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Healthcare Heroes

This Administrator Has Become a Calming Voice in the Midst of the Pandemic

Maggie Eboso

Maggie Eboso was in the grocery store when the first text message came in on the evening of March 26.

Soon, there were three more, and as her phone kept pinging, it became increasingly clear that her job as Infection Control coordinator at Mercy Medical Center was about to change substantially, and that she and the hospital were entering uncharted waters.

Indeed, the first suspected COVID-19 patients — two young women who had recently returned to the area from China — had arrived at Mercy, and there were questions that needed to be answered. Lots of them.

So began an ultra-intense period that has tested Eboso in all kinds of ways, but also taken her career to a new and different plane, one in which she has emerged as a Healthcare Hero.

Those frantic first days would set the tone for the weeks and months to come, during which Eboso would take on a number of responsibilities, many of them new — from coaching staff on the proper use of personal protective equipment (PPE) to helping all those at the hospital navigate a rough sea of changing guidelines and constantly changing information; from advocating for adequate supplies of PPE and working with colleagues to be good stewards of that precious equipment to providing a much-needed sense of calm amid a crisis unlike anything Mercy had seen before.

Her work during the early stages of the pandemic took her to every corner of the hospital, and also far outside its walls. Indeed, she taught PPE donning and doffing, hand hygiene, and infection-control practices to staff at the Hampden County Correctional Center in Ludlow.

Summing it all up, she said this has been a learning experience — one that is very much ongoing, and one that has helped her personally and professionally in innumerable ways.

“I’m a better nurse, and I’ve grown my knowledge base,” she explained. “And I now have a closer working relationship with many of the people here. Initially, I was joking that, when COVID is done, I’m going to change my cell-phone number and disable Halo [a messaging system used in healthcare] on my phone, because of all those calls I was getting. But through all those conversations and close meetings, we’ve become closer and have stronger relationships.”

Turning back the clock several years, Eboso said she took a somewhat winding route to her role as Infection Control and Prevention coordinator.

She came to this country from Kenya with the intention of studying business, but quickly segued into healthcare at Springfield Technical Community College and soon landed a summer internship at Mercy. When it was over, she was asked if she wanted to stay on as a nurse’s aide, and replied with a strong ‘absolutely.’ In many ways, she’s never left.

She went from nurse’s aide to nurse to clinical nurse supervisor to administrative nursing supervisor on weekend nights, a position that was eventually eliminated in 2015, prompting her to leave the Mercy system for close to a year.

She was offered a chance to return, and remembers the vice president of Nursing offering her her pick of positions.

Eboso chose Infection Control, something she had never done before, but intrigued her. She recalls her husband noting she was a quick study and saying, “If someone offers you an amazing opportunity and you’re not sure you can do it, say ‘yes’ —then learn how to do it later.” He also sent her an inspirational quote from Richard Branson to the same effect.

But no words, from her husband or Branson, could likely have prepared her for what her role became starting early this year, and especially after she started receiving those texts in the supermarket.

“The biggest thing that we saw with this whole thing was the fear. We were all thinking, ‘yes, we’ll take care of you, and we’ll treat you,’ but at the end of the day, we all had families and children that we were going home to. So while, yes, we all signed up for this, and this is what we do, people were still afraid — they wanted assurances that they could do their jobs and still go home and not bring this back to their families.”

They came from the Emergency Department director, the ED charge nurse, and the nurse tending to the patient directly. She put the shopping aside, was at the hospital in 10 minutes, and began addressing a situation that would become a microcosm of all that would come over the ensuing weeks and months.

“We had to call the Department of Public Health and get approval for testing because hospitals couldn’t do the testing themselves,” she explained. “So it was now calling the epidemiologist, waiting for a call back, talking to the physicians and nurse, looking at the patient, and waiting for DPH to call you back.”

Maggie Eboso’s work during the pandemic

Maggie Eboso’s work during the pandemic took her to every corner of Mercy Medical Center — and far beyond its walls.

