Access to care
A $3 million gift
Food pantry expands Cancer patients benefit
Facility dogs at Children's Bringing comfort to kids
Extending help in Tanzania
Dartmouth Health team makes an impact
Plastic and reconstructive surgeon John Nigriny, Jr., MD (left, center) consults with a young patient at Muhimbili National Hospital in Tanzania. He and other Dartmouth Health providers extended essential expertise and mentorship in partnership with aid organization ReSurge International.
Making an impact Employees give back in multiple ways
Dartmouth Health employees contribute to their communities in many ways—through volunteering, fundraising and financial support of events and organizations they care about. Annually, employees account for more than $300,000 in philanthropic support to Dartmouth Health.
In the last year, team members spent hundreds of hours volunteering for key events like the Prouty and the CHaD HERO, and more than 900 employees made a philanthropic contribution to Dartmouth Health. More than $450,000 has been raised through employee givers to this year’s Annual Campaign. Watch a short video with Dartmouth Health CEO and president Joanne Conroy, MD, and chief development officer Matthew Haag, who discuss the remarkable contributions of employees and thank them for their generosity and its impact on our communities.
Here are some quotes employees have shared that capture the spirit of giving back and what it means to them.
“Serving, giving and helping others truly fills my heart. Genuine compassion and contributions to others' well-being can make a meaningful impact in our community, enriching both their lives and ours.”
— Simone Russell, LNA, licensed nursing assistant, Dartmouth Cancer Center
“I like to volunteer and give my time for the Prouty because it is a great cause. I know a few people who have passed away from cancer, so that helps motivate me to keep on volunteering.”
— Kyle Koehler, food service cashier, DHMC Food & Nutrition Services
Honor a Dartmouth Health
Caregiver through March 31
“In both the professional and personal realms, I have been impacted by countless incredible people who have cancer. I am inspired by their tenacity, positivity, and most of all, their commitment to helping others. Volunteering and participating in the Prouty helps me to embody those same values. Even if just one person is impacted by my involvement in the Prouty, I consider it a success.”
Anne O’Donnell, MS, CCC-SLP, CBIS speech language pathologist, DHMC Rehabilitation Medicine
“I feel like I get so much from my work here at Dartmouth Health that contributing a small amount is the right thing to do. I see the depth of the work that we do in the community, and I want to support that.”
Kimberly Oziomek Mender, director, DHMC Revenue Management Operations
Employees are invited to share a message of gratitude for a Dartmouth Health caregiver during the month of March. Your kind words and support mean a lot to our dedicated healthcare professionals. The annual Dartmouth Health Honor a Caregiver campaign will run until March 31. Recognized caregivers will be notified and sent an "Honored Caregiver" pin as a token of appreciation. To recognize a DHMC caregiver or learn more, visit dhgeiselgiving.org/honor-a-caregiver To recognize a caregiver at any other system location, visit dhgeiselgiving.org/honor-caregiver-share-now
An essential part of healing
Dartmouth Cancer Center’s new Healing Harvest food pantry
It started several years ago with a small stockpile of canned goods in the office of Catherine Reed, then an oncology social worker at Dartmouth Cancer Center (DCC). Reed had noticed that many patients came to their treatments hungry because they struggled with food insecurity. She would offer them food from her stockpile.
By 2022, that effort had grown into the DCC Food Pantry, a small space within the radiation oncology clinic space that twice a month provided 150 patients with a week’s worth of groceries. In 2024, a full-time manager, Julia (“Jules”) Boger-Hawkins, was hired. “It was quickly obvious to me that there is a great need,” she says.
In fact, the need is so great that the food pantry expanded once again in February 2025—into a new space and with a new name, Healing Harvest. Still located within the Cancer Center, its capacity has more than quadrupled, increasing access for many more cancer patients. BogerHawkins says, “We now have the ability to store 200 orders worth of food. At present, we’re averaging 20 to 25 orders a day. The average patient visits us every two to three weeks and receives two or three bags of groceries.”
The name Healing Harvest was chosen thoughtfully. “We chose ‘harvest’ to emphasize our connection with local farms and fresh produce. And we chose 'healing' because we want to emphasize a new concept in oncology, ‘food is medicine,’” Boger-Hawkins says. “Good nutrition is an essential part of healing.”
