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Partners Home Care

 281 Winter Street, Suite 240
 Waltham, MA 02451
[P] (781) 290-4000
[F] --
http://www.partnersathome.org
[email protected]
Steven Patrick
INCORPORATED: 1987
 Printable Profile (Summary / Full)
EIN 04-2918280

LAST UPDATED: 02/11/2015
Organization DBA Partners HealthCare at Home
Former Names Partners Home Care (2000)
Affiliated Community Visiting Nurse Association (1997)
ABL Visiting Nurse Association/Advantage Home Health/Bay Area Visiting Nurse Association/Lahey Clinic Home Health (1995)
North End Home Health Services/East Boston Home Health Services (1989)
MGH/Spaulding Home Health (1981)
Bay Area Visiting Nurse Association/Cable Coburn Home Care and Hamilton-Wenham VNA (1979)
TLC Nursing Inc. (1976)
Carver Public Health Nurse Association (1955)
Hanson Visiting Nurse Association (1944)
Pembroke Public Health Nursing Association/Bay Colony Visiting Nurse Association (1937)
Weston Visiting Nurse Association (1927)
East Bridgewater Public Health Nursing Association (1921)
Hingham Visiting Nurse Association (1920)
Abington Visiting Nurse Association (1914)
Rockland Visiting Nurse Association (1910)
Whitman Visiting Nurse Association (1909)
Hamilton-Wenham Visiting Nurse Association (1904)
Milton Visiting Nurse Association (1903)
Bridgewater Visiting Nurse Association (1902)
Wellesley Friendly Aid Association (1899)
Newton District Nurses (1898)
Visiting Nurse Association of Greater Salem (1897)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

 Partners HealthCare at Home is a division of the Partners Continuing Care Network, and we share a mission to improve quality of life for people experiencing injury, illness, and disability. Partners HealthCare at Home delivers compassionate home health care and community based services to enhance the quality of life for those we serve. Our vision is to be the leader in delivering a broad range of innovative and integrated health care solutions that help people stay in their homes safely with comfort and dignity. 

 

Mission Statement

 Partners HealthCare at Home is a division of the Partners Continuing Care Network, and we share a mission to improve quality of life for people experiencing injury, illness, and disability. Partners HealthCare at Home delivers compassionate home health care and community based services to enhance the quality of life for those we serve. Our vision is to be the leader in delivering a broad range of innovative and integrated health care solutions that help people stay in their homes safely with comfort and dignity. 

 


FinancialsMORE »

Fiscal Year Oct 01, 2013 to Sept 30, 2014
Projected Income $84,133,000.00
Projected Expense $82,574,457.00

ProgramsMORE »

  • Home Based Chronic Care Management
  • Home Care Services
  • Maternal and Child Health Program
  • Patient Safety at Home
  • Specialty Services

Revenue vs. Expense ($000s)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

Expense Breakdown 2008 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

 Partners HealthCare at Home is a division of the Partners Continuing Care Network, and we share a mission to improve quality of life for people experiencing injury, illness, and disability. Partners HealthCare at Home delivers compassionate home health care and community based services to enhance the quality of life for those we serve. Our vision is to be the leader in delivering a broad range of innovative and integrated health care solutions that help people stay in their homes safely with comfort and dignity. 

 


Background Statement

Partners Home Care d/b/a Partners HealthCare at Home was developed to bring together a group of home health agencies in eastern Massachusetts within the Partners HealthCare system to offer high quality, centralized care for patients in a broad geographic area. In 1999, theSouthShore’s Affiliated Community VNA merged with Greater Boston’s MGH/Spaulding Home Health Agency, which also subsumed theNorthEndCommunityHealthCenter’s Home Health Department. Newton-Wellesley’s Home Heath Services joined the group in 2000, and Partners Home Care was born. In 2002, the VNA of Greater Salem joined Partners Home Care, as did HealthCare Dimensions Hospice. Today, there is one organization called Partners HealthCare at Home providing home care services to more than 140 communities in theSouthShore, Greater Boston, MetroWest, and theNorthShore. Divided into regions and further divided into clinical teams, this large organization still maintains a community focus, providing excellent, locally integrated care which is customized to each patient, family, and community we serve.