“Information was changing almost every day,” she went on, while discussing what those first few weeks and months were like. “So as you’re building systems into your computer, you’re writing policies and going out in front of your staff to educate them on the new and updated information — and that was happening sometimes several times a week.”

One of her primary roles focused on educating staff on how to use PPE and become good stewards of that equipment, but also to help them separate fact from conjecture or assumption on what equipment was needed and, above all, how to keep themselves and their families safe from infection.

“The biggest thing that we saw with this whole thing was the fear,” she explained. “We were all thinking, ‘yes, we’ll take care of you, and we’ll treat you,’ but at the end of the day, we all had families and children that we were going home to. So while, yes, we all signed up for this, and this is what we do, people were still afraid — they wanted assurances that they could do their jobs and still go home and not bring this back to their families.”

And the onslaught of information coming from the media certainly didn’t help, she went on, because this information was often contradicting what she and others were telling staff members.

“When we told them, ‘all you need is a regular mask,’ they’d see people on TV wearing haz-mat suits, and they would ask, ‘why are they wearing haz-mat suits, and all you’re giving us is a mask?’ she recalled, adding that was this was just one of many “clashes and contradictions,” as she called them, that had to be dealt with.

“We had to call the Department of Public Health and get approval for testing because hospitals couldn’t do the testing themselves. So it was now calling the epidemiologist, waiting for a call back, talking to the physicians and nurse, looking at the patient, and waiting for DPH to call you back.”

While taking on this role of educator within the medical center, she also carried it out within the community as well, including several visits to the correctional facility in Ludlow, where she provided lessons in everything from how gloves provide a false sense of security — that’s why hand washing is still very important — to how to don and doff PPE.

Today, one of her concerns involves battling complacency and what she and many others are now calling “battle fatigue” — both inside the medical center and within the larger community.

She used the nurses’ lounges at Mercy as an example. “People are tired … people want to celebrate a birthday with a cake or share a pizza; they want to eat lunch with their friends,” she explained, adding that it’s part of her job to keep these employees diligent — and safe — by keeping the numbers down in those lounges and making sure there is adequate social distancing.

She joked that people are wary of even thinking about letting their guard down because, if and when they do, “Maggie will be walking in the door at just that moment.”

That mindset, real or not, is just one of many ways of explaining why she has become a Healthcare Hero during this very challenging year.

 

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

Daily News

SPRINGFIELD — Mercy Medical Center announced the opening of the Center for Breast Health and Gynecologic Oncology. Formerly known as the Breast Care Center, the new center provides a comprehensive approach to breast and gynecologic cancer care with an enhanced focus on malignancies of the breast, cervix, endometrium/uterus, fallopian tube, ovaries, vagina, and vulva.

Services are provided by a broad-based, multi-disciplinary team of cancer specialists and complementary support staff who focus on prompt diagnosis; coordinated, state-of-the-art cancer therapies; and patient education.

“Mercy Medical Center has long been committed to providing the most comprehensive and technologically advanced services to women, whether they need a health screening or they have received a problem diagnosis,” said Dr. Robert Roose, chief medical officer at Mercy Medical Center. “The opening of the Center for Breast Health and Gynecologic Oncology is the most recent example of this commitment, because a full spectrum of exceptional care is now available in one location.”

At the Center for Breast Health and Gynecologic Oncology, breast surgical oncologists focus on the evaluation and care of women experiencing the full range of diseases of the breast, including benign conditions (such as masses, breast pain, and nipple discharge), familial breast-cancer syndromes, and breast cancers. These surgeons utilize contemporary surgical techniques such as breast-conserving surgery (lumpectomy) using radiation-free MagSeed localization, nipple-sparing mastectomy, reverse axillary mapping, and oncoplastic procedures.

Mercy’s breast-care program is the only one in Springfield accredited by both the National Accreditation Program for Breast Centers and the American College of Surgeons Commission on Cancer.

