Preparing for an Emergency

Are You Prepared for a Disaster?

Preparing for an Emergency | Johns Hopkins Medicine

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When Superstorm Sandy knocked out power in Baltimore, Thomas Kirsch, M.D.,was unfazed.

The emergency physician at The Johns Hopkins Hospital anddirector of the Johns Hopkins Bloomberg School of Public Health’s Centerfor Refugee and Disaster Response had studied many natural disasters,including the devastation left behind by Hurricane Katrina.

So as Sandymade its way up the East Coast, he already had everything on hand that hecould ever need to ride out the coming power outage.

He and his family ended up spending four days without power, camping in theliving room and cooking food on a propane camping stove. In the evenings,they illuminated the room with battery-powered headlights.

“Being prepared is huge, because it minimizes the impact of a disaster foryou and loved ones you can help with planning,” Kirsch says. It can alsocontribute to resiliency and mental health after the disaster passes. TakeHurricane Katrina survivors, for example.

Research showed that people whodid not feel relatively safe for a long time—meaning they had moredifficulty finding refuge and taking care of their basic needs—tended tohave a higher risk of developing post-traumatic stress disorder versus those who were more prepared and able to respond quickly.

What to Prepare

There are three basic steps to being prepared: Have a plan, have a kit andbe informed. Kirsch suggests you consider what types of disasters arecommon in your area. In the central United States, it’s often tornadoes.

InCalifornia, it may be wildfires and earthquakes. On the East Coast,sometimes hurricanes threaten.

Consider the same for any loved ones whowould benefit from help with planning—those who live alone are often at thegreatest risk at these times.

Then consider what happens during those disasters. Will you lose power? Howabout Internet and phone? What do you rely on for your day-to-day needsthat probably won’t be available after a disaster? What happens if you haveto evacuate? Consider the impact a disaster might have on your life or aloved one’s, beginning with asking yourself questions in these crucialareas.


If you have to evacuate, always take your medicines with you. And how willyou refill prescriptions if needed? “When people evacuate or flee from adisaster, half of them leave their medications at home,” says Kirsch.“During a disaster, you can’t just call your physician and ask for a newprescription—and going without some medicines, even for a short length oftime, can be devastating.”


How will you manage financially if your place of employment is shut downfor days or even weeks? If your home or car is destroyed? What kind ofinsurance do you carry, and does it cover the type of devastation mostly to happen in your area?

Friends, neighbors and family

How will you stay connected if phone service or power is out? Who willthink to check up on you to make sure you are OK? Do those people have keysto your home in case you are injured and can’t let them in?

State of mind

How will you deal with the boredom of being sidelined from your regularactivities for many days without power? Who will be there to help you andprovide support?

Making a Disaster Plan

Overall, consider how you will minimize the impact of a disaster. Then comeup with and practice a plan for your household and for loved ones who needsupport in the event of a disaster, Kirsch suggests. Some questions toanswer:

  • How will you find one another?
  • Where will you meet?
  • What’s your evacuation plan? What route will you take? What mode of transport? Where will you go?
  • What will you do if you lose power? Will you travel somewhere—perhaps to a relative’s house outside of the disaster zone? Go to a shelter? Or shelter in your living room?
  • What important records will you be unable to access without power that you might back up and store in a fireproof safe or somewhere far away?

Also, create a disaster kit complete with:

  • Water
  • Nonperishable food
  • A flashlight or headlight
  • An emergency radio and batteries
  • First-aid supplies
  • A seven-day supply of medicines
  • Personal hygiene items
  • Hand sanitizer
  • Extra cash
  • Area maps

Depending on your health, you might also include spare hearing aids,glasses, contact lenses and other health supplies.

If you do all of that, you’ll be ready. “The more you prepare in advance,the more resilient you’ll be when a disaster hits, and the faster you’llrecover,” says Kirsch.

What the Experts Do

During Superstorm Sandy, Kirsch might not have had power, but his phone andcomputer never went dead. That’s because he owned adapters that allowed himto charge both in his car.

In case that failed, he had a backup plan tocharge them at work, as many hospitals—including Johns Hopkins—have asource of backup power and are usually the first places power is restoredafter an outage.

Make sure your car has gas in it before an event;afterward, the stations might be closed.