Impact Statement

Our team of 1,200 skilled nurses, therapists, social workers, and home health aides provide 360,000 visits annually to 25,000 patients, serving people across the age spectrum from birth to more than 100 years old. Partners HealthCare at Home, one of the largest home health agencies in New England, provides a wide spectrum of care in the home designed to meet the complex needs of each patient and to ensure optimal independence and quality of life. Our goal is to serve all who need us regardless of their ability to pay, and thus Partners HealthCare at Home provides approximately $1.2 million in un-reimbursed care annually for patients who lack health insurance or are underinsured.
 
In early 2011, Partners HealthCare at Home announced that it was named to the 2010 HomeCare Elite™, a compilation of the top-performing home health agencies in theUnited States. This annual review identifies the top 25 percent of agencies. The HomeCare Elite is the only performance recognition of its kind in the home health industry. This is the second year in a row that we received this honor.
 
In the coming year, our goal is to continue to ensure even patients with complex medical needs can remain in their homes and communities.  Through programs such as telemonitoring, Home-Based Chronic Care Management, Lifeline, and others, we will continue to reduce re-hospitalizations and emergency department visits while improving quality of life or our patients.

Needs Statement

Home care services make it possible for patients to remain in their homes and communities. According to the National Association for Home Care and Hospice, who compared the cost of a day in the hospital or skilled nursing facility with a home health visit, cost savings with home care can be significant. Partners HealthCare at Home is able to provide patients who have high levels of need and a variety of complex diagnoses with this option through clinical programs unique in our area, including telemonitoring, wound care from Board-certified nurses, and chronic care management.
 
Our most pressing needs continue to be for both the technology and tools needed to provide care in the home, the skilled staffing needed to fill the role of home care clinician, and funds to cover those with inadequate insurance coverage for home health services.  Specifically, we are seeking funds to build our telemonitoring program, which has already been shown to reduce rehospitalization for people with serious chronic illness.  The cost of replacing our aging fleet of telemonitoring equipment is more than $100,000.  We are also seeking funds to support further development of Home Based Chronic Care Management, a program which is designed to help clinicians empower patients to take control of their chronic illness and make better choices for their health.  This program will require training for all clinical staff at a cost of more than $200,000.  In addition, we never turn a patient away for inability to pay, and therefore we provide care for those who lack coverage for home care.  We continually seek charitable support to cover this cost.

CEO Statement

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Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA
METROWEST REGION, MA
NORTHEAST REGION, MA
SOUTHEAST REGION, MA

Serving communities throughout Eastern Massachusetts.

Organization Categories

  1. Health Care - Home Health Care
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Under Development

Programs

Home Based Chronic Care Management

 With an increasing number of people with chronic diseases such as diabetes, heart failure, or chronic obstructive pulmonary disease (COPD) we have developed the Home Based Chronic Care Management (HBCCM) program. HBCCM is an evidence-based program designed in response to the need to move away from the acute care focus that is central to our healthcare system. HBCCM supports and empowers patients through a team-based approach which equips them to take responsibility for their own health while improving coordination of care. The program focuses on proactive care planning and assisting patients to navigate an increasingly complex healthcare system. The program uses health coaching and goal setting; rather than telling the patients what changes they need to make, clinicians use motivational interviewing techniques which help patients identify their own motivation for making health-related behavior changes. 
Budget  $200,000.00
Category  Health Care, General/Other Home Health Care
Population Served General/Unspecified Aging, Elderly, Senior Citizens Elderly and/or Disabled
Program Short-Term Success 
 The goal of this project is to improve quality of life and health outcomes for seniors with chronic disease through improved self-management, increased self-efficacy, and improvement in coordination of care. Because one clinician can provide monitoring and telephone support to 80 patients per day, this is a cost effective approach to chronic disease intervention and facilitating self-management.

