UMass Memorial Achieves HIMSS Stage 7

“Always bear in mind that your
own resolution to succeed is more
important than any one thing.”
ABRAHAM LINCOLN
Celebrating Us
2018 Annual Report / Information Services

“Your life is your
message to the
world. Make sure
it's inspiring.”
AUTHOR UNKNOWN
Everyone, Everyday.
With
Gratitude and
Appreciation

UMASS MEMORIAL HEALTH CARE
Best Place to Give Care, Best Place to Get Care
2018 was a challenging year for UMass Memorial Health
Care (UMMHC). During this very challenging year,
UMMHC was recognized as a Stage 7 inpatient and
outpatient healthcare provider by HIMSS Analytics. Our
caregivers now have the tools and resources to reap the
full benefits of our Epic EHR system and all that it has to
offer. This greatly advances the cause of patient-centered
care at UMass Memorial.
This achievement was made possible by the outstanding
work of our Information Services (IS) team working
in close collaboration with all of our caregivers. This
Annual Report highlights the outstanding work of our
IS professionals. Thank you for your dedication and
commitment on making UMMHC the Best Place to Give
Care, Best Place to Get Care.
“Reaching this
incredible achievement
is a testament to the
hard work, dedication
and commitment
of everyone in this
organization. I
am grateful to our
Information Services
team for delivering one
of the most significant
achievements in
the history of our
organization.”
ERIC DICKSON, MD, PRESIDENT
AND CEO, UMASS MEMORIAL
HEALTH CARE
Eric Dickson, MD
President and CEO
UMass Memorial Health Care
Sergio Melgar
Executive Vice President and CFO
2018 Annual Report 1

In 2018, the pure adrenaline rush of the 10/1/17
Infrastructure Modernization and Epic go-live was
in the rearview mirror. Our clinical, operational and
financial caregivers working collaboratively with
our IS Team, courageously and persistently trudged
through the toughest of the remaining unresolved
issues. I am grateful for their positive attitudes,
tremendous work ethic and expert problem-solving
skills as they stabilized UMMHC following this
major transformational change.
Thousands of issues were resolved, SWAT teams
were formed and we successfully transitioned into
optimization and support. Our team of dedicated IS
professionals often works quietly in the background,
but there is no mistake as to the value they deliver.
Of course, there are, and will always be, numerous
improvement opportunities and new problems to
solve. Thankfully, our team’s strong commitment
to UMMHC’s Management System and Lean
Methodology will serve us well as we continue to
improve our services and team. We continue our
commitment to make UMMHC the Best Place to
Give Care, Best Place to Get Care by establishing
an “army of problem solvers” and a work culture
where hard work, celebrations and fun coexist.
In June of 2018, our combined teams were
rewarded for their courage, dedication and
commitment when HIMSS Analytics recognized
UMMHC with their prestigious Stage 7 validation.
Each and every person on our team who delivered
IS services or supported the IS function over the last
three years had a hand in this elite achievement.
Simply amazing. Congratulations!
Looking ahead, we launched the new IS Strategic
Plan for 2018 – 2020 which was approved by the
IS Committee of the Board at the end of 2017 and
guided our way through all of 2018.
We continue to pursue the first three strategic
components below and added the last three as our
IS portfolio continues to evolve:
Information Services – 2018 Year in Review
1. TALENT MANAGEMENT
2. VALUE DELIVERY (LEAN
MANAGEMENT SYSTEM)
3. UMMS/UMMHC PARTNERSHIP
4. ENTERPRISE OPTIMIZATION
5. ENTERPRISE DATA
ANALYTICS/POPULATION
HEALTH
6. EXTEND INFORMATION
SERVICES AND EPIC TO
CENTRAL MASSACHUSETTS
UMMHC Information Services2

Our IS professionals were exemplary in their
collaborative approach with UMMHC’s caregivers in
pursuit of the following areas:
TALENT MANAGEMENT
• Developed standard management levels
• Implemented a Resource Management
Program for IS
• Developed a work/home balance strategy for staff,
including "unplugging" while on vacation, working
from home and a compressed work week
• Completed Standards of Respect training for one
hundred percent of our IS staff and contractors
VALUE DELIVERY (LEAN
MANAGEMENT SYSTEM)
• Spread Desktop Model Cell daily management
system to 29 IS teams, resulting in an 80 percent
improvement in overall break/fix ticket duration
post-stabilization
• Implemented 2,551 ideas, exceeding the IS
Department goal of five ideas per person
• Created a SWAT program to improve utilization of
Epic post go-live
UMMS/UMMHC PARTNERSHIP
• Successfully launched the Academic Electronic
Health Record for year one medical students
• Partnered with UMMS on multiple research grants
• Sent 11.5 terabytes of Epic data to UMMS’ Data Lake
to support research
• Built interfaces between Epic and Clinical Trails
Management System
ENTERPRISE OPTIMIZATION
• Completed over 45,000 stabilization tickets and
3,700 optimization requests since 10/1/17
• Implemented Sprint teams to enhance provider
adoption of Epic
• Optimized Sepsis, Tobacco and Influenza workflows
which improved quality outcomes
ENTERPRISE DATA ANALYTICS/
POPULATION HEALTH
• Implemented Mirth to aggregate data from multiple
external sources
• Supported Social Determinates of Health with the
launch of the CommunityHELP platform
• Implemented Epic Healthy Planet
EXTEND INFORMATION
SERVICES AND EPIC TO CENTRAL
MASSACHUSETTS
• Established the Community Connect program and
implemented the first UMMHC Community Connect
practice
• Implemented a modern enterprise telemedicine
platform and launched our next-generation
TeleStroke platform
• Community Healthlink (CHL) implemented its
new electronic health record (EHR), CareLogic,
which helps caregivers serve adults, children and
families recovering from the effects of mental illness,
substance use and homelessness
I personally continue to be amazed by the outstanding
growth, service and improvements from our team. It
is very rewarding and truly inspirational to be part of
such a courageous, caring and dedicated team that
works with such high integrity and dedication each
and every day.
Thank you for your help in making UMMHC the
Best Place to Give Care, Best Place to Get Care
while continuing to smile, laugh and have fun on
our journey. Our patients, their families and our
community continue to benefit significantly from
your efforts. I am very grateful to each of you for our
tremendous journey in 2018.
Tim Tarnowski
SVP, Chief Transformation Officer

Achieved HIMSS Analytics Stage 7
for both inpatient and outpatient. Only
two percent of healthcare providers in
the United States have achieved both
“It is very rewarding
and truly inspirational
to be part of such a
courageous, caring
and dedicated team
who work with such
high integrity and
dedication each and
every day.”
TIM TARNOWSKI, SVP, CHIEF
TRANSFORMATION OFFICER
2018 - 2020 IS STRATEGIC PLAN –
ACCOMPLISHMENTS & SUCCESSES
7
STAGE
Earned 8 of 10 Epic “Gold Stars” for “leading
practices in Epic EHR use”, putting UMMHC in the
top six percent of Epic clients. Achieved Epic's "Good
Install Status" to earn the "Big Check" shown above
Improved provider satisfaction
with EHR by 60 percent according
to the May 2018 Press Ganey
engagement survey
Achieved “Green Status” for all
eight IS True North Metrics in the
fourth quarter of 2018
From left: Scott Nelson, Shelley Sartini, Dan Netto, Jake Churney (Epic), Robert Steppacher, MD, Philip Grimley, Jeff Marx, Annette Farley

Words to best describe
ACCORDING TO IS TEAM MEMBERS:
accomplished
whirlwind
challenging
exciting
stressful
transformational
educational
epic

