Home Posts tagged Healthcare Heroes
Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis. The deadline for nominations is July 17.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected].

Healthcare Heroes is sponsored by Comcast Business and Elms College.

Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis. The deadline for nominations is July 17.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected].

Healthcare Heroes is sponsored by Comcast Business and Elms College.

Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis. The deadline for nominations is July 17.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected].

Healthcare Heroes is sponsored by Comcast Business and Elms College.

Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis. The deadline for nominations is July 1.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected].

Healthcare Heroes is sponsored by Comcast Business and Elms College.

Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

The deadline for nominations is July 1. For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected]

Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

The deadline for nominations is July 1. For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected]

Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

The deadline for nominations is July 1. For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected]

Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

The deadline for nominations is July 1. For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected]

Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

The deadline for nominations is July 1. For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected]

Healthcare Heroes

healthcareheroeslogo021517-ping

Healthcare Heroes 2020 to Honor the Heroes of COVID-19

Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it. And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from staging parades in front of these institutions to donating much-needed personal protective equipment (PPE).

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating our annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis. We invite you to nominate one, or several, for what has become a very prestigious honor in Western Mass. — the Healthcare Heroes award.

Here are some examples of those heroes:

  • Doctors and nurses;
  • ER nurses, orderlies, techs, triage, reception;
  • EMTs;
  • Police and firefighters;
  • Nursing-home staff
  • Administrators leading the efforts to battle the pandemic;
  • End-of-life care providers;
  • Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;
  • Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic; and
  • Scientists working behind the scenes to develop a vaccine or new types of PPE.

These are just a few examples, and there are a myriad of others.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400-500-word essay, and/or video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

Judging

The judging process will commence July 2020 and be completed by end of July 2020. 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. 

Nominations

Nominations must be submitted via the designated online form. Mail-in nominations will not be accepted. Nominations may be submitted beginning December 2019 and must be received no later than 5 p.m. Eastern Standard Time on July 1, 2020. 

Notification and Recognition

BusinessWest plans to notify the winners of the “Healthcare Heroes” Awards by August, 2020 and will be profiled in the September 14 edition of BusinessWest and September issue of Healthcare News. Winners will be invited to attend the “Healthcare Heroes” Awards gala scheduled for Autumn 2020 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.

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

Submitting multiple duplicate nominations does not enhance your chances of winning.

Healthcare Heroes 2020 Nomination Form

  • NOMINATED BY

  • NOMINEE CONTACT INFORMATION

  • ESSAY

  • VIDEO NOMINATION UPLOADS

  • Drop files here or
    Accepted file types: jpg, png, pdf, doc, tiff, avi, flv, wmv, mov, mp4.
  • SUPPORTING DOCUMENTS

  • Drop files here or
    Accepted file types: jpg, png, pdf, doc, docx, tiff, avi, flv, wmv, mov, mp4.
COVID-19 Daily News

SPRINGFIELD — Since the phrase COVID-19 came into our lexicon, those working in the broad healthcare field have emerged as the true heroes during a pandemic that has changed every facet of life as we know it.

And over the past several months, the world has paid tribute to these heroes, and in all kinds of ways — from applauding in unison from apartment-complex windows to bringing hot meals to hospital and nursing-home workers; from donating much-needed personal protective equipment (PPE) to people putting hearts on their front lawns and mailboxes to thank first responders, healthcare workers, postal workers, and others.

BusinessWest and its sister publication, the Healthcare News, will pay tribute in their own way, by dedicating their annual Healthcare Heroes program in 2020 to those who are have emerged as true heroes during this crisis.

Healthcare Heroes was launched by the two publications in 2017 to recognize those working in this all-important sector of the region’s economy, many of whom are overlooked when it comes to traditional recognition programs. Over the years, the program has recognized providers, administrators, emerging leaders, innovators, and collaborators.

For 2020, the program will shift its focus somewhat to the COVID-19 pandemic and all those who are working in the healthcare field or helping to assist it at this trying time. All manner of heroes have emerged this year, and we invite you to nominate one — or several — for what has become a very prestigious honor in Western Mass.: the Healthcare Heroes award.

Here are some examples of those who have become real heroes:

• Doctors and nurses;

• Emergency-room personnel, including doctors, nurses, orderlies, techs, triage, receptionists, and others;

• EMTs;

• Police and firefighters;

• Nursing-home personnel, everyone from frontline providers to administrators;

• End-of-life care providers;

• Administrators leading the efforts to battle the pandemic;

• Behavioral-health practitioners helping people and families navigate this crisis;

• Individuals and groups from our community who have stepped up to help healthcare workers with everything from hot meals to PPE;

• Companies that have pivoted and commenced production of materials such as PPE to help those in healthcare confront the pandemic;

• Scientists working behind the scenes to develop a vaccine or new types of PPE; and

• Truck drivers delivering supplies to hospitals and other providers.

These are just a few examples, and there are myriad others. In truth, everyone who goes to work in a hospital, nursing home, assisted-living facility, or other healthcare facility, thereby risking their own health, and perhaps their life, is a hero.

In many respects, all these heroes will be honored at the Healthcare Heroes event, now scheduled for this fall at the Springfield Sheraton. And to honor all of them, we want to bring to the podium a number of individuals and groups that represent everyone who has become a hero in these trying times.

To assist those thinking of nominating someone for this honor, we are simplifying the process. All we desire is a 400- to 500-word essay and/or two-minute video entry explaining why the group or individual stands out as an inspiration, and a truly bright star in a galaxy of healthcare heroes. These nominations will be carefully considered by a panel of independent judges, who will select the class of 2020.

The deadline for nominations is July 1. For more information on how to nominate someone for the Healthcare Heroes class of 2020, click here. Videos can be sent via dropbox to [email protected]

Cover Story Features Healthcare Heroes

Healthcare Heroes Class of 2019 to Be Honored on Oct. 17

When BusinessWest and Healthcare News launched Healthcare Heroes in 2017, there was no doubt this was a long-overdue award program in Western Mass. — in fact, we knew the challenge wouldn’t be finding quality nominations, but choosing just a handful to honor each year. Indeed, this year’s judges (see below) carefully studied about 100 different nominees in seven categories to choose the impressive group to be honored at this year’s gala in October.

Collectively, they are innovators and game changers in the region’s rich and vibrant healthcare community, and their stories — told on the following pages — reveal large quantities of energy, imagination, compassion, entrepreneurship, forward thinking, and dedication to the community.

There are eight winners in this third class, with two in the category of Lifetime Achievement, because two candidates were tied with the top score. The Heroes for 2019 are:

• Lifetime Achievement (tie): Katherine Wilson, president and CEO, Behavioral Health Network Inc.; and Frank Robinson, vice president, Public Health, Baystate Health;

• Health/Wellness Administrator/Administration: Emily Uguccioni, executive director, Linda Manor Assisted Living;

• Collaboration in Health/Wellness: Carol Constant, convener, Dementia Friendly Western Massachusetts; and director of Community Engagement, Loomis Communities;

• Community Health: Amy Walker, certified nurse midwife, Cooley Dickinson Health Care;

• Emerging Leader: Tara Ferrante, program director of the Holyoke Outpatient Clinic, ServiceNet;

• Innovation in Health/Wellness: Cristina Huebner Torres, vice president, Research & Population Health, Caring Health Center Inc.; and

• Patient/Resident/Client Care Provider: Shriners Hospitals for Children – Springfield.

3rd Annual Healthcare Heroes Gala
Thursday, October 17, 2019
5:30 p.m.-8:30 p.m.
Sheraton Springfield One Monarch Place Hotel
$90/person; $900/table of 10

PURCHASE TICKETS HERE

Submit nominations for 2020 consideration HERE

Deadline to submit nominations is July 10, 2020, 5 p.m. NO EXCEPTIONS.

Presenting Sponsors

Partner Sponsors

Supporting Sponsors

Meet the Judges

Bob Fazzi

Bob Fazzi has spent a lifetime making a difference in healthcare, most notably with Fazzi Associates, the company he started 40 years ago and incorporated in 1995. Its stated mission is to make a real difference in healthcare by strengthening the quality, value, and impact of home care, hospice, and community-based services. Fazzi Associates has been a leader and a pioneer in this sector, developing products and services — including the industry’s first home-health patient-satisfaction services — as well as research to make agencies stronger and better able to serve their patients. For this work, Fazzi was honored as a Healthcare Hero in 2018 in the category of Lifetime Achievement.

Mary Paquette

Mary Paquette, director of Health Services at American International College, is another 2018 Healthcare Hero, in the category of Patient/Resident/Client Care Provider. AIC is only the latest stop in a 35-year career that has seen her take on a variety of roles, 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. Since arriving at AIC 2012, she has turned a moribund health-services facility that few students knew about or ventured to into a thriving, innovative, important campus service.

Alan Popp

Alan Popp joined the Mason Wright Foundation as its Chief Executive Officer in 2008. His previous experience includes head of school and CEO at White Mountain School, a college preparatory school; and chief operating officer at Pine River Institute, a residential treatment center. He has also served as a consultant to more than 200 New England nonprofits, many of them providers of services to seniors. He serves on the boards of LeadingAge Massachusetts, Salvation Army Citadel Corps, and OnBoard Inc., and on the Leadership Council of the Alzheimer’s Assoc. of Massachusetts/New Hampshire. He is also a trustee of Antioch University New England and previously served on the campaign cabinet for the United Way of Pioneer Valley.

Opinion

Editorial

There’s no set timeframe to be a hero. It’s more about taking advantage of opportunities that emerge. And that can happen quickly, or over a lifetime.

One of the goals of the Healthcare Heroes recognition program, now in its third year, was to create a vehicle for relaying some of the many amazing stories taking place within the region’s healthcare industry, stories that convey energy, compassion, innovation, forward thinking, and, above all, passion — for finding ways to improve quality of life for those that these people and organizations touch every day.

And, as noted, this heroism takes a lot of different forms.

Take Katherine Wilson, who has spent the past three decades building and shaping Behavioral Health Network into a $115 million network that continues to expand and find new ways to provide care and support to those in need. This honor goes far beyond the vast portfolio of programs her agency offers. It’s also about a lifetime spent advocating for those with mental illness, substance-abuse issues, or development disabilities, anticipating and then meeting their needs.

Linda Uguccioni, on the other hand, has been with executive director at Linda Manor Assisted Living in Northampton for only four years. But in that time, she’s put it on the fast track when it comes to growth, vibrancy, and recognition, doubling occupancy from 40 to more than 80, with a waiting list. She does so with a lead-by-example style and an ability to make each and every team member feel not only valued but a key contributor to the health and well-being of all residents.

Frank Robinson, like Wilson, has been working for a healthier community for much of the past four decades, developing and growing initiatives in realms ranging from children’s oral health to asthma; from food insecurity to sexual health; from health education to overall population health. As he turns 70 this month, he has no plans to slow down, citing both a passion for his work and the fact that so much of that work remains to be done.

Meanwhile, it’s been less than two years since Tara Ferrante, director of the Holyoke Outpatient Clinic at ServiceNet, launched the agency’s OCD and Hoarding Disorder Program, leading a team of clinicians who are seeing progress every day in helping people escape the shackles of these often-debilitating conditions — and overcoming the social stigma that accompanies them.

The fact is, a Healthcare Hero can emerge quickly, or he or she can become part of the fabric of the community for a very long time. The common thread is how they make a positive, palpable impact on lives in Western Mass.

BusinessWest has other recognition programs — 40 Under Forty, Difference Makers, and Women of Impact — but it became clear through the years that something distinct for the healthcare sector was needed, and that there was no shortage of stories to tell — stories that are just beginning, or gaining mid-career momentum, or starting to wind down after setting the stage for others to continue the fight for this region’s health and well-being.

We were right — as this year’s class of Healthcare Heroes continues to make clear. Enjoy their stories, be inspired, and realize that we could honor far, far more heroes if we had the time and space. They’re all around you — and we have a lot more stories to write in the coming years.

Healthcare Heroes

This Public Health Leader Is a Visionary and Innovator

Frank Robinson, Ph.D.

“Dr. Frank Robinson is a true visionary. He sees partnerships and systems that most other people don’t see. He doesn’t stop there … and he doesn’t allow other people’s short-sightedness or lack of imagination to get in his way. He persists because he loves to see other people, particularly young people, grow and thrive and achieve their dreams.”

Over the next few pages, you’ll read quite a bit of material that will help explain why Robinson, currently vice president of Public Health for Baystate Health, is one of two Healthcare Heroes in the Lifetime Achievement category for 2019. But none of the words to come can do that more effectively that those at the top.

They’re from the nomination form submitted by Jessica Collins, executive director of the Public Health Institute of Western Mass., a job Robinson once held himself, when the agency was known as Partners for a Healthier Community.

And Greater Springfield has, indeed, become a healthier community because of Robinson, who, over the past 35 years or so, has conceived or been closely involved with initiatives in realms ranging from children’s oral health to asthma; from food insecurity to sexual health; from health education to overall population health.

And who really knows if he would have been involved in any of that had it not been for … Hurricane Agnes.

The storm barreled into Elmira, N.Y. in late June, 1972, flooding the recently opened Elmira Psychiatric Center, where Robinson was working as a psychiatric social worker. That’s was, because the storm put him out of work.

He found new work essentially counseling youths displaced by the hurricane and relocated to nearby Elmira College.

“Dr. Frank Robinson is a true visionary. He sees partnerships and systems that most other people don’t see. He doesn’t stop there … and he doesn’t allow other people’s short-sightedness or lack of imagination to get in his way.”

“A call came out for help because these youngsters were running wild in the dorms unsupervised,” Robinson recalled, adding that he and a friend were dispatched to the scene because they were staff at a facility called the Elmira Neighborhood House — Robinson taught boxing there and knew most of the teens.

In some ways, Hurricane Agnes blew Robinson onto a different, more community-focused career path that, early on, featured extensive work with young people. And, by and large, he has stayed on that path.

Fast-forwarding through his résumé, he worked locally for the Mass. Department of Mental Health (at the same time as the other Lifetime Achievement hero for 2019, Katherine Wilson; see story on page 22); the W.W. Johnson Life Mental Health Center in Springfield; the Springfield Community Substance Abuse Partnership and Prevention Alliance, part of the Springfield Department of Health and Human Services; Partners for Community Health; and Baystate Health, first as director of Community Health Planning and now as vice president of Public Health.

At each stop, he has been a visionary and an innovator, leading initiatives ranging from the BEST Oral Health program to Baystate Academy Charter School to the Baystate Springfield Educational Partnership.

“Over the years, I have worked in positions that have advanced my specific interest in creating a healthier community and preventing health problems from occurring by giving people what they need,” he said while summing up his life’s work in a simple yet effective way, adding quickly that, while progress has been made, there is still a great deal of work to be done.

And he’s still doing it.

Indeed, Robinson, who turns 70 this month, acknowledged that he is working past what would be considered retirement age. He attributes this to both a passion for his work and the simple fact that he has some projects he’s still working on that he wants to see to conclusion.

These include something called 413 Cares, an online community-resource database that provides resource and referral information to residents as well as healthcare and social-service agencies across the region, and also works to make Baystate an “anchor network” within the region.

Explaining the latter, he said that, by adjusting and refocusing some of its spending — in such areas as goods and services, hiring, and real-estate facilities — an institution like Baystate can have an even more profound impact on the communities it serves.

“Simply by changing our business practices in terms of how we spend money — spending it deliberately, intentionally, to benefit communities where there’s been substantial disinvestment or there are substantial disparities — we can change those community conditions,” he noted. “That’s the healthcare anchor institution mission and vision.”

A lifelong desire to change community conditions for the better explains not only why Robinson is still working — and still innovating — but also why he’s a Healthcare Hero. Again.

Background — Check

Indeed, this will be Robinson’s second trip to the podium at the Healthcare Heroes gala.

He was one of a large contingent on hand to accept the award in 2017 in the category called Collaboration in Healthcare. The name on the envelope, if you will, was the Healthy Hill Initiative, or HHI, a broad effort to change the health landscape in the Old Hill neighborhood of Springfield.

Robinson, one of nearly a dozen players involved in the initiative who were gathered around a conference-room table at Way Finders to talk about it, described it as a program that existed at “the dynamic intersection of two social determinants of health — public safety and access to physical activity.”

And he should certainly know. In many respects, he has spent his whole career working to address the many social determinants of health, including poverty, food insecurity, inadequate housing, lack of transportation, domestic abuse, and the stress that results from all of the above.

Retracing his career steps, Robinson said there have been some pivots — such as the one forced by Hurricane Agnes — along the way, and also some pivotal moments.

One of the latter was the consent decrees that eventually closed Northampton State Hospital and Belchertown State School and the creation of community-based programs to serve the residents of those facilities.

Frank Robinson has been called a true visionary by those who have worked with him over the years, and a long list of accomplishments bears this out.

Robinson was involved in this work during his time with the Department of Mental Health, and he remembers it leaving him inspired in many ways.

