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Healthcare Heroes

3rd Annual Healthcare Heroes Awards

HERO (n.) a person who is admired or idealized for courage, outstanding achievements, or noble qualities.

BusinessWest and Healthcare News have created Healthcare Heroes to honor those who live up to that word’s definition. This region’s health and wellness sector is large, diverse, and dominated by heroes of all kinds. They’re on the front lines, in the administrative office, the research lab, the neighborhood clinic, the family dentist’s office, the college health and science building. They’re making real contributions to the quality of life in our communities, and it’s time to recognize their efforts!

Submit nominations for 2019 consideration HERE

Deadline to submit nominations is July 12, 2019, 5 p.m. NO EXCEPTIONS.

3rd Annual Healthcare Heroes Gala
Thursday, October 17, 2019
5:30 p.m.-8:30 p.m.
Sheraton Springfield One Monarch Place Hotel

Presenting Sponsor

Partner Sponsors

Supporting Sponsor

2nd Annual Healthcare Heroes Awards

Healthcare Heroes

healthcareheroeslogo021517-ping

Helpful Tips for Nominating

As you consider the award categories, please keep in mind the following guidelines in preparing your nomination:

  • Criteria: The criteria for the award and how the nominee fits the criteria for the chosen category
  • Accomplishments: What is/are the nominee’s specific accomplishment(s) and how were they achieved
  • Impact: What measurable impact the nominee has had on the population served in the health and wellness community
  • Unique: Is there anything else that makes the nominee exceptional or unique? Provide any other information that will aid in the judges’ consideration of the nomination

If using mobile device to submit nomination, please make sure your phone is in Portrait view mode.

Categories

(Click on each category to go to it’s nomination form)

Judging

The judging process will commence July 2019 and be completed by end of July 2019. If more than one nomination is received for a particular nominee, BusinessWest, in its sole discretion, may consider any or all of the nominations for that individual in the judging process. Nominees cannot serve as awards judges.

All eligible nominations received will be judged by a panel of health care industry experts whose evaluations will determine winners of the “Healthcare Heroes” Awards from among the nominees under consideration. The selection of award winners will be final and binding and are not subject to appeal or reconsideration of any kind.

Nominations

Nominations must be submitted via the designated online form. Mail-in nominations will not be accepted. Nominations may be submitted beginning January 2018 and must be received no later than 5 p.m. Eastern Standard Time on Friday, July 12, 2019. BusinessWest will verify the factual basis of the submitted nominations and may request substantiating information from nominees or others. BusinessWest reserves the right to request and require additional information from nominees in order to have their nomination considered. False, deceptive, or unsubstantiated nominations or acts may render a nominee ineligible. All nomination forms become the property of BuisnessWest and will not be returned.

Notification and Recognition

BusinessWest plans to notify the winners of the “Healthcare Heroes” Awards by July 31, 2019 and will be profiled in the September 2 edition of BusinessWest and September issue of Healthcare News. Winners will be invited to attend the “Healthcare Heroes” Awards gala scheduled for October 17, 2019 at the Sheraton Springfield One Monarch Place Hotel. 

Eligibility

  • Nominees must work in either Hampden, Hampshire, Franklin, or Berkshire county and organization nominees must have offices in Hampden, Hampshire, Franklin or Berkshire county (may be for-profit or not-for-profit).
  • Nominations may be self-nominated or nominated by another person.
  • Nominees cannot be a member of the judges’ panel or member of the judges’ immediate family.

Award Category Descriptions

(Click on each category to go to it’s nomination form)

Patient/Resident/Client Care Provider

Who is eligible: Company or organization which has shown leadership and excellent service over a sustained period of time by providing quality care, and is considered exemplary by patients and peers.

Judging Criteria: The judges will be looking for evidence of high quality care and continuous improvement. Successful submissions should also demonstrate an area of going above and beyond in terms of training, new programs, best practices, and staff/service user engagement.

Innovation in Health/Wellness

Who is eligible: A company, organization, individual, or group of individuals responsible for development of a new procedure, treatment, program or service that can save lives or improve quality of life. The award may be given for either new innovations or for the refining of existing procedures, treatments, programs or services.

Judging Criteria: The innovation should be expansive in scope so that it now, or could in the future, affect many people’s lives. The application should provide information on the size of the target population and the potential dollar value of the market.

Community Health

Who is eligible: Company, organization, individual, or group of individuals responsible for promoting healthy living, bringing attention to a health/wellness issue, or solving a problem through community outreach.

Judging Criteria: Impact on the community, fulfilling a need otherwise not met in the community.

Examples but are not limited to: Community education efforts, donation of facility resources for community use, outreach to at-risk youth, volunteer service projects, events and activities designed to address local community needs.

Emerging Leader

Who is eligible: Individual, early in their career, who is making a significant impact in the health/wellness industry, exemplifying true leadership, and acting as a role model for others.

Judging Criteria: The judges will be looking for an individual who is rising through the ranks and establishing themselves as future leaders in the health/wellness industry. The winner of this award will be someone who outshines their peers in many ways and helps their organization surpass the competition.

Collaboration in Health/Wellness

Who is eligible: Two or more entities which demonstrate creative and effective collaborations for the purpose of addressing significant health and wellness needs or common problems and standards in community.

Judging Criteria: The judges will be looking for evidence of excellence in strategic collaborations promoting cooperation, sharing of resources and expertise and mutual support with a focus on outcomes, value and initiatives. Effective elimination of organizational silos and promotion of more holistic approaches to care and service.

Health/Wellness Administration/Administrator

Who is eligible: Individual, or group of individuals, whose performance, care and leadership is considered exemplary by patients and peers.

Judging Criteria: Increased efficiency in the delivery of services, increased employee morale, improved profitability.

Lifetime Achievement

Who is eligible: Individual who has dedicated their career to improving the quality and delivery of healthcare in the Western Mass. community. This person should have at least 20 years in the health/wellness field.

Judging Criteria: A lifetime career in the health care field, making an impact through care, either by the number of people affected or the scope of his/her contributions, dedication to his/her field.

Submitting multiple nominations does not enhance your chances of winning.

Business of Aging

In Search of Heroes

In the spring of 2017, BusinessWest and its sister publication, HCN, created a new and exciting recognition program called Healthcare Heroes.

It was launched with the theory that there are heroes working all across this region’s wide, deep, and all-important healthcare sector, and that there was no shortage of fascinating stories to tell and individuals and groups to honor.

Two years later, that theory has been validated, and stories that needed to be told have been told.

Some of them have involved individuals known to many across this region, such as Sr. Mary Caritas, SP, former president of Mercy Hospital and an inspirational leader for more than 60 years. And Bob Fazzi, the first leader of the nonprofit that became known as the Center for Human Development, and later the founder of Fazzi Associates, a company that provides a variety of products and services to home-care, hospice, and community-based programs.

But many have involved lesser-known individuals and groups, many of them working on the front lines of healthcare, saving lives and improving quality of life for those they touch every day.

There are hundreds, perhaps thousands of heroes whose stories we still need to tell. And that’s where you come in.

Indeed, BusinessWest and HCN are now actively seeking nominations for the Healthcare Heroes class of 2019. Nominations are due July 12, and we encourage you to get involved and help recognize someone you consider to be a hero in the community we call Western Mass. in one (or more) of these seven categories:

• Patient/Resident/Client Care Provider;

• Health/Wellness Administrator/Administration;

• Emerging Leader;

• Community Health;

• Innovation in Health/Wellness;

• Collaboration in Health/Wellness; and

• Lifetime Achievement.

Since we launched this initiative, many people have asked, ‘how do you define hero?’ We generally reply by saying, ‘what’s more important is how you define hero.’

A hero is someone you have come to recognize as a difference maker, a game changer — someone, or some group, that has stepped forward and changed the equation in a very positive way through what they do day in and day out.

People and groups like these — the Healthcare Heroes for 2017 and 2018:

Patient/Resident/Client Care Provider

• 2017: Dr. Michael Willers, owner of the Children’s Heart Center of Western Massachusetts;

• 2018: Mary Paquette, director of Health Services and nurse practitioner, American International College.

Health/Wellness Administrator/Administration

• 2017: Holly Chaffee, RN, BSN, MSN, president and CEO of Porchlight VNA/Home Care;

•2018: Celeste Surreira, assistant director of Nursing, the Soldiers Home in Holyoke.

Emerging Leader

• 2017: Erin Daley, RN, BSN, manager of the Emergency Department at Mercy Medical Center;

• 2018: Peter DePergola II, director of Clinical Ethics, Baystate Health.

Community Health

• 2017: Dr. Molly Senn-McNally, Continuity Clinic director for the Baystate Pediatric Residency Program;

•2018: Dr. Matthew Sadof, pediatrician, Baystate Children’s Hospital.

Innovation in Health/Wellness

• 2017: Dr. Andrew Dobin, director of the Surgical Intensive Care Unit at Baystate Medical Center; and Genevieve Chandler, associate professor of Nursing at UMass Amherst;

• 2018: TechSpring.

Collaboration in Health/Wellness

• 2017: The Healthy Hill Initiative;

• 2018: The Consortium and the Opioid Task Force.