Women who have been diagnosed with malignancies of the gynecologic tract and other complex benign gynecologic conditions receive expert gynecologic oncology care at the center. These patients have the benefit of the most advanced treatment options available, including minimally invasive procedures (including da Vinci robotic surgery), radical procedures for treatment of gynecologic malignancies, and risk-reducing surgery in patients with familial susceptibility for breast, ovarian, and endometrial cancer.

Additionally, patients at the Center for Breast Health and Gynecologic Oncology have access to a dedicated cancer-genetics counselor who offers a comprehensive analysis of cancer risk based on genetic, familial, and lifestyle factors. Patients receive information and recommendations for a personal approach to cancer prevention, which may include recommendations for cancer genetic testing, diagnostic screenings, chemo-preventive strategies, and lifestyle modifications.

Cancer support services available at the Center for Breast Health and Gynecologic Oncology include counseling, support groups, nutritionists, a Lymphedema Clinic, a Recovery and Rehabilitation Program, certified mastectomy bra fitting, and prosthesis. Radiology services at the center feature state-of-the-art diagnostic imaging including 3D mammography (digital breast tomosynthesis), breast ultrasound and MRI, and image-guided breast biopsies. Other services include patient-care navigation, medical oncology, radiation oncology, palliative care, plastic and reconstructive surgery, and pathology services.

Daily News

SPRINGFIELD — Trinity Health Of New England announced the opening of the Joyce D. and Andrew J. Mandell Center for Comprehensive Multiple Sclerosis Care and Neuroscience Research at Mercy Medical Center. Multiple sclerosis (MS) patients in the Greater Springfield area are now able to access their healthcare needs in one central location with a team of specialists dedicated to every aspect of their care.

The Mandell Center, located at 175 Carew St. in Springfield, offers a combination of cutting-edge treatments, groundbreaking research, and innovative rehabilitation programs, and provides an all-inclusive treatment plan for each patient’s individual needs. In addition to state-of-the-art equipment, the model will include a nationally recognized team of MS specialists including neurologists, neuropsychologists, urologists, physiatrists, social workers, occupational and rehabilitation therapists, speech pathologists, physician’s assistants, and nurses.

The Mandell MS Center at Mercy is partnered with the world-renowned Joyce D. and Andrew J. Mandell MS Centers at Mount Sinai Rehabilitation Hospital in Hartford, Conn. and Saint Mary’s Hospital in Waterbury, Conn.

“As part of Trinity Health Of New England, all three MS Centers share the same vision regarding the delivery of cutting-edge patient care and service excellence,” said Dr. Robert Krug, president of Mount Sinai Rehabilitation Hospital. “Our dedicated team of providers is proud to welcome Mercy Medical Center’s MS patients, and we are confident they will benefit from the focused care and supportive services that we provide.”

Multiple sclerosis is a disease that causes a disruption in the myelin that insulates and protects nerve cells. MS is a long-lasting disease that can affect a person’s brain, spinal cord, and optic nerves, causing problems with vision, balance, muscle control, and other basic body functions. Thus, having a variety of specialists in one location is invaluable for MS patients.

“The Mandell Multiple Sclerosis Center truly complements the services we offer at Mercy Medical Center because it exemplifies our mission to provide patient-driven, compassionate care in a state-of-the-art facility,” said Deborah Bitsoli, president of Mercy Medical Center. “Always mindful of the needs of our community, Mercy remains committed to supporting our patients by providing the latest and best in healthcare.”

Features

Into the Breach

Debbie Bitsoli

Debbie Bitsoli says her learning curve has been altered by COVID-19, but she’s made the most of the opportunity.

Debbie Bitsoli understood she was taking on a huge challenge when she accepted the role of president and CEO of Mercy Medical Center and its affiliates late last fall.

But she certainly wasn’t expecting anything quite like this.