The HIMSS Analytics certification process was established
so that healthcare organizations can “chart their path
forward to reducing costs and increasing the quality of
care by implementing electronic medical records. An
elite group of organizations achieve HIMSS Analytics
Stage 7 indicating that they are implementing technology
appropriately and effectively for the greatest impact on
their organization," (HIMSS Analytics). Of course, we still
have many improvements to be made as we move forward,
but thanks to you, we are very well positioned to face the
challenges ahead.
In June 2018, the HIMSS Analytics Review Team toured
a number of our patient care areas and heard nine case
studies from our clinical and operational caregivers on how
we are leveraging technology and data to improve patient
care. Over 80 people prepared for and participated in this
review. Exceptional teamwork over multiple years made
qualifying for this review possible for us.
The external HIMSS Analytics Review Team shared they
were very impressed by what we have accomplished.
They shared that our team’s enthusiasm, passion, teamwork
and courage while showcasing how UMMHC is leveraging
technology and data to improve patient care was
exemplary.
On behalf of UMMHC’s Stage 7 Steering Committee, I
would like to express our deepest gratitude to each of you
for your hard work and support. Your participation was
key to the achievement of this elite certification, and we
really appreciate your dedication to making UMMHC the
Best Place to Give Care, Best Place to Get Care.
TIM TARNOWSKI, SVP,
CHIEF TRANSFORMATION OFFICER
HIMSS Analytics Stage 7
“HIMSS Analytics
congratulates UMass
Memorial Health Care
for achieving Stage 7
for both the acute care
setting (EMRAM) and
the ambulatory setting
(OEMRAM). Stage 7
represents a culture of
continuous improvement
and care throughout the
UMass Memorial Health
Care organization and to
the residents of Central
Massachusetts.”
PHILIP W. BRADLEY, FHIMSS,
HIMSS ANALYTICS REGIONAL
DIRECTOR, NORTH AMERICA

HIMSS ANALYTICS STAGE 7 Case Studies
5.
Reduction in Hospital Acquired
Clostridium Difficile Infection (CDI) Rate
Reduced C. difficile 70.8 percent in calendar year 2017
with an additional financial benefit of approximately
$250,000 in cost avoidance.
“During calendar year 2016, Marlborough Hospital saw a rise in hospital-acquired C. difficile infections. A
number of measures were implemented under the guidance of the Infection Control department with full
support from management. This led to a dramatic reduction in the number of cases of hospital-acquired C.
difficile experienced over the next year. Since our Epic go-live, access to automated reports of C. difficile and
other infections via Epic dashboards enables real-time actions on patients identified at risk of infection. The
antimicrobial stewardship module in Epic has been particularly helpful.” – Vibha Sharma, MD
Medication Reconciliation:
Creating a Current
Medication List
Leveraging UMMHC’s new integrated
EMR, this team reduced the average
time spent per high risk Emergency
Department patient by eight minutes.
This enabled our team to care for one
to six more patients per day.
“In order to assist with medication reconciliation for complex patients admitted via the University Campus
Emergency Department, we have used one dedicated pharmacist and one pharmacy technician to obtain
accurate home medication lists for the past two years. An accurate home medication list is a critical step in
performing higher quality medication reconciliation. Since implementing Epic, the time to collect and clarify a
complete and accurate medication list on these patients has dropped from 50 minutes to 30 minutes. By utilizing
this approach, we have been able to prevent thousands of medication errors for hospital patients, likely also
saving up to $2.1M in cost.” – Maichi Tran, PharmD, BCPS
From left: Elizabeth Radigan, PharmD, BCPS, Maichi Tran, PharmD, BCPS, Tim McMath, PharmD, BCACP, Bryan Culpepper, CPhT
From left: Padma Bheri, MBBS, Vibha Sharma, MD

Best Critical Care for Every Patient
Leveraging people, processes, technology and clinical
leadership, the Critical Care Services team achieved
best in nation Intensive Care Unit (ICU) composite
benchmarks for 24 consecutive quarters.
Use of Multiple Data Sources to Improve Critical
Outcomes in Home Health
Leveraging a multi-disciplinary team, in home daily monitoring
technology and recently integrated EHR, this team decreased 30-day
hospital readmissions by 38 percent and telehealth readmissions are
now at less than 10 percent.
“In the HealthAlliance Home Health and Hospice program, we have been able to use technology to improve care
and outcomes for our patients. Using Epic, we gain better insight about what happened during a hospitalization
and can communicate more effectively with physicians about patients. During home visits, we access
information and document in Epic. Also, our telehealth program, which allows them to more closely track the vital
signs of heart failure patients, has allowed them to use therapeutic measures in the home that might otherwise
not be possible, like intravenous furosemide (Lasix). This has substantially cut down on readmission rates for this
patient population, which improves quality and reduces cost.” –Christine Dixon, RN, BSN
From left: Craig Lilly, MD, Michelle O’Rourke, DNP, RN, CNML, CCRN, Eric Cucchi, MS, PA-C
Christine Dixon, RN, BSN
“In order to take better care of its critically ill patients, UMass Memorial has taken a series of steps. We have
implemented a shared governance structure which has led to standardization of care across critical care units
across the system. We have implemented a tele-ICU platform which allows the attending physician, advanced
practitioner, or pharmacist to monitor and intervene remotely. Also, using monitoring and analytic tools, the
critical care team can take actions to assure that patients receive optimal care. This approach has allowed
UMass Memorial to deliver the highest quality care and best outcomes in the nation for critically ill patients for
several years.” – Craig Lilly, MD and Michelle O’Rourke, DNP, RN, CNML, CCRN

The Transformation of the
Eye Center
By adopting UMMHC’s Standard
Management System, embracing lean and
incorporating new technologies, this team
tripled access, increased volumes, decreased
patient wait times and doubled productivity
as measured in relative value units.
"Open access for patients to schedule an appointment, device integration and improvement of flow have doubled
our volumes over previous years and improved patient satisfaction without adding staff or expanding facilities.”
– Shlomit Schaal, MD, PhD
Making Clinical Information Available by Reducing
Dictation
Reduced dictation by 99 percent through the use of EHR tools and
voice recognition software.
“After discussing with a number of other Epic customers who had also gone live with Epic and Dragon, we
expected about a 50 percent reduction in dictation/transcription. Almost overnight, we saw a 99 percent
reduction of telephone dictation/transcription, to the point where we only get a few dictations per day now. When
notes are dictated using Dragon or the Epic tools, they are immediately available in the chart for other clinicians
to review. This has resulted in significant cost savings for the organization as well.” – Mabel Romeo, MHA
Order Set Development
Increased inpatient Computerized Provider Order
Entry (CPOE) by 90 percent at go-live, which
positively impacted medication turnaround times.
“Overnight, we were able to get our provider order entry levels from close to none to the mid 90 percent range in
the inpatient setting, and we have been able to improve our level of CPOE in the ambulatory setting from low 90s
to high 90 percent range. Our multidisciplinary order set work group, which labored for many hours every week
for over a year, helped to assure our success with CPOE. By continuously evaluating and improving our order sets
and alerts, we have been able to improve the reliability and safety of care that we’re able to provide.”
– Anne Seger, MD
Mabel Romeo, MHA
From left: Maichi Tran, PharmD, BCPS, Anne Seger, MD, Kimberly Eisenstock, MD
From left: Omar Abdelmegid, MD, Jason McTigue, COA,
Aline Henrique, Katlyn Champagne, Darlene Bocash-Winn,
COMT, Shlomit Schaal, MD, PhD. Not pictured: Sharon
Furbish, David Rivera, COA

Leveraging IT Infrastructure and Data
to Improve Neonatal Intensive Care
Unit (NICU) Outcomes
Decreased neonatal growth failure rates from
greater than 24 percent to less than four percent
through the use of the new EHR, which provides
data to our clinicians within minutes.
“UMass Memorial has been able to substantially reduce growth failure for NICU infants by having easy access
to discrete data. A NICU baby’s weight is monitored closely. Prior to go-live, it took weeks to assemble the data to
look at the interval rates of weight gain or loss across the NICU hospitalization for multiple infants. Growth failure
occurred greater than 24 percent of the time. Having greater access to this information allowed the NICU team
to analyze the effects of interventions and decrease growth failure rate to less than four percent. Data that took a
month to collate now takes minutes. We have also greatly reduced the need for parenteral nutrition and central
lines.” – Lawrence Rhein, MD, MPH
Leveraging IT Infrastructure and Data to
Improve Care Across the Continuum
Gathering and merging internal and external data sources,
complex care management decreased total Medicaid
medical expenses by 18 percent, and the no show rate for
Medicaid patients by 19 percent.
“Even though providers in the UMass Memorial Health Care Managed Care Network have multiple electronic
health records in addition to Epic, the Office of Clinical Integration/Accountable Care Organization (ACO) has
been able to track and improve quality and reduce total medical expenditure for their ACO patients. Their care
management team helps coordinate the care of the sickest patients as well as the patients whose illnesses are
worsening. Practice improvement facilitators work with the physicians in the network, sharing their performance
on quality programs. They are now able to effectively connect patients to social programs in their communities
to address nutritional, financial, housing, and other needs. All of these tools and programs are possible because
of advanced, real-time analytics which provides information about ACO patients and their needs, as well as the
shared Epic electronic health record.” – Thomas Scornavacca, DO
From left: Kayla Mantegazza, Thomas Scornavacca, DO
From left: Heather White, BS, Lawrence Rhein, MD, MPH, Sanjay Aurora, MD, MPH, Mary Naples, RN