Lifetime Achievement

• 2017: Sr. Mary Caritas, SP;

•2018: Robert Fazzi, founder and managing partner, Fazzi Associates.

As we said, there are many more heroes to be recognized. To nominate one, visit HERE and click on ‘Our Events’ and then ‘Healthcare Heroes.’

Cover Story Healthcare Heroes

Scenes from the Healthcare Heroes 2018 Gala

Passion is the word that defines these heroes. And it was on clear display Oct. 25 at the Starting Gate at GreatHorse in Hampden, site of the Healthcare Heroes Gala.

This was the second such gala. The event was a huge success, not because of the venue (although that was a factor) or the views (although they certainly helped), but because of the accomplishments, the dedication, and, yes, the passion being relayed from the podium.

There are seven winners in all, in categories chosen to reflect the broad scope of the health and wellness sector in Western Mass., and the incredible work being done within it. Go HERE to view the  2018 Healthcare Heroes Program Guide

The Healthcare Heroes for 2018 are:

• Patient/Resident/Client Care Provider:

Mary Paquette, director of Health Services/nurse practitioner, American International College

• Health/Wellness Administrator/Administrator:

Celeste Surreira, assistant director of Nursing, the Soldiers’ Home in Holyoke

• Emerging Leader:

Peter DePergola II, director of Clinical Ethics, Baystate Health

• Community Health:

Dr. Matthew Sadof, pediatrician, Baystate Children’s Hospital

• Innovation in Health/Wellness:

TechSpring

• Collaboration in Health/Wellness:

The Consortium and the Opioid Task Force

• Lifetime Achievement:

Robert Fazzi, founder, Fazzi Associates.

American International College and Baystate Health/Health New England are presenting sponsors for Healthcare Heroes 2018. Additional sponsors are National Grid, partner sponsor, and Elms College MBA Program, Renew.Calm, Bay Path University, and Trinity Health Of New England/Mercy Medical Center as supporting sponsors.

HealthcareHeroesSponsors

Photography by Dani Fine Photography

Meet the Judges

There were more than 70 nominations across seven categories for the Healthcare Heroes Class of 2018. Scoring these nominations was a difficult task that fell to three individuals, including two members of the Class of 2017, with extensive backgrounds in health and wellness. They are:

Holly Chaffee

Holly Chaffee

Dexter Johnson

Dexter Johnson

Dr. Michael Willers:

Dr. Michael Willers:

Holly Chaffee, MSN, BSN, RN: Winner in the Healthcare Heroes Health/Wellness Administrator/Administration category in 2107, Chaffee is president and CEO of VNA Care, a subsidiary of Atrius Health. Formerly (and when she was named a Healthcare Hero) she was the president and CEO of Porchlight VNA/Homecare, based in Lee.

Dexter Johnson: A long-time administrator with the Greater Springfield YMCA, Johnson was named president and CEO of that Y, one of the oldest in the country, in the fall of 2017. He started his career at the Tampa Metropolitan Area YMCA, and, after a stint at YMCA of the USA, he came to the Springfield Y earlier this decade as senior vice president and chief operating officer.

Dr. Michael Willers: Winner in the Patient/Resident/Client-care Provider category in 2017, Willers is co-owner of the Children’s Heart Center of Western Mass. Formerly a pediatric cardiologist with Baystate Children’s Hospital, he founded the Children’s Heart Center of Western Mass. in 2012.
 

 

Cover Story Healthcare Heroes

Healthcare Heroes to Be Saluted on Oct. 25

HealthcareHeroes18

Passion.

If one were challenged to describe the Healthcare Heroes for 2018 — or any year, for that matter — with just a single word, this would be the one.

It is a common character trait within any healthcare profession, but it is certainly necessary to rise above the tens of thousands of men and women in this field and earn that designation ‘hero.’

And it is certainly a common denominator in the remarkable and truly inspiring stories. The passion comes to the fore whether that story is about a career emergency-room nurse who shifted to work at college wellness centers and completely transformed the one at American International College, or about a nurse administrator at the Soldiers’ Home in Holyoke who is transforming care there while also serving as a mentor and role model for other team members. It’s the same when the story is about a large, multi-dimensional effort to battle opioid and heroin addiction in rural Franklin County, or about a pediatrician dedicated not only to the residents of a community, but to making that community a healthier place to live.

Fast Facts

What: The Healthcare Heroes Gala
When: Thursday, Oct. 25, 5:30-8:30 p.m.
Where: The Starting Gate at GreatHorse, Hampden
Tickets: $90 (tables of 10 available)
For more Information: Email [email protected]

That we said, passion is the word that defines these heroes. And it will be on clear display on Oct. 25 at the Starting Gate at GreatHorse in Hampden, site of the Healthcare Heroes Gala.

This will be the second such gala. The inaugural event was a huge success, not because of the venue (although that was a factor) or the views (although they certainly helped), but because of the accomplishments, the dedication, and, yes, the passion being relayed from the podium. It will be same in about seven weeks.

But first, the stories that begin on the facing page.

There are seven winners in all, in categories chosen to reflect the broad scope of the health and wellness sector in Western Mass., and the incredible work being done within it:

The Healthcare Heroes for 2018 are:

• Patient/Resident/Client Care Provider:

Mary Paquette, director of Health Services/nurse practitioner, American International College

• Health/Wellness Administrator/Administrator:

Celeste Surreira, assistant director of Nursing, the Soldiers’ Home in Holyoke

• Emerging Leader:

Peter DePergola II, director of Clinical Ethics, Baystate Health

• Community Health:

Dr. Matthew Sadof, pediatrician, Baystate Children’s Hospital

• Innovation in Health/Wellness:

TechSpring

• Collaboration in Health/Wellness:

The Consortium and the Opioid Task Force

• Lifetime Achievement:

Robert Fazzi, founder, Fazzi Associates.

American International College and Baystate Health/Health New England are presenting sponsors for Healthcare Heroes 2018. Additional sponsors are National Grid, partner sponsor, and Elms College MBA Program, Renew.Calm, Bay Path University, and Trinity Health Of New England/Mercy Medical Center as supporting sponsors.
HealthcareHeroesSponsors

Photography by Dani Fine Photography

Tickets to the Oct. 25 gala are $90 each, with tables of 10 available for purchase. For more information or to order tickets, call (413) 781-8600, or email [email protected]

 

Meet the Judges

There were more than 70 nominations across seven categories for the Healthcare Heroes Class of 2018. Scoring these nominations was a difficult task that fell to three individuals, including two members of the Class of 2017, with extensive backgrounds in health and wellness. They are:

Holly Chaffee

Holly Chaffee

Dexter Johnson

Dexter Johnson

Dr. Michael Willers:

Dr. Michael Willers:

Holly Chaffee, MSN, BSN, RN: Winner in the Healthcare Heroes Health/Wellness Administrator/Administration category in 2107, Chaffee is president and CEO of VNA Care, a subsidiary of Atrius Health. Formerly (and when she was named a Healthcare Hero) she was the president and CEO of Porchlight VNA/Homecare, based in Lee.

Dexter Johnson: A long-time administrator with the Greater Springfield YMCA, Johnson was named president and CEO of that Y, one of the oldest in the country, in the fall of 2017. He started his career at the Tampa Metropolitan Area YMCA, and, after a stint at YMCA of the USA, he came to the Springfield Y earlier this decade as senior vice president and chief operating officer.

Dr. Michael Willers: Winner in the Patient/Resident/Client-care Provider category in 2017, Willers is co-owner of the Children’s Heart Center of Western Mass. Formerly a pediatric cardiologist with Baystate Children’s Hospital, he founded the Children’s Heart Center of Western Mass. in 2012.
 

 

Healthcare Heroes

This Compassionate Leader Has Transformed Health and Wellness on the AIC Campus

Mary Paquette

Mary Paquette

‘Sex and Chocolates.’

Sounds like one of Hollywood’s late-summer releases. But instead, it’s one of the many intriguing new programs and initiatives launched by Mary Paquette, MS, FNP, in her role as director of Health Services at American International College.

And now that we have your attention — and we almost certainly do — we’ll tell you about it.

Not long after arriving at the college in 2012 to accept the challenge of resuscitating a moribund health-services facility that few students knew about or ventured to (for a host of reasons we’ll get into later), Paquette decided she needed to do some serious outreach.

And it would be undertaken with a number of goals — from introducing (or reintroducing) students to the health facility (known as the Dexter Center) to providing some education, to gaining some insight into the many issues and challenges confronting AIC’s diverse population, many of them first-generation college students.

“There were questions on everything from STD education to things you would think of with Dr. Ruth; I learned some things from these students, and it ended up being a lot of fun.”

So, as part of this outreach, Paquette and Millie Velazquez, office manager and medical assistant at the center, went into one of the female freshman dorms with a large fishbowl containing some questions they had already put in, some chocolates, and a thirst for more questions about sex from the students they greeted.

“If they were brave enough to ask a question, they got a chocolate,” said Paquette, who recalled, with a large dose of pride, that she and Velazquez left with considerably fewer treats than they arrived with. “There were questions on everything from STD education to things you would think of with Dr. Ruth; I learned some things from these students, and it ended up being a lot of fun.”

