<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/MgtMJdkg_5o" allowfullscreen="allowfullscreen"></iframe> <p class="article-body"> Roxann Cavey always wanted to work in the medical field. <br> <br> When she was still in nursing school, Cavey got a job working as a tech with the Medical Intensive Care Unit at GBMC. <br> <br> The hands-on experience there made for a smooth transition into becoming a nurse on that floor. Cavey said the small, homey feel of the hospital makes it a perfect fit for her. <br> <br> "Everyone's very caring and open and would really care for their own patients as if it were their own family members," Cavey said. <br> <br> She looks forward to coming to work every day. "Lots of patients have had impacts on me, I would say I think what touches me the most is when you do relate to them and it's not just like they are a patient, you sort of get that emotional feel with them because it could be your own family member," Cavey said. </p>
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/1TxMcx8bUJw" allowfullscreen="allowfullscreen"></iframe> <p class="article-body"> Sara Turner is a home hospice nurse for Gilchrist Services, helping to ease the process of passing on for patients and their families. <br> <br> Turner works to meet her patients’ needs, offering both medical care and emotional support. <br> <br> “If you can help somebody in their very last hours, days, months, that’s kind of the best gift you can give for somebody and their family as well,” she said. <br> <br> While saying goodbye to a loved one can be tough, Turner said she loves building new relationships and making the transition smooth for families under her care. <br> <br> “My favorite, favorite part of the job is when somebody passes and they’re comfortable and their family is okay with it, and their family is comfortable, because that’s a hard thing to do,” she said. <em>A Day in the Life is produced by WMAR - ABC2</em> </p>
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/ObVRTAJJPRA" allowfullscreen="allowfullscreen"></iframe> <p class="article-body"> The team's involvement with patients and their families can begin as early as pregnancy, when some birth defects may be diagnosed. A geneticist and genetic counselor provide information to the parents. The family has the option of scheduling a consultation with a facial plastic reconstructive surgeon. At that consultation the surgeon will describe the types of surgery, explain the anticipated time frame for surgery and answer any other questions parents may have. </p>
<p class="article-body"> <b>Paul Celano, MD, FACP</b>, has been named Medical Director of the Sandra & Malcolm Berman Cancer Institute at GBMC. A graduate of Mount Sinai School of Medicine in New York, New York, Dr. Celano has been a medical oncologist at GBMC since 1993 and was previously Chief of the Division of Medical Oncology in the Sandra & Malcolm Berman Cancer Institute as well as Assistant Professor of Oncology at Johns Hopkins University School of Medicine. <br> <br> </p> <figure class="image-right"> <img src="/sites/default/files/hg_features/hg_post/65767961657a50dad6aa9fd0fb4ef0ff.jpg"> <figcaption> Paul Celano, MD, FACP - Medical Director of the Sandra & Malcolm Berman Cancer Institute </figcaption> </figure> During his tenure at GBMC, Dr. Celano has acted as the oncology representative on multiple hospital committees, assisted with developing the oncology clinical trials program, established clinical relationships with Johns Hopkins School of Medicine and served in leadership positions at the national level in numerous oncology and research organizations. Consistently recognized as a Top Doctor by <em>Baltimore</em> magazine, Dr. Celano is also active in legislative affairs and policy as they relate to cancer care in Maryland and the nation. <br> <br> Dr. Celano succeeds Dr. Gary Cohen, who retired in January 2016 after serving as Medical Director of the Berman Cancer Institute for 25 years. <hr> <b>Mary Louise Z. Collins, MD</b>, has been appointed Chairman of the Department of Ophthalmology. She succeeds Charles P. Wilkinson, MD, who retired in December 2015 after more than 20 years leading GBMC's Department of Ophthalmology. <br> <br> After earning her medical degree from Georgetown University and completing residency at Wills Eye Hospital and fellowship at Children's National Medical Center, Dr. Collins began her GBMC career in 1993. <figure class="image-left"> <img src="https://2.bp.blogspot.com/-K11zPj0o33M/Vz8RKAdbgEI/AAAAAAAABMY/0MhaV9ByV5ob7Dw1iwEY2rmPjsSQexRfQCLcB/s200/DSC_0666a.jpg" style="max-width:250px;"> <figcaption> Mary Louise Z. Collins, MD - Chairman of the Department of Ophthalmology </figcaption> </figure> <br> <br> She is the Director of Pediatric Ophthalmology and Strabismus, the Director of Resident Education for the Ophthalmology Residency Program and has been the consulting ophthalmologist at The Maryland School for the Blind since 1993. In her new position as Chairman, Dr. Collins plans to expand and improve access to primary eye care services on GBMC's campus, support comprehensive and subspecialty ophthalmology medical staff members and advance the academic and teaching mission of the Department. She will continue her clinical practice in pediatric ophthalmology and adult strabismus. <div class="end-of-story"> </div>
