- Transportation and Accommodations
- Baltimore-Washington International Airport (BWI)
- Dulles International Airport (IAD)
- Ronald Reagan Washington National Airport (DCA)
- Emirates Airlines
- British Airways
- High-Amenities Accommodations
- Traveling With Children
- Immunizations for children
- Taking food, water, and insect precautions
- Flying with children
- Handling motion sickness
- Other helpful hints for traveling with children
- Employers seek national centers of excellence
- Careers with Johns Hopkins Medicine International
- Johns Hopkins Medicine International Administrative Residency Program
- Internship Programs
- Contact Us
- CEPAR: Home Page
- COVID-19 Personal Preparedness
- Overseeing Institution-wide Planning and Response for Disasters and Public Health Threats
- Hopkins on Alert Publications
- CEPAR’s Interim Zika Virus Travel Guidance
- The Role of the Academic Medical Center When Disaster Hits
Transportation and Accommodations
The Johns Hopkins Hospital is located in Baltimore, Maryland. While it may seem stressful to travel abroad for medical care, we’re here to make your trip as smooth and comfortable as possible.
Once your appointment at Johns Hopkins has been confirmed, your international medical concierge will assist you with any transportation and accommodation needs related to your visit.
For your convenience, we can arrange for a sedan or limousine to greet you and take you to your hotel when you arrive at any of the local airports. Please note there is a fee for this service. We can also assist you with rental car arrangements. If you need an ambulance pickup for direct admission, please contact your international care coordinator.
Baltimore-Washington International Airport (BWI)
BWI Airport is the closest international port of entry to Baltimore. It is located approximately 30 minutes south of downtown Baltimore and The Johns Hopkins Hospital. For general information, please call +1-410-859-7111 or visit www.bwiairport.com.
Dulles International Airport (IAD)
Located in Northern Virginia (just south of Washington, D.C.), Dulles International Airport is about 1 hour and 30 minutes from downtown Baltimore and The Johns Hopkins Hospital. For general information, call +1-703-572-2700 or visit http://flydulles.com/iad/dulles-international-airport.
Ronald Reagan Washington National Airport (DCA)
Located in Washington, D.C., this airport is convenient for domestic flights. It is located approximately 1 hour from downtown Baltimore and The Johns Hopkins Hospital. For general information, call +1-703-417-8000 or visit http://www.flyreagan.com/dca/reagan-national-airport.
Emirates Airlines graciously offers special fares for Johns Hopkins Medicine International patients, their families and companions. For additional information or to book travel, visit www.emirates.com/jhmi and use the code EKJHMI1.
British Airways has partnered with Johns Hopkins to offer a special rate through Dulles International Airport and Baltimore-Washington International Thurgood Marshall Airport through Dec. 2019. Patients, their families, companions or caretakers can benefit from the rate by booking through the unique British Airways link. Read more about how to book with the special rate.
For other travel-related questions, please contact your international medical concierge.
Our team can help make lodging reservations suited to your needs and budget.
Your international medical concierge can help with reduced rates at most hotels in the Baltimore area and its surrounding region.
Many hotels in downtown Baltimore offer complimentary shuttle services for Johns Hopkins patients and their family members. We also offer a complete range of short- and long-term lodging options.
Johns Hopkins Hotel Accommodations List
(This PDF file requires you to download and install the free Adobe Acrobat Reader if you do not already have this software.)
Apartment accommodations are available for patients who are staying long-term or prefer a more home- environment.
If you and your family require more privacy, we can arrange secluded rooms equipped to deliver medical care, but with touches more reminiscent of a five-star hotel. Rooms and suites feature fine furnishings, private baths and an array of special amenities.
Please let your international medical concierge know if you would us to arrange these accommodations. Please note that these services are not covered by insurance and must be approved by your Johns Hopkins admitting physician.
For additional information, please contact us today:
Request an appointment using our secure online form and our International Medical Concierge Services team will contact you within one business day.
