Planning a Pregnancy

My Transamerica Retirement Account

Planning a Pregnancy | Johns Hopkins Medicine

Important information about consolidation: Transfer specialists are registered representatives of TISC.

Review the fees and expenses you pay, including any charges associated with transferring your account, to see if consolidating your accounts could help reduce your costs.

Be sure to consider whether such a transfer changes any features or benefits that may be important to you.

The role of the onsite Retirement Planning Consultant is to assist you with your retirement plan.

There are no additional charges for meeting with your Retirement Planning Consultant, who is a registered representative with Transamerica Investors Securities Corporation (TISC), member FINRA, 440 Mamaronek Avenue, Harrison, NY 10528, and registered investment advisor of Transamerica Retirement Advisors, LLC (TRA), Registered Investment Advisor. All Transamerica companies are affiliated, but are not affiliated with your employer.

IMPORTANT INFORMATION: About Probability Illustrations, Limitations, and Key Assumptions

The probability illustrations generated from the engine are “Monte Carlo” simulations of 500 possible investment scenarios for a given time period and assume a range of possible returns.

The illustrations are generated according to models developed by Morningstar Investment Management LLC, a leading independent provider of asset allocation, manager selection, and portfolio construction.

The Your Retirement Outlook® graphic reflects the difference between the model’s estimated annual income (which corresponds to a 70% probability level of income in the investment scenarios simulated) and your annual income goal.

When forecasting the probability of achieving your income goal, the model employs different returns for different asset classes, Morningstar Investment Management’s capital market assumptions developed using historical and forward-looking data.

Forecasts of expected return, expected standard deviation and correlation among asset classes Morningstar Investment Management LLC's proprietary equity, fixed income, currency and risk models.

Current assets are assigned to asset classes Morningstar Categories, and fees and charges inherent in investing are incorporated with an average fee assumption for each asset class. The benchmarks used for modeling the various asset classes are below.

Return assumptions are updated annually; these updates may have a material impact on your projections. Return assumptions are estimates not guarantees. The returns you experience may be materially different than projections. You cannot invest directly in an index.

Lower Risk/Volatility Asset ClassCash Alternatives Short Term Bonds Aggregate Bonds Foreign Bonds Direct Real Estate High Yield Bonds TIPS Long Term Bonds Large Cap Value Equity Large Cap Equity Mid Cap Value Equity Mid Cap Equity International Equity Commodities Mid / Small Cap Value Equity Large Cap Growth Equity Mid / Small Cap Equity Small Cap Value Equity Small Cap Equity Mid Cap Growth Equity Mid / Small Cap Growth Equity REITs Small Cap Growth EquityEmerging Markets Equity BenchmarkBofA ML US Treasury Bill 3 Month USD BarCap US Govt/Credit 1-3 Yr TR USD Barclays Capital US Agg Bond TR Barclays Global Aggregate Ex USD TR NCREIF Transaction Based Index Barclays Capital US Corporate High Yield TR Barclays Capital Global Inflation Linked US TIPS TR Barclays Capital US Govt/Credit Long TR Russell 1000 Value TR Russell 1000 TR Russell Mid Cap Value TR Russell Mid Cap TR MSCI EAFE GR Bloomberg Commodity TR Russell 2500 Value TR Russell 1000 Growth TR Russell 2500 TR Russell 2000 Value TR Russell 2000 TR Russell Mid Cap Growth TR Russell 2500 Growth TR FTSE NAREIT Equity REITs TR Russell 2000 Growth TRMSCI EM GR
Higher Risk/Volatility

Unless you choose otherwise or your employer supplies different information, the probability illustrations assume retirement at the age at which you qualify for full Social Security benefits and an annual retirement income goal of 80% of your projected final working salary.

Social Security estimates are the Social Security Administration methodology and your current salary.

The probability illustrations also assume a consistent contribution percentage and asset allocation (no future changes or rebalancing unless you are subscribed to a managed account or a target date asset allocation service), annual inflation of approximately 2%, and annual salary increases a calculation that incorporates multiple factors including a salary growth curve and inflation. Mortality assumptions are the Society of Actuaries tables.

