday 6:30 a.m. – *6:40 p.m.*Time shuttle departs from JHMI campus for last run to Bayview||View route map View schedule|
Stops: Runs between the Johns Hopkins East Baltimore Medical Campus and the Bond Street Wharf
|Hours: Monday – Friday 7:30 a.m. – *5:15 p.m.*Time shuttle departs from JHMI campus for last run to Fells Pt.||View route map View schedule|
Stops: Mt. Washington at Davis Bldg. Circle, Johns Hopkins Hospital at Rutland Ave, and Mt. Washington Pediatric Hospital
|Hours: Hours: Monday – Friday 6:15 a.m. – *6:30 p.m.*Time shuttle departs from JHMI campus for last run to Mt. Washington||View schedule|
The following courtesy shuttles are provided free of charge for employees and students traveling to Johns Hopkins University locations. You must display your ID badge to ride.
For real-time shuttle tracking for the following shuttles, visit http://jhu.transloc.com
Have questions? For questions regarding the shuttles listed below, call the JHU Transportation Department at 410-516-PARK (7275).
Stops: Runs between the East Baltimore medical campus and the JHU Homewood campus. Visit the JHU website for details.
Stops: Runs between the JHMI East Baltimore medical campus and the Homewood campus with stops in between. Visit the JHU website for details.
Charm City Circulator
Free shuttle service offered by Baltimore City.
Stops: Runs between the Johns Hopkins East Baltimore Medical Campus and City Hall (along with other stops)
|This shuttle is run by the Baltimore City Charm City Circulator. Any questions about this route should be directed to the Charm City Circulator's Customer Service line at 410-350-0456.||View schedule Green Route Shuttle web page|
Public Health at Johns Hopkins – The Rockefeller Foundation: A Digital History
The School of Hygiene and Public Health at Johns Hopkins was founded in 1916 with funding from the Rockefeller Foundation (RF). The school was the first of its kind in the United States and became enormously influential in the field.
Johns Hopkins University School of Hygiene and Public Health, Baltimore (Md.)
Preparing for Success
The RF’s decision to invest in public health education was a natural extension of its already established role in improving basic medical education and conducting global campaigns against targeted diseases.
Prior to its investment in public health education, the RF had waged international health campaigns to eradicate hookworm, malaria and yellow fever.
These campaigns demonstrated the need for appropriately educated health officers to organize and manage the campaigns and to emphasize the importance of prevention to local populations and governments. Success in these campaigns depended upon selecting and educating these officers.
The prospect of public health education was first explored in 1913 in a report prepared by Wickliffe Rose and William Welch, former Dean of Johns Hopkins Medical School and a General Education Board (GEB) Board Member. The report emphasized the need for the RF to become involved in public health education and outlined a plan for it to do so.
Choosing Johns Hopkins
The decision to establish the first public health institute at Baltimore’s Johns Hopkins University came after a survey conducted by Wickliffe Rose, Abraham Flexner and Jerome Greene on behalf of the GEB.
These men visited and surveyed four institutions in competition for the RF funding, including Columbia University, Harvard University, the University of Pennsylvania (Penn) and Johns Hopkins University.
The final report of this survey acknowledged that Columbia, Harvard and Penn possessed superior supporting university departments and were located in cities with strong health departments.
Although Hopkins was described as “inferior” in certain areas, Hopkins was unanimously chosen the potential of its existing medical school, which was described as “…the University’s greatest asset.” The authors continued, “It is a genuine University department, on the clinical as well as the laboratory side. The faculty is a small body, and, since the introduction of the full-time scheme, entirely homogenous in character, animated by high ideals and very efficiently led.”
Class in bacteriology, School of Hygiene and Public Health, Johns Hopkins University, Baltimore (Md.)
The first administrative records of the program reflect a sense of optimism about the institution’s future. The school promised:
- To offer all kinds of public health training
- To work out standards of education
- To promote research
- To form connections with other training centers at home and abroad
- To offer public health fellowships on an international scale
- To co-operate with Government agencies
- To render valuable aid to the International Health Board
The school at Johns Hopkins grew to be a model of public health education and was referred to by RF President George Vincent as the “West Point of public health.