HOME HEALTH & HOSPICE –
HEALTHALLIANCE-CLINTON HOSPITAL
“We were honored to be a part of the Stage 7 Site Tour and demonstrate what we do
here. The experience was positive, and it reinforced what we already knew…that we
are providing the best care possible to our patients.” – Diane DiGregorio, RN, BSN
From left: Christine Dixon, RN, BSN, Diane DiGregorio, RN, BSN
NICU
“During their visit to the Neonatal Intensive Care Unit (NICU), the HIMSS Analytics
reviewers were very impressed by our ability to substantially reduce growth failure
for NICU infants by having easy access to discrete data. It was rewarding to have
the HIMSS Analytics Reviewers recognize our efforts.” – Lawrence Rhein, MD
From left: Cheryl Killoran, RN, Lawrence Rhein, MD, MPH
PHARMACY – HEALTHALLIANCE-CLINTON
HOSPITAL, LEOMINSTER CAMPUS
“We were able to demonstrate how easy it is for us now to
pull antimicrobial stewardship data. The reviewers were
impressed to see how we’re comparing ourselves across
the system, which allows us to identify interventions and
improve clinical outcomes.” – Lisa McCabe RN, BSN,
PharmD
From left: Sarah Nelson, PharmD, Elizabeth Vetras, BS Pharm, RPh, Judith Hebert, PharmD, BCPS, Lisa McCabe, RN, BSN, PharmD, Victoria
Freniere, Pharmacy Intern. Not Pictured: Megan Johnson, PharmD, BCPS, Megan Leary, PharmD, MSHIM, Monique Marois, PharmD, Justin
Tesch, PharmD, Debbie Wu, PharmD, BCPS
OUTPATIENT VASCULAR PRACTICE
“The big win for vascular surgery was putting all the imaging
we need for patient care in one place. We used to open four
different systems to take care of a patient in clinic, now we just
tap into Epic.” – Robert Steppacher, MD
From left: Julianne Ryll, RN, Kati Korenda, NP, Robert Steppacher, MD,
Lisa O’Neill, RN. Not pictured: Maureen Economou, Denise Kush, RVT
HIMSS ANALYTICS STAGE 7 Site Visits

3 LAKESIDE ICU
“Since we can now see everything in one system, we were
able to emphasize how we no longer have to depend on
someone else to do our work. Gone are the days of looking for
patient information on paper or asking someone to look for
information in a different system.” – Michelle O’Rourke, DNP,
RN, CNML, CCRN
HAHNEMANN FAMILY HEALTH CENTER
“This achievement demonstrates UMMHC’s commitment to excellence in our IT
systems to promote our mission of being the best place to get care and best place to
give care.” – David Gilchrist, MD
6 EAST: ACUTE CARE MEDICAL UNIT
The HIMSS Stage 7 initiative really shed light on how having
integrated information at your fingertips via Epic helps
providers make informed decisions. The HIMSS Analytics team
was impressed with how we leverage our order sets to provide
up-to-date, evidenced-based care decisions and how that
really promotes quality of care." – Kimberly Eisenstock, MD
3 WEST: SURGICAL ACUTE CARE
“I was proud to show the HIMSS reviewer how we utilize the
data to improve the patient experience, safety and drive
quality outcomes. It was fun to experience their excitement
when they realized this is what we do every day.”
– Laura Everett, MSN, RN, CNML
From left: Michelle O’Rourke, DNP, RN, CNML, CCRN, Candy Szymanski, MS, RN, Craig Smith, MD, Stephanie Costello, MS, RN, CNML,
Diana Houng, PharmD. Not pictured: Andrea Milano, MSN, RN, CCRN
From left: Samantha Pease RN, Dan Morin PA-C, Laura Everett MSN, RN, CNML.
Not pictured: Stephanie Mayberg, PA-C
From left: David Gilchrist, MD, Colleen Bregman, MPH
From left: Lauren Lavallee, RN, Christopher Navis, RN, Kimberly Eisenstock, MD, Sharon Shoar, RN

OFFICE OF CLINICAL INTEGRATION
“Turning data into actionable information to impact the care we
provide is what we strive to do every day. We really enjoyed the
opportunity to share our innovation and enthusiasm for population
health with the HIMSS Team.” – Thomas Scornavacca, DO
ARTHRITIS & JOINT REPLACEMENT CENTER
“It was great to see that the HIMSS team was interested in seeing
how our new Epic EMR can improve patient care and provider
and patient experience from check in and x-ray through the
entire visit. Knowing that the hard work that everyone put
into building, implementing, and using our new EMR now has
us in the top 2 percent of medical centers nationwide is very
gratifying”. – Mathew Most, MD
LABORATORY – UMASS MEMORIAL MEDICAL CENTER
“The HIMSS process was rewarding in that it allowed our lab team to
highlight the importance technology plays in helping us monitor our
expected daily service levels and quality metrics. One single Epic system
has enhanced our caregiver relationship with our customers.” – Susan Mills
EYE CENTER
“The building of a strong team is what
has contributed to our success. It is the
efforts of everyone working together,
coordinating care to our patients that
make us successful. The team at the Eye
Center should be applauded for their
dedication and contributions. A true
team!” – Darlene Bocash-Winn
From left: Omar Abdelmegid, MD, Jason Mc Tigue, COA, Aline Henrique, Katlyn
Champagne, Darlene Bocash-Winn, COMT, Shlomit Schaal, MD, PhD. Not pictured:
Sharon Furbish, David Rivera, COA
From left: Sue Morrow, Susan Mills, Linda Potter
From left: Susan Foster, BSN, RN C, Kayla Mantegazza, Renee Broadbent, Christine
Cernak, RN CDE, Tom Scornavacca, DO
Back from left: Mathew Most MD, Julie Delgado, Sarah Pierce LPN, Deb Laverty, ASR, Donna McAuliffe, RN. Front from left: Patricia Soucy
ASR, Kelly Lebeau. PCAII, Elizabeth Daneshmand, LPN, Meredith Diagle, PCAII. Not pictured Jennifer Baima, MD

BENEDICT PEDIATRICS
“It was exciting to show the reviewers how I could
easily access information from a patient’s NICU
stay when they came to clinic as a new patient.
Being able to coordinate care after ED visits and
hospital stays is so much easier when all the data
is in one patient chart.” – Angela Beeler, MD
RADIOLOGY – UMASS MEMORIAL
MEDICAL CENTER
“The HIMSS Stage 7 survey was an opportunity for Radiology
to highlight how the integration of the patient’s record has
moved us light years ahead. We’ve developed comprehensive
dashboards with metrics and data we use to initiate quality
improvement and patient/workflow efforts within the
department.” – Kathryn Green
HEALTH INFORMATION
MANAGEMENT
“The most impressive thing to me was the teamwork
that I saw with those who are part of the scanning
process. This is just incredible for such a large
institution. We’ve been working on the master patient
index for almost three years now, and now that we’re
a one-stop shop, we’ve been able to clean up over a
million duplicate MRNs. It’s been wonderful now that
we only have to maintain one system.” – Beth Allen
From left: Sandra Buxton, Angela Beeler, MD, Maureen Guzzi, RN
From left: Mabel Romeo, MHA, Aimee Hammond, Beth Allen,
Ann Romano
From left: Steve Baccei, MD, Christopher Sereni, MD, Max Rosen, MD, Steve
Giangrande, Kaitlin McFadden, RN, Kevin Reynolds, Kathryn Green, Steve
Beaudoin. Not pictured: Tim Clark, Hao Lo, MD