“Both of those institutions were closed by forward-thinking insiders who worked with progressive outsiders, or advocates, and formed this sort of perfect union around change,” he told BusinessWest. “That was a pivotal event; I knew I could create large-scale community change if you got the formula right and if you got in front of problems, prevented problems, and worked to change the lives of individuals.”

And over the past 40 years or so, he has repeatedly demonstrated his ability to create community change by getting in front of problems and using teamwork to address them.

This has been the formula at each career stop, including a brief stint as deputy commissioner and superintendent of the Northeast Ohio Development Center in Cleveland in the early ’80s before returning to this area and working at the W.W. Johnson Life Mental Health Center, the community substance-abuse partnership, and especially at Partners for a Healthier Community, where Robinson spent nearly 20 years at the helm.

During his tenure there, his ability to convene, create partnerships, and stare down difficult problems resulted in several new initiatives to improve the overall health of the Greater Springfield community.

One such effort is the BEST Oral Health program, blueprinted to address the alarming problem that children with MassHealth had very limited access to oral-health preventive and comprehensive treatment services. Robinson secured state funding to launch a demonstration project in Springfield that became the BEST program; it created a local system of education, screening, and treatment for preschoolers to decrease oral-health disease.

Another example of coalition building during his tenure at PFC is the Pioneer Valley Asthma Coalition, which strives to improve asthma management and indoor air quality in Springfield and other area communities where substandard housing contributes to this ongoing health problem.

The Big Picture

Looking back over his career, Robinson said one of the goals — and one of the big challenges — has been to create change and generate solutions that would have an impact much longer than the typical three-year grant cycle.

“What you really need are initiatives with lasting impact where you can see change occur at a level where you improve the conditions of a whole population — where you can say, ‘we’ve changed community conditions,’” he explained.

With that thought in mind, he said there are two programs that “rise to the top,” as he put it, when he talks about career accomplishments.

One is the Baystate/Springfield Educational Partnership, an initiative that brings hundreds of students into the Baystate system to learn about careers in healthcare and places many of them in internships.

“Over the past 20 years, there have been substantial gains from our ability to work together across sectors and across organizations. And that’s new; there’s that essential element of trust across organizations that didn’t exist 15 years ago or 20 years ago, to be sure. And in spite of the competitive nature of social-service organizations in healthcare, there tends to be more agreement today that there is a public space where we can all come together and make a difference.”

These internships often lead to careers in healthcare, he went on, adding that, over the first 10 years of the program, there are many examples of this.

“Some of them are physicians, some of them are nurses — it’s across the whole spectrum,” he explained. “I know there are youngsters who are now physicians because of this program.”

The other program is the Baystate Academy Charter School, a 6-12 grade school based in Springfield and focused on healthcare careers.

The school graduated its first class of students, 45 of them, in June, said Robinson, adding that there was a 100% graduation rate and each graduating student was accepted at a two- or four-year college.

“The social determinant of health solution there is education,” Robinson explained. “The idea is that, if you graduate from Baystate Academy Charter School, you are college-ready.

“These two programs will be around long after I’m gone, producing change on a large scale and at a population level for our community,” he went on. “I’m very proud of both of them.”

Looking at the proverbial big picture from his unique vantage point, Robinson told BusinessWest there have been significant gains in many areas and many respects, especially when it comes to agencies and providers of healthcare working collaboratively, but significant challenges remain.

“Over the past 20 years, there have been substantial gains from our ability to work together across sectors and across organizations,” he explained. “And that’s new; there’s that essential element of trust across organizations that didn’t exist 15 years ago or 20 years ago, to be sure. And in spite of the competitive nature of social-service organizations in healthcare, there tends to be more agreement today that there is a public space where we can all come together and make a difference.

“This is especially true with matters of equity,” he went on. “We understand that there are significant challenges for large segments of our community, and the only way you’re to change those conditions is if people work together collaboratively and pool resources. There’s a clear recognition that this is the way to go.”

Elaborating, Robinson said there have always been coalitions, but today there is greater strength and “sophistication” to such partnerships, which has generated progress in a number of areas.

But when asked if Springfield is a much healthier community than it was 20 or 30 years ago, Robinson paused for several seconds and said ‘no.’

He based that answer on standard health measures and still-apparent gaps, or disparities, in overall care as viewed through what he called a “racial-equity lens.”

“If I compare poor people to the average, and black or brown people to the average, there are huge health-disparity gaps,” he noted. “The infant-mortality rate is still three times higher for black women than it is for white women; although the rate for black women has improved over time, the gap still exists.

“We find that same gap in issues such as low birth rate,” he went on. “These are measures not necessarily of the quality of healthcare, but measures of the conditions under which people live. Those gaps still exist, and so this city is still not healthy.

“We’re great as a community, and as a health system, when it comes to dealing with stuff that occurs inside the skin,” he continued, referring to the care provided at Baystate and other area facilities. “But if you think of health as things outside the skin that actually determine one’s health, we haven’t really improved there; poor people are sicker.”

These problems are not unique to Springfield, obviously, said Robinson, adding that most large urban centers continue to have these inequities in overall health based on income and opportunity. Progress has come, slowly, and the hope is that, by continuing to build coalitions and get in front of problems, more progress can be achieved.

This is what Robinson has spent a career doing, and he shows no signs of slowing down.

View to the Future

“Dr. Frank Robinson has worked tirelessly over the past 30 years to address public health and health inequities in our city and beyond. He is a recognized leader and a visionary in creating systems that make it easier for people to access needed healthcare services and creating systems in our neighborhoods that make it easier for people to make the healthier choice.”

There’s that word ‘visionary’ again. This time, it was put to use by Springfield Mayor Domenic Sarno, in that same nomination submission, as he went on about trying to put Robinson’s career, and his contributions, in perspective.

And visionary certainly fits. He’s been able to look at the community he serves, identify needs, and most importantly, create solutions for meeting those needs.

He’s spent a lifetime doing that, and that’s why he’s a Healthcare Hero.

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

Healthcare Heroes

While She Manages People and Programs, Her Job Is About Changing Lives

Katherine Wilson

It’s probably fair to say that the discussions had at the dining room table when Katherine Wilson was in high school were not like those going on in most households in the mid’-60s.

Indeed, Wilson’s father was a physician, specializing in family medicine. Beyond the work at his practice, he was one of the pioneers of a sort when it came to the broad subject of healthcare management.

“From having a solo private practice, he got into the development of systems of delivery of healthcare,” she recalled. “He started an HMO, he was the first medical director of Community Health Center … my father was a big part of the systems that are now in place.

“We had discussions around the kitchen table about healthcare,” she went on. “His interest was in healthcare management, and he was progressive in his thinking at a time when they didn’t have community health centers and they didn’t have HMOs; he did a lot of work with the community physicians and community hospitals.”

One might say that Wilson, certainly inspired by not only those dinnertime talks, but later work at her father’s practice and in one of the first community health centers, has a made a career — a long and very successful career — of working innovatively and in partnership with others to find new and better ways to manage healthcare, and especially mental and behavioral healthcare, in this region and across the Commonwealth.

She’s done this in a variety of settings, most notably, for the past 30 years, as president and CEO of Behavioral Health Network Inc.

Created in 1992 through the merger of four entities — the Child Guidance Clinic of Springfield, Agawam Counseling Center, Community Care Mental Health Center, and the Hampden District Mental Health Clinic — BHN now serves more than 40,000 individuals annually in a service area that stretches across the four western counties.

There are 40 locations in all and more than 2,000 employees. Together, they provide and manage services that come in a variety of forms, from detox centers and ‘step-down’ facilities to a wide variety of counseling services for adults, youth, children, couples, and families; from a 24-hour crisis-intervention service to a host of developmental and intellectual disability services.

“In a society where, even today, stigma may still surround mental illness and those it affects, Kathy not only keenly understands, but goes to every length to help others understand as well. Kathy Wilson has changed innumerable lives for the better, and she’d be the first to say her work is far from finished.”

Wilson has spent the past three decades building and shaping BHN into a $115 million network that continues to expand and find new ways to provide care and a support network to those in need. In recent years, she has been at the forefront of efforts to better integrate general healthcare with behavioral healthcare, particularly in the Medicaid population, with the goal of driving down the ballooning cost of care nationally (more on that later).

And certainly this work to build and manage BHN goes a long way toward explaining why Wilson was chosen as a Healthcare Hero for 2019 in the Lifetime Achievement category. Actually, she is one of two who tied for the high score. The other winner is Frank Robinson, vice president of Public Health at Baystate Health (see story, page 19). Suffice it to say, these two won’t have to introduce themselves when they meet at the Healthcare Heroes gala on Oct. 17. They both worked for the Department of Mental Health in the late ’70s, and both worked to create community programs for residents of Northampton State Hospital and Belchertown State School after those institutions were ordered closed. And they’ve been working in concert on many initiatives ever since.

But there is more to this honor than the vast portfolio of programs and initiatives that is today’s BHN. Indeed, it’s also about a lifetime spent advocating for those with mental illness, substance-abuse issues, or developmental disabilities, anticipating and then meeting their needs, and then asking the difficult but necessary question, ‘what else can be done?’

It’s a philosophy, or mindset, perhaps best summed up with these words from her nomination form, submitted by her daughter, Amy Greeley, formerly a nurse manager at BHN:

“Kathy exemplifies a unique combination of innate compassion and fervent determination that’s led to the helm of a regionally renowned institution. It’s from a position from which she never stops working for greater, more advanced, and even more accessible services for all who need them.”

“In a society where, even today, stigma may still surround mental illness and those it affects, Kathy not only keenly understands, but goes to every length to help others understand as well. Kathy Wilson has changed innumerable lives for the better, and she’d be the first to say her work is far from finished.”

Care Package

It’s called the ‘Living Room.’

As that name suggests, this is a warm, home-like place where anyone age 18 or older can come to “regroup and get help,” said Wilson.

Elaborating, she said the facility, one of many that BHN has carved out of old, mostly unused or underutilized manufacturing buildings in the Liberty Street area, is one of the latest additions to the agency’s portfolio. It was designed for people in a developing crisis, a current crisis, or a post-crisis situation, and is a place where people “can find help from others who have had similar experiences and who can provide support, encouragement, and guidance,” according to a brochure on the facility.

The Living Room, as noted, is just one of dozens of facilities under the BHN umbrella, and its creation speaks to Wilson’s ongoing work — and mission — to continually find new and different ways to meet unmet needs and build support networks for those who desperately need them.

And, as mentioned, this has been her career’s work — going all the way back, in some ways, to those discussions at the dining-room table.

Retracing her route to the corner office at BHN, Wilson said that, after working at her father’s practice and other health settings while in high school and college, she eventually decided that psychology, not healthcare, would be her chosen field; she earned a bachelor’s degree in that field at Denison University and a master’s in clinical psychology at SUNY Plattsburgh.

After a very short stint as a psychotherapist, she applied for a job with the Department of Mental Health, and was hired as a planner during that critical time when Northampton State Hospital and Belchertown State School were ordered to close.

“It was my responsibility to identify individuals from both institutions, look at what their needs were, and see what we could create in the community,” she recalled, adding that she worked to develop some of the group homes that are in use today. “I also worked with agencies that began to adopt the agenda of creating community programs to support people, such as the Community Care Mental Health Center in Springfield, which created day programs so individuals could get some of their rehabilitation in a clinical setting.”

The consent decrees that shuttered the institutions in Northampton and Belchertown coincided with national initiatives imbedded within the Community Mental Health Act, established by President John F. Kennedy. It made federal funds available to create more community systems of care, said Wilson, adding that, locally, a consortium of agencies was created to administer this flow of federal money.

“We got together and said, ‘survival means you have to get bigger, you need to have a stronger base at the bottom to support what we do, and this will give us a platform for growth.”

Called the Springfield Community Mental Health Consortium, it administered a number of initiatives, including hospital supports, group-living environments, outpatient systems of care, emergency services, and more, said Wilson, who transitioned from working for the state to being employed with the consortium as a planner.

“It was my responsibility to help establish the Community Mental Health Center range of services,” she explained. “Now that we had more people in the community living with mental illness, we needed to create the system of healthcare support.”

When the Reagan administration closed the tap on federal money for these services, with funding to be secured through state-administered block grants instead, the agencies that were part of the consortium broke apart and continued to do their own work, said Wilson, who then went to work with Child Guidance Clinic of Springfield, first as Business and Finance director and then executive director of the Child Guidance Clinic of Springfield.

As funding for mental-health programs became more scarce, Wilson said, she and the directors of three other agencies — Agawam Counseling Center, Community Care Mental Health Center, and the Hampden District Mental Health Clinic — decided that the best strategy was to merge those entities into one corporation.

“We got together and said, ‘survival means you have to get bigger, you need to have a stronger base at the bottom to support what we do, and this will give us a platform for growth,’” she recalled, adding that this new entity would become BHN.

And over the years, it would continue to get bigger and widen that base of support, as those administrators knew it had to, through additional mergers and the addition of many new programs.

Room to Grow

As president and CEO of BHN, Wilson wears a number of hats and logs tens of thousands of miles each year traveling back and forth to Boston for meetings on a range of topics and with a host of groups and individuals.

As for those hats, Wilson said she is the face of BHN and, for many, a first point of contact. She also considers herself a problem solver and a “convener,” a strategist, a mentor for many, and even an interior designer.

“I’m often the one that picks the colors for the walls,” she said, referring to the seemingly constant work to open and renovate new facilities, not only at what has become a ‘BHN campus’ off Liberty Street in Springfield, but across the region, while also noting that much goes into to picking those colors.

All those skills have been put to use over the past 30 years, an intriguing time of growth and evolution for BHN as it responds to emerging needs within the community, said Wilson, who cited, as one example, profound expansion into addiction services.

“One of the areas we identified maybe 10 years ago is that we were seeing many more of the parents of the children we were seeing at the Child Guidance Clinic, and many more adults coming in to adult outpatient clinics having mental-health issues co-occurring with substance use,” she explained. “And we said, ‘we can’t just treat mental-health problems without acknowledging the fact that there is a substance-use disorder concurrently, and that we really need to think about building a system of care that serves that population.’”

As a result, BHN collaborated with Baystate Health, which had a community-based system of care that included a detox and some community group-living environments for post-detox care, said Wilson, adding that Baystate asked BHN to manage those facilities and eventually transfer them into its system of care.

“We inherited Baystate’s system of community services for those with addiction,” she said. “And once we did that, we got established with the Department of Public Health and its Bureau of Substance Abuse Services, and we became known as an agency that could handle co-occurring treatments as well as individuals whose primary diagnosis was addiction, and from there, they helped us grow a system of treatment for people with substance-abuse disorder, and that really took off because the state was making significant investments in that world.”

That system now includes two detox operations, two step-down facilities, and a number of beds in what are called ‘residential recovery,’ or group-living facilities, she told BusinessWest, adding that this is just one example of how BHN continues to grow and evolve.

And it’s also just one example of how Wilson has led efforts to improve access to a wide array of care at a time when more people need access. The creation of the Northern Hope Center and Recovery Services in Greenfield, blueprinted in response to needs created by the opioid crisis in Franklin County, is still another case in point.

And these initiatives provide ample evidence of the additional emphasis placed on integrated healthcare and behavioral healthcare with the twin goals of improving population health and bringing down the cost of care, said Wilson, adding that BHN has been at the forefront of these efforts.

“This is what the federal government wants its funding to support, particularly for the Medicaid population,” she explained. “This is the population whose behavioral health — addictions or mental health — really interfere with their managing health.

“You have this small group of people that is driving high costs to Medicaid and both commercial and private insurance,” she went on. “So the move these days is for physicians and healthcare systems to work with behavioral-health systems of care and provide wrap-around services for individuals to see if you can manage the behavioral health, because that will help bring the cost of healthcare down.”

BHN adopted this rather profound operational shift several years ago, said Wilson, adding that, overall, it is part of her job description to keep the agency on the cutting edge of trends and developments in healthcare, while also making sure it remains viable and able to function properly in the years to decades to come.

That means continuing to find more ways to grow the network (the ‘N’ in BHN), building upon its base of support, and developing new methods for providing all-important access to care.

When asked about her most significant accomplishment, she quickly changed the subject of that question to ‘we,’ meaning BHN, but in doing so still managed to sum up her career’s work.

“I think we’ve created excellent, value-based, top-of-the-line service delivery for people who need access, sometimes very quickly, to good treatment,” she noted. “I have excellent medical leadership on both the addiction and behavioral healthcare side, and we hire really good, skilled, competent people. So I think people who are not used to getting good access to care now get it.

“Also, we’ve hired so many people that we have helped come from an addiction to sobriety, reunification, and now they’re BHN employees,” she went on. “To me, that warms my heart to know that people have been able to turn their lives around with the help of BHN.”

Change Agent

Which brings us back to that passage from Wilson’s nomination form. There are a number of key phrases within it that explain why she will be at the podium on Oct. 17 to receive her Lifetime Achievement award.

There’s the part about battling the stigma attached to mental illness, something she’s been doing for more than four decades. There’s also that point about how she would be the first to acknowledge that her work isn’t finished — because it never is.

