The Power of a Health Care Advocate

The Power of a Health Care Advocate

The Power of a Health Care Advocate | Johns Hopkins Medicine

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You hear a lot about how to prepare for a doctor’s visit: Make a list of medications you’re taking. Write down your questions. Complete any paperwork ahead of time, if you can. Now here’s one more thing to consider: Bring your health advocate with you.

“A health advocate can be a spouse, relative, friend, or caregiver that you trust,” says Johns Hopkins expert John Burton, M.D. Even though he encourages all his patients to have an advocate, only about 70 percent do. “It would be better if it were 100 percent,” he says. “The older you are, the more important it is to have another person with you during visits.” 

As you age, you may have more health issues to discuss. “Having two people hear the discussion and making sure they understand is much better than just one set of ears,” Burton says. “It’s difficult for one person to remember everything that’s been discussed.” 

Choosing Your Personal Health Advocate

A good health advocate is someone who knows you well and is calm, organized, assertive, and comfortable asking questions. When selecting an advocate, it’s best to:

  • Clearly explain the kind of help you need and your concerns. 
  • Provide details of your medical history. You may even want to give your advocate access to your electronic health record so he or she can refer to test results or notes, ask for refills on prescription medication, and even email questions or concerns to the physician. Just make sure you provide permission for the doctor and other health care professionals to share information about you with your advocate. 
  • Ask the advocate to take notes or even record conversations with health care professionals. (Ask for your doctor’s permission before recording.) 
  • Give your advocate’s contact information to your health care team, and give your advocate your health care team’s contact information. 

The most important thing, says Burton, is that you choose someone you respect and trust: “Someone who’s discreet and cares for you,” he says. 

While your personal health advocate can help if you’re hospitalized, many hospitals also provide patient advocates to assist you. Geriatric care managers, including registered nurses and social workers, often serve as health care advocates.

The complexity of the health care system has given rise to a new professional: the patient advocate.

This person is often a nurse, social worker, geriatric care manager or other health care professional who can help you navigate the health care system, including dealing with clinicians, understanding your condition and treatment options, and even helping with health insurance issues.

Patient advocates generally charge about $125 an hour, according to Elisabeth Schuler Russell, a health care consultant. Such an individual could be a good option if you don’t have a personal health advocate.

Several organizations provide advocate training and lists of advocates on their sites, including the Professional Patient Advocate Institute, the Alliance of Professional Health Advocates, and the National Association of Healthcare Advocacy Consultants. However, be aware that there are no state licensing requirements or national accreditation or certification tests for patient advocates, so ask for references and assess an individual’s experience and history carefully. 

An advocate is not just for doctor visits or hospital stays. “You can discuss new health issues with that person—for instance, ask if he or she thinks a treatment is working,” advises Burton. “If you’ve got two people on the same page of an issue, it’s helpful. The patient doesn’t have to agonize about doing it alone.” That’s particularly important for seniors who may live alone.  

An advocate can also help doctors educate you about your condition, says Burton. “Our goal is to help people fundamentally manage their own chronic illness,” he says, such as how to deal with hypertension or avoid falls. “It’s education, so two people taking notes or listening to the discussion is a real advantage.” 

One of the challenges faced by those who have been called to care is taking good care of themselves. Learn how to manage caregiver stress and take better care of yourself.


Program in the Arts, Humanities, & Health

The Power of a Health Care Advocate | Johns Hopkins Medicine

Statement of Vision and Mission

The Program in the Arts, Humanities, & Health recognizes that art and the humanities can foster empowerment, equity, and community, and serve to humanize medical practice and education.

The arts and humanistic inquiry are powerful tools for cultivating health, and serve to both nurture and reflect the human spirit.

Further, the arts and humanities are uniquely capable of connecting people–caregivers and patients, students and teachers, institutions and their surrounding communities–in the realization and experience of their shared humanity.

The Program in the Arts, Humanities, and Health (AHH) engages members of the Johns Hopkins Medical Institutions (JHMI) and East Baltimore communities in a range of activities at the nexus of artistic expression, humanist inquiry and well-being.

Expanding the mission of the Office of Cultural Affairs, which has furthered medical arts and humanities at JHMI since the 1970s, AHH: (1) partners with relevant stakeholders across the university and city to offer new cultural programs (e.g., concerts, film series, discussions of poetry, literature and art, etc.

); (2) serves as a clearinghouse for ongoing JHMI initiatives at the intersection of the arts, humanities and health; and (3) cultivates stronger relationships between JHMI and the East Baltimore community through the arts.