Post-traumatic stress disorder (PTSD): A disorder in which your“fight or flight,” or stress, response stays switched on, even whenyou have nothing to flee or battle.

The disorder usually developsafter an emotional or physical trauma, such as a mugging, physicalabuse or a natural disaster.

Symptoms include nightmares, insomnia,angry outbursts, emotional numbness, and physical and emotionaltension.


Around Johns Hopkins: Preparing for the Unexpected

Preparing for an Emergency | Johns Hopkins Medicine

See more in:

Robert “Bob” Maloney (center), senior director for the Johns Hopkins Medicine Office of Emergency Management, leads the “Operation Unplugged” exercise in April 2018. Also pictured are Stephanie Reel, chief information officer for the Johns Hopkins University and Health System, and Andrew Frake, senior director of

health information technology.

In a time of crisis, a hospital’s emergency management team oversees the response. Outside a crisis, the emergency management team is preparing for events through exercises and training.

In this issue of Hopkins on Alert, CEPAR spotlights the emergency management team for the Johns Hopkins Heath System and the Johns Hopkins University School of Medicine. Robert “Bob” Maloney, senior director, Johns Hopkins Medicine Office of Emergency Management, oversees the team responsible for disaster prevention, mitigation, preparedness, response and recovery.

Prior to joining Johns Hopkins in 2017, Maloney was the emergency manager for the city of Baltimore for more than a decade, responsible for citywide emergency preparedness and homeland security funding and coordination.

He was also deputy mayor of emergency management and public safety, coordinating public safety, emergency management and related operational agencies. Maloney also served in the U.S.

Naval Reserve, deploying for a year to Fallujah, Iraq.

He recently spoke with CEPAR about his and his team’s efforts at Johns Hopkins.

Q: What is your role in emergency management?

A:  I am part of a remarkable team that is responsible for building resiliency to hazard and crises that may interrupt the mission of Johns Hopkins Medicine, including an efficient and effective response when events occur. 

Q: How did you become interested in emergency management?

A: In 1994, I decided I wanted to join the Baltimore City Fire Department. Around that time, fire service across the country was going through a transition from primarily firefighting to a fire-based emergency medical services (EMS) system, because the majority of 911 calls were EMS-related.

To prepare myself for the fire department, I earned my EMT-Basic certification, and I also volunteered at a local hospital. The first night I volunteered, I watched paramedics bring in and care for a gunshot victim. In that moment, I knew what I wanted to do for the rest of my life.

I wanted to be in a profession where I helped people. 

The field of emergency management really began to grow after the 9/11 attacks and Hurricane Katrina.

When I became the fire department’s chief of staff, I handled day-to-day emergency management tasks for the fire chief, who was the acting emergency manager.

During this time, I gained a tremendous amount of experience organizing a team to work in a unified system when responding to crises. So, after the fire chief retired, I was honored to be appointed by Mayor Sheila Dixon as the city’s emergency manager.

Q: What are some of the unique emergency preparedness challenges The Johns Hopkins Health System and school of medicine face? How are you working to overcome these challenges?  

A:  Baltimore City government, with the exception of essential services, can close. At Johns Hopkins Medicine, however, we must maintain our mission of patient care, teaching and research every day. Our patients and many other people count on us to deliver.

By maintaining our mission, whether it’s for the person who needs a lifesaving surgery, the person who ran medication, the student learning to be a doctor, or the critical research needed to make key decisions, we must deliver. We are the best health system in the world, and so our emergency management program needs to be equal to that.

And the onus is on all the individuals who work in preparedness to do everything we can to enable the caregivers, researchers and teachers to do their job — without interruption.

The breadth, diversity and locations of Johns Hopkins Medicine offer unique challenges. For example, Johns Hopkins All Children’s Hospital is in a hurricane zone and, therefore, more susceptible to major storms, while The Johns Hopkins Hospital is fortunate to have most of its entities on the East Baltimore campus, and Johns Hopkins Community Physicians has locations throughout the region.

Q: How do you determine the subject of emergency preparedness drills? 

A: We have a hazard vulnerability analysis that we collectively develop each year. We determine what hazards are most ly to happen, and the magnitude of those hazards on the enterprise. These determine what we drill and exercise.

