A YEA R OF IMPAC T: Stories of Growth, Innovation and Exceptional Care
UMass Memorial Medical Center | UMass Memorial Medical Group Harrington | HealthAlliance-Clinton Hospital | Marlborough Hospital | Milford Regional Community Healthlink
UMass Memorial Health Leadership UMass Memorial Health Eric Dickson, MD President and Chief Executive Officer Cynthia Barginere, RN, DNP, FACHE Senior Vice President and Chief Operating Officer, President of Community Hospitals, Inc. UMass Memorial Medical Center Justin Precourt, RN, DNP President UMass Memorial Medical Group Andrew Karson, MD President; Chief Physician Executive, UMass Memorial Health UMass Memorial Health – Harrington Edward Moore President UMass Memorial Health – HealthAlliance-Clinton Hospital UMass Memorial Health – Marlborough Hospital Charles Cavagnaro III, MD, FACP President
Dear Fellow Caregivers, Community Leaders and Friends, I’m proud to share UMass Memorial Health’s first year-end report with you. Inside, you’ll find stories about innovative ideas brought to life by our caregivers, all right here in Central Massachusetts and beyond. The report covers fiscal year 2025 — October 1, 2024 to September 30, 2025. You’ll see how we invested in programs that expand access to high-quality care. You’ll hear from brilliant caregivers who use new technologies to elevate the patient experience, from the hospital room to the living room. And you’ll meet others who make the impossible possible, both day and night. As you review these pages, I invite you to reflect on the progress we’ve made to improve the health of the communities we serve — earlier and more accurate diagnoses, groundbreaking treatments, and new ways to deliver expert care. Looking ahead, health care will continue to demand creativity, focus and new ways of thinking — and we’re already at work. Fiscal year 2025 brought significant challenges, but also extraordinary successes. Looking back, I’m inspired and energized by all we accomplished together. At UMass Memorial, we honor our patients through our care, and we remain committed to shaping our community’s health care story. With gratitude and appreciation, Eric
Eric Dickson, MD President and CEO, UMass Memorial Health
UMass Memorial Health – Milford Regional Edward Kelly President Milford Regional Physician Group Patrick McSweeney, MD President UMass Memorial Health – Community Healthlink Gordon Benson, PhD President
Photo credit: Matt Wright Photography
A Year of Impact OUR GROWTH
North Pavilion: Expanding Access and Elevating Care in Central Massachusetts..................................................................................................... 4 Digital Hub Opening: A New Era in Patient-Centered Care..................................... 6 Rebuilding Care in the Nashoba Region......................................................................... 7 Stronger Together: Celebrating Milford Regional’s Integration and Successes ������ 8 Investing in Marlborough Hospital and the Marlborough Community.................. 9 UMass Memorial Ranks Among Top 4% for Advanced Technology..................... 10 A New Era in ICU Care at Harrington Hospital............................................................ 11
IN THE HOSPITAL
The eICU: Nearly 20 Years of Innovation at UMass Memorial................................ 12 KATE AI: A New Partner in Emergency Triage............................................................ 13 An Innovative Approach to Suicide Prevention: The Jaspr Trial at UMass Memorial Health................................................................... 14
CARE AT HOME
Mobile Integrated Health: Redefining Where Care Happens.................................. 15 The Digital Health Clinic: A Watershed Year............................................................... 16 Prescriptions Delivered, Patients Supported: UMass Memorial’s Home Delivery Pharmacy............................................................... 17 Advanced Therapeutics Program: Transforming Access to Life-Changing Care............................................................... 18 Subacute Rehab at Home (SARAH): Redefining Recovery.................................... 19 Healing at Home: The Future of Hospital Care.......................................................... 20
OUR COMMUNITY
All Five UMass Memorial Hospitals Earn Prestigious Health Equity Certification.............................................................. 22 Reducing Screening Disparities for Social Drivers of Health................................ 23 Community Benefits Impact in 2025............................................................................ 24 Launching FEAST: Food Equity and Sustainable Transformation....................... 26 Community Healthlink Reopens Detox Services for Central Massachusetts.... 27
OUR PEOPLE
The Gift of Feedback: Employee Voices Matter........................................................ 28 Celebrating 10 Years of Innovators at UMass Memorial Health............................ 30 UMatter Recognition Portal Going Strong! ................................................................. 31 Everyone, Everyday: The Culture at UMass Memorial Health .............................. 32 Workforce Development Helps Caregivers and Community Members Grow Their Careers.................................... 34
OUR GROWTH
UMass Memorial Health leaders look on as their Medical Center colleagues cut the ribbon to officially open the North Pavilion in January.
North Pavilion: Expanding Access and Elevating Care in Central Massachusetts When the North Pavilion opened in January 2025, it immediately expanded critically needed access to health care in Central Massachusetts. The 72-bed facility at UMass Memorial Medical Center’s University Campus eased overcrowding, reduced wait times and provides patients with private, modern rooms. “The North Pavilion could not have fit better into our mission to improve the health of everyone in our region,” said Justin Precourt, RN, DNP, President of the Medical Center. Central Massachusetts has fewer hospital beds and physicians per capita than most of the state, at a time when demand for health care is rising. The North Pavilion is helping close that gap: transfer request declines dropped from about 35% to just 6% — an 80% improvement. “When the opportunity presented to purchase the former Beaumont Skilled Nursing Facility and create 72 inpatient beds with expanded radiology services, it was a no-brainer,” Justin said. “At under $200 million — a remarkable figure for our region — the project stands as both a much-needed expansion and a financially responsible investment.”
4 | A Year of Impact 2025
Care that Feels Better “The technology in the North Pavilion allows us to care for patients in new ways,” said Michelle O’Rourke, DNP, Chief Nursing Officer at the Medical Center. “Every patient room has access to our electronic Intensive Care Unit (eICU). If a patient deteriorates, a remote ICU physician can connect immediately and guide the bedside team.”
“The technology in the North Pavilion allows us to care for patients in new ways.” Families are already seeing the impact. One patient’s daughter shared, “You immediately feel a calmness as you enter. All staff are courteous and ready to do whatever is needed with a smile.” “Recent HCAHPS [Hospital Consumer Assessment of Healthcare Providers and Systems] survey scores show that we are truly hitting the mark,” said Alicia Wierenga, Senior Director of Patient and Family-Centered Services at the Medical Center.
OUR GROWTH Cristin Zanella, Director of Patient and Family Experience at the Medical Center, noted that the Medical Center exceeded its FY25 goals in several areas, including nurse and doctor communication and responsiveness to patients’ concerns. “While digital tools like patient apps and virtual family meetings help, the real difference is our caregivers themselves — explaining clearly, listening with respect, and showing empathy,” she said. The North Pavilion has further elevated the patient experience, ranking in the top 10% of Massachusetts hospitals for several HCAHPS measures, including: Nurses Listen Carefully to You, Cleanliness of Hospital Environment, Staff Describe Medicine Side Effects, and Ability to Rest as Needed. It also achieved top 1% rankings for the measures Courtesy of the Person Cleaning the Room and Quality of Food. Cleanliness across all campuses is highest at the North Pavilion. “Our Environmental Services team is knocking it out of the park,” said Alicia. “It’s not just that the building is new — our staff take real pride in keeping it a place where patients and families immediately feel cared for and welcomed.”
Investing in the Community Another important aspect of the North Pavilion is that it is the first major capital project at UMass Memorial Health to intentionally support local, women- and minority-owned businesses through our Anchor Mission — our commitment to leveraging our business, economic and intellectual resources to improve the health and economic well-being of Central Massachusetts communities. The project created nearly 500 jobs, directed $19 million locally, and showcases more than 200 works by Central Massachusetts artists. About 60% of contracts went to Worcester-owned businesses, and more than 20% of the construction workforce live in Worcester. “We were transparent in how we evaluated contractor proposals, including if they were a locally owned workforce,” said Kathleen Hylka, Vice President, Facilities and Support Services, UMass Memorial Health. “We saw this as an opportunity to overlay our Anchor Mission values, and we were thoughtful in local hiring and collaboration with smaller local businesses.” “I am a lifelong Central Mass resident,” Michelle added, “and I feel very passionate about being able to provide care to our local community, so families don’t have to go outside of our community to receive care. They can get it in their own backyard.” •
A Year of Impact 2025 | 5
OUR GROWTH
Digital Hub Opening: A New Era in PatientCentered Care In 2025, UMass Memorial Health opened the Digital Hub, a major step forward in the way we deliver patient care. The Digital Hub centralizes programs that support patients in the hospital and at home, advancing our mission to provide care wherever it’s needed. Programs include our electronic Intensive Care Unit (eICU), TrAC (Transfer and Access Center) bed management, Remote Video Monitoring, Mobile Integrated Health, Digital Health Clinic (Remote Patient Monitoring), Subacute Rehab at Home, Actionable Findings Management, Quality and Clinical Informatics, At-Your-Request Meal Service and Interpreter Services. By housing these programs in one technologically advanced setting, the Digital Hub fosters collaboration, innovation, resource sharing and improved patient care.