We anticipate the following outcomes:
 
80% of patients will develop realistic and acheivabke goals related to their chronic disease
 
80% of patients will report improved understanding of the disease process and greater confidence in managing the disease process
 
50% of patients will use daily telemonitoring to track vital signs in collaboration with the home care clinician in order to understand the impact of health behaviors
 
Decrease in hospital admissions and emergency department visits for these patients
 
Increase in overall patient satisfaction

 

Program Long-Term Success 
We anticipate lowered health care costs and improved quality of life for people with multiple chronic diseases as a result of this program.  The program will lead to patients feeling more empowered and in control of their chronic illness and of their health.  Patients will set incremental goals with their home care clinician which they can realistically acheive; for example rather than simply telling the patient to increase exercise, the clinician will work with the patient to identify how many steps they can add each day.  Patients will better understand how they can have a positive impact on their own health.
Program Success Monitored By 
See Home Care description.
Examples of Program Success 
TBD

Home Care Services

 Partners HealthCare at Home’s skilled staff provides care to more than 300,000 patients each year. We serve people of all ages, ensuring that they can remain in their homes and communities rather than a hospital or nursing home. We provide skilled nursing, physical and occupational therapy, social work, and paraprofessional services in 140 communities in easternMassachusetts. Our services ensure that people can stay in their homes, safely and with comfort and dignity, as they recover from illness, injury, or surgery. 
Budget  $70,000,000.00
Category  Health Care, General/Other Home Health Care
Population Served General/Unspecified Elderly and/or Disabled Other Health/Disability
Program Short-Term Success 
Short-term indicators of impact include: rate of rehospitalization or emergency department use, patient and family satisfaction, and improvement in health and/or physical functioning for our patients.
Program Long-Term Success 
PHH's vision is to be a leader in providing innovative health care solutions to ensure that patients can remain in their homes and communities.  People are living longer and with more complex medical conditions at the same time that the health care system is seeking ways to reduce costs and provide more efficient care.  Home care is a large part of the solution, providing high quality care at a lower cost than a hospital or nursing home stay.  Our long-term goal is to continue to meet the needs of our growing population of patients, developing interventions to meet their needs, and ensuring their quality of life.
Program Success Monitored By 
 Partners HealthCare at Home has a variety of tools available to measure outcomes. One tool is the Outcome and Assessment Information Set (OASIS) survey from the Centers for Medicare and Medicaid Services which issues a monthly report on outcomes. Chart audits are also used on a regular basis in order to spot trends in performance and any red flags that are raised. In addition we use a survey tool for patients and families to measure satisfaction with our services and discover where improvements can be made. Evaluation is a fundamental component of Partners HealthCare at Home and how we ensure continued quality in both patient care and customer service. The data from both Oasis surveys and patient satisfaction surveys is reviewed regularly in order to determine where improvement is needed. The Quality and Compliance Team works with the staff responsible for education and professional development to design programs responding to areas of concern. 
Examples of Program Success  Partners HealthCare at Home was recognized in early 2010 as one of the top performing agencies by the Centers for Medicare and Medicaid Services (CMS) in seven state project. The project was designed to measure the benefits and possible savings of greater utilization of home health care for Medicare patients. The project resulted in $15.4 million dollars in savings, suggesting effective use of home health services nationally could have significant savings to Medicare and Medicaid while providing more effective disease management.

Partners HealthCare at Home placed in the top 20% in the Northeast and scored particularly well on several key measures, including a reduction in hospital and emergency department care, as well as improvement in ability to perform activities of daily living. By utilizing medication management, rehabilitation therapies, and proven interventions such as telemonitoring, patients have shown to manage their illnesses better and maintain a higher quality of life.