Indeed, the first six months of her tenure have been dominated not only by a global pandemic that has tested hospitals, and especially smaller community hospitals, in every way imaginable, but also a painful and controversial decision to close inpatient beds at Providence Behavioral Hospital, one of Mercy’s affiliates (more on that later).

Overall, it has been a pressure-packed, greatly accelerated learning experience on innumerable levels, one that has left her knowing more about herself, and also about Mercy and its team; Trinity Health Of New England, the parent to Mercy Medical Center; and the community the hospital serves.

“This has given me the opportunity to learn more about the culture here at Mercy and its history,” she noted. “It’s allowed me to cherish that history more as I’ve understood it, and all the years the hospital has stood on these grounds. It’s been a different type of learning experience because I’ve had to do a lot of it virtually, but I’ve made the most of it.”

The pandemic arrived in this region just a few months after Bitsoli did, and, as noted, it has impacted the hospital and its staff on a number of levels — everything from combating shortages of personal protective equipment to the strain of treating those with the virus, to the financial trauma resulting from the inability to perform elective surgery and a sharp decline in emergency-room visits due to the public’s fear of contracting the virus.

“This has given me the opportunity to learn more about the culture here at Mercy and its history.”

All hospital administrators have been facing the same potent mix of challenges, but for Bitsoli, who came to Mercy from Morton Hospital in Taunton in early December, the pandemic has greatly accelerated but also profoundly changed the process of putting her stamp on the 147-year-old institution.

And it has left her calling on experience — and experiences — going all the way back to when she worked in the dietary department at a hospital, delivering meals to patients — a job her mother, an emergency room nurse, helped her land.

“My mother set an extremely high bar,” Bitsoli told BusinessWest. “And when she got me my first job, she said two things to me — first, ‘when you bring that tray in to that patient, you’re to think about the person in front of you, not yourself.’ And, second, ‘don’t embarrass me.’ I don’t think I ever have.

“The 12 years I spent on the front lines — in dietary, housekeeping, and ultimately in the intensive care unit by the bedside with the nurses — really helped to prepare for what it’s like in direct clinical care,” she went on. “It has provided me the empathy, respect, and admiration for the front-end work that all the caregivers — the nurses, the doctors, and all the medical staff and colleagues — contribute. I had that as background, which I think equips me very well for the future.”

While the first six months of her tenure have been difficult, Bitsoli said there have been some silver linings, if one chooses to call them that. She said the pandemic has enabled her to work with her team and her board on a level — and under circumstances — that could not have been anticipated when she arrived. Meanwhile, the crisis has enabled her to see first-hand — and in many different ways — the importance of Mercy within the community and the strong level of support the institution enjoys.

“The outpouring from the community, and the love, respect, and admiration that they feel for Mercy Medical Center, has been … I can’t describe in words how much it resonates for me and how much it means for the front-end staff,” she said. “All those contributions we received, and the prayers, respect, and recognition, have meant the world to people here and allowed them to move forward knowing they’re contributing significantly.”

For this issue, BusinessWest talked at length with Bitsoli about her brief but already memorable tenure at Mercy, and how this stern challenge has tested her and the medical center — and will keep doing so for months, if not years, to come.

Background — Check

Bitsoli brings a deep portfolio of experience in healthcare management to her role at Mercy — and the current crisis — with all of it coming in the Bay State.

As noted earlier, she came to the Springfield campus after a four-year stint as president of the 110-bed Morton Hospital. Prior to that, she served as chief operating officer and vice president of Saint Vincent Hospital in Worcester, a position she took after serving for three years as COO of MetroWest Medical Center in Framingham. Previously, she served as associate COO, chief administrative officer, and chief financial officer at Cambridge Health Alliance; administrator of Internal Medicine at Harvard Vanguard Medical Associates; and audit manager and project manager at Harvard Pilgrim Health Care.

She said she was drawn to the leadership post at Mercy by a number of factors, including the hospital’s somewhat unique mission as a Catholic hospital, its strong reputation for quality and caring, and its status as part of the larger Trinity Health Of New England system.

