Behind the Scenes at the Sandra R. Berman Pavilion: Preparing for a New Era in Cancer Care

As we approach the opening of the Sandra R. Berman Pavilion, GBMC’s new home for cancer care, in early 2025, the excitement is building! But behind the scenes, a major effort is underway to ensure that everything is ready for our patients (and staff!) from day one.  

Leading this complex initiative is Rebecca “Becky” Stover, MSN, RN, PMP, Director of Project Management, whose expertise guided us through a smooth transition into the Louis and Phyllis Friedman Building last fall. Her leadership will be equally instrumental in ensuring the same success for this project. To that end, Rebecca and her team have been meticulously planning and coordinating efforts across various departments to ensure that the Sandra R. Berman Pavilion will be fully operational and ready to serve our community. 

Departmental Walkthroughs: Mapping Out Success 

One of the key strategies in preparing for the Pavilion’s opening has been a series of detailed walkthroughs involving various departments, including our Epic systems experts. These sessions have been essential for mapping out daily operations and IT systems and envisioning how they will adapt to the new space. By walking through the Pavilion, Connie Herbold, Ambulatory Practice Administrator, has been instrumental, along with the oncology teams, in helping to identify potential gaps, optimize movement, and even fine-tune the language and instructions that will become part of daily routines. For instance, guiding patients through the building might involve specific directions like, “Please walk down this hallway to your left and have a seat at the first blue pod.” These walkthroughs are crucial in ensuring that everyone is prepared for day one, with a clear understanding of how the new environment will function. 

Emergency Preparedness: Ready for Any Situation 

The safety and well-being of our patients are paramount, which is why our Emergency Response teams have also been involved in these walkthroughs. Critical discussions have taken place about the placement of Automated External Defibrillators (AEDs), the pathways from the main hospital to the Berman Pavilion, and which elevators provide access to specific rooms. These preparations are vital to ensuring that in the event of an emergency, our teams can respond swiftly and effectively. 

Orientation, Education, and Equipment Readiness 

Simultaneously, our orientation and education is being mapped out to provide training required for all staff who will be working in the Pavilion. This includes everything from new workflows to a general overview of the facility’s features. Ensuring that our staff is fully prepared is essential to providing the best possible care from day one. 

On the equipment front, every detail is being considered. Equipment orders have been carefully reviewed and placed, with attention to even the smallest components. For example, while suction canisters have been ordered, it’s also important to ensure that the necessary suction tubing is in place. This level of detail is what will allow us to deliver care without interruption. 

Supply Chain and IT: Laying the Foundation 

On the supply chain front, Becky’s team is working closely with Melanie Nelson, Senior Manager of Supply Chain Operations, to plan the inventory needs for the Pavilion. This includes everything from the initial bulk shipments to the ongoing par levels that will be required to keep things running smoothly. The team is also mapping out where inventory will be stored throughout the building to ensure easy access. 

Meanwhile, our IT team, led by Reshma Dave, Senior IT Program Manager, recently achieved a major milestone. The Pavilion’s network has been connected in preparation for inspections. This critical step ensures that all systems will be fully operational, with badge access planning already underway to manage who will have admittance to specific rooms and areas. 

This work is a massive undertaking, and I want to thank the many members of our teams across multiple disciplines of our health system for their contributions.

GBMC Sexual Assault & Domestic Violence Program Wins Federal Women and Girls Human Trafficking Award

Earlier in August, GBMC’s Sexual Assault & Domestic Violence (SAFE & DV) Program was named one of 18 winners in the first phase of a $1.8 million national competition focused on preventing human trafficking. This innovation challenge, which includes a $50,000 award, recognizes existing programs that effectively combat human trafficking and improve health outcomes for women and girls. 

We are honored to receive this federal award, which highlights the vital work of our SAFE & DV team in supporting survivors of sexual assault, domestic violence, and child abuse. This recognition underscores GBMC's role as a national leader in trauma-informed care. 

The SAFE &DV Program is the only provider in Baltimore and Harford counties offering medical-forensic sexual assault treatment for both adults and children under 12. Our specialized team, including registered forensic nurse examiners and advocates, provides essential care in a confidential, non-judgmental environment at no cost to patients. 

This award also reflects the strength of our partnerships with local law enforcement, Child Protective Services, the State’s Attorney’s office, and other organizations. Together, we ensure that survivors receive comprehensive care, from immediate medical attention to long-term support. 