EMERGENCY DEPARTMENT – MARLBOROUGH HOSPITAL
“We were very pleased and proud to demonstrate the use of data for operational
process improvement and to provide clinical feedback for specialized care such
as cardiac arrest.” – Joseph Tennyson, MD
Doug Santimore – special gratitude for
our team’s loyal shuttle driver – who
brought us from site to site during the
HIMSS Analytics site visits
Karen Romero, RN, Eric Alper, MD, Lauren Brackett, Michelle Cassin, Pamela Manor,
DNP, RN-BC and Tim Tarnowski show their enthusiasm after hearing UMMHC
achieved HIMSS Stage 7.
From left: Charlene Elie, RN, Joseph Tennyson, MD. Not pictured: Louise Bernard
BLOOD BANK – UMASS MEMORIAL MEDICAL CENTER
“Our two software applications working together ensures the right patient gets the right blood product at the
right time.” – Mindy Greene, Director, Transfusion Services

Įnked
Celebrating the
Art of Our Tattoos
Over recent decades, tattoos have
become mainstream as a means
of self-expression. A number of our
team members have chosen to let
their individuality shine through
their tattoos, which are featured in
this section.
EVERYONE, EVERYDAY “Whatever
you are, be
a good one.”
ABRAHAM
LINCOLN

Our Expanding Family
“Too often we underestimate
the power of a touch, a smile,
a kind word, a listening ear,
an honest compliment or the
smallest act of caring, all of
which have the potential to
turn around a life.”
LEO BUSCAGLIA
Some of our team members enjoy their pets very much
and were kind enough to share photos with us. Also, as
we work to find ways to make an enjoyable work place
for our team, we enjoyed having some “pet visitors” at
work. These visitors always bring a smile to our faces.

Continuing
to Care
for Others
in Our
Community
Many of our team members
participate in activities
which help others in our
community. These caring
team members enrich
the lives of others through
sharing their time, talent and
treasure. Our community is a
better place because of these
individuals. Representative
examples are included here.
2017 YOUTH POLICE
ACADEMY AT
STOW POLICE 2018
“The noblest art is that of
making others happy.”
P.T. BARNUM
PROJECT WARMTH: HATS,
MITTENS, SCARVES COLLECTION
FOR BURNCOAT ELEMENTARY
Due to the amazing generosity of the IS
Team, 328 pieces of winter accessories were
collected allowing each child in the school to
receive something!
From left: John Bribouski (Assistant Principal), Tina Petras,
Stacy Stephenson, Dina Rich, Deb Catamero (Principal)

“Bring the
good weather
with you.”
JIMMY BUFFETT
“Through your very generous
community service and
leadership, you truly
make a difference in the
lives of others. You are an
inspiration and give others
hope. Thank you for caring.”
TIM TARNOWSKI
SVP, CHIEF TRANSFORMATION
OFFICER
UMASS CANCER WALK
Several IS Team members participated in the UMass Cancer Walk & Run collectively raising almost $1,500.
Members of the CITC team also walked with the Eye Center and 6 West teams.
From left: Andrea Deyo, Suneeta Pulla, Robin Ziko, Eileen Kelly, Kristin Fitzpatrick. Not pictured: Jim Hughes, Sean Blood, William Egan
From left: Dina Rich’s daughter, Margy Diaz, Dina Rich
2018 YOUTH POLICE ACADEMY AT STOW POLICE
DEPARTMENT
IS team members donated items including, snacks, candy, toiletries
and books to the Stow Police Department for their 2018 Youth Police
Academy. These donations were used to create care packages
for troops overseas along with handmade paracord bracelets and
written letters from the youth participating in the program.
COMPUTER DONATIONS TO THE BOYS
AND GIRLS CLUB OF FITCHBURG AND
LEOMINSTER
Ten computers from HealthAlliance-Clinton Hospital
were donated to the Boys and Girls Club of Fitchburg
and Leominster. These computers were donated to the
club after many of its existing machines broke. This
allowed high school students to continue completing
their homework in the teen center. Robin Ziko, IS
Business Relationship Director, Community Hospitals
and Deborah Weymouth, President and CEO of
HealthAlliance-Clinton Hospital were able to tour the
club and see these donations in use.

DESKTOP SERVICES
2018 INNOVATORS OF THE YEAR FINALISTS
HOSTING/DEVICE INTEGRATION
2018 INNOVATORS OF THE YEAR FINALISTS
“What you do
has a far greater
impact than
what you say.”
STEPHEN COVEY
Information Services Recognition
The Innovators of the Year Award recognizes teams across UMMHC for their innovative contributions
to the organization through team member engagement in huddles, use of visual management and
True North metrics and the celebration of ideas and each other. More than 60 nominations were
submitted for 2018 and 16 were selected as “the best of the best”.
We are very proud of the
following nine IS teams
who were nominated for
the Sweet 16:
• Business Operations
• Clinical Applications
• Clinical Engineering
• Desktop Services
• Hosting/Device
Integration
• Service Quality
Management
• SharePoint
Administration
• System
Administration
• VDO Methodology
Back from left: Mike Bosselman, Andrew Belseth, Jim Thomann, Patrick St. Jean, Jesse
Posco, Tim Suarez, Guy McDonald, Jim Ritari, Bob Tremblay, Pete Arcieri, Mena Matta,
Front from left: Dan Calocci, Mike Belliveau, George Sanborn, Andrew Coste, Josh
Pratt, Jessie Kibbe, Mike Fontaine. Not pictured: Andrew Bailey, Bruce Bouthsarath, Joe
Campanile, Jadil Colon, Brian Foley, Chazz Garza, John Gaucher, Halina Gwozdz, Jimmy
Le, Andre Locke, Bill Luman, Matt McArthur, Joe Mungo, Ted Nelson, Curtis Petruzzelli,
Paula Thomann
From left: Steve Simons, Andrew Aloma, Ranjani Swaminathan, Kevin Leblanc, Dan Netto

Desktop Services – Best Spreadable Idea
Hosting/Device Integration –
Highest Percentage of Ideas Contributing to Level 4
SharePoint Administration -
Highest Percentage of 2020 Vision Ideas Explained Clinical Engineering – Most Celebratory Team
System Administration – Most Humorous Team Value Delivery Office Methodology –
Most Improved Idea Board Huddle
Clinical Applications – Most Improved: Idea Generation
Service Quality Management –
Most Ideas Implemented
Congratulations to the following IS teams!
Business Operations – Best Idea Board Theme
IS DEPARTMENT 2018
SUPERLATIVE AWARDS

The IS team's strong commitment to
UMMHC's management system, lean
methodology and building an "army
of problem solvers" continued in 2018.
Congratulations to our team members
who continued to pursue advance
process improvement certifications.
BELT CERTIFICATIONS
FY14-FY18
FY14 FY14 FY14 FY14FY15 FY15 FY15 FY15FY16 FY16 FY16 FY16FY17 FY18 FY17 FY18 FY17 FY18 FY17 FY18
WHITE YELLOW GREEN BLACK
26
112
100%
100%
100%
100%
100%
100%
13
39
0 3
49 40
57
0 3 3 7 18
CONGRATULATIONS TO THE
FOLLOWING TEAM MEMBERS WHO
EARNED THEIR GREEN BELTS:
Sarah Benoit, Lauren Brackett, Ryan Dupill,
Scott McAdams, Barbara Londergan, Maria
Mercado, Jean Novick, Erica Smith, Susie
Sutherland and Sandy Taubert
CONGRATULATIONS TO THE
FOLLOWING TEAM MEMBERS WHO
EARNED THEIR BLACK BELTS:
Daniel Calocci, Darren Mury, Robin Sodano
and Benjavan “Den” Upatising
“True leaders
don’t create
followers.
They create
more leaders.”
ANDREW J. WEISSMAN
Lean Belt Development

2018 IS Senior Leadership
Bruce Forman Cliff Hohban
Dan BrucknerEric Alper, MD
Michelle Cassin
Mike Bosselman
Penny Iannelli
Renee Broadbent
Karen Romero, RN
Kim Buhr
Robin Sodano Tim Tarnowski
We are excited by the challenges which
lie before us and will continue to pursue
excellence in our work to serve our patients,
their families and our community.