” Under the directorship of Welch, the school attracted the best faculty working in fields such as preventative medicine, sanitation and bacteriology.
The curriculum was inter-disciplinary and offered students experience in public health research work, as well as the practical training to work in city and state health departments or as RF field staff.
Class in public health administration, School of Hygiene and Public Health,
John Hopkins University, Baltimore (Md.) 1921
From 1916 to 1947 the RF contributed $8 million in funding to the School of Hygiene and Public Health. Further funding was provided after 1948 for the emerging fields of mental health care and public health nursing.
Institute of Public Health, Final Report of the General Education Board, January 26, 1916, Rockefeller Archive Center (RAC), RG 1.1, Series 200L, Box 185, Folder 2226.
Minutes of the Rockefeller Foundation, December 5, 1917, RAC, RG 1.1, Series 200L, Box 185, Folder 2225.
 Raymond B. Fosdick, The Story of the Rockefeller Foundation (New Brunswick, USA: Transaction Publishers, 1952) 42.
Care at Hopkins – Johns Hopkins Cystic Fibrosis Center
Adult CF Team
You will go to the main admitting office to check in, give insurance information, sign paperwork and wait for your hospital room. The main admitting office is the area right off of the main hospital entrance on Orleans Street (1800 Orleans St).
If there is a wait for your room, you can receive a pass to get food from the cafeteria. Occasionally, there may be multiple people with CF admitted on the same day. Therefore, it is important that you wear a mask in the Admission Office. Please wear a mask and keep a distance of 6 feet or more away from other patients.
If you use supplemental oxygen, the admitting office usually has tanks (E size) behind the reception desk. You will ly be admitted to Nelson 4, which is on the 4 floor of the Nelson building in the historic hospital. This section of the hospital was completely renovated tin October, 2014.
Once you arrive on the hospital ward, you will meet the nurse and doctors that will be taking care of you.
Airway Clearance (Chest Physical Therapy)
There is a team of physical therapists dedicated to performing airway clearance and exercise for all inpatients with CF. You should expect begin airway clearance on the day of admission, or the next morning.
The therapist will see you in your room 3 times a day (usually around 8:30 am, 11:30 am and 3:30 pm) and take you to the gym for one of the sessions. Please plan the timing of your meals and any travel outside of your room with these times in mind.
Sometimes a fourth visit is prescribed for an evening treatment will be performed by a respiratory therapist (RT).
Blood Sugar Monitoring
Some patients have their blood sugars measured while in the hospital. We will give you instructions for taking your blood sugar before and after meals as needed. There is also a log sheet to record your blood sugars. Please notify your nurse if you are carbohydrate counting and need to take your insulin.
Hospital policy requires any blood glucose that is treated with insulin to be done using hospital glucometers. If you bring in your own glucometer; you can use it to test your glucose after meals. If you have an insulin pump in place, you will be asked to complete some forms that pertain to the hospital policy on insulin pumps.
The At Your Request Room Service Dining program allows you to order what you want, when you want it. Please order your meal by dialing 2-FOOD (2-3663) anytime between 7am and 6:30pm. Please allow up to sixty minutes for delivery.
Snacks are delivered straight to the floor’s pantry – please ask your nurse for your snack bag when you are ready for it. Some people the hospital food, but others do not.
We don’t want you to lose weight while in the hospital, so you may want to consider bringing somethings you to eat, encourage family members to bring you outside food, or consider going to the hospital cafeteria.
You should continue on your usual pancreatic enzyme brand and dose during hospitalization. It is very important that your pancreatic enzymes are your usual brand. You will be allowed to keep your enzymes at your bedside to allow for more flexibility with meal and snack times.
Patients and their visitors may buy a book of coupons for discounted parking to use at any Johns Hopkins garage. Each coupon is good for one period in the garage (up to 24 hours) – you cannot exit and reenter without paying or using another pass.