The engine utilizes models, algorithms and/or calculations (“Models”). The Models are subject to a number of limitations. Returns associated with market extremes may occur more frequently than assumed in the Models. Some asset classes have relatively limited histories; for these classes the Models use historical data for shorter time periods.

The Model does not consider other asset classes such as hedge funds or private equity, which may have characteristics similar or superior to those used in the Model.

Capital market assumptions are forecasts which involve known and unknown risks, uncertainties, and other factors which may cause the actual results to differ materially and/or substantially from any future results, performance, or achievements expressed or implied by those projections for any reason. Additionally, Models have inherent risks.

Models may incorrectly forecast future behavior or produce unexpected results resulting in losses.

The success of using Models depends on numerous factors, including the validity, accuracy and completeness of the Model’s development, implementation and maintenance, the Model’s assumptions, factors, algorithms and methodologies, and the accuracy and reliability of the supplied historical or other data. If incorrect data is entered into even a well-founded Model, the resulting information will be incorrect. Investments selected with the use of Models may perform differently than expected as a result of the design of the Model, inputs into the Model, or other factors.

There is no guarantee that your income goal will be achieved or that the aggregate accumulated amount will ensure a specified annual retirement income. Results may vary with each use and over time.

IMPORTANT: The projections or other information generated by the engine regarding the lihood of various investment outcomes are hypothetical in nature, do not reflect actual investment results, and are not guarantees of future results.

Moreover, even though the tool’s estimates are statistically sound based upon the simulations it runs, the tool cannot foresee or account for every possible scenario that may negatively impact your financial situation.

Thus you should monitor your account regularly and base your investment decisions on your time horizon, risk tolerance, and personal financial situation, as well as on the information in the prospectuses for investments you consider.

Transamerica has licensed the Morningstar® Wealth Forecasting EngineSM from Morningstar, Inc.

, which is used by Morningstar Investment Management LLC, a registered investment adviser and subsidiary of Morningstar, Inc, in the services it provides to participants.

Morningstar and Morningstar Investment Management are not affiliated with Transamerica. The Morningstar name and logo are registered marks of Morningstar, Inc.


Executive Voices: John Colmers, MPH, VP of Healthcare Transformation and Strategic Planning at Johns Hopkins Medicine

Planning a Pregnancy | Johns Hopkins Medicine

Samara Rosenfeld

JULY 31, 2019

With new innovations entering the market and different priorities from one healthcare executive to another, it is essential for health systems to create a strategic plan. The strategic plan should be a comprehensive document based off the health system’s mission and core values. The plan can give employees and the communities in which the health system serves, a clear understanding of the roadmap to achieving better outcomes.   John Colmers, MPH, is the vice president of healthcare transformation and strategic planning at Johns Hopkins Medicine. Since the start of his tenure in 2011, Colmers works to position the health system to respond to healthcare reform and other near-term and long-term market forces. He played a vital role in the creation of the Innovation 2023 strategic plan, which has six pillars that encapsulate the mission of Johns Hopkins.   Colmers received his bachelor’s degree from Johns Hopkins University and obtained his master’s in public health degree from the University of North Carolina at Chapel Hill. Before his work at Johns Hopkins Medicine, he served as the secretary of the Maryland Department of Health and Mental Hygiene, where he was responsible for protecting and improving the health and well-being of people in Maryland.  I spoke with him about his approach to developing a strategic plan, how the community has helped create the goals of the plan and how other health systems can build theirs.  

Editor’s note: This interview has been lightly edited for length, style and clarity.