As noted, Sex and Chocolates is just one of many initiatives Paquette has introduced since arriving. Overall, she has taken the campus service that was traditionally ranked dead last in surveys of students and made it one of the more highly scored.

Far more importantly, she has taken health and wellness to a much higher plane on the AIC campus, providing not just Band-Aids and Tylenol — which is about all the ‘old’ center was known for — but also a welcoming, non-judgmental environment that has improved quality of life on the campus in myriad ways.

For all that, Paquette was named the Healthcare Hero in the category of Patient/Resident/Client Care Provider, which is among the most competitive, with nominees from across the broad spectrum of healthcare.

Mary Paquette and Millie Valazquez, office manager and medical assistant at the Dexter Center

Mary Paquette and Millie Valazquez, office manager and medical assistant at the Dexter Center, have changed attitudes about the center, and created a healthier campus community, through programs like ‘Sex and Chocolates.’

And it’s a category Paquette has essentially devoted her life to, with AIC being only the latest stop in a 35-year career that has seen her take on a variety of roles in a host of settings. These range from director of Nursing at Ludlow Hospital to per-diem hospitalist at in the GI Department of the Eastern Connecticut Health Network, to assistant director of Health Services at Western New England University — the job that became the springboard to her post at AIC.

And there is a huge amount of overlap when it comes to the lines on her résumé, which Paquette explained quickly and effectively.

“I have a lot of energy, and I like to keep busy,” she said in a classic bit of understatement.

Indeed, she does, and at AIC this energy has translated into profound and very positive change, which was summed up by Robert Cole, the college’s vice president of Marketing & Communications, as he nominated Paquette to be a Healthcare Hero.

“Since arriving in 2012, Mary has almost single-handedly transformed the capabilities and perception of AIC’s Dexter Center for Health and Counseling Services,” he wrote. “She has worked tirelessly and passionately to reach students through new, campus-wide health programming and healthy-living promotion; expanded the scope and availability of Dexter’s services; and routinely works off hours to meet the emergency needs of students, student-athletes, faculty, and staff. She has done all this with limited medical staff and budget, and unlimited dedication, compassion, and extraordinary patient care and customer service.”

With that summation as the backdrop, we’ll explain how this transformation took place and what it means for all those — and we mean all those — on the AIC campus.

Sweet Success

The large Victorian home on Wilbraham Road that houses the Dexter Center has enjoyed a long history at the college and filled a number of roles.

It was once the president’s home, for example, and it has housed classrooms, a photography lab, and other facilities.

But when Paquette first saw it in the summer of 2012, she simply couldn’t believe that its role at that time was home to health services.

“It was falling down, the floors were this awful purple tile, it was filthy … I told Mark, ‘I wouldn’t come here for healthcare,’” she recalled, referring to Mark Berman, then vice president of Administration, who has since passed away. The building was in such poor condition that it was almost a deal breaker when it came to the position she was being offered.

Berman was neck deep in getting the dormitories ready for fall, but he promised Paquette that by October, she would see radical improvement in the Dexter Center. He made good on that pledge, but Paquette spent every weekend her first month on the job cleaning it out herself.

“There were ACE wraps that were disintegrating because they sat on shelves for long,” she recalled, adding that dirt on the floor wasn’t the only thing she cleaned out. There was also the receptionist on duty at the time who was so unfriendly, students hated coming to the facility.

But tidying up the Dexter Center and making it a far more welcoming — and less purple — place were only the first steps in a multi-layered process, and only the latest chapter in a long and quite rewarding career in healthcare.

So before returning to Sex and Chocolates and other endeavors at AIC, let’s go back … to the former Ludlow Hospital.

That’s really where the story starts, because, well, Paquette was born there and grew up only a few blocks away. She worked there as a nurse’s aide when she was 18 and in the ER while in college, and, after earning her bachelor’s degree in nursing at Elms College and spending the first several years of her career in the Boston area, that’s where she returned to.

She would eventually become the last director of Nursing at the facility, which would close its doors in 1994. But Paquette has never forgotten the mentorship she received there or the many connections she made that continued to benefit her throughout her career.

Ludlow’s closing prompted her to go back to school and earn her master’s degree in the Family Nurse Practitioner program at UMass Amherst in 1999, and, as noted earlier, she would put it to use in a number of settings over her long career as a care provider. They include Noble Hospital in Westfield, the Johnson Occupational Medicine Center in Enfield, Johnson Memorial Hospital in Stafford Springs, Hartford Hospital, and Mercy Medical Center.

Starting in 1999, though, her main employer would not be a hospital or medical center (although she would continue to work for several of them), but an institution of higher learning.

Wilbraham Road that housed the Dexter Center

When Mary Paquette first saw the facility on Wilbraham Road that housed the Dexter Center, she couldn’t believe people came there for healthcare.

At Western New England University, she started as a provider — and there was only one at the health center at any given time. “So you just put the pedal to the metal,” he recalled. “But for me it was OK, because it was just like the ER atmosphere … you just go, go, go and see one patient after the other. The trick in that is being able to be efficient, but also make patients feel like you’re listening to them and not rushing them.”

Remember that thought later.

At WNEU, she was mentored by the director of Health Services there, Kathy Reid, who, Paquette said, “was open to anything and everything I wanted to do.”

That meant such things as adding IVs to the list of services, as well as suturing and other initiatives. “Over the course of 13 years, we built Western New England’s facility into an amazing clinic. And when they built the new Pharmacy building and they added a new health services [facility], we even had a little surgery suite … we took off more toenails in the fall from turf toe.”

Remember those thoughts as well.

Paquette said she loved her time at WNEU and had no desire to leave. But then, Brian O’Shaughnessy, then AIC’s dean of students and now vice president for Student Services, hired Reid as a consultant to evaluate an underperforming health-services department — what Paquette described as a glorified (maybe) “high-school nurse’s office” — and recommend changes.

In her report, Reid said, in essence, that the school needed to hire a director of Health Services. And she had the perfect candidate — her second in command — in mind.

Something to Chew on

As noted earlier, the Dexter Center simply wasn’t a popular, or busy, place before Paquette arrived. Summing up why, she said simply, “one, it wasn’t marketed, two, it didn’t offer much care beyond Band-Aids and Tylenol, and three, the it had a secretary who was a real grouch.”

So … she set about changing all that and more. One of the first things she did was hire Velazquez (a referral from her mentor, Reid) and broaden that position to one of office manager and medical assistant.

Through what Paquette described as “an over-the-top friendly personality,” Valezquez has changed the atmosphere in the center, making it more welcoming, more efficient, and far-more visitor-friendly.

Meanwhile, the two have together gone about greatly adding to its roster of services and doing that marketing that was a big missing piece.

With the former, they’ve added IVs and suturing, as happened at WNEU before, and also STD testing, safe-sex education, a bowl filled with condoms in the waiting room, counseling, ongoing education into how the healthcare system works, and, most importantly, no judgment.

Overall, Paquette said she wants to make students better healthcare consumers.

“I feel that a large part of my job is teaching students how to be good healthcare advocates,” she explained. “I want them to leave AIC with a better understanding of their own health and the tools they need to navigate the world of healthcare.”

Regarding the latter, Paquette knew it wouldn’t do any good to make all those other changes if students and other constituencies didn’t know about them. And she knew from her time at WNEU that the place to start was with the resident advisors in the dorms.

With their support, she went about creating what she called silly but also effective programs. Like Sex and Chocolates.

“When you’re doing a dorm program in the evening, you have to be entertaining,” she explained. “The healthcare piece of it … you slip that in when they’re not looking. It was more about them, the students, seeing Millie and I, and seeing that we’re friendly and we’re non-judgmental, but we also know what we’re doing.”

Paquette and Velazquez have initiated other programs with the same goals and underlying mindset, including ‘Cards Against Humanity; AIC Edition,’ a takeoff on the popular party game. Sprinkled in with the offensive, risqué, and politically incorrect ‘answer cards’ are several related to birth control, STDs, the Health Services department, and more.

“You sort of slide those questions in, the students get them, but they’re having fun, and they don’t realize that you’re educating them,” Paquette explained. “We’ve created lots of fun games like that.”

But there were other constituencies to connect with, she went on, starting with the athletes on campus. Each team has trainers, she noted, but there was a disconnect, if you will, between the students, trainers, and health services.

That’s ‘was,’ because Paquette set about improving communications and building bridges. And soon, athletes were finding the Dexter Center for suturing, screenings, and other services.

“I feel that a large part of my job is teaching students how to be good healthcare advocates. I want them to leave AIC with a better understanding of their own health and the tools they need to navigate the world of healthcare.”

“We have rugby here,” she noted. “In those first two years, I’d come in at least a dozen times at night, go to the athletic trainers’ room, throw some stitches in a kid’s head, and go home. My deal with the trainers was, they all had my cell phone, they could call, and as long as I wasn’t working one of my ER shifts, I’d come in; that’s how we won over athletics.”

Paquette and Velazquez have also won over commuting students, college employees, students who remain on the campus during the summer, and other constituencies. The health and wellness center that no one visited is now the facility everyone visits.