Traveling With Children
Traveling with children can bring great rewards—and great challenges. Worldwide travel is becoming more common. Many families take children with them to all parts of the globe.
Many of the same precautions that apply to adults also apply to children.
However, because of a child's limited immunity to diseases, food and water precautions, as well as limiting their exposure to disease, are even more important.
Immunizations for children
Contact your child's healthcare provider about immunizations that your child needs as early as possible before travel. The timetable for some immunizations may need to be accelerated and there may be other special immunizations that are needed, depending on where you are traveling.
Taking food, water, and insect precautions
Be especially careful about exposing children to different foods and water. Don't feed children any food that is uncooked. Also, avoid fruits and vegetables in developing countries, unless you peel them yourself. Children are particularly susceptible to traveler's diarrhea and other gastrointestinal infections.
Take extra precautions when mixing infant formula with water. Use purified water for drinking, preparing ice cubes, brushing teeth, and mixing infant formula and foods. You can use an alcohol-based hand sanitizer as a disinfecting agent.
Take special precautions when cleaning pacifiers, teething rings, and toys that fall to the floor or are handled by others.
Keeping children away from insects and animals to prevent the spread of disease. Some travelers question the safety of repellents in children.
Reports of toxicity from DEET, the repellent in use since the 1950s have been rare and were linked to inappropriate application.
The American Academy of Pediatrics and the CDC approve and support the use of DEET (up to 30% to 50%) in children older than 2 months.
The CDC recommends the following to help protect your children against mosquito bites:
- Use clothing that covers your child's arms and legs
- Use mosquito netting to cover cribs, strollers, and baby carriers
- Do not use insect repellent on infants less than 2 months of age
- In children older than 2 months, do not apply repellent onto a child's mouth, eyes, hands, or to broken or irritated skin
- On children younger than 3 years old, do not use products that contain oil of lemon eucalyptus or para-mentane-diol
- If using an insect spray, spray a small amount on your hands first and then apply it to your child's face. Be sure to avoid your child's eyes and mouth.
- Never spray the repellent directly on your child's face.
If your child has symptoms of fever, rash, joint pain, or red eyes, contact your healthcare provider and describe where you have traveled. In a baby less than 2 months of age, a fever of 100.4°F (38°C) or higher always requires a medical evaluation. Call your provider or get medical care right away if your infant is less than 2 months old and has a fever.
Flying with children
Airplane travel can be exciting, yet frightening and painful for young children. Children are especially vulnerable to the sensation of “popping” ears during takeoff or landing, and often experience pain with this.
Due to an air pocket in the middle ear that is sensitive to air pressure changes, the changing altitude as the plane takes off or lands can cause discomfort in the ears.
Small children are especially affected by blocked ear canals because their eustachian tubes — the tube which connects the middle ear with the nasopharynx — are narrower than those of adults.
Swallowing or yawning usually can help “pop” the ears (activating the muscle that opens the eustachian tube) and ease the discomfort. Use of a bottle or pacifier in very young children can also help “pop” the ears. Try to keep the baby awake as the plane descends.
Older children may be helped by chewing gum or drinking a cup of juice.
Handling motion sickness
Children seem to be more prone to motion sickness than adults. Further, while an antihistamine can be effective in preventing or relieving motion sickness, its use is restricted by age. If your child suffers from motion sickness, discuss this with his or her doctor before you travel and ask what medicine may be appropriate for your child. Other ways to relieve motion sickness include:
- Eat a light meal or snack before and during travel.
- Sit in the area of a moving vehicle that has the least motion. In an airplane, this is over the wings; on trains and buses, it is near the front of the vehicle; and on a ship or boat, the deck has the least amount of movement. While the front seat of the car has less motion than the back seat, it is not safe, and children should always be secured in a car safety seat or a seat belt in the back seat.
- Encourage children to sleep during travel.
- Give children sunglasses to wear to reduce visual stimulation.