<p class="article-body"> As it does every year, GBMC HealthCare celebrated National Nurses Week from May 6 - 12 to recognize its talented nurses. This year, GBMC had extra cause for celebration; <em>Baltimore</em>magazine named six members of GBMC's nursing staff as 'Top Nurses of 2016' in its Excellence in Nursing issue! Chosen by their peers from among thousands of nurses throughout the Baltimore region, these six outstanding professionals were selected in five different specialties and represented 11 percent of all winners. <br> <br> Honorees include Justine Kellar (Management/Nurse Executives), Shannon Isaac (Orthopedics), Joseph Henry (Pediatrics-Neonatal), Laura Clary (Women's Health), Sherry Pearson (Women's Health) and Erin Batton (Hospice/Home Health/Palliative Care). A complete list of all nurses recognized can be found online at <a href="http://www.baltimoremagazine.com/2016/5/3/top-nurses-2016-unsung-heroes-of-health-care" target="_blank">www.baltimoremagazine.net/top-nurses-2016</a>. <br> <br> According to GBMC President and CEO John Chessare, MD, “Nurses and nursing support technicians are the backbone of GBMC. They spend the most time with patients and are critically important members of the healthcare team. Their untiring work at the bedside and in improving patient safety and redesigning systems to improve care is remarkable.” GBMC is proud of its exemplary caregivers and this truly deserved recognition. <br> <br> <a href="http://www.gbmccareers.org/nursing" target="_blank">Click here</a> to read what the honorees have to say about GBMC. </p> <div class="end-of-story"> </div>
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/2l2dnC3YQrc" allowfullscreen="allowfullscreen"></iframe> <p class="article-body"> GBMC has been a community establishment since 1965. Find out what our vision entails for the future of our organization. <br> <br> In this era of healthcare reform, GBMC is moving toward a patient-centered, evidence-based medicine model where physicians and care teams focus on a patient's overall wellness and long-term care rather than episodic care. To accomplish this, we are making significant investments in healthcare information technology (EMR, CPOE) and are building a network of hospital and community-based healthcare providers (GBHA) to deliver integrated and coordinated care. <br> <br> We are moving into the future with renewed energy and increasing insight and have adopted a new vision: "To every patient, every time, we will provide the care that we would want for our own loved ones." </p>
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/4qAgy_xQHzY" allowfullscreen="allowfullscreen"></iframe> <p class="article-body"> For Lisa Blevins, being a nurse in the radiation oncology department is about more than just taking care of a patient's physical needs. </p>
<p class="article-body"> Surviving cancer is a tremendous accomplishment, and at this year's 16th annual Legacy Chase at Shawan Downs, GBMC is celebrating survivors by going big: a mile and a half long to be exact! With help from survivors and their families and friends, we will attempt to break the Guinness World Record for the longest awareness ribbon, as a demonstration of GBMC's commitment to the fight against all cancers. <br> <br> Join us on <b>Saturday, September 24, 2016</b> as we "chase the record" and mark this momentous occasion by spending a day enjoying family-friendly activities, steeplechase horse racing, food trucks, a vendor village and most importantly, a homecoming of the GBMC survivors community. <br> <br> Statistics show that one in three people has been touched by cancer in some way. Whether you have personally been diagnosed, or you've experienced the difficulty of watching a loved one battle cancer, the unfortunate reality is that cancer has affected us all. This June, GBMC has observed Cancer Survivors Day and hosted Oncology's 25th Annual Cancer Survivor Celebration. Now, we need your support to drive the message home by helping to make our world record attempt a success. <br> <br> Here's how you can get involved: </p> <ul> <li> Start a fundraising page. By raising $250, you can earn your own piece of the record-breaking lavender cancer awareness ribbon for friends and loved ones to sign and personalize. </li> <li> <a href="http://www.signupgenius.com/go/10c0c4cafac23a1fd0-awareness" target="_blank">Volunteer at the event</a>. We will need lots of people to hold the ribbon in the infield. Get involved! </li> </ul> Cancer survivors and their supporters are invited to visit the survivorship tent to celebrate together with refreshments. To RSVP to this gathering, purchase tickets to the event or learn more about fundraising and volunteering, visit <a href="http://legacychase.org" target="_blank">legacychase.org</a> for all the details. <div class="end-of-story"> </div>