She took over a hospital that reported a $12.6 million loss for the 2018 fiscal year and had made a number of staff reductions and other cutbacks in the months prior to her arrival.

“The 12 years I spent on the front lines — in dietary, housekeeping, and ultimately in the intensive care unit by the bedside with the nurses — really helped to prepare for what it’s like in direct clinical care.”

But such challenges were common to most all smaller hospitals in Massachusetts and New England, and Bitsoli said this was part of the landscape when it comes to hospital administration in this era. And so was dealing with crises, she said, adding that she’s helped lead institutions through recessions, the fallout from 9/11, and even other epidemics, such as SARS.

But this pandemic? That’s another story, and it has changed that landscape quickly and profoundly. Indeed, in addition to treating those with the virus and safeguarding staff and the community from it, Mercy, like all hospitals, has been hit hard by the inability to perform elective surgeries and sharply declining revenues from declining visitation in the ER — conditions that have forced hospitals to trim staff and implement pay cuts, even to doctors.

To guide the hospital through the crisis and its many impact points, Bitsoli said she and the management team have been focused on three things — planning, preparing, and anticipating — to the extent that they are all possible with this fast-moving pandemic.

“We have twice-daily meetings with the executive team seven days a week, so we can plan and adjust accordingly based on what’s occurring,” she noted, adding that, in recent weeks, patient volumes related to COVID-19 have declined. “The key for me was planning, preparing, and anticipating as this unfolded so that we could make sure we had our structures and designs in place to keep our patients safe.”

Meanwhile, the decision to close the 74 inpatient beds — the pediatric, geriatric, and adult units — at Providence has brought its own set of challenges. Deemed necessary because of a lack of permanent psychiatrists, the planned closure of the units, with the intention of patients seeking care at other Trinity Health facilities in Connecticut, has been criticized not only for the level of inconvenience it imposes on area residents, but also for its timing.

Indeed, the pandemic has generated a sharp rise in the need for behavioral-health services as residents cope with everything from isolation-related issues to depression and other conditions related to job loss and financial pressures, promoting even greater need for beds at Providence.

But Bitsoli said that, for several reasons, and especially the lack of psychiatrists, the hospital cannot continue to operate those beds.

“It’s been a difficult but necessary decision in light of the fact that you need physicians to take care of the patients,” she explained, adding that the services are slated to be discontinued on June 30, although the state Department of Public Health has asked for a more detailed plan on how and where people can get help before it can approve the closure plan.

Vision Statement

When asked specifically about what is involved with leading a hospital through a crisis like the COVID-19 pandemic and difficult transitions like that at Providence, Bitsoli paused for a moment as if to convey that there is a lot that goes into that equation.

She mentioned everything from leading by example, something she strives to do every day, to communicating effectively with constituents ranging from patients and staff to the community to state and federal lawmakers about the many forms of help hospitals will need to weather this storm.

When Bistosli, a CPA, was working toward her MBA at Babson College in Wellesley, she did a considerable amount of reading on the subject of leadership, and is putting what she learned from that time — as well as at all the other stops on her résumé — into practice now.

“I read historical books about great leaders like George Washington and Abraham Lincoln, and I think that’s the learning there,” she noted. “One key element of leadership for me is trust and really making sure that the people who are on the direct team know that my vision for leadership is that we’re all in a boat together and we’re all united in that boat moving downstream, with the goal of looking at our workday to provide the maximum impact to patient safety and the colleagues we work with and for.

“For me, leadership is about trust and the ability to have a relationship with people to allow them to do the best work possible,” she went on. “To learn, to adapt, and to sometimes make mistakes, which is OK, because you learn from them. At the end of the day, you mature as a business owner and as a professional, and to me, that’s what leadership is all about.”

She said another key element to providing effective leadership — during a pandemic or any other time — is to inspire team members to reach a level they may have thought was beyond their reach, and then give them the support and the tools needed to get there.