Around-the-clock staff ensures patients receive consistent, real-time support, whether they are in the ICU or at home.
Designed for flexibility and growth, the space features moving glass walls that protect privacy while adapting to new programs. Around-the-clock staff ensures patients receive consistent, real-time support, whether they are in the ICU or at home. The Digital Hub embodies our commitment to meet patients wherever they are. By leveraging advanced digital platforms, we can coordinate care across the continuum and lay the foundation for future expansion of programs such as Hospital at Home, Mobile Integrated Health, and Subacute Rehab at Home. With our Digital Hub, we’re transforming medicine, driving better outcomes and shaping the future of care for our community. •
6 | A Year of Impact 2025
OUR GROWTH
Rebuilding Care in the Nashoba Region When Nashoba Valley Medical Center closed in August 2024, residents of the Nashoba area lost convenient access to critical health care services, including emergency care. Understanding the void this closure left in the region, UMass Memorial announced plans in January 2025 to open a new Satellite Emergency Facility (SEF) at 490 Main Street in Groton – a solution that ensures residents can access high-quality, affordable emergency care where they live and work.
to choose the best location that meets the region’s most urgent needs — faster EMS transport times and greater access to care.
“We know how deeply the closure affected families across the Nashoba region,” said Eric Dickson, MD, President and CEO of UMass Memorial Health. “That’s why we are so pleased to move ahead with plans to open a Satellite Emergency Facility in Groton — a facility shaped by the voices of the people who care for patients in this community.”
“We’re grateful to the Nashoba Valley Health Planning Working Group for their thoughtful recommendations during this transition,” said Dr. Dickson. “We also appreciate the Healey-Driscoll administration’s guidance and support, the collaborative spirit of local leaders, legislators, community organizations, fire and EMS chiefs, and other health care providers as we work together to rebuild care in the Nashoba region.”
Over the past year, leaders from UMass Memorial worked closely with local fire and emergency medical services (EMS) teams, the Nashoba Valley Health Planning Working Group, and other community partners
UMass Memorial broke ground on the SEF in the fall of 2025 and is slated to open in late 2026. •
The SEF will provide critical services for the region: adult and pediatric emergency care and imaging and lab services. It also will include beds that can be used for emergency care or observation and a helipad. To support construction, UMass Memorial is pursuing philanthropic donations.
A Year of Impact 2025 | 7
OUR GROWTH
Stronger Together: Celebrating Milford Regional’s Integration and Successes Milford Regional Medical Center and Milford Regional Physician Group officially became part of UMass Memorial Health at the beginning of our 2025 fiscal year — October 1, 2024 — marking a transformative milestone for both organizations. The integration solidified the longtime partnership between the two institutions by bringing 2,500 additional caregivers into our system and strengthening our ability to serve patients across the region. Ed Kelly, who has served as President of Milford Regional since 2008, remarked, “It’s been a very busy and productive year of transitions, shared learnings and growth for both of our organizations. I’m confident we will continue to thrive together.” Eric Dickson, MD, President and CEO of UMass Memorial Health, agreed and added, “We are extremely proud of what we have accomplished in our first year together. Milford Regional caregivers have partnered closely with us, and the positive results we’re seeing demonstrate how well our teams and systems are coming together.” Dr. Dickson reflected, “Integrating Milford Regional Medical Center with UMass Memorial Health stands as evidence of our shared vision: delivering exceptional care with dignity, compassion and respect. As we build on our legacy and embrace new opportunities, we look forward to continued success and growth in 2026 and beyond.” •
Milford Regional’s Key Milestones in 2025 Technology and Systems Migration: Milford Regional transitioned onto UMass Memorial’s platforms, launching Workday — our human resources and finance platform — in July, and the Hub — our caregiver intranet — in October. Innovation Tools: In August and September, Milford Regional caregivers began using Innovation Station, UMass Memorial’s platform for sharing ideas and suggesting improvements, and UMatter, the system’s recognition tool, to share gratitude and recognize colleagues’ contributions.
2026 and Beyond Milford Regional Physician Group: Integration with UMass Memorial Medical Group will take place on January 1, 2026. Epic Go-Live: Milford Regional will transition to UMass Memorial’s Epic electronic medical record in April 2026, which will streamline workflows, enhance patient safety and improve billing and reporting processes.
Eric Dickson, MD, and Ed Kelly having fun at the Milford Regional welcome event. 8 | A Year of Impact 2025
Ongoing Improvements: Teams will continue refining specialty care, updating coding and implementing strategies to support the physician group’s integration.
OUR GROWTH
Rendering of the Marlborough Emergency Department expansion
Investing in Marlborough Hospital and the Marlborough Community With a goal of improving health outcomes, advancing quality initiatives, and creating a more responsive, patient-centered environment at UMass Memorial Health – Marlborough Hospital, in FY2025 we began the work of transitioning Marlborough Hospital from a stand-alone community hospital to a campus of UMass Memorial Medical Center. This work began following approval from the Massachusetts’ Public Health Council in July 2025 through the Department of Public Health’s Determination of Need program. Explaining the intent behind the plan, Cynthia Barginere, RN, DNP, Executive Vice President and Chief Operating Officer for the health system, said, “Under a single, coordinated clinical team, patients will gain greater access to community-based specialty care, consults, and cutting-edge technologies — keeping more care local, which is what our patients want — and a direct link to tertiary services at the Medical Center.” Along with forging a stronger relationship between Marlborough and the Medical Center, UMass Memorial is making a number of clinical improvements and capital investments to improve Marlborough’s facilities and increase access to high-quality care in the local community. Planned projects include:
A $36 million expansion of the Emergency Department to alleviate overcrowding, reduce patient wait times and thereby improve the patient care experience. A $6 million Multidisciplinary Clinic to enhance treatment of complex and chronic conditions by bringing health care professionals from across the UMass Memorial Medical Group to Marlborough. A $4 million investment in a Spectral Computed Tomography (CT) system to improve image quality, and support precise detection of tumors, fractures, and heart and vascular disease and improve access and reduce wait times. “Marlborough Hospital is a pillar of the community, and we are proud of the culture and deep ties we’ve built through a long history of service to our patients, their families and the many businesses that make up our vibrant city,” said Charles Cavagnaro, III, MD, President of Marlborough Hospital and HealthAlliance-Clinton Hospital. “This strengthened relationship, along with the improvements taking place, will provide the resources and stability necessary to continue serving the community we love — now and for generations to come.” •
A Year of Impact 2025 | 9
OUR GROWTH
UMass Memorial Health team members with Epic team members receiving recognition. From left: Robin Sodano, Senior Vice President, Chief Information Officer; Matt Dunham, Epic; Kristen Cox, Vice President, Chief Applications Officer; Erica Smith, Associate Vice President, Chief Nursing Informatics Officer; Angela Confoey, Senior Vice President, Revenue Cycle; Alec Lamb, Epic; and Eric Alper, MD, Senior Vice President, Chief Quality Officer and Chief Informatics Officer.
UMass Memorial Ranks Among Top 4% for Advanced Technology UMass Memorial Health is using technology to make care safer, more efficient and more patient-centered — from reducing medication errors to giving nurses more time at the bedside. In 2025, for the fourth consecutive year, we achieved Epic Gold Stars Level 10, an honor held by just 4% of health systems nationwide, signifying our leadership in health care information technology and excellence in patient care and operational efficiency.
administration is now much safer: nurses scan the medication, the patient’s wristband and their own badge — creating a three-way match.”
Epic, the electronic medical record (EMR) UMass Memorial Health uses across our system, stores nearly all clinical, administrative and patient data in one platform.
This year, Epic added a Gold Star “Utilization” metric, measuring how effectively health systems use technology to improve patient care and operations. UMass Memorial earned Level 9, one of only seven systems nationwide to reach the top score, reflecting exceptional adoption, impact and efficiency. Moreover, we were one of only five organizations in the world that received both the 9-star and 10-star recognitions this year.
