2009-2018 Workforce Strategic Plan

E xe c u t i ve S u m m a r y

B H Wo r k f o r c e o f t h e Fu t u r e

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 The Framework
2009-2018 Workforce Strategic Plan

Workforce A proactive process to ensure that the right people with the right competencies
Planning are in the right place, and at the right time, to accomplish the mission and vi-
sion of Baystate Health.
defined
Through this comprehensive planning process and integration with our current strategic planning
processes, we will reach our destination metric in 2015 which reads “employee a sufficient, stable
and talented workforce drawn from and reflective of the communities we serve”.

More specifically, this process would produce a written plan by May 2008 which would include:
♦ An integrated set of recommended strategies and associated costs
♦ A multi-year implementation plan
♦ An FY 09 Budget

Framework Assess
Anticipate Attract

HR Strategic Committee

Strengthen Engage

To facilitate the planning process, a comprehensive framework was followed. This framework was
endorsed the Board of Trustees & the President’s Cabinet. It was also reviewed and agreed to by the
Human Resources Strategic Committee.

In May of 2006, the President’s Cabinet approved the positions of Vice President, Workforce Plan-
ning, and Chief Diversity Officer, to guide the development and implementation of the workforce stra-
tegic plan.

Anticipate A process in which we determine and document Baystate Health’s workforce

needs over the next 10 years.
Over 115 leaders across the Baystate Health system were interviewed for their observations about
January 2007 —
our current workforce and future needs consistent with expected changes in services and technology.
March 2007
The result produced a comprehensive list of business and workforce strategy drivers, as well as the
identification of critical jobs over the next ten years.
Leadership Interviews

Workforce Strategy Team The identification of critical jobs was based on assessing projected workforce needs and shortages of
labor supply for the profession.
Human Resources
Workforce Strategy
Sub-group

External Consultant:
Towers Perrin, Inc.

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 Application of Framework and Development of Plan
2009-2018 Workforce Strategic Plan

Anticipate Key Findings

Workforce Drivers
January 2007 — ♦ An aging population and unhealthy lifestyles will require more inpatient care and outpatient ser-
March 2007 vices than we now have the capacity to deliver.
♦ Disease prevalence related to heart and vascular disease, cancer, neurological disease, obesity is
Leadership Interviews expected to rise as our population ages.
♦ Care delivery will be transformed based upon needed subspecialty care/services and due to new
Workforce Strategy Team information technology
Human Resources ♦ Work will need to be redesigned to support new models of care, resulting in the need for retraining
Workforce Strategy and redeployment of the workforce
Sub-group ♦ There will be greater specialization of skills.

External Consultant: ♦ Significant training and development will be required to keep up with changing skills and new tech-
Towers Perrin, Inc. nology.
♦ Local labor market may be insufficient and affect the ability to attract and retain talent.
♦ Greater workforce diversity will be required to meet changing population/patient diversity.
♦ A major issue will be the ability to replace aging workforce.

Assess Gather key workforce demographics and trends for the past 5 years, the current
year, and significant extrapolated projections over the next 10 years.

January 2007 — Internal Workforce Analysis Regular Staff

May 2007 ♦ Employee Demographic Data Age Distribution
♦ Vacancy Rates
Workforce Strategy Team ♦ Turnover 35%
♦ Retention/Transfer (internal) rates 30% “Retirement Zone”
Human Resources
Workforce Strategy ♦ EEO/AAP Data 25%
Employees

Sub-group ♦ Potential upcoming retirements 20%

♦ Unwanted exits, new hire turnover, 15%
External Consultant: new grad turnover
Towers Perrin, Inc. 10%
♦ Organizational movement, promotion
5%
rates, career mapping
0%
<25 25-34 35-44 45-54 55-64 65+

Risk Zone: 33% of employees are 50+ Years of Age

Average Tenure (by industry)

External Workforce Analysis
Industry N 10th 25th
Percentiles
Median 75th 90th Information gathered locally, regionally and
Banking 9 4.46 4.91 7.57 8.74 10.84 nationally
♦ Future Shortage Projections
Engineering /
Manufacturing 14 7.71 10.02 11.53 14.14 15.31
IT & Electronics 10 3.09 5.22 8.23 11.19 13.12 ♦ Demographic/Census information
Healthcare 32 5.84 6.57 8.15 9.6 11.01
Insurance 20 6.44 7.47 9.05 10.18 11.41 ♦ Rate people are entering occupations needed
Other Finance 8 2.7 3.26 5.73 7.24 8.89 in healthcare
♦ Availability of needed occupations
Pharmaceutical 5 3.59 3.76 5.27 9.37 9.52
Public Sector 21 8.08 9.42 11.94 13.7 14.44
Retail and Leisure 7 2.03 2.81 5.39 5.59 6.95
Services 5 3.09 3.98 7.56 9.6 10.95
Telecommunications 16 2.54 3.79 5.54 7.03 14.32
Utilities 16 13.18 14.8 16.69 17.35 18.65
*Source: Saratoga Institute