You can buy the discounted parking passes in main admitting (Zayed Tower) and the former admitting office (Nelson Building, 1st floor) during the week (Monday-Friday from 7:30am to 5pm) and the Outpatient Cashier’s Office (1st floor of the Outpatient Center) Monday-Friday from 6:30am to 3:30 pm.
The cost is $30 for a book of 5 and $60 for a book of 10 parking coupons. Click here for more information or call 410-955-5333.
The phone in your room works for local calls (dial 9 first, then the number) and calls inside the hospital (dial the last 5 digits of the phone number). To make long distance phone calls, you will need a calling card. Cell phones can be used on Nelson 4, but not in certain other areas of the hospital.
The charge for TV service, which provides local channels and limited cable channels, is $10.00 per day (maximum cost is $100).
You can bill the service to your home phone for an additional charge ($3 or $4), or you can use a credit card at no additional charge. The TV service should be activated immediately upon your providing payment information.
Free wireless Internet service (JHGuestnet) is available throughout the hospital and in all patient rooms.
Visiting hours are unlimited on most hospital floors at Johns Hopkins. During the winter virus season, limitations on visitors may be in effect.
The team directing your care in the hospital will be the Medicine Pulmonary Service. The Adult CF Team works in conjunction with this team of physicians. You will meet many new faces during your inpatient stay. Many of them will ask you questions about your health which you may find repetitive at times. Please be patient as everyone is trying to take care of you in a safe manner.
A medical resident will examine you daily, arrange for any required tests, and be available to handle any emergencies.
You will have a primary medicine resident who you met on admission; there are three other residents on the team to help care for you when your primary resident is not in the hospital. A pulmonary fellow and attending faculty member are also a part of this team.
The pulmonary fellow is a doctor receiving specialized training in pulmonary medicine, and the attending doctor is a colleague of Drs. Boyle, Dezube, Jennings Lechtzin, Merlo and West who is responsible for all pulmonary patients in the hospital that month.
Occasionally, the attending pulmonologist is one of our CF doctors, but often it is not. The attending pulmonologist is the name you will see on your hospital bills.
You can expect to see one of the CF attendings the first day or two after admission and one of the CF nurses most of the other days. If your attending pulmonologist if one of our CF doctors, then you will see that person daily.
If the attending pulmonologist is one of our colleagues, a CF doctor will check in with you at least once a week.
Please know that while one of our colleagues is primarily responsible for you and seeing you on a daily basis, a CF doctor and a CF nurse will be looking at your chart in the computer daily to review results and medication orders.
If you need to go off the unit, please check with your bedside nurse to ensure that medications or airway clearance (chest PT) is not due. The nurse case manager will help coordinate your needs with the pulmonary team during your stay and home care coordinator will help with any needs that you will have when you go home.
There is a team of physical therapists dedicated to performing airway clearance and exercise on all hospitalized patients with CF.
You will see a nutritionist during your stay that will monitor your weight, nutrition, and vitamin needs while in the hospital. He or she will also help to make sure you are receiving the correct diet and any needed snack preferences.
Megan Lagergren is the outpatient CF social worker. She can be reached at 410-502-7039. The social worker can help address personal issues with you and help to deal with insurance related issues.
If you require intravenous (IV) antibiotics, you will need an IV that will last for several weeks. Examples include an implanted Port-a-cath® or peripherally inserted central catheter (PICC) or Hohn® or Hickman® catheter.
A PICC is usually placed at your bedside by a specially trained nurse. A PICC is similar to a standard IV but is longer and ends in a bigger vein in your chest. When you are done with your antibiotic therapy the PICC can easily be removed by your home care nurse or in CF clinic.
If the IV team is unable to place a PICC, you will receive a central catheter (Hohn® or Hickman®) which is inserted near the upper chest or neck. This line is placed by an interventional radiologist, and will need to be removed by in the Interventional Radiology Department.
If you need this type of a line, you will not be able to eat on the morning of the procedure.
When will You get to go home?