But perhaps the words to remember most are those concerning ‘changing thousands of lives for the better.’

Indeed, while Wilson manages people, programs, and facilities for BHN, changing lives is what she does for a living.

And that’s why she’s a Healthcare Hero.

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

Healthcare Heroes

This Nurse Midwife Gave Birth to an Intriguing Concept in Care

Amy Walker

‘Accountability.’

After pausing to give the matter some thought, this was the word a woman who chose to be identified only by her initials — S.M. — summoned when asked about what the New Beginnings program at Cooley Dickinson Health Care has given her.

There were other things on that list, to be sure, she said, listing camaraderie, friends, ongoing education, and even role models of a sort. But accountability, on many levels, was what was missing most from her life, and New Beginnings, which supports pregnant women with an opioid-use disorder with education, skills development, peer support, and goal setting, helped her develop some at a time when she needed it most.

“I wanted to come even though I was struggling to stay sober,” she said, referring to the regular group meetings attended by mothers facing similar challenges. “I didn’t have to come, but I wanted to; it’s hard to explain, but it was the beginning of me being responsible and accepting the fact that I was pregnant and here with the other women in the same situation.”

These sentiments speak volumes about why Amy Walker, a certified nurse midwife at Cooley Dickinson Hospital (CDH), created the program in 2018, and also about its overall mission.

“We want to empower women to be successful mothers,” said Walker, whose efforts to create New Beginnings have not only filled a critical need within CDH’s broad service area but earned her the Healthcare Heroes award in the ultra-competitive Community Health category.

She said the foundation of the program is a group approach, which is nothing new when it comes to expectant mothers, but it is new when it comes to this specific at-risk population, which makes New Beginnings somewhat unique and innovative.

“I wanted to come even though I was struggling to stay sober. I didn’t have to come, but I wanted to; it’s hard to explain, but it was the beginning of me being responsible and accepting the fact that I was pregnant and here with the other women in the same situation.”

“There are a couple of other places in the country that are doing this,” she explained. “There’s not a lot of studies on this yet, but it made sense, because it works so well in general and has these added benefits of providing community and more education, that it seemed like the way to go.”

While the program is still in its relative infancy (pun intended), it is already providing some rather dramatic, and measurable, results. Indeed, since the initiative was launched, 10 women with substance-abuse disorders who have participated in the program have delivered at the Childbirth Center at CDH, and nine of the 10 babies went home with their mothers. Walker believes that number would have been much lower had it not been for New Beginnings.

To send more mothers suffering from opioid-abuse disorder home with their babies, New Beginnings provides the many things these women need at this critical, and vulnerable, time in their lives. That list includes what amounts to a support network at a time when family and friends may be unable or unwilling to fill that role.

Indeed, S.M. told BusinessWest that, while her mother was quite supportive during her pregnancy and the period to follow, her friends were still using drugs, and thus, she didn’t want to be around them.

Support is provided in the months and weeks prior to delivery, during delivery, and then during the post-partum period, said Walker, adding that, while post-delivery is a challenging time for most all mothers, it is especially so for those suffering from opioid-abuse disorder.

“The riskiest time for relapse is in the post-partum period,” she explained. “We find that many women are able to maintain sobriety during pregnancy, but of course, the stresses of parenting, and sometimes parenting with limited resources, can be a triggering factor when it comes to relapse.”

The program also provides education and help to mothers with babies diagnosed with neonatal abstinence syndrome (NAS), the incidence of which is growing as the opioid crisis continues, said Walker.

Such babies are fussy, cry a lot, and are hard to soothe, she went on, adding that many remain in the hospital for several weeks. New Beginnings addresses these needs through something called the ‘eat/sleep/console’ method of evaluating and treating newborns with NAS, an initiative that results in shorter hospital stays and less opioid use for the newborn.

Above all else, New Beginnings provides a judgment-free zone that offers both compassion and quality care, said Walker, adding that all three ingredients are needed to properly provide for both mother and baby.

Pregnant Pause

Flashing back to her first New Beginnings group session roughly 16 months ago, S.M. remembers feeling relatively calm, but also a little uneasy about what she was getting herself into.

“I think was kind of numb and a little nervous,” she recalled, adding that she was struggling with sobriety at that time, when she was on methadone. “But at the same time, it felt comforting knowing what it was for; it was for women with addiction problems who were having babies. It was exactly what I needed at that time.”

S.M. said she was referred to New Beginnings several weeks earlier, about three months into her pregnancy and while she was still using heroin, which she described as her “drug of choice.” She said she was experiencing a number of emotions, but mostly anger — directed at herself.

“I was going through a really tough time accepting that I was pregnant,” she told BusinessWest while sitting in the same small room where the group sessions are held. “I couldn’t face the fact that I was using while I was pregnant, because I was really mad at myself. I came here because I wanted to do everything I could to try to do my best and get my life in order.”

Amy Walker says the New Beginnings program provides a critical judgment-free zone for pregnant women and new mothers battling opioid addiction.

In most every case, these emotions, these sentiments, and this particular drug of choice make S.M. typical of a growing number of women who are going through pregnancy while still using opioids or struggling with sobriety, usually through medication-assisted treatment such as methadone or Subutex, said Walker. She added that this growing demographic is an intriguing and sometimes overlooked aspect of the opioid epidemic — one that has now become a focal point of her work as a certified midwife.

And in many ways, this work reflects the values and passions (that’s a word you’ll read often) that brought her to the rewarding profession of midwifery — and will her bring to the podium at the Healthcare Heroes gala on Oct. 17 to accept the award in Community Health.

Our story begins during her undergraduate work when Walker took a job with Planned Parenthood in Gainesville, Fla. She worked at the front desk, selling birth-control pills and checking people in for their appointments.

“I was really inspired to grow in women’s health,” she explained. “I met nurse midwives and nurse practitioners who worked there, and started working in the Health Education department there, doing sex education, HIV-prevention outreach, and more, and from there I decided I wanted to go to midwifery school.”

She would earn her degree at Columbia University and, while doing so, see her career ambitions crystalize.

“My roots were really in gynecological care, but then I developed a love for caring for women and families during pregnancy and birth,” she explained. “I found that I love that intimate connection that you make with families.

“Meanwhile, one of my biggest passions was caring for underserved populations — people who maybe didn’t have access to all the care options,” she went on. “I wanted to provide them with the same type of care as someone who was more able to select what kind of care they wanted; that was really important to me.”

These twin passions have come together in a powerful way with New Beginnings, which Walker conceptualized several years after coming to CDH in 2014 after stints at Leominster Hospital and in St. Croix.

Tracing the origins of the program, she said it was one of many strategic initiatives that sprang from the work of an opioid task force created by CDH in 2016. That group’s work revealed that there were many unmet needs and, overall, that services needed to be better-organized and better-focused.

“I really wanted to be involved with that task force because I felt that the care we were giving to patients with substance-abuse disorders wasn’t really poor care, but it was all over the map,” she told BusinessWest. “There was no consistency in the messages that patients were getting and the education they were getting, and I knew that we could do better.”

One of those many efforts to do better is New Beginnings.

Delivering Results

At the heart of the program and its group sessions is the belief that women going through pregnancy while using opioids or trying to stay sober can benefit from being in the same room together, talking about their experiences, their emotions, their fears, and their hopes for the future.

And S.M.’s story, and her recollections of her year in the program, provide ample evidence that these beliefs are well-founded.

“It was really helpful coming here and knowing that there were other pregnant women who were either going through the same thing or had been there,” she said. “There were other women I’d met through New Beginnings who had kids and had them taken away. That made me feel … I don’t want to say better. It made me feel … well, not as mad at myself, knowing that someone else had been through this and had struggled with being able to have their kids in their life because of their addiction.

“I also came to know the risks of actually having her taken away,” she went on, referring to her daughter, who was playing with other children in the middle of the room as S.M. talked. “And knowing how mad I was just for using, that made me want to just do everything I could.”

These sentiments speak to that goal of empowering women to become successful mothers, said Walker, adding that empowerment comes through accountability and being responsible, but also through education.

And from the start, education has been one of the main focal points for New Beginnings, said Walker, who cited neonatal abstinence syndrome as an example.

“We expect it, and it’s treatable, but it can be challenging, because that baby may need a lot of soothing care, and sometimes needs to be held or soothed or rocked 100% of the time,” she explained. “All this could be challenging for anyone, but if you are someone with your own chronic illness who may not have a lot of support … all those things add up to make it really challenging.

“So if someone was coming into that without having any knowledge of how to care for their baby or what to expect from their hospital stay, that can be really shocking,” she went on. “I felt that we could do a better job of providing that educational prenatally, and there needed to be an avenue for that.”

Elaborating, she said that, typically, most pre-natal visits (for all women) run only about 15 minutes or so. This isn’t much time for women to learn or be supported. In response to this, she created two-hour group prenatal sessions for those involved with New Beginnings. The first hour would be the physical exam, she noted, while the other 90 minutes would be spent providing education and support in a group setting.

“We can cover so many more topics in that amount of time, as opposed to the 15-minute sessions, and you’re also speaking to many patients at a time,” Walker said. “And one of the great things about group prenatal care is that patients are able to hear from other patients and get their perspective.”

As noted earlier, the group sessions can extend to the post-partum period, which, as Walker said, is an extremely vulnerable time for those trying to stay sober.

“What we’re finding statistically is that the biggest risk for relapse is in the six- to 12-months post-partum time,” she noted. “Initially, in the first six months, there’s still a lot of that new-baby glow — even though it’s a hard time, there can still be sweetness. As they get older, it can get more draining; as one patient, who framed it in a good way, told me, ‘the newness wears off.’”

Only a year or so since working with its first participants, New Beginnings is generating measurable results.

Changing Room

S.M. told BusinessWest that the post-partum period was, indeed, a difficult time for her as she worked to keep sober amid the many changes and challenges that came into her life with motherhood.

She said she kept coming to group sessions staged by New Beginnings not because she had to, but because she wanted to — and needed to.

“I was having a hard time, but I just kept holding myself accountable,” she said. “There were days when I wanted to stay home and watch TV, but I made myself come to those meetings.”

She still struggles with being a mother — and with staying sober — but she knows she doesn’t have to face these challenges alone.

And that’s what New Beginnings is all about.

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

Healthcare Heroes

This Assisted-living Facility Manager Leads by Example

Emily Uguccioni

It’s safe to say that, at the age of 13, most people don’t know what they want to be when they grow up.

But Emily Uguccioni thought she had it all figured out; she wanted to be an attorney or judge — a figure in the courtroom. At the very least, she knew what she did not want to do — work with the elderly.

But a volunteer position at the Alzheimer’s Resource Center in Connecticut changed her perspective. The facility, right across the street from her middle school, became the foundation for what would become a career she completely fell in love with.

“I wanted an assignment anywhere not near an old person,” noted Uguccioni when explaining her decision to volunteer at a nursing home, but not work with or near those living there.

All her friends read to residents or took them to activities, but she wanted no part of that; instead she got a job in the library organizing all the books. One day, she was instructed to bring a paper to a nurse on one of the units, and upon her arrival, she ran into an old woman.

“This lady said, ‘I’ve been here for four days, and no one has come to pick me up,’” Uguccioni recalled, adding that she did not realize at the time that people with dementia have a disassociation from time. This women had actually been living at the facility for several years.

Feeling bad for the confused woman, Uguccioni said she would try to resolve her issue and offered to get her a drink from the juice cart. Together, they sat and talked for a while until a nurse came by.

“I pride myself in knowing all the residents and all the family members here by name. I pride myself in knowing all the staff by name. I think I know a lot about the residents themselves in terms of what they like, what they dislike, and what might be a concern for them or their family, which is sometimes very different things.”

“She said, ‘you’re the only person in a week that has been able to get her away from that door,’” Uguccioni recalled, adding that, when word got back to the activities director that she was able to do that, she was promptly transferred from her library job and to a position as a resident volunteer.

Fast-forward to today, as Uguccioni sits as executive director at Linda Manor Assisted Living in Northampton, a facility she has put on the fast track when it comes to growth, vibrancy, and recognition.

Indeed, since arriving in 2015, she has doubled occupancy from 40 to more than 80, and there is now a waiting list.

Meanwhile, Linda Manor has been named the best assisted-living facility in Northampton by both the Daily Hampshire Gazette and SeniorAdvisor.com. Under Uguccioni’s direction, the facility has twice won the Silver Honor Affiliate Excellence Award through Berkshire Healthcare Services.

But it’s not so much what she’s accomplished as how that has earned her the Healthcare Heroes award in the category called Health/Wellness Administrator/Administration.

The ‘how’ boils down to a lead-by-example style and an ability to make each and every team member feel not only valued but a key contributor to the health and well-being of all the residents at Linda Manor.

Nicole Kapise-Perkins, Human Resources manager at Linda Manor, summed this up effectively and poignantly in nominating Uguccioni for the award.

“Emily’s fairness and open, engaging manner has had a huge impact on employee morale, and as a result, the services we provide to our residents and families is rated the best in the Northampton area,” Kapise-Perkins wrote. “She lets her staff members know they are appreciated, and they give 110% on the job.”

Manor of Speaking

One of the first things Uguccioni did when she came to Linda Manor was relocate her office.

She moved it out of the administration “suite,” as she called it, and into an office that any person can see the moment they walk into the lobby. This seemingly innocuous change is an effective representation of one of Uguccioni’s biggest personal goals as both a manager and a leader: visibility.

On any given day at Linda Manor, one could find her chatting with residents at breakfast, meeting with staff members to get updates about how they are doing, or attending a check-in meeting with residents and their families, an important time for both constituencies.

“I pride myself in knowing all the residents and all the family members here by name. I pride myself in knowing all the staff by name,” said Uguccioni, noting that there are more than 80 people working with her (not for her). “I think I know a lot about the residents themselves in terms of what they like, what they dislike, and what might be a concern for them or their family, which is sometimes very different things.”

This doesn’t sound like the 13-year-old who took a job in the library because she didn’t want to work around old people.

And it’s not.

As noted earlier, that chance encounter with the woman looking for someone to pick her up changed the course of Uguccioni’s career — and her life.

Emily Uguccioni’s goal is to make every team member know they are valued and a key contributor to Linda Manor’s success.

The volunteer experience she embarked upon after transferring out of library lasted three years until she was hired to be an activities assistant, where she worked at night and on weekends.

“When I was there, I got to see the operations of a nursing home, and I got to see what nurses do and how you interact with the residents and how important a long-term care facility is,” said Uguccioni, adding that this prompted her to explore options in healthcare degrees for her college education.

She graduated from Springfield College in 2006 with a degree in health services administration, knowing she wanted to end up at a higher-level administration or perhaps an executive-director position.

After graduation, she served as a therapeutic recreation director and managed the activities department in various assisted-living homes in Connecticut. Most recently, she worked as director of Operations and Services at Seabury Active Life Community in Bloomfield, Conn., a position she was offered when her previous boss left.

She came to Linda Manor just a year after it opened in 2014, and immediately commenced changing its fortunes.

The facility sits next to Linda Manor Extended Care Facility, also affiliated with Berkshire Healthcare Services, which opened in 1989, and Uguccioni immediately recognized opportunities to create synergies and potential growth for both facilities.

“My vision was to create community and to build a campus concept with the extended-care facility so that the community as a whole saw this campus as a place where housing meets healthcare, a unique concept without a buy-in fee that many of the competitors have,” she said. “Because we are not a ‘life-care community,’ the referral flow and process were not already built into the campus of care with a blink of an eye.”

Elaborating, she said that, while a strong, mutually beneficial relationship between the two facilities seemed like a natural outcome, it took time, patience, and diligence to make it work.

This meant months of working with Mark Ailinger, administrator at the extended-care facility, and his team to build a solid relationship.

“That [relationship] was missing, and I could see that right when I got here,” said Uguccioni, adding that was a problem that could have affected several facets of both facilities had it continued. In order for facilities like Linda Manor to be financially stable, Uguccioni told BusinessWest, maintaining a consistent resident census at or above the target, as well as managing controllable operating expenses, are crucial. But, in order to accomplish this, facilities need solid referral sources, and wellness programs and models for the residents. All this comes much easier when you can utilize the resources at the extended-care facility right next door.

So Uguccioni and Ailinger worked together to build trust between the two buildings so that the extended-care facility could become a consistent referral source at the assisted-living facility, and vice versa.

“It is one of my proudest accomplishments since my tenure here,” she said.

At Home with the Idea

But there have been many accomplishments since Uguccioni’s arrival, including those ‘best-of’ awards.

They are generally a measure of customer service, and Uguccioni said she believes quality in this realm is a function of having a staff that knows it is valued and appreciated.

Indeed, it takes a village to run a successful assisted-living facility that leaves residents and their families happy, and Linda Manor does that well by putting an emphasis on relationships.

To help staff members accomplish this, Uguccioni helps them realize the impact they have on residents, and the value they have in affecting their lives.

For example, she said a certified nursing assistant providing daily services to a resident, like giving medication or offering assistance in the bathroom, translates into much more than completing a simple task.