Over the years, the SAFE & DV Program has made significant strides, including integrating the Child Protection Program and expanding community outreach. The team also received national recognition for their expertise in trauma-informed care. Looking ahead, the program plans to continue enhancing human trafficking awareness, continue training law enforcement, and host a regional symposium. Thank you to the team who makes all of this important work possible, especially program director Laura Clary, MSN, RN, FNE-A/P, SANE-A, SANE-P; SAFE Nurse and human trafficking liaison Ashley McAree, MSN, RN, FNE-A/P, SANE-A; SAFE Patient Interventionalist Kelly Truax; and director of child maltreatment Sarah Perl, CRNP, (among others) for their continued advocacy. 

According to the White House’s National Action Plan to Combat Human Trafficking, women and girls are disproportionately impacted by human trafficking, which undermines their safety, health, and well-being. Data from the National Human Trafficking Hotline shows that women and girls comprised approximately 84% of individuals in trafficking situations and 50% of those in labor trafficking situations reported to the Hotline in 2021. Women and girls who are sexually abused are more likely to experience physical abuse, sexual re-victimization, and intimate partner violence later in life. With 1 in 3 women experiencing intimate partner and/or domestic violence at some point, they are at high risk for human trafficking and other forms of abuse. 

GBMC’s SAFE & DV Program also receives notable community support, particularly during our annual Walk a Mile in Their Shoes event. The 2024 event brought together more than 500 participants and raised over $185,000 for the program. It was humbling to see such a strong turnout, with so many people recognizing the critical need for this program in our community. 

We were honored to have Maryland’s First Lady, Dawn Moore, serve as our honorary chair for Walk a Mile. The support from figures like Baltimore County Executive Johnny Olszewski and Ravens Coach John Harbaugh further highlights the widespread community backing for our initiatives. 

We look forward to celebrating a significant milestone next year: the 10th anniversary of Walk a Mile in April 2025. Stay tuned for exciting details as we approach the event. 

Cultivating Our Future Leaders: The EMERGE Program at GBMC

At GBMC HealthCare, we know that our greatest strength lies in our people. We are fortunate to have a workforce filled with staff who believe in our vision of providing every patient with the care that we would want for our own loved ones and want to do all we can to support those people in their career growth.  

In recent years, our Learning and Organization Development team introduced the CORE Leadership program, aimed at building the skills of current leaders.  

However, we know that to continue delivering our vision, especially in a rapidly evolving healthcare landscape, we must also look ahead—nurturing and developing the next generation of leaders within our organization. This is why we are so excited to introduce EMERGE, our new emerging leaders program, which was carefully designed to identify and cultivate leadership potential among our high-performing employees who are not yet in formal leadership roles.  

Through a blend of leadership workshops, industry trend seminars, and skill-building sessions, participants will gain the tools and experiences necessary to grow into the leaders our health system needs and build skills that will serve them well as they progress in their careers. As part of the program, participants even take on cross-functional capstone projects that address actual challenges and opportunities within GBMC. These projects will not only allow them to apply their newly acquired skills but also to contribute in a tangible way to the success of our organization. I am eager to see the impact that our emerging leaders will have, not just on our organization, but on the broader community we serve. For employees interested in learning more about EMERGE, information is available on the Infoweb or within your work email. 

I am grateful to our Learning and Organizational Development team for continuously enhancing learning opportunities for our workforce. I want to take a moment to recognize Lisa Walker, Vice President and Chief Diversity and Learning Officer, and JaRee Walker, Organizational Development Manager, for their roles in not only bringing EMERGE to fruition but also for taking our overall organizational learning to the next level.  

T. Rowe Price Family Education Fund 

Speaking of cultivating and supporting our people in their professional development, we are currently accepting applications for the 2025 T. Rowe Price Family Education Fund Scholarship. This funding supplements tuition reimbursement and can be used for tuition, books, fees, and more. I encourage any of our employees who have utilized our tuition reimbursement benefit and also meet the other eligibility criteria (noted on the Infoweb) to apply by the August 30 deadline. 

Sneak Preview: The Infusion Center at the Sandra R. Berman Pavilion

As we approach the opening of the Sandra R. Berman Pavilion in early 2025, I want to highlight some of the services we will offer. This week, I’d like to introduce the Herman & Walter Samuelson Infusion Center, a key part of our commitment to delivering high-quality cancer care. 