I am truly inspired as I round on
our teams and see the respect,
personal touch, humor and
effort that goes into taking care
of each other. Of course, each
of our teams has their unique
personalities and approaches.
However, I am deeply grateful
for the level of respect and
caring I observe each day
throughout our department.
Part of this respect is to
incorporate celebrations and
fun into our challenging work
days. This helps to ease our
workload, shows that we are
human and just makes things
much more enjoyable. Simply
said, you are a fun team. The
creative ways I have observed
our teams incorporate fun
into the workplace has been
impressive and inspirational.
Thanks for making our work
environment a better place and
for your inspiration. Keep it up!
Continued Pursuit of a
Workplace

“Simply said, you
are a fun team.
Keep it up.” –Tim

A Look Ahead
THE CONTINUED EVOLUTION OF THE IS STRATEGIES
FOR 2018 - 2020
Now that we have modernized our IS infrastructure, implemented a contemporary EHR
system and embraced UMMHC’s Standard Management System, we are well positioned to
continue evolving our IS strategies to enable UMMHC to achieve its 2020 Vision.
TALENT MANAGEMENT
Our team works hard to recruit, develop and retain our team members
while honoring the “respect for people” value included in UMMHC’s
Lean Management System. We will continue to strive to establish and
nurture a culture where hard work, celebrations and fun coexist.
UMMS/UMMHC PARTNERSHIP
UMMS and UMMHC’s IS functions will continue to work hard to
collaborate and strengthen our partnership with one another.
We have made significant gains in this collaboration in
support of each other’s major initiatives.
Steve Bresnahan, Mike Bosselman, Tara Gordon, Josh Brockbank, Tim McMahon,
Anthony Monfreda, Dave Smith, Lauren Brackett, Sue Hebert, Rachel Ambler
Eric Dieter, Phil Baldyga, Jeremiah Stewart, Marissa O’Connor, Justin Albano, Suneeta
Pulla, Joe McCorkle, Ashley Stolarik, Dan Calocci, Mike Fontaine, Scott McAdams
Not pictured in selfies: Stacie Hamilton, Alicia Garino, Ryan Dupill, Beth Shine, Dana
Locke, Meredith McInnes, Sarah Benoit, Debra Black, Forrest Knestrick, Robert Houde
2018 PROMOTIONS

ENTERPRISE OPTIMIZATION
The optimization teams will work with
our clinical, operational and financial
colleagues to standardize care and
decrease costs. UMMHC’s Partnership
Councils and Integrated Work Groups
are very dedicated to continuous
improvement. They are now in position
to leverage our new enterprise software
and common workflows to continue
improving UMMHC.
”The Epic Support
Center has been
wonderful in helping
to solve Epic issues in
the clinic. They are
friendly, patient and
super helpful! I rave
about them to staff.”
SUSAN BEGLEY, AMBULATORY
MANAGER, BARRE FAMILY
HEALTH CENTER
From left: Carole Ann Lamorte, Cara Mulcahy, Nicole Lacey, Nicholas Welch,
Duane Gosley
From left: Jordan Allen, Bridget Nsiah, Jared Hebert, Lakshmi Persaud,
Anne-Marie Caron, Yaritza Rodriguez, Duane Gosley, Kate Wagner, Jonathan
Quiles, Puja Virmani
VALUE DELIVERY (LEAN MANAGEMENT SYSTEM)
IS will continue to embrace UMMHC’s Lean Management System. A number of
approaches including visual management, model cell, lean belt training, idea
boards, kaizen events and daily huddles have been successfully deployed and
will continue evolving over the next several years.
ENTERPRISE DATA ANALYTICS/POPULATION HEALTH
• UMMHC seeks to leverage data as a strategic asset to improve quality
and decrease costs.
• Guiding principles in this area will continue to include capturing data
at the point of creation and distributing it across the health system.

EXTENDING INFORMATION SERVICES AND EPIC TO CENTRAL MASSACHUSETTS
“It will improve
my efficiency, as
many patients will
have all of their
information in the
system, but more
importantly it will
improve the quality
of care tremendously,
as accurate and
complete historical
data will be
available for most
patients.”
R. LESLIE SHELTON, MD
IS team members who assisted with implementing Community Connect at Dr. Shelton's
office. From left: Joe McCorkle, Chuck Krupa, Laurie Spencer, Tracy Soares, Carl Osario,
Robert Walker
Dr. Shelton’s Team: From left: Yomarya Rosado, Jan Marie
Perez, R. Leslie Shelton, MD, Karen Hall, Cathy McCarthy
From left: Teresa Rincon, RN, PhD, CCRN-K, FCCM, Dave Smith
Virtual Medicine
Virtual Medicine is being
pursued by UMMHC in an effort
to provide easier access to
care. Our expert providers are
extending their services to the
community through the use of
telehealth and virtual medicine
technologies. We will continue
to leverage and expand our
common platform, services and
workflows in this area.
Community Connect Sites
Dr. R. Leslie Shelton and his team
were the first community practice
to adopt UMMHC’s Epic system.
They worked in collaboration
with UMMHC’s IS team to go live
on March 1, 2018.

CENTER FOR INNOVATION AND
TRANSFORMATIONAL CHANGE (CITC)
Over the last several years, the CITC team pictured
above has supported continuous improvement
efforts across UMMHC through coaching, training
and mentoring. In 2018, the Center for Innovation
and Transformational Change was combined
with the Information Services function. Based on
feedback from a number of our team members, we
have renamed our function to “Transformation and
Technology”, or “TNT” for short.
This combined team will continue collaborating
with UMMHC’s clinical, operational and financial
caregivers as we pursue making UMMHC the Best
Place to Give Care, Best Place to Get Care. It is
anticipated that this new “TNT” combined function
will provide UMMHC with significant potential to
accelerate the pace of operational improvements.
We are very pleased to welcome our colleagues from
CITC to our team.
From left: Cheryl Brennan, Joyce Brindisi
Back from left: Lori Pelletier, Darren Mury, Sam Kennedy, Mary Page, Will Erickson, Lauren
Eisenhauer, Nicholas Comeau, Kimberly McGuigan, Tim Tarnowski. Front from left: Bohui
“Brittany” Liang, Nicole Nelson, Kim Walker, Lori Granger, Benjavan “Den” Upatising, Lora
Dumas, Kianna Ostrander, Cliona Archambeault, Clara Essien, Arif Kasam. Not pictured:
Varang Parikh, Liz Trumble
Lora Dumas share continuous
improvement information with
caregivers
STANDARDS OF
RESPECT
This past year, UMMHC
implemented Standards of
Respect (SOR), a training
program developed on
feedback from UMMHC
caregivers that positively
refines the culture of the
organization through
improved respect for all
caregivers. Thank you to
Joyce Brindisi and Cheryl
Brennan who successfully
trained 100 percent of IS staff in 2018. They
will continue sharing the SOR with our team through
the spinning wheel game, employee recognition
initiative and poster displays.