Regarding the award, Robin Sodano, Senior Vice President, Information Services and Chief Information Officer, emphasized that consistency is key. The team holds regular, structured meetings with stakeholder groups to discuss Epic capabilities, making adoption of new tools smoother. Stakeholders include everyone from physicians and nurses to revenue cycle and radiology staff, ensuring technology decisions reflect actual needs. The award highlights real improvements in patient care. “One example is providers placing their own orders, which reduces errors,” said Robin. “Medication
10 | A Year of Impact 2025
Epic also supports health equity. “We capture social drivers of health, such as access to transportation or food access, and then share information and resources that can help patients. Centralizing this data helps ensure patients receive equitable care,” Robin added.
Looking ahead, UMass Memorial is expanding our digital therapeutics, remote patient monitoring and medication adherence programs. “The EMR holds far more data now than 20 years ago, which will be a gamechanger for AI [artificial intelligence] and analytics,” commented Robin. “More data can reveal insights we might otherwise miss.” •
OUR GROWTH
A New Era in ICU Care at Harrington Hospital When COVID-19 hit, Harrington Hospital’s Intensive Care Unit (ICU) quickly reached capacity. Ventilated patients often had to be treated on other units, and some were sent as far away as Boston or Hartford. And since the pandemic, meeting patients’ need for critical care has remained an ongoing challenge. The solution: a brand-new eight-bed ICU, with rooms much larger than before. We opened the unit at Harrington in February 2025. “Walking into this ICU now, you feel the difference immediately,” said Frank Powers, MD, Chief Medical Officer at Harrington. “Procedures run smoothly, equipment is accessible, and our staff can monitor patients efficiently.” “The unit is full, with an average daily census of seven,” added Jess Calcidise, Vice President, Patient Care Services, Chief Nursing Officer/Chief Operating Officer, Harrington. “Patients get more attention, families can stay overnight and transfers are rare.” The ICU is integrated with UMass Memorial Health’s eICU telehealth system and Epic, our electronic medical record platform. Harrington also partners with Brook Health to offer a remote patient monitoring program,
enabling specialists to track patients remotely and manage chronic conditions such as diabetes and high blood pressure. The hospital has seen the fastest growth in remote patient monitoring enrollment across the UMass Memorial system. “The results are spectacular,” said Dr. Powers. “Readmissions for high-risk patients, including those with congestive heart failure, have been cut in half.” Expanding the ICU is also an equity issue, Dr. Powers noted. Central Massachusetts has fewer hospital beds than other regions, and transfers to larger hospitals can create hardship for families. He credits Harrington’s President Ed Moore and its Board of Trustees for planning ahead and choosing to partner with UMass Memorial through a corporate affiliation in 2021. “The partnership gave us not just financial stability but access to advanced tools we could not have implemented on our own.” Another benefit of the modern ICU is the ability to attract and retain top staff. The addition of a dedicated intensivist allows Harrington to keep even more complex cases local. With a modern ICU, Harrington Hospital shows that advanced, patient-focused care doesn’t have to be distant — it can happen right in our own community. •
Harrington leaders and state legislators cutting the ribbon to open the new ICU at Harrington Hospital. From left: Representative John Marsi, Sixth Worcester District; Representative Joseph McKenna, Eighteenth Worcester District; and from UMass Memorial Health – Harrington, Frank Powers, MD, Chief Medical Officer; Thomas Johnson, MD, Medical Staff President; Meaghan Krajcik, Inpatient Nursing Operations Manager; Edward Moore, President; and Michael Engel, Board Chair. A Year of Impact 2025 | 11
IN THE HOSPITAL
The eICU: Nearly 20 Years of Innovation at UMass Memorial When UMass Memorial launched our electronic intensive care unit (eICU) in 2006, the idea was revolutionary: could clinicians care for critically ill patients from a digital hub miles away? Now, in 2025, nearly two decades later, the answer is clear. “We’re now monitoring about 150 ICU beds 24/7/365,” said Eric Cucchi, Operations Director of the eICU Support Center. “Boardcertified intensivists, advanced practice providers, pharmacists and digital hub assistants all work together to support bedside teams.” The eICU started off at UMass Memorial Medical Center’s Memorial Campus and quickly grew. By 2007, it covered ICUs across the Medical Center and later extended to community hospitals like Marlborough Hospital and Milford Regional Medical Center. Today, the eICU also supports hospitals that are not part of the UMass Memorial Health system, including Heywood Hospital in Gardner and Tobey Hospital in Wareham. The impact is real. Eric recalled one patient who had overdosed on an antidepressant at Marlborough Hospital. “She went into
eICU caregivers at their work stations, located in our Digital Hub.
12 | A Year of Impact 2025
cardiac arrest multiple times. From the eICU, we led CPR efforts, coordinated with toxicology, helped obtain a rarely used medication called intralipid, and activated our extracorporeal membrane oxygenation team at the Medical Center. Working together with the bedside team, we stabilized her safely.” This year, the eICU completed a major technology upgrade. Every ICU bed is now equipped with high-definition cameras and digital tools that allow seamless, secure communication. “Nurses can text a family member a secure link so they can join their loved one’s room virtually,” explained Eric. “We can instantly bring in interpreters or even consult a neurosurgeon from their home. The system gives us tremendous flexibility.”
The eICU also ensures consistent, preventive care. Continuous monitoring helps teams remove central lines at the right time to reduce infection risk, provide proper blood clot prevention, and identify complications before they become critical. Independent studies confirm the results: lower mortality, shorter ICU stays and safer recoveries. Traditionally, the eICU has been reactive — responding when a patient deteriorates. The next frontier is prediction. “We’re upgrading systems to make millions of data points actionable,” Eric said. “By using AI and predictive analytics, we can intervene earlier, keeping patients safer and improving outcomes. The more proactive we are, the better our patients do.” •
IN THE HOSPITAL
KATE AI: A New Partner in Emergency Triage Triaging — assessing where patients go and how quickly they are seen — is one of the most critical decisions an emergency nurse makes. When Ken Shanahan, MSN, RN, CCRN, Senior Director of Emergency Medicine and Behavioral Health, joined UMass Memorial Health after the first COVID-19 wave, nurses were facing overcrowding, staff shortages and boarding crises. A solution to help: a pilot of KATE AI, a machine-learning tool built into Epic. It works quietly in the background, reads nurses’ notes, spots potential errors and suggests when a patient may need urgent care quickly. In a case of sepsis, for example, KATE AI analyzes nearly 200 indicators to identify at-risk patients before lab results arrive, allowing treatment to start sooner. In 2025, UMass Memorial expanded KATE AI to five more of our hospital emergency departments, bringing the total to seven — to enhance patient safety, optimize efficiency and support frontline nurses. This expansion builds on the successful pilot program launched in February 2023 at UMass Memorial Medical Center “If we didn’t tell anyone it was there, you wouldn’t even know,” Ken said of the KATE AI software. “But when KATE disagrees, it pops up with the probability and explains why.” On day one KATE AI showed its value by flagging an undiagnosed issue, alerting a nurse to quickly shift course. Since then, it has continued to improve our assessment process: offering alternative assessments about particular patients when needed and validating staff decisions on complex cases. “Nine times out of ten, KATE agrees with the nurse,” Ken said. “But when it doesn’t, its perspective can help improve clinical decisions.” Regarding this year’s successful expansion across the system, Ken noted that with hospital closures and federal changes, emergency departments remain a critical access point. “Improving flow and accuracy is critical for the success of emergency departments (EDs) in this country,” he said. By creating smoother patient flow, KATE AI also helps reduce wait times — a significant challenge in Massachusetts, one of the states with the highest ED visit rates. •
A Year of Impact 2025 | 13
IN THE HOSPITAL
An Innovative Approach to Suicide Prevention: The Jaspr Trial at UMass Memorial Health Every minute in the Emergency Department (ED) counts for patients in crisis — and the right tools, backed by research, can save lives. This mindset drives the partnership between UMass Memorial Health and UMass Chan Medical School, where evidence becomes action to improve patient and family care.
personalized safety plans, identify coping strategies and connect to resources, guided by videos from people who have faced similar struggles. Clinicians review these plans, add them to the medical record and ensure they support treatment. Patients leave with a copy and can access it later through MyChart, extending care well beyond the ED visit.
The Medical School designs studies and analyzes outcomes, while our clinicians implement related interventions in real time. One urgent challenge is providing timely support for patients with suicidal thoughts.