Stitch in Time

Paquette doesn’t just work at AIC; she has become, for lack of a better term, a huge booster.

On top of the cabinet in her office sit three large wooden block letters — ‘A,’ ‘I,’ and ‘C.’ And she has much more swag, as she called it, all bearing the school’s letters, logo (a muscular, mean-looking yellowjacket), and color — yellow (obviously).

The item she’s most proud of, though — perhaps even more than a full bowl of questions during a presentation of Sex and Chocolates — is a T-shirt given to her by the rugby team signed by all the players, many of whom had seen Paquette for some stitches.

Maybe more than anything else, that T-shirt shows just how much the health and wellness center has grown since Paquette arrived, and how it has ceased being a college service and instead become a powerful force on campus.

George O’Brien can be reached at [email protected]

Healthcare Heroes

At the Soldiers’ Home, She’s a Nurse, Leader, Mentor, and Role Model

Celeste Surreira

Celeste Surreira

Celeste Surreira was talking about her work, and, more specifically, the unique constituency she serves, when she abruptly stopped in mid-sentence.

Strains of “Anchors Away,” the fight song of the U.S. Naval Academy, had permeated the walls of her office, and she knew exactly what that meant: the Soldiers’ Home in Holyoke was giving a Navy veteran a ‘farewell.’

Rising from her seat quickly, she invited BusinessWest to follow her to what she promised would be a solemn and immensely powerful ceremony. That was an understatement.

In the front lobby of the Soldiers Home sat a casket covered by a quilt, patterned specifically for a Navy veteran, that was made by one of the facility’s nurses. Behind it stood many family members. To the sides were Soldiers’ Home staffers, who, in many respects, are also ‘family’ for this individual — and all other veterans who come there.

Collectively, they assembled, with hands over their hearts, and heard about his life — not just about his service in the Seabees (the U.S. Naval Construction Battalions) during World War II, but about his family (three sons, 13 grand-children, and “eight, soon to be nine” great-grandchildren); the decades he spent as a commercial painter (he and his father helped paint the Soldiers’ Home when it first opened in 1952); his love for Holyoke, his long-time home; his affection for golf; and more.

Then came “Taps.” And many tears.

Walking back to her office, Surreira put the ceremony in its proper context, and in so doing helped explain why she came to the Soldiers’ Home in 2014 and why she is so passionate about the many facets of her work that she was named the Healthcare Hero in arguably the most competitive category — Health/Wellness Adminstrator/Administration.

“They go out the same door they came in — it’s our honor to them,” she said of the servicemen and women being given a farewell. “And that’s very important. When I worked in the hospital, death was something we hid, like it was like a failure; they [deceased patients] went out the back door. Here, death is a celebration of life; there’s no shame. They go out the front door.”

“When I worked in the hospital, death was something we hid, like it was like a failure; they [deceased patients] went out the back door. Here, death is a celebration of life; there’s no shame. They go out the front door.”

Surreira would speak often about the veterans she now serves as she talked about her career and her current work, because the clientele, if you will (they simply call them ‘veterans’ here), is truly unique, and this is reflected in everything from how services are delivered to how these individuals are addressed.

“I thought this was a really interesting population to have the honor to work with,” she said, adding that the Soldiers’ Home, a 265-room, long-term-care facility (which also has outpatient services and a domiciliary), represents a significant career shift for her, with most of her 33 years in nursing having been spent in the emergency room. But in many ways, the issues and challenges facing veterans at the facility and the providers caring for them mirror those of society in general as the population ages and people live longer.

“This is where healthcare is going,” she told BusinessWest. “The population is living longer with chronic diseases. This is the population with which we’re really going to have to make an impact if we’re going to manage the needs of the overall population over the next 30 years.”

In her role as assistant director of Nursing, Surreira has a lengthy job description, and considers herself — and, more to the point, she’s considered by others — to be a care provider, leader, teacher, mentor, and role model.

And she takes each of those responsibilities very seriously, especially the leader and role-model parts.

“Leadership and management are two different things,” she told BusinessWest. “You can manage, which means doing payroll or doing a schedule or telling someone what to do. Or you can lead, which to me means inspiring people to become leaders.

“You can’t lead if you don’t have emotional intelligence,” she went on. “People are just going to see you as the boss. And no one really follows the boss; they’re not inspired by bosses. I’ve always said, if you have to tell someone what your title is in order for them to know you’re the leader, then you’re not really the leader — someone else in the room is the leader.”

One of Surreira’s working definitions of a leader is that of an individual who can work with others to achieve positive change and improve quality of life for those being served, and as we’ll see, there are many examples of how she’s been able to do just that, and thus become a true Healthcare Hero.

Walking the Walk

They call it the ‘Walk Across America.’

This is a walking track of sorts at the Soldiers’ Home, located just outside the facility’s rehab area; 22 laps equals a full mile. There’s a mural covering a few hallways depicting different places across the country, hence the name, said Surreira, and different administrators are actually assigned to certain veterans to walk with them across America on days the veterans choose themselves.

Celeste Surreira says the Walk Across America

Celeste Surreira says the Walk Across America (that’s the St. Louis panel within the mural behind her) is one of many initiatives aimed at improving the mobility of veterans at the Soldiers’ Home in Holyoke.

The track is one of several ‘places to move,’ as Surreira calls them, that have been created in recent years as part of a broad effort to enhance the mobility of the veterans at the Soldiers’ Home and thus improve quality of life and actually reduce the rate of falls.

As with most all initiatives at this facility, this was (and is, as such work is ongoing) a team effort — actually a team with several smaller teams within it, such as the one assigned the task of creating places to move, she told BusinessWest.

The Walk Across America is just one example of that positive change and improvement in quality of life mentioned earlier that Surreira has helped orchestrate since arriving at the Soldiers’ Home in 2014.

She had been working just outside Atlanta as an interim director of Emergency Services at Rockdale Medical Center, and was looking to return to Western Mass., where she spent much of her career.

Indeed, she started in the emergency department at Ludlow Hospital in 1985, then spent more than two decades at Mercy Medical Center, starting as an staff RN and eventually advancing to manager of the Emergency Department. Earlier this decade, there was a short stint as administrative director of Emergency Services at Cooley Dickinson Hospital.

“I was looking at different positions up here, and I received a call regarding an opportunity at the Soldiers’ Home,” she recalled. “They were looking for a leader, someone who could come in and do some mentoring on leadership, and it sounded very interesting; it was a real change of pace for me to go into long-term care as well as geriatrics, but given my interest in leadership and veteran healthcare, a chance to work clinically, and all those things coming together, I thought that it would be a good opportunity for a change.”

And to work with an older population (most of the veterans are in their 80s and 90s) that, as noted earlier, reflects some of the larger, more complex issues facing all those in healthcare — specifically, not only caring for older individuals, but also helping them maintain independence and a high quality of life.

“Our focus is truly on how to promote a good quality of life for these older veterans,” Surreira explained. “We have 94- and 95-year-olds living very well.”

With this broad goal in mind, Surreira has created, and serves on, a number of process-improvement teams working on such matters as reducing the use of anti-psychotic medications, lowering the rate of falls, improving mobility, medication safety, and many others.

And as these teams address each of these areas, they do so with quality of life in mind, she said, using reduction of falls as an example. This could easily be accomplished by reducing one’s mobility, so he or she doesn’t get into positions where they can fall, Surreira went on. But this doesn’t equate to a high quality of life.

“This is where healthcare is going. The population is living longer with chronic diseases. This is the population with which we’re really going to have to make an impact if we’re going to manage the needs of the overall population over the next 30 years.”

“What we don’t want to do is promote the use of things like restraints and alarms, because they don’t allow people to move and self-propel,” she explained. “So what we try to do is advise them of safety and encourage their mobility; we want people to move, we want to take them for walks, we want to do everything we can to promote mobility while also reducing the risk of getting hurt from that fall if you do fall.”

To accomplish all this, Surreira leads the so-called ‘enhancing mobility team,’ which consists of several departments, including nursing, rehab, social work, facilities, and pharmacy working collaboratively to implement evidence-based interventions that will enhance mobility and reduce falls. This team has implemented a series of policies and procedures, including the introduction of a daily ‘fall huddle,’ interdisciplinary rounding, quarterly mobility screens, individualized care plans that include mobility goals, and regular review of polypharmacy.

As a result, the Soldiers’ Home has seen a confirmed reduction in fall-related injuries and a noticeable increase in the mobility of its population.

Taking the Lead

As noted earlier, Surreira’s position comes with a lengthy job description and list of responsibilities. And only a portion of them actually apply to the veterans being served.

The rest have to do with those other functions (for lack of a better term) that she carries out, including that of being a leader, a mentor, and a role model. Her ability to be all those things is a big reason why she was hired — and her desire to continually build upon those skills and add new layers to already considerable amounts of experience explains why she took it.

As she talked about being a leader, for example, she equated it to parenting.

“You mess up a lot, and then you learn how to be a better parent; it’s the same with being a leader,” she explained. “I think I’m a different leader now than when I started this journey, because it’s very humbling.”

Elaborating, she noted that one of the things she’s learned over the years is the importance of active listening.