The discharge process begins upon admission. Patients receiving intravenous antibiotics can typically leave the hospital and complete their antibiotics at home.
Discharge is considered once a patient shows an improvement in symptoms, for example less coughing or less need for supplemental oxygen, antibiotic levels are appropriate and home care has been arranged.
You can expect to meet with a home care coordinator who will assist in arranging home IV antibiotics if necessary. You can expect a phone call from your CF nurses the next business day after discharge.
Highmark Health, Allegheny Health Network and Johns Hopkins Medicine Expand Collaboration
PITTSBURGH, Jan. 16, 2020 /PRNewswire/ — Highmark Health, Allegheny Health Network (AHN) and Johns Hopkins Medicine today announced an expanded collaboration between the organizations that will focus on gynecologic care and maternal fetal medicine, chronic obstructive pulmonary disease (COPD) and lung transplantation.
The collaboration between AHN's Women and Children Institute, led by Allan Klapper, MD, and the Johns Hopkins Department of Gynecology & Obstetrics will create one of the largest coordinated women's gynecologic and obstetrical health research programs in the United States, providing AHN patients with streamlined access to hundreds of clinical trials, second opinions and specialized treatments for rare and complex conditions.
Collaborative gynecologic and obstetrical women's health research between the organizations will also provide a unique opportunity to combine data from tens of thousands of patient interactions, including deliveries, gynecologic surgeries and ambulatory visits, to further study common conditions and improve practice standards.
“We are creating a community of collaborators in women's health who are operationally integrated and programmatically focused on raising standards of excellence in patient care, research and education to benefit women of all ages and stages of life,” said Andrew J. Satin, MD, Director, Johns Hopkins Department of Gynecology and Obstetrics.
Expectant women being cared for by AHN will also have streamlined access to the Johns Hopkins Center for Fetal Therapy, a world-renowned program for diagnosing and treating rare and complex fetal conditions in the womb.
The team at Johns Hopkins uses innovative fetoscopic surgical techniques – accessing the fetus through a small incision – to treat potentially life-threatening complications of pregnancy, including congenital diaphragmatic hernia, spina bifida, complicated monochorionic twins, and bladder obstruction.
AHN specialists in obstetrics, maternal-fetal medicine, neonatology and pediatrics will work with the Johns Hopkins team to meet the comprehensive health needs of such patients.
The enhanced collaboration between AHN and Johns Hopkins Medicine builds on the success of the two organizations' five-year cancer relationship, which has provided cancer patients in the greater Pittsburgh region with more seamless access to second opinions and clinical trials testing new therapies at Hopkins. The relationship also enables clinicians at both institutions to share knowledge and consult on patient care.
“As we have demonstrated over the past several years through our important work together in cancer, collaboration among leading institutions truly is essential to health care innovation and improving quality of care for the patients and communities we serve,” said Cynthia Hundorfean, AHN President and CEO. “We look forward to the tremendous value this model will now also have for both patients and caregivers in our women and infants and pulmonary medicine programs.”
The pulmonology collaboration between AHN and Johns Hopkins will be research-focused, with the two institutions conducting joint research on precision medicine approaches for chronic obstructive pulmonary disease (COPD). The disease affects about three million patients in the United States each year, with an estimated 12 million additional cases that are undiagnosed.
Utilizing the Johns Hopkins Precision Medicine Analytics Platform, AHN and Johns Hopkins will study new approaches for treatment of COPD, to identify the most effective treatments and ultimately reduce hospitalization rates associated with the disease. Anil Singh, MD, Chair of Pulmonology at AHN, will lead the implementation of the partnership at AHN.
AHN patients with advanced lung disease will also have streamlined access to the Johns Hopkins lung transplant program, a pioneering leader in lung transplantation for nearly 25 years.
According to the Scientific Registry of Transplant Recipients, a federally funded organization that provides advanced statistical analyses related to organ allocation and transplantation, 98 percent of Johns Hopkins' lung transplant patients are alive with a functioning transplanted lung one year post-surgery, compared to 89 percent nationwide. Johns Hopkins' median time from waitlist to transplant is 2.8 months, compared to a national average of 3.1 months.