  John Colmers: JHM has created a strategic plan for our entire enterprise. The plan is built on the three parts of our mission: improving and leading the world in clinical care, discovery and the training of the next generation of health professionals. This is the second strategic plan we have created, and it went into effect in fiscal 2019. The six goals are to: improve the quality and affordability of healthcare, support the well-being of our people and our communities, work one organization, push the boundaries of science and education, aim for precision in everything we do and make JHM easy. All of the goals we established have very precise sets of outcome measures of the next four years and include specific strategies and implementation components that filter their way throughout the organization. John Colmers: In light of the environment in which academic medical systems are operating today and the changing pressures that are placed on us financially by payers, the government and others, it is important for us to advance largely through innovation. It is what has created us to be the leading organization that we are. In order to continue to be a leader, we think it’s essential to be leaders in all of these areas.   In improving the quality and affordability of healthcare, it is recognition of both improving outcomes for individuals and populations and to make healthcare more affordable for all. Some of that will come through the innovation that we are able to produce.   We strive to support the well-being of our people and communities. We can’t operate without having a workforce that is composed of people who are able to bring their best and have proper balance in their work life. At the same time, we recognize that for the communities that we serve — in thinking about the world from a population health standpoint — it’s essential for us to think of their well-being more broadly than medical care.   Working one organization and making JHM easy means that we want to internally and externally operate in a way that’s easy for our patients and the people who work here and take advantage of the system we have created.     Pushing the boundaries of science and education is at the core of who we are. We want to continue being leaders in that.   Finally, aiming for precision in everything we do begins with an understanding of the role of precision medicine going forward. It’s essentially saying to the organization as a whole that we want to bring data and analytics to everything we are doing. That would include things such as precision education to make sure our training programs, for example, are geared toward the individual learner. An understanding of big data in education and in areas of quality and affordability but also in business decisions that we make.   We adopted this plan in language we think is more approachable by those in our community, our employees. Rather than use language that is less approachable, these statements are designed so that people can understand these things in a clearer fashion than had been the case previously. John Colmers: At the core, and the reason we titled the strategic plan “Innovation 2023,” is that we think that is who we are. We have been that way since our founding in the 19th century, when the idea of academic medicine in this country began. Throughout our history, we have been on the cutting edge of innovation. We are of the belief that in order to thrive in the 21stt century, we have to continue to support that type of innovation in all that we’re doing. And in light of the complexities I mentioned earlier, it’s essential that we’re able to be as efficient as we can in our operations.   Making ourselves more affordable. Continuing to produce great outcomes. Generating the types of efficiencies that are associated with working one organization. But doing so in the same way that we can be sure that for people who are trying to innovate, we are making their job as easy as possible.   All of these are driven by supporting innovation. John Colmers: We want to advance the type of treatment in care for individuals as we move from focusing on individual disease states to a greater understanding of the way in which environment and many other factors come into play in the years going forward. We’re living now in an age where there has been an explosion of data, computational capabilities and the ability to understand how systems operate. When we think of precision medicine, we want to take advantage of it going forward. Our understanding of a particular disease is advancing by us understanding that it is ly not a single disease, but in clinical, meaningful subsets of those diseases, which are explained and derived through the use of large data and computational abilities. Going forward, we want to lead the way in disease and understanding that. Our true competitive advantage, if we have one, is in our ability to discover those subsets of diseases and implement meaningful treatments for those faster than the next guy. We are not ly to be as nimble or less expensive than others. But if we can operate in a way that is advancing that understanding of disease and the treatment of it, we will be successful.   Our goal all along, from our initial founding, was to take the science and marry it to the clinical care. That’s the combination of the school and the hospital. And in the 21st century, the application of that is essentially what we’re attempting to do.   The challenges that we’re facing are challenges of execution and funding. The execution is around our ability to stop doing things that we no longer need to do and redirect resources to those areas that we do need to improve. The challenges are also associated with the way in which we are being funded and our ability to generate sufficient margins to continue to attract and retain the best talent and to support the cost of research, which continues to need to be supported by clinical activity and philanthropy. John Colmers: Part of it is driven by these points identified in the strategic plan. Working one organization means that we are structuring ourselves so that we are not replicating throughout the organization but finding efficiencies as best we can. Aiming for precision in all that we do is not just about precision medicine but using decision science to help us in the development of evaluating various business planning opportunities and activities there. Making ourselves and healthcare more affordable and outcomes associated with that, which is essentially improving value, will help generate that, particularly as payment systems move further away from fee-for-service to more populated-based, outcome-based or value-based payments.