“In order to hear the person, you can’t be thinking about your response already,” she said, citing a mindset held by all successful leaders. “You have to be totally focused on what they’re trying to tell you.

“You also need emotional intelligence, which means taking the time to know where that person is coming from and be queued into what they’re trying to communicate to you,” she went on. “Often, I tell people, ‘it’s not what they’re saying, but what they’re not saying; it’s not the words they’re saying, necessarily, but how they’re saying them. They may be saying something, but that’s not what they’re meaning or even intending.”

Surreira said mentoring takes place in many ways and on several different levels in her work at the Soldiers’ Home, including the formal teaching she does on subjects ranging from leadership to role-modeling.

“Mentorship from a leadership perspective takes place in a number of ways,” she explained. “Sometimes it takes place in just day-to-day interactions where you have opportunities to have a conversation with someone, provide someone with feedback … it’s all part of relationship building with those folks. Other times, it is more formal, such as the teaching I do.

As for the role-modeling, well, that part of it can really only happen as one adds layers of hands-on experience to their résumé, learns from previous mistakes, and develops a high degree of that necessary ingredient known as emotional intelligence.

“Even though someone may be handling a situation in a certain way, you can role-model a different way — that’s probably the most powerful thing to do,” she explained.

As an example, she cited a situation where there’s conflict going on and the discussion among individuals is getting quite heated.

“Managing yourself is probably the most important thing in those situations,” she said. “You manage your own reactions — the louder other folks may get, the quieter you get; the faster they talk, the slower you speak.

“Overall, mentoring involves building relationships and inspiring trust,” she went on, adding that ‘leading by example’ isn’t a formal line on her job description, but it’s a duty she carries out every day.

Waves of Emotion

Walking back to her office from the Navy veteran’s farewell, Surreira said the Soldiers’ Home obviously conducts many of these ceremonies. “Sometimes there will be two or three a day, and sometimes we’ll go a week without one,” she said, adding that, like most staff members, she tries not to miss a single one.

That’s because, as she said, at this facility, death isn’t something to be ashamed of; it’s not a failure. It’s part of a life being celebrated.

And improving the overall quality of that life has become the focal point of each individual and each team at the Soldiers’ Home.

Surreira’s leadership, mentoring ability, and passion for being a positive role have not only played a pivotal role in all this, they’ve made her a Healthcare Hero in administration.

George O’Brien can be reached at [email protected]

Healthcare Heroes

In the Emerging Field of Bioethics, He’s a Leader and a Pioneer

Peter A. DePergola II

Peter A. DePergola II

Oddly, he doesn’t actually remember where or when he got it.

But Peter DePergola’s copy of Rembrandt’s renowned The Return of the Prodigal Son looms large in his small office (it takes up most of the back wall) and, far more importantly, in his life and his work.

The painting, as most know, depicts the moment in the Biblical parable when the prodigal son returns to his father after wasting his inheritance and falling into poverty and despair. He kneels before his father in repentance, wishing for forgiveness and a renewed place in the family.

DePergola, director of Clinical Ethics at Baystate Health, the first person to wear a name badge with that title on it and the only clinical bioethicist in the region, says the painting — and the story of the prodigal son — provides a constant reminder of the importance of not judging others and providing them with what they need, not what they deserve. And that serves him very well in his work.

“The story is about sins and forgiveness, but what it teaches me about healthcare is that we should never treat our patients based on what we think they deserve morally, but on what they need, and only what they need,” he explained. “We don’t get to say, ‘you’re a murderer,’ or ‘you’re an adulterer,’ or ‘you’re an alcoholic — if you really wanted to stop, you can.’

“We have to meet them in the middle of their chaos, to sort of run out to them,” he went on, “and to treat them based on what they need and who they are, not on what we think they deserve.”

“It’s not that they don’t understand that medicine has its limits — I think they do. But they’re living in this larger narrative of ‘who am I if I don’t do everything I can for the person I love most?’”

‘Meeting them in the middle of their chaos’ very often translates into a time when decisions have to be made — difficult decisions — about what can be done for a patient and what should be done; about what is proper and what is needed (there’s that word again).

“There are plenty of things we can do, but shouldn’t,” he went on, adding that such dilemmas are becoming ever more common as the population ages and modern science finds new and different ways to extend life.

The issue he confronts most often involves what kind of life is being extended — and whether that kind of life should be extended. And within that broad universe there are countless other matters to consider, discuss, and debate — and they involve everything from raw science to individuals’ base emotions and perceptions about what is right, wrong, and proper.

“Family members will say, ‘I know this isn’t going well, but am I a loving daughter if I say this is the end? How do I think through this?’” he told BusinessWest as he recounted the type of conversation he has most often. “It’s not that they don’t understand that medicine has its limits — I think they do. But they’re living in this larger narrative of ‘who am I if I don’t do everything I can for the person I love most?’”

Overall, his work in the broad realm of bioethics involves everything from these end-of-life issues to the use of animals in research to potential conflicts of interest and conflicts of commitment. DePergola summed it all up in intriguing fashion by saying “no one ever calls me when something good is happening.”

Despite this, and despite the difficulty of his work — not to mention the long hours and often unusual hours; he was recently called to Baystate at 1 a.m. — DePergola finds it rewarding on many levels.

He likes to say he helps people make sense of nonsense and not necessarily answer questions that can’t be answered, but enable people to cope with them.

“People will say, ‘I’ve lived a good life, and I’ve always done the right thing, and here I am, with six months to live. Why must I suffer? Why do I have to be in pain? Why do I have to be in the hospital?’” he noted. “And at the end of the day, I’d say, ‘I don’t know, it’s not fair, I don’t understand. But let’s not understand together.’

“You don’t have to go through not knowing alone,” he went on, hitting upon the best answer to the question of why his role now exists. “And that may be the only antidote to that question; I can’t tell them why bad things happen to good people, but I can be there with them when they’re asking that question and looking for answers and looking for compassion.”

For his multi-faceted efforts — many if not all of which fall into the category of pioneering — DePergola has, well, emerged, into not just a leader in his field, but a Healthcare Hero.

Work That Suits Him

There’s a white lab coat hanging on a hook just inside the door to DePergola’s office, and it’s there for a reason.

While not a medical doctor, DePergola is a member of a clinical team that interacts with patients and their families. The white coat isn’t required attire, and he didn’t wear it earlier on his career. But he does now, and the explanation as to why speaks volumes about the passion he brings to this unique job every day.

“When I used to come dressed in a suit to have these very important conversations with patients and families, I think it was intimidating in a way,” he explained. “I did it out of respect … you’re going to have the most intimate conversation a family’s ever had — what would you wear to that? You’d want to wear something that says, ‘I really care about this. and I care about you.’

“But it looked like I was a lawyer, and people couldn’t get past the outward appearance,” he went on. “Sometimes just a shirt and tie is too casual, but the combination of the lab coat and the tie seems to send the right message.”

There are other examples of this depth of his passion for this work, including his desire to understand the role religion plays in making those hard decisions described earlier.

“I knew that what I was getting into had a lot of value implications,” he explained, “and that the primary pathway into those values was religious commitments. So I got a master’s degree in theological bioethics so I could make sure that I understood what Hindus and Buddhists believed about end-of-life care the same as Orthodox Jews and Catholics, and what Muslims thought about autopsy, so I could meet them not just where they are clinically, but where they are biographically and in their values.”

As he talked about his career and what he was getting into, DePergola stated what must be considered the obvious — that he didn’t set out to be a bioethicist. That’s because this field hasn’t been around for very long — only since the early ’80s, by his estimates — and it’s especially new in the Western Mass. region. In essence, and to paraphrase many working in healthcare, the field chose him.

“Larger American cities — New York, Boston, Los Angeles — have had full-time clinical bioethicists since probably the end of the 1980s,” he explained, adding, again, that he’s the first in the 413. And in many respects, he helped create the position he’s in and write the lengthy job description.

To fully explain, we need to back up a bit.

After earning his bachelor’s degree in philosophy and religious studies at Elms College (early on, he thought he might join he priesthood, but settled on a different path), and then a master’s degree in ethics at Boston University and his Ph.D. in healthcare ethics at Duquesne University, DePergola completed a residency in neuroethics at University of Pittsburgh Medical School and then a fellowship in neuropsychiatric ethics at Baystate, then the western campus of Tufts Medical School, in 2016.

“The patient is always the priority. In risk management, it’s the hospital first, then the patient. With me, it’s the exact opposite; I make sure everyone’s voice is heard.”

While completing that fellowship, he took on some duties in the broad realm of research ethics, a large subset of this emerging field, but this work was eventually expanded into a new leadership position at Baystate — director of Clinical Ethics, a role he said he helped create in partnership with the health system.

“I did a lot of convincing, and I sort of sold the problem,” he said.

“Medicine tells us what we’re able to, and the law tells us what we’re allowed to do. But neither one tells us what’s good to do. And how we navigate the mean between extremes? If we did everything possible for our patients, we’d be deficient, and there are plenty of things we could do without breaking any laws, but that wouldn’t be in itself good for patients. So we needed someone to step into a leadership role.”

In creating the position and its job description, he and members of Baystate’s leadership team borrowed from models already in existence at similarly sized healthcare systems, especially those at Maine Health, the Carolinas Health System, and the Henry Ford Health System.