AHN patients choosing Johns Hopkins for their lung transplant will be guided through every step of the process by a personal patient navigator.
Pre and post-lung transplant care programs aligned with the Johns Hopkins' transplant team have been established at AHN's Allegheny General Hospital, providing patients with convenient local access to care needed prior to and after surgery.
Additionally, Highmark insured patients requiring lung transplant will have specific in-network benefits to better accommodate them and their families while being cared for at Johns Hopkins.
About the Allegheny Health Network:
Allegheny Health Network (AHN.ORG), part of Highmark Health, is an integrated healthcare delivery system serving the Western Pennsylvania region.
The Network is comprised of nine hospitals, including its flagship academic medical center Allegheny General Hospital, Allegheny Valley Hospital, Canonsburg Hospital, Forbes Hospital, Grove City Hospital, Jefferson Hospital, Saint Vincent Hospital, Westfield Memorial Hospital and West Penn Hospital; employed physician organizations, a research institute, health + wellness pavilions, home and community-based health services and a group purchasing organization. The Network employs approximately 21,000 people, and has more than 2,500 physicians on its medical staff. The Network also serves as a clinical campus for Temple University School of Medicine, Drexel University College of Medicine and the Lake Erie College of Osteopathic Medicine.
View original content to download multimedia:http://www.prnewswire.com/news-releases/highmark-health-allegheny-health-network-and-johns-hopkins-medicine-expand-collaboration-300987510.html
SOURCE Allegheny Health Network
How I Got Accepted to the Johns Hopkins School of Medicine
This is just one in a series of blog posts that will feature medical students telling their stories of how they got accepted into medical school. Today, Abby shares with us the story of her acceptance to Johns Hopkins School of Medicine.
Abby, give us a peek into your life. What initially attracted you to pursue medicine?
In one of my favorite novels, Middlemarch, George Eliot beautifully articulates somewhat of an anthem I have adopted for my life. And though this is not directly answering the question, I think it gives a significant amount of insight into my life, and I’d love to share this quote:
It is an uneasy lot at best, to be what we call highly taught and yet not to enjoy: to be present at this great spectacle of life and never to be liberated from a small hungry shivering self – never to be fully possessed by the glory we behold, never to have our consciousness rapturously transformed into the vividness of a thought, the ardor of a passion, the energy of an action, but always to be scholarly and uninspired, ambitious and timing, scrupulous and dim-sighted.
I will touch on this text throughout the following questions and responses; however, it will suffice to say that the desire to be “fully possessed by the glory we behold” and “liberated from a small hungry shivering self,” have been significant motivators throughout much of my life.
I grew up in Detroit, Michigan. I spent much of my childhood swimming competitively and reading books. I developed a love of story early on in my life – which has informed much of my desire to go into medicine.
I lived in the Washington D.C. area throughout high school, and was involved in different varsity sports and student government. I then received a B.A. in University Scholars from Baylor University, where I concentrated in Medical Humanities, Great Texts of the Western Civilization, and Spanish.
As you can tell by my major, I was not the typical pre-medical student in college.
I did not involve myself in any of the nationwide pre-health organizations and did not spend time doing bench research (although those are great things too).
Instead, I involved myself in my church, I was a co-founder of a pre-health organization that explored the intersection of faith and medicine, I trained for different running races with friends, I spent a semester studying abroad in the Netherlands, and I joined a sorority.
During my summers throughout undergrad, I pursued what I was passionate about and knew I would not get the chance to do again. I worked as a camp counselor for middle school kiddos one summer. I helped with clinical research at a pediatric clinic another summer.
I also travelled to Kenya and later worked for the Chief Medical Officer of a hospital in Dallas, Texas, helping with surgical site infection research.
As one might guess from what I involved myself throughout undergrad, much of my initial attraction to medicine was due to my wide variety of interests.