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 Application of Framework and Development of Plan
2009-2018 Workforce Strategic Plan

Assess Key Findings

continued
January 2007—
May 2007
Workforce Strategy Team
Human Resources
Workforce Strategy
Sub-group
External Consultant:
Towers Perrin, Inc.
Metropolitan Statistical
Area is a term used by the
U.S. Census for collecting
and publishing statistical
data for “a core area con-
taining a substantial popu-
lation nucleus, together
with adjacent communities
having a high degree of
economic and social inte-
gration with that core”. For
the Springfield MSA, the
data reflects all areas of
Hampden, Hampshire and
Franklin counties.
Internal Current State Analysis
♦ BMC employs the majority of Baystate Health’s employees, with about 65% of the workforce, fol-
lowed by BFMC and BMERF.
♦ Typical staffing mix is 76% full time and 24% part time.
♦ Nurses are the largest job type, representing about 22% of the workforce.
♦ Average age of employees is 44
♦ 33% of employees are age 50+
♦ 40% of employees have less than 5 years of service
♦ Ethnic diversity of BH healthcare workforce not consistent with diversity of patients and community
External Analysis
♦ Springfield Metropolitan Statistical Area (MSA):
♦ has an older healthcare workforce and population compared to other MSAs.
♦ has a less skilled workforce.
♦ has lower cost of labor.
♦ has lower cost of living.
♦ is more diverse than healthcare workers in MSA and at BH.
♦ State-wide shortages for key jobs more severe in MA & CT than rest of NE.
Internal Analysis based on BH workforce data as of January 1, 2007. External Analysis data comprised of
multiple sources of information as collected by Towers Perrin, Inc. in January 2007.

Anticipate Upon analysis of both the Assess & Anticipate reports, the following summarizes
the final workforce projections, based on the gap between projected workforce
& needs over the next 10 years and supply.
Assess
Workforce Projections
Summary of ♦ Baystate Health will need to hire approximately 10,900 full-time equivalent (FTE) employees — or
Workforce Projections 18,500 actual people — to meet growth forecasts over the next 10 years
♦ By 2012, 48% of the workforce will be comprised of new employees.
♦ By 2017, 70% of the workforce will be comprised of new employees.

Workforce Strategy Team

The following represents critical job categories for development of targeted strategies over the next
Human Resources 10 years:
Workforce Strategy
Sub-group Critical Job Categories (projected shortages)
External Consultant: ♦ Leadership / Management ♦ Mid-Levels (NP, PA) ♦ Social Workers
Towers Perrin, Inc.
♦ IT Exempt Staff ♦ Pharmacists ♦ Coders
♦ Physicians ♦ Technologists ♦ Entry-Level Patient Care Staff
♦ Registered Nurses ♦ Therapists

Job Categories with shifting skills sets identified due to technology

♦ Data Entry ♦ File Clerks ♦ Administrative & Clerical
♦ Engineering & Maintenance ♦ Call Center ♦ Transcription

Potential Job Categories reflecting new models of care/technology

♦ Interventional Technologists
(Radiology, Vascular &
Surgical)
♦ Clinical Informatics
(RN/IT Analysts)
♦ Care Navigators (Acute Care ♦ Hospitalists
RN, Home Care RN, Social ♦ Mid-Levels
Worker) ♦ Bi-Lingual Workers
♦ Pediatric & Adult Intensivists
♦ Laborists

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 Application of Framework and Development of Plan
2009-2018 Workforce Strategic Plan

Attract The final phase of the framework and plan development resulted in a list of best
practice strategies aimed at Attracting, Engaging & Strengthening our workforce.
Engage These strategies would help to develop the major workforce strategic priorities.
Strengthen Attract Internally & Externally through strategies that include:
♦ Succession Planning
♦ Flexible work schedules for employees to attend school
♦ Internship programs
♦ Appropriate training programs
♦ Appropriate tuition benefits
♦ Culture of internal promotion and growth
♦ Career Center
♦ Investment in older workers
♦ Competitive and flexible compensation and benefits programs
♦ Promoting diversity
♦ Enhancing community connections
♦ Employment Branding
♦ Strategic Partnerships (schools, state)
♦ “Plant a Seed” Programs