DePergola said there are four main categories, or pillars, to his work: clinical ethics, research ethics, organizational ethics, and academic ethics, or ethics education.

The primary domain, as one might expect, is clinical ethics, and in that role, he meets with patients, family members, and healthcare professionals “as they navigate the moral terrain of life-and-death decision making at the beginning, middle, and end of life,” he explained.

“I see everyone — from patients and their families in the Neonatal Intensive Care Unit to our geriatric patients, to everyone in between, whether it’s a patient in infectious diseases or genetics or ob/gyn.

And, as he said, no ever calls him when anything good is going on.

Questions and Answers

As he talked about his work in bioethics and many of the difficult conversations he becomes part of, DePergola summoned a quote from Aristotle that he’s undoubtedly already used countless times in his short career.

“He said, in essence, that something is good if its fulfills the purpose for which it was made, and bad if it doesn’t,” said DePergola, adding that such a benchmark, if one chooses to call it that, should be applied to all aspects of healthcare, including everything from a feeding tube to any other step that might be taken in an effort to prolong life.

“If it’s not going to fulfill the purpose, is it good? We need to think about the logic of what it would mean to provide a clinical treatment without a clinical reason,” he went on, adding that such questions loom large in his field of work and often bring him to another difficult discussion — the one juxtaposing quantity of life against quality of life.

Such thought patterns help DePergola as he goes about his various duties, during which — and he makes this point abundantly clear — he advocates for the patient first, not the health system that employs him.

And this distinguishes his work from that of those in the broad realm of risk management.

“The patient is always the priority,” he explained. “In risk management, it’s the hospital first, then the patient. With me, it’s the exact opposite; I make sure everyone’s voice is heard.”

And not only heard, but understood, he went on, adding that the cornerstone of success in this field (if one can even use that word within it) is establishing trust.

Wearing a white coat instead of a suit coat is part of it, but a bigger part is understanding exactly where someone is coming from. And this comes from taking the time to understand their situation, their religious beliefs, and much more.

Even then, the decisions don’t come easy, he went on, adding that his work often comes down to helping parties decide between the better of two bad options and coping with questions that, as he noted, can’t really be answered.

Such sentiments are reflected in DePergola’s thoughts on other aspects of his work, especially his teaching — he’s an assistant professor of Medical Humanics at Elms College, where, in the small-world department, had Erin Daley, director of the Emergency Department at Mercy Medical Center and the first Healthcare Hero in the Emerging Leader category, as one of his students.

“I always try to emphasize to my students that the big questions of medicine that patients are asking have little to do with medicine, that the big problems in medicine have little to do with medicine,” he told BusinessWest. “They’re questions of meaning, purpose, identity, and value.

“They don’t show up on X-rays, you can’t write prescriptions for them, and we can’t bill for that,” he went on. “Medicine is very good at addressing ‘how’ questions — as in ‘how does ammonia work?’ — but it’s very poor at addressing the ‘why’ questions. And I think that, when we fail to connect with our patients in medicine, it’s because we’re giving ‘how’ answers to ‘why’ questions.”

Framing the Question

Returning to Rembrandt’s Return of the Prodigal Son, DePergola said there’s another reason why that painting resonates with him.

It has to do with how many times he has the same conversations with different people, such as the one about miracles, and walking them through the argument that there’s no logical connection between believing in a miracle and concluding that life-sustaining medical treatment should continue.

“You don’t offer life-sustaining medical treatment for miracles to occur, and I often dread having another one of these conversations,” he said. “But then, I remember that every time I have any of these conversations, it might be the 12th one of the day, but it’s the first for these families. They deserve for me to treat it as the most important and the only conversation, not the 12th.

“Again, I give them what they need,” DePergola went on, expressing sentiments that clearly explain why he’s an emerging leader, a pioneer, and a Healthcare Hero.

George O’Brien can be reached at [email protected]

Healthcare Heroes

This Pediatrician and Coalition Builder Has Helped Create a Healthier Community

Dr. Matthew Sadof

Dr. Matthew Sadof

Most people who have been working professionally for nearly 40 years have had a number of desk chairs, especially as technology has advanced and the office has become more ergonomically correct.

Dr. Matthew Sadof has had exactly … one.

It was given to him upon completion of his residency at New York Hospital, and it’s been with him ever since. It’s a low, wooden chair with arms, and Sadof obviously likes how it looks and feels — for the most part, anyway. But the reason he keeps it is what’s written on the back: “Go and do thou likewise.”

That’s the school’s motto, but far more importantly, it’s Sadof’s approach to life and also his life’s work, as will be made clear as we explain why he is the Healthcare Hero in the Community Health category.

“One of the things that I’ve tried to practice my whole life is something called tikkun olam, which means to heal the world,” he told BusinessWest. “And that’s what I try to do. I’ve been sitting in this chair since I graduated. It’s my chair; I’ve had opportunities for other chairs, but I like this one.”

The Heroes award is only the latest of many to be bestowed upon Sadof, a pediatrician at Baystate Children’s Hospital, whose chair resides in a small office at the Baystate High Street Health Clinic, in the middle of one of Springfield’s poorest neighborhoods, as it has for the past 20 years.

“Dr. Sadof has demonstrated that a physician who is dedicated to improving the health and well-being of his patients must go beyond the office walls and work diligently to improve the health of the community.”

This office is, by his own admission, not at all asthma-healthy, with its carpeting, drop ceiling, and somewhat poor ventilation. Which is ironic, because he is perhaps best known for helping to lead an all-out battle against asthma in a city consistently ranked among the worst in the nation for asthma health.

His leadership role in the Community Asthma Coalition and related initiatives has dramatically improved the environment across Springfield and reduced hospitalizations dramatically, but he would be the first to note that, with the city’s poor housing stock, there is considerable work still to do.

However, there is more to Sadof’s story than helping children and families breathe easier, literally and figuratively. He has also been a passionate advocate for the underserved and the marginalized, working with medically fragile and technology-dependent children and their parents, who are often overwhelmed by their medical needs. Meanwhile, he has worked to address the social and medical difficulties faced by adolescents in Springfield, patients who often fall through the cracks as they age out of pediatrics and fail to connect with an adult-medicine provider.

As he sat down to talk with BusinessWest to talk about the many facets of his work — yes, in that chair from NYU — Sadof made it clear that, while he is honored to be named a Healthcare Hero, he stressed that whatever progress has been made in terms of making Springfield a healthier community has been a team effort, not the work of one man.

“I can’t over-emphasize that it’s not just me,” he said, referring not only to the asthma initiatives but a deep portfolio of projects he’s been involved with. “I work with lots of wonderful people; you need a whole community of people to really change a community.”

Still, Sadof has established himself as a clear leader in these efforts and a role model for the medical students and residents he teaches.

Dr. Laura Koenings, vice chair of the Education Department of Pediatrics at Baystate Children’s Hospital, who nominated Sadof for the Healthcare Heroes award, may have summed up his devotion to community — and his approach to achieving progress — best.

“Dr. Sadof has demonstrated that a physician who is dedicated to improving the health and well-being of his patients must go beyond the office walls and work diligently to improve the health of the community,” she wrote. “A role-model physician looks for gaps in the healthcare-delivery system and strives to bring better healthcare to the underserved, whether that is the infant with complex medical needs on a home ventilator and a gastronomy tube for feeding, or the teenager out on the streets without a medical home.”

Sadof continues to do all these things, and that explains why he’s a true Healthcare Hero.

Clearing the Air

Sadof said it wasn’t long after he arrived at the High Street Clinic that he began to realize the full extent of the asthma problem in Springfield.

“My very first week, there was a kid who came in who had really, really, really bad asthma,” he recalled. “So bad that I had to go on the ambulance and transport him to ICU. He needed a breathing machine — he needed to be intubated — and while I was there, I looked at his mother, and I couldn’t help but notice that she had a Band-Aid on her arm and a hospital bracelet on her wrist.

“I said, ‘what happened to you?’ he went on. “And her asthma was really bad. I asked her where she lived, and she went on to describe an apartment building that had cockroaches, rodents, leaky windows, and mold — all of which are very potent triggers for asthma.”

Dr. Matthew Sadof says he’s had one desk chair throughout his lengthy career

Dr. Matthew Sadof says he’s had one desk chair throughout his lengthy career and lives by what’s written on the back: ‘Go and do thou likewise.’

Thus began what might be called a crusade against asthma, as well as a pattern of not only treating patients but asking them where they live. And not only asking them where they live, but taking steps to do something about where they live and removing some of those triggers for asthma.

“We teach people how to clean with vinegar, baking soda, baking powder, and castile soap, and that’s made a huge difference,” he explained. “We also showed people how to store food properly and store garbage properly in a way that doesn’t promote the growth of rodents and insects.”

Before getting into more detail about his efforts to combat asthma and the many other aspects of his work, it’s necessary to explain how Sadof arrived at the High Street Clinic.

Our story starts back at medical school, where, by this third year, Sadof realized he wanted to spend his career working with young people.