I love literature – I learned that in medicine you get the privilege of listening to story after story with every patient you encounter.
I love learning – I learned that in medicine you never stop learning.
I love teaching – I learned that in medicine you get to teach your patients and your peers.
I love the gift of helping others – I learned that in medicine, if done well, you have the gift of intersecting with people’s lives in some of their most vulnerable moments.
Therefore, I was initially attracted to medicine because I found no other profession that combined interpersonal excellence, technical skill, and the thrill of studying the intricate body. Throughout high school and undergrad, I shadowed many physicians to learn these characteristics of medicine – and decided that I would love to spend my day-job practicing medicine.
[ALSO READ]: The Best Pre-Med Major Isn’t Biology
“…it will suffice to say that the desire to be ‘fully possessed by the glory we behold’ and ‘liberated from a small hungry shivering self,’ have been significant motivators throughout much of my life.”
Why did you choose to apply to the Johns Hopkins University School of Medicine?
I applied to Johns Hopkins Medical School, along with 15 other schools, during the summer between my junior and senior years at Baylor University. I applied to Johns Hopkins for quite a few reasons. If I am being completely honest, I initially applied because of the prestige of the program.
However, after I was accepted to Johns Hopkins, I began learning more about why Johns Hopkins was where I wanted to go.
I decided that I owed it to my future patients and to myself to become the best physician that I possibly could, and that necessarily included getting the best education and most exposure possible.
I learned that if I wanted to become a leader within the field of medicine, the medical school that I picked would serve as a launching pad.
I am passionate about using my medical degree as a platform to advocate for those who have no voice, specifically those with profound intellectual or physical disability. I knew Johns Hopkins would give me an incredible platform from which to do this and also expose me to a lot of challenging thought and research within the field.
What are three reasons why you think you were accepted?
That is a great question – I ask myself this daily!
In all seriousness, I think this is a difficult question to answer. How does one not get a secondary application from Vanderbilt, and yet get accepted to Johns Hopkins? Much of the process is hard to interpret; however, I will speak simply from the perception I received as I interviewed.
When I sat down with my Hopkins faculty interviewer, he threw my application on the table and let out a long sigh.
He looked at me and said the following: “I read countless applications. Every applicant is interested in ‘helping other people’ and every applicant has a desire to change the healthcare system.
You also want to help people and be a leader in policy change, but there is something different in your application. As I read about your time in Kenya, I knew that you left changed.
You did not go to fill your resume, but rather you went because you are truly passionate about people – and I can see it in your writing.”
All this to say: interviewers can read through the essays – therefore, only write what you are passionate about – only do what you are passionate about.
This will lead to my second reason I believe I got in, and that is because I took a very non-traditional approach to medical school.
I was not involved in the “mandatory” pre-medical organizations (there is nothing wrong with them, I was just not interested).
I did not major in biology (not because there is anything wrong with that – we need people to major in biology – but because I was not interested!).
I definitely do not have all the answers, but during an interview it becomes very obvious whether or not one is simply intrigued by the idea of going into medicine or is committing to making medicine better
Lastly, I believe I got into Johns Hopkins because I had thought deeply about healthcare policy, the future of healthcare, and my role in shaping the future of medicine. I definitely do not have all the answers, but during an interview it becomes very obvious whether or not one is simply intrigued by the idea of going into medicine or is committing to making medicine better.
I have strong opinions about different policies and principles that are operating within modern medicine and I took a stand for what I believed in throughout the interview. Therefore, I think my ability to speak about how I envisioned myself contributing to and shaping the field of medicine helped me get into Johns Hopkins.
“I was afraid to admit it to anyone, but I thought the faculty interviewer would try his best to get me in.”
After my Johns Hopkins interview, I felt wonderful. I was afraid to admit it to anyone, but I thought the faculty interviewer would try his best to get me in.
I already touched on the nature of how the interview went in the previous question; however, I will add that as I left the interview room, my interviewer said: “I cannot wait to read the book that you will write during your time at Johns Hopkins.