“Because patients wait so long in many EDs, we try to integrate Jaspr into the care pathway as early as possible so they’re not just sitting around doing nothing,” said Edwin Boudreaux, PhD, Executive Vice Chair of Research in the Department of Emergency Medicine.
Early in 2025, a randomized clinical trial of Jaspr, a tablet-based suicide-prevention tool, was launched in the EDs of UMass Memorial Medical Center’s University Campus, UMass Memorial Health – HealthAllianceClinton Hospital, and UMass Memorial Health – Marlborough Hospital.
“Jaspr’s a good tool at your fingertips, and that’s the most important part once they leave here,” Jemima added. “If I can just pull up my phone and say, OK, these are the resources I have immediately. This is my safety plan. That can save a life. I don’t have to wait until I get to the ED to wait hours to see a provider before I start to breathe again. I can start breathing while I look at my resources.”
“Suicide is a growing problem, especially as mental health services decrease,” said Jemima Amankwah, RN, Nursing Manager for Emergency Mental Health at the Medical Center. On a Thursday morning in September, she counted 26 behavioral health patients, six with suicidal thoughts. Jaspr gives patients something powerful: a sense of control. Using these tablets, patients can create
Next steps include analyzing results and expanding Jaspr across the other UMass Memorial Health EDs. Beyond helping people in crisis, Jaspr frees up ED space, supports doctors and nurses, and strengthens community resources. By putting research into practice, this partnership is saving lives and creating a model that other communities can follow. •
Shared Stories
Comfort and Skills
Suicide Status Interview
Takeaway Kit
Hear the stories of other people who have experienced feeling suicidal
Answer questions about what you are going through to help you get the help you need.
14 | A Year of Impact 2025
This area has things that could help you feel better and make waiting easier.
Save your favorite activities and your plan so you stay safe after you leave.
CARE AT HOME
Members of the Mobile Integrated Health team at the ambulance bay at UMass Memorial Medical Center – University Campus. From left to right: Norman Soucie, Laurel O’Connor, MD, and Julie Inzerillo (Photo credit: Matt Wright Photography).
Mobile Integrated Health: Redefining Where Care Happens During the height of the pandemic, UMass Memorial Health patients spilled into hallways, waiting rooms and any available space. Our hospitals no longer had the brick-and-mortar capacity to keep pace, and emergency departments (EDs) ran beyond their limits. Patients experienced long waits in crowded, stressful conditions, while staff worked tirelessly to deliver care. Laurel O’Connor, MD, an emergency physician and the Mobile Integrated Health (MIH) Program’s Medical Director, saw the strain firsthand. “We needed a new way to get care to people,” she said. That urgency sparked the June 2021 launch of the MIH Program, which brings acute, preventive and post-acute care directly into patients’ homes. With MIH, trained community paramedics, supervised by physicians, deliver care once reserved for the ED. They treat infections, breathing problems, and injuries, check medications, and follow up after hospitalizations, all from the comfort of the patient’s home. The model is working. Now, in 2025, MIH has grown to six full-time paramedics, and the team has cared for more than 2,200 patients since it started. “Ninety-four percent of our patients are treated at home and don’t use the ED within 72 hours,” said Dr. O’Connor. Paramedics also spot issues a clinic visit might miss such as unsafe housing, missing prescriptions or food
insecurity. One patient, for example, was taking three separate doses of the same medication while missing others entirely. Paramedics corrected the list, removed outdated pills and prevented dangerous errors. In the summer of 2025, MIH received a $750,000 grant from MassHealth to expand into group homes for people with disabilities. Paramedics are receiving specialized training to provide safe, high-quality care on site. Dr. O’Connor sees this as an urgent need and a chance to build the case for sustainable funding: “If a patient living in a group home has to go to the ED, a staff member has to leave with them, she said. “By treating patients where they live, we can save resources and deliver far more patient-centered care.” “There’s no doubt that we have the most sophisticated MIH program in the state, and probably beyond,” she added. “We do blood transfusions, administer medications, and provide mobile imaging. We also manage acute illnesses, preventive care, post-op visits — anything patients need at home.” Looking ahead, Dr. O’Connor envisions MIH expanding into schools, clinics, and community sites, bringing vaccines, screenings, and preventive care directly to where people live and gather. The team is also developing methods to deliver high-risk leukemia and lymphoma therapies entirely at home, creating a future where hospital walls no longer define the limits of care. •
A Year of Impact 2025 | 15
CARE AT HOME
The Digital Health Clinic: A Watershed Year Launched in 2023, UMass Memorial Health’s Digital Health Clinic — also known as Remote Patient Monitoring — is transforming care for patients with heart failure, chronic obstructive pulmonary disease (COPD), diabetes, and other chronic illnesses by using devices that track weight, blood pressure, oxygen levels, and more. Care teams review the data daily and intervene early when needed.
department (ED) visits lowers costs and improves outcomes, two crucial advantages for the health system.
“Our goal is to provide an outpatient digital solution for chronic illness,” said John Broach, MD, Director, Division of Emergency Medical Services and Disaster Management, UMass Memorial Health. “We’ve worked hard to remove the barriers that made these programs difficult in the past such as complex billing, confusing data, broken devices. For doctors, it’s now the ‘easy button.’ They get what they need without dealing with vendors or technical issues. It just works.”
“Today, with about 1,500 patients enrolled, we can start to show statistically significant improvements in outcomes,” said Dr. Broach. He cited the clinic’s roots in the pandemic when UMass Memorial led mobile vaccination efforts and early remote monitoring. “It was about meeting patients where they were. Now, we have the technology, scale and data to do that sustainably.”
“Our goal is to provide an outpatient digital solution for chronic illness. We’ve worked hard to remove the barriers that made these programs difficult in the past.”
The model has already shown impact. “With our heart failure population, for example, we see patients in the hospital and send them home with all the devices they need,” noted Dr. Broach. “The first week after discharge is critical, and monitoring closely has helped prevent readmissions.” Caitlin McEachern, Director of Digital Health Business Operations, explained that patients feel safer knowing someone is keeping an eye on them. “We’re not just collecting numbers; we’re keeping patients healthier at home.” She added that across UMass Memorial Health, reducing avoidable hospitalizations and emergency 16 | A Year of Impact 2025
The first two years focused on building infrastructure, enrolling patients and ensuring the Digital Health Clinic could work. In 2025, the program reached a turning point from pilot and promise to proof and published papers.
The system’s remote patient monitoring program was inspired by a similar program at UMass Memorial Health – Harrington Hospital that has been enormously successful. “Through a partnership with Brook Health, Remote Patient Monitoring has enhanced patient quality of life while improving compliance with key metrics such as A1C control, blood pressure and weight management,” said Ed Moore, President of Harrington. “At Harrington, where over 900 patients are enrolled, it has significantly reduced ED visits and hospital readmissions for heart failure. Additionally, in collaboration with primary care, cardiology and nephrology teams, we’ve seen higher patient engagement scores. The program is a critical part of our strategy to keep our community healthier while reducing reliance on ED and inpatient services.” •
CARE AT HOME
Prescriptions Delivered, Patients Supported: UMass Memorial’s Home Delivery Pharmacy UMass Memorial Health’s Prescriptions Direct Program delivers medications — and peace of mind — straight to patients’ doors. As an organization, meeting the pharmacy and prescription needs of our patients in a more convenient way has been a longheld goal. When several pharmacies closed in the greater Worcester area, that need became even more urgent, leading to the launch of our home delivery service in March 2025. “Patients love having prescriptions delivered to their homes, and providers appreciate the continuity of care,” said Jackie Breeds, Director of Retail Pharmacy Services, UMass Memorial Medical Center. For one patient in rural Barre — 22 miles northwest of Worcester — there were no nearby options after local pharmacies closed. Prescriptions Direct now delivers all his medications to his home, keeping care within our system, and this is just one of many examples of how we’re helping in pharmacy deserts [a community with limited or no access to a pharmacy].” By September 2025, the program was filling 150 to180 prescriptions a day. Pharmacists provide refill reminders, answer questions during business hours and ensure weekend access through our retail pharmacies.