She adds, "It's well established that malnutrition leads to negative outcomes in cancer treatment, so dealing with food insecurity is an integral part of our commitment to the highest quality, comprehensive cancer care.” Healing Harvest is one of only a handful of food pantries at cancer centers across the country, but the number is increasing as the emphasis on whole-person cancer care grows.
The reasons for food insecurity among some cancer patients are many, Boger-Hawkins says. "The national average age of a first cancer diagnosis is 60, so we're looking at a lot of patients who are on fixed
“Dealing with food insecurity is an integral part of our commitment to the highest quality, comprehensive cancer care.”
Julia (“Jules”) Boger-Hawkins, manager of Healing Harvest
incomes. Many of them live alone, without a care partner. And, in our rural communities, because of transportation issues, or maybe because they're just too tired, patients can't get to a grocery store." Also, she adds, if a patient is immunocompromised from cancer treatment, they should try to avoid public places.
With the help of new technology, an efficient, online ordering system is now in place. Boger-Hawkins says cancer patients, all of whom are eligible for Healing Harvest services while receiving treatment at Dartmouth Hitchcock Medical Center (DHMC), can use a touchscreen kiosk to place a customized grocery order. “Then, after they check out, we can pack their order right away and leave it for them at a pick-up nook outside of the space, or deliver curbside at the DHMC entrance.”
Proceeds from the annual Prouty fundraiser event and private donors fund the effort, and local community organizations donate some of the food. All of the bread is donated by King Arthur Baking Company. Willing Hands and Cedar Circle Farm donate produce.
The work of Healing Harvest would not be possible without the volunteers, says Boger-Hawkins, who is the only paid employee. “The team we have is so inspiring and so dedicated. Many of them are cancer survivors themselves or have seen others go through treatment. It’s really special to see the volunteers put a loving touch on everything that we do.” Help also comes from Medical Student Schweitzer Fellows and Dartmouth Undergraduate Fellows who undertake self-directed projects researching Healing Harvest and testing out ways of improving service.
Ahead, Boger-Hawkins sees the need for a significant expansion of the program. "We just hit a milestone last week of 1% of all of the DHMC cancer population has now been served, which is obviously a tiny number. Our goal is to serve every single one of those people who is experiencing food insecurity. In five to 10 years, I think we need to be planning to serve 4,000 to 6,000 patients a year.”
Jean Bolger and Kerrilynn Hennessey
Jean M. Bolger, BS, RN, RD, ambulatory nursing director at Dartmouth Hitchcock Medical Center, managed the volunteer leadership team for the New Hampshire chapter of the American Hospital Association’s annual Go Red for Women event held on February 12, and Kerrilynn Hennessey, MD, a cardiologist at DHMC’s Heart and Vascular Center, presented the event’s keynote address, titled “Team-Based Care for Women’s Health: Insights from Dartmouth Health’s Cardio-Obstetrics Program.”
Bolger said in a press release for the event, “As a cardiac nurse, I am especially proud to chair the 2025 Go Red for Women Luncheon. This event features inspiration, education and community among women, and is a powerful and moving experience. Whether you’re a survivor, donor, volunteer or guest of a friend or your company, attending a Go Red for Women Luncheon will not only be fun and fulfilling, but it just might also be the one lunch that saves your life or the life of someone you love.”
Julie Carte
Congratulations to Julie Carte, RN, WCC, for earning her Wound Care Certification! A shoutout to Cheshire Medical Center for holding the certification course at their site to allow nurses from the Dartmouth Health system to attend this fantastic opportunity. This course involved a four-day program followed by a standardized proctored exam. Julie will be able to assist with wound care and provide recommendations for patients’ treatment with her new expertise in collaboration with the Family Medicine provider team at New London Hospital
Megan Daley
Megan Daley, RN, at Alice Peck Day Memorial Hospital, has recently taken on the new role of care manager for outpatient specialty services, such as orthopaedics, neurosurgery and podiatry, helping to prepare patients for upcoming surgeries and ensuring that they are teed up for success when they go home. Megan connects patients with community resources and post-surgery equipment, and keeps the inpatient care management team apprised of plans.
Kiley Shackett
Kiley Shackett, RRT, RCP, respiratory therapist at Valley Regional Hospital, is being recognized for his outstanding patient care, which inspired a patient to make the decision to quit smoking.