” I was, needless to say, shocked, as I left the room. However, the other parts of my interview day were difficult to interpret.
Though the faculty interview went well, much of the rest of the day felt a failure on my end. I did not feel I connected well with the other interviewees or students. I also met certain faculty members that rubbed me initially the wrong way. I also was unimpressed with Baltimore as a city.
Therefore, I left unsettled about how the entire day went. This made it incredibly difficult as I made my decision whether or not to go to Johns Hopkins.
However, looking back, it is almost comical as I think of my fears in not connecting well with other students and not loving Baltimore, insofar as those are two of the best things about Hopkins.
I am thoroughly impressed by everyone I meet at Johns Hopkins: faculty, staff, and peers. I also love Baltimore and could see myself living here for a long time.
Take us through the moment you found out you got accepted.
I remember sitting at the kitchen table with my family when I saw my phone light up across the table and start vibrating. I do not understand iPhone technology, but sometimes it will guess who is calling by saying “Maybe: _____.” In this case, I did not know the number, but it said it was from Baltimore, MD and from “Maybe: V. Mazza.”
I did not pick up the phone, but instead quickly googled “V. Mazza, Baltimore.” First thing to pop up was V. Mazza: Admissions Director at Johns Hopkins School of Medicine. I panicked and could not touch my phone for at least 5 minutes.
I then got the courage up to return her call. Ms. Mazza explained to me that I was accepted to Johns Hopkins School of Medicine and that I would have 5 days to make my decision.
(I had been wait-listed and this was her notification that I had been pulled off of the wait-list and extended an invitation to attend).
In that moment I knew that I would never deny Johns Hopkins. However, I had already committed to a medical school that was much closer to friends and family, was much cheaper, and that I was much more comfortable with.
It was honestly a difficult decision, but I knew that I wanted the best training possible for both my sake and my patients’ sakes. Therefore, I picked Johns Hopkins School of Medicine and could not be more grateful.
Others can imitate my success by choosing to never try and imitate another’s success.
I know that sounds an easy way the question, but I would never recommend someone to arrive at a destination such as medicine in a specific way. If there is one thing I have learned in my first 3 months at medical school, it is that there are countless paths to a myriad of destinations within medicine. Success looks incredibly different for each person.
I have peers who went to community college, joined the military, and are now at Hopkins. I have another peer that was an acrobat in Cirque du Soleil for 7 years and then decided she wanted to go into medicine. I know some faculty members that went to medical schools that many people do not know exist, and ended up as top researchers and physicians at Johns Hopkins.
The common thread between everyone I know at Johns Hopkins, however, is that they pursued what they were passionate about.
Just as there are countless ways to practice medicine and engage in healthcare, there are countless ways of arriving. Therefore, I would suggest (though it is cliché), investing time and energy in what you are passionate about.
My recommendation is to heed the advice given in the Middlemarch quote in the first question – to be fully possessed by the glory we behold – whether that be the joy of watching a child be born, holding the hand of a dying hospice patient, living close to family and attending a medical school that is not as well known, or maybe attending one of the top medical schools and engaging deeply in the learning all-around – it will look different for everyone, but that is the beauty and excitement of it!
Choosing a Provider
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Finding appropriate home health and hospice care providers requires some research. You will need to talk with your healthcare provider to evaluate your home health or hospice care needs. When looking for a provider, consider the following:
- Quality of care
- Availability of services
- Personnel training and expertise
- Payer coverage
Evaluating the quality of a provider
When evaluating the quality of a provider, you may encounter the following terms:
- Licensure. Some states require providers to have licenses to operate. Basic legal and operating requirements as directed by the state must be met to obtain a license.
- Bonding. A bond is a type of insurance policy for a provider. To become bonded, a provider must pay a set amount. The bond protects the provider from bankruptcy in the event of a lawsuit by a consumer.
- Certification. State certification by state health departments makes a home health or hospice care provider eligible for Medicare (and sometimes Medicaid) payments. To become certified, a provider must meet basic federal and state standards in patient care and financial management. Certified healthcare professionals are certified by their respective national organizations. The certification usually requires passing a national test or work experience.