During the last year, we’ve put a tremendous amount of focus on information technology and building resiliency in that area. We also recently completed a mass decontamination drill, which we did outside the Johns Hopkins Hospital emergency department.

Unfortunately, the events in the country also demonstrate an increasing need to be ready for incidences of mass trauma/surge of patients. We have increased our ability to respond to such events.

Q: Why are preparedness exercises important?

A: It’s an opportunity to test our plans, identify preparedness gaps and make changes, thus building resiliency. First and foremost, during all exercises, we test the command structure to make certain we can coordinate and maintain control. Second, we test our response capabilities, depending upon the crisis. Take, for example, a cyberattack.

We want to test our ability to stop the spread of the attack. Or, if it’s a mass decontamination event, we want to avoid further contamination, so we take the necessary steps to protect patients before entering the hospital. Whatever the emergency, it’s our opportunity to simulate practicing our response to things we may not experience day to day.

What is a hospital incident command system, and what does it take to set up this structure?

It’s an organizational structure that facilitates integration to effectively solve problems and delegate responsibilities. A hospital incident command system relies on a team of people, working in unison, who are trained to respond to incidents such as an influx of patients or a weather emergency. The structure is expandable. So if necessary, we can include all essential stakeholders.

We now have a team of more than 50 people who have been trained to come to a central location, or command center, and perform the specific functions of the staffing positions necessary to set up a hospital incident command system.

When those individuals are notified, they immediately come to the hospital to receive the situational assessment, determine an incident action plan moving forward, provide notification and information to the public, staff and visitors, inform senior leadership and seek advice when necessary.

The team ensures an exchange of timely and accurate information so the best response policy and direction can be implemented.

During an event, the incident command will remain open until the situation is resolved. There are policies and procedures that dictate when we open up the command at The Johns Hopkins Hospital. That is always done in consultation with hospital leadership.

When was the last time you set up the hospital incident command center during an actual incident?

The last time we set up our command center due to a real incident was during last flu season. The Johns Hopkins Hospital was full, and the emergency department was seeing an influx of patients who needed to be admitted. So we set up the hospital incident command center to alleviate stress on the emergency department.

During this activation, patient care in the emergency department was disrupted by a water-related issue that happened at the same time as the surge. Setting up the command center during this event, without a doubt, helped us maintain the mission continuity of the hospital.

In addition, there have been several times that entities throughout the enterprise have set up incident command centers, and my team was integrated into the command structure to assist.

What are some of the projects that you have worked on or are working on at Johns Hopkins of which you are most proud?

There have been many projects. My team worked on the standardization of color codes on ID badges at The Johns Hopkins Hospital.

We’ve collaborated with departments to place stop the bleed supplies throughout all Johns Hopkins Health System hospitals to equip bystanders with bleeding control tools in the event of mass casualty events.

We also led “Operation Unplugged,” the largest exercise ever done at Johns Hopkins Medicine.

But I’m most proud that during crises, as a team, we have been able to come together to build a system that’s not dependent on one person to minimize crisis impact and maintain our continuity of operations.

As we continue to build our capabilities — increase radios, supply caches, drills and exercises, and training — and refine our policies and procedures, the system will get more and more robust, and we will be even more ready.

Our job is to be ready. We always have to be prepared.

It’s also important to note that senior leadership has been supportive of emergency management and understanding of the importance of preparedness, resiliency and reducing risk. And that’s huge.

What should faculty and staff know about emergency preparedness?

Faculty and staff should remember to build resiliency at home, because they will ly have to work during an emergency, particularly during snow or severe weather.

If their home and family are inadequately prepared — not equipped with an emergency supply kit, a generator or food, or a family communications plan — they’re going to be at work worrying.

So it’s really taking the opportunity to think about how they could be better prepared.

All of this is easier said than done, especially considering our day-to-day responsibilities. But when we are prepared, loss of life and property damage or destruction will be reduced, and we will get back to normal operations sooner. That’s what you’re trying to do, trying to get back to normal during crises.

Finally, we want everyone on team Johns Hopkins to know how much we appreciate the support and efforts toward resiliency and preparedness. And please don’t hesitate to reach out to us for assistance in building resiliency. We can be reached at 410-502-6122, or visit our website.