Through thoughtful and compassionate education, Kiley communicated vital information in a way that empowered the patient, making them feel supported rather than judged or pressured. In addition, this patient encouraged their friend to sustain from smoking as well, demonstrating the potential positive snowball effect from one's dedication to patient care. Scott Astle, MBA, RRT, cardiopulmonary manager, said, “Kiley always works well with his patients, develops a good rapport, and is a strong advocate for them.”
Breast Health and Imaging Department
The Breast Health and Imaging department at Southwestern Vermont Medical Center received recognition recently for the care and time spent supporting a patient. The team was recognized by SVMC’s internal Gratitude Committee. They were nominated for helping a breast cancer patient who needed additional imaging beyond her scheduled screening mammogram. Staff went to great lengths to ensure the patient had the correct imaging done in order to prepare for her follow-up appointment.
Registration Team
“An Information Desk volunteer (at Cheshire Medical Center) told me that today has been the busiest she has ever seen, and that the registration team today did a great job. I also overheard someone else say that the registration staff has been ‘so kind and friendly’ and that makes a world of difference to our patients. I hope the whole team knows just how much their compassion and friendliness can either make or break a patient's experience when they come to the hospital. They really hold a very vital role here, and I'm so happy to hear such great feedback, so thank you to you and your team.”
Cheshire Medical Center's registration team.
Jean Bolger, BS, RN, RD Kerilynn Hennessey, MD
“AMAZING. TRANSFORMATIVE.”
That’s how Torie Miele, CCLS, a Child Life specialist at Dartmouth Health Children’s (DHC), describes the work of two facility dogs, Winnie and Maverick, who will soon be spending their days with patients and their families at DHC and Dartmouth Hitchcock Manchester to provide comfort, support and therapeutic benefits.
Miele, the trained handler for Maverick, says, “With this new program, the facility dogs will help children feel safe in sharing their worries, feel comfortable in the medical setting, and be an active participant in preparation and support during medical procedures. They can also help identify those most in need and be involved in teaching positive coping skills.” The team of Miele and Maverick will be at DHC while Sonya Charles, CCLS, another Child Life specialist and trained handler, will work with Winnie at Dartmouth Hitchcock Manchester
“Facility dogs add to Child Life practice in ways we would not be able to do on our own,” Charles says. “They are cortisol scent trained to help them identify stressed, overwhelmed and anxious patients we might otherwise miss. Plus, dogs are nonjudgmental and unable to voice criticism, so they help build quick rapport.”
The dogs can also do deep pressure therapy by laying their head or body on patients and provide positive sensory experiences that are unique to petting a dog. But, Charles adds, “They would not be able to do this work without their handler. It really is about the handler and dog bond and partnership that makes the work possible and successful.”
She adds that patients and their families aren’t the only ones who benefit from the presence of facility dogs; staff does as well. “They provide support for Code Lavenders—they’ve both already done this!—and other follow-ups after challenging situations. There’s also
the exposure to the dogs on a daily basis, even if it’s just walking past or a quick stop for a pat. Plus, staff benefits by being able to witness the immense impact the dogs have on our patients and families.”
Miele says the specialized training of the dogs, which takes place at ColdSprings Healing Paws in New Ipswich, NH, starts shortly after birth. “At about 8 to 10 weeks old, they go through an official temperament test to determine what job they’d be most fitted for. From there, along with general skills, they get public access and basic obedience training where they are exposed to a wide variety of environmental elements— elevators, subways, farm animals, you name it.”
After that, she adds, they learn more specific tasks like opening doors, closing cabinets and turning on light switches. Handlers like Miele and Charles go through months of training with their dogs and have to pass a certification exam. The dogs live with their handlers and take part in family life, with dog-centered activities like hikes and vacations to dogfriendly destinations. “That helps them relax on their time off,” Miele says.
Is the facility dog program the same as the therapy dog program?
“We have a well-established volunteer therapy dog program, Hug a Hound,” says Charles, “but the training and goals of the therapy dogs is different than that of our new facility dog program and dogs. With that said, we know we could not function without our amazing volunteers and their dogs.”
Charles points out that research has found that dogs have been utilized as tools and partners for humans for more than 30,000 years. “Wolves would receive food from humans in exchange for protection and companionship. It is amazing to think how far this partnership has grown, and how the work of a facility dog with a trained Child Life specialist can make such a large impact on patients and families.”