<figure class="image-right"> <img src="/sites/default/files/hg_features/hg_post/017666da3c87c2d41a70f1f7ad2e1b3c.jpg" alt="GBMC has earned recognition as a leader in Lesbian, Gay, Bisexual, Transgender (LGBT) healthcare equality by the Healthcare Equality Index"> </figure> For the second year in a row, GBMC has earned recognition as a leader in Lesbian, Gay, Bisexual, Transgender (LGBT) healthcare equality by the Healthcare Equality Index (HEI). This acknowledgement reinforces GBMC’s strides in HEI’s stringent core four leader criteria, which follow: <ol> <li> Patient Non-Discrimination: GBMC’s Patient Bill of Rights is fully LGBT-inclusive and includes both the terms “sexual orientation” and “gender identity.” The organization’s Patient Bill of Rights states that all patients have the right to “Receive considerate, respectful and compassionate care regardless of your age, gender, race, national origin, religion, sexual orientation, gender identity or expression or disabilities.” Additionally, GBMC meets the requirement that the LGBT-inclusive patient non-discrimination policy is communicated to patients in at least two readily accessible ways. </li> <li> Equal Visitation: GBMC’s visitation policy explicitly grants equal visitation to LGBT patients and visitors. This policy is communicated to patients and visitors in at least two readily accessible ways and states: “Whenever possible, GBMC supports our patients having a family member, friend, a domestic partner, including same-sex domestic partner, or other individual present for emotional support during the course of the stay.” </li> <li> Employment Non-Discrimination: GBMC’s employment non-discrimination policy (equal employment opportunity policy) is fully LGBT-inclusive and includes both the terms “sexual orientation” and “gender identity.” </li> <li> Training in LGBT Patient-Centered Care: HEI-approved training in LGBT patient-centered care has been provided to key staff members. </li> </ol> GBMC is proud to have met the criteria and sub-criteria in all four categories! For more information about HEI, visit <a href="http://www.hrc.org/hei" target="_blank" alt="Healthcare Equality Index">www.hrc.org/hei</a>. <div class="end-of-story"> </div>
A three-year, full accreditation with commendation designation recently was granted to The Greater Baltimore Medical Center’s Sandra and Malcolm Berman Comprehensive Breast Care Center, a program of the Sandra and Malcolm Berman Cancer Institute, and its affiliated Advanced Radiology Breast Imaging Center by the National Accreditation Program for Breast Centers (NAPBC). This is GBMC’s third consecutive NAPBC designation since its first accreditation in 2009. The full accreditation program, administered by the American College of Surgeons, is only awarded to centers that voluntarily undergo an evaluation and review performance process. “This NAPBC accreditation is a wonderful honor,” says Lauren Schnaper, M.D., medical director of The Sandra and Malcolm Berman Comprehensive Breast Care Center. “Earning this accreditation reinforces that GBMC is providing the highest level of compassionate care to breast cancer patients, with a multidisciplinary team approach to coordinate the best care possible including clinical trials and new treatment options.” During the survey process, the center must demonstrate compliance with standards established by the NAPBC for treating women who are diagnosed with the full spectrum of breast disease. According to the NAPBC performance report, The Sandra and Malcolm Berman Comprehensive Breast Care Center at GBMC is “a model center” and “all the components run efficiently and coordinate well to make an exemplary program.” The report also gave the center a commendation for having no deficiencies in all six categories of review: center leadership, clinical management, research, community outreach, professional education, and quality improvement. “We are very proud of our entire breast cancer team,” says Gary Cohen, M.D., medical director of The Sandra and Malcolm Berman Cancer Institute at GBMC. “Having earned the NAPBC accreditation is a huge honor and a testament to the care and legitimate compassion that Dr. Schnaper and her team are providing to each and every patient that we provide care for.” The Advanced Radiology Breast Imaging Center was also recognized in the report for being “very knowledgeable” in the NAPBC performance report. “Breast care at GBMC is truly integrated and has set the standard for breast centers in the state,” said H. Alexander Munitz, M.D., chairman of diagnostic radiology and co-director of The Sandra and Malcolm Berman Comprehensive Breast Care Center, noting the GBMC Advanced Radiology site performs more breast biopsies annually than at any other hospital statewide. A breast center that achieves the accreditation has demonstrated a firm commitment to offer its patients every significant advantage in their battle against breast disease. Program standards say that receiving care at an accredited center ensures that a patient will have access to: Comprehensive care, including a full range of state-of-the-art services. A multidisciplinary team approach to coordinate the best treatment options. Information about ongoing clinical trials and new treatment options. Quality breast care close to home. Recognized nationally and locally, The Sandra and Malcolm Berman Cancer Institute sees more breast cancer patients than any other community hospital in Maryland. Oncology care is provided in a variety of settings including outpatient, inpatient, home care and hospice.