Engage employees through strategies focused on:

♦ Employer of Choice culture
♦ Employee satisfaction
♦ Entry-level satisfaction
♦ Leadership development
♦ Employee involvement

Strengthen the organization’s ability to meet workforce projections through commitment and invest-
ment in:
♦ Succession planning
♦ Leadership development
♦ Performance management
♦ Excellence in selection and interviewing
♦ Coaching and mentoring
♦ Employee training & development
♦ Opportunities and pathways for growth

Emerging Results of this intensive workforce planning process and all stages of the framework led to the devel-
opment of five major workforce strategies:
Strategies
1. Best in Class Recruitment Operations
2. Focus on Diversity
3. Assess and Align Compensation & Benefits
4. Focus on Employee Engagement/Retention (commitment, loyalty, satisfaction)
5. Grow our Own (based on workforce plan/needs)

The resulting strategies were then presented and approved by the President’s Cabinet and the Board
of Trustees of Baystate Health. The results were also presented for full review and acceptance by the
Human Resources Strategic Committee.
Through all stages of the previous planning process and for the remainder of this project, a compre-
hensive communications plan was utilized. Led by Paula S. Dennison, Senior Vice President, Human
Resources, and Jean Jackson, Vice President, Workforce Planning, the communications consisted of
several presentations, open forums and status updates to the following groups:
♦ Baystate Health Leadership Team
♦ Physician Leadership Team
♦ Entity Leadership Teams

With their support, the next phase of the workforce planning process kicked off with development of
the Workforce Design Teams in October of 2007 in order to develop the details of the multi-year plan.
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 Design of Workforce Strategies & Tactics
2009-2018 Workforce Strategic Plan

Baystate Health has a long history of involving employees in participatory pro-

Piloting jects. The design phase of the workforce planning process became a unique op-
Engagement portunity to explore and learn from engagement principles.

Best practice research strongly supports employee engagement as a leading factor in retention, moti-
vation and commitment, all of which are vital and desired characteristics of the future workforce.

The design of this project integrated the Model for Leading an Engaged Workforce with the goal of
creating learning in two key areas:
♦ Engagement of a broad leadership group representing a cross-section of approximately 75 or-
ganizational leaders personally selected by the Baystate Health Operations Team. The benefit
of this approach was to ensure active participation and input in support of the workforce plan. This
benefit was achieved through the design of 3 leadership retreats (two full days and one half day).
♦ Engagement of four Workforce Design Teams through application of specific leadership behav-
iors. Each of the four Workforce Design Teams were co-led by a Human Resources Vice President
and an Operational Vice President to ensure maximum relevance and expertise. The Teams were
staffed with 12-15 leaders and experts from Human Resources, finance, marketing & communica-
tions and other significant operational stakeholders.

Measuring the Success of the Engagement Model

Several assessment tools were used to measure the success of the engagement model through the
process. They included:
♦ Monthly survey of all design team members
♦ Evaluation forms for all leadership retreat participants
♦ Periodic group discussions of all co-leaders generating in experiential learning

Final engagement results will be summarized following the end of this process and integrated into the
organization’s major engagement initiative.

Charter & Four Workforce Design Teams were formed to review all analysis and projections
gathered, explore best practices, consider leadership direction-setting input and
Structure of develop final strategies and tactics to meet the 10 year projected workforce
Workforce needs.
Design The design teams were each chartered with developing a specific portion of the Workforce Plan:
Teams ♦ Grow Your Own: External Development
♦ Grow Your Own: Internal Development
Teams formed ♦ Engagement & Retention
October 2007 ♦ Compensation & Benefits

Two additional workforce strategies were addressed in a separate process:

♦ Diversity Baystate Health has recruited for and hired a Chief Diversity Officer who will be responsi-
ble for creating a team and set of workforce strategies and tactics on Diversity.
♦ Best in Class Recruitment This strategy was implemented early in the workforce planning process
through a comprehensive assessment by Towers Perrin, Inc. Formal recommendations from this
assessment were reviewed and are now being implemented.

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 Design of Workforce Strategies & Tactics
2009-2018 Workforce Strategic Plan

Workforce Significant Milestones in the development of the workforce strategic plan

Design Team October 19, 2007 Workforce Design Team Kickoff
Kickoff
Design Teams begin by exploring the implications of the 10 year workforce projections. Teams gather
relevant research on best practices within the healthcare industry and in other industries which have
proven success in addressing workforce needs.