“With a clear need and an outstanding team, the program moved from business plan to first prescription in just 18 months,” said Dave Mangan, Chief Pharmacy Officer at UMass Memorial Medical Center. The service benefits older adults, rural residents and patients with complex needs, while easing the workload on our specialty pharmacy so it can focus on unique therapies. In the fall, operations expanded to a permanent facility, which is phasing in automation that will serve patients even more efficiently. Prescriptions Direct also works with UMass Memorial’s Advanced Therapeutics program, supporting patients with weight loss and cardiometabolic conditions while allowing pharmacists to monitor outcomes closely. Initially focused on the Medical Center, in the future, Prescriptions Direct will continue adding patients and providers throughout the UMass Memorial Health system as well as employees. “Being able to reach patients in pharmacy deserts has been a nice benefit we hadn’t fully anticipated,” added Dave. “Prescriptions Direct is now a key asset helping us provide better patient care.” •
A Year of Impact 2025 | 17
CARE AT HOME
Advanced Therapeutics Program: Transforming Access to Life-Changing Care Thanks to the Advanced Therapeutics (ATRx) Program, UMass Memorial Health patients can more easily access lifesaving treatments that require specialist oversight, are hard to obtain and can be hard to access due to cost, insurance rules and limited availability. “We know a lot of patients could benefit from life-changing therapies, but getting in to see a specialist can be a challenge,” said Michael Hyder, MD, MPH, Associate Professor of Medicine and Clinical Chief, Pharmacotherapies. “The ATRx program was created to bridge that gap and bring advanced treatments directly to patients through expert virtual care.” The program currently focuses on cardiometabolic diseases, including high cholesterol, diabetes, kidney disease, and obesity-related weight loss. Since its launch in April 2023, ATRx has grown to serve more than 3,500 patients across the system who have collectively lost more than 50,000 pounds. This weight loss helps to improve blood sugar, sleep apnea, cholesterol, and kidney function. Patients remain on therapy more than 98% of the time, well above national averages. “Our team co-manages patients with their primary care providers,” said Dr. Hyder. “This allows primary care doctors to focus on patients, not paperwork. We handle the logistics, insurance hurdles and keep patients on track.” Virtual care also helps patients who face transportation or mobility challenges, with most appointments scheduled within 10 days of referral. The team includes nurse practitioners, pharmacists, pharmacy liaisons, and specialists in cardiology, endocrinology, nephrology, liver disease, and weight management who meet weekly to coordinate each patient’s care. “When the whole team talks through a patient’s case, we don’t just prescribe a drug; we build a plan that fits their life,” Dr. Hyder said. He also emphasized the program’s population-level impact: “By treating these diseases across the community: improving diabetes, kidney function, and reducing heart attacks and strokes, we’ll see fewer hospital admissions and improved health outcomes overall.” “This program is about equity as much as it’s about innovation,” Dr. Hyder added. “Advanced therapies don’t have to be out of reach. With the right model, they can — and should — be standard care.” The program now partners with more than 200 referring providers, including external practices across the Commonwealth. Eric Dickson, MD, President and Chief Executive Officer, UMass Memorial Health, is excited for the success of the ATRx program. “Launching this program has been one of the best decisions we’ve made,” he said. “It helps patients access the treatments they need more easily, supports better health outcomes and reduces costs along the way.” • 18 | A Year of Impact 2025
Sandy Aiello, nurse practitioner, and Michael Hyder, MD, who work together closely on the ATRx program.
CARE AT HOME
Subacute Rehab at Home (SARAH): Redefining Recovery In 2025, UMass Memorial Health advanced home-based care through our Subacute Rehab at Home (SARAH) program, a state-funded pilot for patients who would otherwise be discharged to a skilled nursing facility (SNF). SARAH builds on the success of our Hospital at Home Program, which cares for patients requiring acute care services. SARAH focuses on patients recovering from surgery, injury or illness. “Patients love being at home,” said Wendy Mitchell, MD, Medical Director of the UMass Memorial program. “They sleep better, feel more comfortable and therapy is tailored to their environment — managing stairs, getting in and out of the shower, or maneuvering a walker in their own bathroom. It just makes sense.” Launched in August 2024, SARAH operates as part of a state-sponsored, randomized, controlled clinical trial led by UMass Chan Medical School. Hospital and research staff identify eligible patients, who, if they consent to participate, are then randomized either to traditional SNF rehab or to SARAH. Patients in SARAH typically spend 10 to 14 days receiving daily physical and occupational therapy, with skilled nursing visits in person or virtually as needed.
“In the hospital, care happens on the team’s schedule, on their turf. In the home, we’re the guests. Patients ask more questions, they feel heard, and they feel cared for.”
SARAH actively involves caregivers and addresses social and environmental factors that affect recovery. “There’s nothing better than medication reconciliation in the home,” Dr. Mitchell said. “You see the reality — patients taking expired meds or family members’ meds — and you can correct it right on the spot.” Patients and families report feeling empowered and supported. “In the hospital, care happens on the team’s schedule, on their turf. In the home, we’re the guests. Patients ask more questions, they feel heard and they feel cared for,” she added. As the trial continues through 2026, our team aims to show that subacute rehab at home can match or surpass facility-based outcomes, provide a healing environment that patients and families prefer, while helping our hospitals manage capacity. •
A Year of Impact 2025 | 19
CARE AT HOME
Lisa Deboise, registered nurse, helps a Hospital at Home patient in their home.
Healing at Home: The Future of Hospital Care When patients need hospital-level care, they don’t expect it at home. But at UMass Memorial Health, that’s exactly where some of our sickest patients are successfully healing.
“Studies show that hospital-at-home programs improve patient outcomes and increase patient satisfaction. Patients can get better sleep and experience fewer disruptions at home, which helps the healing process.”
Launched in August 2021, our Hospital at Home Program — led by Constantinos “Taki” Michaelidis, MD, Medical Director of the Program, which is based at UMass Memorial Medical Center — blends advanced technology, remote monitoring and hands-on nursing and paramedicine.
The impact is undeniable. Today, the program is bringing hospital-level care directly into patients’ homes across Central Massachusetts. While most patients are in Worcester, the program is already reaching surrounding communities — and with further regulatory certainty from Congress — hopes to expand the program further into the community.
Four years later — patients are experiencing faster recovery, fewer complications and what Eric Alper, MD, Senior Vice President, Chief Quality Officer and Chief Informatics Officer, UMass Memorial Health, calls “offthe-charts” patient satisfaction. “If we can have patients recover from the comfort of their own home, then it’s a win,” said Dr. Michaelidis. 20 | A Year of Impact 2025
“Over the past four years, we’ve avoided greater than 20,000 hospital bed days,” Dr. Alper noted. “That’s like freeing up 50 beds for an entire year, beds that patients who truly need them can use.” Patients benefit in other ways, too: they stay active, avoid hospital-acquired infections and recover more quickly.
CARE AT HOME
“Over the past four years, we’ve avoided greater than 20,000 hospital bed days,” Dr. Alper noted. “That’s like freeing up 50 beds for an entire year, beds that patients who truly need them can use.”
“The average age of our patients is 65,” said Dr. Michaelidis. “Facilities caring for geriatric populations might send 15 to 20% of patients to skilled nursing facilities, but we’re sending about 2%.” The program has also reignited purpose for caregivers. “Our nurses feel like they’ve rediscovered why they went into health care.” said Dr. Alper. “They provide advanced medical care, but they’re also welcomed into homes, greeted by dogs and embraced by families. It’s deeply rewarding.”
Being in patients’ homes also reveals social realities hospitals rarely see. “Sometimes, the most powerful assessment comes from looking in the fridge,” Dr. Alper explained. “What’s there — or missing — guides us in connecting patients with food, medications and social services that reduce readmissions.” Looking ahead, a five-year federal waiver could make hospitalat-home models more widely available. “Patients and families are increasingly demanding these programs,” said Dr. Michaelidis.
The Hospital at Home team at their headquarters in Worcester.
“We’ll see more health systems offering care at home, and existing programs expanding the range of services. It’s the future of care that’s personal, high-quality and digitally enabled.” UMass Memorial’s Hospital at Home Program proves hospitals aren’t just buildings. With innovation, compassion, and technology, care can thrive anywhere — even at a patient’s kitchen table. •
A Year of Impact 2025 | 21
OUR COMMUNITY
All Five UMass Memorial Hospitals Earn Prestigious Health Equity Certification In 2025, UMass Memorial hospitals achieved a landmark milestone: all five of our hospitals — Harrington Hospital, HealthAlliance-Clinton Hospital, Marlborough Hospital, Milford Regional Medical Center, and UMass Memorial Medical Center — earned the Joint Commission’s Excellent Health Outcomes for All Certification.