“I want people to really aspire to greatness because, through my career, I’ve seen great, great people who didn’t know that they could get there, but with a little prodding and trust and a comfort zone, they’re able to rise above what they thought they were capable of,” she told BusinessWest. “They got there through a little support, mentorship, and really nudging — and that’s a the sign of a great leader; you invest in people, you mentor people, and you prod them because you know they can get to another level of performance.”

Moving forward during this pandemic, Bitsoli said Mercy, and all hospitals, for that matter, are summoning the same two-word phrase being used by every other business sector to describe the present and the near future: ‘new normal.’

Indeed, as COVID-19 cases decline — Mercy recently closed two of its COVID units — and the state slowly begins the process of reopening the economy, hospitals are, like all other businesses, looking to get back to what was normal.

But that won’t happen for some time, she said, adding that there are several factors that will determine when and if that state can be reached, including everything from possible new surges of the virus to the public’s appetite for returning to places like emergency rooms and doctor’s offices and fully addressing their health issues.

And, again, as at other businesses, the day to-day will certainly be different in this new normal.

“For Mercy and all the other hospitals nationally, there is going to have to be more state and federal funding allotted,” she said, referring to the fiscal challenges created by the pandemic. “It’s going to take a long time for hospitals to be able to open their doors as they did six months ago or even four months; it’s going to be a while.”

Elaborating, she said that so much depends on both the state’s reopening strategy and the ability of individual hospitals to convince the public it is safe to seek care at such institutions. The plan, released on May 18, allows hospitals that can meet specific capacity criteria and public-health and safety standards to resume a limited set of in-person services. These include high-priority preventive services, including pediatric care, immunizations, and chronic-disease care for high-risk patients, and urgent procedures that cannot be delivered remotely and would lead to high risk or significant worsening of the patient’s condition if deferred.

“Hospitals have to demonstrate to the public that they have sufficient areas that are COVID-free, which Mercy does,” she noted, “and demonstrate to the public through word of mouth that people are coming back, they’re seeing the signage, they’re seeing the care, they’re seeing that we’re going to great lengths to ensure that the public is safe and we’re screening at the door, handing out masks, and taking temperatures.

“It’s going to take the public seeing that continued structure in place to demonstrate that acute-care hospitals are safe for them to come back to,” she went on, adding that it’s difficult at this time to say when that day will come.

She said she couldn’t properly quantify the economic impact at this point, noting that April’s numbers are still being analyzed. What she does know, though, is that all hospitals are in the same boat, and that Mercy is fortunate to be part of the larger Trinity system. “The hospitals that are in the smaller systems that don’t have the leverage and the scale — they’re in a different bucket than a hospital that is based with a system nationally.”

Bottom Line

When asked when things might start to get better for hospitals, Bitsoli said matters are complicated by uncertainty about when elective surgeries may begin again and how a second wave of COVID-19 cases might impact that equation.

“There are criteria being established at the state level for when people can start to do more elective surgeries, and the key driver to that is your intensive-care unit and your number of staffed beds,” she explained. “As we look at the data, we do expect that there will be a second wave, so as they’re discussing opening up the doors to hospitals for elective surgeries, they are factoring in that second wave, which they think will be in the fall.

“Once the state establishes the criteria and we can start to do more procedures based on Governor Baker’s recommendations, we’re going to have a better sense of what the future projections are going to look like,” she went on.

At this time, it’s difficult to make projections about the future because there are simply too many unknowns. For Bitsoli, the plan is to continue planning, preparing, and anticipating, and to lead by example as Mercy confronts novel challenges on an unprecedented scale.

She has several decades of experience to call on, right down to the words of advice her mother gave her about how to focus on the patient when she was bringing in that tray of food.

And, like her mother, she sets a high bar, one that will be needed during this time of challenge and the ongoing work of meeting it head on.