November 30, 2007 First Workforce Leadership Retreat

Workforce
Leadership The first leadership retreat is held and includes “Blue Sky” brainstorming session and validation of
Retreats data from prior year’s assessment.

Design Teams review input from leadership retreat and develop a set of “emerging priorities” for each
workforce strategy. All design team co-leads review the combined themes from all groups to eliminate
redundancy and realign themes accordingly.

February 28, 2008 Second Workforce Leadership Retreat

The Emerging Priorities are shared at a second leadership retreat and concerns and input on future
direction are obtained.

Following this retreat, the design team co-leads meet to consolidate all work to date into a set of mu-
tually supportive and coherent strategies. These strategies are reviewed by each design team and
work begins to develop detailed tactics and initial financial projections. Tactics and cost are reviewed
and adjusted by co-leads in the context of strategic affordability and Baystate Health’s 5 Year Strate-
gic Plan. The resulting plan was then presented to the President’s Cabinet and BH Leadership Team.

May 20, 2008 Final Workforce Leadership Retreat

The final multi-year workforce plan is presented at the final Leadership Retreat.

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 Baystate Health
10 Year Workforce Strategic Plan
2 0 0 9 -2 018

Social Workers
IT Exempt Staff

FOCUS ON
Management/
Physicians
CRITICAL Leadership

JOBS

Pharmacists
Nurses

Technologists Entry-Level
Unlicensed
Patient Care
Support

Coders Mid-Levels

Therapists

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 Strategies to Meet Workforce Needs
5 Year Focus—10 Year Destination

The following strategies and tactics make up the 10 Year Workforce Strategic Plan for Baystate Health.

Best-in-Class Develop Best-in-Class Recruitment Operations

Recruitment ♦ Transition to Team-Based Structure Lead:
♦ Develop Technology Solutions/Automate
Jean Jackson, VP
♦ Enhance Recruitment Process Workforce Planning

Diversity Build a workforce that is culturally competent and reflects the communi-
Lead:
ties we serve
♦ Conduct diversity assessment Bobby (Visael)
♦ Develop and implement diversity plan Rodriguez
Chief Diversity
♦ Enhance marketing & communications through strategic community relationships Officer

External Create/Expand external partnerships, supporting a regional approach, to

Co-Leads:
Development address upcoming labor shortages and ensure adequate pipeline for criti-
cal jobs Jean Jackson, VP
♦ Expand Baystate Springfield Educational Partnership Workforce Planning
♦ Enhance Academic Partnerships Deb Morsi, RN, PhD
♦ Develop a Regional Workforce Partnership VP, Patient Care
♦ Maximize external grant funding

Internal Create a coordinated educational structure to develop employee and lead-

Development ership talent to meet critical current and future workforce needs Co-Leads:

Develop educational strategies for: Paula Dennison

Sr. VP, Human
♦ Employee Development: Foundational Competencies (Basic Skills) Resources
♦ Employee Development: Core Healthcare & Cultural Competencies
Christine Shirtcliff
♦ Career Development for Critical Disciplines President, BMLH
♦ Leadership Development & Continuity

Flexibility Provide flexible work arrangements and benefit choices that enhance the
health, wellness and worklife balance of a diverse, multi-generational
Co-Leads:
workforce in order to attract and retain the people needed to meet future
workforce needs Larry Emerson, VP
HR Operations &
Focus on: Total Compensation
♦ Compensation/Benefits Communication & Education Joan Sullivan, VP
♦ Flexible WorkLife Balance Clinical Informatics
♦ Enhance Flexibility/Choice of Benefits & Re-Engineering
♦ Phased Retirement/Retiree Healthcare Options
♦ Paid Time Off (PTO)/Short-Term Disability

Engagement Enhance the supervisor/employee relationship through further develop-

ment and implementation of the Engagement Leadership Model, resulting Co-Leads:
in an engaged, high-performing workforce that achieves breakthrough Paul Judd, VP
business results Human Resources
♦ Implement Engagement Survey
Ruth Odgren
♦ Implement Engagement Leadership Model President, BVNA&H
♦ Enhance Supervisor/Employee Relationship