Left to right: Sonya Charles, Child Life specialist and Winnie's handler; Melissa Saari, ColdSprings Healing Paws founder and trainer, with Winnie; Torie Miele, Child Life specialist and Maverick's handler, with Maverick.
EXTENDING HELP IN TANZANIA
Dartmouth Health team makes an impact
In August 2024, Dartmouth Hitchcock Medical Center plastic surgeon John Nigriny, MD, DMD and his colleague Aaron Grand, MD, a plastic surgeon specializing in Hand Surgery and affiliated with the University of Pittsburgh Medical Center, were invited to lead a medical team to Dar es Salaam, Tanzania. The project was sponsored by ReSurge International, a nonprofit international humanitarian aid organization committed to providing reconstructive surgical care in developing countries worldwide. Nigriny practices Plastic and Reconstructive surgery and specializes in complex reconstruction, and he has made similar trips with ReSurge in the past dating back to 2003. For this project there was capacity to include more surgeons and a request for hand therapy, and without hesitation he invited Dartmouth Hitchcock Medical Center orthopaedic surgeon Lance Warhold, MD, FAAOS, a hand surgery specialist, and Alison Sanborn, MS, OTR/L, CHT, an occupational therapist, on what would be their first international medical trip.
“My time with the ReSurge team helped me see that there is so much good we can and should be doing,” Sanborn says. “We have the chance to share the culture and impact of Dartmouth Health abroad, and this is a net positive for all involved. The ReSurge model of providing education with the expectation that it will be paid forward to future clinicians is an important concept.”
provided education to 10 physical and occupational therapists, two occupational therapy students, rehabilitation support staff, as well as doctors and nurses.
As representatives of Dartmouth Health, Nigriny, Warhold and Sanborn performed surgery and therapy, but they also provided essential expertise and mentorship, helping local healthcare professionals gain valuable insights and skills into plastic surgery, hand surgery, and physical and occupational therapy. They were praised by ReSurge for making a significant impact in both patient care and the education of Tanzanian clinicians.
“We have the chance to share the culture and impact of Dartmouth Health abroad, and this is a net positive for all involved.”
Alison Sanborn, MS, OTR/L, CHT
Nigriny has provided education to local surgical staff in Tanzania and across Africa and South America for maxillofacial surgery, head and neck reconstruction, burns, scars and congenital defects. Warhold has helped to develop a virtual hand surgery education program for Tanzanian surgeons, who serve a population of more than 7.4 million people yet lack access to a dedicated hand surgeon. This virtual education initiative has the potential to greatly expand local capacity, providing Tanzanian surgeons with ongoing learning opportunities in areas that are critically underserved.
Patients were seen at Muhimbili National Hospital in Dar es Salaam. Access to surgical specialists is severely limited in Tanzania, and patients in need were encouraged to attend the surgical clinic by their local doctors as well as through national TV and radio spots. Nigriny and Warhold saw patients that may have traveled days to meet with them, some coming on foot, by train, by bicycle and car for the chance to be assessed by the surgical and therapy teams.
Dozens of patients were screened in the hand section alone, and many more were evaluated for head and neck or maxillofacial reconstruction needs both in the clinic and hospital wards. The team of American surgeons provided direct supervision and education to 46 residents, fellows and attending surgeons, as well as operating room nurses, scrub technicians and anesthesiologists. Sanborn
Sanborn served in the capacity of educating physical and occupational therapists and training therapists in new orthosis fabrication techniques, as well as developing a program to address the many burn patients the hospital treats. Sanborn and Warhold also modeled for their Tanzanian peers how hand surgery and therapy are inextricably linked.
As a result of these efforts, ReSurge has extended an offer to continue working with Dartmouth Health on future trips and educational endeavors. Both the Orthopaedic and Plastic Surgery departments in Dar es Salaam have expressed strong interest in establishing a formal, ongoing virtual education program.
ReSurge International has invited Warhold back to Muhimbili National Hospital this spring to provide continuing care for some of the patients he treated in August. "I personally gained more from my experience than I could give in return," he says. "I still have more to offer."
Photos, clockwise, from top left:
The Dartmouth Health team with a patient named Kurwa.
Muhimbili National Hospital providers pose for a picture with the Dartmouth Health team.
Cases such as this patient requiring maxillofacial and reconstructive surgery were seen by plastic and reconstructive surgeon John Nigriny, MD, DMD.