Director: Gail Geller
Coordinator: Loren Ludwig

UPCOMING EVENT: Theater of War for Frontline Medical Providers

May 24th, 2020 7pm ZOOM (see flyer below for details)

The Johns Hopkins University Program in Arts, Humanities, & Health is excited to partner with the Berman Institute of Bioethics and Theater of War Productions to present Theater of War for Frontline Medical Providers via ZOOM on Sunday, May 24th at 7pm.

 This innovative project links dramatic readings by acclaimed actors of scenes from ancient Greek plays in conversation with front-line nurses, doctors, medical students, first responders, and other health care providers to produce healing, constructive discussions about the unique challenges and stressors of the COVID-19 pandemic.

Johns Hopkins’ Program in Arts, Humanities, & Health recognizes the healing and transformative power of the arts and humanistic inquiry and engages the Johns Hopkins medical campuses and surrounding communities with programming that fosters empowerment, equity, and community. This event leverages Theater of War Productions’ formidable record engaging hundreds of thousands of people around the world through meaningful performances with Johns Hopkins’ national and international leadership in responding to COVID-19.  The May 24th event will also serve as a pilot for innovative and  interactive programming that addresses the complex and often traumatic experience of medical providers dealing with the pandemic, in ways that can be expanded to benefit providers across the country and world in this time of crisis.

The two-hour event begins with a powerful reading of scenes from ancient Greek plays by actors Jesse Eisenberg (The Social Network, Zombieland), Frances McDormand (Fargo, Almost Famous), Frankie Faison (The Wire, The Good Wife), and David Strathairn (The Bourne Ultimatum, Lincoln), carefully curated to address themes and issues that medical providers are facing during the pandemic. Then, four panelists–members of the JH medical community–respond to what they heard in the preceding performance that resonated with their experiences caring for patients during the pandemic. Following the community panelists’ remarks, a skilled facilitator will then prompt the audience to join the discussion with a series of questions encouraging reflection and dialogue about the complex themes raised by the plays.


Capacity Command Center: Machine Learning & Hospital Management at Johns Hopkins

The Power of a Health Care Advocate | Johns Hopkins Medicine

Machine learning will become an indispensable tool for clinicians seeking to truly understand their patients. As patients’ conditions and medical technologies become more complex, its role will continue to grow, and clinical medicine will be challenged to grow with it.

As in other industries, this challenge will create winners and losers in medicine. But we are optimistic that patients, who generously — if unknowingly — donate the data underlying algorithms, will ultimately emerge as the biggest winners as machine learning transforms clinical medicine.

(Obermeyer 2016, NEJM)

A Broken Winning Streak but a Promising Future

In 2012, a 21-year winning streak was broken when Johns Hopkins Hospital was displaced as the #1 ranked hospital in the United States [1]. In the past few years, Hopkins has embraced new technology and processes that may help them reclaim their #1 spot and, more importantly, lead the way in the transformation of their field.

Healthcare offers some of the most impactful opportunities to apply machine learning. Artificial intelligence has the potential to improve patient outcomes, provide a better patient experience, and dramatically increase hospital efficiency and cost savings [2].

A report by Accenture estimates that AI applications can potentially create $150 billion in annual savings for the United States healthcare economy by 2026 and that the AI health market is expected to reach $6.

6 billion by 2021—representing a compound annual growth rate of 40 percent [3].

The Capacity Command Center

Explore the tool to envision possible paths

In 2016, Johns Hopkins Hospital teamed up with GE Healthcare Partners to launch a Capacity Command Center- a dedicated space, staff, and set of tools aimed at transforming how the hospital delivered care [4].

The Command Center leverages prescriptive and predictive analytics, machine learning, natural language processing, and computer vision to convey key information to decision makers in real-time [5].

The system translates about 500 messages per minute from 14 different IT systems to provide these decision makers with actionable information, empowering them to coordinate services and to reduce bottlenecks, patient wait times, and risks [6].  The introduction of the Command Center was as much about people and process as it was about technology.

Jeff Terry, CEO of GE Healthcare Partners, describes it as “an excuse to get decision makers in the same room and an impetus for a hospital to transform its processes [4].”  The new process fosters a completely new approach to collaboration by collocating 24 staff who would previously have been distributed [7].