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

COVID-19 Daily News

SPRINGFIELD — On April 10, representatives of local fire departments, police departments, and ambulance companies arrived at Mercy Medical Center to pay tribute to the healthcare providers who are on the front lines taking care of patients with COVID-19.

The ‘tribute train’ entered the Mercy campus on Stafford Street and stopped at the entrance to the Emergency Department. It then continued through campus, stopping again at the hospital’s main entrance at 299 Carew St. Healthcare providers were encouraged to witness the outpouring of support by going outside, looking out a window, or listening for the sounds of the first responders as they moved through campus.

Similar tribute-train events took place the same day at all Trinity Health Of New England hospitals in Connecticut.

HCN News & Notes

SPRINGFIELD — As a result of potential cases of COVID-19 in the state and surrounding states, Mercy Medical Center and Providence Behavioral Health Hospital have implemented new restrictions on visitation, effective immediately. These restrictions are in place for the protection of patients and colleagues.

The visitor restrictions are in place at Mercy Medical Center, Family Life Center for Maternity, Weldon Rehabilitation Hospital, and Providence Behavioral Health Hospital. The visitor restrictions are as follows and will remain in effect until further notice:

• Visitors will be limited to one at a time per patient;

• No visitors under 14 years old will be permitted; and

• Do not visit if you have any symptoms of a cold, the flu, or COVID-19.

In order to provide an environment that is as safe as possible for patients, visitors, and colleagues, all visitors are encouraged to wash their hands with soap and water frequently, or use alcohol-based hand sanitizer; use a tissue to cover any coughs or sneezes; and assess their own health and, if at risk for illness or displaying any symptoms, consider staying home.

“We recognize that the care and support of your loved ones is important,” the hospital noted in a statement. “With proper authorization in place, we commit to communicating with family and friends as frequently as possible.”

HCN News & Notes

SPRINGFIELD — Mercy Medical Center’s fourth annual Caritas Gala will be held on Saturday, March 21 at MGM Springfield. The gala, with its theme of “A Magical Night in Monte Carlo,” will raise funds to benefit the greatest needs of Mercy Medical Center. These areas include the Pathway to Care initiative addressing the opioid crisis, the new Mandell Comprehensive Multiple Sclerosis Center, as well as improvements to the Emergency Department.

Honorary chairpersons for the event include Daniel and Jill Keenan and Dr. Robert and Heather Roose. The annual Caritas Awards will honor Nicholas Cocchi, Hampden County sheriff, and Anthony Gulluni, Hampden County district attorney. A posthumous Caritas Award will also be given to the family of Carolyn Meuse, who was Complex Care coordinator at Mercy Medical Center.

The Caritas Gala will begin at 6:30 p.m. with a cocktail reception, live entertainment, dinner, silent auction, a Hannoush Jewelry drawing, and dancing. Pre-registration is required. For more information or to purchase tickets to the gala, visit www.mercycares.com/caritasgala.

Daily News

SPRINGFIELD — Tina D’Agostino has joined Mercy Medical Center as a major gifts officer in the Fund Development Department.
In this role, D’Agostino’s responsibilities include expanding the Major Gifts Program by cultivating donors and donor prospects, coordinating major gifts as they relate to capital fundraising campaigns, and overseeing volunteers who support the department.

D’Agostino joins Mercy Medical Center after 17 years in the arts and entertainment industry. Most recently, she served as president of the Springfield Performing Arts Development Corporation, a non-profit organization that presented shows and managed CityStage and Symphony Hall in downtown Springfield. D’Agostino also has extensive experience in development, marketing, and event planning.

A native of Springfield, D’Agostino is a graduate of Bay Path University and she holds a certificate of Arts Administration from the UMass Arts Extension. Additionally, she is an honorary member of Beta Gamma Sigma, the International Business Honor Society.

“Tina is a proven leader with exceptional management and communication skills and she will be an important asset to the Mercy team,” said Mark Fulco, president of Mercy Medical Center and its affiliates.