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/YMT5xjwb_lU" allowfullscreen="allowfullscreen"></iframe> <p class="article-body"> Live conference from the Dr. John Adams Compassionate Caregiver Rounds at GBMC </p>
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/oq3NOq_bMg8" allowfullscreen="allowfullscreen"></iframe> <h5 style="text-align: right"> * For closed captioning, click the <img src="/sites/default/files/hg_features/hg_post/edd9ba121c174d97705f2b40e511e38b.png" style="width: 20px;"> button in the bottom-right of the video. * </h5> Live conference from the Dr. John Adams Compassionate Caregiver Rounds at GBMC
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/rKYWdqGB-cg" allowfullscreen="allowfullscreen"></iframe> <p class="article-body"> Incorporated in 1965, GBMC HealthCare consolidated the operations of two specialty Baltimore hospitals: The Hospital for the Women of Maryland, of Baltimore City and Presbyterian Eye, Ear and Throat Charity Hospital. In continuing with the heritage of the hospital's founding, Spiritual Support Services at GBMC is committed to fostering relationships with all congregations, keeping in mind the rich religious traditions of the greater Baltimore community. </p>
<p class="article-body"> Hand hygiene, patient satisfaction, hospice comfort — these are just a few of the many priorities of a top-run healthcare organization. Providing the very best care involves a large and diverse array of goals, leaving many medical centers struggling to get a handle on all of them. <br> <br> </p> <blockquote> “The goal is to empower everyone in our organization to become focused problem-solvers,” </blockquote> Greater Baltimore Medical Center has implemented a solution popularized by Toyota and Boeing — one that’s paying off handsomely. Launched in the spring of 2013, Lean Daily Management (LDM) works as an umbrella to ensure that every area of the hospital’s operations are constantly improving through smart oversight and input from front-line staff and patients. <br> <br> “It’s a way to more closely engage our staff in ongoing problem-solving around our quadruple aim of providing the best health outcomes and best care experience to our patients with the least waste in an environment that provides more joy to our staff,” said GBMC project manager Lisa Griffee. <br> <br> LDM helps key areas of the medical center focus on things most important to them and that are also aligned with GBMC’s overall goals. These priorities run a broad gamut from hand hygiene and infection control to patient satisfaction and hospice comfort. Every morning (weekends and holidays included), the hospital’s executive leadership splits off into teams and makes rounds to its assigned units. At each stop, the executives convene with at least one unit representative to review data, share successes and discuss any barriers that may be preventing staff from achieving its collective goals. <br> <br> For example, one survey of GBMC patients captured perspectives on eight key topics including communication with doctors, responsiveness of staff, pain management and discharge procedures. This data became the Patient Experience Overall Hospital Rating metric, one of a number of metrics that make up the LDM program. <br> <br> GBMC uses the feedback to improve work procedures and enhance the patient experience. When nurse-to-patient communication was identified as an area that needed improvement, a plan was put in place that included communication training for all staff (not just nurses). Additionally, a new system was put into place for nurses to go on hourly “rounds” to talk with patients about their questions or needs. <br> <br> “The goal is to empower everyone in our organization to become focused problem-solvers,” Griffee said. <br> <br> To Griffee, the program represents an important cultural shift. “It has transformed how executives and many different employees interact with each other,” she said. “The appreciation and collaboration of everyone focused on achieving our vision of ‘to every patient, every time, we will provide the care that we would want for our own loved ones,’ has allowed us to continually improve our goals at a more rapid pace.” <br> <br> From an initial group of four departments, LDM has expanded to include 30 different areas. All of the medical center’s inpatient and surgical units have their own posted LDM boards and the medical center has included key service providers like environmental services and transportation in the program. In addition, there are several boards dedicated to metrics that apply directly to physicians. <br> <br> Transparency is another major goal at GBMC. <br> <br> GBMC’s patient safety and quality measures are overseen by a quality committee that includes board members, physicians, nurses, patients and family members. The committee’s findings are the first item presented at every GBMC