What’s it to work at Johns Hopkins Medicine? | kununu Blog

Preparing for an Emergency | Johns Hopkins Medicine
Susanna Kahr• September 18, 2019September 17, 2019

Headquartered in Baltimore, Maryland, Johns Hopkins Medicine consists of Johns Hopkins University School of Medicine, The Johns Hopkins Hospital and the Johns Hopkins Health System. Working here means working at the very first major medical school in the United States to admit women, the first to use rubber gloves during surgery and the first hospital to develop renal dialysis and CPR!

All in all, Johns Hopkins Medicine has six academic and community hospitals, four suburban health care and surgery centers, over 40 patient care locations, a home care group and an international division, and offers an array of other healthcare services. So one thing’s for sure, if you’re a healthcare professional based in Baltimore, you’re sure to find a job for you here!

The mission of Johns Hopkins Medicine is to improve the health of the community and the world by setting the standard of excellence in medical education, research and clinical care.

Here at Johns Hopkins Medicine, you could educate medical students, scientists, health care professionals and the public, conduct biomedical researchor provides patient-centered medicine to prevent, diagnose and treat human illness.

If you work in a patient-facing role then you could look after any number of the nearly 3 million patients and more than 360,000 emergency room visits that Johns Hopkins Medicine receives every year!

Serving Baltimore since 1889

The Johns Hopkins Hospital was considered a municipal and national marvel when it opened in 1889. At the time, it was believed to be the largest medical center in the country with 17 buildings, 330 beds, 25 physicians and 200 employees!

So, who was Johns Hopkins? And what’s with that extra “s”?  Well, Johns Hopkins was born on May 19, 1795, in Anne Arundel County, Md., the second of 11 children of a tobacco farmer. His grandmother’s maiden name was Johns, which is why it’s not John Hopkins but Johns Hopkins Medicine.

Contrary to local legend, Johns Hopkins wasn’t born poor. He grew up in Whitehall, a huge plantation that the King of England had given his great-grandfather. But this all changed when he was 12.

His Quaker parents, spurred on by the new abolitionist stance of the Society of Friends, freed their hundreds of slaves. As a result, Johns’ formal education ended and he was sent out into the fields.

Johns left home at 17 for Baltimore and a job in business with an uncle, then established his own mercantile house at the age of 24.

He was an important investor in the nation’s first major railroad, the Baltimore and Ohio, and became a director in 1847 and chairman of its finance committee in 1855.

In 1867, Hopkins arranged for the incorporation of The Johns Hopkins University and The Johns Hopkins Hospital, and for the appointment of a 12-member board of trustees for each.

He died on Christmas Eve 1873, leaving $7 million to be divided equally between the two institutions. It was, at the time, the largest philanthropic donation in U.S. history!

Check out Johns Hopkins Medicine on kununu

So, what’s it to work at the prestigious Johns Hopkins Medicine?

“Valuable opportunity for self improvement and advancement.“ – anonymous employer review on kununu

Here at kununu, employees have awarded Johns Hopkins Medicine with a score of 4.00 and 82% of those who have left a review would recommend working here. One employee says, “overall good job and good benefits, has some pros and cons.

” Another says that they really the fact that Johns Hopkins Medicine has a “good reputation, good paid time off, good health benefits,” another echoes this by saying “I’ve been able to advance my career and build positive professional relationships” and another appreciates the “valuable opportunity for self improvement and advancement.”

This is how the different aspects of John Hopkins Medicine are rated on kununu:

Compensation and Benefits

According to review on kununu, the salary is around 401k.

But one employee says that although Johns Hopkins Medicine is a “good employer, it’s not the best paying in the industry” another says “I am able to have paid time off and good insurance benefits and the tuition assistance is good too,” though.

With that in mind, Johns Hopkins Medicine offers a range of benefits to its employees including Healthy @ Hopkins Education and Tuition programs along with Medical, Vision and Dental Coverage and Paid Time Off.

Company Culture

Johns Hopkins Medicine has a Company Culture score of 4.21 on kununu, and one employee says that “JHH is a supportive environment overall, although some departments are more difficult to work for than others.” Sound familiar? To find other healthcare companies with great company cultures take a look at our top 9!

Tuition Assistance

As we said before, Johns Hopkins Medicine offers a range of tuition assistance schemes including: New Grad Residency Programs, Externship Programs,RN Development Programs,Clinical Laddersand Leadership Development Programs.


