2020 Annual Report - GBMC Foundation

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Twenty-twenty was a stressful and challenging year for our employees, leadership, and the country. It tested us and pushed us in so many ways, but it could not touch the strength, compassion, and dedication of our workforce and our donor community.

I truly believe that is because 10 years ago, when I arrived at GBMC, we began laying the foundation for a system that operated efficiently with the goal of excellence in patient care. All of the work we put into redesigning care to match patient needs and continuously improve as an organization by creating a team of problem solvers allowed us to quickly pivot, create, and execute on dealing with a pandemic the likes of which this country hasn’t seen in a century.

And, the best part is, our work was acknowledged. GBMC is the only healthcare system in Maryland ever to be recognized with the highest presidential honor in quality and performance improvement: the prestigious Malcolm Baldrige National Quality Award.

In order to achieve the Baldrige award, an organization must adopt the Baldrige criteria and guiding principles, which include innovation, visionary leadership, commitment to community, customer focus, workforce operations, and outcome measurements. GBMC was already using these metrics to sustain a purpose set forth by our founding hospitals: putting the patient first.

We are certainly not perfect, but our compassionate, hard-working staff, our steadfast leadership, our innovation, and our independence have allowed us to adapt quickly and keep up with rapid changes in healthcare – COVID-19- related and otherwise.

And you, our donors and volunteer leaders, are the foundation on which we rise. You lift up our staff and you empower our leadership. You give us the tools and resources to innovate and your gifts maintain our independence.

Independence doesn’t give us the ability to do what we want; it gives us the ability to do what is necessary to take care of patients and families the way they need us to, the way you need us to. We are proud that, at the highest level of government, this commitment to performance excellence for the benefit of patients and families is what we are known for.

John B. Chessare, MD, MPH

President and CEO, GBMC HealthCare

COMMITMENT TO COMMUNITY
& Customer Focus

As a community healthcare system, our goal is in that description. We are responsible for understanding and addressing the broader health issues of the community we serve. One way we do this is by listening.

We consistently connect with Patient and Family Advisory Councils and community listening groups to give us a feel for a patient’s experience with our services and how we could improve them, but also to identify gaps in services that could address community needs. This feedback is used to create our Community Health Needs Assessment, an intentional plan for how we will provide care in the future.

As an example, past assessments have directed our focus to behavioral health and substance abuse. We found it was no longer good enough to just care for patients’ physical health; mental health was just as crucial. We integrated behavioral health in the form of consultants and psychiatrists in all 14 of our primary care practices. Patients now have immediate access to the help they need, when they need it, without having to take additional steps or get lost in transition. This approach also reduces the stigma of getting help. All of this happened because we listened to our community and created services to address their specific needs.

INNOVATION &
Outcome Measurements

Before we can integrate new services, there needs to be a framework of best practice and standard care on which to build. For the past seven years, GBMC has created an environment rich with empowered problem solvers, starting with Lean Daily Management (LDM).

LDM is a daily, disciplined process that gives employees a direct line to leadership and vice versa. Units and teams identify goals as well as barriers to accomplishing them on a daily basis, with support and encouragement from leadership along the way. It empowers each employee to solve problems and improve the organization as a whole.

We look to our employees’ expertise and knowledge in their everyday work as well as future planning. When designing new spaces or systems within the organization, multiple teams spend several days working together to develop the best system to meet patient needs and minimize waste. Instead of simply bringing in an outside designer or architect to build a new space, we give nurses and other staff who would be working in the space the opportunity to walk through a mock room where they can offer feedback in real time on how the space works for them. It identifies any barriers to work before construction begins and ensures all the pieces are there to provide the best care possible.

It may seem technical and process-oriented, but these approaches are vital to patient care. Because we can be agile, well-integrated, and adaptable, we never miss a beat in ensuring you and your family have the right care when you need it most.

Medical knowledge compounds quickly and is always evolving. Rapid advancements mean better, more efficient, and safer care for you and your family, but to make that happen, you need an organization that has the ability to own, adapt, innovate, and incorporate new advancements as quickly and safely as possible. That’s GBMC.

VISIONARY LEADERSHIP
& Workforce Operations

These systems are also important to have in place when the unexpected happens.

Because we plan carefully and proactively, GBMC was able to quickly implement our emergency operations plan when COVID-19 was first identified as a pandemic, including staffing our Incident Command Center, which served as a central communications and coordination hub. Additionally, we used existing resources such as our Simulation Learning and Innovation Center to cross-train employees and reallocate them to areas in need of more staff.

Recognizing our responsibility to provide information and reassurance to the anxious community, we educated them and our staff with weekly video messages from our CEO; frequent, interactive town hall meetings and webinars; numerous social media and traditional media interviews featuring GBMC experts; additional newsletters; and signage.

But perhaps the most profound addition to our COVID-19 response was the launch of the GBMC Healthcare Workers Fund.

With the express purpose of supporting our employees’ financial, emotional, and spiritual needs during this unprecedented time, because of you, this fund quickly grew, benefiting our frontline providers who were making – and continue to make – sacrifices to protect themselves, their families, and most importantly, their patients.

The GBMC Healthcare Workers Fund raised more than a quarter of a million dollars to fund critical needs for our workforce during a time that continues to be stressful and challenging. Alongside monetary donations, we received more than 100 food donations from individuals and local businesses to keep our staff fueled physically and emotionally. Even the simple act of not having to bring a potentially-contaminated container home meant the world to our staff.

Your support is a constant reminder that through good and challenging times we have a community of people who are committed to the same things we are: each other. In everything we do, we strive to give our community health, healing, and hope. And we are so grateful you do the same for us – for our employees, our leadership, and each other. Because your donations might go to GBMC, but you are supporting your family, your neighbor, and your friends.

Thank you for being with us during a most challenging year, and for all the other years you’ve supported us.

STEADFAST SUPPORT
in an unprecedented time

If 2020 proves anything, I am humbled and invigorated by the momentum and outpouring from our donors. If anyone needs a reminder of how a community comes together in a time of need, look no further than GBMC.

The GBMC Healthcare Workers Fund set the ball rolling. The community’s support for our frontline workers demonstrated an unprecedented commitment and fortitude. The announcement of the Malcolm Baldrige National Quality Award validated our knowledge and experience in GBMC as a leading community hospital. The messages from leaders in local and state government, sports, business and healthcare (featured throughout this report but also on the GBMC website at gbmc.org/baldrige) reinforced our beliefs. The mutual respect between GBMC and the community is evident. It is an exemplary and steadfast partnership. GBMC works for the community; the community is GBMC.

As the leader of GBMC’s Philanthropy Committee for the past three years, I see firsthand the sanctity the community reveres for GBMC. On behalf of GBMC HealthCare, we are continually grateful and humbled for your continued support, dedication, and commitment. It is because of you, our community, that we continue to excel beyond expectations.