Words to best describe
ACCORDING TO IS TEAM MEMBERS:
improvement
growth
stabilization
optimization
change
challenging
busy
exciting
transformation
efficient

2014
Increase Focus
2015-2018
Consolidate Wins
2020 Vision
Position Ourselves for Future
DELIVER
EXCEPTIONAL
QUALITY,
SERVICE AND
VALUE TO THE
PATIENTS WE
SERVE
INVEST IN
THE BEST
INCREASE
OUR
COMMUNITY
PRESENCE
BUILD OUR
POPULATION
HEALTH
CAPABILITIES
CREATE AN
ENABLING
CULTURE OF
OWNERSHIP
RATIONALE
 Doable & financially feasible
 Path critical
 Time and/or capital intensive
 Dependent on Phase I
 Time and/or capital intensive
 Dependent on Phase II
 Deliver world-class access
to our services through our
855-UMASS-MD platform
 Improve patient flow and
reduce ED boarders
 Be completely transparent
about our quality and service
results
 Standardize care to enhance
quality, efficiency and the
educational experience of our
students, residents and fellows
 Programmatic service line
review and initial investments
in new physicians and
resources based on the clinical
and academic quality of
current program, profitability
and growth potential
 Grow community-based
primary care
 Increase private physicians in
MCN
 Increase community-based
specialist programs
 Governmental payer pilots
(duals)
 Shared savings and quality-
focused shared risk (AQC)
with commercial populations
 Build HCC coding and quality
infrastructure
 Improve IT dependability,
speed and usability and open
the patient portal
 Employee wellness program
 World-class employee idea
system
 Executive rounding program
 Continued growth of
owned (CMG) and affiliated
(MCN) community-based
primary and specialty care
practices
 Become a Medicare ACO,
enhance TME management
capabilities, expand
successful pilot programs
(My Link)
 Align with payers and
employers
 Create an ACO laboratory
with UMMS
 Enhance employee
development and
recognition programs
 Partner with UMMS to build
an IT system that integrates
all available clinical data, is
fast, dependable and easy
to use from a secure mobile
platform
 Academic health system
with a strong community
presence
 A fully integrated delivery
system (Payer/Provider)
managing the overall cost
and quality of care for
defined populations
 Top decile employee
satisfaction
 Patient- and provider-
centric integrated EHR
 Service line investments
analyzed and adjusted
annually based on clinical
and academic quality and
efficiency of program,
profitability and growth
potential
 Innovative, select
specialty services that are
internationally recognized
 Expand 855-UMASS-MD
hours and include online
appointment scheduling
capabilities for existing
(portal) and new patients
(Zocdoc)
 Develop and implement entity
for 2018-2020 quality and
service improvement plans
 Expand our capacity to deliver
low acuity care at a lower cost
(ASC, Urgent Care and virtual
visits)
 24/7/365 electronic and
telephonic patient access
to all of our services
 Patient and family-
centered, cost-effective,
high-quality care
 Efficient, contemporary
facilities for our patients
and providers
 Elimination of ED boarders
 Top decile quality/service
UMMHC 2020 VISION
Exhibits

Exhibits
STRATEGIC PLAN SUMMARY
As the largest integrated, health care delivery
system in central Massachusetts, and the region’s
safety net hospital for the sickest and most
vulnerable populations, we are united by our
mission to improve and protect the health of the
diverse populations we serve and our True North
aspiration – to be the best place to give care and the
best place to get care.
To guide our work and keep us focused on True
North, we have developed a system strategic plan
that will allow us to navigate the extraordinary
challenges and opportunities that are occurring
in healthcare while we continue to support the
academic missions of UMass Medical School.
To support the five overarching strategies noted
below, our strategic plan also includes a series of
foundational elements:
• Upgrade our facilities to meet the needs of our
patients and providers
• Integrate our corporate services appropriately
• Provide an integrated patient/provider- centric
electronic health record
I. Deliver exceptional value to the patients we
serve by fully deploying our Lean management
system. To achieve this goal, we will:
• Align entity-and department-level quality and service
improvement plans to deliver top decile performance in
all quality metrics
• Train our caregivers in the principles of Lean process
improvement
• Standardize and continuously improve our care
processes across the system as overseen by the
Enterprise Clinical Oversight Group (ECOG)
• Fully deploy unit-based idea systems
• Institute a robust executive rounding program
• Standardize and continuously improve our management
system and core management processes including space
and capital allocations
• Reduce the cost per unit of service for all our services
II. Reduce outmigration of patients to Boston by
becoming the health care provider of choice for
patients, caregivers and referring physicians in
the region. To achieve this goal, we will:
• Provide “World Class Access to our World Class Doctors”
through 855- UMASS-MD, online scheduling program
and our concierge, Physician Referral Services (PRS)
• Create a value proposition for our affiliate hospitals and
private providers by supporting them with;
• Outpatient quality measurement and improvement
through OCI
• Joint contracting services through our managed care
network
• Malpractice insurance through our captive insurance
company
• An integrated electronic health record through Epic
• Partner with health plans to offer a competitively priced
UMass Memorial Health Care employee-preferred option
to employers (including bundled products)
• Partner with our employed and private physicians to
utilize the most cost- effective and clinically appropriate
care pathways and sites of service including outpatient,
inpatient and operating room space
• Build an executive/concierge medicine service that
works directly with regional employers
• Partner with Dana Farber Cancer Institute (DFCI) in the
care of patients with rare and complicated cancers
• Establish a clinical trials office that can enroll patients in
UMMHC and DFCI cancer clinical trials
• Partner with Children’s Hospital of Boston in the care
of pediatric patients requiring cardiac surgery and
ophthalmology services
• Become the provider of choice for the region, as
measured by a 5% improvement in Net Promoter Score.
• Improving the flow of patients throughout the system
with a specific focus on reducing emergency department
boarders and accepting all appropriate transfers

III. Grow select high-value services. To achieve
this goal, we will:
• Build a joint venture (JV) psychiatric hospital
• Build a JV ambulatory surgery center
• Offer a suite of virtual medicine services to hospitals
and patients
• Building a network of urgent care centers that will
increase referrals to our providers
• Increasing the specialty services we provide at our low-
cost, high-quality community hospitals and community
practice sites
• Market our world-class quaternary services such
as: transplant, LVAD implantation and endovascular
surgery
• Invest in key clinical services that are poised to grow
and aligning our service line investments with the needs
of our patients
IV. Increase our participation in value- based
contracts and become an “Anchor Mission”
organization. To achieve this goal, we will:
• Accept value based contracts whenever surplus
probability is > 40% based on actuarial review
• Place patients in the most appropriate setting for their
care reducing TME, capitalizing on internal expertise
and support patient convenience/access
• Aligning our organizational assets such as workforce,
sourcing, and investing to support sustained
improvements in
social determinants of health in our communities
• Include anchor mission goals, initiatives and metrics
into our visual management system
• Redesign our primary care practices for success under
fee-for-service or value based payments
• Build our care management platform to manage TME in
governmental programs
• Enhance our primary care quality incentive program
• Expand our predictive modeling capabilities
• Expand our chronic disease management programs
• Clinically integrate and coordinate the care provided
by members of our managed care network, affiliate
hospitals, joint ventures and member hospitals to
manage TME and quality
• Partnering with select, post-acute providers to
efficiently transition patients from the inpatient to
home setting and reducing readmissions
• Transition to bundled payments for elective procedures
whenever possible
• Expanding our MyLink program to help coordinate the
care of patients and reduce ED recidivism
V. Create an empowered, diverse, engaged
workforce. To achieve this goal, we will:
• Assure that every executive and Clinical Department
Chair recruitment search includes a diverse pool of
candidates
• Create an environment that is welcoming to all cultures
• Establish a harassment-free workplace
• Create a world-class caregiver wellness program
• Expand our suite of caregiver development programs
• Enhance our caregiver recognition efforts.
• Deploy our standards of respect and peer feedback
programs

Exhibits
2015 - 2018 UMMHC IS STRATEGIES AND RESULTS
UMMS/UMMHC Joint Strategy
Establish an IT environment that enables the
best care & patient experience, educates
the finest caregivers and scientists and
accelerates future therapies.
UMMHC 2020 Vision
Partner with UMMS to build an IT system
that integrates all available clinical data, is
fast, dependable and easy to use from a
secure mobile platform.
IMPLEMENTATION
RESULTS: MODERN IS PLATFORM TO ENABLE UMMS/UMMHC STRATEGIES
Epic EHR
• Hospitals
• Practices
• Revenue Cycle
Interface to UMMS
Clinical Trials Mgt.
System
Data Feeds to
UMMS Data Lake
Academic EMR
for Faculty and
Students
Modern IS Infrastructure Platform
2015 2016 2017 2018
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q1Q2 Q2Q3 Q3Q4 Q4
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Soarian Exit Strategy Epic Implementation – All Hospitals, All Owned Physician Practices and Revenue Cycle
Infrastructure Modernization – Readiness for Epic
Double Upgrade
StabilizeAcademic EMR
Stabilize
STRATEGIES

