Protect Against a Retirement Risk

The Academy at Johns Hopkins

Protect Against a Retirement Risk | Johns Hopkins Medicine

Home > Offices and Services > Office of Academic Affairs > Senior Faculty Transition Initiative > The Academy at Johns Hopkins

The Academy at Johns Hopkins is a joint facility that supports the continued research, teaching, and service of retired faculty of the Johns Hopkins School of Medicine, the Johns Hopkins Bloomberg School of Public Health, and the Johns Hopkins School of Nursing.

Honoring retired faculty for their exceptional wisdom and experience, the Academy will actively engage motivated retired faculty in the Johns Hopkins community in ways that benefit our students, disciplines, and institution, and that support the ongoing professional fulfillment of retirees and those faculty members in a phased retirement program.

The Academy at
Johns Hopkins

Includes a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.

The Academy at
Johns Hopkins

Includes a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.

The Academy at
Johns Hopkins

Includes a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.

The Academy at
Johns Hopkins

Includes a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.

The Academy at
Johns Hopkins

Includes a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.

The Academy at
Johns Hopkins

Includes a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.

The Academy at
Johns Hopkins

Includes a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.

The Academy at
Johns Hopkins

Includes a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.



  • Facilitate the continued academic engagement and scholarly productivity of retired faculty from the Bloomberg School of Public Health, Johns Hopkins School of Medicine, and School of Nursing;
  • Connect retired faculty with opportunities for service to Johns Hopkins University, the Baltimore community, and society at large;
  • Offer retired faculty diverse opportunities for continued learning; and,
  • Help retired faculty maintain their social and professional connections within Johns Hopkins.

Academy Location and Facilities

The Academy’s physical home is in the renovated East Reading room of the historic Welch Library. This setting is deeply symbolic.

The Welch Library is named after William Henry Welch, the inaugural dean of both the Johns Hopkins School of Medicine and subsequently, the Johns Hopkins School of Hygiene and Public Health, the first School of its kind in the country.

The Welch library has served as steward of the academic achievements of the three divisions located in the East Baltimore campus and represents the past, present and future of their associated sciences.

The Academy’s suite includes comfortable spaces suitable for private meetings, individual study, small and larger group gatherings, symposia, and social events. Its design incorporates a full business center, kitchen, conference room with video and web conferencing capacity, personal lockers, and an administrative office staffed by a full-time program manager.

Membership for JHSPH faculty members

The Academy opened on October 2, 2018 and enrollment is currently open. There are two levels of membership intended Academy involvement: Affiliate and Scholar.

Affiliate membership is available to all JHSPH professorial faculty who are retired or approaching retirement, wish to have access to the facility, and may want to attend Academy-sponsored events.

Scholar membership is reserved for retired professorial faculty who are interested in ongoing, active engagement and service to the School and/or University and willing to commit at least 20 hours a year to such activities. Scholars are offered a $500 pre-loaded Visa card as stipend to pay for expenses associated with these activities, including parking.

Details of membership and enrollment can be found in the Academy Handbook [pdf].


  • Jennifer Van Beek Program Coordinatoremail



My Transamerica Retirement Account

Protect Against a Retirement Risk | 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.


Protect Against a Retirement Risk

Protect Against a Retirement Risk | Johns Hopkins Medicine

Linkedin Pinterest Aging Well Caregiving for a Senior Retirement Planning Aging and Relationships

Retirement times have changed: Much of the boomer generation won’t retireuntil after age 62 and may then spend 20 years or more in retirement. Butwith better health care today, aren’t you set for a healthy, peacefulretirement as long as your finances are in order?

Not necessarily, warns Johns Hopkins geriatric medicine physician Alicia Arbaje, M.D., M.P.H.

The key to retirement health and happiness is to think ahead, not just about money, but about your relationships and your sense of fulfillment beyond a career.

“People want to leave a legacy for the next generation, and work is considered the main thing that defines us,” says Arbaje. “People need to find new ways to feel they are giving back.”

In fact, research has shown that leaving the working world behind can boost the risk for heart disease and other medical conditions by 40 percent in some retirees.

Experts believe a lack of purpose and social connection in retirement could be a trigger for physical and mental health issues.

The good news: People who plan their retirement are less ly to feel depressed or have difficulty adjusting to this new stage of life. Here’s what to include in a healthy plan.