  John Colmers: The first strategic plan we created when I was here was the first enterprise-wide strategic plan for the organization. We had lots of plans prior to that, but creating a unified strategic plan was something that was new to the organization. There, we identified six pillars and did a lot of the work associated with linking the strategic plan to business planning activities, incentive compensation plans and enterprise risk management. So the strategic plan wasn’t a document that sat on a shelf, but it was a living, breathing mechanism that, in many ways, became the tool for communicating what we were doing to the board and to our various communities.   The most important change that we worked on this time around was this notion of creating a more accessible plan. The language that is more accessible is something that we worked hard to do and we created a plan that is in many ways outward facing. We can say to the world that this is what we plan on doing, these are the things that are important to us and these are the priorities that we have identified. At the same time, we have an inward-facing plan that is proprietary and not shared with the world at large. It’s consistent with the public-facing plan. So we can continue to do much more detailed work and be able to communicate to ourselves in language that is perhaps less accessible and more detailed. The outward-facing plan says what we’re doing and identifies how we are going to measure ourselves. The inward-facing plan is really much more associated with implementation for each year over each of those six goals.   We’ll have annual implementation plans and very specific tasks and activities that are going to be accomplished and linked to individuals within the organization to whom the dean, CEO and executive vice president hold accountable. So we have identified leaders who are then responsible for the implementation of the plan. John Colmers: In the aim for precision pillar, that could include things associated with work that we are doing around the development of our Precision Medicine Centers of Excellence. So, here we have identified within the organization a series of these centers that are funded around disease states and activities. This includes work associated with the development of a data platform that can be used uniformly by any and all of these Precision Medicine Centers of Excellence. There’s a lot of detail around how to create that data platform for precision medicine, implementing it and maintaining it. So we need to account for that and the details around the timing of that, when that gets accomplished, who is accountable for that, how those systems are developed. They need not be in the outward-facing plan but are essential in supporting the work through the inward-facing plan.
  John Colmers: That type of feedback in part led us to the change in the plan that included this more approachable language. We listened through the feedback and town hall meetings that we had and through more formal solicitation of opinions. On a regular basis, we conduct town hall meetings around the individual topics. Each month, there might be a town hall meeting that covers one of these topics, and there’s opportunity then for feedback.   We will constantly update the plan and manner in which we communicate it that type of feedback. Now, the work is largely associated with driving the structure and design of the plan into individual entities. So, that means each of the hospitals and business units, all the way down to individual clinical departments. All of the directors within the school of medicine are working on their own version of the strategic plan around these six goals as well. It really is working to cascade the plan throughout the organization. John Colmers: It is always going to be unique to each organization. You begin with your mission and vision for the organization. That has to be very uniquely identified by the circumstances that you’re facing. You’re going to conduct an environmental assessment that determines what your environment is ly to be. You’re also going to include a top-down and a bottom-up approach to defining the plan. If a plan is exclusively from the leadership of the organization down, it won’t be as successful as one that includes robust feedback from below the organization. By the same token, it cannot be exclusively driven from the bottom-up, it has to be a thoughtful direction given from the top-down.   Then, finally, the lessons we’ve learned here, is the critical importance of leadership. Our leaders have made the strategic plan and its implementation the core of their mission here and used it throughout to evaluate the success of the organization and for individuals overall. John Colmers: Among the most important things I’ve learned is the importance of being a good listener and your ability to take in what others are saying and listen before you talk. That is an essential element of leadership, and oftentimes we come late to that. Part of it is, we just have to be able to sit back and listen.