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 Wor kf or ce Design Team
Members
Grow Your Own—External Development
Deb Morsi VP Patient Care Services (Co-Lead)
Jean Jackson VP Workforce Planning (Co-Lead)
Jane Albert Director, Public Affairs & Community Relations
Peter Blain Director, BSEP
Steven Bradley VP Government & Community Relations
Mary Brunton, Director, Clinical Practices & Spiritual Services
Jeanne Gagliarducci Manager, Nursing Staff Development
Carol Heffner Director, Finance
Janice Humason Allied Health Program Analyst, Academic
Affairs
Hal Jenson, M.D. SVP Academic Affairs
Grow Your Own—Internal Development
Christine Shirtcliff President BMLH (Co-Lead)
Paula Dennison SVP Human Resources (Co-Lead)
Peggy Baxter Hospital Staff Educator, BMLH
Laura Black Assistant to the SVP, Human Resources
Lorraine Creedon Manager Compensation
Francie Garanin Recruiter, BFMC
Dana Kedzior HR Consultant
Ann Knodler HR Metrics Analyst
Flexibility (Compensation & Benefits)
Joan Sullivan VP Clinical Informatics & Re-Engineering (Co-
Lead)
Larry Emerson VP HR Operations & Total Compensation (Co-
Lead)
Jay Brady Director HR Community Hospitals & Services
Susan Burton Manager Internal Communications
Cecile Chapdelaine HR Consultant
Jennifer Curtis HR Consultant
Mary Dunn Director Benefits
Engagement & Retention
Ruth Odgren President BVNAH (Co-Lead)
Paul Judd VP Human Resources (Co-Lead)
Donna Arsenault Manager HR BMLH
Lynn Boucher Project Coordinator, Employee Relations
Korinne Carpino HR Consultant
Jo-Ann Davis Director Employee Relations
Cindy Drewski Director HR Consulting
Jennifer Faulkner Director Internal Communications
Wor kfor ce Str ategy Team
Names to be added before printing.
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Ann Kirvin Recruiter
Nadrah McKenzie HR Consultant
Paul Medrek, M.D. Director, Occupational Health
Bill Patten Director, Diagnostic Testing BMLH
Amy Rist LMS Administrator
Frank Robinson Exec. Director, Partners for a Healthier Com-
munity; Director,
Patty Samra Director Clinical Workforce Planning & Resource
Allocation
Susanne Tessicini Director, Human Resources BVNAH
May Krakowiak Manager, Budget & Business Operations
Lynne Lovell HRMS Manager
Sean Mahar Director Professional & Organizational Develop-
ment
Sarah McCarthy Acting Director Recruitment
Mary Ann Simcoe Employee Development Specialist
Francisco Sole Manager BMP Marketing
Peter Lyons VP Finance Support Service
Donna Novak Recruitment Consultant
Barbara Pelletier Director Health & Wellness
Jennifer Ryan Director HR Core Services
Patty Samra Director Clinical Workforce Planning & Resource
Allocation
Janet Sydla Recruiter @ BMLH
Anne-Marie Szmyt Director WorkLife Strategies & Best Health
Christine Walker Compensation Consultant
Frank Lovelock Director Human Resources @ BVNAH
Gary Mackey Director Disability Management Services
Mark McCandlish Organizational Development Manager
Doug Muehlberg Director of Finance, Billing, Physician Ops
Bob Oldenburg Director Employee Assistance Program
Lisa Scully Recruiter
Vicki Stetzel HR Consultant BFMC
 Workforce Strategy Sub-group
Paula S. Dennison Senior Vice President, Human Resources
(Co-Chair)
Jean Jackson Vice President, Workforce Planning (Co-Chair)
Donna Arsenault Manager, Human Resources, BMLH
Liz Blaney Senior Employee Relations Specialist
Jay Brady Director, HR Community Hospitals and Services
Korinne Carpino HR Consultant
Cecile Chapdelaine HR Consultant
Jennifer Curtis HR Consultant
Cindy Drewski Director, Human Resources
Paul Judd Vice President, Human Resources
Dana Kedzior HR Consultant
Leadership Participants
Mohammed Ahmed, MD Medical Director BMP Mary Lane
Ob/Gyn
Amy Albano Director Critical Care & Pulmonary Services
Katherine Bak, RN Manager ICU/Spoke 5 BFMC
Todd Bluestein Director eHealth
Robert Bourgeault Manager Clinical Pathology
Greg Brink Director Finance BFMC
Tom Brown Director Financial Services
Al Calvanese Manager Operations, Health Information Mgmt.