“You’re really here to be an integral part of that person’s day,” Uguccioni said. “You’re the first person that they see in the morning, and, therefore, their interaction with you really shapes how their day might be.”

This, she says, is the key to running a successful assisted-living community.

“If you don’t have a staff that’s committed and engaged, you don’t have anything,” she said. “I think that it’s really important that you have people and staff in general that are invested in their role and they realize the value that they have in assisted living, and what they mean to the people that live here.”

But building a strong, caring team is not an easy task in this employment environment. Uguccioni says one of the biggest challenges in running an assisted-living facility is that not many people seem to want to be aides.

“There’s a lot of open positions in healthcare for certified nursing assistants, and we don’t find as many people seeking that out as a desired level of employment,” she said, adding that she puts staff satisfaction high on her list in order to reduce turnover.

“I don’t ever want someone here to feel like ‘oh, I just work in housekeeping,’ or ‘I’m just the server in the dining room; what do I know?’ Everybody here knows a tremendous amount,” Uguccioni added. “It’s not just me that runs the building, it’s all of us. If one person could do it, I wouldn’t have everybody else that works here.”

This attitude has helped Linda Manor to continue to be recognized as one of the best assisted-living facilities in the area, and Uguccioni is always thinking about ways to improve.

“I’m always looking at how we can positively affect someone’s life through the residents and the families,” she noted, adding that she has positive experiences every day that remind her why she does what she does.

She recalls one instance from a few years ago, while she was covering for someone in the Admissions department while they were on vacation. A woman walked in looking for a place for her mom to live. The minute she sat down in Uguccioni’s office, she began to cry.

“This woman was in a terrible predicament. Her mother lived in a totally different part of the country, and she didn’t know how to talk to her to tell her she couldn’t live alone anymore,” she said.

In this instance, Uguccioni advised the woman not to tell her mom why she couldn’t live alone, but explain how living in an assisted-living facility would help her live an easier, happier life.

The next week, the woman got her mom on a plane and moved her into Linda Manor.

“Being able to help her, I really do feel like I have a pivotal piece to that,” Uguccioni said. “Every time I see her when she comes in, she says, ‘I thank you every day.’”

Live and Learn

When she reflects back to that experience she had at the Alzheimer’s Resource Center as a 13-year-old girl, Uguccioni is grateful that the nurse sent her to deliver that paper, because it put her on a path to a career she loves every day.

“If I hadn’t had that volunteer experience doing something that was completely out of my comfort zone, I would never have what I have today,” she said. “I would never be in this field at all.”

But she did go down that path, and doing so started her on her journey to be a Healthcare Hero.

Kayla Ebner can be reached at [email protected]

Healthcare Heroes

She’s Forging Pathways to Help People Overcome OCD and Hoarding Disorder

Tara Ferrante

To illustrate one of the many ways obsessive-compulsive disorder, or OCD, can manifest itself, Tara Ferrante said everyone has stood at a rail atop a high building, looked down, and thought, what if I jumped? It’s a little scary, and basically harmless.

“But with OCD,” she continued, “you actually evaluate that thought and think it could happen, and then, ‘I must be a terrible person to have that thought.’ Or it creates anxiety because that thought means something, and you have to do something to feel better.”

OCD often begins as an intrusive thought, she explained, and everyone has intrusive thoughts. What sets OCD sufferers apart, though, is their response to those thoughts. “Sometimes it’s a compulsion, sometimes avoidance — ‘I can’t be in tall places,’ or ‘I can’t be around knives, because I imagined myself stabbing someone once, so I must be a dangerous person. What person must think something like that? I must be a horrible person. People shouldn’t be around me.’”

But while avoidance — or whatever compulsive, repetitive action helps to mitigate that intrusive thought — might bring temporary relief, it also reinforces the initial evaluation of that thought, she went on, “so the next time that thought comes up, you’re stuck in that same cycle where you have to do something to feel better.”

Then there’s the behavior known as hoarding, which buries people, both psychologically and literally, in their own possessions because they’re unable to get rid of anything — presenting a wide variety of dangers.

“It can be a fire risk, or it can be a fall risk, especially as people get older, or someone may have other health issues and the path’s not wide enough for a gurney to get into their house for emergency support,” Ferrante said.

“It also causes people to isolate more — they’re afraid to have people in the home, or to reach out to people,” she went on. “There’s a thing called clutter blindness, where they might not see all the clutter, but when another person is there, it’s striking. There’s the shame and the guilt and everything else that comes up around that, so a lot of people do isolate more because of the clutter.”

Ferrante is program director of the Holyoke Outpatient Clinic at ServiceNet, one of the region’s largest behavioral-health agencies, and treats patients with a wide range of behavioral-health conditions. But it’s her work leading ServiceNet’s OCD and Hoarding Disorder Program that earned her recognition as a Healthcare Hero in the category of Emerging Leader.

To be sure, Ferrante doesn’t see herself as a hero — just someone passionate about helping people overcome behaviors that range, depending on the patient, from mildly annoying to completely debilitating.

“It feels so good to see people thriving in their lives who wanted to die at points,” she told BusinessWest. “While their lives may not be perfect by any means, they’re able to live their lives the way they want to, with much more ease.”

Starting the Journey

Ferrante’s journey in this specialized field began while working with a client who was experiencing extreme distress from OCD symptoms. She had read about emerging OCD treatments, learning that the most effective approach seemed to include a mix of structured clinical treatment and home-based and peer support.

So, two years ago, when ServiceNet’s senior leadership proposed the launch of an OCD program in Western Mass., she jumped at the opportunity to lead the program.

“They saw this area as a kind of desert in terms of people who can really specialize and are able to provide good care to people with OCD and hoarding disorder,” she explained. “I was super interested, and I expressed interest in overseeing it.”

“It feels so good to see people thriving in their lives who wanted to die at points. While their lives may not be perfect by any means, they’re able to live their lives the way they want to, with much more ease.”

Before launching the program, Ferrante and fellow clinicians first completed four days of training in OCD and hoarding disorder, then conducted a series of consultations with two nationally recognized experts on these conditions: Dr. Randy Frost, a professor of Psychology at Smith College, and Denise Egan Stack, a behavioral therapist who launched the OCD Institute at McLean Hospital in Belmont, a Boston suburb.

“We’ve been so lucky,” Ferrante said. “People have invested so much time and energy in our program to get it off the ground and get it going and helping me as a leader. It’s been really great.”

Currently, six ServiceNet clinicians provide specialized OCD and hoarding-disorder treatment at the agency’s Holyoke, Greenfield, and Northampton clinics. The program’s model continues to evolve, but several facets have crystalized, including the use of Smith College students as interns in the program. Frost trains the students for adjunct work in the community, such as conducting ‘exposures’ with clients battling OCD, Ferrante explained.

“They’ll give emotional support to people [with hoarding disorder] as they are sorting and discarding, or as they go out and practice non-acquiring — going to a store where they like buying things, and then not getting anything, sort of building up the tolerance of resisting that urge.”

Tara Ferrante says people with OCD and hoarding disorder span all ages and demographics.

The student collaboration has been valuable and productive, she noted. “We’re limited in how much we can get out into the community or into the home between sessions. The introduction of the interns has helped create steady progress.”

The term ‘hoarder’ is actually out of fashion, she noted, having taken on a stigma in recent years, thanks partly to TV shows that often vilify those who struggle with the condition. Frost has written extensively about the reasons people hoard; some call themselves ‘collectors’ or ‘finders-keepers’ because they see value in every item in their cluttered homes.

“That’s a strength, to be able to see value where other people don’t, or to see beauty where other people don’t,” Ferrante said. “But it’s a strength that’s gone too far, and that can make a hindrance in being able to get rid of things. Also, people don’t want to be wasteful, they don’t want things to go into landfills, and again, that’s really a wonderful quality — but it then impedes their quality of life.”

Hoarding is also a form of perfectionism, at least in the eyes of collectors, she went on. “You want to use something to its full ability, or it needs to go to the just right place. Or, if it’s going to be given away, it needs to be given to just the right person who’s going to love it fully, and if you can’t find that person, then you’re just going to keep it, and that can stall progress sometimes.”

As for OCD, like many mental-health conditions, it can differ in severity from one person to another, Ferrante said.

“Sometimes people can function pretty well, but even for those people who aren’t seeking treatment, it can affect their ability to have relationships, to get to work on time, even to leave their house,” she explained. “There are so many ways it can make people’s lives difficult. And even if they can function sometimes, they’re living in this constant state of anxiety and panic, which is really unpleasant.”

Then there are the more severe cases — stories of people unable to touch their children or their partners for years, or unable to leave their home, hold a job, or participate in life in any way.

The standard treatment in Ferrante’s program is known as exposure and response prevention, a form of cognitive behavior therapy.

“We form a relationship and create situations where they get exposed to the anxiety, the intrusive thought, and we don’t do the compulsion,” she explained. “We do it in a supported way at first, in session, and then we have the interns who can do that out in the community, and eventually we want people to do it on their own. We make exposure part of life — this idea of, ‘let’s turn toward anxiety rather than away from anxiety.’ It takes the power out of it, and they’re able to really start living their lives the way they want to be living.”

Many patients are treated with a combination of therapy and medications, often anti-depressants. “But not everyone needs meds,” she said. “I see a lot of positive outcomes with just exposure and response prevention on its own.”

Breaking Through

The ServiceNet program runs a series of support groups called Buried in Treasures, named after a book Frost co-authored. Ferrante also sits on the board of the Western Massachusetts Hoarding Disorder Resource Network, which puts on conferences that focus on what resources are available in the community for those who struggle with the condition. ServiceNet also brings in experts for lectures where mental-health professionals can earn CEUs for learning more about hoarding and OCD.

All this training is aimed at broadening resources for a patient population that cuts across all socioeconomic barriers and cultures around the world. Hoarding, in particular, is often seen as an older person’s condition, but that may be because they’ve had more time to accumulate, so the signs are more readily apparent.

Progress in overcoming a compulsion to hoard can be slow, Ferrante added. “That stuff didn’t get in the home overnight, and it’s not going to get out overnight. I mean, it can get out of the house overnight, but that generally is going to make things worse — it creates a trauma, it makes the person treatment-resistant, and doesn’t actually address how it all happened.

“It’s almost a guarantee, if someone has a forced cleanup, they’re going to fill their space up again,” she went on. “So we take a slower approach that looks at what got someone there and creates the skills they need to declutter on their own, and not have it return.”

While people who hoard often struggle with stigma, OCD sufferers are plagued with the opposite: the many Americans who think they have OCD because they have certain routines, and proclaim it with an odd sense of pride.

“They say, ‘oh, I’m so OCD,’ and it really minimizes it for people who are suffering,” Ferrante explained. “It’s not just being really clean or wanting things in a certain order. If those things are torturing you and you can’t function, sure, but people can have certain obsessions or compulsions and not have OCD. The ‘D’ part of OCD is that it’s impairing your ability to function, and most people who say, ‘I’m a little OCD’ … well, they’re not.”

On the other hand, it’s also frustrating for someone with OCD to be misdiagnosed, she added.

“I get calls from people saying, ‘I’ve been looking for help forever; no one knows what I’m talking about.’ Sometimes, when people think they’re dangerous because of an intrusive thought, then a therapist buys into that because they’re not sure what this is, and it reinforces that belief. But even suicidal thoughts can be OCD. People can get hospitalized when that’s not the right intervention. You want an expert making sure you’re making the right call there.”

Outside of her OCD and hoarding work, Ferrante continues to manage all the clinicians at the Holyoke clinic, and handles a caseload of about 15 patients at a time, dealing with a wide range of mental-health concerns, from substance-use disorders to trauma, anxiety, and depression. In that sense, she and her team were already doing heroic work before launching the OCD and Hoarding Disorder Program.

But since that launch, she’s been able to help a patient population that often finds it difficult to access resources — and wind up suffering in silence, and often falling prey to other conditions; in fact people who hoard are 80% more likely than the general population to develop depression.

“It’s amazing to see people get better,” she told BusinessWest, whether progress occurs quickly or not. “It’s not always simple — sometimes there’s more than just OCD going on, and it’s more complicated. But if people are coming in, they’re already motivated to do the work, and progress can be pretty quick.”

She thinks of the client who inspired her interest in OCD research, and said “it blows my mind” how far he’s come.

“It’s so, so great when people graduate and don’t need therapy anymore. To see even small progress — people being able to do things they couldn’t do before — makes my job totally worth it.”

Joseph Bednar can be reached at [email protected]

Healthcare Heroes

She’s One of Many Improving Quality of Life for People with Dementia

Carol Constant

As director of Community Engagement at the Loomis Communities, Carol Constant has developed a number of ways residents of the three sites — Loomis Village in South Hadley, Loomis Lakeside at Reed’s Landing in Springfield, and Applewood at Amherst — can be, well, engaged with the world outside their walls.

“It’s not a silo — we’re out supporting the community, and the community is invited to be a part of what we do,” she said, citing examples like supporting awareness walks, food drives, and other events relevant to area seniors.

But it was a resident of Loomis Village, named Rachel Tierney, who got her thinking about the concept of engagement in a new, broader way.

“She had been a long-time caregiver for her husband, and she’s a retired psychiatric nurse,” Constant said. “She had heard about the dementia-friendly movement, and when she saw my title, she approached me and said, ‘hey, do you want to think about this?’”

Constant did. In fact, the idea of dementia-friendly communities — a movement that aims to teach first responders, municipal workers, and business owners how to interact with people with dementia — appealed to her, so she was pleased when her first meeting in South Hadley, in March 2015, drew a wide range of stakeholders: fire and police chiefs, the town administrator, a librarian, the senior-center director, and Chamber of Commerce members, to name a few.

“They’re going to the bank, they’re going to the grocery store, they’re out in the community. So how can we, as a broader community, recognize it and be helpful to them?”

“We sat them down in a room and said, ‘we have this idea about educating and raising awareness about dementia. How have you experienced dementia in your daily lives?’” she recalled. “These are busy people, and we promised to take only an hour of their time, but just going around the room hearing the stories took an hour. Everyone had a story.”

That’s because, of the approximately 5.3 million Americans currently living with Alzheimer’s disease or some form of dementia, 70% are living in the community, rather than assisted living or nursing care — and 30% of that group are living alone. Going by these estimates, approximately 8,460 individuals with dementia in the Pioneer Valley are living in their homes, and 2,538 are living alone.

“They’re going to the bank, they’re going to the grocery store, they’re out in the community,” Constant said. “So how can we, as a broader community, recognize it and be helpful to them?”

More than four years after that first meeting, the loose coalition known as Dementia Friendly Western Massachusetts (DFWM) has drawn the support of dozens of area organizations, sponsored myriad awareness and education events, and, most importantly, made area communities better places to live for people with dementia.

It’s an effort that will only become more important as Baby Boomers continue to march into their senior years, living longer, on average, than previous generations. The number of Americans with Alzheimer’s is projected to rise by 55% by 2030, and by 2050, the Alzheimer’s Assoc. estimates the total number could explode to nearly 14 million.

Proponents of the dementia-friendly movement say greater public awareness and support programs will reduce the stigma of dementia and improve the quality of life for these individuals and their families. In addition, greater public awareness may lead to earlier detection and earlier treatment.

“There’s a huge stigma around dementia,” Constant said. “How can we make people recognize that there’s no shame in it, that nobody who has dementia did something bad? One of the goals is to destigmatize it because people get worried they’re going to embarrass themselves.”

It starts with small steps, she added. “Just check yourself. You may be in a hurry at the store, there’s a long line at the register, and this person is having a hard time counting their money. So slow down and recognize what’s happening and how to be helpful.”

For taking those steps along with a raft of like-minded individuals and organizations, Constant is positively impacting an often-forgotten population, and teaching entire communities that there’s plenty of work left to do.

Knowledge Is Power

The work of Dementia Friendly Western Massachusetts includes several basic activities, including:

• Education and training for those who might encounter an individual with dementia, including fire and EMT first responders, faith communities, and frontline workers in banks, retail stores, and restaurants;

• Development of support groups, memory cafés, and other programs that support individuals and their families; and

• Development of a website and materials that provide a calendar of events and resources available to families the region.

These supports are critical, Constant said, as research shows that supportive care helps people living with dementia and their caregivers experience less physical and emotional stress, better health, fewer hospitalizations, and less time in long-term-care facilities. Additionally, caregivers need support, as caring for someone with dementia puts a strain on their physical and mental health as well as relationships with other family members. Finally, educational programs that build awareness of the challenges faced by these individuals and their families will help assure that, when they are in the community, they are treated with respect and dignity.

To Constant, much of this work comes down to one question. “How can we be supportive of people in the community and destigmatize dementia? When they get embarrassed and shamed, they isolate and become depressed, and that does not help — that further exacerbates the problem for them. This is a movement to raise awareness and destigmatize dementia, in addition to providing education and support for people in the community about dementia.”

Carol Constant says many people with dementia are out in the community, and the community needs to know how to interact with them.