Since Johns Hopkins Medicine offers so many different healthcare services across its many sites, there are many different jobs available, just check out their latest open positions, here. Equally, you could work in any one of these positions:

Ultrasound Technician

Ultrasound technicians receive training in two years and earn average salaries over $70,000. Technicians monitor pregnancies, but they also do a lot more: diagnose abdominal pain, evaluate heart conditions, and check on organ functioning. As an ultrasound technician, you will enjoy the satisfaction of helping patients get the care they need and filling a vital role for doctors.

These positions tend to offer flexible schedules, although there may be night or weekend work required. Some technicians can advance into research or management roles.

The work environment tends to be comfortable, with less of the hustle and bustle than you’ll find in other areas of the medical field.

The only downside to the job is the chance for repetitive stress injuries, but this can be mitigated using ergonomic movements.

Physical Therapy Assistant

You’ll find tons of amazing opportunities as a physical therapy assistant, because the field is set to grow by over 30 percent from now to 2024.Physical therapy assistants work with other medical professionals to help individuals recover after an accident, surgery, or injury.

In a typical day, you might teach someone how to use a walker, perform a soft-tissue massage, or demonstrate strength-building exercises. You could find work in a hospital, nursing home, home care agency, or sports center.

Physical therapy assistants earn an average of $57,750 and only need an associate’s degree to get started.

Registered Nurse

There is a 22% job growth expected for registered nurses. This is hardly surprising as the RN job is really versatile. As an RN you could work in hospitals, physicians’ offices, home healthcare, long term care facilities, outpatient clinics, schools, and even the military.

Wherever you work, you’re responsible for providing and coordinating patient care, educating patients and the public about health conditions, and offering advice and support to patients and their families. To start out on this career you will need either a bachelor’s degree in Nursing, an associate’s degree in Nursing, or in some states, a nursing diploma.

The average paycheck is $68,450 per year. Check out open nursing positions at Johns Hopkins Medicine, here.

Tips on Interviewing

So, you’ve taken a look at the job postings already and found something for you? Great! Now it’s time to prep for a possible interview. As we all know, job interviews are always a 2-way street, so it’s important that you ask all the right questions too, to ensure that this is really the right workplace for you. Here are some ideas of questions you could ask:

  • After reviewing your HCAHPS scores, I see your organization is highly rated when it comes to (fill in the blank). To what do you credit your success in this area?
  • What have you done to measure employee engagement in the last year? What were your focus areas as a result?
  • How do you measure and manage employee performance? What is the organization’s general approach to an underperforming employee?
  • What is this organization doing to support innovation and advancement? What are some of the innovations or advancements you’re most proud of in the last year?

Of course, you probably also want to prepare for the questions that they will ask you, we’ve got you covered there too! Here, you can find the full list of the 15 most common interview questions and answers for healthcare interviews and download a free PDF to help you get started! Good luck!


Here at kununu, we’re dedicated to making the world of work more transparent and we’re here to help you find the right healthcare employer for you, so have a look at the real employer reviews on our site or leave one of your own.


Preparing for an Appointment

Preparing for an Emergency | Johns Hopkins Medicine

COVID-19 Appointment Information and Procedure Updates
Get the latest updates for all appointments and procedures at Johns Hopkins.

COVID-19 Appointment Information from the Division of Rheumatology

For New Patients

In order for your care to be matched to an appointment with an expert in the field of your diagnosis, it is necessary to have your records available to our physician reviewers prior to scheduling an appointment. Therefore, we ask that you have your referral and medical records faxed to 443-267-0090.

It is important to include the following: a referral from your current physician, any clinical notes, imaging reports (including x-rays and MRIs), lab results, other tests results as applicable (such as pulmonary function tests echocardiograms, pathology reports, EMG/NCS results), New Patient Demographics Form.

Once the review process has been completed, you will be contacted by one of our intake coordinators to assist with scheduling your appointment. You may also call the scheduling office at 443-997-1552 at any time to inquire as to the status of your record review.

For International patients, please contact Johns Hopkins International for initial and return patient appointments.

Unfortunately, our physicians cannot speak with or give medical advice to patients that are not currently under our care.