- Accreditation. Nationally recognized accrediting organizations evaluate and accredit quality healthcare services. A provider must voluntarily seek out this accreditation. Some organizations who accredit home health care include:
- Accreditation Commission for Home Care, Inc.
- Community Health Accreditation Program
- Joint Commission on Accreditation of Healthcare Organizations
- National Committee for Quality Assurance
- National Home Caring Council
Questions to ask when choosing a provider
When choosing a provider, consider asking the following questions:
- How many years has the provider been serving the community?
- Does the provider have literature describing its services, cost, and funding?
- Is an evaluation of the patient's home healthcare needs required? Is there a written plan of care for the patient?
- When are caregivers available?
- Is there a nursing supervisor on-call 24 hours a day?
- Can the provider ensure patient confidentiality?
- How is quality of care and services monitored?
- What types of payments are accepted?
The National Association for Home Care & Hospice will provide you with the most comprehensive database of agencies available in the U.S.
Johns Hopkins CEO shares ideas on population health and preparing for health care reform
February 29, 2012Edward D. Miller, M.D.
Edward D. Miller, M.D., chief executive officer of Johns Hopkins Medicine, visited Christiana Care Feb. 15 to discuss how JHM is preparing for health care reform.
Headquartered in Baltimore, Md., Johns Hopkins Medicine is a $6.5 billion integrated global health enterprise and one of the leading health care systems in the United States.
Johns Hopkins Medicine’s preparation for health care reform includes developing a model for achieving “population health” while observing government and gauging the pace at which reform is ly to occur.
Dr. Miller described population health as a model in which a health system supplies all medical care to a population of people for a premium, per member, per month. For Johns Hopkins Medicine, the model currently includes 205,000 prioritized members, 60,000 Medicare members, 33,000 retired military members, and 52,000 JHM Employee Health Plan members.
Dr. Miller asked “What is needed to achieve population health?” His five-point answer included:
- A network of primary care physicians (PCPs).
- Access to hospitals and outpatient facilities.
- Access to specialists.
- Home care.
With respect to the first point, data, he said Johns Hopkins Medicine has invested $600,000 to install new computerization technology to ensure that the electronic medical record for any patient at any point of care within the organization is the same.
Asked by Department of Surgery Chairman Michael Rhodes, M.D., about the current and anticipated future shortage of primary care providers, Dr. Miller said help from the health system in simplifying the delivery of care should lead more medical school graduates to choose careers in primary care.
Regarding access to hospitals, outpatient facilities and specialists, Dr. Miller referred to Johns Hopkins Medicine’s massive rebuilding and renovation projects at the East Baltimore medical campus, including research buildings and clinical and patient care facilities.
He also discussed Johns Hopkins Medicine’s acquisition of several area hospitals, such as the 267-bed Howard County General Hospital in the suburban market between Baltimore and Washington, D.C.; the 328-bed Sibley Memorial Hospital, inside the District of Columbia; the 233-bed Suburban Hospital; and the 259-bed All Children’s Hospital.
As a point of reference, the Johns Hopkins Home Care Group annually treats more than 100,000 adults and children in Central Maryland.
Turning to the pace at which health care reform will occur, Dr. Miller suggested a number of influential factors are involved, from debt markets and U.S.
elections outcomes, to Medicare incentives for integrated care, states’ solvency, a Supreme Court mandate decision expected in June 2012, critical mass and the success or failure of health exchanges, and the state of accountable care organizations, or how well providers learn to partner with insurance companies.
One of the most important factors that will influence the pace of health care reform will be value measurement, Dr. Miller said. “Currently, all [value measurement] is process, not outcomes,” he said. Johns Hopkins is working on delivering outcome measurements in the near future, he said.
Regarding the impact of possible outcomes of 2012 elections and beyond, Dr. Miller opined that there are some things that Republicans and Democrats do agree on, such as the idea that integrated care drives value, and provider risk drives down cost.