Take memory cafés, for example — places where people with dementia and their loved ones and caregivers can hang out and relax, free from the stress that often accompanies other community outings, because everyone knows everyone else in the room understands their experience.

“So often, we get caught up with caregiving, and we forget to have fun with the person we’re caring for,” she explained. “So it’s an hour, hour and a half where people can meet someone in a similar situation, hang out together, relax, and have fun.”

Memory Cafés have been established at Armbrook Village in Westfield and councils on aging and senior centers in Holyoke, South Hadley, Belchertown, Hampden, Greenfield, and Shelburne Falls. Heritage Hall East in Agawam is in the process of starting one.

Meanwhile, dementia support groups have been established at Armbrook Village, Heritage Hall East, Loomis House, the Holyoke Soldiers Home, and the Belchertown, Holyoke, and South Hadley councils on aging and senior centers.

Constant is gratified to be recognized as a Healthcare Hero, especially considering the category — Collaboration in Health/Wellness. On several occasions during her interview with BusinessWest, she emphasized that she can’t take credit for all this work; it’s about creating partnerships with area agencies that serve older adults. “We got the right people together in the room, and we started programming.”

Those partners in Dementia Friendly Western Massachusetts include the Alzheimer’s Assoc.; the communities of South Hadley, Holyoke, and Springfield; the Department of Elder Affairs; Holyoke Medical Center; WestMass ElderCare; Greater Springfield Senior Services; Holyoke Community College; Chapin Center; A Better Life HomeCare; Springfield Partners for Community Action; Grupo de Apoyo de Demencia at Baystate Medical Center; the Public Health Institute; PeoplesBank; O’Connell Care at Home; Massachusetts Councils on Aging; Silverlife Care at Home; River Valley Counseling Center; Safe Harbor Adult Day Services; UMass College of Nursing; Springfield College; and the Holyoke VNA.

The purpose of their collective efforts, simply put, is to build broader community awareness of the issues around dementia, not only through the website and materials promoting support resources and programs, but by encouraging and training organizations, agencies, and towns in the region to become involved in the dementia-friendly movement.

First Response

To date, DFWM organizations have established and led hundreds of educational programs across the region, including educational programs to a wide array of audiences, including first responders, city and town employees, nursing homes, rehabilitation centers, councils on aging, schools and colleges, hospitals, nursing homes, home healthcare agencies, chambers of commerce, businesses, Rotary clubs, faith communities, retirement communities, civic organizations, elder-law programs, and local and national conferences.

Each target audience has different needs and different ways to connect. For example, first responders often feel frustration when encountering people with dementia, because their role is often to stabilize a situation and then move on. When they encounter a situation where it’s obvious that someone in a home is struggling with dementia and may not have the supports they need, they often feel there’s not much they can do, Constant said.

With that in mind, Dementia Friendly Western Massachusetts developed a visual resource, the size of a business card, that’s printed, in both English and Spanish, with the contact information of organizations that can provide dementia-related resources to families. First responders can leave this card with a family when they feel it’s warranted.

“First responders rush in and rush out — assess the situation and get everyone safe. Then they leave,” Constant said. “There’s a sense of frustration when they know the situation is bigger than ‘we got the fire out.’ This is something they can hand to the family member.”

Or, when police arrive at a home, they might encounter someone who’s agitated and on edge, but not dangerous or mentally ill — they simply have dementia and are trying to navigate a stressful situation.

“Maybe we need to slow it down a little bit, make eye contact, get at their level,” she said. “When I talk to first responders, I see and hear that they do this naturally, but a little layer of education around it is also really helpful. And I’ve heard that from police chiefs in all the communities we’ve been working in.”

It’s just one way she and the other coalition members are changing the conversation around dementia — right down to the very words people employ.

“So much of the language we use around dementia is ‘afflicted,’ ‘stricken,’ ‘the tsunami’ — all this negative language,” she noted. “No wonder it’s stigmatized. So, how do we make people feel not ashamed, not embarrassed about it, and not isolated?”

The community education goes beyond words, as well, and gets to the heart of how people with dementia are treated. For instance, people will sometimes stop talking to an individual with dementia altogether — instead always addressing their companion — even though there’s often many years between diagnosis and the time when someone becomes so debilitated they can’t go out anymore.

“The essence of that person is still there,” Constant said, citing a Maya Angelou quote — not first uttered in reference to dementia, but nonetheless applicable: “people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

“They can still experience joy; they can still experience humor,” she went on. “So what are we doing when we say, ‘you are no longer able to cognitively keep up with this fast-paced conversation, so sit in the corner by yourself.’ One of the goals of all this work is to improve quality of life.”

That goes for everyone — individuals with dementia, their care partners, and the community as a whole.

Filling the Room

Constant is grateful the Loomis Communities gives her a “long leash” when it comes to her work with Dementia Friendly Western Massachusetts, but not surprised, as it’s really in Loomis’ best interest.

And she’s also thankful for the individual moments that demonstrate the value of engaging people with dementia fully in society.

“Having someone who’s living with dementia come up and talk to you and start a conversation and share their experience and that of their care partner, it’s wonderful to see,” she said. “If we can do one thing to make the quality of life for someone better, why wouldn’t we?”

When her mother-in-law was diagnosed with dementia 30 years ago, she added, she didn’t have the resources available today; no dementia-friendly initiatives existed back then. But she wishes they had. “I learned all my lessons the hard way. I wish I had known as much about it as I do now.”

Still, there’s a lot to learn, she added, and a lot of passionate people — again, this is certainly a collaborative award — working on improving quality of life, one person and one community at a time.

“It’s been great making these connections, and that’s really powerful,” Constant concluded. “If it was up to just one person to do this, it wouldn’t happen. It’s all about getting all the right people in the room.”

Joseph Bednar can be reached at [email protected]

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!

3rd Annual Healthcare Heroes Gala
Thursday, October 17, 2019
5:30 p.m.-8:30 p.m.
Sheraton Springfield One Monarch Place Hotel
$90/person; $900/table of 10

PURCHASE TICKETS HERE

Submit nominations for 2020 consideration HERE

Deadline to submit nominations is July 10, 2020, 5 p.m. NO EXCEPTIONS.

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 Event Galleries 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]

Healthcare Heroes

This Unique Initiative Has a Simple Mission: to Save Lives

The Consortium and the Opioid Task Force

The Consortium and the Opioid Task Force

Larry Thomas remembers not knowing exactly what to say or how to respond.

He had just been encouraged to apply for a job as a peer coordinator and recovery coach for something called the Recover Project, a recovery support center operating in downtown Greenfield under the umbrella of the Western Mass. Training Consortium and funded by the Bureau of Substance Abuse Services in Massachusetts. Thomas paused, because the last job he held was as part of a work-release program operated by the Department of Corrections.

“I had never had a job as a free man, applying on my own,” he explained. “When they posted the job, people said I should apply. I said, ‘maybe I should, but I don’t even have a résumé.’ I did apply, but I was scared to put down the last place I worked, because I was still in jail.’”

Thomas, in applying and then earning the job, essentially put his past behind him and focused on solidifying his future, which is, by and large, what he encourages others to do as a recovery coach. He takes his ‘lived experience’ — that’s a phrase you’ll read often in this article — and puts it to work helping others combating addiction and trying to put their lives back together.

Thus, he’s become part of a huge, multi-faceted, truly groundbreaking collaboration forged by the Western Mass. Training Consortium and the Opioid Task Force of Franklin County and the North Quabbin Region.

Actually, he was part of it before he became an employee, as we’ll see.

But first, by ‘huge collaboration,’ we mean more than 300 public and private partners, representing law enforcement, the healthcare community, the court system, a host of nonprofit agencies such as the Recover Project, addiction specialists, and addicts themselves. Collectively, these partners have one overriding mission — to save lives.

Sahern Ahern

Sahern Ahern says she learned that, when it comes to addiction, a community has to make change from the inside out.

And they are doing just that by effectively bringing an entire community together to combat a problem that that is prevalent across the country, but especially in rural areas like Franklin County.

As John Merrigan, register of Franklin Probate and Family Court, recalls, in the summer of 2013, all those players were essentially confronting the opioid epidemic separately and in their own ways — and not making much headway, really. By the end of the year, they were confronting it together, collaborating, communicating, building bridges, combining resources, and fighting the problem not by locking people up but by using lived experiences, peer-to-peer counseling, and even massage and acupuncture to help them find a pathway (another word you’ll read often) to treatment and recovery.

As they talked with BusinessWest about the collaboration at the Recover Project’s facility on Federal Street in Greenfield, the many assembled players spoke with one voice about the power of such peer-to-peer counseling and the even greater power of a community coming together to address a problem that has touched everyone in that community directly.

Sarah Ahern, another peer leader and recovery coach, lost two family members to overdose, and remembers feeling a wide range of emotions, but especially anger at a system she felt had failed miserably to prevent such a tragedy.

“I’m that person who decided to bang on the doors from the outside, because I was really angry, and I saw the system was broken,” she recalled. “But someone told me — and I’m pretty sure it was someone here at the Recover Center — you can’t make change that way; you have to make change from the inside out.

“So I started attending task-force meetings,” she went on. “And I met all kinds of wonderful people who are just trying to figure out a solution.”

“I’m that person who decided to bang on the doors from the outside, because I was really angry, and I saw the system was broken. But someone told me — and I’m pretty sure it was someone here at the Recover Center — you can’t make change that way.”

‘Creating change from the inside out.’ That’s one way of describing what this collaboration is doing. But there are many others.

David Sullivan, Northwestern district attorney, had his own way.

“Going back five years, there was recognition on my part, and also by [Franklin County] Sheriff Christopher Donelan, that there needed to be a fundamental shift in the approach to addiction,” he said. “We needed to look at this as a chronic disease and not be looking toward incarceration and criminal sanctions. So the emphasis has been on treatment and recovery, and we’ve put a lot of resources into moving in that direction.”

Deborah McLaughlin, coordinator of the Opioid Task Force, may have summed it up best when she said, “people creating these terrible drugs have no shortage of creativity on their end, so we have to respond in kind to keep ahead of this as much as we can.”

In most all ways, this collaborative effort is creative and truly cutting-edge in its approach to combating opioid and heroin addiction. And it is becoming a model that other community task forces are trying to emulate. Indeed, individuals and groups from across the Commonwealth as well as other New England states, New York, and Ohio have reached out to learn more about this collaboration and its unique approach.

The crisis is far from over, said all those we spoke with. But they were also in agreement that the energy and, more importantly, the hope created to date is fueling general optimism in a region where that commodity has been in short supply in recent years.

And for generating that optimism, all those involved in this collaborative are true Healthcare Heroes.

Coming Together

Anthony Bourdain, the colorful host of the Parts Unknown series who tragically took his own life earlier this year, came to Franklin County in the fall of 2014 to learn about the task force and the many players involved in this collaboration.

He immediately sensed that it was something different and something special, and described the collaborative as a grass-roots response — people coming together to find a “community-based solution to what is finally being recognized as a public-health crisis rather than just a criminal-justice problem.”

He would go on to say, “‘war on drugs’ implies us vs. them, and all over this part of America, people are learning that there is no ‘them’ and only ‘us.’ And we have to figure this out together.”

Nearly four years later, those words seem prophetic. The nation now considers opioid addiction a public-health crisis, and the many players involved in this collaborative effort in Franklin County clearly understand that there is only ‘us.’

Indeed, in a small community like this, almost everyone has a family member, friend, or co-worker who is addicted to opioids or has overdosed. And this closeness to the problem, this familiarity with tragedy, certainly helped bring people together behind that mission to save lives, said Merrigan.

“The district attorney, the sheriff, and myself, who had worked closely together on a number of initiatives in the past, really saw our community being uprooted by the opioid epidemic,” he explained, flashing back roughly five years. “We saw it within our families, within our neighborhoods, and we knew we had to respond and convene members of the law-enforcement community, the medical community, the court community, and the recovery community.”

That response started with a phone call he placed to Linda Sarage, then the director of the Recover Project, and a request — more like a plea — to start a dialogue, something that didn’t exist between the two entities before that call.

Larry Thomas says he was hesitant to apply for a position as recovery coach, because the last time he held any kind of job, he was still in prison.

Larry Thomas says he was hesitant to apply for a position as recovery coach, because the last time he held any kind of job, he was still in prison.

“He introduced himself to me,” said Sarage, noting that there was some irony in the fact that an introduction was needed. “he knew of the work that the Recovery Project had been doing — we been doing some re-entry work at the jail and some re-entry work in the community that really put the importance of recovery out there.”

Those initial talks led to many more and eventually what D.A. Sullivan called an epiphany about the importance and power of recovery communities to finding a long-term solution to the addiction problem.

“You can’t incarcerate your way out of this crisis,” said Sullivan. “I think that people have come around to this, although others still need to be convinced. It’s absolutely clear to all of us that, with really good treatment and recovery, people can lead productive lives and not be wrapped up into the criminal-justice system; the last thing I want to see is people going to court and going to jail — I’d rather see them go to treatment and find that pathway to recovery.”

Which brings him to the subject of lived experience and recovery coaches like Larry Thomas, who are, Sullivan said, some of the real keys to changing the equation in this ongoing battle.

“Five years ago, we were flat-footed — we did not know how to approach this problem. Our system was built for alcohol situations and domestic-violence situations, and the one thing we’re seen across the spectrum — medical, the court community, the recovery community — is the peer-mentor piece,” he explained. “That lived experience, as opposed to a probation officer in the court system, has many advantages. A recovery coach can approach someone who’s struggling; it’s people helping people, and that’s the bottom line, because there’s no magic bullet otherwise to help us cope with this.”

This is what the architects of the collaborative had in mind, said Mary Lou Sullivan, executive director of the Western Mass. Training Consortium, a Holyoke-based agency which has a stated mission of “creating conditions in which people with lived experience pursue their dreams and strengthen our communities through full participation.”

And each word in that phrase is important, she said, starting with that word ‘conditions.’

“A lot of what’s happened in our society is that people are looked at as if they’re broken and they need to be fixed,” she explained. “And we feel like a lot of that is response to life and what’s going on in the world. The opposite of addiction is connection; you can’t separate out people and say, ‘what can we do to tinker with you and fix you?’ That’s a fundamental flaw in the way we go about things.

“So we try to turn the tables on that,” she went on, adding that the next key part of that phrase is ‘lived experience.’ Everyone has it, she said, and there are proven benefits to bringing people together who can share common experiences, whether its addiction, domestic violence, or significant health issues.

Then, there’s the ‘strengthen our communities through full participation’ part of that phrase, she told BusinessWest, echoing Sullivan and others when she said that the community is much stronger when people like Larry Thomas are involved with helping others and not incarcerated.

“It doesn’t serve us to have all these people in jail that we do in this country,” she said. “It would serve us much better if these people were part of the community.”

Parts of the Whole

As she talked, as others did, about the many ways the collaborative is changing the fight against addiction and generating momentum and progress, McLaughlin said groups working together can achieve much more than individuals and groups working independently of one another.

“We’ve been able to do things we wouldn’t be able to do ourselves,” she said, offering as examples everything from a ‘Building a Resilient Community’ event that focused on the role of trauma in one’s life, to a toiletry drive for individuals in recovery — an initiative that involved five locations, with donated items distributed to nine different organizations — to a recovery-friendly resource fair called ‘Where to Turn?’ involving more than 30 nonprofit agencies from the Greenfield, Franklin County, and North Quabbin areas.

And those represent just the tip of the iceberg, she said, adding that there have been a host of other initiatives ranging from a ‘bowling for recovery’ event to a program focused on recovery during the holidays.

Collectively, these events and others show how the community is coming together in this fight and grasping Bourdain’s wisdom when he said, “there is not them and only us.”

“There’s a groundswell of support for individuals impacted by opioid-use or substance-abuse disorder,” she said. “There’s support for families, there’s support for individuals, and I think we want to find out more about what it means to be a recovery-friendly community so that people feel that they are welcome here.”

This support takes many forms, from peer-to-peer counseling to a theater program, to the People’s Medicine Project, an emerging program of the consortium. This is a small but committed group of alternative-health practitioners, gardeners, social-justice advocates, and community members who believe that all people have a right to wellness and an empowered connection to their health.

Leslie Chaison, director of the project, said one of its main goals is to focus attention on the problem of pain and, more specifically, the over-prescription of opioid medications and the need to help people discover alternatives.

“We offer alternative therapies to people in recovery,” she said, adding, however, that the project has been hampered by a lack of funding and has been kept alive by the task force. “We have multiple therapies in our clinic, including acupuncture, massage, homeopathy, craniosacral therapy, herbal consults, and more.”

Through a grant from the task force, the project forged a partnership with Greenfield Community Acupuncture that has enabled a number of early-stage recovery individuals to receive acupuncture treatment for their pain.

“The feedback has been really great,” she said, adding that the project’s regular clinic, housed at the Recover Project and staffed by volunteers, has brought a variety of treatments to people in need.

Count Thomas in that group, and as one of the believers.