Rediscover work

Just because you no longer work in the same steady way doesn’t mean you can’t find a fulfilling role that provides a sense of purpose, says Arbaje.

A study review by the Corporation for National & Community Service found that older adults who volunteered at least 100 hours per year were two thirds less ly to have poor health and a third less ly to die compared with non-volunteers.

Other options: Offer your services as a steady babysitter for your grandkids, pick up an enjoyable part-time position or start a nonprofit foundation.

Try It

“Find a way to live authentically, not simply conforming to what otherpeople expect you to do,” advises Arbaje. “Ask yourself, ‘What do I need tocontinue to grow?’” Checking in simply requires some quiet “me”time—anything that brings a sense of stillness, such as meditation, walkingin nature, journal writing and chatting with a trusted friend.

Compared with previous generations, more married boomer women have spenttheir lifetime in the work force and will be joining their husbands in theretirement journey. Whether you are retiring and your spouse is alreadyhome, or both of you are retiring, your relationship is going to bealtered.

“It’s not always clear what the expectations will be in terms ofdividing up tasks, or your roles in the home,” says Arbaje.

But you alsowant to talk about big-picture plans—what are the goals and dreams thatboth of you want to take on together? “You might want to ask your spouse,‘What do you wish we could have been doing all this time that we wereworking?’” suggests Arbaje. Then start planning!

Reclaim your health

A hectic work schedule can unfortunately cause health to be put on the backburner. Use newfound time to make sure you are up to date with any tests orcheckups.

“In fact, your health care provider might want to schedule some‘preventive maintenance’ before your insurance coverage changes,” saysArbaje.

“Just as you would inform your financial planner of your retirementdate, you should also inform your doctor.”


History & Archives

Protect Against a Retirement Risk | Johns Hopkins Medicine

Today the graduates of the Department of Art as Applied to Medicine continue the Hopkins “tradition of excellence” into the 21st century.

From molecular biology to surgery, the Department of Art as Applied to Medicine was endowed in 1911 and has been teaching medical illustration continuously.

In 1959, the Johns Hopkins University approved a two-year graduate program leading to the University-wide degree of Master of Arts in Medical and Biological Illustration.

The program is conducted by the Department of Art as Applied to Medicine on the East Baltimore Campus of the Johns Hopkins Medical Institutions (JHMI). The academic calendar, faculty and student affairs are administered by the Johns Hopkins University School of Medicine.

The Department has trained medical illustrators for over 100 years. The program has been granted full accreditation since 1970.

It is currently accredited by the Commission on Accreditation of Allied Health Education Programs (CAAHEP) in cooperation with the Accreditation Review Committee for the Medical Illustrator (ARC-MI).

The History of a Unique Art

At Johns Hopkins, medical illustration began with the arrival, in 1894, of Max Brödel, a young German artist from Leipzig, Germany.

He had illustrated for Carl Ludwig in the famous Institute of Physiology at the University of Leipzig. There Brödel met American scientists who were studying under Ludwig. Later, one of these, anatomist Franklin P.

Mall, urged young Brödel to join him at the new Johns Hopkins School of Medicine in Baltimore, Maryland.

Circumstances altered plans and upon arrival in Baltimore Brödel was quickly employed by Howard A. Kelly, Chief of Gynecology, as his illustrator for a two-volume textbook, Operative Gynecology.

Other books followed, some with co-authors, on subjects as diverse as the vermiform appendix and diseases of the kidneys, ureters, and bladder. Aside from texts, journal articles, and monographs, Kelly and Brödel united in their efforts to advance the state of surgery and health care in America, especially in diseases of women.

When time permitted, Brödel illustrated for other Hopkins physicians and surgeons, expanding his knowledge of anatomy, pathology, and physiology.

In 1911, when Kelly retired as Chief of Gynecology, Brödel was left without consistent long-term illustration work. To keep this outstanding illustrator at Hopkins his close friend, Dr.

Thomas Cullen, conceived of a department where Brödel could train students in the necessary knowledge and skills to become medical illustrators.

Cullen’s search for funding ended when Henry Walters, a Baltimore financier, philanthropist, and art collector, agreed to support the venture. Eventually Walters provided an endowment which created the Department of Art as Applied to Medicine.

