It’s hard to believe that another year is
ending. As we get ready to make our resolutions for 2013, it’s good to take a
moment and reflect on how well we met our commitments in 2012.
In 2011 we committed to a new vision – a new
direction for GBMC. We committed to becoming a true system of care through
the eyes of the patient. Since we and our family members are all (at one time
or another) patients as well, we created the vision phrase To every patient, every time, we
will provide the care that we would want for our own loved ones. For
our own loved ones we want the best health outcome, with the best care
experience, at the lowest cost…so we said that this is what we want for
everyone. We created a strategic plan to get to our vision. 2012 was
essentially the second year into that strategic plan, so did we continue doing
what we said we would do?
A fundamental building block of our system of
care is the new primary care team: the Patient-Centered Medical Home (PCMH). In
2012, our Hunt Valley office was the first primary care team to reach Level 3
PCMH status and now most of our employed primary care offices have achieved
this. The primary care teams now reflect on how they are doing for groups of
patients and actively work to improve the health of individual patients with
chronic disease with the help of care managers who work side by side with their
doctor and nurse teammates. They have all extended their office hours and now
some are open on Saturdays. In 2012, we implemented our patient portal, myGBMC,
to make it easier for patients to participate actively in their care,
see their own records, and to communicate with their physicians.
Now that we designed the foundation of a
better system to help keep people well and to help people with chronic illness
to better manage their health, we created a new company, Greater Baltimore Health Alliance
(GBHA), that includes not only our employed physicians, but also many
of our wonderful private practicing doctors working together on our vision. In
2012, we learned that GBHA had been accepted into the Medicare Shared Savings Program as an accountable care
organization. In 2012, GBMC HealthCare became the first company in Maryland to
sponsor an accountable care organization that included a hospital.
In 2012, we made our outstanding hospital
even more outstanding. We made our care even safer than it had been. We rolled
out a mandatory course called Getting in action for patient safety
and all of our employees took the course. Teams made outstanding quality
improvements in areas such as hand hygiene, central line associated blood
stream infections, surgical site infections and catheter associated urinary
tract infections. Our outstanding surgeons made patient care even better by
participating in the National Surgical Quality Improvement Program. We are one
of a few community hospitals to participate fully in this program. We opened
our simulation lab as a place for people to learn and practice as individuals
and in teams in a safe environment. We opened our Geckle Diabetes Center
building on the strengths of the education center and now focusing also on the
actual care of diabetic patients wherever they are in our system. We empowered our physician leaders in
Medicine, Surgery, Oncology, and Women’s Health to run these service lines and
continually move us in those areas towards our vision. We added medical
directors to all of our inpatient units and now have them working in
partnership with our wonderful nurse managers to continually improve the
quality of our care. We improved our ability to create standard work and use
continuous improvement tools, specifically LEAN and the Model for Improvement
and ran a number of value stream mapping and redesign events. An example of
this was our weeklong 3P event to design our new inpatient pharmacy. Through
the hard work of all, but especially our nurses and housekeepers, we achieved
the highest overall inpatient satisfaction score in years and perhaps in our
history (see the chart below). We added new flooring in many places in our
hospital. We are the first hospital that I know of to scientifically calculate
bed need for Medicine patients using queuing theory. This work resulted in our
opening 12 more beds. In 2012 we opened our new Domestic Violence Program,
becoming one of only seven such programs in Maryland. All of this work and much
more combined with the wonderful dedication of our staff led to a very
successful Joint Commission survey.
Gilchrist Hospice Care and Gilchrist Greater
Living continued their spectacular work and truly lead the region in
compassionate, evidence-based care to seniors and those at the end of life.
Their year culminated in an outstanding outpouring of support from the
community in the 2012 Holly Ball.
Our Human Resources Team redesigned our
employee health benefit that reduced out of pocket costs for most of our
employees and kept more of our dollars within our own system.
120 of our outstanding physicians were
named to the Baltimore Magazine Top Docs list. Once again, GBMC had the most
physicians of any community health system or hospital on this list. We are so
fortunate to have outstanding surgeons, internists, pediatricians, family
physicians, and other wonderful specialists.
In 2012, GBMC was recognized for the
wonderful work of our Green Team. We won the Trailblazer award from the
Maryland Hospitals for a Healthy Environment organization for our work in waste
reduction and healthier food options. Our fantastic volunteer auxiliary again
broke records in fundraising through our Nearly
New sales and our Foundation ran a spectacular Legacy Chase steeplechase event that showcased our HealthCare
system to the community.
I realize that these things only represent a
small fraction of what the GBMC family did to move us closer to our vision. All
I can say is thank you! I look forward to all of our accomplishments to come in
2013.
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