Maternal and Child Health Program

 Families with children are served by Partners HealthCare at Home’s Maternal and Child Health (MCH) program. Partners HealthCare at Home is able to provide a range of services in the home, including colostomy care, infection care, and chemotherapy, reducing stress on patients and their families. Examples of the kinds of patients this team serves include a family bringing a premature infant home who needed guidance in how to allow other family members to interact with this fragile baby; a three-month old with eye cancer who needed blood draws and other highly technical services; a young boy who was left severely brain injured after his heart stopped and whose family needed help to find other services; and a teen with cancer who missed a year of school but who was able to have her treatments at home. 
Budget  $692,000.00
Category  Health Care, General/Other Home Health Care
Population Served Children and Youth (0 - 19 years) People/Families of People with Cancer People/Families with of People with Disabilities
Program Short-Term Success 
Short-term success of the program is measured in patient-family satisfaction with the program.
Program Long-Term Success 
The program is designed to ensure that infants, children, and youth with serious illness or injury can remain at home while they heal.  We hope to provide these young people with a comfortable and less stressful health care experience.
Program Success Monitored By 
See Home Care description.
Examples of Program Success  An MCH nurse went to visit a 6 year old patient and realized he was the same patient she'd seen as a premature infant and then again at four years old. The child was blind and deaf from birth, and had been diagnosed with cancer. The mother had mental health issues of her own and the family was also facing serious poverty. The nurse provided care to the patient and assistance to the mother, including connecting them to much needed social services. The child passed away and the family expressed their gratitude for the help MCH was able to provide and for the child being able to be home as long as possible.

Many children receive chemotherapy through the program. Nurses also provide significant support to adolescent mothers and their babies, often referring the grandmothers or great-grandmothers for health services when it is clear they have need. MCH nurses have a unique perspective on the needs of the entire family and can make important connections for services.


Patient Safety at Home

 Partners Lifeline is a personal, 24 hours a day, emergency response service that helps people maintain their independence and remain in the comfort of their own homes. When help is needed, a Personal Help button is pressed which signals theResponseCenter. A highly-trained representative assesses the situation and determines the type of help that is needed. Partners Lifeline with AutoAlert automatically places a call for help if it detects that the subscriber has fallen and is unable to press the Personal Help button. We also offer a Medication Dispensing Service which helps patients manage medications. A nurse or caregiver fills the unit with up to 60 doses of medication and programs it to dispense the right medication at the right time of day. The dispenser is designed to reduce health problems resulting from medication mismanagement.
Budget  $1,500,000.00
Category  Health Care, General/Other Home Health Care
Population Served Aging, Elderly, Senior Citizens Elderly and/or Disabled People/Families with of People with Physical Disabilities
Program Short-Term Success 
Short term success is measured in the number of Lifeline calls received and number of patients served.  We will also track and measure patient satisfaction with the Lifeline system and medication dispenser.
Program Long-Term Success 
Long-term success is measured in the number of patients who receive emergency help and are transported to a hospital emergency department in time, and in the number of patients who can avoid a hospital trip due to better medication management.
Program Success Monitored By 
Success will be monitored by patient chart review to spot and analyze trends, rates of usage and hospitalization rates, and patient-family satisfaction surveys. 
Examples of Program Success 
 

Mrs. F. had a fall and was receiving physical therapy at home, while Mr. F. had diabetes and heart disease and was receiving nursing care at home. Lifeline means that they have the reassurance of easy access to emergency response, and it has meant that they can remain in their home, together.  Another patient had a seizure and the only thing she could reach was her Lifeline wrist button. Lifeline was activated and called out to her, but she couldn’t respond loudly enough. The phone rang as Lifeline tried to reach her, but she couldn’t answer. The patient lay there, accepting that she would die and that this was “her time.” Suddenly the EMTs were at her side, summoned by Lifeline. They later told her that when she arrived she had no pulse and was close to death. The patient has repeatedly expressed her gratitude to Partners HealthCare at Home and to Lifelife for saving her life.


Specialty Services

 We offer a number of specialty services to ensure even patients with complex medical needs can remain in their homes and communities. One of these services is telemonitoring. With telemonitoring the patient has a virtual visit every day using special equipment which transmits vital signs to the home care clinician. Combined with regular visits, telemonitoring increases the chance that problems will be detected early. Another specialty service is wound care management. Approximately 15 percent of the patients served are receiving some type of wound care treatment. If not properly managed, wounds can lead to hospitalization or even threaten the life of an older adult. Complex wounds that result from diabetes, post-surgical complications, peripheral vascular disease, stroke and paralysis are treated in the home by our specially trained and board-certified wound care nurses. This program has led to increased healing rates as well as reducing emergency visits and hospitalizations. 
Budget  $570,000.00
Category  Health Care, General/Other Home Health Care
Population Served General/Unspecified Elderly and/or Disabled Other Health/Disability
Program Short-Term Success   The telemonitoring program has already improved patient outcomes including reducing the cycle of emergency room visits and hospital readmissions through early detection and intervention In our initial pilot, the re-hospitalization rate for patients with CHF who were receiving telemonitoring decreased 36 percent. To date, we have served more than 6,000 patients with telemonitoring. 