Other helpful hints for traveling with children
- Check with your travel agent regarding the best airplane seats for children. If traveling with young infants, request the bulkhead seats on long-distance flights, as often these have infant beds that attach to the ceiling of the aircraft.
- Arrange for special children's meals in advance, particularly if your children are picky eaters. Also carry along favorite foods and snacks, in case there is a shortage of meals. Also be sure to take along enough infant formula and baby food for a 24-hour period.
- Unless you are certain that child safety seats are available at your destination, bring along your child's seat from home. Many children also the security of having their own car seat.
- Be sure to bring along plenty of games, toys, and books to keep your children quietly occupied. The advent of children's rolling suitcases allows even young children to carry on many of their favorite belongings.
- When visiting large attractions, make sure to prearrange a family meeting place in case you become separated from other members of your family.
- Make sure your children know what to do if they get lost in a strange city, particularly, in a foreign country. Some experts advise giving children a necklace or card, which includes your address and phone number while abroad, which they keep with them at all times. Do not include information about their names, however.
- If your child has a chronic illness or a weak immune system, talk to your healthcare provider about special travel precautions you will need to take.
- If your child is an older adolescent traveling in a student group, consider the need for counseling regarding the treatment of common travel-related illnesses, the risks of sexually transmitted diseases, prevention of sexual assault, and drug and alcohol use during international travel.
- If your children are visiting friends and relatives in developing countries, ask your healthcare provider about increased risks and prevention strategies related to such things as malaria, tuberculosis, and intestinal parasites.
- Consider taking a basic first aid course before traveling. Encourage older children to take the course with you.
Employers seek national centers of excellence
Can hospitals and doctors get together to hammer out one bottom-line, bundled fee to charge employers for certain high-volume surgical procedures?
Can employers persuade their workers to travel a thousand miles or two to receive care in a nationally recognized center of excellence, when those employees’ local hospitals claim they can do just as good a job?
And say, isn’t healthcare supposed to be local?
A high profile agreement signed last December between PepsiCo and Johns Hopkins Medicine, signed two years after an equally heralded agreement between Lowe’s Companies and Cleveland Clinic, has raised these questions and others.
Johns Hopkins and PepsiCo
In December 2011, Johns Hopkins Medicine signed an agreement with PepsiCo to provide PepsiCo employees the option to travel to Johns Hopkins in Baltimore, Md., for cardiac and complex joint replacement surgeries.
PepsiCo, which sponsors its own self-funded medical plan, waives deductibles and coinsurance for those employees who elect to have their surgery at Johns Hopkins. The company also covers the travel and lodging expenses to Baltimore for the patient and a companion.
The payment methodology for these procedures is an all-inclusive, bundled rate for hospital and physician charges and certain preoperative testing.
“We’re offering their employees some of the best healthcare available, which should mean fewer complications and should result in employees being able to return to work sooner,” Patricia M.C.
Brown, president of Johns Hopkins HealthCare LLC, the managed care arm of Johns Hopkins Medicine, said at the time the agreement was signed.
“At the same time, we’re offering PepsiCo predictability regarding cost.”
Almost two years earlier – in February 2010 – Cleveland Clinic and Lowe’s signed a similar deal, in which Lowe’s full-time employees and their covered dependents enrolled in the company’s self-funded medical plan could elect to schedule qualifying heart surgery procedures at the Cleveland Clinic in Cleveland, Ohio. the Johns Hopkins/PepsiCo program, the Lowe’s plan covers all medical deductibles and coinsurance amounts as well as travel and lodging expenses for the patient and a companion, plus concierge services to make the arrangements.
“We believe that having the correct diagnosis, combined with surgery by the undisputed leaders in this field, will produce the highest-quality outcomes for our employees,” Bob Ihrie, Lowe’s senior vice president of employee rewards and services, said at the time.
More to come
“Large national employers are saying, ‘I have a cost problem and I need to be more creative about solutions and taking on that responsibility directly, on the advice of their payer partners and/or HR consultants,” says Brown.