On the day of your scheduled appointment, it is important to:

  • Arrive at least 30 minutes before your appointment to allow time for registration
  • Bring your insurance card
  • Bring a photo I.D.
  • Bring your co-payment
  • Bring a copy of name and address of all persons/doctors who would to get copies of your visit materials
  • Bring the following medical records if not already sent:
  • All medical records relevant to your diagnosis (including rheumatology records, discharge summaries)
  • List of all current medications (include all over-the-counter medications)
  • Recent laboratory results
  • Any imaging results (i.e., x-rays, ultrasounds, etc.)
  • Pulmonary function tests (bring all test results)
  • Echocardiogram (bring all test results)
  • High resolution CT scan of lung (bring written report and copy of actual scan on CD-ROM disc)

To be evaluated at the Myositis Center, you often do not need specialized testing. However, if already done, please provide:

  • Recent laboratory results – especially results from blood tests for CPK and/or aldolase
  • Any MRI films of your muscle (please bring original films and report).
  • The original pathology slides and report from a muscle biopsy. It is particularly important that we have the actual muscle biopsy slides as this may be crucial for making the correct diagnosis.

Once you receive your appoint confirmation, plan to arrive 30 minutes ahead of time for registration and vital signs. Remember to bring a copy of your insurance card(s) to the appointment. New patients should plan on spending the entire day at the Center.

For Returning Patients

  • Return appointments for the Myositis Center can be made by calling (410) 550-6962.
  • Please arrive 15 minutes before your appointment.
  • You may also be asked to complete some additional forms to allow us to bill your insurance, to review your health, and help us know how you have been doing since your last visit.
  • Bring a copy of your insurance cards.

Rescheduling Appointments and Cancellations

We schedule our appointments weeks in advance and are usually unable to reschedule on short notice. If you must reschedule, call us at 410-550-6962 as soon as possible. This will allow us to schedule another patient who is waiting to be seen.

Late, Canceled and No Show Appointments

Late: The appointment time scheduled for you is time specifically allotted for your visit. If you are running late for an appointment, please call our scheduling office. Please note if you are more than 15 minutes late for your scheduled appointment time, we may not be able to accommodate your visit.

Canceled / No Show: If you are unable to keep your appointment we require a minimum of 24 hours’ notice. If you repeatedly do not provide our office with 24 hours’ notice, you may be subject to be discharged from our practice.

Rescheduling Appointments

Our clinic is very busy and unfortunately patients often have to wait several months for an appointment. If you need to reschedule your appointment, please call us at 443-997-1552 as soon as possible. This will allow us to schedule another patient who is waiting to be seen.

Office Hours

Our normal clinic hours are Monday – Friday 7:30am-5:00pm. Our normal phone hours are Monday – Friday 9:00 AM -4:00 PM.

Our Office is closed for the following Holidays:

  • New Year’s Eve
  • New Year’s Day
  • Martin Luther King, Jr. Day
  • Memorial Day
  • Independence Day (July 4th when it falls on a regular business day, the Friday before when it falls on Saturday, or the Monday after when it falls on Sunday)
  • Labor Day
  • Thanksgiving Day
  • Day after Thanksgiving
  • Christmas Eve
  • Christmas Day (December 25th when it falls on a regular business day, the Friday before when it falls on Saturday, or the Monday after when it falls on Sunday)

There may be other posted days that are closed due to divisional activities and/or professional development. That information will be provided on all divisional voicemails.

After-Hours, Weekends and Holidays Calls

  • If you are experiencing a medical emergency after-hours, please call 911 or go to your nearest urgent care facility or emergency department.
  • If your need is a medical management question that cannot wait until our next business day, we offer an On-Call Provider to help you. Our On-Call Provider may be paged by calling our answering service at 410-955-6070.

Inclement Weather and Unexpected Closings

  • It is the policy of Johns Hopkins Medicine to reasonably maintain outpatient clinical operations; however, due to weather or other unexpected closings, such as an area-wide power outage or water main break, there may be times when it is necessary to close our office.
  • Our closing notices will be provided for you via our voicemail recording and our staff will contact you if we are not able to keep your appointment, let you know what we are experiencing, and when we may be looking to reschedule your visit.