 

Program Long-Term Success 
We will measure the success of the program through reduction in re-hospitalizations, emergency department visits, and the overall health of patients, particularly those with chronic illness.
Program Success Monitored By 
Program success is monitored by tracking improvement in patients' health through regular chart review by the telemonitoring team, as well as tracking number of ED visits or hospitalizations.  The team works closely with primary care providers to ensure coordination of care and seeks their input as well.  It is also monitored by patient-family satisfaction surveys.
Examples of Program Success   Adele loves her life. You can hear the zest in her voice, as she masks the heart problems she has experienced in her 70-plus years. For many with Adele’s heart condition, the senior years would be marked by repeated hospitalizations and invasive treatments. But thanks to Partners HealthCare at Home’s telemonitoring, Adele is at home, secure with the knowledge that a Partners nurse is monitoring her daily. This program has changed Adele’s life and gives her the strength to enjoy each day. With telemonitoring, Adele knows how to modify her diet and assess whether a symptom change signaled a problem.

“Knowing someone is always watching out for me, provides psychological benefits as well,” Adele says, “The nurses have been great, giving me useful feedback about taking care of myself. I’m very, very grateful. It’s been a wonderful experience.”


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Reynold G. Spadoni
CEO Term Start May 2014
CEO Email [email protected]
CEO Experience   

Reynold Spadoni brings over 30 years of experience in a variety of health care settings.  As PHH's president he serves as senior advisor on strategy, planning, and the integration of opportunities that will grow PHH’s business and reputation as the leading provider of in-home services in Massachusetts

As the President & CEO of the Visiting Nurse Association of Boston (VNAB), Rey led his management team to improve quality scores and establish profitability in all divisions and worked with the organization's Board of Directors to finalize a merger and strategic affiliation with Atrius Health Care.  Prior to VNAB, he worked in an acute care hospital setting, serving as Quincy Medical Center's Vice President of Planning & Development. He also led Dimock Community Health Center, and served in the managed care industry as an executive at Harvard Pilgrim Health Care and Neighborhood Health Plan.  Rey began his career as a consultant with Ernst & Young where he worked closely with numerous hospitals, including several of the organizations that are now part of Partners. Rey is also active in a number of national and local industry trade organizations and serves on the board of a local domestic violence agency. 

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
Ms. Cara Babachicos Chief Information Officer Cara Babachicos is Vice President and Chief Information Officer for Partners Continuing Care, the non-acute care services division of Partners HealthCare System. In her role she is responsible for the management and oversight of the Information Systems, Technology and Information Strategy for Partners Healthcare at Home and the Spaulding Rehabilitation Network. Partners Healthcare at Home offers a broad range of in-home care services including certified home care, private care, and healthcare products and technology for 150 towns in eastern Massachusetts. The Spaulding Rehabilitation Network is a non profit member of the Partners Healthcare system that provides a comprehensive growing rehabilitation network of inpatient and outpatient services. Spaulding Rehabilitation Network is comprised of two rehabilitation hospitals, two long-term acute-care hospitals, three skilled nursing facilities, and 26 outpatient sites. 

Ms. Babachicos has over 20 years’ experience working with healthcare information systems with a career that spans across acute care, non-acute, for profit-vendors and consultant groups. She received an undergraduate degree in Management from Boston College and a Masters Degree in Healthcare Administration from the University of New Hampshire. 

Ms. Babachicos serves on the advisory board for the Medical Area Federal Credit Union. She is also on the faculty at Emmanuel College where she teaches various classes in Information Systems, Management and Project Management. Ms. Babachicos also serves as program faculty at Harvard School of Public Health where she teaches a course in project management.