“I see more of these agreements in the future,” adds Helen Darling, president and CEO of the National Business Group on Health.
“The pressures on employers are such and the concerns about controlling cost and improving quality and safety lead them to think in terms of selecting centers of excellence for selected procedures.
This isn’t across the board, but it is for conditions and procedures that a hospital is particularly good at or experienced in.” The National Business Group on Health is a non-profit organization that represents large employers’ perspective on national health policy issues.
“All major insurers have various centers-of-excellence programs, which are available to their members,” says Eric Grossman, senior partner at Mercer Health & Benefits LLC and a consultant in the company’s U.S. health and benefits business.
“The primary differences with the Lowe’s and PepsiCo model are: very narrow center of excellence (one hospital), travel benefits and services, and the bundled payment methodology.
” Mercer works on behalf of large employers interested in centers of excellence programs, says Grossman.
The bundled dilemma
A key component of the Lowe’s and PepsiCo agreements is the bundled fee, that is, one price to the employer for soup to nuts – pre-treatment testing, the procedure itself and necessary followup. It’s a concept that Medicare is pushing, but one that hospital systems and physicians have experienced some difficulty developing.
“One criteria [for bundling] is, ‘Is it easy to identify services that should be in the bundle vs. outside it?’” says Peter Hussey policy researcher at the RAND Corp., a nonprofit research organization.
Conditions or procedures that are very discrete, and that have clear beginnings and fairly clear end points – such as many cardiovascular and orthopedic procedures – lend themselves to bundling, he says.
What’s more, surgeons and hospitals already receive global payments for cardiovascular and orthopedic procedures, so it’s not much of a stretch to arrive at a bundled fee that encompasses both, he adds.
But bundling can be difficult to pull off from a technical perspective, says Hussey. One challenge for providers is the fact that they still handle plenty of fee-for-service claims.
“Not every patient is subject to the bundle; not every condition is bundled; not every payer is [seeking bundled-payment agreements].” Providers may find it difficult to balance two different delivery and payment systems simultaneously.
Another issue is the difficulty of convincing providers that cost-cutting measures will not reduce the quality of medical care. This was a point that RAND made in a study released last year, of which Hussey was lead author.
Can hospital administrators and surgeons work together to reduce the cost of some of the implants used in certain procedures? Will physicians be mistrustful that administration is pressuring them to change the implants they use cost rather than clinical outcomes?
Proponents of bundling believe that the approach can lead to better, more efficient care, and might help providers receive compensation for services that might not be accounted for in fee-for-service arrangements.
For example, the bundled fee might include the cost of a case manager contacting patients following their procedure to ensure that their recovery is proceeding as planned.
Not only can this constitute better care, but it can result in savings too, in that the patient may be less ly to be readmitted for the same condition, says Hussey.
Bundled agreements with centers of excellence often yield higher-quality care at either the same or less cost than traditional fee-for-service deals, says Darling. One reason is that better care can lead to fewer complications for the patient. So even if the actual unit cost per procedure is the same as that of a fee-for-service equivalent, there may be less need for rework or readmissions.
Employers are attracted to bundled agreements with centers of excellence for a couple of additional reasons, says Darling. “There’s improved productivity – people are back to work faster,” she says.
“And frankly, there’s a goodwill factor for employees and their dependents, who feel that their company cares so much about them that [the company] is willing to spend extra money upfront – by eliminating copayments, deductibles and travel costs – for their care.”
Big demands on IDNs
Many IDNs may experience a learning curve developing and marketing bundled-payment deals, particularly if they’re going to deal directly with large employers.
“Very large employers tend to be very sophisticated purchasers, and they expect a level of service that may not be typical,” says Darling.
“They feel, ‘If we’re going to be sending you a lot of patients, we expect a lot of services that aren’t routine.’”
IDNs that want to get into this game must develop top-of-the-line customer service, she adds. Successful IDNs usually have a team of people in place to handle the issues that arise with direct-to-employer deals.