board meeting to ensure there is always enough time for discussion of any arising issues. <br> <br> “GBMC believes that transparency is critical to success because it drives accountability and demonstrates to our patients and the community that we are honest and open with them about their hospital,” said Carolyn Candiello, vice president of Quality and Patient Safety. <br> <br> It wasn’t easy deciding to publish all of the collected data on the company website (www.gbmc.org/quality), whether the data showed improvement or not. But Candiello said they’ve been very pleased with the results. Since adding the information to the website in 2013, GBMC has seen significant improvement in many key areas. <br> <br> All hospitals have at least some quality data available online, but GBMC’s published data is much more comprehensive and up-to-date. “By posting our data every month, we provide the most current information. In fact, as soon as our board quality committee has seen the data, we publish it,” Candiello said. <br> <br> Candiello cited hospice care as a good example of the benefits of transparency. Generally very little public data is available for those seeking hospice care for themselves or family members. But this is one of the areas for which GBMC provides information online. <br> <br> “GBMC is proud that we are able to get 98 percent of our hospice patients comfortable within 24 hours,” Candiello said. “The national metric is that comfort is achieved in 48 hours. I’m not aware of any other way consumers could get that information.” <br> <br> Because data on hospital quality can be confusing at times, GBMC provides both online video and text to explain the figures, along with other resources patients can use, for example, to discuss procedures with their doctors. <br> <br> “If they are having knee surgery, they should know what their surgeon's infection rate is and understand how to prevent complications,” Candiello said. “Patients who are informed about their healthcare and have an open relationship with their care team are likely to have better outcomes.” <br> <br> <em>- Julia Clerk, Tribune Content Solutions</em> <div class="end-of-story"> </div>
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/2DN2DCZCWb4" allowfullscreen="allowfullscreen"></iframe> <p class="article-body"> For Dr. Robin Motter, being a doctor is all about helping people and caring about the community. <br> <br> “You really take pride in the community you’re able to serve. It’s a privilege,” Motter said. <br> <br> When she was in middle school, Motter developed a keen interest in science as well as the desire to help people. Her mother was a nurse who worked at a center for the developmentally disabled in Pennsylvania and Motter was able to help at the facility as a girl. The experience inspired her to pursue a career in the medical field. <br> <br> Motter said her patients confide in her and trust her to treat not just themselves, but also their loved ones. <br> <br> “I feel very lucky every day to be that person that people can count on and share those things with,” Motter said. <br> <br> Motter works out of the GBMC Hunt Manor office located in Phoenix. The office has five doctors, one nurse practitioner and one physician assistant. It’s one of 10 primary care offices within the GBMC network and serves about 10,000 patients. <br> <br> Her day consists of seeing patients (about 15-20 patients a day), fielding patient phone calls, reviewing patients’ medical tests from the previous week, answering questions from staff and answering emails. It’s a job that involves popping in and out of exam rooms and sitting in front of the computer. <br> <br> “There’s really no moment to sit and process, you’re lucky if you can find time to use the restroom,” Motter said. <br> <br> While most office visits take about 15 to 30 minutes, that time can vary depending on a patient’s need. <br> <br> “A good day in primary care looks like what is on your schedule, so if somebody’s coming in for a certain type of visit, that’s the visit that you actually are confronted with when you walk through the door as a physician,” Motter explained. “What is a bad day is when that visit becomes unexpected.” <br> <br> Motter said she and others in her position take meeting a patient’s needs very seriously and on days when it’s a challenge to meet every need, it can be very discouraging. <br> <br> On the other hand, a bad day on the job can actually turn into a good day, Motter said. <br> <br> “A good day can kind of look like a bad day. Often in those crisis situations, those are the days where you might leave feeling like you were really trained to do what you’re here to do, that you really were able to make a difference in somebody’s life that day,” Motter said. <br> <br> For her, those are the days that make it all worth it. <em>A Day in the Life is produced by WMAR - ABC2</em> </p>