LEVERAGE TRANSFORMATION AND TECHNOLOGY (TNT) TO IMPROVE QUALITY AND
REDUCE COSTS FOR THE PATIENTS OF CENTRAL MASSACHUSETTS
STRATEGIC COMPONENTS EXPECTED OUTCOME
TALENT MANAGEMENT World-Class TNT Team and Function
VALUE DELIVERY (LEAN MANAGEMENT SYSTEM)
Formally Measure and Improve Key
Performance Indicators/True North Metrics
UMMS/UMMHC PARTNERSHIP UMMHC as a Learning Lab
ENTERPRISE TRANSFORMATION
Standardize Care and Decrease Variation,
Transform Ambulatory Excellence,
Patient Flow and Perioperative Services
ENTERPRISE DATA ANALYTICS Increase Efficiencies and Reduce Costs
EXTEND INFORMATION SERVICES AND EPIC TO CENTRAL MA
Standardize Care, Decrease Variation,
Increase Efficiency, Reduce Costs
STAKEHOLDER-LED TNT STEERING COMMITTEES
WORLD-CLASS TNT TEAM ALIGNED WITH UMMHC’S 2020 VISION AND SUPPORTED BY STANDARD WORK
UMMHC TNT STRATEGIC PLAN – 2018 TO 2020

Exhibits
UMMHC IS STRATEGIC PLAN SCOPE (AKA: BLUE CIRCLES)
Single Records for Patient, Provider, Employee and Financial
Managed Care
Network
Community Hospitals:
• Harrington
• Heywood
• Milford
Retail
Patient Homes
Hospitals
Clinics
Health
Systems
Health Plans
Labs
Academic Medical Centers
Urgent Care
Employers
Regulators
CVS
Fairlawn
Rehabilitation
Hospital 20%
Shields
Imaging of
MA <25%
UMMIC 50%
Carewell
Urgent Care
Center 49%
HealthVest
Inpatient
Psychiatry
<30% In
Development
Ambulatory
Surgical
Center w/
Shields
<50% in
development
Quest
18.9%
Terra Vista
Behavioral
Health
Shields
Specialty
Pharmacy
Holdings
50%
UMass
Memorial
Shields
Pharmacy
50%
Visiting Nurses Assoc.
Federally Qualified Health Centers
• Edward M. Kennedy
• Family Health Center
• Fitchburg Community Health
Center
Ambulatory
Surgery Center
Community
Physicians
UMASS MEMORIAL
HEALTH CARE
CORPORATE
UMass Memorial Community Hospitals
HealthAlliance-Clinton Marlborough
UMass Memorial Medical Center
University Memorial Queen St. Hahnemann
UMass Memorial Medical Group
Facility-Based Office-Based
Community
Healthlink
EMS
Accountable
Care
Organization
HealthAlliance
Hospice
Life Flight
HealthAlliance
Home Care
CORPORATE ≤ 50% OWNED
> 50% OWNED
UMMMG Physician Professional
Services
100% OWNED
UMass
Memorial MRI
HealthAlliance
60%
UMass
Memorial
MRI
Marlborough
60%
Home Health & Hospice

IS STRATEGIC PLAN SCOPE: UMMHC’S FULL CONTINUUM OF CARE
Information Technology Infrastructure
Research & Education: Institutional Review Board, Clinical Trials Mgmt. System, Registries, Cohort Mgt,
Continuing Medical Education, Residents, Academic EMR
Accountable Care Organization (ACO)/Population Health/Clinical & Business Intelligence/Analytics
External
Health
Information
Exchange
Home
Devices
Advanced Integration Platforms
Internal
Application
Software &
Biomed
Devices
Clinical Data
Warehouse
Medical School Storage
Data Center IS Security Voice Network
Performance
Monitoring
Tools
Servers
Disaster
Recovery
Single Sign On
Data Network
Wide Area
Network
Wireless
Network
Devices
Mobile
Information
Mgt Tools
Collaboration
Tools
IS Support
Center
Portals: Patient, Physician, Employee, Administration/Board and Member
Critical Care
Transport
Emergency
Medical
Services
Life Flight
Patient
Access
Registration
Scheduling
Ent. Pt. ID
Eligibility
Authorization
Referral Mgt.
Enrollment
Insurance
Home Care Personal
Health
Records
UMMHC
Med.
Center
Hospitals
Clinics
Services
Urgent
Care
Amb. Surg.
Ctr
UMMHC
Telemedicine
ICU
Stroke
Radiology
Non-
UMMHC
Med.
Center
Hospitals
Clinics
Services
Urgent
Care
Amb.
Surg. Ctr
Rehab.
Home
Devices
Long-term
Care
Vitals –
Wearable
TechnologySub-Acute
Hospice
Retail Sites
Therapy
Glucometer
Skilled
Nursing
Patient Care Post Acute
Care
Patient’s
Home
Administration & Support
Environmental
Services
Food & Nutr.
Infection
Control
Biomed Equip.
Supply Chain
Transport
Case Mgt.
Quality
Marketing
HR
Education
Facilities
Security
HIM/Medical
Record
Credentialing
Strategy
Legal
Compliance
Audit
Document
Imaging
Development
Finance
Payroll
Hosp. Billing
Phys. Billing
Rev. Cycle
Accts. Rec.
Cost Acctg.
Contracting
Pricing
Procurement
ENTITY UMMHC IS
SCOPE
DATA
SCOPE
UMMHC FULL FULL
UMMS NONE PARTIAL
CORPORATE > 50%
OWNED PARTIAL PARTIAL
CORPORATE ≤ 50%
OWNED
PARTIAL PARTIAL
NON-UMMHC NONE PARTIAL
Affiliates
Med. Center
Hospitals
Clinics
Services
Urgent Care
Amb. Surg.
Ctr
Patient Care

Exhibits
ENTERPRISE-LEVEL TRANSFORMATION AND TECHNOLOGY
LEADERSHIP ROLES (Updated 3/05/19)
Drexel DeFord, FACHE, FHIMSS, FCHIME, CHCIO,
Independent Healthcare Consultant
Eric Dickson, MD, President and CEO of UMass Memorial
Health Care
Robert W. Finberg, MD, Richard M. Haidack Professor
of Medicine, Professor, Microbiology and Physiological
Systems, and Chair, Department of Medicine
Mary Finlay, Lecturer, Health Policy and Management
Lecturer, Health Policy and Management, Program
Director, Executive Continuing and Professional
Education, T.H. Chan School of Public Health
Raymond Pawlicki, Former Chief Information Officer
(CIO) at Biogen and Novartis
Richard Siegrist, MS, MBA, CPA, Director of Innovation
and Entrepreneurship, Faculty Director of DrPH program,
Co-Director Master in Health Care Management Program,
Lecturer on Health Care Management, Harvard T.H.
Chan School of Public Health, Chair of UMMHC Board of
Trustees
Vindell Washington, MD, MHCM, Executive Vice President
and Chief Medical Officer, Blue Cross and Blue Shield
Louisiana
Jack M. Wilson, PhD, President-Emeritus, The University
of Massachusetts, and Distinguished Professor of Higher
Education, Emerging Technologies, & Innovation
Eric Dickson, MD
President & CEO
Sergio Melgar
EVP & CFO
Tim Tarnowski
SVP, Chief
Transformation Officer
Robin Sodano
VP Information
Services & CIO
Michael
Gustafson, MD
President & CEO,
UMMMC
Doug Brown
UMMHC Chief Admin.
Officer, President
UMM Hospitals
Bart Metzger
SVP, Chief HR Officer
Tod Wiesman
VP, OPD,
Chief Learning Officer
Penny Iannelli
VP Process
Engineering &
Analytics
CITC Idea
System & Innov.
Program
CITC Sr. PI
Specialists
Sean Blood
Manager BI
& Analytics
Eric Bernard
Interim AVP
IS Shared Services
Mike Bosselman
AVP
Infrastructure
CITC Lean
Education &
Training
CITC PI
Specialists
Den Upatising
Manager Mgr Health
Systems Eng.
Dave Smith
AVP
Virtual Medicine
Bruce Forman
Chief Information
Security Officer
CITC PI
Coordinators
CITC Engineering
Interns
Transformation
Project Managers
& Analysts, VDO
Pat Richardson
Interim AVP
IS Applications
Joyce Brindisi
Tara Gordon
Talent Mgt./IS Comm.
Joe Wagner
AVP Clinical
Engineering
Lori Krikorian
Interim AVP
IS Service Standards
CITC
IS COMMITTEE OF THE BOARD