The good news for IDNs is this: Once they’ve made the initial investment in training, setting up protocols, and developing expertise in contractual and legal issues, they can usually replicate the procedure with multiple big employers, she says.
The success of these programs – both for the hospital system and the employer – lies in correctly pricing the bundled fee. That might not be as big a problem as one might expect.
“We agree [setting up bundled programs] is challenging, but there is very significant activity in this area from all major carriers,” says Grossman. “We did not run into significant barriers with developing the bundled payment approach for the center-of-excellence program.”
Hospital systems can look to their cost accounting systems to guide them when developing a bundled fee, adds Darling. And they can decide how much they want to add for the additional services that centers-of-excellence programs with employers demand.
Meanwhile, employers already have a pretty good idea of how much certain procedures cost, including cardiovascular or orthopedic surgeries. They will use that knowledge in their price negotiations.
Being physician-owned, Cleveland Clinic may be ahead of other IDNs insofar as hammering out bundled agreements.
But it turns out that Johns Hopkins has a leg up as well.
“We’ve been in the bundled care business 15 years,” says Brown. “It’s not unusual for us to entertain these kinds of contracts. Some of the major national payers – United, Cigna, Aetna – have been interested in bundling certain very high-cost procedures, such as transplant, cardiovascular procedures, bone marrow procedures.
” The fact that Johns Hopkins has its own managed care plan – John Hopkins HealthCare – has forced the IDN to develop innovative payment models in conjunction with its physicians. “The unique thing about the PepsiCo agreement is that it is a direct-to-employer deal vs. [an agreement] with a major national health insurer,” she says.
Is healthcare local?
Bundling may be a part of the healthcare landscape for some time to come, as illustrated by the fact that the Centers for Medicare & Medicaid Services announced a voluntary national bundled payment initiative in August 2011. And some observers believe that national centers-of-excellence agreements, which include bundled fees, will also multiply in number. But selecting such centers of excellence will always be a moving target.
“If you go back 20 years, you’ll see a list of procedures, including cardiac surgery, that have become so routine you don’t need a [national] center of excellence,” says Darling.
“Once that happens, there’s no reason to spend extra time and money to [have procedures performed] outside the local community. But the trick is knowing when that occurs.”
Is healthcare local? Perhaps not so much as some think.
“Many top hospitals get a significant percentage of their surgical patients from outside their immediate service area,” points out Grossman.
“I think the answer is still out there,” says Brown, responding to the question. “The PepsiCo deal got a lot of attention, but the jury is still out on whether or not it will work.
” Yes, patients can be assured of receiving care from a high-quality provider, in this case, Johns Hopkins.
But will they be willing to get on a plane and travel to Baltimore, when their local hospital is saying it can provide the same service?
“If an employer feels that limiting access, or creating more regional or national access, is a way of reducing cost, they’ll pursue that,” she says. “There’s no doubt that some health systems are really working to differentiate themselves from a value perspective.
“Somebody’s going to do something. Costs are control, [desirable] quality is not being achieved. Employers – and they’re the ones writing the checks. – are saying, ‘We’re going to see if we can see steer business to providers where we can get the best value.’
“We’ve only gotten a few referrals since this [agreement with PepsiCo] was signed, which is what we expected initially. It will be interesting to see.” JHC
Careers with Johns Hopkins Medicine International
Johns Hopkins Medicine International (JHI) facilitates the global expansion of the Johns Hopkins Medicine mission: to improve the health of the community and the world by setting the standard of excellence in medical education, research and clinical care.
JHI provides personalized, culturally appropriate care for patients traveling to Johns Hopkins from outside Maryland and the United States, and for local patients with limited English proficiency.
JHI also leverages Hopkins' extensive knowledge base in medicine, nursing, public health, medical education, research and health care administration to improve health care delivery through sustainable, high-impact collaborations throughout the world.
Johns Hopkins Medicine International (JHI)
Learn how JHI provides personalized care for patients traveling to Johns Hopkins from outside the United States.