Get the best insights in digital health directly to your inbox.

Hear from More Executive Voices

Vanessa Benavides, J.D., Chief Compliance and Privacy Officer at Kaiser Permanente
David Klementz, Chief Strategy and Development Officer at Encompass Health
Wendy Sue Swanson, M.D., MBE, Chief of Digital Innovation at Seattle Children


Family Planning | Johns Hopkins Bayview Medical Center

Planning a Pregnancy | Johns Hopkins Medicine

Johns Hopkins Medicine's family planning services are based at Johns Hopkins Bayview Medical Center. Family planning specialists are board-certified in obstetrics and gynecology, and are trained through family planning fellowships.

As experts in abortion and modern contraceptive methods, our physicians are able to provide consultations for medically complex patients and their providers.

We are committed to providing high-quality, comprehensive, personalized care for women.

We believe every woman should have access to a wide range of birth control options and an individualized consultation to help her choose the best option for her.

Our Services

We offer a full range of family planning services, including:

  • Abortion (medical and surgical)
  • Analgesic and anesthesia options for all procedures (i.e. oral or IV sedation)
  • Contraception for women with complex medical problems
  • Contraceptive implants, including difficult insertions and removals
  • Emergency contraception
  • Hormonal and non-hormonal contraceptive methods
  • Intra-uterine devices (IUDs), including difficult insertions and removals
  • Management of early pregnancy loss (medical and surgical)
  • Pregnancy options counseling
  • Tubal sterilization

Female Birth Control Options

Dr. Jenny Robinson discusses the various types of contraceptives available to women who may not be able to use traditional birth control methods.

Who We Serve

Our physicians offer safe and confidential care to women throughout the region, including those from Washington, D.C., Virginia, Delaware and Pennsylvania. Medicaid, private and commercial insurances are accepted.



As part of an academic medical center, and given our commitment to improve access to effective contraception, our specialists have ongoing involvement in the latest family planning research and technology.

If you are a healthy woman, 18 years old or older, and have regular menstrual cycles, you may be eligible for a research study for an investigational non-hormonal birth control method. This study will evaluate the contraceptive efficacy, safety, and tolerability of a copper intrauterine device, and will include:

  • Multiple, frequent study visits over an 38 month period
  • Visits will occur at Johns Hopkins Bayview Medical Center
  • Compensation for participation and travel.

For more information or to enroll, please call 410-550-8506.

PI: Anne E. Burke, M.D., MPH

If you are interested in learning more about our research, or to find out if you are eligible to participate in any of our current studies, please call 410-550-3060 or e-mail

Our Team

Associate Professor of Gynecology and Obstetrics Director, Family Planning Division Director, Fellowship in Family Planning

Expertise, Disease and Conditions: Contraception, Family Planning, Gynecology, Gynecology and Obstetrics, Obstetrics

Assistant Professor of Gynecology and Obstetrics Director, Kenneth J. Ryan Residency Program in Abortion and Family Planning

Expertise, Disease and Conditions: Contraception, Family Planning, Gynecology, Gynecology and Obstetrics, Obstetrics

Assistant Professor of Gynecology and Obstetrics Assistant Professor of Medicine

Expertise, Disease and Conditions: Contraception, Family Planning, Gynecology and Obstetrics, Obstetrics, Sterilization/Tubal Ligation

Assistant Professor of Gynecology and Obstetrics Associate Director, Fellowship in Family Planning

Expertise, Disease and Conditions: Family Planning, Gynecology and Obstetrics, Obstetrics, Pregnancy and Childbirth, Women's Reproductive Health



Family Planning Services

Planning a Pregnancy | Johns Hopkins Medicine

The Division of Family Planning is based at Johns Hopkins Bayview Medical Center. Our clinicians are committed to providing high-quality, personalized care for women. We believe that every woman should have access to a wide range of family planning options, and deserves an individualized consultation to help her make this decision.

In addition to family planning, we recognize the importance of reproductive and sexual health at all stages of a woman's life.

Our faculty has expertise in treating such conditions as vaginitis, vulvar pain, and abnormal uterine bleeding.

Our patients' ages range from adolescence to menopause, and we are happy to treat women with other medical conditions that affect their gynecological health.

To schedule an appointment, please call 443-997-0400.

Family Planning

We offer a full range of options for birth control and family planning. These include:

  • Hormonal contraception and non-hormonal contraceptive methods
  • Contraceptive implants
  • Intra-uterine devices IUDs
  • Sterilization including tubal ligation and hysteroscopic sterilization
  • Emergency contraception
  • Pregnancy options counseling
  • Management of miscarriage and unintended pregnancy
  • Family planning clinic for women with complicated medical problems
  • Variety of analgesic and anesthesia options for all procedures

To schedule an appointment, call 410-550-9840.

Research Studies

We are committed to improving women's access to effective contraception. Therefore, we participate in studies of new and current contraceptive methods. Our current studies are listed below.

If you are interested in learning more about these studies, please call us at 410-550-3060, or email us at

Study participants generally receive study-related medical care, as well as compensation for time and travel.