IS EXECUTIVE STEERING COMMITTEE
CO-CHAIR: Bill Corbett, MD, SVP
Community Practices, UMMMG, and
Associate Professor of Medicine,
UMMS
CO-CHAIR: J. Matthias Walz, MD,
Professor and Chair, Department
of Anesthesiology & Perioperative
Medicine, UMMMC/UMMS
Deb DeMarco, MD, FACP, Senior
Associate Dean for Clinical Affairs &
GME, and Professor, UMMS
Steve Erban, MD, Division Chief for
Clinical Informatics, UMMMC
Robert Finberg, MD, Richard M.
Haidack Professor of Medicine,
Professor of Microbiology and
Physiological Systems, and Chair,
Department of Medicine, UMMS
Richard M. Forster, MD, FACP
Vice Chair for Graduate Medical
Education, Vice Chair for Quality and
Patient Safety, Chief of the Division
of Hospital Medicine, Associate
Profesor Medicine for Family
Medicine and Community Health,
UMMMC/UMMS
Nicole Gagne, President & CEO,
UMMHC Community Healthlink
Richard S. Irwin, MD, Chair, Critical
Care Operations and Professor of
Medicine & Nursing, UMMS
Joy Jacobson, AVP, Physician Billing,
UMMMG
Julia Johnson, MD, Professor and
Chair, Department of OB/Gyn,
UMMMC
Andrew Karson, MD, MPH Chief
Medical Officer and Senior Vice
President, UMMMC
Katherine Luzuriaga, MD, UMass
Memorial Health Care Endowed Chair
in Biomedical Research, Director,
UMass Center for Clinical and
Translational Science Vice Provost,
Clinical and Translational Science,
Professor, Molecular Medicine,
Pediatrics, and Medicine University of
Massachusetts Medical School
Pamela Manor, DNP, RN-BC,
CNIO, AVP for System Quality &
Informatics, CNIO, UMMHC
Sergio Melgar, EVP and CFO,
UMMHC
Steve Roach, President & CEO,
UMass Memorial Marlborough
Hospital
Kim Robinson, MD, MPH, Pulmonary
Medicine, Critical Care, UMMHC
Marlborough Hospital
Max Rosen, MD, MPH, FACR,
Professor and Chair, Department of
Radiology, UMMMG
John Salzberg, Vice President,
Revenue Cycle Operations and Chief
Revenue Officer, UMMMC
Tom Scornavacca, DO, CMO,
Population Health, UMMHC, and
Harvard Primary Care Lead Physician,
UMMMG
Alice Shakman, SVP, Diagnostic and
Therapeutic Services, UMMMC
Bob Steppacher, MD, FACS, Assistant
Professor of Surgery and Associate
Clinical Informatics Officer, UMMS/
UMMHC
Mark Sugrue, CNIO and ACNO,
Professional Practice, UMMMC
Stephen Tosi, MD SVP/Chief Physician
Executive, CMO, UMMHC, President,
UMMMG
Gregory Volturo, MD, FACEP
Professor and Chair, Emergency
Department, UMMMG
Deborah Weymouth, MBA, FACHE
President & CEO, UMass Memorial
HealthAlliance-Clinton Hospital
Greg Wolf, CIO, UMass Medical
School
CORE LEADER TEAM
CHAIR: Eric Dickson, MD, President &
CEO, UMMHC
Eric Alper, MD, Chief Quality Officer and
CCIO, UMMHC
Doug Brown, President, UMass Memorial
Community Hospitals, Inc./Chief
Administrative Officer, UMMHC
Therese Day, Chief Financial Officer,
UMMMC
Kate Eshghi, SVP and General Counsel,
Nicole Gagne, President & CEO, UMMHC
Community Healthlink
Michael Gustafson, MD, MBA
President, UMass Memorial Medical
Center
Cheryl Lapriore, SVP, Chief of Staff
and Chief Marketing Officer, UMMHC,
President, UMass Memorial Health
Ventures, Inc.
James Martin, Administrative Fellow,
UMMHC
Sergio Melgar, EVP and CFO, UMMHC
Bart Metzger, SVP and Chief Human
Resources Office, UMMHC
Steve Roach, President & CEO, UMass
Memorial Marlborough Hospital
Paulette Seymour-Route, PhD, RN
Interim SVP for Patient Care Services,
Interim CNO, UMMHC
Michele Streeter, CPA, Executive Vice
President & COO, UMMMG, and SVP for
Clinical Strategies, UMMHC
Tim Tarnowski, SVP and Chief
Transformation Officer, UMMHC
Judith Taylor Patel, Vice President,
Marketing and Communications, UMMHC
Stephen Tosi, MD SVP/Chief Physician
Executive, CMO, UMMHC, President,
UMMMG
Deborah Weymouth, President & CEO,
UMass Memorial HealthAlliance-Clinton
Hospital

Exhibits
EPIC PROJECT IMPLEMENTATION TIMELINE (as of 12/07/18)
2015 2016 2017 2018
Milestone Legend:
Green = Completed on Schedule
Gold = Completed Early
Red = Milestone Missed
Major Milestone
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q1Q2 Q2Q3 Q3Q4 Q4
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Soarian Exit Strategy
Phases 1 and 2: UMMMC, UMMMG, Marlborough, HealthAlliance-Clinton, ACO Healthy Planet Modules,
Epic Data Feed to UMMS Clinical Data Repository
Develop Plan, Budget & Teams
Phase 1: Academic EMR
Assemble Implementation Teams
Infrastructure Modernization – Readiness for Epic
Phase 3: Community Healthlink (CHL)
Phases 4: Affiliates (Community Connect)
Develop Program Strategy & Approach
First Site – Go-Live
3/1/18
Extend Community Connect to Affiliates
Design, Build, Validate Integration Testing
Enterprise IS Value Delivery & Support
Intake, Prioritize & Execute All IS Requests
Enterprise IS & Clinical Engineering Support
Enterprise Informatics & Optimization
Pop Health & Enterprise Analytics
Extend Community Connect to Affiliates
Stabilize
Stabilize Optimization
1/1
Plan Done
Begin
Design
Sign Contract
7/27
v. 2015
Installed
3/31
Content
Done
3/31
Content
Done
9/1Milestone
Slipped
3/1
Design Done
Begin Build &
Workflow
Adoption
9/2
Build & Workflow
Adoption Done
Begin Testing
Changed Scope & Accelerated
Phase 3 Qualifacts for Non - Primary Care
Accelerated
Phase 4
4/23/18
6/30
Testing
Done
10/1
Phase 1 &2
Go-Live
1/2
Transition
from
“Build”
to “Run”
8/14
Begin
User
Testing
8/25 9/30
Infrastructure
Ready
10/1
End
User
Training
Done
EMR Vendor
Selection
Plan, Implement Qualifacts EMR – Non-Primary Care
Original Phase 3 Go Live Date = Jul-2018
Original Phase 4 Start Date = Jan-2018
Develop Program Strategy & Approach
Double Upgrade:
Plan, Implement Version 2016/2018
Stabilize
Continue Infrastructure Modernization
Physician/User Adoption Programs
12/7/18

Top 2%
in the Nation!
”Work hard in silence;
let success make the noise.”
AUTHOR UNKNOWN

”The size of your dreams
must always exceed
your current capacity
to achieve them.”
ELLEN JOHNSON SIRLEAF

UMass Memorial Achieves HIMSS Stage 7

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