It opened in 1911 with Max Brödel as its Director. Since that date there have been four other directors: James F. Didusch 1940-1943; Ranice W. Crosby 1943-1983; Gary P. Lees 1983-2013; and Corrine Sandone 2013 – Present.

When the Association of Medical Illustrators (AMI) became a reality, the majority of charter members had graduated from the Hopkins program. Between 1941 and 1952, eight of nine similar programs in the United States and Canada were directed by Brödel-trained medical illustrators.

The need for increased communication in health sciences prompted additional training in photography, medical models, and exhibit production. This necessitated increasing the program to three years. Eventually, the significance and strength of the program advanced it to the graduate level.

In 1959, the Department of Art as Applied to Medicine was approved by the University Graduate Board to offer the degree of Master of Arts in Medical and Biological Illustration. Entrance requirements were increased and a two-year curriculum was established.

The Hopkins program was first accredited in October, 1970, with continued accreditation to date.

Medical illustration with all of its communication components and continually-evolving production technologies remains a vital discipline at JHMI. Faculty and students in this program are committed to continuing education in the medical sciences. We welcome the partnership with physicians, surgeons, and all other providers of medical and health care information to advance global medicine.

The Brödel Archives :: History that Teaches

During the 17 years that Max Brödel was illustrating for Dr. Howard A. Kelly (1894-1911), he became renowned for his art in the numerous books written by Kelly, some co-authored by other outstanding gynecologists. During this time, numerous monographs and articles which were illustrated by Brödel, also appeared in medical journals.

A prolific writer, Kelly, soon outpaced Brödel and turned to him to locate other artists to assist. In time, two of Brödel’s art school classmates from Leipzig, Herman Becker and August Horn, joined him.

Their work also appears in the following textbooks: Operative Gynecology (Vols.

I&II), Kelly, Gynecology, Kelly, Medical Gynecology, Kelly, The Vermiform Appendix and Its Diseases, Kelly, and Elizabeth Herndon, Gynecology and Abdominal Surgery (Vols.

I&II), Kelly and Charles Noble, Myomata of the Uterus, Kelly and Cullen, Diseases of the Kidneys, Ureters and Bladder (Vols. I&II), Kelly and Charles Burnham.

Dr. Thomas S. Cullen followed Dr. Kelly as Chief of Gynecology. Max Brödel continued illustrating his books: Adenomyoma of the Uterus and Embryology, Anatomy and Diseases of the Umbilicus.

Drawings for the textbooks written by Drs. Kelly and Cullen, alone or with co-authors, are filed according to their figure number in the book.

Some are missing, but in general, are numerous and in good condition. From 1911 to Brödel’s retirement in 1940, each drawing was recorded numerically from 1 to 989.

These are filed by number, with missing drawings recorded by their image copied from the medical journal.

The Brödel Archives also include works of the following medical illustrators, all trained by Max Brödel: Dorcas Hager Padget, (1906-1973), neurosurgical and embryological illustration; James F.

Didusch, (1890-1955), embryological illustration; William P Didusch, (1895-1981), neurological illustration; Leon Schlossberg, (1912-1999), cardiology and general illustration. Limited examples of other well known medical illustrators such as Melford Diedrick and Willard Shepard, are also in the collection.

The Archives are available for study by students enrolled in the program of Medical and Biological Illustration.

Celebrating 100 Years…

Visit the Centennial pages to learn about our celebration of the first 100 years of Art as Applied to Medicine at Johns Hopkins.


403(b) Retirement Savings Plan | Human Resources | Johns Hopkins Hospital & Health System

Protect Against a Retirement Risk | Johns Hopkins Medicine

To help you add to your personal retirement savings we offer all eligible employees the option to participate in a 403(b) retirement savings plan, also called a tax-deferred annuity program. Our 403(b) plan is administered by Transamerica.

How the Plan Works

This plan operates similarly to a 401(k) plan—you elect to have a percentage of your annual salary deposited into an account each pay period. You are not taxed on the money until it is withdrawn, presumably at retirement when you will be in a lower tax bracket.

New employees are automatically enrolled in the program with an initial 2% pre-tax contribution level. Participation is optional. You may also elect to contribute a different percentage of your salary on a pre-tax or after-tax (Roth) basis. There is an annual limit on contributions as determined by the IRS.