Career Opportunities with JHI
Explore our current opportunities, including administrative, professional, management, clinical care, patient services, and medical language translation services.
Johns Hopkins Medicine International Administrative Residency Program
The Johns Hopkins Medicine International (JHI) Administrative Residency is a 12-month paid training program that fosters the development of outstanding individuals committed to careers in healthcare with a strong interest in project management and finance.
Under the mentorship and guidance of the program director and executive leaders, the Administrative Resident will have the opportunity to explore project management and finance through project-oriented work within JHI and in collaboration with Johns Hopkins Medicine affiliates.
Placement after completion of program is dependent on performance and availability of positions.
- Learn more about the JHI Administrative Residency Program
JHI also offers an Internship Program where candidates assist with the development and implementation of business plans for targeted geographical regions and/or medical specialties.
They also conduct background research on individual countries and/or business entities, document different processes (financial, operational, marketing) and assist with campus tours by international visitors.
For more information about the JHI Internship Programs, please email the JHI Education Committee.
Johns Hopkins Medicine International is an Equal Opportunity/Affirmative Action employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, age, national origin, disability, protected veteran status, or any other status protected by federal, state, or local law.
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A new coronavirus has caused an outbreak of respiratory illness called COVID-19, which was first identified in Wuhan, China. The virus is now a global pandemic and has been detected in millions of people around the world, including in the U.S.
The Johns Hopkins Office of Critical Event Preparedness and Response, in collaboration with The Johns Hopkins University, the Johns Hopkins Department of Hospital Epidemiology and Infection Control, and the Johns Hopkins Medicine Office of Emergency Management, has created system-wide guidance for faculty members, staff members and students. Read more.
COVID-19 Personal Preparedness
How can you keep you and your loved ones safe during the COVID-19 pandemic? View this personal preparedness checklist.
Overseeing Institution-wide Planning and Response for Disasters and Public Health Threats
CEPAR oversees enterprise-wide planning and response to disasters or other emergencies that may affect the entire Johns Hopkins Medicine and Johns Hopkins University systems. The CEPAR director is Gabe Kelen, M.D., (right) and the executive director is Jim Scheulen, M.B.A. (left).
Hopkins on Alert Publications
Johns Hopkins CEPAR develops a quarterly newsletter highlighting news and information relating to emergency preparedness and CEPAR.
Read the latest Hopkins on Alert articles.
From tricking people into revealing personal information to shutting down entire computer systems, cybercriminals will do anything to get what they want. Attackers can steal identities, medical records and more, but, most often, they want money. It’s important to know the facts if you want to protect yourself against cyberattacks.
CEPAR’s Interim Zika Virus Travel Guidance
Zika is a viral disease spread by a certain types of mosquitoes. Zika can also be passed from a pregnant mother to her unborn baby and through sexual transmission, a blood transfusion or laboratory exposure.
The species of mosquitoes that can carry Zika virus exist in the southern region of the United States, including Maryland.
Zika is usually asymptomatic or a mild illness that requires no specific treatment, but it can cause serious birth defects, such as microcephaly and other neurological conditions.
In 2016, Johns Hopkins CEPAR convened Johns Hopkins institutional leaders and subject matter experts to develop and issue interim travel guidance for faculty, staff, students and trainees. Representatives of academic centers who wish to view a sample of CEPAR’s Zika virus interim travel guidance may click here.
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Disaster Planning Apps Available
Researchers and scientists with CEPAR's research arm, the National Center for the Study of Preparedness and Catastrophic Event Response (PACER) have developed a suite of applications to help hospitals, emergency departments, first responder organizations and disaster planners prepare for disasters and flu outbreaks.
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The Role of the Academic Medical Center When Disaster Hits
When a disaster hits, what is CEPAR’s protocol for determining whether or not sending a response team is appropriate? Read this article for more details about how a decision is made and what is and isn’t always helpful following a disaster.