Kirk Creswell Manager Clinical Engineering/Desktop Services
Tim Culhane Director Environmental Services
Michael Davis Manager Centennial 6B
David Cates, Ph.D. Director Behavioral Health
Nancy Fagan Assistant Director Engineering
David Farrick Director Clinical Services BFMC
Mike Favreau Director Radiology
Lynn Fogg Practice Manager South Hadley Medical Assoc.,
Northern Edge Med. Assoc.
Tina Frazier, BS, RNC Nurse Manager BMLH
Doreen Freeman, RN, BS Manager Endoscopy, Shortstay
Richard Friedberg, M.D. Chairman Pathology
Rose-Ann Gaskin-Rice Practice Manager Baystate Mason
Square Neighborhood Health Center
Molly Gray, RN Director Baystate Children’s Hospital
Rob Hayden Program Manager Neurosciences
Suzanne Hendery Vice President Marketing & Communica-
tions
Amanda Hopkins-Alexiadis VP, Behavioral Health, Neurosci-
ences, Rehab Svcs. & Cancer Care
Edward Houck Program Manager Behavioral Health/Adult
Inpatient Psychiatry
Gordon Josephson, MD Chief Operating Officer Baystate
Medical Practices
Brian Joyce, RPh Pharmacy Manager BFMC
Gary Kerr, PharmD Director Pharmacy
Jeff King Manager Rehab BFMC
Kristen Kolb Practice Manager Baystate Pathology
Tucker Kueny, MD Medical Director BMP Pioneer Women’s
Health
Teresa Kuta-Reske Manager Customer Satisfaction Research
Colomba Langone, RRT Manager Respiratory/Pulmonary
John Larson Senior Manager Physician Recruitment
Betty LaRue, RN Director Heart & Vascular Service
Bill MacKenzie, RN Nurse Manager APTU
Jim Maloney Program Manager Baystate Rehab
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Ann Knodler HR Metrics Analyst
John Larson Sr. Manager, Physician Recruitment
Frank Lovelock Organizational Development Consultant
Mark McCandlish Manager, Organizational Development
Sarah McCarthy Acting Director, Recruitment
Nadrah McKenzie HR Consultant
Jennifer Ryan Director, HR Core Services
Patty Samra, MS, RN Director, Clinical Workforce Planning &
Resource Allocation
Vicki Stetzel HR Consultant, FMC
Suzanne Tessicini Director Human Resources BVNA&H
Gwen McCoy Planning Consultant
Wilson Mertens, MD Medical Director Cancer Services
Debra Meyer, RN Manager S3 Medical
Aaron Michelucci, PharmD Assistant Director Pharmacy
Mike Moran Vice President Facilities & Guest Services
Ellyn Moriarty Director 3300 Main Street
Mary Nietupski Director Prof. Development BVNAH
Rick Oliveri Director Technology Management
Jill Opland Director Clinical Applications
JoAnne Palmer Manager Baystate Reference Lab
Deb Palmeri, RN, MSN Director Patient Care Services BFMC
Rebekah Paredes Manager Behavioral Health/Adult Partial
Hospitalization
Deb Provost Vice President Surgery, Anesthesia & Emergency
Services
Sonia Rivera Practice Manager Baystate Brightwood Health
Center
Nancy Robinson Director Patient Care & Referral Mgmt.
Mary Jane Rogalski Manager Clinical Nutrition
David Rose, MD Chief General Medicine/Geriatric Division
Cathy Rousseau Director Cancer Services
Niloufar Shoushtari, MD Medical Director BMP East Long-
meadow Adult Medicine
Bev Siano, RN Director Patient Care Informatics
Brian Simonds Director Baystate Home Infusion & Respiratory
Services
Sue Steele, RN, MSN Director Adult Inpatient Services
John Sunde Director Managed Care
Glenn Surprenant Manager Anatomic Pathology
Sherry Taylor, MD, PhD Chief Neurosurgery
Mary Thomas, RN Director Home Care Operations BVNAH
Peter Vassalo Manager DX, Radiology, IR, and CT
Richard Wait, MD Chairman Department of Surgery
Christopher Warrington Unit Manager Cardiac Shortstay
Tim Whelan, PhD Neuropsychological Services Manager
John Whittaker Manager Linen & Patient Transport Services
Monica Wynne Security Manager
Donna Ross Senior Vice President Strategy & Business Devel-
opment
Peter Lindenauer, MD Medical Director Clinical & Quality In-
formatics
David Ling, MD Medical Director Hospital Medicine Program
Gerda Maissel, MD Chief Physical Medicine & Rehab
Laurel Smith Director Strategic & Program Planning
Debbie Bush Director Marketing