“We needed to look at this as a chronic disease and not be looking toward incarceration and criminal sanctions. So the emphasis has been on treatment and recovery.”

“Every Tuesday, they set this up back here,” he said referring to a space within the Recover Project. “There were lights and low music and all this stuff. I remember saying, ‘what is all this?’ and walking out; it took me a while to trust and just make an appointment.

“But I came to trust,” he went on. “And I have full-body massages, herbal medicine … they gave me tea, and it worked better than the medicine I was getting from CVS.”

Summing up the collaboration and the progress made to date, Sullivan said the most notable change has come in breaking down barriers and putting people in the same room — either literally or figuratively.

“In Franklin County, I think there were more silos than there were barns,” he explained. “This is really about good people communicating with other and working on solutions. It’s a big problem, and it still exists, but we’re seeing progress.

“It’s about having that day-to-day conversation with providers — ‘how do you link people up? How does a family find a place for a person to go for treatment? Where do they go for recovery?’ It’s all about these great conversations that are happening now that weren’t happening in the past.”

Bottom Line

Linda Ahern, that angry individual who started banging on doors from the outside out of frustration with a broken system, became emotional as she started talking about battling the problem from the inside — and about the progress made collectively.

“I’m just really proud of what we’ve done together with all our strengths and all the connections that we have,” she said, “and to really welcome people with lived experiences, and not in a token kind of way, but in a ‘your-voice-really-matters’ way.

“We’re setting precedents that are being looked at across the country,” Ahern went on. “I talk to people from all over who say ‘wow, you did that? — share it.’ And that’s what we do; we share the information so that someone in a state that’s not as progressive can do the same things that we are.”

With that, she spoke for everyone in the crowded room. Anthony Bourdain wasn’t there, of course, but in a way, he was — still reminding people that there’s ‘only us.’

Those involved in this massive collaboration don’t need such a reminder; they live and breathe it every day.

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

Healthcare Heroes

He’s Spent a Half-century in the ‘Helping Profession’

Dr. Robert Fazzi

Dr. Robert Fazzi

There’s more than a little irony attached to the fact that Bob Fazzi’s office has a window that looks out on what was the main gate to the old Northampton State Hospital.

Indeed, Fazzi, the Healthcare Hero in the Lifetime Achievement category, has spent his life working diligently to keep individuals out of institutions like the massive mental-health facility that once dominated the Northampton landscape in myriad ways, and make them part of the community — the one word that probably best defines every aspect of Fazzi’s life and work.

He was doing such work back when his career was getting started as he joined the organization known as Downey Side, which focused on helping to keep delinquent youths out of juvenile institutions and get them into group homes where many layers of support were available.

It was the same when he became the first director of the agency now known as the Center for Human Development. Back then, it was called the Center for the Study of Institutional Alternatives, a name that spoke volumes about its purpose.

And it’s the same, although on a different level and scope with Fazzi Associates, the company he started 40 years ago and incorporated in 1995. Its stated mission is to make a real difference in healthcare by strengthening the quality, value, and impact of home care, hospice, and community-based services.

Fazzi Associates has been a leader and a pioneer in this sector, developing products and services — including the industry’s first home-health patient-satisfaction services — as well as research to make agencies stronger and better able to serve their patients.

The company has grown steadily over the years, so much so that it has had to relocate to larger quarters several times. With the last such move, Fazzi scouted a number of sites, including Tower Square in Springfield, but opted to stay in the community that by then had become home — but in a much different setting.

And in a poetic sort of way, that new mailing address, 11 Village Hill Road, just a few hundred yards from where the state hospital’s administration building, ‘Old Main,’ once stood, represents a lifetime of work well done.

And done in what Fazzi referred to as the “helping profession.”

That’s the term he applied to not only the home-care field, but hospice and the broad human-services spectrum, all touched in one way or another by the company he launched — and the man himself.

Jim Goodwin, the current president and CEO of CHD, who was hired by Fazzi in the late ’70s, describes him as a tireless advocate for those in need, a true leader, visionary, motivator, consensus builder, and manager who was ahead of his time in many ways.

“Today, you hear about CEOs being trained to hire people smarter than they are, to hire people that know things they don’t know,” said Goodwin. “He was one of the first people to actually do that; he hired people like that and made himself successful before that kind of thinking was popular; he put together all the component parts and put the right people around him.”

Fazzi, who noted that he was influenced by a number of mentors in his life, including Father Paul Engel, founder of Downey Side, Paul Doherty, one of that agency’s early board members, and many others, said he’s tried to take the values they’ve impressed upon him and pay it forward, if you will, while also becoming a mentor and inspiration to others.

“I had some great mentors in my life — some people who influenced in my life in a very positive way,” he said. “I’ve tried to do the same for others.”

This manifests itself in a number of policies, formal and informal, at Fazzi Associates. For example, the firm gives away 10% of its profits every year to nonprofit organizations, and has a policy of giving every employee 16 paid hours to volunteer at any nonprofit health, human-service, or anti-poverty organization.

As he talked with BusinessWest, Fazzi was embarking on another new chapter in his life and career. Indeed, after a lengthy search for the right partner, he recently sold the company he founded to Mediware Information Systems Inc., a portfolio company of TPG Capital and a leading supplier of software solutions for healthcare and human-service providers and payers.

He will serve in a strategic advisory role with Mediware, and also be one of the founding board members of ElevatingHome, a new organization created to elevate the role, impact, and influence of the home- and community-based healthcare field.

So, while he’s not exactly retiring, he’s moving in that direction, a step that’s providing some anxiety about what comes next, but also a chance to reflect on his work and his career, which he did for BusinessWest.

At Home with the Idea

While Fazzi is proud of his mailing address, the team assembled to work there, and its many accomplishments, he’s equally proud of something else: how much mail gets delivered there every day.

Indeed, in a community that boasts institutions such as Smith College and Cooley Dickinson Hospital, more pieces are probably delivered to Fazzi Associates than any other location in Northampton.

That’s because those home-health patient-satisfaction surveys, among others developed by the company, must be sent there for processing rather than to the specific agency being evaluated.

“We get almost 1 million pieces of mail a year from patients,” he noted, adding that surveys cannot be completed online at this time. “We compare agencies by how well they do with patients.”

The volume of mail is one qualitative measure of not only how much Fazzi Associates has grown over the years, but also how Fazzi’s career has evolved and touched ever more lives over the decades.

And, as noted earlier, Fazzi may not have known early on what direction his life and his career would take, but he did know he would be getting involved with his community in many ways.

Bob Fazzi

Bob Fazzi has been described by others as a visionary, motivator, mentor, and manager who was in many ways ahead of his time.

“I came from a strong, community-oriented family,” he recalled, noting that he grew up in the Forest Park section of Springfield. “My parents were involved with the church, they were involved with different things within the community; we were always involved.”

During college, he said he was “lost,” as many people who attended in the late ’60s were, but still managed to get involved with a number of groups and organizations, many with community-minded missions and reasons for being.

After college, he had planned on going into AmeriCorps VISTA (Volunteers in Service to America), and thought he had been accepted into that program, but it was so disorganized, as he recalled, that six months later he still wasn’t sure.

While waiting to hear from VISTA, Father Engel invited him to get involved with Downey Side, and he did, living in a number of group homes and working as a community organizer.

He spent only a few years with the program, but its mission, and Engel’s approach to carrying it out, had an indelible impact on Fazzi’s career track and approach to life itself.

“I mention Downey Side all the time, even though I was only there two or three years, and that was a long time ago,” he recalled. “Father Engel was really evangelistic about it, saying, ‘we’ve got to get these kids out of these institutions.’ He was always saying, ‘these kids don’t belong here — we have a moral responsibility to help them.’ That really resonated with me.”

Fazzi eventually left Downey Side to be the first director of the Center for the Study of Institutional Alternatives, which was somewhat of a radical concept back then, he noted, although there was plenty of data to back up that basic premise — and data would be the foundation for the work that would dominate the rest of his career.

The new center started with one program, something similar to Downey Side’s in that the goal was to help keep young people out of institutions, but its mission quickly expanded, he noted, citing as one example that the families of these young people were often challenged by a host of issues, so programs were developed to assist them.

“We found that, in some cases, some of the parents were dealing with severe mental illness; they were up at the state hospital,” he said, referring to the facility in Northampton. “So we began to get involved with the Department of Mental Health.

“The value piece was the key,” he went on. “The value was the least-restrictive alternative; where’s the best place to service people in the least-restrictive manner?”

The answer to that question was “in the community,” he went on, adding that what became CHD was a clear leader in the movement to place individuals with behavioral-health issues in residences within the community.

And while the concept made sense on many levels, there were many individuals who didn’t want such residences in the neighborhoods.

Goodwin remembers some fierce battles with residents in Springfield and West Springfield in particular, and that Fazzi stood his ground and fought hard for those he was working to serve.

“I mention Downey Side all the time, even though I was only there two or three years, and that was a long time ago. Father Engel was really evangelistic about it, saying, ‘we’ve got to get these kids out of these institutions.’ He was always saying, ‘these kids don’t belong here — we have a moral responsibility to help them.’ That really resonated with me.”

“He took a lot of risks,” Goodwin recalled. “In the beginning, when we first opened group homes, there were terrible battles with neighborhoods; people would come out and threaten him and throw things at him. But he always stuck to his guns and worked hard with people in the community to get them to understand the value of community-based programming.”

By the late ’70s, Fazzi knew he wanted to start a new chapter in his career — one that would build on those that came before — and focused on consulting work in realms such as home health and hospice care.

“I felt I wanted to be involved in healthcare, but not the human-service side,” he explained, adding that his doctorate is in organizational behavior and he considered himself proficient at planning and organizational change. His plan was to take those skills and put them to work in consulting to other agencies involved in healthcare.

In Good Company

To say that starting and then growing Fazzi Associates into a business that now employs more than 40 people was a learning experience would be an understatement.

And it started with the first bill he sent.

“I did some consulting work for an agency in Worcester, and they paid me $500,” he recalled. “I sent them a bill, and I called myself ‘Management Consulting’ — very clever; I really stood out with that. He sent it back saying I either had to incorporate or have my name in the title.”

He was set to incorporate but found out that this cost $1,000, twice what he made for the first job. So he opted for plan B and just put his name on the invoices moving forward.

In time, though, and not much of it, ‘Fazzi’ would become more than the name on the bill. It would become synonymous with excellence and innovation in the home-care and hospice realms as the company developed new products and services to help clients better serve their customers and measure their performance.

So much so that, when Fazzi finally decided to incorporate in 1995, and was mulling a name change while doing so, advisors told him the name ‘Fazzi’ had too much name recognition and too much clout for him to consider a change. So he didn’t.

Fazzi recalled that, while he started out working for other people, he always considered himself entrepreneurial.

At CHD, for example, he said the agency was funded by the state, which was often if not always behind in its payments. “I remember having to put my house up in order to carry the organization, and there were other people who did the same thing; if you believed in it, that’s what you did.”

With Fazzi Associates, he started out doing planning and training, with most of the early clients involved with home care and hospice. But the scope of services quickly grew, as did the client list.

While doing organizational-improvement work, home-care agencies would often ask if they were doing a good job, he recalled, adding that he replied, in general terms, that he wasn’t the one to be answering that question; clients should be. And when he asked those agencies if they had patient-satisfaction surveys, most all of them didn’t. And the ones who did lacked that one that would be considered valid.

So Fazzi created one, and before long it was providing them to hundreds of agencies. Then, when the Department of Health and Human Services created the Outcome and Assessment Information Set (OASIS), Fazzi made sure his company became an expert on the subject and began offering OASIS education.

In 2009, responding to the industry’s need to optimize operations to focus on patient care, Fazzi introduced outsourced medical coding, and is now the largest coding company serving the home-health and hospice industries. Through its operational consulting division, the company has helped hundreds of agencies by putting in place best practices in structure, clinical and operational practices, and supervisory models.

Still another contribution Fazzi has made involves conducting scientific best-practice research and then giving that information away for free to the entire industry. The first such study, titled “Collaborating to Compete: A National Study of Horizontal Networks,” was released in 1996. Others to follow included the National Home Care Re-engineering Study, the National Best Practices Improvement Study, and the National Quality Improvement Hospitalization Reduction Study.

“We’re absolutely indebted to our industry — we’ve been in this field since 1978 and believe we have a responsibility to give back to our industry,” he explained. “We feel the best way is to provide every agency in the country with insights on best practices that will make them stronger and more viable.”

Transition Stage

While doing that for his industry, Fazzi wanted to do the same for his company, so he put in place a succession that has Tom Ashe, one of five major partners in the company, succeeding him as CEO.

That leaves him with a problem of sorts.

“I love coming to work every day — I can’t wait to get up and go to work,” he said, adding that, like others facing the transition to retirement, he’s somewhat — OK, maybe a little more than somewhat — apprehensive about what the next phase of his life will be like.

He doesn’t know exactly what he’ll be doing, but it’s a pretty safe bet that that he will stay involved within the helping profession and find new ways to put his vast experience, energy, and compassion to work helping others.

That’s what he’s been doing for a lifetime, and with very positive results for the community known as Western Mass. And for evidence of that, all he needs to do is look out the window toward the gates of the state hospital that no longer exists.

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

Healthcare Heroes

healthcareheroeslogo021517-ping

2nd 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!

Event Date: Thursday, October 25, 2018
Event Time: 5:30 p.m.-8:30 p.m.
Location:  Starting Gate at GreatHorse, Hampden

Nominations can now be submitted for the 2018 Healthcare Heroes awards. Deadline for nominations is Friday, June 15 at 5 p.m., NO EXCEPTIONS. Winners will be profiled in the September 3 issue of BusinessWest and the September issue of Healthcare News. Winners will be invited to attend the “Healthcare Heroes” Awards gala scheduled for Thursday, October 25, 2018.

Click on one of the following categories to submit a nomination:

 

Presenting Sponsors

Partner Sponsors

Supporting Sponsors

 

Health Care Healthcare Heroes Sections

Nominate a Healthcare Hero

Only a few minutes into the first meeting of an advisory board created by BusinessWest and its sister publication, BusinessWest, to provide needed insight as they launched a new recognition program called Healthcare Heroes, the expected question was put forward.

“How do you define that word ‘hero?’ asked one of the panel’s members, addressing the magazines’ decision makers.

The reply, and we’re paraphrasing here, was something to the effect of ‘how we define ‘hero’ is not important — it’s how you define it.’

And by ‘you,’ Kate Campiti, associate publisher of the two publications, essentially meant anyone who would nominate an individual or group to be named a Healthcare Hero in one of seven categories that first year.

Those who did so came up with their own definitions, used to highlight the nominations of a unique class of individuals and groups that would include Sr. Mary Caritas, SP, former president of Mercy Medical Center, in the Lifetime Achievement category; Dr. Michael Willers, owner of the Children’s Heart Center, in the Patient/Resident/Client Care Provider category; Dr. Andrew Dobin, an ICU surgeon, in the Innovation in Health/Wellness category; and the Healthy Hill Initiative in the Collaboration in Health/Wellness category.

“Generally, ‘hero’ means someone or some group that stands out and stands above others in their profession, in their service to others, and in the way their passion for helping those in need is readily apparent,” Campiti said. “And we saw this in our first class of honorees. If there was one word that defined all of them, beyond ‘hero,’ it was ‘passion.’”

A panel of judges will be looking for that same passion as they weigh nominees for the class of 2018.

Nominations are currently being accepted, and will be until the end of the day on June 15. Nomination forms can be found on both publications’ websites — www.businesswest.com and www.healthcarenews.com.

Nominations are being accepted in the following categories:

Those nominating individuals and groups are urged to make their submissions detailed and specific, giving the judges who will review them all the information they need.

The honorees will be chosen this summer and profiled in the Sept. 4 edition of BusinessWest and the September edition of BusinessWest.

The Heroes will then be honored at a gala set for Oct. 25 at the Starting Gate at GreatHorse in Hampden.

Rounding out the class of 2017 are:

Lifetime Achievement: Sister Mary Caritas, SP;

Patient/Resident/Client Care Provider: Dr. Michael Willers, owner of the Children’s Heart Center of Western Massachusetts;

Emerging Leader: Erin Daley, RN, BSN, director of the Emergency Department at Mercy Medical Center;

Health/Wellness Administrator/Administration: Holly Chaffee, RN, BSN, MSN, president and CEO of Porchlight VNA/Home Care;

Community Health: Molly Senn-McNally, Continuity Clinic director for the Baystate Pediatric Residency Program;

Innovation in Health/Wellness: Dr. Andrew Doben, director of the Surgical Intensive Care Unit at Baystate Medical Center;

Innovation in Health/Wellness: Genevieve Chandler, associate professor of Nursing at UMass Amherst; and

Collaboration in Healthcare: The Healthy Hill Initiative.

For more information on Healthcare Heroes, visit www.businesswest.com or www.healthcarenews.com.

Daily News

SPRINGFIELD — It might be a little too early to mark your calendars for the next Healthcare Heroes gala — Oct. 25 is more than seven months away — but it’s not too early to start thinking about nominating individuals who might be honored.