“I knew that I liked to talk to people, and I knew I liked to work with young families,” he recalled. “And I knew I liked working with children because they’re growing, and there’s the possibility to make a real impact on the trajectory of someone’s life when you start early.”

He practiced in Pittsfield for 10 years, doing general pediatrics, before he and his family relocated to Philadelphia to “try something new,” as he put it. Things didn’t exactly work out there as he hoped, so the family decided to return to what they considered home.

A former colleague was working at the High Street Clinic at the time. Sadof asked her what the lay of the land was, and she mentioned that the clinic was looking for someone. And, long story short, Sadof became that someone.

“Something about this place just felt really good,” he told BusinessWest, noting that, 20 years later, he still feels the same way.

“There was a huge need for services,” he explained. “And there were bright students and residents that I could work with. And practicing and teaching medicine at the same time keeps you really sharp. They’re always asking you questions that you may not know the answers to, so we all look it up and learn it together.”

Finding answers to some of Springfield’s most vexing health problems has been Sadof’s M.O. since arriving on High Street, and, as noted, asthma soon become one of his top priorities.

But to address it, he knew the city needed to bring together a number of players to form a solid, united front against the disease. And it really started with that visit his first week on the job.

“That’s when I started thinking about how important it was for me to start to address some of the root causes of asthma, and about what I could do to build a bridge from the clinic to the community,” he recalled. “They weren’t calling it the ‘social determinants of health’ back then, but that’s really what we were doing.”

Within a year after arriving at High Street, Sadof became the medical director of the clinic, and around that same time, he was approached by a grant writer from what was then Partners for a Healthier Community (now the Public Health Institute of Western Mass.) to apply to be part of the National Collaborative Inner-city Asthma Study.

Fast-forwarding a little, the local group was awarded a grant, and a social worker was hired to be an asthma counselor, he went on, adding that parent groups were formed, individualized counseling was provided, and other steps were taken not only to treat people who were sick but to make homes more “asthma clean.”

In 2001, the Pioneer Valley Asthma Coalition was formed, and Sadof, who started in what he called an observer role, became its chair in 2004. In 2009, he help forged a partnership with Boston University whereby a stimulus grant from the national Institute of Environmental Health was secured to create something called the READY (Reducing and Eliminating Asthma Disparity in Youth) program.

“We trained community health workers to teach people how to keep their home asthma clean,” he explained, adding that there would be a series of five home visits in the course of six months. “And anecdotally, I could tell which families were in the program and which ones weren’t; we cut hospitalizations down dramatically and cut hospital days down dramatically.”

Care Package

But while Sadof is perhaps best known for his work to combat asthma, there are many other aspects to his practice, all of which relate directly to what’s written on the back of his chair.

Indeed, while recognizing a real problem with asthma, Sadof said he also quickly realized there was a large number of children with severe disabilities and families struggling to care for them. And he’s continuously looking for new and innovative ways to meet the many needs of both these children and their families.

“I have lots of children who are technologically dependent,” he explained. “These are children who are on ventilators at home, they have feeding tubes, they often require 24-hour care … they and their families require services, and they need help.

“From listening to these kids, I was always trying to figure out a better way to do things,” he went on, adding that he was approached in 2012 by officials at Boston University Medical School with the goal of developing a grant to help improve complex care.

Baystate and BU were eventually awarded a $6 million grant ($1 million each over three years) to develop something called the 4C program. That’s an acronym for Collaborative Consultative Care Coordination program, which was created to help parents and pediatricians coordinate care for the most medically complex children in Western Mass. Each word in that acronym is important, and collectively they explain what it is and how it works.

“We developed a couple of teams, with myself as the complex-care doctor, where we brought people in, took in all their data, and put it into a cloud-based care plan,” he explained. “These care plans lived on their phones, and they were accessible by any kind of electronic device and were accessible by their primary-care doctor and by the hospital and the families.

The consultative-care program created for each family consisted of a nurse care coordinator, a social worker, a so-called ‘family navigator,’ a nutritionist, and a psychologist, he went on.

“There’s been a huge influx of patients from Puerto Rico, people whose lives were blown away who are medically complicated and very fragile. People with heart defects, lung defects, neurological issues, and we’ve been working hard to keep them healthy. It’s great work and its very rewarding.”

“And we really improved the lives of lots of kids,” he said with a large dose of satisfaction evident in his voice. “We were able to decrease the cost of healthcare by a lot and improve the satisfaction of families. This was a consultative program where we worked with primary-care doctors to keep the care inside the patient’s medical home, close to where they lived; we worked with schools, we worked closely with housing to make sure we could make accommodations, we did home assessments and home visits. The idea was to try to support families through this work, and it was incredibly rewarding.”

He used the past tense because the grant funding ended at the close of 2017. The plan is to find a way to restore and continue the initiative through the new accountable-care program being created. Meanwhile, Sadof continues to care for children with complex needs, mostly without the same comprehensive teams made possible by the 4C program, and the number of patients in that category has swelled in the wake of Hurricane Maria, which devastated Puerto Rico almost exactly a year ago.

“There’s been a huge influx of patients from Puerto Rico, people whose lives were blown away who are medically complicated and very fragile,” he explained. “People with heart defects, lung defects, neurological issues, and we’ve been working hard to keep them healthy. It’s great work, and its very rewarding.”

There’s that phrase again. Sadof uses if often, and it speaks to the passion he brings to his work, which, by and large, involves a poor, very challenged constituency, and many of the sickest children in this region — and beyond it.

To explain that passion, Sadof related the story of his father, who had tuberculosis.

“I just have this vision of my grandmother bringing my father to a clinic, where his test came back positive,” he explained, noting that his father had two aunts who died from the disease. “I carry that picture of my father and my grandmother with me always … and I look at the mothers here, and I say, ‘100 years ago, this was my family.’

“And the test about what decisions I make is that ‘if this was my family, what would I want to do? What would I want done for my family?’” he went on. “It has to pass that test. And it’s not always the easiest answer, and it’s certainly not the fastest answer.”

It Sits Well with Him

For the last word on the honoree in the Community Health category, we return to Laura Koenings’ nomination:

“Dr. Sadof recognized early on that it takes a village, and not just the actions of a single physician, to improve the long-term health of the community,” she wrote. “This is why he has always been a coalition builder — helping to unify patients, families, community agencies, and government entities to work together for a healthier community. He also recognized that, in order to advocate for his patients and their families, he must understand their needs and bring their voices to the agencies and government entities that are part of his coalition.”

He has done all that, and that’s why, from the day he earned that chair, he’s been a Healthcare Hero. u

George O’Brien can be reached at [email protected]

Healthcare Heroes

This Unique Venture Exists at the Intersection of Innovation and Technology

Christian Lagier

Christian Lagier, managing director and co-founder of TechSpring.

Christian Lagier has a deep background in entrepreneurship, business operations, and strategic business development.

He’s been involved with startups and high-growth companies in Paris and Copenhagen, and he spent 10 formative years in Silicon Valley’s high-octane startup environment at arguably its zenith (the ’90s).

Thus, he’s an expert in … collisions.

That’s a word you hear quite often within the realms of innovation and entrepreneurship. Generally, it refers to the art and science (because it’s both) of bringing people together and making things — meaning products, services, and the companies to provide them — happen.

Soon after leaving the San Francisco area behind to come to Western Mass., Lagier became a key driver in an effort to bring collisions to a different, higher level, and to a sector where you don’t hear that word as much as you do in others — healthcare.

The result was TechSpring, a unique venture that is based in Springfeld. But its exact location, as Lagier likes to say, is at “the intersection of healthcare and technology.”

“We’re trying to bring these sides together in a place where we can democratize technology development, or bring people into the process.”

That phrase speaks volumes about not only what TechSpring is, but why, more than three years after it was launched, it has met or exceeded both expectations and goals. And why a panel of judges determined that it (meaning the sum of all its parts and the all the people behind it) is the Healthcare Hero in the highly competitive category called simply ‘Innovation in Health/Wellness.’

Summing it all up, Lagier, the venture’s managing director and co-founder, said TechSpring has realized a vision established four years ago to take external innovators into a partnership of sorts with Baystate Health, its 1 million patients, and thousands of providers to accelerate innovation in healthcare technology.

“We’re trying to bring these sides together in a place where we can democratize technology development, or bring people into the process,” he explained, “and do it in a way that’s aligned with the goals of an organization that is working hard to deliver high-quality, high-value care every day.”

In the process of democratizing the innovation process, TechSpring has become a real force within the region’s economy and, especially, its innovation sector. It serves as an innovation hub in every sense of that word, said Lagier, noting that brings people together in all sorts of ways.

Christian Lagier, seen here with team members at TechSpring

Christian Lagier, seen here with team members at TechSpring, says the facility, and especially its kitchen, were designed to promote collisions.

First, as co-working space — there are about 80 people working there now — but also as a conference center and site for programs such as its monthly innovation open house, known as Tap into TechSpring.

“It was important to us as we were doing this project to have healthcare come out of the ivory tower, if you will,” Lagier explained. “We wanted to open the doors and create a public forum, a physical hub for all the people in Western Mass. and beyond who are working at that intersection of healthcare and technology.”