Each hospital underwent a rigorous review of their inpatient and emergency departments. The Joint Commission assessed:
This advanced certification recognizes hospitals that demonstrate a strategic commitment to health equity and patient safety. It evaluates how acute care hospitals implement policies, processes, and procedures to ensure that every patient receives equitable, high-quality care, regardless of background, identity, or circumstance. This milestone reflects the sustained efforts of caregivers, leaders and community partners across our system. It also supports our participation in the MassHealth Hospital Quality and Equity Incentive Program, which rewards hospitals for reducing health disparities and improving outcomes.
Identification of health equity leaders Communication with patients with Limited English Proficiency and communication disabilities Accommodation for patients with disabilities Screening and follow-up for Social Drivers of Health Processes to address discrimination and bias Use of stratified quality and safety data to identify disparities and drive improvement
22 | A Year of Impact 2025
“We’re proud to be part of a system that leads with purpose and cares for the whole person — acknowledging that social factors, culture and language impact patient experience and health care outcomes.”
“This certification is more than a badge — it’s a reflection of our values,” said Eric Alper, MD, Senior Vice President, Chief Quality Officer and Chief Informatics Officer, UMass Memorial Health. “We’re proud to be part of a system that leads with purpose and cares for the whole person — acknowledging that social factors, culture and language impact patient experience and health care outcomes.” With all five hospitals certified, UMass Memorial joins a select group of health systems helping Massachusetts become one of the first states to achieve full certification under this program. This accomplishment underscores our unwavering commitment to health equity — and to delivering excellent outcomes for all. •
OUR COMMUNITY
Reducing Screening Disparities for Social Drivers of Health At UMass Memorial Health, we screen our patients for Social Drivers of Health (SDOH) to identify and address factors that impact patients’ overall wellbeing, such as housing, food security and access to care. SDOH screening at UMass Memorial began in 2024, and early results showed a disparity of screening rates between white patients and patients of color. In fiscal year 2025, our Health Equity True North project team set out to reduce this gap. By addressing the screening gap, health systems like ours aim to ensure that everyone benefits equitably. This focused effort supports lasting health equity, allowing us to help where disparities persist and improve outcomes for those most affected by social and economic challenges. A multidisciplinary team of caregivers, practice managers and health equity leaders led the initiative. Fifteen of our primary care practices were prioritized for more focused interventions, supported by systemwide efforts to ensure changes were sustainable. These interventions included one-on-one discussions with
practice managers and physician champions, dedicated training sessions, and sharing ideas from high-performing practices. Thanks to the hard, thoughtful work by our teams, by the end of FY25, we had reduced the racial gap in the SDOH screening gap by 30%. Two practices stood out for their efforts throughout the year: Winthrop Street Internal Medicine and Pediatric Primary Care-Benedict. These practices embraced the challenge and implemented several strategies for improvement, including conducting reviews of their current workflows, providing refresher trainings for staff, and even engaging a Unit Based Team, a voluntary group of managers and frontline staff who work on process improvement projects to implement change for their department. “Our efforts to reduce the screening gap will continue through the implementation of innovative and effective interventions across the system,” said Arvin Garg, MD, MPH, Associate Chief Quality Officer for Health Equity at UMass Memorial Health. “SDOH screening is essential to advancing health equity by addressing unmet basic needs which we know are intrinsically linked to our patients’ health outcomes.” •
A Year of Impact 2025 | 23
OUR COMMUNITY
Community Benefits Impact in 2025 In 2025, through targeted Community Benefits programs, our hospitals focused on the most urgent issues in their areas and developed creative public health solutions. Teams worked closely with community partners and local organizations across Central Massachusetts — filling refrigerators, opening free care clinics, educating residents, and guiding families through health care enrollment. Rooted in equity and compassion, these connections are shaping a healthier future for the communities we serve. Harrington Hospital Harrington Community Benefits and Outreach team completed its triennial Community Health Needs Assessment. The team kept two Bridge Fridge and Community Closet sites running and supported residents at health screenings, educational seminars, and resource fairs. These programs provided immediate resources through education and outreach while continuing to build relationships to plan for future work. HealthAlliance-Clinton Hospital HealthAlliance-Clinton Hospital’s Community Benefits Department responded swiftly to the Nashoba Regional Medical Center closure this year by supporting access to care, transportation and addressing social drivers in the region. The team partnered with nonprofits
Top left: Celebrating the opening of the Marlborough Hospital Little Free Library. Bottom left: Harrington caregivers distributing information at a health fair. Middle: The Medical Center’s Ronald McDonald Care Mobile team. Top right: Local food pantry leaders at a forum hosted by Milford Regional. Bottom right: Caregivers from HealthAlliance-Clinton at the Johnny Appleseed Festival in Leominster providing comprehensive education on tobacco-related health risks. 24 | A Year of Impact 2025
to strengthen the local food system and supported the launch of a new free care clinic in Fitchburg. Through funding, infrastructure and leadership in regional transportation, they advanced health education and access. Grant-funded initiatives — from behavioral health to playgrounds — also came to life, and leadership remains engaged across community boards. Marlborough Hospital The Marlborough Hospital Community Benefits department expanded community partnerships and addressed local needs through wellness fairs, healthy aging education, Narcan training, and the establishment of a Little Free Library. The team organized school supply drives, supported food insecurity efforts, donated to Fresh Start Furniture Bank, and helped families enroll in MassHealth and Commonwealth Connector to increase health care access for vulnerable residents in Marlborough and Hudson. Medical Center The Medical Center’s Ronald McDonald Care Mobile brought medical services to refugee and migrant families throughout Central Massachusetts, especially when emergency shelters closed. A Community of Practice
OUR COMMUNITY
was established with organizations funded through our North Pavilion Determination of Need grants, fostering collective learning and problemsolving. An International Overdose Awareness Day event honored lives lost and provided prevention and treatment resources to attendees. Milford Regional Early in the year, Milford Regional leaders finalized a strategic implementation plan to address health priorities identified in the 2024 Community Health Needs Assessment — specifically mental health, food insecurity and access to care. The Community Benefits Committee partnered with Cornerstone of Milford for “The Dementia Experience,” expanded a free sunscreen program and sponsored a forum with local food pantry leaders. In addition, leadership participated in a radio interview to explain when using emergency care was appropriate. This effort aims to ease pressure on emergency department wait times and improve access to care in our region.
Looking Ahead In 2025, all UMass Memorial Community Benefits programs increased access to care, created stronger local partnerships, and expanded resources that improved health and quality of life across the region. In the coming year, we will continue to invest in programs that reduce barriers to care and advance health equity. We also plan to align some initiatives across our hospitals’ Community Benefits programs, focusing on similar topics but with different specifics depending on the needs of each community. We remain dedicated to forging partnerships, addressing health disparities and creating opportunities for healthier lives throughout Central Massachusetts and beyond. •
A Year of Impact 2025 | 25
OUR COMMUNITY
Dani Lewis and Marielle Vega of Growing Places at their new food processing center in Gardner, opened in part with investment support from HealthAlliance-Clinton Hospital.
Launching FEAST: Food Equity and Sustainable Transformation In 2025, UMass Memorial Health deepened our commitment to food equity by launching the Food Equity and Sustainable Transformation (FEAST) initiative. The program was shaped by over 130 community members across Worcester and north Worcester County who participated in “design days” to identify resources and gaps and co-create strategies to address food insecurity in our region. FEAST is built on the belief that those most affected should lead the change in creating an equitable regional food system. Community voices guided every step — shaping priorities, goals and strategies. Through this process, UMass Memorial aligned our internal resources with four strategic levers: infrastructure development, social and clinical care integration, policy and advocacy, and funding and investing. FEAST also strengthened relationships with regional food resources and grassroots organizations, highlighting the need to reduce barriers, build trust, listen deeply and invest in solutions that communities want. Looking ahead, FEAST will grow stronger through deep community partnerships. UMass Memorial will stay active with regional food organizations, publish annual impact reports and align policies with community-defined priorities. Next steps include investing in local food-related businesses and farmers through local food aggregators, expanding patient co-design of programs and advocating for laws that reflect people’s lived experience. By removing barriers and elevating the voices of those most affected, FEAST is helping build a food system rooted in equity, resilience and shared leadership. • 26 | A Year of Impact 2025
During 2025, FEAST laid the groundwork for several community-defined goals: Directing 10% of our food purchases to local, small and disadvantaged growers Committing to allocating 40% of our $1 million in community investments to food equityrelated projects, with implementation underway Engaging 100 patients to inform the design of food access programs and referrals through a collaborative process Advocating for federal Supplemental Nutrition Assistance Program policy improvements prioritized by local partners
OUR COMMUNITY
Community Healthlink Reopens Detox Services for Central Massachusetts In 2025, Community Healthlink marked a major milestone with the reopening of its Acute Treatment Services (ATS) program — commonly known as “Detox.” As one of the only state-funded detox centers in Massachusetts, ATS is a lifeline for low-income, uninsured and underinsured individuals in our region who need immediate, medically monitored substance withdrawal management. ATS is the critical first step in Community Healthlink’s threeprogram continuum for substance use treatment, which also includes Clinical Stabilization Services and Transitional Support Services. With ATS back online, the full continuum is now open and operating at capacity for the first time since 2023, offering 24 beds for detox, 32 for stabilization, and 30 for transitional support.