Led by Dawn Stefanik, AA, MLT, BSN, RN, OCN, Nurse Director of Outpatient Infusion & Support Services, the Infusion Center was designed with patient experience in mind, incorporating feedback from virtual patient focus groups. The facility includes dedicated areas for patient care, nursing, and pharmacy, with a focus on comfort and efficiency for both patients and staff. 

As I’ve highlighted in previous posts, the Berman Pavilion’s integrated design brings various cancer services under one roof, making it easier for patients to navigate their care and encouraging stronger collaboration among our medical teams. For example, the Infusion Center’s proximity to the radiation therapy department reduces the distance patients need to walk between treatments, making their experience smoother. 

The Infusion Center is designed not just for functionality but also to create a calming environment. Patients will receive treatment in spaces with beautiful views and thoughtfully designed areas aimed at promoting well-being. The center also includes a specialized symptom management area, enabling us to quickly respond to urgent care needs and serve more patients efficiently. 

Bringing this advanced Infusion Center to life has been a team effort. In addition to Dawn, key contributors include Christine Tapley, RN; Brittni Hamilton, RN; Bishal Bista, PharmD; Catherine Waldrep, RN; and Maria Sparks, certified pharmacy technician. Their multidisciplinary expertise has been crucial in creating a space that meets our high standards. 

As we prepare to open the Sandra R. Berman Pavilion, we are excited about the future. This new Infusion Center is one illustration of how we are improving cancer care and making a difference in our patients’ lives. We look forward to welcoming our community to this exceptional new space and continuing to provide the care we would want for our own loved ones. I’ll share more details about the new building in the coming months. 

Transforming Healthcare: A Lesson from Public Education

Healthcare is such a complex concept, and it can be a challenge to explain the importance of a well-designed healthcare system given its complexity. However, a common theme of my blog is that a thoughtfully designed healthcare system that shares accountability for the patient’s health and wellbeing is essential to delivering effective care. 

Healthcare is not something people often think about if they are otherwise healthy. Often, when people are in the prime of health, they have not built a relationship with a primary care physician. Then, when they get sick or have a significant health problem, it can be confusing to navigate a complicated system. 

In thinking of analogies to make the concept of healthcare transformation more relatable, I immediately thought of another public service sector: the public education system. 

Just as healthcare needs continued transformation at a national level, the nation’s public school systems have evolved over time to adopt a more equitable and holistic approach to education. 

In public education, the traditional model often emphasized standardized testing and a rigid curriculum, which failed to accommodate the diverse needs of students. This one-size-fits-all approach left many students behind, particularly those from under-resourced communities. 

The shift toward student-centered learning in education is a significant transformation. This new approach prioritizes personalized teaching methods that differentiate to accommodate individual learning styles and needs, provides support beyond academics, and involves parents and communities in the educational process. Schools are now more aware of the importance of mental health services and overall student wellbeing. The public school system is now more focused on helping students successfully navigate their education, with administrators, teachers, and staff sharing accountability along the way. 

In healthcare, a similar transformation is underway toward patient- and family-centered accountable care. This shift includes advanced primary care, integrated care teams, and a focus on addressing social drivers of health, while making sure everyone has access to healthcare. This model looks at the whole patient, recognizing the importance of the environment, diet and exercise, mental health, chronic disease management, and preventive services. At the hub of the model is the primary care provider, who works in partnership with the patient and their loved ones, helping them navigate a complex system. 

This contrasts with the traditional fee-for-service model in healthcare, which has focused on episodes of care rather than being accountable for overall health and treating illnesses rather than preventing them. This model is more chaotic, putting too much onus on the patient to figure out what steps to take once they are already sick. It is a costly approach that contributes to healthcare disparities and an overemphasis on reactive, rather than proactive, healthcare. 

The Path Forward: Embracing Transformation 

The systemic changes seen in public education offer valuable lessons for healthcare transformation. While no system is perfect, and improvement must be continuous, the education system has made strides toward accommodating the diverse needs of all students. Healthcare must follow suit and continue to evolve to meet the unique needs of all patients. This includes shifting toward a system that prioritizes accountability through relationships of respect, prevention, better management of chronic illness, and equity. 

While some health organizations, like GBMC HealthCare, have taken important steps toward this goal, the broader industry and the national healthcare system still has a long way to go. I am hopeful that more leaders within the healthcare industry will recognize the need for transformation, much like the public school system has, to ensure that no one is left behind.