Insurance / Billing Information

We are participating with the following insurance payors:

  • Aetna Health Plan
  • Beech Street PPO
  • Blue Cross Blue Shield
  • CareFirst BlueChoice HMO
  • Coventry Healthcare
  • EHP
  • First Health
  • Great West/One Health PPO
  • Humana Choicecare
  • InforMed/CHP
  • Kaiser
  • Maryland Medical Assistance
  • Medicare Part B*
  • Multiplan PPO
  • NCAS
  • One Net PPO
  • Optimum Choice HMO
  • Priority Partners MCO
  • Private Healthcare Systems (PHCS)
  • Tricare Reserve Select
  • Tricare Standard
  • United Healthcare
  • US Family Health Plan

*We do not participate with out-of-state Medicaid or Medicare Advantage/Replacement plans.


It is a good idea to check with your insurance to make sure you are covered for your visit and services with us. Please be prepared to pay your copay and any balance due at the time of your visit. We accept VISA, MASTERCARD, DISCOVER, AMERICAN EXPRESS, and CHECKS.

Non participating insurance/self-pay:

We realize that insurance may not always cover care at Johns Hopkins.

With the exception of Medicare Advantage and Medicaid plans, patients may have the ability to pay out-of-pocket for non-covered services.

Patients scheduled for new patient appointments are required to pay a $600 deposit at the time of service. Patients scheduled for return visits are required to pay a $289 deposit at the time of service.

Prescription Policies and Prescription Refills

In order for our office to provide you with timely refills, please request your medication refills at least one week in advance. Refill requests may be made via a myChart message to your provider, calling our office, or by receiving a fax from your pharmacy.

Forms Completion

The only documentation regarding your health or illness required by law (and included in the office visit charge) is an office visit note.

Completing paperwork for schools, camps, Family Medical Leave Act (FMLA) claims, long-term care, life insurance, the Department of Veterans’ Affairs, and other disability claims go beyond routine medical care and may require an update of your medical information or a special examination.

In order to make this determination, please forward your form(s) to our office prior to your scheduled visit. For those forms that can be completed outside of a clinical visit, please allow a minimum of 5 business days for your completed form to be returned to you.


Johns Hopkins Medical School Requirements, Tuition, and More – Kaplan Test Prep

Preparing for an Emergency | Johns Hopkins Medicine

We’re covering everything you need to know as you consider applying to The Johns Hopkins University School of Medicine. You’ll learn about acceptance rates, application deadlines, average MCAT scores, tuition, curriculum, and more.

[ RELATED: MCAT Prep Courses Near Baltimore, MD ]

Founded in 1876, The Johns Hopkins University School of Medicine is located in Baltimore, Maryland, sharing its campus with Johns Hopkins Hospital, which was established in 1889. It is part of the Johns Hopkins Medical Institutions (JHMI) Campus, which also includes the Johns Hopkins Bloomberg School of Public Health and the School of Nursing.

Johns Hopkins was the first medical school to require its students to have an undergraduate degree and the first to admit women. A historically standout institution, the school has always ranked in the top 3 according to U.S. News and World Report in the number of competitive research grants awarded by the National Institutes of Health (NIH).


With 482 full-time students and 2300 full-time faculty on staff, the school has an exceptional 4.8:1 faculty-student ratio. Faculty attention is at the forefront of The Johns Hopkins University School of Medicine education.

At the start of their med school careers, students are divided into four colleges, each named for a Hopkins faculty member who has had a lasting impact on the field of medicine: Florence Sabin, Vivien Thomas, Daniel Nathans, and Helen Taussig.

According to the school, these colleges were founded to “foster camaraderie, networking, advising, mentoring, professionalism, clinical skills, and scholarship.

” A fifth of each class, or about 30 students, are assigned to each college, and are then further subdivided into six “molecules” of five students each. A faculty member not only advises each “molecule,” but also teaches these students in their Clinical Foundations of Medicine course.

This faculty member remains the students’ primary advisor for all four years of medical school, and it is not uncommon for advisors to host their “molecules” in their homes. School-wide, the colleges compete in an annual “College Olympics,” which has events in sports, art, and dance.

Students primarily train at the school’s main teaching hospital, Johns Hopkins Hospital. Additionally, the school is affiliated with Johns Hopkins Bayview Medical Center, the Howard County General Hospital, Suburban Hospital, Sibley Memorial Hospital in Washington, D.C., and the Johns Hopkins All Children’s Hospital in St. Petersburg, Florida.