The Massachusetts Department of Public Health’s Bureau of Substance Addiction Services recognized this achievement by granting ATS its full two-year license in October 2025, following a period of conditional operation. The impact of ATS extends far beyond immediate detox care. Through new collaborations and referral pathways within the UMass Memorial Health system, Community Healthlink connects clients to vital resources such as housing, health benefits and ongoing recovery support. Partnerships with programs like Harrington Addiction Immediate Care ensure that clients receiving medications for opioid use disorder have timely access to care throughout their recovery journey.
As Ashley Williams, Senior Director, Substance Use Continuum, Community Healthlink, shared, “The ATS program is often the first door someone walks through when they’re starting their recovery journey. By reopening Detox, we’re making sure no one facing addiction has to face it alone or go without care when they need it most.” Stephanie Manzi, Vice President, Substance Use Services, Community Healthlink, added, “Every overdose prevented represents a life saved and a family spared unimaginable pain. Our ATS program is one of the most effective tools we have in Central Massachusetts to stop those losses before they happen.” •
Since reopening in February, ATS has served more than 500 clients, addressing a serious community need at a time when such programs have been declining statewide.
Eric Daniels, Case Manager, ATS, speaks with Mercedes Davito, Program Director, ATS. A Year of Impact 2025 | 27
OUR PEOPLE
The Gift of Feedback: Employee Voices Matter This year, UMass Memorial Health once again conducted its caregiver survey — a survey that has been administered across the health system every two years or so since 2016 — in partnership with Press Ganey. “Every time we conduct this survey, we view feedback as a gift,” said Eric Dickson, MD, President and Chief Executive Officer at UMass Memorial Health. “It helps shape the work ahead to improve the quality and safety of our care, as well as the experience of our caregivers.” The 2025 Caregiver Survey — completed by 64% of employees over a threeweek period — focused on engagement, resilience, well-being, diversity and inclusion, safety culture and nursing excellence. Providers and non-providers completed versions tailored to their roles, helping the organization understand every part of the workforce. Third-party vendor Press Ganey conducted the survey to ensure anonymity and to keep individual responses confidential. UMass Memorial received only aggregate results at the system, entity and department levels.
4.04
/5.00
Caregiver Engagement Score Highly Engaged
32%
Engaged
40%
Neutral
22%
Disengaged
6%
The Results “We were delighted to receive an unprecedented 4.04 engagement score (out of 5) on the non-provider survey, placing us in the 80th percentile ranking compared with other New England organizations,” said Tod Wiesman, Chief Human Resources Officer at UMass Memorial Health. “By comparison, our 2022 Caregiver Survey engagement score was 3.78 — or 34th percentile (below the regional average) — so this marked a giant leap forward in caregiver engagement.” 28 | A Year of Impact 2025
80th Percentile Ranking vs other New England organizations
OUR PEOPLE “Understanding how employees feel about their workplace is vital to measuring engagement, safety and well-being efforts,” continued Tod, who champions this recurring survey as a guide for Human Resources and the organization as a whole. “As with every survey, we’ve learned from our caregivers where we’re doing well, as well as areas to improve.” The feedback from the caregiver survey showed significant progress. Compared to other health care organizations nationally, UMass Memorial saw the most improvements in staffing as a result of addressing a sizeable staffing gap following the pandemic; respect; and effective communication between work units. In addition, survey results revealed that the organization continues to see improved scores reported by caregivers feeling physically, mentally and emotionally healthy.
“These survey results reflect our caregivers’ dedication to their work, to each other and to our mission. With their input guiding our postsurvey action-planning plans, we will continue growing and improving to achieve our True North goal: to become the best place to give care and the best place to get care.”
The survey also identified several areas that need more focus: Recognition remains a priority, as some caregivers reported feeling less satisfied with the recognition they receive for their work since the last survey. Respect, while well improved since 2022, is an area that still needs focus. And while safety and quality scores have improved, delivering safe, error-free care to patients continues to be a priority, too. 20,000 Voices Strong, Paving What’s Next Senior leaders, managers, and caregivers received the survey results. Managers learned how to access and interpret their results, compare them with the previous survey, and communicate the findings clearly to their teams. Then together, with their teams, they will create action plans to strengthen areas that need improvement. “This process reflects our practical approach to improvement, starting with our own teams and the things we most want to change,” Tod explained. “We’re incredibly proud of our 20,000 caregivers, and the ongoing feedback they share to help UMass Memorial Health provide the best possible experiences for both caregivers and patients,” said Dr. Dickson. “These survey results reflect our caregivers’ dedication to their work, to each other and to our mission. With their input guiding our post-survey actionplanning plans, we will continue growing and improving to achieve our True North goal: to become the best place to give care and the best place to get care.” •
3.87
3.87
2016
2018
3.95
2020
4.04 3.78
2022
2025
Total Overall Engagement Scores Over the Years A Year of Impact 2025 | 29
OUR PEOPLE
2025 WINNERS Unit Based Team (UBT) of the Year Recognizes excellence in innovation, collaboration and the strength of the labor– management partnership in driving measurable, positive change within a department. Innovators of the Year celebration at Mechanics Hall in Worcester.
Celebrating 10 Years of Innovators at UMass Memorial Health For 10 years, UMass Memorial Health’s Innovators of the Year Program has celebrated thinkers, builders and problem-solvers who turn bold ideas into better service and care. Throughout the decade, these caregivers have transformed workflows, enhanced patient care and launched new services. The Legacy of Innovation is Stronger than Ever In the early years, the Innovators of the Year Program was part of the broader Champions of Excellence Program, which recognized teams for effective communication and innovative ideas brought to fruition. Over time, the program has grown into a systemwide celebration featuring virtual winner reveals, live events at team locations, and special recognition awards for major projects and exceptional ideas. In April, UMass Memorial Health celebrated nominees and winners from across the system at Mechanics Hall in Worcester.
30 | A Year of Impact 2025
Winner: UMass Memorial Medical Center Diabetes Clinic UBT Team
Idea/Team of the Year With high demand to print and stuff letters for patients with actionable findings on scans, the team came up with a plan to improve time and efficiency. By implementing direct contact via telephone and purchasing a letter stuffing machine, they reduced three-quarters of a full time employee. Winner: UMass Memorial Health Actionable Findings Team: Letter Process Improvement Idea
OUR PEOPLE
Project of the Year Each lab has been using different equipment, reagents and reference rates for lab tests. By standardizing these things across all labs, they obtained better pricing and maintenance costs while also improving consistency with the same reference rates. Winner: UMass Memorial Medical Center Core Lab Team: Chemistry Lab Standardization Project
Leaders of the Year Recognizes leaders who champion continuous improvement and model a culture of innovation through both words and actions. These individuals create an environment where every caregiver is empowered to contribute, ideas are welcomed and valued, and the impact of strong team performance is clearly visible.