For more detailed information, download the summary plan description.

Roth 403(b) Post-tax Contributions

Contributing money on a “Roth” basis is available to all Health System, JHH and Bayview employees. Roth contributions are made on a post-tax basis, which means your taxable income is not reduced.

You may choose to designate all or a portion of your per-pay contribution as Roth, but these monies are not eligible for loans or hardship distributions. An advantage is that your contributions and earnings may be eligible to be tax-free at retirement. Roth contributions are combined with pre-tax contributions and are subject to the same IRS maximum limits.

Access Your Account

There are three convenient ways to access and make changes to your Johns Hopkins 403(b) account:


Visit Transamerica’s website at  You will need your Social Security Number and PIN. If you need a new PIN, please contact Customer Service at 800-755-5801.

  • View account balance by investment option
  • Change the amount or investment election for your contributions to the plan
  • Change investment elections on your current balance
  • Change your beneficiary
  • Review investment performance and fund details
  • View your personal rate of return
  • Much more!


Call Transamerica’s Customer Service at 800-755-5801. You will need your Social Security Number and PIN. Automated account information is available 24/7. Customer service representatives are available Monday – Friday, 8 a.m. to 9 p.m.  Leave a detailed voicemail message and be guaranteed a return call the next business day.

  • Hear account balance by investment option
  • Change the amount or investment election for your contributions to the plan
  • Change investment elections on your current balance
  • Review investment performance

In-person Consultations

For personalized face-to-face service, Transamerica Retirement Consultants hold regular office hours on the main campus and the Bayview Medical Center campus. See below.

On-campus Assistance and Consultations

Representatives from Transamerica have regular office hours on the East Baltimore and Bayview campuses, and they are available by appointment for in-person consultations. Family members are welcome to attend if needed.

Off-site Visits

To further accommodate employees, we have scheduled off-site visits to the following locations.  Please contact the Transamerica Retirement Consultant at 443-801-9022 to confirm dates, times and conference rooms at these locations:

Community Physicians Locations

Glen Burnie
Every other Wednesday

Home Care Group
Every 2nd Monday and 1st Tuesday of the month
Clinical Managers Conference Room


Lancaster Street

Mount Washington

Thames Street

Wyman Park

Additional Information

For more detailed information about the 403(b) plan, including eligibility, contribution limits, vesting, employer matching and payments, download your Summary Plan Description.


Johns Hopkins faculty data highlight how gender disparities in salary add up over a lifetime

Protect Against a Retirement Risk | Johns Hopkins Medicine
At Johns Hopkins University School of Medicine, efforts to eliminate gender disparity have cut the difference in salaries from 2.6 percent in 2005 to a statistically insignificant 1.9 percent in 2016.

But even with that improvement and seemingly small pay gap, women faculty are ly to accumulate much less wealth over their lifetimes. Credit: Johns Hopkins Medicine, Kristen West

Around the country, women physician researchers make 7 to 8 percent less per year than men.

At the Johns Hopkins University School of Medicine, efforts to eliminate such a gender disparity have cut the difference in salaries from 2.6 percent in 2005 to a statistically insignificant 1.9 percent in 2016.

But even with that improvement and seemingly small pay gap, women faculty are ly to accumulate much less wealth over their lifetimes, Johns Hopkins researchers found.

The researchers used new models of wealth accumulation—taking into consideration how much faculty make, time between promotions, and the effects of salary on retirement and other savings—to calculate the numbers, which were published in JAMA Network Open on Dec. 21.

“One-and-a-half or 2 percent doesn't sound so bad to most people, but at the end of the day, we've shown that this is really a lot of money,” says Barbara Fivush, M.D., professor of pediatrics at Johns Hopkins Children's Center and senior associate dean of women in science and medicine at the Johns Hopkins University School of Medicine.

In 2002, after a report suggested the school of medicine was lagging in the promotion of women to professorship positions, the institution created a committee to pursue new ways to promote gender equity among faculty.

Beginning in 2006, this committee's recommendations—including annual salary analyses, recruitment of women faculty, interviews with departing women faculty and expanded sexual harassment education—were implemented.

“Johns Hopkins has done a great job of looking at, reporting and working to eliminate salary inequities over the last decade,” says Fivush. “But what we wanted to know was what those numbers at different time points really mean at the end of the day.”

