Planning Team Sees Thoughtfulness and Intention Come Together at Groundbreaking
“When John Chessare became President and CEO in 2010, he believed our first priority was an intentional investment in building up primary care,” McGreevy, Vice President of Support Services, said. “We focused our attention to patient-centered medical homes because it was the right thing to do for patients and what was needed in the community.”
Seven years later, GBMC had built a robust network of employed physicians and primary care centers across neighboring counties. The care delivery system had improved on the outside, and it became clear work was needed on the inside.
For the past decade, the team has been working behind-the-scenes to build up to this groundbreaking moment, and the hard work will continue long after. It might look like a simple, three-story structure on the outside, but many long hours of collaboration, intentional thought and consideration has gone into every aspect of The Promise Project. Room design is just one example.
“More than 47 people – everyone from clinicians to support services, really anybody that touches this new building – has been in a meeting at some point, showing us how they work in patient rooms,” Sadler, Director of Facility Planning, Design, and Construction at GBMC, said. “One of our housekeepers helped us figure out that if you lean over a certain way to clean behind the toilet, you hit your head. That’s why sinks in the new room will be on an angle. Having input from everyone has been crucial to our learning process.”
While there are many people who have been influential in construction, design, project management, communications, and planning (see list below), two standouts come to mind for Sadler and McGreevy, especially when it comes to the design of the patient rooms.
“With a keen mind for innovation and improvement, Rhonda [Wyskiel] led the way, facilitating the construction of a mock room in the basement garage for all stakeholders to experience,” McGreevy said. “Rhonda really set the foundation for the design of the patient rooms, and Becky [Stover] took it from there.”
“Becky is mission critical and the rock star of this design, making sure all the right people are in the room,” Sadler added. “The clinical portion was not easy to design, and Becky was in the trenches with us – attending every engineering meeting, design meeting and complaint meeting. She went above and beyond what a normal clinical program manager ever does.”
Almost all the talent contributing to this project has come from in-house. The team has only had to hire a couple of outside contractors to assist with project management, but most of the incredible work has been done by a small, hardworking group.
“What we have done with our limited team compared to other organizations is amazing,” Sadler said. “My team of four had to move 12 departments in less than a year just to break ground. I’m incredibly proud of them and how everyone worked together.”
The team’s hard work and success has even been noticed by local leadership.
“Councilman David Marks has been a constant supporter and partner of The Promise Project,” Sadler said. “Councilman Marks is regularly in touch with us and every few months he walks the site with us to get a progress update. He has shown a real interest in the work we are doing and how it will serve our community.”
Intentionally building out The Promise Project is in addition to the team’s regular jobs sustaining operations and other facility and construction needs throughout the hospital. And they did it all amid shifting methods of design and communication due to a global pandemic and ransomware attack, which caused disruptions in workflow, design considerations, scheduling and cost.
“The pandemic changed the way we thought about pandemic zones,” McGreevy said. “The cyberattack put us back a little bit in terms of scheduling and meeting our regulatory deadlines. And this has also had a huge impact on supply chain in general – the cost of materials, the ability to get materials and the time it takes for them to arrive, labor – that’s been quite a challenge.”
The groundbreaking on September 2 puts the thoughtful planning and intentional design into execution. But these two leaders are already looking to the future.
“This project is really our first enabling move to modernize the hospital,” Sadler said.
“I want it to be done for no reason other than it means we can continue our work on making the entire hospital state-of-the-art,” McGreevy said. “I am passionate about redeveloping our units for optimal patient flow and design. I want patients everywhere to experience the best in patient care.”
Thank you to those who were a critical piece of this project thus far:
John Chessare, MD
Jack Flowers, MD, FACS
J. Christopher Greenawalt, MD
JoAnn Ioannou, DNP
Robin Motter-Mast, DO