Research Study On a Non-Hormonal Birth Control Method?
If you are a healthy woman, 18 years old or older, and have regular menstrual cycles, you may be eligible for a research study for an investigational non-hormonal birth control method. This study will evaluate the contraceptive efficacy, safety, and tolerability of a copper intrauterine device, and will include:

  • Multiple, frequent study visits over an 38 month period
  • Visits will occur at Johns Hopkins Bayview Medical Center
  • Compensation for participation and travel

For more information or to enroll, please call 410-550-8506.

PI: Anne E. Burke, M.D., MPH

More studies are expected to begin within the next few months. Check back on this page, call 410-550-3060, or email to learn about our upcoming studies.

Research Coordinator

  • Katrina Thaler, MPH 410-550-8506

Directions to Johns Hopkins Bayview Medical Center

Johns Hopkins Bayview Appointment and Referral Services


Planning a Pregnancy

Planning a Pregnancy | Johns Hopkins Medicine

Linkedin Pinterest Fertility, Pregnancy and Childbirth Pregnancy and Childbirth Fertility and Reproductive Health Fertility Procedures

If you're planning to become pregnant, taking certain steps can help reduce risks for both you and your baby. Proper health before deciding to become pregnant is almost as important as maintaining a healthy lifestyle during pregnancy.

The first few weeks of pregnancy are crucial in a child's development. However, many women don't realize they're pregnant until several weeks after conception. Planning ahead and taking care of yourself before becoming pregnant is the best thing you can do for you and your baby.

One of the most important steps in helping you prepare for a healthy pregnancy is a pre-pregnancy exam (often called preconception care) done by your healthcare provider or a midwife before you become pregnant. This exam may include:

  • Family medical history. An assessment of the maternal and paternal medical history will help determine if any family member has had any medical conditions, high blood pressure, diabetes, or intellectual disability.
  • Genetic testing. An assessment of any possible genetic disorders—as several genetic disorders may be inherited, sickle cell anemia (a serious blood disorder that primarily happens in African Americans), or Tay-Sachs disease (a nerve breakdown disorder marked by progressive intellectual and developmental disabilities that primarily happens in people of Eastern European Jewish origin). Some genetic disorders can be found by blood tests before pregnancy.
  • Personal medical history. An assessment of the woman's personal medical history will determine if there are any of the following:
    • Medical conditions that may need special care during pregnancy— epilepsy, diabetes, high blood pressure, anemia, or allergies
    • Previous surgeries
    • Past pregnancies
  • Vaccine status. An assessment of current vaccines will assess a woman's immunity to rubella (German measles), in particular, since getting this disease during pregnancy can cause miscarriage or birth defects. If a woman isn't immune, a vaccine may be given at least 1 month before conception to provide immunity.

  • Infection screening. An infection screening will determine if a woman has a sexually transmitted infection or urinary tract infection (or the person was symptomatic or had risk factors) that could be harmful to the fetus and to the mother.

Other steps that can help reduce the risk of complications and help prepare for a healthy pregnancy and delivery include:

  • Smoking cessation. If you're a smoker, stop smoking now. Studies have shown that babies born to mothers who smoke tend to be born prematurely, be lower in birth weight, and are more ly to die of sudden infant death syndrome (SIDS). In addition, women with exposure to secondhand smoke are more ly to have low-birth-weight babies. There may also be dangers from thirdhand smoke, the chemicals, particles, and gases of tobacco that are left on hair, clothing, and furnishings.
  • Proper diet. Eating a balanced diet before and during pregnancy isn't only good for the mother's overall health, but essential for nourishing the fetus.
  • Proper weight and exercise. It's important to exercise regularly and maintain a proper weight before and during pregnancy. Women who are overweight may experience medical problems, high blood pressure and diabetes. Women who are underweight may have babies with low birth weight.
  • Medical management (of pre-existing conditions). Before getting pregnant, take control of any current or pre-existing medical problems, diabetes or high blood pressure.
  • Preventing birth defects. Take 400 micrograms (0.4 mg) of folic acid each day, a nutrient found in some green leafy vegetables, nuts, beans, citrus fruits, fortified breakfast cereals, and some vitamin supplements. Folic acid can help reduce the risk of birth defects of the brain and spinal cord (also called neural tube defects).Avoid exposure to alcohol and drugs during pregnancy. In addition, be sure to tell your healthcare provider of any medicines (prescription and over-the-counter) you're currently taking—all may have negative effects on the developing fetus.
  • Exposure to harmful substances. Pregnant women should avoid exposure to toxic and chemical substances ( lead and pesticides), and radiation ( X-rays). Exposure to high levels of some types of radiation and some chemical and toxic substances may negatively affect the developing fetus.
  • Infection control. Pregnant women should avoid the ingestion of undercooked meat and raw eggs. In addition, pregnant women should avoid all contact and exposure to cat feces and cat litter, which may contain a parasite called Toxoplasma gondii that causes toxoplasmosis. Other sources of infection include insects (for instance, flies) that have been in contact with cat feces and should be avoided during pregnancy. Toxoplasmosis can cause a serious illness in, or death of, the fetus. A pregnant woman can reduce her risk for infection by avoiding all potential sources of the infection. A blood test before or during pregnancy can determine if a woman has been exposed to the Toxoplasma gondii parasite.
  • Daily vitamins. Begin taking a prenatal vitamin daily, prescribed by your healthcare provider or a midwife to make certain that your body gets all the necessary nutrients and vitamins needed to nourish a healthy baby.
  • Identifying domestic violence. Women who are abused before pregnancy may be at risk for increased abuse during pregnancy. Your healthcare provider or a midwife can help you find community, social, and legal resources to help you deal with domestic violence.


CEPAR: Home Page

Planning a Pregnancy | Johns Hopkins Medicine

A new coronavirus has caused an outbreak of respiratory illness called COVID-19, which was first identified in Wuhan, China. The virus is now a global pandemic and has been detected in millions of people around the world, including in the U.S.

The Johns Hopkins Office of Critical Event Preparedness and Response, in collaboration with The Johns Hopkins University, the Johns Hopkins Department of Hospital Epidemiology and Infection Control, and the Johns Hopkins Medicine Office of Emergency Management, has created system-wide guidance for faculty members, staff members and students. Read more.

COVID-19 Personal Preparedness

How can you keep you and your loved ones safe during the COVID-19 pandemic? View this personal preparedness checklist.

Overseeing Institution-wide Planning and Response for Disasters and Public Health Threats

CEPAR oversees enterprise-wide planning and response to disasters or other emergencies that may affect the entire Johns Hopkins Medicine and Johns Hopkins University systems. The CEPAR director is Gabe Kelen, M.D., (right) and the executive director is Jim Scheulen, M.B.A. (left).

Hopkins on Alert Publications

Johns Hopkins CEPAR develops a quarterly newsletter highlighting news and information relating to emergency preparedness and CEPAR.

Read the latest Hopkins on Alert articles.

From tricking people into revealing personal information to shutting down entire computer systems, cybercriminals will do anything to get what they want. Attackers can steal identities, medical records and more, but, most often, they want money. It’s important to know the facts if you want to protect yourself against cyberattacks.

CEPAR’s Interim Zika Virus Travel Guidance

Zika is a viral disease spread by a certain types of mosquitoes. Zika can also be passed from a pregnant mother to her unborn baby and through sexual transmission, a blood transfusion or laboratory exposure.

The species of mosquitoes that can carry Zika virus exist in the southern region of the United States, including Maryland.

Zika is usually asymptomatic or a mild illness that requires no specific treatment, but it can cause serious birth defects, such as microcephaly and other neurological conditions.

In 2016, Johns Hopkins CEPAR convened Johns Hopkins institutional leaders and subject matter experts to develop and issue interim travel guidance for faculty, staff, students and trainees. Representatives of academic centers who wish to view a sample of CEPAR’s Zika virus interim travel guidance may click here.

Other Zika virus resources:

Disaster Planning Apps Available

Researchers and scientists with CEPAR's research arm, the National Center for the Study of Preparedness and Catastrophic Event Response (PACER) have developed a suite of applications to help hospitals, emergency departments, first responder organizations and disaster planners prepare for disasters and flu outbreaks.

Download the apps.


The Role of the Academic Medical Center When Disaster Hits

When a disaster hits, what is CEPAR’s protocol for determining whether or not sending a response team is appropriate? Read this article for more details about how a decision is made and what is and isn’t always helpful following a disaster.