Alison Sanborn, MS, OTR/L, CHT, provides occupational therapy to a 13-year-old patient named Gabriela.
Orthopaedic surgeon Lance Warhold, MD, FAAOS, speaks to a family at Muhimbili National Hospital.
Left to right:
Orthopaedic surgeon Lance Warhold, MD, FAAOS, occupational therapist
Alison Sanborn, MS, OTR/L, CHT, and plastic surgeon John Nigriny, MD, DMD.
Matthew R. Foster, MD, MMM
CEO and president of Mt. Ascutney Hospital and Health Center and Valley Regional Hospital
In December 2024, Matthew R. Foster, MD, MMM, was appointed CEO and president of Mt. Ascutney Hospital and Health Center (MAHHC) and Valley Regional Hospital (Valley). It is the first time Dartmouth Health has named one individual to serve as president and CEO of two member sites.
Before joining Dartmouth Health, Foster served as interim chief medical officer at Johnson Health Center in Lynchburg, Virginia, and senior vice president and chief physician executive at Centra Health. From 2002-2021, he was a pathologist, full partner and owner at Pathology Consultants of Central Virginia. He was recently elected to the board of governors of the College of American Pathologists. We talked to him about his new role, and the challenges and opportunities he sees ahead.
What unique challenges have you faced in serving as the leader of two different hospitals?
Building a new partnership is both an incredible opportunity and a challenge, and it’s exciting to be in this role at MAHHC and Valley. There are more similarities than differences, and as we work towards a closer partnership we must continue to ask the right questions and also listen. The biggest challenge remains determining how to integrate and complement our functions and services that adds to what both campuses do without losing what makes them both special and unique. We’re working on strengthening key service lines that span across the Connecticut River, which requires me to deeply understand the strengths and needs of MAHHC, Valley and the communities they serve. Ultimately, my focus is on ensuring the best possible outcomes of our patients and be a trusted community partner.
What are your goals for Mt. Ascutney and Valley Regional in your new role?
My goal is to help MAHHC and Valley define their partnership, creating a microsystem with two campuses within the Dartmouth Health system that effectively supports the small, rural communities that rely on our care. We’ve already achieved this in some ways: We’re currently searching for our next CFO, who will serve both hospitals, and we’ll have similar opportunities to identify shared roles in the future. By fostering a unified community across two campuses, these hospitals have the potential to set a new standard for rural healthcare.
How are these goals informed by your past experiences in healthcare?
As we build this new relationship between MAHHC and Valley, it’s essential to preserve what makes each organization unique
and valuable to their communities. My background as a pathologist has given me a broad perspective on healthcare. My role in helping lead state and federal advocacy with the College of American Pathologists also helps me understand health policy and broader quality, safety and other drivers of our healthcare system. Ultimately, however, I have learned that it is the people that make a place special. No matter how modern the building or how new the technology, healthcare remains a people business. We choose to work in the service of others and each other. I’ve learned how important it is to recognize and leverage individual and organizational strengths. I believe in empowering people and their institutions to understand their own capabilities and act on them effectively.
What do you see as the biggest challenges in serving rural populations?
Access, affordability and social determinants of health such as transportation, food insecurity, housing and poverty all remain major challenges in rural communities. We must improve primary care access and timely referrals to and care by specialists. This is not easy in
today’s modern healthcare system which places an inordinate administrative burden on the providers who just want to take care of their patients. It will take creative thinking and seeking new ways to reframe our care experience. This involves not only creating operational efficiencies between MAHHC and Valley but also working with their communities to identify and address access barriers, such as transportation. Developing a sustainable workforce remains a significant challenge. It is important, however, that instead of framing these as challenges or problems, we focus instead on outcomes. We need to decide what we want to achieve and what kind of health system we want to be and seek to discover how we can do this in today’s very uncertain environment. I’m committed to showcasing the cultural strengths, competitive wages and local partnerships that make our organizations great places to work and also inviting people to experience what it means to live and work in an incredibly supportive community.
The biggest rewards?
Working toward a common purpose and supporting the people who work here, the patients who seek care and the community that depends on us to always be there when
needed as a trusted partner in their care is very rewarding. It’s rewarding to connect with people, including patients, staff and community members, and continuously learn from them. There is always something to learn and that is what makes this so fun. Innovation, building relationships and exploring possibilities to improve healthcare in rural communities, which nationally face unique challenges, is so fulfilling. The more time I spend here in Windsor, Claremont and the Upper Valley, the more I learn and the more we grow together.