Fivush and her colleagues analyzed the school of medicine's internally published annual data on salary—which includes deidentified information on mean salary for faculty each year, categorized by gender, rank (assistant professor, associate professor or professor), and degree (those with a medical degree versus those without a medical degree). Data was available for 1,481 faculty (31 percent women) in 2005 and 1,885 faculty (39 percent women) in 2016.

The researchers designed simulations to calculate a person's accumulated wealth by taking into consideration whether and when they would be promoted and how much money they could be investing for retirement at any given time.

The simulations assumed an annual 3 percent raise for cost of living, pretax employer retirement contributions of 12 percent, maximum employee retirement contributions of $18,000 per year (with additional contributions after age 50, as federal regulations permit), a marginal tax rate of 33.

3 percent, and investment returns of 7 percent for equity markets and 3 percent for bonds.

The researchers then calculated lifetime wealth accumulation under three different scenarios. A woman hired in 2005, they showed, would have accumulated $501,416 less in eventual salary and investment returns than a man hired at the same time if gender equity initiatives had not narrowed the pay gap from 2.6 to 1.9 percent.

In a more real-time, fluid scenario, a woman hired in 2005 whose pay and promotions were positively affected by the initiative from 2006 through 2016 would go on to accumulate $210,829 less than a man in that position. And finally, a woman hired in 2016, with the 1.9 percent pay gap, is projected to accumulate $66,104 less.

“What's important to take away from this is that the impact of even a small gap is still seen 30 years later, suggesting that interventions to address such inequities should not be delayed,” says Sara Alcorn, M.D., M.P.H., assistant professor of radiation oncology and molecular radiation sciences at the Johns Hopkins Kimmel Cancer Center and a senior author of the new paper.

The researchers admit that the simulations are just that—simulations with several standard assumptions.

Any individual person may follow a different career path in terms of promotions or make different individual decisions on retirement savings.

The salary gaps are ly larger in some medical subspecialties, Alcorn says, but data parsed by specialty is not available. In addition, pay gaps—and differences in retirement savings due to educational debt—ly exist in racial minority groups.

“Johns Hopkins has been working very hard to eliminate existing pay gaps and we have made great strides in this area, but more work is needed to continuously ensure pay is fair for all of our faculty,” says Janice Clements, Ph.D., vice dean for faculty at the Johns Hopkins University School of Medicine.

The team has made their simulation approach available to other institutions to do the same kinds of analyses, underscoring the long-term effect of salary disparities.

“We hope that other institutions put similar mechanisms in place to review salary and make calls for equity,” says Avani Rao, M.D., a radiation oncology resident and co-first author of the new paper along with Sarah Nicholas, M.D., also a radiation oncology resident at Johns Hopkins.

More information: Avani D. Rao et al. Association of a Simulated Institutional Gender Equity Initiative With Gender-Based Disparities in Medical School Faculty Salaries and Promotions, JAMA Network Open (2018). DOI: 10.1001/jamanetworkopen.2018.

6054 Journal information: JAMA Network Open


Johns Hopkins CIO Stephanie Reel: Top insights from nearly 30 years in health IT

Protect Against a Retirement Risk | Johns Hopkins Medicine

Laura Dyrda () – Tuesday, February 4th, 2020 Print  | Email

Throughout her decades-long career leading healthcare information technology and services at Johns Hopkins, Stephanie Reel has embodied three core tenets that have led to her success: be kind, be truthful and follow through.

“That sounds so easy and trivial, but when someone calls and says can you call me back, do it. If someone calls with a system problem, help them.

Meet with your team and listen to the customers who have a concern.

If you tell the truth, do what you say you're going to do, and always be kind to one another, I don't think you can fail,” she said, as she spoke about being a successful leader.

Ms. Reel became vice president for information services for Johns Hopkins Medicine in 1994 and then vice provost for information technology and CIO for Johns Hopkins University in 1999. She now serves as CIO for all divisions of the Baltimore-based Johns Hopkins University and Health System.

During her tenure, she has been honored by the Smithsonian Institute and Healthcare Informatics for her innovation in IT. The university implemented self-service solutions for faculty, staff and students under her leadership and she oversees the health system's efforts to advance EHR utilization.

Her responsibilities also include strategic planning for telecommunications, information services and networking.