Ms. Maureen Chesley Area Vice President North --
Ms. Pamela Fine Vice President, Referral Relations and Business Development --
Ms. Judith Flynn Vice President, Patient Care Quality and Compliance --
Mr. Gary Garberg Area Vice President South --
Mr. Steven Patrick Vice President for Development, PCC Steven A. Patrick is the Vice President of Development at Spaulding Rehabilitation Network and Partners HealthCare at Home.  Steven leads the fundraising efforts of New England’s top rehabilitation hospital and its integrated system by working closely with hospital and Partners’ leadership, clinicians, trustees, and volunteer leaders in cultivating, building, and maintaining a strong philanthropic relationship with a wide variety of constituencies for the institution.

Prior to entering the development field, Steven worked over ten-years in healthcare administration at Spaulding, Joslin Diabetes Center, Children’s Hospital, and Blue Cross/Blue Shield. Steven holds Bachelor of Science degrees in Biology and Psychology from Tufts University, and has a fellowship from the Emerging Leaders Program of the Center for Collaborative Leadership College of Management, University of Massachusetts.

Mr. Arthur St. Germain Vice President, Private Care --
Mr. David Storto President, Partners Continuing Care Network David E. Storto is the President of Partners Continuing Care and the Spaulding Rehabilitation Network. Under Mr. Storto's leadership since 1998, PCC has grown and been developed as the fully integrated non-acute care services division of Partners HealthCare based in Boston, Massachusetts. PCC includes two inpatient rehabilitation hospitals with 23 outpatient centers, two long-term acute-care hospitals, and three skilled nursing facilities, together recognized as the SRN, as well as Partners HealthCare at Home. 

Mr. Storto is a Trustee of PCC and its subsidiaries, as well as of the Massachusetts General Hospital Health Services Corporation.  Since 1998, Mr. Storto has been a member of the Specialty Hospital CEO Group of the Massachusetts Hospital Association (MHA). In 2009, he was elected to the MHA Board of Directors. He also is active in several other national and state professional associations and community organizations.

Prior to joining Partners and Spaulding, Mr. Storto was the Executive Vice President, Chief Operating Officer and a member of the Board of Directors of the Rehabilitation Institute of Chicago (RIC). Mr. Storto served in numerous capacities during his 18-year tenure at RIC, including social worker, Director of Admissions and Marketing, General Counsel and Corporate Secretary, and Vice President of Planning. During this time, he became an expert in operational management, program development, governance and strategic planning in rehabilitation facilities. 

Mr. Storto received his undergraduate degrees from the University of Michigan, Ann Arbor, with distinction, in 1976 and a Masters Degree in Social Service Administration from the University of Chicago in 1978. He received his Juris Doctor from the Loyola University of Chicago School of Law in 1986.

Mr. Storto is married to Shelley Mogil and they live in Concord, Massachusetts. They have two children; Max is a senior at Harvard College and Mara is a sophomore at Duke University. Outside of work and family, Mr. Storto is a marathon runner who loves to cook, sing karaoke, and travel.

Awards

Award Awarding Organization Year
Top Agency Home Care Elite 2011

Affiliations

Affiliation Year
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Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 344
Number of Part Time Staff 403
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 747
Other (if specified): 0
Gender Female: 0
Male: 0
Not Specified 747