Healthcare Heroes, an exciting new recognition program involving the Western Mass. healthcare sector, was launched last spring by HCN and BusinessWest. The program was created to shed a bright light on the outstanding work being done across the broad spectrum of health and wellness services, and the institutions and individuals providing that care.

Now, it’s time to start thinking about the next class of heroes, in categories including ‘Lifetime Achievement,’ ‘Emerging Leader,’ ‘Patient/Resident/Client Care Provider,’ ‘Innovation in Health/Wellness,’ ‘Health/Wellness Administrator,’ and ‘Collaboration in Healthcare.’ They will be profiled in both magazines in September and feted at the Oct. 25 gala at the Starting Gate at GreatHorse in Hampden.

Nominations are now being accepted, and will be until June 15. To nominate someone, visit healthcarenews.com or businesswest.com, click on ‘Our Events,’ and proceed to ‘Healthcare Heroes.’

Health Care Sections

New Name, Evolving Mission

Jessica Collins and Frank Robinson say the organization’s mission to create a healthier community hasn’t changed, but is simply being honed and refocused.

Jessica Collins and Frank Robinson say the organization’s mission to create a healthier community hasn’t changed, but is simply being honed and refocused.

Partners for a Healthier Community recently initiates a rebrand, and is now known as the Public Health Institute of Western Mass., a name that officials say more accurately reflects what this agency has evolved into over the past 22 years and the critical role it plays within the region.

As she talked about a rebranding effort involving the agency now formerly known as Partners for a Healthier Community Inc. (PFHC), Jessica Collins said the project wasn’t initiated because the name chosen in 1996 didn’t convey what the nonprofit is or does.

Rather, it’s because the new name eventually chosen — Public Health Institute of Western Massachusetts — and its accompanying logo do the job much better.

Indeed, while the agency is a partner in a number of initiatives to improve overall population health in the region, the original name didn’t convey the full breadth of its portfolio of services, said Collins, its executive director. Nor did it really define just what the ‘community’ in question happens to be.

Most importantly, though, it didn’t fully communicate the agency’s role as a change agent when it comes to the overall health and well-being of the communities it serves and especially those populations that are underserved.

So last fall, PFHC, working in cooperation with the marketing and advertising agency Paul Robbins & Associates, went about coming up something more accurate and specific.

The new name, which was unveiled at an elaborate ceremony at the agency’s offices within the Community Music School building in downtown Springfield, was chosen for several reasons that we’ll get into shortly.

First, though, we need to elaborate on why a rebranding was necessary at this time. Indeed, such initiatives are time-consuming, expensive, and bring change, an always tricky proposition, into the equation.

For starters, PFHC joined the National Network of Public Health Institutes in 2014, Collins said, adding that, as part of the process of joining that organization, the agency needed to identify its core competencies.

And for PFHC, those are research and evaluation, convening and coalition building, and policy and advocacy.

“Given those three core competencies, it felt natural to go with the Public Health Institute of Western Mass., coming from that national perspective,” Collins explained. “Also, there was some confusion about our organization because there are several agencies in the Greater Springfield area that have the word ‘Partners’ already in their title.”

What’s more, a rebrand provides an opportunity for an agency or business re-emphasize its mission, how it is carried out, its history, and its plans for the future. Or “reintroduce itself,” as Collins put it, adding that, for many, the institute needs no introduction, while for many others, it does.

The unveiling of the new name was part of that effort, she said, but there will be other initiatives to build awareness of the overall mission as well as specific projects, such as:

• The Springfield Youth Health Data Project, a health survey among Springfield public-school eighth-graders in 2015 and 2017. The project is part of a larger initiative that includes the Youth Risk Behavior Survey, a tool developed by the Centers for Disease Control and administered to 10th- and 12th-graders in Springfield;

• Springfield Complete Streets, funded by a Robert Wood Johnson Foundation Policies for Action Grant. The initiative involves a study of Springfield’s Complete Streets policy and, specifically, policies that support roadways designed and operated for the safety of everyone using them — whether by car, bike, foot, or bus;

• The Healthy Homes Initiative, which brings together housing and healthcare providers to pay for home improvements in Springfield specifically related to asthma control — mold and moisture remediation, pest control, ventilation and air quality, and removal of carpeting that harbors dust and other allergens — with the goal of keeping asthma sufferers out of the hospital;

• Springfield’s Climate Action & Resilience Plan. The institute is leading the outreach and engagement of residents and key stakeholders around implementation of a plan to make Springfield a resilient, healthy city; and

• Age-friendly City, an initiative that will create a senior leadership program to train older adults to be effective age-friendly community advocates, conduct an environmental scan on housing and transportation, and work toward achieving an age-friendly status for Springfield.

As those projects indicate, the agency has taken even more of that change-agent role, while also becoming more focused on the collection and implementation of the data that is critical when it comes to everything from enacting health-policy changes to winning critical funding for initiatives to improve the health and well-being of neighborhoods, a city, or an entire region.

PFHC needed a new name and logo that brought that message home, and Public Health Institute of Western Mass. does just that.

For this issue, we’ll talk a little about this rebranding effort, and a lot about the institute and the critical work it is undertaking across the region.

Bright Ideas

As mentioned, the new name comes complete with a new logo.

Actually, it’s a remake of the old logo, imagery of a sun. The new look is larger, brighter, and the sun rays, if you will, are aligned to replicate the lines on a bar graph — a nod to the agency’s dual missions to collect data and put that data to use to improve quality of life in the region.

“We had always done the coalition and advocacy building, but over the past few years we’ve really dug deeper into bringing expertise around research and evaluation,” Collins explained. “The new name and logo bring a more academic framing to the work that we’re doing.

“We want people to understand that we’re the place to come to if they want health data — if they want data that is highlighting inequities and, therefore, identifies populations that are in need of more attention and resources and investment,” she went on. “We want people to come to us if they have policy issues and need us to organize and create advocacy strategies, and we want people to come to us, as they always have, if they have new and innovative ideas or if there are gaps and issues that need to be convened around.”

All of this comes across in the new name, where each word or phrase carries some significance: ‘public’ for obvious reasons; ‘health’ (it’s in red while the rest of the words are in black on the letterhead); ‘institute,’ which conveys research and data; and ‘Western Massachusetts,’ because the agency needs to make clear that its work extends well beyond Springfield.

Also, there is a subtitle, ‘Partners for Health Equity,’ which brings home the point that the institute partners with other entities on all of its initiatives, and that its work is focused on making sure that all those in the region have an equal opportunity for a healthy life, regardless of where they live.

While the words and the logo are certainly significant, what’s behind them is what the agency is working to emphasize with this rebranding.

And as we commence that discussion, it’s probably best to go back to the beginning. That was in 1996, when a group of area healthcare leaders, led by Sr. Mary Caritas, then retired from her role as president of Mercy Hospital (now Mercy Medical Center), sought creation of a new public entity focused on improving health and well-being in Greater Springfield.

The goal back then was to create a space where competing health organizations and other entities, including the city of Springfield, could sit at the same table and work together to make the community a healthier place, said Frank Robinson, vice president of Public Health and Community Relations at Baystate Health, who was one of those on the ground floor, if you will.

“With that ambitious agenda, the notion was, ‘what are the things that need to be changed? What’s interfering with a good portion of the Springfield population living healthy lives?’” Robinson explained. “That social-justice framework was at the root of the organization’s inception, and it has maintained that viewpoint.”

The mission has always been to create a measurably healthier community, he continued, putting heavy emphasis on that word. And while the mission hasn’t really shifted, what has happened over the past 21 years is that the focus and the interventions have become more precise, more targeted.

“And with that additional precision and targeting, we’ve become more of a specialist than a generalist,” Robinson explained. “The general work is still occurring, but the specialty work is really taking center stage.”

The agency’s broad role has shifted somewhat as well, he went on, from being merely a supporter of various coalitions to a being a change agent in its own right.

This is reflected in some of the success stories the agency has helped write over the years, including:

• The BEST Oral Health Program, which created a local system of education, screening, and treatment for preschools to decrease instances of oral diseases;

• The Pioneer Valley Asthma Coalition, created to improve asthma management and indoor air quality (two Springfield schools received national recognition for the program, and Holyoke Public Schools adopted similar policies in 2017);

• A “Health Impact Assessment on the Western Massachusetts Casino,” a 2013 study that highlighted the health impact of vulnerable populations and increased community understanding of these potential impacts;

• Live Well Springfield. Undertaken in partnership with the Pioneer Valley Planning Commission, the project is designed to improve access to health eating and active living opportunities. Signature projects undertaken as part of the initiative include the formation of the Springfield Food Policy Council, the sucessful, seven-year Go Fresh Mobile Farmer’s Market, and policies such as zoning, community gardens, and Complete Streets ordinances; and

•The YEAH! (Youth Empowerment Adolescent Health) Network, which engages diverse community stakeholders who work together to create a proactive, comprehensive response to adverse adolescent sexual health and adolescent sexuality. Between 2004 and 2015, there were significant reductions in teen birth rates in Springfield and Holyoke, and work continues to address inequities.

Data Driven

But it is in the collection and use of data that the agency has seen the greatest movement when it comes to its mission and how it has evolved over the past decades.

Indeed, as the nation, the region, and area healthcare providers continue a shift toward population health — keeping residents healthy as opposed to simply treating them when they are sick — data becomes critical, said Robinson.

Elaborating, he said providers, advocates, legislators, and, yes, foundations administering grant money use data to identify problems and where, specifically, they are occurring. But they also use it to create responses to the issues identified by this data.

The agency focuses on population data, which often comes from the state Department of Public Health, Collins explained, adding that it also works with the Springfield public schools to generate data on a large, diverse population.

“And we are able to tease out whether issues are at a block level, a neighborhood, a census track, a city, or county,” Collins explained. “We’re able to analyze data and create the story of what is going on in our region; we’re able to localize the data so people here can understand it and take action.”

Perhaps the best recent example of this is the so-called Healthy Hill Initiative, a broad-ranging effort to improve the health and well-being of those in Springfield’s Old Hill neighborhood, a program that earned the participating partners (and there were many of them) a Healthcare Heroes award (the new recognition program launched by BusinessWest and HCN) in the category of ‘Collaboration in Healthcare.’

“Their plan of action was driven by data provided to them around block groups within that neighborhood concerning health-status indicators such as asthma, obesity, public safety, and more,” Robinson explained. “Mapping that information helped to target the interventions and support the plan; the community organizing is data-driven in the sense that they’re using the data to inform both the intervention and whether they made a difference.”

Another example would the Springfield Health Equity Report, issued in 2014, said Collins, adding that the agency stratified data by race and ethnicity.

“So when you look at an issue like cardiovascular disease, or obesity, or teen-pregnancy rates, having this stratified data is critical,” she explained. “When you look at state-wide rates for teen pregnancy, for example, everyone’s thrilled because the state rate has come down considerably.

“But if you really look at the data and stratify it by race and ethnicity, you’ll see that the white-girl teen-pregnancy rates have gone down significantly, and so have teens of color,” she went on. “But you still see an incredible inequity and disparity between the two populations, and that’s what we try to lift up and shine a light on, so we’re not all clapping and saying ‘our job is done’ — there are still specific populations that need more resources and investment.”

The only way specific coalitions battling health issues ranging from asthma to obesity to teen pregnancy can determine if they are making an impact — and the desired impact — is through this data, Collins went on, adding that this reality not only explains the new name and logo, but, more importantly, where her agency’s emphasis will be moving forward.

Name of the Game

As Collins noted, there were several motivating forces behind this rebrand.

There was an effort to stem confusion given all the agencies with ‘Partners’ in their name, but also the need to better communicate just how much the agency had evolved into a true change agent since it was created in 1996.

But there was also that desire to reintroduce area residents, officials, and other constituencies to the important work it carries out, and to remind all of them that there is considerable work still to do.

So, to that rhetorical question, ‘what’s in a name?’ or, in this case, a new name? Plenty — and it is, for lack of a better term, a healthy exercise.

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

Daily News

SPRINGFIELD — It might be a little too early to mark your calendars for the next Healthcare Heroes gala — Oct. 18 is nine months away — but it’s not too early to start thinking about nominating individuals who might be honored.

Healthcare Heroes, an exciting new recognition program involving the Western Mass. healthcare sector, was launched last spring by HCN and BusinessWest . The program was created to shed a bright light on the outstanding work being done across the broad spectrum of health and wellness services, and the institutions and individuals providing that care.

Now, it’s time to start thinking about the next class of heroes, who will represent categories including ‘Lifetime Achievement,’ ‘Emerging Leader,’ ‘Patient/Resident/Client Care Provider,’ ‘Innovation in Health/Wellness,’ ‘Health/Wellness Administrator,’ and ‘Collaboration in Healthcare.’

Nominations are now being accepted, and will be until June 15. To nominate someone, visit healthcarenews.com or businesswest.com, click on ‘our events,’ and proceed to ‘Healthcare Heroes.’

Opinion

Editorial

Go back a year, and we were talking about 2017 as a year in which a considerable amount of hard work — and good fortune — were going to bring dividends to the region and change the landscape in a number of ways in the year ahead.

And that’s exactly what happened. Union Station in Springfield opened its doors again after more than 40 years of essentially being part of the city’s past. CRRC’s massive rail-car assembly plant in East Springfield came to life before our eyes. In downtown Springfield, MGM’s casino began to soar well above street level, while behind the scenes, the company took important strides in the daunting task of assembling a workforce of 3,000. And across the region, entrepreneurial energy was building in the form of dozens of new and exciting startups.

As the year ends, we find ourselves saying essentially the same thing. If 2016 was a year to lay brick, then 2017 was more of the same, with more exciting projects due to come to fruition in 2018.

There is a word for that: momentum. And there is quite a bit of it in this region as we prepare to turn the calendars yet again.

Indeed, in 2018, MGM Springfield will open its doors and also open up what is expected to be a new world of opportunities for this region and individual businesses. Since plans for the $950 million facility were announced, there has been no end of speculation about what it will mean for the city and the region. Starting in about nine months, we’re going to find out.

Meanwhile, CRRC will be hitting its stride; the I-91 viaduct reconstruction project will be over, and traffic will start flowing smoothly again through that north-south corridor; the region’s burgeoning entrepreneurial ecosystem will continue to generate new startups and help young companies get to the proverbial next stage; and more projects are likely to get off the drawing board, especially Springfield’s Court Square initiative.

If 2016 was a time of anticipation for what might come next, 2017 provided more of the same. Again, we call that momentum.

But while looking ahead, we should also look back. Not everything went according to script in 2017. Indeed, the Innovation Center project in downtown Springfield ground to a halt in late spring, and there are no signs that work will start anytime soon. Meanwhile, the ‘for-sale’ sign went up on Tower Square (not long after the ‘Marriott’ sign came down on the adjoining hotel). There is hope that this sale might spark new life for that complex, but also considerable doubt about just what might work there. And it was another dark year for the region’s traditional retail sector, which is in full-blown retreat due to the emergence of online shopping.

But there were more than enough good stories to counter those drawbacks. Here’s a partial list:

• Callaway’s golf-ball facility in Chicopee is hiring dozens of new workers to manufacture a unique new concept called Truvis;

• Also in Chicopee, Mercedes-Benz has made its triumphant return to the region with the opening of a dealership on the site of the old Plantation Inn just off Turnpike exit 6;

• The Springfield Thunderbirds continue to be a remarkable story, one that blends resilience with imagination, and bold new concepts, like bringing David Ortiz to the City of Homes;

• Likewise, the Valley Blue Sox continue to develop new ways to bring people to Holyoke and show other businesses how to build a market for a product;

• The Basketball Hall of Fame will commence an ambitious renovation and expansion project that seems destined to take that facility to new heights (see story, page 25);

• The region’s colleges and universities continued to respond to growing and changing needs within the business community and add new programs in fields ranging from cybersecurity to healthcare to entrepreneurship;

• New businesses continue to be launched and propelled to the next stage, a trend perhaps best exemplified by FogKicker, a venture born in the polymer science labs at UMass Amherst; and

BusinessWest and the Healthcare News introduced a new recognition program called Healthcare Heroes that put a bright spotlight on one of this region’s most important sector and the men and women who work within it. In a word, the eight individual stories were truly inspiring.

That’s just a sampling. Overall, 2017 was, as they say, a very good year. And it looks like we have another one on tap.

Event Galleries Healthcare Heroes

Scenes from the October 2017 Gala


Photos by Dani Fine Photography

healthcareheroeslogo021517-pingThere were more than 70 nominations for the inaugural Healthcare Heroes class, and each one of them was truly worthy of that word ‘hero.’ Each one is to be considered a winner in some respect.

On Oct. 19 BusinessWest and The Healthcare News recognized the inaugural Healthcare Heroes class. Collectively, they are pioneers, and were celebrated at the Starting Gate at GreatHorse in Hampden. Each one is to be considered a winner in some respect.