Last year, Ms. Reel announced her plans to retire this summer. Ahead of her departure, Ms. Reel took a few minutes to discuss her career and where she sees health IT headed in the future.

Question: What was the biggest challenge you had to overcome as CIO?

Stephanie Reel: The scarce availability of capital in the nonprofit world, especially in academia at a university.

There is always a temptation to invest in the next greatest technology and given the environment in which we work, we have to be thoughtful and respectful and make purposeful use of our resources. There is competition for resources.

The greatest single challenge is to make sure our investments are thoughtful and align with the mission of the organization.

Q: How do you make sure you're a good steward of the health system's dollars?

SR: We have very explicit guiding principles here in IT at Hopkins on the AMC side of our business. The guiding principle for everything we do is what is best for the patient.

The second guiding principle is doing what is best for the people delivering care for the patient, and finally doing what is best for the students and education of the students.

That makes my job easier.

Q: Can you give an example of technology over the years that has really been worth the investment?

SR: There have been many examples over the past 30 years, but I would have to say one of the most beneficial has been the approach we have taken in the design, development and implementation of systems. It sounds trivial, but our approach has paid off because the work we do has to be completely informed by the customer.

But the customer has to be redefined the project we're working on, whether it's the patient, physicians, researchers or students.

We always aim to listen carefully, partner respectfully and be thoughtful about the implementation while also making sure that the implementation is respectful of the tech challenges, as well as user expectations, demand and requirements.

The thing that feels best about what we've done is that in every case the design of a system at a detail level has been informed by the end users, whether that's the patient, researcher or educator.

There is competition for resources and we need to make sure we are doing what is best. The famous line from the Field of Dreams is, 'If you build it, they will come.

' Around here, we have a favorite quote: 'If they build it with you, they are already there.'

Q: What is the best advice you received that helped you excel throughout your career? Would you still give that advice today?

SR: I've been incredibly fortunate to have worked with amazing people who are generous with their time, guidance and advice. I try to transfer that to all new IT people at Hopkins.

I do group meetings and spend an hour with every new IT recruit. We talk about what I learned in kindergarten, but also from my mentors and colleagues.

It all boils down to three things: being kind, telling the truth and doing what you say you're going to do.

I also tell all of the new recruits not to go home at the end of the day feeling wrong, broken or sad about something that happens at work. We want to address problems and friction to resolve issues right away when we can. If something bugs you during the day, we want to deal with it. Come see the manager or supervisor to fix it. You should go home to your family in a good place.

Q: What is the most important lesson you learned while building and leading the Johns Hopkins health IT team?

SR: One of the things that makes this place wonderful and relatively speaking, easy to be a leader, is that we are surrounded by really amazing people who are incredibly dedicated to the vision and mission of the organization. Years ago, I had an employee tempted to go somewhere else.

We talked about what it would take for her to stay, and she wanted exposure to our faculty. She had gotten so deeply embedded in the tech that she was losing sight of why she was here. I arranged for her to meet with a senior faculty member that was respected and he was honored to meet with her.

She retired from here 20 years later.

We are so busy and have limited resources, and people get caught up with the day-to-day rhythm of their responsibilities. But we have an amazing faculty and compelling scientists here that are doing great things, which makes this a great place to work. You have a great degree of exposure that doesn't happen everywhere.

Q: Where do you see the biggest opportunities for technology to improve healthcare in the future?

SR: We are all getting weary of the term artificial intelligence, but in fact I think that's what we need to achieve this transformative use of technology, and more importantly the transformative use of information.

When I think back over 30 years, we've been incredibly focused on how to make tech functionality more focused, better and interoperable; now we're finally at the point that it's the information coming in and all our systems that is earning our respect.

The information is making a difference for physicians, nurses, care providers, educators and researchers.

We launched a precision medicine initiative that is focused on using data wisely for every patient individually.

It's so amazing that we are finally at this point and it's one of the most exciting times in my experience that we recognize the value of information in decision-making. For the first time, it feels information is what it's all about.

It's inspirational to see what we can do with that information to advance in science and patient care. We can make quicker, wiser decisions.

More articles on health IT:
Houston Methodist CMIO: How transformational innovation is 'bringing the joy back to healthcare'
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CommonSpirit partners with Lyft, creates strategic innovation taskforce to boost transportation

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