Med students complete Johns Hopkins’ “Genes to Society” curriculum, which was instituted in 2009, and integrates learning, research, and patient care.

The curriculum takes a holistic approach to diagnosis, taking into account the wide range of factors that can influence a patient’s disease presentation, from genetics to the environment.

According to the school, Genes to Society “presents a model of health and disease based in the principles of adaptation to the environment, variability of the genotype, and stratification of risk, rather than simply a dichotomous view of ‘normal human biology (health)’ and ‘abnormal physiology (disease)’.” Rather than studying classic medical cases, students are taught by examining disease from a whole-person perspective, taking into account not only presenting symptoms, but also factors that span cellular makeup to socioeconomic status. 

In their first year, Johns Hopkins School of Medicine students start with foundational human biology, with a focus on what has been learned from the Human Genome project about human variability.

Independent scholarly research is integrated throughout the curricular track, starting in the winter of the first year. Uniquely, students begin clinical clerkships from the start (most med schools have students start clerkships in Year 3).

By working with patients early in their education and training, students are encouraged to integrate classroom learning through practical experience.

Advanced clerkships in the latter half of the curriculum are supported by electives and week-long courses spaced out every ten weeks on specific interdisciplinary medicinal topics such as Cancer, Regenerative Medicine, or Metabolism. The curriculum culminates in a capstone course to prepare students for the residency experience.

In addition to the MD track, the school has several dual-degree programs:

  • MD-PhD Program – a 6-8 year program intended for students who have already identified a medical research career path. About 10% of each incoming class is accepted directly into this program.
  • MD-MPH Program – in conjunction with the Johns Hopkins Bloomberg School of Public Health. Students in the School of Medicine can apply for admission to this program between Year Two and Year Three or between Year Three and Year Four.
  • MD-MS in Health Care Management – a program to give students a business background in the medical industry. Students can apply for admission between their second and third years of med school, or their third and fourth.
  • MD-MBA Program – with the Carey Business School. Students interested in pursuing these two degrees concurrently apply directly for admittance into this 5-year program.

As a longtime leader in the field, Johns Hopkins has been associated with many firsts. Some notable advancements include:

  • First to introduce rubber gloves in surgical procedures
  • Published The Harriet Lane Handbook, a vital tool for pediatricians for 60 years
  • Developed CPR
  • Developed the first biological pacemaker for the heart
  • Conducted one of the most complicated successful double arm transplants

Johns Hopkins University School of Medicine has about 482 full-time students. About 150 students are admitted into the school on the MD track each year, and about 15 students are accepted into the MD-PhD program.

For the Class of 2023, the school received 6016 applications. Of the 4297 applicants who submitted secondaries, 856 received an MD interview (14.2% interview rate). 256 applicants were accepted and 120 matriculated.


The acceptance rate is 3.9%.

Tuition costs $53,400 per year. The school reports that about 85% of students who apply for financial aid receive “ample” packages to offset the cost.

Here is the application cycle:

  • Early June: AMCAS Application Opens
  • Mid-July: Admissions Committee begins applicant review
  • September: Interviews begin
  • October 15: AMCAS Deadline
  • November 1: Johns Hopkins School of Medicine secondary application deadline
  • December: First round of decisions delivered
  • January: Second round of decisions and completion of interviews
  • April: Final round of decisions delivered

most medical schools, Johns Hopkins has a Rolling Admissions policy, meaning that applications are reviewed as they are completed. Students may increase their chances of getting accepted by applying earlier in the admissions cycle.

The application fee is $100.

Johns Hopkins unfortunately does not publish the average MCAT scores of accepted students, but with an acceptance rate around 4%, you’ll ly need a top score to remain competitive.

The most popular residency programs that students from Johns Hopkins University School of Medicine match into are in the following fields:

  • Anesthesiology
  • Emergency medicine
  • Gynecology
  • Orthopedic Surgery
  • Psychiatry
  • Dermatology
  • Internal Medicine
  • Ophthalmology
  • Pediatrics
  • Surgery

[ KEEP STUDYING: Best Medical Specialties: 2019 Predictions ]