How has the transition been from working in the state of Virginia to living and working in northern New England?
The transition has been very positive, even with a cold snowy winter. Thankfully, I like to ski and spend time outside. I have strong family ties here with my wife’s family based in Vermont. While I’ve spent most of my life outside New England, I was born in Boston and, as many people can attest, remain a devoted Red Sox fan, and I look forward to catching a couple games this season at Fenway. It is a beautiful part of the country and one that already feels like home.
Mt. Ascutney Hospital and Health Center
Valley Regional Hospital
IA CULTURE OF INNOVATION
Levy Incubator projects are transforming care
mproving health and healthcare for people living in northern New England through innovative models of care delivery—that’s the goal of the Susan and Richard Levy Health Care Delivery Incubator, a joint venture between The Dartmouth Institute for Health Policy & Clinical Practice at Geisel and the Department of Community and Family Medicine at Dartmouth Health. A recent $3 million gift to the Incubator by Richard Levy will expand the boundaries of its work by supporting a three-year initiative aimed at transforming primary care.
“A key feature of all models will be the expectation that social services be integrated into clinical care delivery,” says Amanda Perry, program manager for The Dartmouth Institute for Health Policy & Clinical Practice. “We know that community-based social services can effectively address the social drivers of health, including housing, nutrition, education and employment. By encouraging collaborative innovation between primary care and social services, we hope that we can improve the health of the communities we serve.”
The Incubator’s initiatives are part of the innovation arm of Dartmouth’s recently launched Northern New England System Transformation for Primary Care (NNESTPC). In addition to innovation, NNEST-PC supports primary care research, education and policy development to implement the recommendations of the National Academies' “Implementing High Quality Primary Care” report in our region. These efforts seek to address a shortage of primary care providers, unequal access to services and inadequately designed payment models.
According to Community and Family Medicine department chair Elisabeth Wilson, MD, MS-HPEd, MPH, “Those issues all
contribute to growing health disparities. Recent policy efforts focus on expanding access through telemedicine, increasing funding for community health centers, promoting models that prioritize outcomes over volume and mandating a fraction of an insurer’s total spend on primary care services.” Enhanced reimbursement rates, loan forgiveness programs and investments in workforce development are also being explored.
Since its creation five years ago, the Levy Incubator has funded and supported 17 teams that have made impressive progress in enhancing the quality of care for patients, improving the patient and provider experience, reducing costs and decreasing unnecessary, ineffective or unwanted clinical interventions.
Over the years, the Levy Incubator has fostered a culture of innovation. “We unleash providers from existing constraints in order to transform the way they provide services, immediately and locally,” says Amber Barnato, MD, MPH, MS, department chair and director of The Dartmouth Institute for Health Policy and Clinical Practice. “During their 12 to 18 months in the Incubator, teams design and implement significant changes that some clinical departments may take years to do. And that energy is infectious—providers talk to their peers about their experiences in the Incubator.”
Many of the projects focused on vulnerable populations across a wide spectrum of need. Innovations included the establishment of perioperative cognitive and frailty screening in older adults, and operationalizing a home-based telehealth step-down unit for pre-term infants with remote monitoring. Other examples include the development of an in-unit treatment
program for youth waiting in the hospital for an inpatient psychiatry bed, and the creation of a coordinated transition program for individuals released from prison with healthcare needs, including rapid access to primary care. Critically, almost all of these innovations have been sustained locally after the project funding ends, which is relatively uncommon in traditional models of research. “This is because we have been able to demonstrate real return on investment, build sound business plans and ensure broad buyin,” Perry says. In an effort to scale these ideas, the Incubator shares these successes in their podcast “Unleashed.”
In addition to health system goals, the Incubator has academic goals: to publish, build partnerships with other centers to test implementation at other sites and leverage Dartmouth Health networks. They anticipate further academic successes in the next three years.
Perry says, “The word has spread; we received 19 inquiries for applications to our next cohort even before we publicly shared the new RFA (Request for Applications).”
New Hampshire Magazine names 268 Dartmouth Health doctors
“Top
Docs” for 2025
Dartmouth Health saw its highest number of physicians ever recognized in New Hampshire Magazine’s annual Top Doctors ranking for 2025. A total of 268 Dartmouth Health doctors were named to the list, an increase of 20 providers from the previous year.