Initial results are promising. The hospital reports gains in several key domains [6]:

  • Patient transfers from other hospitals: 60 percent improvement in ability to accept complex patients from other hospitals
  • Ambulance pickup: critical care team dispatched 63 minutes sooner to pick up patients from outside hospitals
  • Emergency Department: Emergency room patients admitted to the hospital are assigned a bed 30 percent faster
  • Operating room: Transfer delays from the operating room after a procedure reduced by 70 percent

In the longer term, this adoption of technology and transformation of process represents an important first step and a foundation for future expansion of AI applications into initiatives telemedicine and population health initiatives, which are already being tested in similar command centers [5].

Hopkins’ choice of entry point (compared to more complex and controversial forms of machine learning decision support) and emphasis on process and people as well as technology position them well for these future developments.

The team utilized a highly collaborative approach  in the design of the Command Center, and been very deliberate to focus on enabling and enhancing but never questioning the front-line providers. This approach been critical in getting buy-in and cooperation from some of the skeptical clinician leaders [5].

It is also a critical line of defense against some of the potential unintended consequences presented by the application of machine learning in the medical context [2].

Key Considerations

While technologies those used by the Capacity Control Center at Johns Hopkins present undeniably exciting economic and health opportunities, there are also some important risks and considerations for managers overseeing their adoption and expansion.

Data in medicine are fundamentally different from those in other fields, so it is critical that managers pay specific attention to what differentiates medical data and ensure that technology be adapted to suit this unique context.

Medical data are subjective, provider opinions and patient descriptions, selective, driven by patient’s decisions of what to pursue, and event-based, recorded around clinical visits and hospitalizations, which are also subject to patient behavior [8].

It is particularly critical during this adoption phase that managers and institutions hold these tools to the highest standard of evaluation until they prove superior clinical outcomes.

Finally, as machine learning plays an increasingly prominent role in medicine, it will substantially impact the role of the providers. It is critical that organizations plan and invest in ensuring that their care providers’s skills keep pace with this new technology, so they are equipped to leverage its opportunities while avoid its risks [9].


Machine learning promises improved health outcomes as well as financial gain. Does Hopkins have a responsibility to share what they learn with other hospitals since it might improve patient outcomes, even if it this comes at the expense of competitive advantage?

What will the role of the physician (and other providers) become in the presence of really robust machine learning decision support?

(799 words)

  1. U.S. News & World Report. (2018). Best Hospitals – National Rankings. [online] Available at: [Accessed 10 Nov. 2018].
  2. Obermeyer, Z., & Emanuel, E. J. (2016). Predicting the Future – Big Data, Machine Learning, and Clinical Medicine. The New England journal of medicine, 375(13), 1216-9.
  3. Accenture (2017). Artificial Intelligence: Healthcare’s New Nervous System. Insight Driven Health. [online] Available at: [Accessed 10 Nov. 2018].
  4. Rubenfire, A. (2016) ‘Command centers help manage flow’, Modern Healthcare, 46(48), p. 0028. Available at: (Accessed: 10 November 2018)
  5. Frost & Sullivan (2018). Global; Visionary Innovation Leadership Award – Hospital Command Centers. Industry Research Analysis: Healthcare.
  6. Analytics Magazine. (2018). Johns Hopkins Hospital opens capacity command center – Analytics Magazine. [online] Available at: [Accessed 10 Nov. 2018].
  7. Analytics Magazine. (2018). Executive Edge: Command center analytics revolutionize healthcare – Analytics Magazine. [online] Available at: [Accessed 10 Nov. 2018].
  8. Mullainathan, S. and Obermeyer, Z. (2017). Does Machine Learning Automate Moral Hazard and Error?. American Economic Review, 107(5), pp.476-480.
  9. Cabitza, F., Rasoini, R. and Gensini, G. (2017). Unintended Consequences of Machine Learning in Medicine. JAMA, 318(6), p.517.


The Johns Hopkins Hospital Ranked #3 Nationally by U.S. News

The Power of a Health Care Advocate | Johns Hopkins Medicine

Newswise — BALTIMORE –The Johns Hopkins Hospital is once again ranked #3 in the nation more than 4,600 hospitals reviewed for U.S. News & World Report’s 2019–20 Best Hospitals list, which was released today.

The publication also ranked 12 specialties at Johns Hopkins among the top 10 in the nation, with three — Geriatrics, Neurology and Neurosurgery, and Rheumatology ranked #1. This new overall ranking, when combined with the U.S. News #9 national ranking of Johns Hopkins Children’s Center, maintains Johns Hopkins’ standing as the nation’s top-ranked hospital for patients of all ages.