There is mounting evidence that this model works and should be emulated. For example:

• It has grown from one employee to eight;

• There have been more than 30 completed innovation projects, all with learning or operational outcomes;

• Tap into TechSpring, has attracted more than 4,000 participants since it was initiatied more than three years ago;

• The venture has received trade delegations and leadership visits from Israel, Denmark, Ireland, Singapore, Australia, and other countries;

• At any given time, there are between five and 10 projects in development or active execution; and, perhaps most importantly,

• TechSpring has generated more than $7 million in revenue or savings for Baystate Health.

Which means that the sizable investment made by the system in TechSpring has more than paid for itself.

Maybe the best example of how TechSpring works, and why it was named the hero in the Innovation category, is Praxify, an intuitive, easy-to-use mobile application designed to enhance the provider experience by bringing patient information directly into the palm of one’s hand.

“We heard clearly from our organization, and specifically from our physicians working at Baystate, that the electronic medical record system had grown unwieldy and that it was consuming too much time to get information in and out,” Lagier explained, adding that NTT, one of TechSpring’s innovative partners, introduced people there to a startup in India that had developed a mobile app that was user-friendly and fast to use.

When representatives of that company came to Springfield with their demos, they were introduced to roughly 30 Baystate doctors who, long story short, helped them refine the concept into something that works.

Thus, Praxify is an example of just how well the original vision for TechSpring has, in fact, become reality.

“When we started this project, it was big ideas and PowerPoint slides,” he told BusinessWest. “And you have this vision. Looking back on it four or five years later, after making many of these come to life and become real … that’s a great point of pride.”

Food for Thought

As he talked about collisions and the ongoing work to bring them about, Lagier said everything about TechSpring’s facility on the fifth floor at 1350 Main St. was designed with that goal in mind.

Even the kitchen. Or especially the kitchen, as the case may be.

With the old-fashioned water cooler pretty much a thing of the past, the kitchen is the place where people gather now, he told BusinessWest, adding that, in addition to politics, sports, and what TV shows they’re binging, people at TechSpring also talk about what they’re doing.

And they listen to other people talk about what they’re doing, and when there’s two or three or four people having such conversations, this is how collisions take place. So the kitchen was designed to promote this kind of activity.

“It’s large, open, and has seating,” Lagier explained. “This is the place where people connect informally and begin chatting, and where a wonderful thing happens every day at TechSpring — someone finds an opportunity to help someone else, and that’s what we need to accelerate change in healthcare.”

Kitchen design is one of the few things not on Lagier’s résumé. As for what is, well, it’s an interesting mix.

Out of high school, he actually worked as a foreign-language tour guide in bustling Copenhagen (he’s fluent in six languages, including Danish, French, and English). He also worked as a deck hand on an offshore oil rig in the North Sea and hitchhiked his way around the world for a year.

He eventually settled down and earned master’s degrees in economics and business administration from Copenhagen Business School and Université Catholique de Louvain in Brussels and then went to where the action was.

“I moved to Silicon Valley to seek adventure and the application of technology to real-world problems,” he said, hitting upon what could be considered a theme to his career. “I was there in ’95, which was an exciting tine to be in Silicon Valley.”

After starting out in management consulting, Lagier held management positions in companies such as Memolane, Vivino, and Proxicom. He spent a decade in Silicon Valley, but decided, in collaboration with his wife Allison, who had ties to this region, that Western Mass. (Williamsburg in Hampshire County, to be exact) was the place to raise a family.

“It was a lifestyle choice for us,” he said, adding that, while he’s lived in some fast-lane places — Paris, Copenhagen, and San Francisco are all on that list — this is home, and the mailing address he’s most fond of.

Fast-forwarding a little, Lagier worked in administration at Smith College for a few years. Just over five years ago, had lunch at Max’s Tavern with Joel Vengco, chief information officer for Baystate Health. It was a lunch that would eventually pave the way for TechSpring and begin to change both the innovation and healthcare landscapes in this region.

“Joel, like me, has broad experience from different geographies and parts of life, and when he came here, he had a vision for an opportunity that presented itself to a region like this one and an organization like Baystate to be a better participant in the transformation of healthcare that we all know is necessary,” he explained. “He presented this vision to me of creating a small and nimble organization that could facilitate the collaboration between external technology innovators and a full-size, real-life health system.”

That vision represented something very different from anything that existed at that time, he went on, adding that there was no real model for TechSpring and that those who launched it created a new model. But it was also something very necessary given the way technology was advancing and healthcare was evolving.

“We all know that healthcare needs to change,” he explained. “We know that part of the solution is process and people, and we know that technology needs to support these changes that are necessary. TechSpring is an effort to help those two sides — the people and the technology — come closer together in solving these problems.”

While doing that, there are broader goals as well, he said, adding that, from the beginning, those involved with TechSpring clearly understood that innovation had to “pay off,” as he put it, meaning there had to be a direct line of sight to the value that comes from innovation.

“We talked a lot about how this can’t be science experiments, and it can’t be long-term R&D — there have to be some concrete outcomes from this, and also financially,” he explained. “We had also set the goal of TechSpring being self-funded, and we’ve achieved that goal.”

Getting the Idea

At the core of this unique model, made possible by a $5.5 million grant from the Massachusetts Life Sciences Center, TechSpring becomes a consulting company of sorts, said Lagier, one that supports external technology innovators that have ideas for effective solutions in healthcare and helps them collaborate more closely with healthcare professionals and even patients, and then brings all these parties together in the technology-development process.

Over the years, the list of innovative partners has grown and now includes such companies as:

• Cerner, the leading provider of electronic-medical-record (EMR) and population-health systems worldwide;

• Imprivata, a Boston-based company focusing on solutions that make access to IT systems easier for employees and patients;

• NTT Data, a worldwide leader in systems integration and delivery of technical solutions;

• Kordova, a Boston- and Springfield -based startup focused on creating cost visibility in surgery supplies;

• athenahealth; a Boston-based provider of EMR systems; and

• Firefly Labs, a local startup originated at Baystate Health that has created a solution that makes case reporting and the accreditation process easier for surgery residents.

Connecting such innovators with a large health system like Baystate sounds simple and rather obvious, but such collaboration between these two worlds has mostly been missing, and is still missing in many markets.

“There’s been too much technology that has been developed and sort of pushed into healthcare,” he went on. “It’s our ambition to turn this around and have it be more of a pull from users, the healthcare professionals and patients, who say, ‘these are the solutions that we need,’ and then enabling the technology innovators to solve for that.”

“He presented this vision to me of creating a small and nimble organization that could facilitate the collaboration between external technology innovators and a full-size, real-life health system.”

While doing that, the broad goal is to create those aforementioned collisions.

“They’re a key piece of innovation theory,” Lagier explained. “Innovation is not linear — it’s not something you can plan out or mastermind. Innovation depends on a lot of coincidence, but, as Pasteur said, ‘chance favors the prepared mind.’ At TechSpring, we’ve created an environment that is conducive for coincidences to happen.”

And there were a number of coincidences and collisions behind Praxify, which was born, as most innovative concepts are, out of a need to solve an identified problem.

“To this day, this industry has a challenge — that doctors are spending too much time at the computer, and that takes away time that they can spend with a patient,” said Lagier. “There are many facets to that challenge, and we put that challenge out into the world, saying, in essence, ‘what solutions are out there that we can bring to our physicians that might improve this problem?’”

As noted earlier, a startup in India had a solution — or the makings of a solution. And to refine its concept, the company worked in tandem with doctors at Baystate.

“Rather than sitting in a conference room or drawing something up on whiteboards, we said, ‘first, you have to experience real healthcare,’” Lagier noted. “And they got to just follow a physician and watch over his or her shoulder and get direct feedback — ‘this works for me,’ or ‘this doesn’t work for me.’”

With that feedback, rapid prototyping ensued, he went on, adding that the innovators went back and said, in essence, ‘is this what you’re looking for?’ Some said yes, some no, and more collaboration followed.

A prototype was developed, validated at Baystate, and put into production for a pilot user group comprised of 80 physicians. The development was so successful and promising that the startup was acquired by athenahealth, another of TechSpring’s innovation partners, for $63 million.

For Lagier, the key takeaway from the example of Praxify is how the collaborative model — bringing innovators together with healthcare providers to accelerate new-product development — works not just in theory, but in reality.

“I had dozens of physicians who were energized by the process — just having a voice, just having an opportunity to be part of the technology-development process,” he told BusinessWest. “That they got an app out of it that they could use and that made their life better was a bonus.”

Healthy Collaboration

As Lagier noted, there have been a number of delegations from different states and different countries that have come to the TechSpring suite to see how the unique concept works — and how it might work for them.

The kitchen is usually part of the tour because that’s where a good number of collisions happen — collisions that can lead to practical solutions to the issues and problems facing those providing healthcare in today’s challenging and always-changing environment.

Those tours — a world apart from those Lagier led before busloads of tourists in Copenhagen — represent one of the best indicators of the success of the TechSpring model and its ability to bring innovators and healthcare providers and patients together in collaboration — something that’s needed to solve these complex problems.

As much as anything else, they show why all those at TechSpring are Healthcare Heroes.

George O’Brien can be reached at [email protected]