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Scott Schoen
Board Chair Company Affiliation Thomas H. Lee
Board Chair Term July 2012 - June 2014
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Adam Bendtsen Young Professionals Representative NonVoting
Dr. Aneesh Bhim Singham MD Mass General Hospital Voting
Mr. Tedy Bruschi Community Volunteer Voting
Mr. Eugene Clapp Penobscot Investment Management Co. Voting
Mr. Paul G. Cushing Esq. Office of the General Counsel, Partners HealthCare System Inc. NonVoting
Mr. Marcus Hughes Young Professionals Group NonVoting
Mr. Andre Jasse Community Volunteer Voting
Mr. Wendell Knox Abt Associates Voting
Mr. Stanley Lukowski Eastern Bank Voting
Ms. Ann (Caroline) Merrifield Community Volunteer Voting
Mr. Barry Mills Bowdoin College Voting
Mr. Michael Muehe Community Volunteer Voting
Ms. Paula Ness Spears Health Advances Voting
Mrs. Karl Riemer Honorary Trustee NonVoting
Ms. Joan Sapir Massachusetts General Hospital Voting
Mr. Scott A. Schoen Thomas H. Lee Partners Voting
Ms. Mary Shaugnessy CFO Partners Continuing Care, Inc. NonVoting
Mrs Norton Q. Sloan Honorary Trustee NonVoting
Mrs. Helen Spaulding Honorary Trustee NonVoting
Mr. Josiah A. Spaulding Jr. Citi Performing Arts Center Voting
Mr. Gary W. Spiess Esq. Community Volunteer Voting
Mr. David Storto Partners Continuing Care Voting
Mr. John V. Woodward Community Volunteer NonVoting
Dr. John Wright MD Brigham and Women's Hospital Voting
Dr. Ross Zafonte DO Spaulding Rehabilitation Hospital Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 33
Other (if specified): --
Gender Female: 12
Male: 21
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Executive
  • Finance
  • Patient Care

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

Expense Breakdown 2008 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2010 2009 2008
Total Revenue $67,364,000 $61,726,000 $55,276,000
Total Expenses $65,218,000 $58,572,000 $55,403,000

Prior Three Years Revenue Sources

Fiscal Year 2010 2009 2008
Foundation and
Corporation Contributions
-- -- --
Government Contributions $46,235,000 $41,671,000 $37,290,000
    Federal $44,428,000 $39,859,000 $35,147,000
    State $1,321,000 $1,290,000 $1,605,000
    Local -- -- --
    Unspecified $486,000 $522,000 $538,000
Individual Contributions $282,000 $352,000 $628,000
Indirect Public Support $19,750,000 $18,054,000 $15,033,000
Earned Revenue $35,000 $74,000 $92,000
Investment Income, Net of Losses $7,000 $7,000 $7,000
Membership Dues -- -- --
Special Events -- $133,000 $426,000
Revenue In-Kind -- $101,000 $111,000
Other $1,055,000 $1,334,000 $1,689,000

Prior Three Years Expense Allocations

Fiscal Year 2010 2009 2008
Program Expense $56,284,000 $48,255,000 $45,223,000
Administration Expense $5,875,000 $6,189,000 $5,565,000
Fundraising Expense -- $398,000 $633,000
Payments to Affiliates $3,059,000 $398,000 $3,982,000
Total Revenue/Total Expenses 1.03 1.05 1.00
Program Expense/Total Expenses 86% 82% 82%
Fundraising Expense/Contributed Revenue 0% 1% 1%

Prior Three Years Assets and Liabilities

Fiscal Year 2010 2009 2008
Total Assets $11,575,000 $9,241,000 $10,430,000
Current Assets $9,234,000 $6,925,000 $11,656,000
Long-Term Liabilities $84,000 $166,000 $396,000
Current Liabilities $7,291,000 $6,098,000 $5,925,000
Total Net Assets $4,200,000 $2,977,000 $4,109,000

Prior Three Years Top Three Funding Sources

Fiscal Year 2010 2009 2008
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
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Financial Planning

Endowment Value $187,134.00
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2010 2009 2008
Current Ratio: Current Assets/Current Liabilities 1.27 1.14 1.97

Long Term Solvency

Fiscal Year 2010 2009 2008
Long-term Liabilities/Total Assets 1% 2% 4%

CEO/Executive Director/Board Comments

Attached are the Partners Healthcare System, Inc. (PHS) and Affiliates Consolidated Financial Statements for September 30, 2013 and 2012. As a member of PHS, Partners Home Care (PCH) financials are included in these statements. Separate audited financial statements have not been prepared for PCH. 

Foundation Comments

As a result of the nonprofit's merger and unique situation, the financials with the recent merger data in the charts and graphs, is per the nonprofit. Fiscal year 2011 financials were not yet available at the time of profile publishing.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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