In a congratulatory video message to staff, Redonda G. Miller, M.D., M.B.A., president of The Johns Hopkins Hospital, celebrated the power of teamwork, and of the “passion and compassion” of the nurses, faculty and staff at the hospital.

“This is a truly amazing feat, showcasing our commitment to providing the highest quality care for our patients. It is not the accomplishment of one person — or one unit or one department or one floor,” she said. “This recognition belongs to all of us.”

The Mayo Clinic earned the #1 overall ranking this year, followed by Massachusetts General Hospital at #2.

U.S. News has assessed hospitals for 30 years, during which Johns Hopkins has consistently ranked among the best in the nation. Last year, the hospital was also ranked #3 on the list.

In a note to all Johns Hopkins Medicine employees, Paul B. Rothman, M.D., dean of the medical faculty and CEO of Johns Hopkins Medicine, and Kevin W. Sowers, M.S.N., R.N., F.A.A.N., president of the Johns Hopkins Health System and executive vice president of Johns Hopkins Medicine, praised the staff for always striving for excellence.

“These annual rankings, which assess the performance of more than 4,600 hospitals in the United States, are often used by consumers to determine the best hospital to treat patients with serious illnesses and complex medical conditions. Because of your dedication and commitment, we continue to excel in delivering this kind of innovative care.”

In addition to its #3 overall ranking, The Johns Hopkins Hospital was recognized in 15 specialty areas, including:

#1 in Geriatrics

#1 in Neurology & Neurosurgery

#1 in Rheumatology

#2 in Nephrology

#2 in Urology

#3 in Gastroenterology & GI Surgery

#3 in Ophthalmology

#3 in Psychiatry

#4 in Cancer

#5 in Diabetes & Endocrinology

#7 in Gynecology

#9 in Pulmonology & Lung Surgery

#12 in Cardiology & Heart Surgery

#13 in Ear, Nose & Throat (tie)

#22 in Orthopedics

Three Johns Hopkins Medicine member hospitals were recognized in the regional rankings:

The Johns Hopkins Hospital ranked #1 overall in Maryland, as well as in 15 specialties.

Sibley Memorial Hospital ranked #8 in the Washington, D.C., metro region.

Suburban Hospital ranked #10 in Maryland and #10 in the Washington, D.C., metro region.

For more details about the ranking methodology, visit the U.S. News website.


Stephanie Reel to retire as chief information officer of university, health system

The Power of a Health Care Advocate | Johns Hopkins Medicine

Stephanie Reel, a skilled problem-solver and widely admired leader in information technology at Johns Hopkins for nearly three decades, plans to retire this summer, the university and health system announced today.

Stephanie Reel joined Johns Hopkins in 1990 and has served as chief information officer for both the university and health system since 1998.

Since 1998, Reel has served as both chief information officer and vice provost for information technology for the university and as chief information officer and senior vice president for Johns Hopkins Medicine. She is the longest-tenured member of the university's executive leadership team.

“Serving in these dual roles is unprecedented among academic health systems nationwide, and a testament to Stephanie's vision and leadership ability,” Sunil Kumar, provost and senior vice president for academic affairs at JHU; Daniel G.

Ennis, senior vice president for finance and administration at JHU; and Robert Kasdin, senior vice president, chief financial officer, and chief operating officer for Johns Hopkins Medicine, wrote in a message to the university and health system communities today.

“Throughout Stephanie's tenure, information technology has continued to evolve and Johns Hopkins' needs for innovative solutions have grown,” they added. “Stephanie and her team have been committed to leveraging the power of emerging technologies and have cultivated strong, collaborative relationships to meet these needs.”

Reel plans to retire on July 1.

“Johns Hopkins is not just a great institution; it is a good one. And it is good because of the people who work and study here,” she said.

“Johns Hopkins has played a central role in some of the most profound moments in people's lives. I am grateful for the leadership opportunities that may have helped shape a few of those moments.”

During her tenure, Reel grew what began as a small team of 75 serving the university and health system to a group of more than 1,300 people who deliver information technology services and solutions—including networking; telecommunications; and clinical, research, and instructional technologies—24 hours a day, seven days a week to Johns Hopkins faculty, staff, and students.

Among her many achievements, Reel was instrumental in the expanded and enhanced use of electronic patient records at Johns Hopkins Medicine, a process that involved the aggregation of data from more than 100 distinct systems into a consolidated view of a patient's record.