The recognized physicians are employed and/or provide services at Dartmouth Hitchcock Medical Center; Dartmouth Cancer Center; Dartmouth Health Children’s in Concord, Lebanon, Manchester and Nashua; Dartmouth Hitchcock Clinics Concord, Lebanon, Manchester, Merrimack and Nashua; Alice Peck Day Memorial Hospital; Cheshire Medical Center; and New London Hospital
They are named across 63 pediatric and adult specialties, including internal medicine, interventional cardiology, dermatology, neurology, obstetrics and gynecology, orthopaedic surgery, psychiatry, radiation oncology, pulmonology, rheumatology, sports medicine, urology and many more.
“New Hampshire patients have options when it comes to their doctors, and I am so proud that, in greater numbers each year, Granite Staters are choosing Dartmouth Health physicians all over the state, in all areas of medicine, to provide their healthcare,” said Joanne M. Conroy, MD, Dartmouth Health’s CEO and president. “Whether it’s your family doctor, pediatrician, OB/GYN, a surgeon, or any of our many outstanding physicians, choosing a doctor means putting your trust in him or her to look out for the best interests of your health, and to provide care with compassion and respect. These core values are at the heart of what our physicians named to New Hampshire Magazine’s 2025 Top Doctors, and all our doctors across the Dartmouth Health system, do every day.”
New Hampshire Magazine partners with the national research firm Castle Connolly to distribute surveys to every licensed practicing Granite State physician. The physicians are asked to nominate specialists who they would recommend to friends and family for treatment. Those receiving the most nominations are named as the top doctors and represent leading physicians in their respective specialties.
To see the complete list of Dartmouth Health’s 2025 Top Doctors honorees, please visit go.d-h.org/topdocs.
MARCH 30, 2025
This year’s theme is “Behind the Mask: Who Heals the Healers?” It invites us to look beyond physicians’ dedication and resilience to recognize their need for support and care. National Doctors' Day is not just a time to express gratitude—it’s an opportunity to uplift the healers who tirelessly care for us. Dartmouth Health thanks and supports the hundreds of providers who care for our patients each day. Do you know a physician that deserves special recognition? Share your shoutout to an amazing doctor by emailing Connections@dartmouth-health.org.
Visiting Nurse and Hospice for Vermont and New Hampshire:
“My therapist Ginger (Stocker) was always polite, helpful and knowledgeable about the area that I needed therapy with, and always made sure that I did not overdo it with exercises or in general use of area as to not damage or reinjure my shoulder.”
New London Hospital:
“Dr. (Pineal) Bekere is always helpful, inclusive and ready to answer any questions and discuss concerns.”
Alice Peck Day Memorial Hospital:
“APD has always provided excellent care in their practices. Another place they excel is treating patients respectfully, and they are very knowledgeable.”
Valley Regional Hospital:
“(My) hospital stay was excellent, people were kind, considerate, well educated in their profession.”
Cheshire Medical Center:
Mt. Ascutney Hospital and Health Center:
“I came to the Mt. Ascutney ER, though I could have gone elsewhere. I chose Mt. Ascutney, and I am SO glad I did! This hospital is critical to our community here in Windsor/ Ascutney/Weathersfield/Springfield.”
Dartmouth Hitchcock Medical Center:
“Dr. (Karen) Blatman always answers any questions I have in the portal in a timely manner. It is so very comforting to know she is available to help and support me.”
Southwestern Vermont Medical Center:
“The hospital was incredible. The anesthesiologist was absolutely incredible. I was so nervous to get a complete knee replacement and the pain after. He stayed there and calmed me down. I was so impressed. The nurses on that same floor were incredible as well. They just went above and beyond what they had to do with me. So awesome.”
“The Urgent Visits waiting room was a madhouse during my visit. Despite the grueling work, the staff attended the masses in a kind, calm and respectful way. They were top-notch, from the receptionist (Dawna Woodhull) to the nurse (Jodi Mattson), who sent me on my way with a motherly touch.”
Dartmouth Hitchcock Clinics Bedford – Hawthorne Drive:
“Our nurse was so kind and reassuring. She listened to our concerns and gently walked my daughter, who struggles with anxiety, through the process of taking her heart rate and blood pressure. She relayed all the information to the doctor for us, and we appreciated such a warm welcome from her.”