Winners: Philip Baldyga, Director of Systems Administration and Operations, UMass Memorial Health Jaime Caron, Senior Director of Inpatient Care, UMass Memorial Medical Center Amy Harrington, MD, Vice Chair of Adult Outpatient Services, UMass Memorial Medical Group Carie Miele, Program Director Supervisor, UMass Memorial Health – Community Healthlink Kristie Reed, Director of Pharmacy, UMass Memorial Health – Harrington Amy Roux, Supervisor Rehabilitation, UMass Memorial Health – HealthAlliance-Clinton Hospital Christine Thuot, Supervisor of Women’s Imaging Center, UMass Memorial Health – Marlborough Hospital •
UMatter Recognition Portal Going Strong! At UMass Memorial Health, great work gets noticed — whether it’s for going above and beyond, showing exceptional teamwork, or consistently delivering strong results. Study after study shows that a culture of recognition increases engagement, reinforces commitment, and helps attract and retain talented caregivers. In 2025, UMass Memorial Health introduced UMatter, a systemwide online platform to make it easier to celebrate caregivers. UMatter empowers colleagues to recognize each other for demonstrating our core values and contributing to the health system’s success. In four months, caregivers have sent more than 17,000 recognitions — and they keep coming! UMatter gives caregivers a simple, fun way to recognize fellow caregivers, celebrate milestones like birthdays and work anniversaries, and provide or receive awards. UMatter is colorful, engaging and easy to use. It allows caregivers to give and receive recognition as well as follow and react to recognitions from across the entire system. “Innovation and recognition are at the heart of our culture and help inspire each of us to grow, improve, and make a meaningful impact,” said Eric Dickson, MD, President and Chief Executive Officer, UMass Memorial Health. •
A Year of Impact 2025 | 31
OUR PEOPLE
Everyone, Everyday: The Culture at UMass Memorial Health At UMass Memorial Health facilities, caregivers greet patients and visitors with smiles, and posters of friendly faces extend that welcome. These posters and installations do more than brighten the walls — they tell the stories of our dedicated caregivers. Health care is a team effort: Everyone is a caregiver Some posters include the UMass Memorial credo: “Everyone in the UMass Memorial Health system has something in common: We are all caregivers. Working together. Supporting one another. Contributing to our communities. And improving the health and lives of the people who count on us … every day.”
UMass Memorial’s Chief Human Resources Officer, Tod Wiesman, said the notion that “everyone is a caregiver” comes from the research done with caregivers leading up to the launch of the 2016 Everyone, Everyday campaign, a partnership between Human Resources, Marketing and Communications, and clinical departments. “Before that campaign, our organization was experiencing financial challenges, and relationships between our unions and management teams were strained,” said Tod. “Caregiver engagement survey results revealed a very clear message: caregivers wanted to feel heard, have their ideas considered, and participate in acting on them.” Aligning the workforce as one system, toward one common goal
“It’s so heartwarming to get to know our caregivers through these stories, learn what led them here, and what keeps them coming to work every day.”
32 | A Year of Impact 2025
Employee engagement survey results laid the foundation for an internal campaign to recognize employees and their contributions. “The timing of this campaign coincided with our President and CEO, Eric Dickson’s newly developed long-term vision, or ‘True North’ goal: to become the best place to give care and the best place to get care,” said Victoria McCandless, Chief of Staff and System CEO Communications Officer. “Foundational to this vision was our people, and the notion that it would take everyone, every day to help us get there.”
OUR PEOPLE As the campaign continued, the Everyone, Everyday message, along with a strong focus on recognizing and supporting employees, became a natural part of UMass Memorial’s workplace culture.
“It’s so heartwarming to get to know our caregivers through these stories, learn what led them here, and what keeps them coming to work every day,” said Johanna. “It reminds us all why we work in health care.”
In May 2025, the latest phase of the campaign featured 25 caregivers in various roles and locations across the health system — through a short video, posterboard installations, and other communications. Leading these efforts was Johanna Webb, Director of Marketing at UMass Memorial Health, who said, “We had two specific goals: (1) to remind our workforce what it means to be a caregiver at UMass Memorial Health; and (2) to remember that we are all connected as one integrated health care system working toward a common goal: to improve the health and lives of the communities we serve.”
Elevating and empowering employees through recognition
A video series, Reel Caregivers, shared internally and externally since May, continues to highlight why UMass Memorial Health caregivers love what they do and the difference they make for patients, clients, and each other.
Since the launch of the Everyone, Everyday campaign nearly 10 years ago, the workplace culture at UMass Memorial Health has evolved significantly. Every phase of the Everyone, Everyday campaign has included an important recognition component. Any caregiver can recognize a colleague, and managers can recognize their team members, through an Everyone, Everyday award. “We value the power of recognition and its impact on retention, on our caregiver experience, and in turn, on our patients’ experience,” said Tod. “Everyone, Everyday is more than a campaign — it’s who we are, and what we stand for. We are all caregivers.” •
Tod Wiesman proudly presenting our new Everyone, Everyday campaign at the UMass Memorial Health corporate offices.
A Year of Impact 2025 | 33
OUR PEOPLE
Workforce Development Helps Caregivers and Community Members Grow Their Careers It’s no secret that the health care workforce faces ongoing challenges, including widespread shortages worsened by the COVID-19 pandemic. These shortages lead to longer wait times for patients and contribute to health care workers leaving the field.
classroom education at Quinsigamond Community College, and clinical skills training at UMass Memorial Medical Center. In 2025, 31 caregivers and community members participated. The retention rates of this program are strong: with 73% of Cohort 1 still on the job at UMass Memorial Health at the one-year mark, 83% of Cohort 2 still working here at eight months, and 100% of Cohort 3 remaining on our team at four months after the program ended.
By providing career pathways, partnering with local organizations, and offering hands-on training, UMass Memorial Health is building a stronger workforce, helping caregivers thrive and ensuring patients receive high-quality care.
Our Medical Assistant Registered Apprenticeship program trains caregivers to become certified medical assistants. This is Central Massachusetts’ first health care-registered apprenticeship, and it partners with the SHARE union and Quinsigamond Community College. In FY25, 27 caregivers participated. Eleven months after completing the program, these caregivers also are choosing to stay with UMass Memorial with 80% of our first cohort still on board, and 93% of our second cohort still here after five months.
To address these critical needs, UMass Memorial Health has a workforce development team within the Human Resources department to help caregivers advance into vital roles, meet evolving workforce needs and promote equitable access to career pathways. Our workforce development programs offer a variety of benefits for caregivers and community members, including: •
Free training and education needed for career advancement
•
Part- or full-time employment and benefits
•
Paid learning time to gain new skills and knowledge
The Patient Care Technologist Pathway Program trains caregivers and community members to become patient care technologists (PCT) through job readiness support from the JVS Boston Healthcare Training Institute,
34 | A Year of Impact 2025
Our Frontline Scholars Program for Surgical Technologists supports caregivers returning to college to become surgical technologists. Over the last two years, the program has trained 19 caregivers. Seven caregivers passed the national exam and advanced to surgical technologist positions, while 12 continue to study. Our NextGen Workforce program provides summer jobs, cooperative education and internships for young adults exploring health care careers. In 2025, 24 high school students participated in a six-week summer jobs program that helps build the next generation of health care professionals. This year we also offered foundational courses to help caregivers build essential skills with courses such as Introduction to Health Care Careers, Workplace English, and U.S. Citizenship Interview Preparation. Over the last two years, 40 caregivers from 13 countries completed the nine-month Workplace English program (17 languages spoken). 93% of the first cohort of caregivers remain at UMass Memorial one year after graduation with two advancing to higher positions. Since UMass Memorial Health launched its workforce development efforts, more than 2,000 caregivers have
OUR PEOPLE
expressed interest in programs and courses, with 350 participating so far. By providing career pathways, partnering with local organizations, and offering hands-on training, UMass Memorial Health is building a stronger workforce, helping caregivers thrive and ensuring patients receive high-quality care. These workforce development initiatives are a cornerstone of our Anchor Mission — an ethos that guides us to align our resources for greater community impact and shared prosperity. One crucial pillar of our Anchor Mission is hiring. Our workforce development team’s work signifies the first phase in developing a robust pipeline of qualified staff, empowering local individuals to advance their careers within UMass Memorial and striving toward the goal of improving the long-term health and economic well-being of Central Massachusetts communities. •
Top: Graduates from our Frontline Scholars Program for Surgical Technologists program. Middle: Graduates in the first cohort of our Medical Assistant Registered Apprenticeship program. Bottom: Caregiver students from our Workplace English course. A Year of Impact 2025 | 35
UMass Memorial Health is the largest not-for-profit health care system in Central Massachusetts with more than 20,000 caregivers and more than 3,100 providers, many of whom are members of UMass Memorial Medical Group and Milford Regional Physician Group. We are the clinical partner of UMass Chan Medical School. Our comprehensive system includes UMass Memorial Medical Center, UMass Memorial Health – Harrington, UMass Memorial Health – HealthAlliance-Clinton Hospital, UMass Memorial Health – Milford Regional and UMass Memorial Health – Community Healthlink. Together, we impact every aspect of life in the region by making health and wellness services available to everyone, at the bedside, in the clinic or community, or even at home, advocating for social equality and providing economic stability and opportunity. There are many ways to heal. We pursue them all. Relentlessly. Visit www.ummhealth.org. Published January 2026