That project created the Epic Medical Record System and paved the way for the successful launch earlier this year of the Johns Hopkins Precision Medicine Application Platform, which facilitates big data research across the enterprise and equips care providers with tools and information needed to improve patient care.

Reel also oversaw the development and launch of the Technology Innovation Center, which collaborates with researchers and care providers to strengthen patient care and discovery through the development and commercialization of medical software.

Under Reel's direction, Johns Hopkins has also implemented several significant web-based and cloud-based initiatives, including:

  • A student information system that provides access to admissions, financial aid, registration, grades, and student accounts
  • Procurement and supply chain solutions
  • An enterprise resource planning system that provides integrated financial and administrative system solutions

Reel, who holds a bachelor's degree in information systems management from the University of Maryland and an MBA from Loyola, joined Johns Hopkins in 1990 as director of information services for The Johns Hopkins Hospital. She was promoted to senior director of information services for Johns Hopkins Medicine in 1993, and to vice president in 1994.

She was named a Premier 100 IT Leader by Computerworld in 2013, a Hall of Fame Honoree by CIO Magazine in 2012, and one of the Top 25 Leaders Driving the Healthcare IT Revolution by Information Week Healthcare in 2011.

During Reel's tenure, Johns Hopkins has been honored for innovation in information technology by the Smithsonian Institution and Healthcare Informatics, and Computerworld named the institution a “Best Place to Work in Information Technology.”

Posted in University News

university administration


Hopkins Researchers Release Tool to Enable Better Health Care

The Power of a Health Care Advocate | Johns Hopkins Medicine

May 30, 2019

Shown from left is PMAP Project Manager Geoff Osier, along with a few members of the team: Brant Chee, a data scientist; Caitlyn Bishop, a mathematician; and William Gray Roncal, an electrical engineer.

Credit: APL

The Johns Hopkins Applied Physics Laboratory (APL), in Laurel, Maryland, and Johns Hopkins Medicine have launched the Precision Medicine Analytics Platform (PMAP), a new data analytics tool that will facilitate big-data research across the JHU enterprise and enable clinicians to make discoveries and improve their patient care.

PMAP was released today at the second annual Johns Hopkins inHealth Precision Medicine Symposium in Baltimore, where national thought leaders joined experts from APL, the School of Medicine and Johns Hopkins Information Technology to share the latest research discoveries and new JHU-developed resources that will allow investigators to more efficiently request and analyze patient information in a secure environment and guide health care providers in prescribing more appropriate treatment plans for patients.

The Promise of Precision Medicine

Precision medicine has the power to transform the understanding and treatment of diseases, said Antony Rosen, vice dean for research at Hopkins Medicine.

“This is a particularly promising moment for harnessing big data, because high-powered computers can analyze newly available troves of information, including data from genetic sequencing, heart monitors, images and electronic medical records.

New technologies make it possible for researchers to combine and analyze data that before was hard to quantify, such as text from clinic notes.”

To understand the subgroups of diseases, precision medicine researchers gather and study vast amounts of information on thousands of patients and their families.

“As a result, patients get the treatment that is right for them, avoiding unnecessary tests and therapies,” said APL’s Geoff Osier, PMAP project manager.

“PMAP gives researchers access to data, a virtual collaborative workspace and tools to help develop new algorithms that can ultimately improve clinical decisions and patient care.”

Precision medicine is an emerging approach to disease prevention and treatment that considers a person’s unique behavioral, biological, social and environmental determinants of health. A precise understanding of an individual’s health determinants can be used keep them healthy or, when necessary, to treat them and help them quickly recover from illness or injury.

Key components of precision health include the ability to comb data found in familiar sources such as medical records and research studies as well as data from nontraditional sources such as patient-reported surveys. But the volume, variety and velocity of this information far exceed the ability of researchers and systems to capitalize on the valuable insights potentially existing in the data.

Leveraging the Data

To tackle the challenge, APL pulled together a team from a variety of disciplines, including systems engineering, cloud platform construction, cybersecurity, data and computer science, and system usability analysis.

In collaboration with Johns Hopkins inHealth, the university and health system’s precision medicine effort, the team developed an information technology system that couples biomedical research and discovery with clinical decision-making in a continually learning precision medicine system.

They designed an analytics platform that supports both precision medicine research and health care delivery as the basis for the learning health care ecosystem.