American International College and Trinity Health are the presenting sponsors of Healthcare Heroes. Partner Sponsors are Achieve TMS, HUB International New England, and Health New England. Additional sponsors are Bay Path University, Baystate Health, Cooley Dickinson Health Care, Elms College, and Renew.Calm. Tickets to the event are $85 each, with tables available for purchase. For more information or to order tickets, call (413) 781-8600.

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Their stories reveal large quantities of energy, imagination, innovation, compassion, entrepreneurship, forward thinking, and dedication to the community.

There were eight winners in this first class, with two in the category of ‘Innovation in Health/Wellness,’ because two candidates were tied with the top score. The Heroes for 2017 are:

Lifetime Achievement: Sister Mary Caritas, SP;

Patient/Resident/Client Care Provider: Dr. Michael Willers, owner of the Children’s Heart Center of Western Massachusetts;

Emerging Leader: Erin Daley, RN, BSN, director of the Emergency Department at Mercy Medical Center;

Health/Wellness Administrator/Administration: Holly Chaffee, RN, BSN, MSN, president and CEO of Porchlight VNA/Home Care;

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

Innovation in Health/Wellness: Dr. Andrew Doben, director of the Surgical Intensive Care Unit at Baystate Medical Center;

Innovation in Health/Wellness: Genevieve Chandler, associate professor of Nursing at UMass Amherst; and

Collaboration in Healthcare: The Healthy Hill Initiative.

 

Healthcare Heroes

Healthcare Heroes 2017

healthcareheroeslogo021517-pingThere were more than 70 nominations for the inaugural Healthcare Heroes class, and each one of them was truly worthy of that word ‘hero.’ Each one is to be considered a winner in some respect.

On Oct. 19, BusinessWest recognized those who stood out the most in the hearts and minds of an esteemed panel of judges. Collectively, they are pioneers, and they will continue in that vein at the Starting Gate at GreatHorse in Hampden as they become the first individuals and organizations in the region to accept the Healthcare Heroes award.

Their stories reveal large quantities of energy, imagination, innovation, compassion, entrepreneurship, forward thinking, and dedication to the community.

There are eight winners in this first class, with two in the category of ‘Innovation in Health/Wellness,’ because two candidates were tied with the top score. The Heroes for 2017 are:

Lifetime Achievement: Sister Mary Caritas, SP;

Patient/Resident/Client Care Provider: Dr. Michael Willers, owner of the Children’s Heart Center of Western Massachusetts;

Emerging Leader: Erin Daley, RN, BSN, director of the Emergency Department at Mercy Medical Center;

Health/Wellness Administrator/Administration: Holly Chaffee, RN, BSN, MSN, president and CEO of Porchlight VNA/Home Care;

Community Health: Molly Senn-McNally, Continuity Clinic director for the Baystate Pediatric Residency Program;

Innovation in Health/Wellness: Dr. Andrew Doben, director of the Surgical Intensive Care Unit at Baystate Medical Center;

Innovation in Health/Wellness: Genevieve Chandler, associate professor of Nursing at UMass Amherst; and

Collaboration in Healthcare: The Healthy Hill Initiative.

American International College and Trinity Health are the presenting sponsors of Healthcare Heroes. Partner Sponsors are Achieve TMS, HUB International New England, and Health New England. Additional sponsors are Bay Path University, Baystate Health, Cooley Dickinson Health Care, Elms College, and Renew.Calm. Tickets to the event are $85 each, with tables available for purchase. For more information or to order tickets, call (413) 781-8600.

healthcareheroeslogos-9

Healthcare Heroes

At 94, She’s Still Finding Ways to Lead, Fight, and Inspire

 Sister Mary Caritas, SP

Sister Mary Caritas, SP

Sister Mary Caritas, SP says that many of the assignments during her remarkable 70-year career in healthcare, civic service, and work with the Sisters of Providence were unplanned, unexpected, and, in some cases, well, untimely — at least initially.

By that she meant that, by and large, when she was informed that her role would be changing — and that happened more than a few times — she was very much enjoying what she was doing, making a difference in that role, and looking forward to going on in that way. Meanwhile, in most cases, she considered herself totally prepared for the new challenge to which she was assigned.

That was true when she was told early on by her superiors that she would focus her career pursuits on dietary science rather than nursing, a profession she fell in love with, and again when she was told, after serving several years as a dietitian, that she would become an administrator at St. Luke’s Hospital in Pittsfield, and again when she was named president of the Sisters of Providence.

But in each case, she accepted what was to come next with enthusiasm and a mindset to make the very best of that situation — for her, but also, and especially, for the constituencies she would be serving.

She loves to fight for a good cause; she’s energized by it, and she communicates that enthusiasm or concern or passion to others. And when she gets in that mode, she’s unstoppable; she’s a remarkable woman.”

“Several times, I was doing something I loved doing, and then I was quickly moved somewhere else,” she told BusinessWest. “But each time I had that experience, new doors opened for me; new opportunities came my way. There were many occasions when I happened to be at the right place at the right time.”

There are countless people who would no doubt say the same thing. And those sentiments — not to mention a seemingly endless list of accomplishments and tireless work within the community — go a long way toward explaining why Sister Caritas, who turned 94 on August 22, was the clear winner in the Lifetime Achievement category for this inaugural class of Healthcare Heroes. In fact, she was the top scorer among the more than 70 nominees for the program’s seven categories.

When looking over her résumé, it’s easy to see why.

That document goes on for several pages and includes a long list of professional appointments, including a nearly two-decade-long stint at Mercy for which she is perhaps best known.

It also chronicles a host of church-related activities and appointments, including a nine-year tenure as president of the Sisters of Providence that preceded her time as Mercy’s president, as well as stints on the executive council of the Sisters of Providence, the Catholic Charities board, and many others.

And it also includes a lengthy list of civic activities and work within the business community, including everything from decades of service to the Easter Seals to her memorable role as chair of the task force on Bondi’s Island in the mid-’90s; from a decade of service as chair of the United Way of Pioneer Valley to a five-year stint as chair of the Springfield Council on Aging.

Now 94, Sister Mary Caritas shows no signs of slowing down

Now 94, Sister Mary Caritas shows no signs of slowing down, and clear signs of only adding new chapters to a nearly 70-year career in healthcare and service to the church.

She served on the board of two area colleges — Elms College and Western New England University — and also a few banks, including the former Springfield Institution for Savings and the former Community Savings Bank in Holyoke. She served on the Spirit of Springfield board for 16 years, and still serves on the Economic Development Council of Western Mass.

And then … there’s her service to dozens of healthcare organizations. That list is way too long to print in anything approaching its entirety, but it includes the Sisters of Providence Health System, Catholic Health East, and Trinity Health New England (all parent companies to Mercy at different times), but also Partners for a Healthier Community, Cancer House of Hope, Holyoke Hospital, the American Hospital Assoc., the Mass. Hospital Assoc., the Academy for Catholic Health Care Leadership, and many more.

But despite all that this résumé conveys, it’s still only part of the story.

The much bigger part is the energy, entrepreneurial spirit, and innovative nature she brought to those assignments — or continues to bring; indeed, a good number of those listings have a starting date, then a hyphen, and then the word ‘present’ — and also her ability to inspire others.

Sister Kathleen Popko, current president of the Sisters of Providence, who has worked beside and been friends with Sister Caritas for a half-century, summed it all up this way:

“She loves to fight for a good cause; she’s energized by it, and she communicates that enthusiasm or concern or passion to others, and they join with her, whether it’s for Bondi’s Island stench or fluoridation or reaching out and advocating for those who are are poor and underserved.

“And when she gets in that mode,” Sister Popko went on, “she’s unstoppable; she’s a remarkable woman.”

Heart and Soul

Sister Caritas was doing quite well in her efforts to mask some frustration.

As she talked with BusinessWest, she was awaiting word on the scheduling of what she called minor heart surgery — and coping, if that’s the right word, with a list of things her doctor told her she shouldn’t be doing. (Editor’s note: That surgery went well, and she has been cleared to do pretty much anything she wants.)

At the time, the refrain-from list included golf, a pastime she’s enjoyed for decades (her record includes a hole in one at East Mountain Country Club’s 10th hole), as well as pilates.

While somewhat disappointed that she had to take it rather easy, Sister Caritas took the marching orders in stride. There were, after all, plenty of other things to keep her busy.

But understand that it takes nothing short of orders from a doctor to in any way slow down this energetic leader, who has been keeping a full calendar (whether it be the printed variety in a binder or her cellphone) since just after World War II ended.

Our story begins in Springfield, where she was born and raised. Her father had designs on her being his secretary, and her classes at Commerce High School, which she didn’t like at all, had her on that path.

Things changed after she met a woman in training to be a nurse. “I got so excited and so enthusiastic, when I came back, I told my mother I wanted to be a nurse,” she recalled, adding that these sentiments were not received warmly by her mother, who warned her that she would spend a career emptying bed pans.

But the young Mary Geary was determined — we’ll see that word repeatedly in this discourse — and enrolled at Technical High School, focusing on the sciences, with the goal of entering the nursing profession.

Upon joining the Sisters of Providence — another decision that did not sit well with her mother — she was sent to St. Vincent’s Hospital in Worcester as a nurse. But upon making her final vows after her fifth year, in 1949, she was sent to Mercy Hospital in Springfield, a move she was thrilled with until she found out that, instead of nursing, she would focus on dietary services, a decision made by the reverend mother.

Fast-forwarding a little, after receiving a master’s degree in nutrition education at Tufts University and undertaking a dietetic internship at the Francis Stern Food Clinic at the New England Medical Center in Boston, she was assigned to be administrative dietitian at Providence Hospital in Holyoke.

“I had the happiest time of my life for the next seven years,” she recalled employing a tone that made it clear that such happiness had an expiration date. “December 23, 1966, I was busy preparing a party for the sisters when I got a call from the Mother House. With no preamble, and with no explanation, the reverend mother simply said, ‘little sister, as of January 2, you are the administrator at St. Luke’s Hospital.’”

When she replied that she didn’t know anything about hospital administration, her superior responded with a simple ‘you’ll learn,’ which she did.

After St. Luke’s and Pittsfield General merged in 1969 to become Berkshire Medical Center, Sister Caritas served briefly as associate director of that facility. That’s briefly, because her life and career were soon to change abruptly — again.

Indeed, she was chosen to lead the Sisters of Providence and take the title superior general, a title that intimidated her about as much as the long list of responsibilities that came with it.

“I was totally unprepared for this,” she said, adding that, as she did with other stops during her career, she learned by doing.

A Fighting Spirit

And that ‘doing’ included work to create a new Mercy Hospital, a facility that would replace a structure built by the Sisters of Providence in 1896 and open its doors in 1974.

In another strange career twist — yes, there have been several in this narrative — Sister Caritas would succeed the woman she chose to lead the new Mercy (Sister Catherine LaBoure) after Sister LaBoure was in turn chosen to lead the order.

While Mercy had a new facility, it remained what Sister Caritas called “the little kid on the block,” much smaller than its rival just a few blocks away, Baystate Medical Center.

Sister Caritas (a.k.a. ‘little sister’), front row, center

Sister Caritas (a.k.a. ‘little sister’), front row, center, says she likes creating new things and getting things started. “Those are the kinds of things that energize me.”

But in its smaller size, Mercy’s president saw nimbleness and an ability to fill recognized niches, while also taking some bold, innovative — and, yes, entrepreneurial — steps.

Such as an in-hospital surgery center that has a story behind it that provides some insight into Sister Caritas’ determination and desire to fight for something she wants and believes in.

“I was going to buy a surgery center down on Maple Street,” she recalled. “Everything was moving along smoothly, but the night before the sale was to go through, they called and said they changed their mind. I was naturally terribly disappointed, but disappointed was hardly the word for it. I was mad; I was furious.

“So I said, ‘we have some space; we have some extra operating rooms,’” she went on. “So we created the first in-hospital surgery center.”

Other innovations and expansion initiatives would follow, including an eye center created at the hospital, an intensivist program, one of the nation’s first hospitalist programs, creation of the Weldon Center for Rehabilitation, the Family Life Center, the Healthcare for the Homeless initiative, and much more.

The common denominators with each of these efforts were common sense, expediency, and a desire to better serve patients and families, said Sister Caritas, citing the hospitalist program, now a staple in hospitals across the country, as an example.

“It was never really my intention to start a hospitalist program — I just wanted to create opportunities for more surgery,” she explained. “My whole life has been taking advantage of opportunities that present themselves; when I’m open to something and think it’s a good idea, I move with it. And I like nothing more than creating new things and getting something started. Those are the kinds of things that energize me.”

But while Sister Caritas has always been entrepreneurial, the word most-often used to describe her is compassionate.

“What’s truly impressive is the breadth of her engagement, from the national level all the way down to the individual,” said Sister Popko. “She’s been on many national and regional boards and continues to serve on several — she has that dimension. But at the same time, and simultaneously, she has extraordinary compassion and a big-hearted, magnanimous response to the needs of the individual, whether it’s helping someone find a placement for their mother in a nursing home or reaching out to an individual who’s looking for a job or is in trouble.

“If you know her, you know her thousand closest friends,” she went on. “She just knows everyone.”

U.S. Rep. Richard Neal, who was mayor of Springfield during Sister Caritas’ tenure as president of Mercy, agreed.

“Her legacy is one of lasting kindness, compassion, and care for all,” he said. “She vowed to ensure that everyone who came through her doors were taken care of, and she fulfilled that promise. She has truly fulfilled the Sisters of Providence pledge to pay particular attention to the cries of the poor and oppressed.”

Small Wonder

Sister Popko told BusinessWest that Sister Caritas, a.k.a. ‘little sister,’ insists that at one time she was at least 5 feet tall, and maybe a full inch over that mark.

Not anymore.

Not that it matters, or has ever mattered.

“She has such a large presence even though she’s a very small person,” Sister Popko noted. “When she walks into a room, everyone recognizes her and wants to speak to her. She has an indomitable spirit, is very courageous, and is outspoken when it’s called for.”

Such comments evoke Mark Twain’s famous and often-borrowed line: “It’s not the size of the dog in the fight, it’s the size of the fight in the dog.” And with many matters, and in many arenas, Sister Caritas has displayed plenty of fight.

Perhaps the most celebrated example was her lengthy battle to win approval from the Mass. Department of Public Health for a cobalt unit for cancer treatment at Mercy Hospital. She first filed an application in 1978, and it was denied. Applications could only be filed biannually, so she tried again in 1980. And 1982. And 1984. And 1986. You get the idea.

“They said I couldn’t demonstrate that there was enough need for it,” she recalled, with exasperation still evident in her voice nearly 40 years after she was first turned down. “I couldn’t believe it.

“But over the next 14 years, I applied every two years,” she went on, adding that the seventh application was to be her last — at least as president of Mercy — because she had informed her board that she would be retiring.

That seventh time was the charm, and the cancer center that was started but not completed during her tenure now bears her name.

In keeping with her character, however, she said that getting the center approved and built were not the real accomplishments.

“It’s one thing to build something, but it’s the quality of the service, the compassion of the people, and the love they have for their patients that really makes the difference,” she told BusinessWest. “While it’s a beautiful center, it’s nothing without that compassion.”

That compassionate, fighting spirit remains today. Indeed, while the word ‘retire’ was officially attached to the end of her tenure at Mercy, she prefers to say that her energies were simply “redirected.”

Toward Bondi’s Island, for example, and the odor problems that had plagued that facility for years, but in many other directions as well.

She still sits on a dozen boards and continues to look for ways to innovate and serve the historically underserved. Both those missions come together in an ongoing project to create senior housing for lower-income individuals on the former Brightside campus.

The Sisters of Providence are seeking additional funding support (state grants have already been secured) for a 36- to 40-unit facility that will be a demonstration project that will tie in with the PACE (Program for All-inclusive Care for the Elderly) initiative already operating at that site.

“We want to demonstrate the relationship between supportive housing and people’s ability to remain independent,” she said of the project called Hillside at Providence. “And that’s exciting.”

As she talked about the Hillside project and the countless others she’s been involved with over the years, Sister Caritas was persistent in her efforts to make it clear that, with each one, she was only working as part of a team.

Indeed, when asked to consider identifying what she considers her greatest accomplishment, she said flatly, “I don’t think I’ve had any great accomplishment.”

Rather, “when I think about all the people who I’ve worked with and the people who have supported me, and the network needed to get things done … there’s not anything that I’ve done by myself,” she went on. “With other people, though, we’ve done some great things.”

Cause and Effect

As she was concluding her talk with BusinessWest and thus getting on to other items on her busy schedule, Sister Caritas took a few minutes to talk about Mary Elizabeth O’Brien, now serving as interim president of Mercy Medical Center.

“She’s someone you can believe in,” Sister Caritas remarked. “And that’s what you need in a leader, someone you believe can get it done.”

Ironically, generations of area residents, including those who have worked beside her, those who have benefited from her many initiatives, and even those working in competing hospitals have said the same of Sister Caritas. And at 94, they’re still saying it.

As her friend Sister Popko noted so eloquently, she loves fighting for a good cause.

And yes, when she gets in that mode, she is unstoppable. Still.

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