Unveiling Our Annually Updated Strategic Plan

Back in April, I gave you a sneak peek into our strategic planning process in my post “Looking Ahead to a Bright Future.” As promised in that post, I have more information to share and am excited about our new initiatives!  

The plan is broken down into a series of “strategic moves,” all developed in alignment with our vision and our four aims: 

• Our vision of becoming the community-based true system of care capable of providing every patient, every time with the care we would want for our own loved ones 
• And the definition of that care embodied in our four aims: the best health outcomes and the best care experience with the least waste of resources and the most joy for those providing the care 

I’ve summarized the strategic moves below, but we will share a more detailed plan, to include specific initiatives and objectives, with our leadership team and employees soon.  

STRATEGIC MOVE 1: Evaluate, plan, and execute innovative ideas to improve the experience for patients while also keeping our unique Maryland reimbursement model in mind. Everyone benefits when patients get the appropriate care, at the appropriate time, in the appropriate setting. We will seek to expand service offerings in the post-acute, diagnostic, and cancer care programs.  

STRATEGIC MOVE 2: Using data, develop and sustain a culture of continuous improvement and performance excellence that rewards our performance. We will continue to foster a culture in which our employees and leaders feel empowered, trained, and inspired to be part of a continual process for quality-of-care improvements. We will measure our progress through patient experience scores, value-based performance incentive dollars, and by minimizing incidents of patient harm.  

STRATEGIC MOVE 3: Redesign key work processes for care access, care delivery, and care transitions to prioritize an excellent patient experience to everyone, including historically marginalized populations. We will continue to emphasize preventive care services with the goals of reducing the prevalence of chronic disease, providing medical care and support for those diagnosed with chronic illness to keep them as healthy as possible, and encouraging the utilization of advanced geriatric and hospice care for those with serious and/or terminal illnesses when appropriate. We must ensure our services are easy to access with readily available appointments, responsive provider follow-up, and standardized work across the care continuum for chronic and serious disease management. 

STRATEGIC MOVE 4: Become the employer of choice in our market. Attracting, retaining, and engaging leaders, providers, nurses, and support professionals is essential to ongoing success, while we continue to diversify our workforce at all levels. 

STRATEGIC MOVE 5: Work with our suppliers, collaborators, partners, and other health systems to improve operational efficiency and effectiveness. In addition to other efforts, we will identify areas where we can streamline processes and collaborate with vendors on best pricing. 

STRATEGIC MOVE 6: Increase the philanthropic support for our programs and services and more closely align with the Marketing Department to grow market share. As a nonprofit organization, we appreciate the generosity of our donors, who ensure we are able to provide the critical services our communities truly need while removing barriers to care. 

To our GBMC HealthCare system leaders: Each of our strategic moves can connect to every employee, regardless of role, in some way. Be on the lookout for additional details in the near future to help you individualize action plans for your areas. And most importantly, as you review all the information we’ll be giving, please consider the “why" behind everything we do, remember your key stakeholders, develop goals that align with the plan, and enroll your teams using the Leadership System.