Key elements of this platform include accessing electronic medical records, imaging, genomics and many other health records; transforming and loading data from those systems into a “data commons”; and having appropriate security and access controls and a robust analytics framework.

The partnership builds on APL’s expertise in data analytics and clinical and research precision medicine assets at Johns Hopkins. For several conditions, including multiple sclerosis and prostate cancer, JHM has launched precision medicine centers of excellence where these new technologies and measurement tools have already been applied.

“We helped clinicians at the Center of Excellence for Prostate Cancer extract meaningful data from biopsy reports using a natural language processing machine learning model,” Osier noted.

“We’ve changed clinical data representation in the Multiple Sclerosis clinic.

We’ve also done some initial development with clinicians to create tools that will be useful for allowing data to drive the creation of subpopulations within their cohort.”

APL will spend the next few months helping to promote data science at Johns Hopkins Medicine.

“The clinicians and researchers in the Precision Medicine Centers of Excellence have compelling, hard challenges associated with how to better care for their patients, and we intend to work with them to make discoveries in the treasure trove of data on PMAP,” Osier said. “As we work on specific problems with specific researchers, we will work to create generalizable tools that others can leverage for their own challenges — the creation of a data science ecosystem on PMAP is a key goal for transforming the hospital.”

Read more about the other precision medicine tools launched today.

Media contact: Paulette Campbell, 240-228-6792,

The Applied Physics Laboratory, a not-for-profit division of The Johns Hopkins University, meets critical national challenges through the innovative application of science and technology. For more information, visit


Grand Rounds Announces New Collaboration with Johns Hopkins Medicine to Enhance Access to World-Class Health Care

The Power of a Health Care Advocate | Johns Hopkins Medicine

SAN FRANCISCO, CA–(Marketwired – April 27, 2017) – Grand Rounds, the leader in matching patients with high-quality physicians, and Johns Hopkins Medicine, one of the country's leading health care systems, today announced a strategic agreement which will extend Johns Hopkins' world-class care through remote consultations and access to in-person visits. The agreement will effectively use technology, data-driven insights and innovative solutions to extend the reach of Johns Hopkins' specialized care to serve more patients across the U.S.

By combining Johns Hopkins' unparalleled clinical expertise with Grand Rounds' proprietary data and machine-learning capabilities, this collaboration will significantly reshape and advance health care access and delivery, especially for medically complex cases.

According to Grand Rounds research, more than 1 in 4 (28 percent) of people surveyed admit to not knowing where to find a qualified medical specialist for a specific illness or disease.

Through this new collaboration, Grand Rounds will connect patients from around the country specifically with top neurosurgeons and orthopaedic specialists at Johns Hopkins who are most uniquely qualified for patients' clinical needs.

Johns Hopkins' Orthopaedics and Neurosurgery departments are consistently ranked among the best in the nation. These two specialties are also among the most common experienced by patients seeking help from Grand Rounds.

“Our collaboration with Johns Hopkins Medicine further demonstrates the value of combining data and technology with premier institutional expertise to meet changing market and consumer needs,” said Dr.

Lawrence “Rusty” Hofmann, co-founder of Grand Rounds.

“This is especially important in removing barriers to timely and appropriate care — 66% of remote second opinions presented to our institutional partners result in a change in diagnosis or treatment plan.”

“We are excited to be working together with Grand Rounds to reach even more patients who need our specialized services, regardless of where they live,” said Mark Shaver, VP of Business Development & Strategic Alliances, Johns Hopkins Medicine. “Our experts, who are uniquely trained and experienced to treat clinically complex cases, are poised to extend their expertise to help those in need.”

Grand Rounds' Access™ solution also expands Johns Hopkins' employer strategy by making these services available to millions of patients covered through more than 80 large employers who offer Grand Rounds as a benefit.

Experts at Johns Hopkins will have the opportunity to serve more patients needing specialized care — both remotely and onsite. Grand Rounds currently partners with 20 leading medical institutions across the country in this capacity.

About Grand Rounds
Grand Rounds' vision is to create a path to great health and health care, for everyone, everywhere. Founded in 2011, the company provides an employer-based platform that delivers improved outcomes for patients and their families.

It does this through an end-to-end solution that connects patients with care informed by the latest and best practices — preventing and correcting misdiagnoses and unnecessary or failed treatments.

Named second among Glassdoor's 2016 Best Places to Work, Grand Rounds helps restore individual health and quality of life, and offers employers lower health care spend and higher employee productivity. For more information, please visit or follow us on @GrandRoundsInc.

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